DRAFT ANNUAL REPORT 2017/18 - Welcome to STLM · 2019-01-25 · DRAFT ANNUAL REPORT 2017/18 ... GIS...
Transcript of DRAFT ANNUAL REPORT 2017/18 - Welcome to STLM · 2019-01-25 · DRAFT ANNUAL REPORT 2017/18 ... GIS...
DRAFT 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 ............................................................................................ 3
MUNICIPAL MANAGER’S FOREWORD ...................................................................................................................... 3
1.2. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW .................................................. 5
1.3. SERVICE DELIVERY OVERVIEW ....................................................................................................................... 10
1.4. FINANCIAL HEALTH OVERVIEW ..................................................................................................................... 12
1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW ............................................................................................. 14
1.6. AUDITOR(GENERAL’S REPORT ....................................................................................................................... 14
1.7. STATUTORY ANNUAL REPORT PROCESS ........................................................................................................ 15
CHAPTER 2 – GOVERNANCE ................................................................................................................................. 18
COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ............................................. 18
2.1. POLITICAL GOVERNANCE ............................................................................................................................... 19
2.2. ADMINISTRATIVE GOVERNANCE ................................................................................................................... 22
COMPONENT B: INTERGOVERNMENTAL RELATIONS ................................................................... 24
2.3. INTERGOVERNMENTAL RELATIONS ............................................................................................................... 24
COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ............................................... 26
2.4. PUBLIC MEETINGS ......................................................................................................................................... 27
2.5. IDP PARTICIPATION AND ALIGNMENT........................................................................................................... 28
COMPONENT D: CORPORATE GOVERNANCE ................................................................................ 29
2.6. RISK MANAGEMENT ...................................................................................................................................... 30
2.8. SUPPLY CHAIN MANAGEMENT ...................................................................................................................... 32
2.9. BY(LAWS ........................................................................................................................................................ 33
2.10. WEBSITES ....................................................................................................................................................... 33
2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES .......................................................................................... 34
CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) ..................... 37
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COMPONENT A: BASIC SERVICES .................................................................................................... 37
3.1. WATER PROVISION ........................................................................................................................................ 39
3.2. WASTE WATER (SANITATION) PROVISION .................................................................................................... 45
3.3. ELECTRICITY ................................................................................................................................................... 51
3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE COLLECTIONS, WASTE DISPOSAL, STREET
CLEANING, AND RECYCLING) ......................................................................................................................... 59
3.5. HOUSING ....................................................................................................................................................... 69
3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT ............................................................................................ 73
COMPONENT B: ROAD TRANSPORT AND Storm water drainage .................................................. 75
3.7. ROADS ............................................................................................................................................................ 76
3.8. WASTE WATER (STORM WATER DRAINAGE) ................................................................................................... 83
3.9. TRANSPORT (LICENSING) SERVICES ................................................................................................................. 85
3.10. COMPONENT C: PLANNING AND DEVELOPMENT.................................................................. 89
3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING ................................................................................... 90
3.11. LOCAL ECONOMIC DEVELOPMENT ................................................................................................................ 95
COMPONENT D: COMMUNITY AND SOCIAL SERVICES ................................................................ 100
3.12(A). LIBRARIES ................................................................................................................................................ 101
3.12(B). MUNICIPAL BUILDINGS ............................................................................................................... 106
3.13. CEMETERIES AND CREMATORIUMS ............................................................................................................ 110
3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES .................................................................. 114
3.15. YOUTH DEVELOPMENT ................................................................................................................................ 118
COMPONENT E: ENVIRONMENTAL PROTECTION ......................................................................... 122
3.16. POLLUTION CONTROL .................................................................................................................................. 122
SERVICE STATISTICS FOR ENVIRONMENTAL PROTECTION ...................................................... 122
COMPONENT G: TRAFFIC, SECURITY, AND SAFETY .............................................................................................. 124
3.18. TRAFFIC AND SECURITY ............................................................................................................................... 124
3.19. FIRE SERVICES AND DISASTER MANAGEMENT ............................................................................................ 129
COMPONENT H: SPORT AND RECREATION .................................................................................. 133
3.20. PARKS, SPORT, AND RECREATION ............................................................................................................... 133
COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES ................................... 140
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3.21. EXECUTIVE AND COUNCIL ........................................................................................................................... 141
3.22. FINANCIAL SERVICES .................................................................................................................................... 144
3.23. HUMAN RESOURCE SERVICES ..................................................................................................................... 147
3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES .............................................................. 151
3.25. INTEGRATED DEVELOPMENT PLAN SERVICES ............................................................................................. 158
3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES .................................................. 161
COMPONENT J: ORGANISATIONAL PERFORMANCE SCORECARD ........................................... 166
CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II) .................................................................................................................................................................................. 167
COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL ........................................... 167
4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES ...................................................................................... 167
COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE ...................................................... 172
4.2. POLICIES ....................................................................................................................................................... 173
4.3. INJURIES, SICKNESS, AND SUSPENSIONS ..................................................................................................... 175
4.4. PERFORMANCE REWARDS ........................................................................................................................... 177
COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE ............................................... 178
4.5. SKILLS DEVELOPMENT AND TRAINING .......................................................................................................... 179
COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE ................................................. 184
4.6. EMPLOYEE EXPENDITURE ............................................................................................................................ 184
CHAPTER 5 – FINANCIAL PERFORMANCE ...................................................................................................... 187
COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ................................................. 187
5.1. STATEMENTS OF FINANCIAL PERFORMANCE .............................................................................................. 189
5.2. GRANTS ........................................................................................................................................................ 194
5.3. ASSET MANAGEMENT ................................................................................................................................. 196
5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS ................................................................ 199
COMPONENT B: SPENDING AGAINST CAPITAL BUDGET ............................................................ 203
5.5. CAPITAL EXPENDITURE ................................................................................................................................ 204
5.6. SOURCES OF FINANCE ................................................................................................................................. 206
5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS ........................................................................................ 209
5.8. BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW ................................................................ 210
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COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS ............................................ 213
5.9. CASH FLOW .................................................................................................................................................. 214
5.10. BORROWING AND INVESTMENTS ............................................................................................................... 216
COMPONENT D: OTHER FINANCIAL MATTERS ............................................................................. 218
5.11. SUPPLY CHAIN MANAGEMENT .................................................................................................................... 218
5.12. GRAP COMPLIANCE ..................................................................................................................................... 218
CHAPTER 6 – AUDITOR(GENERAL AUDIT FINDINGS .................................................................... 219
COMPONENT A: AUDITOR(GENERAL OPINION OF FINANCIAL STATEMENTS .......................... 220
6.1. AUDITOR(GENERAL REPORTS PREVIOUS YEAR............................................................................................ 220
COMPONENT B: AUDITOR(GENERAL OPINION CURRENT YEAR ................................................ 221
6.2. AUDITOR(GENERAL REPORT – CURRENT YEAR ........................................................................................... 221
GLOSSARY ................................................................................................................................................................ 223
APPENDICES 225
APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE ...... 225
APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES ....................................................... 228
APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE .......................................................... 230
APPENDIX D – FUNCTIONS OF MUNICIPALIty ............................................................................... 232
APPENDIX E –WARD REPORTING ................................................................................................... 233
APPENDIX F –WARD INFORMATION ............................................................................................... 237
APPENDIX F seven largest capital projects .................................................................................... 242
APPENDIX G: RECOMMENDATIONS OF THE AUDIT COMMITTEE ............................................... 243
APPENDIX H: LONG(TERM CONTRACTS AND PUBLIC(PRIVATE PARTNERSHIP ...................... 247
APPENDIX I – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE .............. 247
APPENDIX J – DISCLOSURE OF FINANCIAL INTEREST................................................................ 250
APPENDIX K(I) – REVENUE COLLECTION PERFORMANCE BY VOTE ......................................... 253
APPENDIX K(II) – REVENUE COLLECTION PERFORMANCE BY SOURCE .................................. 255
APPENDIX L – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG ......................................... 256
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APPENDIX M (i, II) – CAPITAL EXPENDITURE (NEW ASSETS PROGRAMME AND Upgrade/Renewal Programme ................................................................................. 258
APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 2018 ............................................... 266
APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR .................... 288
APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS ........................ 301
APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION ........ 303
APPENDIX R – DECLARATION OF GRANTS MADE BY THE MUNICIPALITY ............................... 304
APPENDIX S – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71 ...... 304
APPENDIX T – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT .............. 305
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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 Conference of the Parties CRR Capital Replacement Reserve CWP Community Works Programme 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 Infrastructure Grant MM Municipal Manager
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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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CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY
COMPONENT A: EXECUTIVE MAYOR’S FOREWORD
1.1. EXECUTIVE MAYOR’S FOREWORD
EXECUTIVE MAYOR’S FOREWORD2017/2018 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 performance reporting system. This proces had allowed all committees of council to be abreast with all the challenges and projects implement within the year under review hence overall performance on capital expenditure is sitting at above 92% and 100 % on MIG spending. Although the municipality is still faced with the economic downfall as the whole country is affected by such, greater strides have been made to reachout to all our communities including 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 over 250 title deeds to our previously disadvantaged communities, ensuring that dignity is restored to the municipal’s constinuency . 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 counitiously 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 profolio committees of council on a quaterly 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 has implemented the Mscoa for the first time. Although that process had teething problems; with the capable and dedicated staff compliment that have shown high levels of commitment throughout the years. On the same breath gratitude must
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be extended to all municipal employees for their service excellence. According to the 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 frequnt 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
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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 1 459 686 632 and expenditure of R 1 442 230 697. By the close of our books at the end of the year, we had obtained an income of R1 473 413 338, and we spent R 1 367 477 000, resulting in a surplus of R 95 373 477. Included in income are capital grants & public contributions amounting to R 215 196 765.
The municipality received an unqualified audit opinion with matters on procurement and contract management, expenditure management and material adjustments for the year ending 30 June 2018. 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 95% 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 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 include ageing water systems infrastructure 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 infrastructure 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
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Infrastructure 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 staff continues 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
Acting 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 infrastructure, increased demand for basic service delivery and also sustainable job creation in the long run. The unemployment rate of Steve Tshwete decreased slightly from 19.7% in 2011 to 17.3% in 2016. The municipality has over 86 000 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 a Category B municipality comprising of 58 elected councillors (29 ward representatives and 29 proportional representation).
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 of Section 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. These committees 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 1 400 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 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 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 and 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 above(mentioned 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 24671Age: 5(9 9 048 9 059 18 107 10871 11482 22353Age: 10(19 18 147 17 979 36 127 23011 21201 44212Age: 20(29 27 298 22 452 49 750 32901 28511 61411Age: 30(39 20 730 17 388 38 118 28296 22062 50358Age: 40(49 15 061 14 239 29 300 18248 16953 35201Age: 50(59 10 785 9 610 20 395 13125 10215 23341Age: 60(69 4 836 4 979 9 816 5219 5880 11099Age: 70+ 2 377 3 597 5 974 1619 2802 4421Total 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(economic Status
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 ‘Name of Municipality’
Settlement Type Households Population
Towns
Middelburg 23 563
Hendrina 682
Subtotal 24 245 0
Townships
Mhluzi 22 401
Kwazamokuhle 5 874
Subtotal 28 275 0
Rural settlements & Villages
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Overview of Neighborhoods within ‘Name of Municipality’
Settlement Type Households Population
Piet Tlou 1 352/300
Rietkuil 1 107
Blinkpan 445
Hope 144
Pullenshope 1120
Sizanane Former Mapimpane/Piet Tlou 818
Komati 642/300
Kranspoort 197/326
Somaphepa 325
Sikhululiwe 415
Subtotal 5 681 0
Informal settlements
Doornkop CPA 4 500/5 577
Newtown 4 000/8 364
Kwazamokuhle informal area 850/778
Others Presidentsrus/Rural farms/Informal settlements 4 900/16 503
Subtotal 14 250 0
Total 724 511/73 670 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 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, and 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.
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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.
Industrial investment within the municipality is increasing at a high rate, which, with other economic spin(offs contribute 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. 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. T 1.2.8
1.3. SERVICE DELIVERY OVERVIEW
SERVICE DELIVERY INTRODUCTION
As a Water Services Authority (WSA), the municipality is mandated 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 provided through 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 included construction of two new rapid sand filters, a distribution box and related pipework and 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
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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 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 NERSA licence 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
%
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Steve Tshwete LM Roads and Stormwater
823 696.74 81.3 153.77 18%
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 1 459 686 632 and expenditure of R 1 442 230 697. By the close of our books at the end of the year, we had obtained an income of R1 258 216 573 (excluding capital grants received and public contributions), and we spent R 1 367 477 000, resulting in a surplus of R 95 373 477. Capital grants & public contributions was R 215 196 765. For the 2017/2018 financial year, the municipality received an unqualified audit opinion with matters on procurement and contract management, expenditure management and material misstatements 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 implementation of the capital budget increased to 92% (2017: 84%) by the end of 2018 amounting to R268 129 046. Serious attempts have to be made to ensure that the entire capital budget is fully spent each year.
Financial Overview: 2017/2018
Details Original budget Adjustment Budget Actual
Income: R R R
Grants 215,169,338
271,307,802 215,196,765
Taxes, Levies and tariffs
1,067,236,337
1,077,884,253
1,071,785,497
Other 127,101,381
110,645,050
186,431,077
Sub Total 1,409,507,056
1,459,686,623
1,473,413,339
Less: Expenditure 1,421,172,670
1,442,230,237
1,348,039,861
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Net Total* (11,665,614)
17,456,386
95,373,478
* Note: surplus/(defecit) T 1.4.2
Operating Ratios
Detail %
Employee Cost 34%
Repairs & Maintenance 5,5%
Finance Charges & Impairment 2% T 1.4.3
COMMENT ON OPERATING RATIOS
Employee Costs constituted 34% of the total operating budget. The Organogram of Council is reviewed on an annual basis and only positions that are affordable are funded on the structure. Repairs and Maintenance amounted to 5,5%, 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
Detail 2015/2016 2016/2017 2017/2018
Original Budget 217,042,522 236,368,760 282,174,766
Adjustment Budget 300,092,819 323,877,956 290,154,333
Actual 266,164,932 274,433,242 268,129,046
Capital Expenditure % 88.69% 84.73% 92.40% T 1.4.4
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COMMENT ON CAPITAL EXPENDITURE
During the financial year under review, the original budget of R282,174,770 was adjusted to R290,154,333. The table indicates that 92% of the capital budget was implemented. From the 288 projects, 244 projects were completed, and projects to the value of R15,2 million were rolled over to the 2018/2019 financial year. This means that 84% 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 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
-
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
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AUDITOR(GENERAL’S REPORT: 30 JUNE 2018
The municipality received an unqualified audit opinion with matters on procurement and contract management, expenditure management and material mistatements for the year ending 30 June 2018. The financial statements fairly represent in all material respects the financial position and performance of the municipality. During the year under review, the municipality maintained and improved the following key steps: a) Governance • Functional Internal Audit and Council • Quarterly performance reviews • Functional Audit Committee • Legislation compliance b) Financial Management • Record(keeping and document management • Adherence to reporting requirements • Generally Recognized Accounting Practice (GRAP) compliance to accounting standards • Monthly balancing of registers and control accounts • Good relationship with Auditor(General Based on the audit report and management letter, corrective measures will be implemented through a credible audit action plan with deadlines on matters raised to address identified inefficiencies before the next audit. The municipality remains committed to achieving clean audits. T 1.6.1
1.7. STATUTORY ANNUAL REPORT PROCESS
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No. Activity Time frame
1
Consideration of next financial year’s Budget and IDP process plan. Except for the legislative content, the process plan should confirm in(year reporting formats to ensure that reporting and monitoring feeds seamlessly into the Annual Report process at the end of the Budget/IDP implementation period
July 2
Implementation and monitoring of approved Budget and IDP commences (In(year financial reporting)
3 Finalise the 4th Quarter 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
COMMENT ON THE ANNUAL REPORT PROCESS
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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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CHAPTER 2 – GOVERNANCE
INTRODUCTION TO GOVERNANCE
The highest decision(making 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 Councillors.
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, Ward Committees, and other sub(committees.
Furthermore, Administrative Committees comprises of the Audit Committee, Risk Committee, Information and Communication Technology (ICT) Steering Committee, Executive Management Committee and Management Committee. These committes assist Council wwith 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 a municipality has the right to govern its own initiative and the local government affairs of the local community.
The Steve Tshwete 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.
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2.1. POLITICAL GOVERNANCE
INTRODUCTION TO 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, i.e. 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, is shared by Steve Tshwete Local Municipality and other Municipalities based within the Nkankala 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 ensure good financial governance in the municipality. MPAC make separate recommendations and comments on the annual report to Council through the Mayoral Committee.
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POLITICAL STRUCTURE
THE EXECUTIVE COMMITTEE
EXECUTIVE MAYORALD M.A. Masina Up to march 2018
Responsible for performing Council’s executive functions
EXECUTIVE MAYORCllr 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: Infrastructure Development & Service Delivery
Cllr MTE Mnguni
MMC: Spatial Development, Human Settlement, and Housing Administration
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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) councillors in which twety nine (29) councillors 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 councillors can be found (including committee allocations and attendance at council meetings).
Also refer to Appendix B, which sets out committees and committee purposes.
T 2.1.2 POLITICAL DECISION (TAKING
Council is chaired by the Speaker. Whilst, policy decisions and resolutions are taken by the Council per recommendation from the Executive Mayor.
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The Executive Mayor and six (6) Mayoral Committee Members are required to execute council resolutions. The MMCs 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 ADMINISTRATIVE GOVERNANCE
The administration is led by the Acting Municipal Manager, who is appointed in terms of Section 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 Accounting Officer of the municipality.
The Acting Municipal Manager and the four (4) Executive Directors implement council resolutions, advise Council and its committees, and oversee the Integrated Developent 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
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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 MANAGERSMr 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: INFRASTRUCTURE
SERVICES
Micheal Lelaka
Up to June 2018
Provisions infrastructure 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 COOPERATIVE GOVERNANCE AND INTERGOVERNMENTAL RELATIONS
The purpose of intergovernmental 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 participation 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 – It 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.
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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 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 guide 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.
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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.
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.
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2.4. PUBLIC MEETINGS
COMMUNICATION, PARTICIPATION, AND FORUMS On a regular basis, the municipality engages the community at consultation meetings in an effort to provide feedback on progress in relation to the level of development. It also does this to 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 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 2015/2016 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.
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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 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 effectiveness of the ward committees.
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
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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
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 approved internal audit plan.
Audit Committee, 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.
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An approved system of delegations exists to maximise administrative and operational efficiency and to provide for adequate checks and balances as required in terms of Section 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 of the STLM’s systems of managing risk a decentralized one, wherein departments are responsible for performing risk identification, evaluation, mitigation and reporting processes. STLM’s has in place a shared service of Risk Committee and 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’s Audit Committee also supports the Risk Committee in its risk oversight role.
The effective management of risk is prioritised to ensure that business risks across the organisation are identified and managed on an ongoing basis for the achievement of the municipality’s “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 Infrastructure Development
KPA 6: Spatial and Community Development
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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. Additionally, 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,
2. Labour unrest,
3. HIV/AIDS,
4. Lack of capacity in IT section and
5. Environmental pollution
FRAUD AND ANTI(CORRUPTION STRATEGY
Fraud Prevention and Response Plan Policy as well as National Anti – Corruption Strategy to curb fraud and corruption. 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.
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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 used. The Supply Chain Management Policy was again reviewed during 2017/2018 and was tabled at Council on 31 May 2018. This policy will guide all SCM role(players relative to Sections 47 and 48 of the MFMA SCM Regulations. SCM is centralized and the municipality has established the three (3) bid committee system. No councillors 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. 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 2 655 orders were placed to the value of R89,8 Million. Two hundred and eighty four (184) contracts above R100 000 were awarded, with the B(BBEE status level contributions below.
B(BBEE Status Level Number AmountNo Certificate 37 R 31,300,781 Level 1 92 R 425,116,093 Level 2 8 R 41,376,682 Level 3 2 R 6,428,842 Level 4 9 R 1,849,290
During the year under review, the normal procurement process has to be deviated from in 147 (2017:465) instances to the amount of R5,1 million (2017: R56,9 million) as per Section 40 of the Supply Chain Management Policy. These deviations constitute 5,8% of the total procurement transaction as follows:
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Deviation Number Amount
Emergency 18 R1,106,847
Sole Suppliers 12 R 977,328
Impractical or impossible to follow the process
117 R3,164,842
2.9. BY(LAWS
Newly Developed
Revised
Public Participation Conducted Prior to
Adoption of By(laws (Yes/No)
Dates of Public Participation
By(laws Gazetted* (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
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
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Municipal Website: Content and Currency of Material
Documents Published on the Municipality Website Yes/No Publishing Date
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 of Section 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 have been disposed of in terms of Section 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 of Section 52 (d) during Year 2014
Yes After approval by Council
T 2.10.1COMMENT 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
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 citizenry. 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
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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
130068%
(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 20181300
73%
(f) Information supplied by municipality to the public
Fieldwork 1 April ( 31 May 2018
130069%
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 summarised as follows: ▪ The enhancement of communication levels between the Municipality and the community be given attention.
▪ 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 the 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.
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▪ 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 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 infrastructure 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 infrastructure, and INEPT funding, particularly for the development of low(income areas. The municipality provides free 6 kL of water per household to all consumers in its water supply area. Indigents are receiving free basic water up the 10 kL 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 infrastructure while upgrading existing infrastructure. 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 50 kWh 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 is being 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.
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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.
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 infrastructure 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 prioritised 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 Infrastructure 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.
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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 the aging 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 Unaccountab
le Water Losses
Welfare & Schools
Municipal
2016/2017 3 486 2 805 299 66 218 8 595 805 3 886 922 351 133 340 097
2017/2018 231 517 6 493 310 7 996 378 45 247 169 8 048 092 4 078 054 6 742 865
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 infrastructure 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 Dam is currently supplied to Columbus SS, Ferro Chrome, and Molare Piggery. The construction of infrastructure for 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 6 kL 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 200 m 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
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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.
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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
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue
R110,080.581
R100,917,874
R96,280,806
R100,568,678 (0,3%)
Expenditure:
Employees
R22,821,220
R28,177,260
R29,916,749
R27,065,505 (3,9%) Repairs and Maintenance
R5,511,453
R6,507,906
R6,253,271
R5,058,765 (22,3%)
Other
R46,847,839
R51,474,473
R60,001,233
R50,178,534 (2,5%)Total Operational Expenditure
R75,180,512
R86,159,639
R96,171,253
R82,302,804 (4,5%)
Net Surplus/ (Deficit)
R34,900,069
(R14,758,235
R109,553
R18,265,874 23,7%
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 3.1.8
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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 R 24,439,500 R 40,883,143 R 27,676,794 (32.3%) Install bulk flow meters (560/...)
R 420,000 R 599,000 R 325,664 (45.6%) R 599,000
Water Distri M/Burg Replace Old Water Pipes (560/..
R 1,700,000 R 1,700,000 R 94,575 (94.4%) R 1,700,000
Replace Equipment Vaakbank WTW (561/...)
R 550,000 R 550,000 R 364,029 (33.8%) R 550,000
Water Distr Repl Water Pipes Hendrina/Kwaza (566/..
R 100,000 R 200,000 R 28,700 (85.7%) R 200,000
Water Distr Repl Water Meters Hendrina/Kwaza (566/.
R 180,000 R 180,000 R 178,274 (1.0%) R 180,000
New water connections (565/...)
R 830,500 R 830,500 R 828,320 (0.3%) R 830,500
Replace Valves & Other Items Bulk Supply Line: 561
R 200,000 R 325,000 R 37,623 (88.4%) R 325,000
Water Villages Water Services Rural Areas (567/...
R 250,000 R 333,500 R 160,829 (51.8%) R 333,500
Replace Pump Vaalbank WTW (561/...)
R 720,000 R 720,000 R 584,823 (18.8%) R 720,000
Replace Water Pump (566/...)
R 34,000 R 34,000 R 27,600 (18.8%) R 34,000
Replace Stihl Brushcutters (564/...)
R 20,000 R 20,000 R 17,400 (13.0%) R 20,000
Replace Underwater Pressure Drill (560/...)
R 60,000 R 60,000 R 52,000 (13.3%) R 60,000
Mine Water project Woestalleen Hendrina ppln (566/.
0.0%
Water Distr M/Burg Repl Old Water Meters (560/...)
R 840,000 R 840,000 R 827,166 (1.5%) R 840,000
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Water Replace Water Meters Eskom Towns (567/...)
R 160,000 R 160,000 R 159,518 (0.3%) R 160,000
Replace Fences At Reservoirs (561/...)
R 750,000 R 750,000 R 747,354 (0.4%) R 750,000
Vaalbank WTP Plan & design upgrading of elec (561/)
R 97,210 R 97,210 0.0% R 97,210
Replace Sandfilters Kruger Dam (563/...)
R 120,000 R 112,500 R 88,526 (21.3%) R 112,500
Water Distrib Replace Pipes Villages (567/...)
R 150,000 R 234,600 R 100,702 (57.1%) R 234,600
Replace Equipment Kruger dam WTW (563/...)
R 120,000 R 127,500 R 114,287 (10.4%) R 127,500
Replace Plant & Equipment (560/...)
R 60,000 R 55,935 R 53,200 (4.9%) R 55,935
Upgrade Pipeline Vaalbank & Skietbaan (560/...)
R 2,500,000 R 2,500,000 (100.0%) R 2,500,000
Replace Plant & Equipment (561/...)
R 2,060,000 R 5,560,000 R 3,235,706 (41.8%) R 5,560,000
Water network Newtown (560/...)
R 1,313,400 R 1,313,400 0.0% R 1,313,400
Water Distr Replace Water Pipes Mhluzi (560/...)
R 1,800,000 R 1,869,100 R 548,645 (70.6%) R 1,869,100
Water Distribution Move Meters To Street (560/...)
R 350,000 R 350,000 R 307,330 (12.2%) R 350,000
Construction of reservoir at Kwaza x9 (571/...)
R 7,915,000 R 328,298 R 328,298 0.0% R 328,298
New 2ml reservoir Rietkuil (567/...)
R 500,000 R 300,000 (100.0%) R 300,000
Water network M/burg x33 (560/...)
R 750,000 R 998,800 R 616,788 (38.2%) R 998,800
Upgrade Skietbaan/Graspan Bulk line (560/...)
R 113,800 R 43,732 (61.6%) R 113,800
Chlorine Booster station (561/...)
R 150,000 R 150,000 R 118,395 (21.1%) R 150,000
Water Purification Refurbish Uitkyk Reservr (561/..
R 200,000 R 200,000 R 174,079 (13.0%) R 200,000
Paving & stormwater Vaalbank WTP (561/...)
R 450,000 R 450,000 R 447,423 (0.6%) R 450,000
Elec Fencing Reservoirs & Pump Stations (564/...)
R 300,000 R 300,000 R 230,676 (23.1%) R 300,000
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Storage Area at Vaalbank WTW (561/...)
R 200,000 R 200,000 R 168,563 (15.7%) R 200,000
Drilling of Boreholes Somaphepha (567/...)
R 500,000 R 447,489 (10.5%) R 500,000
Refurbish Hendrina WTW (571/...)
R 8,606,301 R 8,606,301 0.0% R 8,606,301
Re(instatement of raw water supply line(bulk (566)
R 3,000,000 R 1,391,950 (53.6%) R 3,000,000
Refurbish Hendrina WTW pumpstation (571)
R 5,393,699 R 4,558,548 (15.5%) R 5,393,699
New water meters RDP Newtown W17: 560
R 820,000 R 251,671 (69.3%) R 820,000
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 ensuring provision of new sanitation infrastructure while upgrading existing infrastructure within MP313 areas. Currently, 82.86%% of Steve Tshwete Local Municipality households 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.
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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 4220.00
(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
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Access to Sanitation
Proportion of Households with Access to Sanitation
2015/2016 73 670 2016/2017 80030 2017/2018 80736
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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
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue R97,997,281 R79,725,327 R86,771,094 R87,873,659 10,2%
Expenditure:
Employees Rr36,176,324 R39,012,719 R38,691,816 R34,520,974 (11,5%)Repairs and Maintenance R5,729,276 R7,235,141 R7,048,623 R5,131,440 (29,1%)
Other R22,665,240 R26,009,758 R26,507,775 R20,731,381 (20,2%)Total Operational Expenditure R64,570,840 R72,257,618 R72,248,214 R60,383,794 (16,4%)Net Surplus/ (Deficit) R33,426,441 R7,467,709 R14,522,880 R27,489,864 268,1%
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 3.2.8
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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 R 53,843,346 R27,023,350 R24,988,460 (7,5%)
Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...
R165,000 R 125,000 R 62,400 (50.1%) R 125,000
Replace Pumps (552/...)
R410,000 R 450,000 R353,546 (21.4%) R 450,000
Replace Equipment Kwaza WWTW (553/...)
R 400,000 R400,000 R 326,865 (18.3%) R400,000
Refurbish Blinkpan WWTW
R 150,000 R 150,000 R 118,497 (21.0%) R 150,000
Refurbish Komati WWTW (547/...)
R 180,000 R 300,000 R 155,716 (48.1%) R 300,000
Sewerage Connections (551/...)
R188,350 R 188,350 R 28,024 (85.1%) R 188,350
Rural Sanitation (547/...)
R 900,000 R2,280,000 R2,205,858 (3.3%) R2,280,000
Replace Boskrans WWTW Equipment (552/...)
R 150,000 R 150,000 R 10,600 (92.9%) R 150,000
Upgrade Boskrans Sewer Plant (552/...)
R9,999,996 R 3,082,734 R 2,470,216 (19.9%) R 3,082,734
Sanitation For Newtown X1A (550/...)
R162,500 R 162,500 0.0% R162,500
Upgrading sleeping quarters Presidents water (547/.
R 350,000 R 350,000 R345,228 (1.4%) R 350,000
Design & construction WWTW (547/...)
R 130,000 R 94,900 (27.0%) R 130,000
Sewerage Network X 33 (550/...)
R 700,000 R 1,100,000 R 545,294 (50.4%) R 1,100,000
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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/
R 250,000 R 250,000 R 204,050 (18.4%) R 250,000
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 infrastructure while upgrading existing infrastructure. The department is 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 infrastructure 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 infrastructure and equipment to render a service
Providing infrastructure and connections to all new developments when required
Implementing the Free Basic Electricity Policy
Discouraging tampering by using real(time monitoring 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
Infrastructure 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 highmasts 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 265Electricity – 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 0Electricity – prepaid (<min. service level) 0 0 0 0Other 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 TargetService
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 infrastructure and providing new infrastructure 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 encountere
d during 2017/18 financial
year 82%5 of free basic services consumers regester for free basic electricity
100% 302 Consumer
s
100% 300 Consumer
s
126 Consumer
s
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
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue
R556,122,250
R550,555,645
R555,925,668
R540,053,711 (1,9%)
Expenditure:
Employees
R39,696,580
R44,008,519
R44,999,922
R43,491,290 (1,2%) Repairs and Maintenance
R22,651,161
R27,017,772
R27,942,124
R23,033,060 (14,7%)
Other
R439,399,432
R461,438,268
R460,139,878
R446,313,680 (3,3%)Total Operational Expenditure
R501,747,173
R532,464,559
R533,081,924
R512,838,030 (3,6%)
Net Surplus/ (deficit)
R54,375,077
R18,091,086
R22,843,744
R27,215,682 50,4%
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 3.3.7
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Capital Expenditure : Electricity Services
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance
from adjusted budget
Total Project Value
Total All R65,538,000 R70,772,992 R68,342,903 (3%)
RDP House connections Ntown/Kwaza/x24/x6 (700)
R 20,000 R20,000 (100%) R20,000
LV Replace Meter Kiosk W13 (700/...)
R200,000 R200,000 R190,618 (5%) R200,000
(MV Ring Main Units at Switching Gear W13 (700/...)
R1,200,000 R1,136,605 R1,130,205 (1%) R1,136,605
Network reinforcement Replace cables (700/...)
R4,021,822 R4,021,822 0% R4,021,822
MV Networks HT Links W17 (700/...)
R7,104,000 0%
( LV Upgrade Existing High Masts W17 (731/...)
R200,000 R320,000 R309,297 (3%) R320,000
( LV Electrical Connections Prepaid (710/...)
R1,650,000 R1,650,000 R1,552,208 (6%) R1,650,000
MV Networks Bulk Connections Ward 23 (700/...)
R400,000 (100%) R400,000
(HV Feasibility Study Verdoorn S/station (700/...)
R500,000 0%
Electrical Connections Bulk (710/...)
R800,000 R2,380,000 R1,966,848 (17%) R2,380,000
(MV Ring Main Units at Switching Gear W11 (700/...)
R240,000 R240,000 0% R240,000
MV Networks HT Links W27 (700/...)
R5,736,000 R34,227,319 R34,222,484 0% R34,227,319
MV Networks HT Links W20 (700/...)
R1,236,000 0%
( LV Upgrade Existing High Masts W28 (731/...)
R100,000 R160,000 R160,000 0% R160,000
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( LV Upgrade Existing High Masts W22 (731/...)
R200,000 R480,000 R480,000 0% R480,000
( LV Upgrade Existing High Masts W20 (731/...)
R100,000 R160,000 R160,000 0% R160,000
( LV Upgrade Existing High Masts W19 (731/...)
R400,000 R800,000 R799,979 0% R800,000
( LV Upgrade Existing High Masts W2 (731/...)
R300,000 R320,000 R320,000 0% R320,000
( MV Replace Mini Substations W15 (700/...)
R3,650,000 R3,010,447 R3,009,506 0% R3,010,447
( LV Electrical Connections Bulk Whole Mun(710/...)
R413,000 R413,000 (100%) R413,000
LV Networks Electrification Kwaza x8 W3 (700/...)
R1,029,132 R1,029,132 0% R1,029,132
Replace Furniture & Equipment (700/...)
R30,000 R32,800 R30,293 (8%) R32,800
Fencing Outdoor Equipment (700/...)
R85,000 R85,000 R82,736 (3%) R85,000
Feasibility Study Upgrade lang S/station (700/...)
R380,000 0%
Replace Equipment (700/...)
R230,000 R322,200 R286,136 (11%) R322,200
Hendrina substation W3 (700/...)
R400,000 0%
LV Networks Replace Stolen Services (700/...)
R200,000 R200,000 (100%) R200,000
ASCO LV Cables (700/...)
R400,000 0%
( MV Replace Stolen Services (700/...)
R400,000 R400,000 (100%) R400,000
( LV Streetlights Main Entrances ( W14 (731/...)
R1,200,000 0%
LV Highmasts Low income areas W2 (731/...)
R750,000 R1,010,002 R1,010,002 0% R1,010,002
LV Highmasts Low Income Areas W24 (731/...)
R500,000 R330,000 R330,000 0% R330,000
LV Highmasts Low Income Areas W25 (731/...)
R750,000 R660,000 R660,000 0% R660,000
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LV Highmasts Low Income Areas W28 (731/...)
R1,000,000 R999,990 R999,990 0% R999,990
( MV Replace Cables W11 (700/...)
R8,000,000 0%
LV Streetlights install additional fittingsW21(731)
R260,000 R243,458 (6%) R260,000
MV Networks Electrification Newtown W27 (700/...)
R4,850,000 R2,978,627 R2,978,626 0% R2,978,627
LV Networks Electrification Newtown W27 (700/...)
R2,067,080 R1,887,111 (9%) R2,067,080
( LV Mhluzi Cables W18 (700/...)
R400,000 0%
Replace 88KV Cable (700/...)
R500,000 0%
Replace Stolen Services (Streetlights) (700/...)
R100,000 R100,000 R38,485 (62% R100,000
( MV Replace Faulty Equipment (700/...)
R1,100,000 R4,177,257 R4,177,256 0% R4,177,257
New intake substation W3 (700/...)
R400,000 0%
Electrical Software Programme (700/...)
R250,000 R155,000 (100%)) R155,000
MV Switching station Newtown W17 (700/...)
R2,880,000 R3,149,151 R3,149,151 0% R3,149,151
MV Networks Bulk Connections W23 (700/...)
R7,356,000 0%
MV Networks Bulk Connections W22 (700/...)
R5,748,000 0%
MV Networks Bulk Connections W21 (700/...)
R1,620,000 0%
MV Networks Electrification Kwaza x8 W3 (700/...
R2,200,000 R2,877,560 R2,877,560 0% R2,877,560
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.3.8
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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
Infrastructure 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.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.
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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.
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.
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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 centres to be serviced by June 2017.
2 additional commercial centres serviced by June 2017
4 Additional commercial centres 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 minimisation project established by June 2017
1 waste minimisation project established by June 2017
1 waste minimisation project established by June 2017
1 Waste minimization project implemented in partnership with private organisations 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 organisations 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 environme
ntal awareness campaigns conducted June 2017
12 awareness campaigns to be conducted by June 2017
12 environmental 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 04(6 2 2 2 1 507(9 2 2 2 0 010(12 7 7 7 1 1413(15 22 23 21 2 916(18 9 10 9 1 1019(20 151 156 151 5 3
Total 194 201 193 10 5
Financial Performance : Solid Waste Management
Services
2017/2018
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue
R93,311,909
R98,561,283
R101,617,438
R101,202,339
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
R33,267,387(4%)
Total Operational Expenditure
R78,485,572
R86,955,623
R86,716,152
R85,741,150
(1%)
Net Surplus/ (Deficit)
R14,826,337
R11,605,660
R14,901,286
R15,461,189
33%
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/...) R
500,000 R
987,775 R
319,500 (68%)
R 987,775
Replace 1.75 Cub Meter Container
(420/...)
R 165,000
R 160,204
R 142,989
(11%) R
160,204
Replace Street Bins (420/...)
R 80,000
R 80,000
R 67,850
(15%) R
80,000 New Skip
Loader Truck (420/...)
R
1,524,633 R
1,524,633 0%
R 1,524,633
6m3 Tipper truck (420/...)
R 1,450,000
R 1,232,650
R 1,221,350
(1%) R
1,232,650 20.5m3 Refuse
compactor (420/...)
R 3,500,000
R 3,271,900
R 3,271,900
0% R
3,271,900
Upgrade Waste Transfer Station
Hendrina (422/...)
R 200,000
R 171,050
R 171,050
0% R
171,050
Extend Middelburg Landfill Site
(430/...)
R 6,000,000
R 5,949,994
R 5,949,994
0% R
5,949,994
New Trailer For Containers
(420/...)
R 500,000
R 500,000
R 392,150
(22%) R
500,000
Guardhouse Rietkuil Waste Transf Station
(422/...)
R 70,000
0%
Palisade Gate Dennesig
Waste Transf Station (422/)
R 140,000
R 119,500
R 119,500
0% R
119,500
Replace Street bins (420/...)
R
150,000 R
128,700 (14%)
Guardhouse Rietkuil Waste
Transfer station (422/...
R
232,317 R
222,233 R
150,000
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Rehablitation Landfill Site:
430
R 724,977
R 232,317
R 724,977
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
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. Middelburg landfill site has an airspace of approximately 6 years. Investigation is currently underway for the establishment of landfill sites in Hendrina and Middelburg.
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The closure of Eskom disposal site in Rietkuil has put a lot of pressure on the transfer station and also increase illegal dumping 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 Presidentrust and Kranspoort to reduce the haulage costs for the disposal of waste at Middelburg landfill site.
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. 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. Further to the above, the inter(governmental framework that advocates cooperation and collaboration amongst the different spheres of Government to deliver services that the citizenry is 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
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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
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 04(6 2 2 2 0 07(9 4 5 5 0 010(12 19 22 19 3 1413(15 0 0 0 0 016(18 0 0 0 0 019(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
R558,073
37105%
Expenditure:
Employees
R9,739,324
R11,889,833
R10,784,006
R9,869,265 (17%
Repairs and Maintenance
R879,519
R232,555
R344,558
R202,804
(13%)
Other
R1,697,269
R1,968,386
R2,234,421
R979,420 (50%)
Total Operational Expenditure
R12,316,112
R14,090,774
R13,362,985
R11,051,488
(22%)
Net Surplus/ (Deficit)
(R11,997,883)
(R14,089,274)
(R12,620,711)
(R10,493,416
(26%)
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.5.5
Capital Expenditure : Housing Services
Capital Projects
2017/2018 Budget Adjustment
Budget Actual
Expenditure %
Variance from
adjusted budget
Total Project Value
Total All R365,000 R 1,059,000 R 1,016,655 (4%)
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Replace motorbikes (460/...)
R365,000 R 365,000 R 326,955 (10%) R 365,000
New LDV (454/...)
R 332,000 R 330,500 0% R 332,000
New LDV (454/...)
R 332,000 R 330,500 0% R 332,000
New Sign Boards (452/...)
R 30,000 R 28,700 (4%) R 30,000
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 by to hand 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 as for 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 (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.
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The following free basic services are provided to qualifying indigents:
50 kWh (units) of free basic electricity per month
10 kL 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
2014/2015 13,783
17,730
16,237
17,286
2015/2016 14,326
18,107
16,801
17,642
2016/2017 14,452
17,738
16,707
17,227
2017/2018 14,220 18,090 16,473 17,581
-
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
Hou
seho
lds
('000
)
Free Basic Household Services
2014/2015
2015/2016
2016/2017
2017/2018
Data sourced from MBRR A10
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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
18 000
17 738 18 000 18 000 18 090 18 000
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 Varianc
e 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
75,901,521 (9%)
T 3.6.4
COMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT
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 AND STORM WATER DRAINAGE
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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 infrastructure and storm water infrastructure while upgrading existing infrastructure 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 Infrastructure Kilometres
Total gravel roads
New gravel roads constructed
Gravel roads upgraded to tar
Gravel roads graded/maintained
2015/2016 174.64 0 7.56 186.772016/2017 162.44 3.96 7.51 190.402017/2018 153.77 0 8.67 220.26 T 3.7.2
Tarred Road Infrastructure
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
Gravel Tar
New Gravel – Tar Maintained New Reworked Maintained 2015/2016 R37 447 830 R812 220 R37 447 8302016/2017 R60 000 R48 745 899 R39 758 339 R2 250 000 R9 700 0002017/2018 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 IDPService 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 infrastructure and providing new infrastructure To ensure the provision of new roads and storm water infrastructure while upgrading existing infrastructure
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 Stormwater 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
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e 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
R22,155,001
R21,457,903 2%
Repairs and Maintenance
R3,622,592
R5,414,422
R5,422,096
R5,068,236
(6%)
Other
R55,091,887
R61,899,990
R61,079,201
R46,458,890 (25%)
Total Operational Expenditure
R74,910,213
R88,444,490
R88,656,299
R72,985,030
(17%)
Net Surplus/ (Deficit)
(R53,534,793)
(R71,510,795)
(R62,136,077)
(R46,487,829)
(35%)
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 adjuste
d budget
Total Project Value
Total All R56,638,920 R 69,485,249 R 69,376,397 0%
Paving & Kerbs Hendrina & Kwaza W1(542/...)
R 200,000 R 200,000 R 193,196 (3%) R 200,000
Roads Middelburg Replace Road Barriers (540/...)
R 100,000 R
100,000 R 98,780 (1%)
R 100,000
Upgrade Bridges (540/...)
R 200,000 R 200,000 R 199,046 0% R 200,000
Roads Aerorand West W12(540/...)
R 12,000,000 R 13,370,000 R 13,369,924 0% R 13,370,000
Paving & Kerbs Villages & Rural W4(543/...)
R 200,000 R 200,000 R 193,366 (3%0 R 200,000
Replace Paving & Kerbs (540/...)
R 250,000 R 250,000 R 249,899 0% R 250,000
( Roads New Taxi Laybyes W1 (540/...)
R 100,000 R 100,000 R 99,273 (1%) R 100,000
Roads Hendrina W3(542/...)
R 2,200,000 R 2,110,000 R 2,105,938 0% R 2,110,000
( Roads New Taxi Laybyes W2 (540/...)
R 100,000 R 100,000 R 99,273 (1%) R 100,000
( Roads New Taxi Laybyes W25 (540/...)
R 100,000 R 100,000 R 99,273 (1%) R 100,000
(Roads Middelburg Reseal Roads M/burg W17 (540/...)
R 500,000 R 311,778 R 311,778 0% R 311,778
( Reseal Roads Hendrina/Kwaza Ward 2 (542/...)
R 300,000 R 296,539 R 296,539 0% R 296,539
Reseal Roads Rural & Eskom Towns (543/...)
R 1,500,000 R 1,532,506 R 1,532,505 0% R 1,532,506
Replace Equipment (542/...)
R 170,000 R 155,000 R 154,420 0% R 155,000
(Roads Middelburg
R 500,000 R 179,003 R 179,003 0% R 179,003
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Reseal Roads M/burg W20 (540/...) (Roads Middelburg Reseal Roads M/burg W21 (540/...)
R 500,000 R 374,345 R 374,345 0% R 374,345
(Roads Middelburg Reseal Roads M/burg W15 (540/...)
R 1,200,000 R 185,881 R 185,801 0% R 185,881
(Roads Middelburg Reseal Roads M/burg W14 (540/...)
R 500,000 R 887,650 R 887,649 0% R 887,650
(Roads Middelburg Reseal Roads M/burg W13 (540/...)
R 1,200,000 R 2,133,654 R 2,133,654 0% R 2,133,654
(Roads Middelburg Reseal Roads M/burg W12 (540/...)
R 500,000 R 283,048 R 283,047 0% R 283,048
(Roads Middelburg Reseal Roads M/burg W11 (540/...)
R 500,000 R 1,612,539 R 1,612,539 0% R 1,612,539
(Roads Middelburg Reseal Roads M/burg W10 (540/...)
R 500,000 R 142,690 R 142,690 0% R 142,690
( Roads Middelburg Reseal Roads M/burg W8 (540/...)
R 500,000 R 308,390 R 308,390 0% R 308,390
(Roads Middelburg Reseal Roads M/burg W16 (540/...)
R 500,000 R 1,058,107 R 1,048,106 (1%) R 1,058,107
(Roads Middelburg Reseal Roads M/burg W22 (540/...)
R 500,000 0%
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(Roads Middelburg Reseal Roads M/burg W23 (540/...)
R 1,100,000 R 794,345 R 794,171 0% R 794,345
(Roads Middelburg Reseal Roads M/burg W25 (540/...)
R 500,000 R 398,681 R 398,681 0% R 398,681
( Reseal Roads Hendrina/Kwaza Ward 1 (542/...)
R 700,000 R 665,324 R 633,249 (5%) R 665,324
( Reseal Roads Hendrina/Kwaza Ward 3 (542/...)
R 500,000 R 499,541 R 473,645 (5%) R 499,541
Middelburg Reseal Roads W28
R 110,150 R 92,221 (16%) R 110,150
Middelburg Reseal Roads W19 (540/...)
R 225,829 R 221,557 (2%) R 225,829
Edge Beams( Primary/Secondary Routes (540/...)
R 250,000 R 250,000 R 250,000 0% R 250,000
Roads Middelburg Rebuild Roads M/burg (540/...)
R 3,000,000 0%
Roads Rebuild M/burg W19 (540/...)
R 3,210,000 R 3,209,899 0% R 3,210,000
Roads Presidentsrus (543/...)
R 3,000,000 R 3,195,000 R 3,194,882 0% R 3,195,000
New Equipment (542/...)
R 20,000 R 24,772 R 24,772 0% R 24,772
Paving & Kerbs Low income areas (540)
R 1,270,000 R 1,270,000 R 1,269,742 0% R 1,270,000
( Roads & Stormwater Low Income Areas W28 (540/...)
R 3,000,000 R 4,114,054 R 4,114,054 0% R 4,114,054
( Roads & Stormwater Low Income Areas W6 (540/...)
R 3,000,000 R 9,238,208 R 9,238,208 0% R 9,238,208
( Roads & Stormwater Low Income Areas W2 (540/...)
R 2,000,000 R 8,143,884 R 8,143,884 0% R 8,143,884
( Roads & Stormwater Low
R 1,000,000 R 3,114,903 R 3,114,903 0% R 3,114,903
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Income Areas W1 (540/...) Roads & Stormwater Low Income Areas W23 (540/...)
R 2,419,720 0%
Upgrade Taxi Ranks Middelburg (557/...)
R 800,000 0%
Replacement Machinery & Equipment (540/...)
R 90,000 R 100,228 R 105,472 5% R 100,228
Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...)
R 60,000 R 60,000 R 59,927 0% R 60,000
Replace Kerb Inlets Middelburg/Mhluzi W14 (540/...)
R 40,000 R 40,000 R 39,893 0% R 40,000
Replace Kerb Inlets Middelburg/Mhluzi W20 (540/...)
R 40,000 R 40,000 R 39,894 0% R 40,000
Replace Kerb Inlets Middelburg/Mhluzi W23 (540/...)
R 20,000 R 20,000 R 19,999 0% R 20,000
Replace Kerb Inlets Middelburg/Mhluzi W24 (540/...)
R 20,000 R 20,000 R 19,999 0% R 20,000
Replace Kerb Inlets Middelburg/Mhluzi W17 (540/...)
R 60,000 R 60,000 R 59,926 0% R 60,000
Replace Kerb Inlets Middelburg/Mhluzi W13 (540/...)
R 40,000 R 40,000 R 39,894 0% R 40,000
Replace Kerb Inlets Middelburg/Mhluzi W21 (540/...)
R 20,000 R 20,000 R 19,999 0% R 20,000
Upgrade Parking Area Civic Centre W11(540/...)
R 1,200,000 R 1,200,000 R 1,199,900 0% R 1,200,000
Roads x18 Hope City W11(540/...)
R 7,669,200
R 6,439,200 R
6,439,192 0% R 6,439,200
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
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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 challenge that is also faced at Hendrina.
T 3.7.10
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 Infrastructure Kilometres
Total Storm water measures
New Storm water measures
Storm water measures upgraded
Storm water measures
maintained 2015/2016 318.70 3.83 0 352016/2017 322.53 5.82 0 328.352017/2018 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 0002016/2017 R14 676 736 0 R420 0002017/2018 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
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(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To ensure provision of new roads and storm water infrastructure while upgrading existing infrastructure To ensure the provision of new roads and storm water infrastructure while upgrading existing infrastructure
Kilometers of storm water drainage systems constructed
4 5.82 4 4 7.735 4
Financial Performance :
Road Services 2017/2018
R'000
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e 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
R22,155,001
R21,457,903 2%
Repairs and Maintenance
R3,622,592
R5,414,422
R5,422,096
R5,068,236
(6%)
Other
R55,091,887
R61,899,990
R61,079,201
R46,458,890 (25%)
Total Operational Expenditure
R74,910,213
R88,444,490
R88,656,299
R72,985,030
(17%)
Net Operational Expenditure
(R53,534,793)
(R71,510,795)
(R62,136,077)
(R46,487,829)
(35%)
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 : Stormwater Services
Capital Projects
2017/2018 Budget Adjustment
Budget Actual
Expenditure %
Variance from adjuste
d budget
Total Project Value
Total All R 15,080,000 R 14,818,653 R 14,807,188 0%
Stormwater Kwaza x2 (542/...)
R 600,000 R 600,000 R 598,880 0% R 600,000
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Subsurface Drains Hendrina/Kwaza (542/...))
R 350,000 R 350,000 R 348,470 0% R 350,000
Stormwater Villages (543/...)
R 500,000 R 500,000 R 498,650 0% R 500,000
Stormwater Aerorand West (540/...)
R 6,000,000 R 6,000,000 R 5,999,915 0% R 6,000,000
Stormwater Middelburg/Mhluzi W27 (540/...)
R 700,000 0%
Stormwater Middelburg/Mhluzi W23 (540/...)
R 350,000 R 1,050,000 R 1,049,114 0% R 1,050,000
Stormwater Middelburg/Mhluzi W25 (540/...)
R 700,000 0%
Stormwater Hendrina (542/...)
R 630,000 R 510,000 R 508,204 0% R 510,000
Stormwater Presidentsrus (543/...)
R 750,000 R 750,000 R 745,795 (1%) R 750,000
Stormwater Middelburg x18 W11(540/...)
R 1,500,000 R 1,360,000 R 1,359,900 0% R 1,360,000
Stormwater Mhluzi W21(540/...)
R 3,000,000 R 2,998,653 R 2,998,653 0% R 2,998,653
Stormwater Middelburg/Mhluzi W25 (540/...)
R 700,000 R 699,607 0% R 700,000
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
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Tshwete is having 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. 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 is required in order to improve service delivery.
T 3.23
(Licensing Service Policy Objectives Taken From IDP
2016/17 2017/2018 2018/20
19
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
vehicles to be registered by June 2018
28000 23298 28 000 21303 21303 25000
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within the municipal area 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 drivers license issued and converted
drivers licenses to be issued by June 2018
24000 22360 24000 23860 23860 25000
Number of learners license applications processed
applications to be processed for learners licenses by June 2018
13000 17509 13000 17335 17335 18000
Number of learners licenses issued
Learners licenses to be issued by June 2018
11000 13228 11000 13511 13511 15000
Number of vehicles tested for roadworthiness
Vehicles to be tested for roadworthiness by June 2018
1600 1856 1600 1720 1720 `1800
Financial Performance : Transport(Licensing)
Services
2017/2018
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e 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
R19,137,272
R18,027,338 (7%)
Repairs and Maintenance
R205,965
R281,075
R283,075
R161,239
(43%)
Other
R1,764,690
R2,779,215
R2,871,220
R1,510,981 (46%)
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Total Operational Expenditure
R18,991,073
R22,459,875
R22,291,567
R19,699,558
(12%)
Net Surplus/ (Deficit)
R10,511,962
R4,752,643
R4,068,458
R11,216,550
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
Capital Expenditure : Transport(Licensing) Services 2017/2018
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%
R350,000 Replace vehicles (310/...)
R1,150,000
R1,150,000
R931,203
(19%)
R1,150,000 Replace Furniture & Office Equipment (310/...)
R55,000
R55,000
R50,941
(7%)
R55,000
Alcohol Testing Equipment (310/...)
R36,000
R180,000
R132,125
(27%)
R180,000
Shelves for the pound: 310
R40,000
R40,000
R35,405
(11%)
R40,000 Filing cabinets: 310
R42,000
R42,000
R39,211 (7%)
R42,000
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.
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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 high(potential lands, and water and atmospheric pollution. The 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 to municipality 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
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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.
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 and 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 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 who 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 were was commenced with. All required specialist studies were conducted and subsequently an application for township establishment was submitted to Council for approval.
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838 transgression notices were issued to discourage illegal building work and illegal land uses. This was followed by the submission and approval of 100 consent use applications in compliance with the issued transgression notices.
3.10.1
Detail Formalization of Townships Rezoning Built Environment
2016/2017 2017/2018 2016/2017 2017/2018 2016/2017 2017/2018Planning 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 IDPService 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 04(6 3 4 4 0 07(9 8 10 9 1 1010(12 3 5 4 1 2013(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0
Total 16 21 19 2 10
Financial Performance : Planning Services
2017/2018
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e 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
R9,053,225
R8,685,366 (9%)
Repairs and Maintenance
R3,000
R3,000 (100%)
Other
R2,322,217
R3,888,108
R3,829,163
R1,528,448(61)%)
Total Operational Expenditure
R9,644,299
R13,459,682
R12,885,388
R10,213,814
(24%)
Net Surplus/ (deficit)
R28,018,174
(R12,140,429)
(R10,943,494)
(R7,991,305)
(34%)
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
Capital Projects
2017/2018 Budget Adjustment
Budget Actual
Expenditure %Varianc
e from adjusted budget
Total Project Value
Total All
R220,000
R297,800
R218,232 (27%)
Filing Cabinets (502/...)
R10,000
0%
Township development Somaphepha (502/...)
R60,800
R20,348 (67%)
R60,800
Township Establishment Rockdale North (502/...)
R210,000
R237,000
R197,884
(17%)
R237,000
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 is 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
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 conducive environment for economic growth to take place within the municipal area.
Establishment of 3 additional rural villages.
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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 Palnning 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
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.
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 infrastructure around the industries and the N4 Corridor. The municipality is coordinating the project 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.
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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.
T 3.11.1
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 plantAllocation 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
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
Infrastructure services
Hydroponic structures in Mhluzi, Ext 24, and Magasyn
Expansion of the tourism centreUpgrade of facilities of the Little Elephant 160 industrial stands acquired
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T 3.11.2
Economic Employment by Sector Jobs
Sector 2014/2015 2015/20
16 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 register 2015/2016 1 003 0 1 003 Work/payroll register 2016/2017 976
Job Creation through EPWP* Projects
Details
EPWP Projects Jobs Created through EPWP
Projects No. No.
2014/2015 2422015/2016 6312016/2017 *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 0Development of LED strategy 1 1 0 0 0 0Number 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 established in 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
T 3.11.7
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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 04(6 0 0 0 0 07(9 0 0 0 0 010(12 0 0 0 0 013(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0
Total 1 1 1 0 0
Financial Performance : Local Economic
Development Services
2017/2018
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue
R75,700 0.00%
Expenditure:
Employees
R582,232
R4,133,892
R4,282,710
R4,031,944 (2%)
Repairs and Maintenance
0%
Other
R491,956
R1,040,772
R1,750,558
R844,604 (19%)
Total Operational Expenditure
R1,074,188
R5,174,664
R6,033,268
R4,876,548
(6%)
Net Surplus/ (Deficit)
(R1,074,188)
(R5,174,664)
(R5,957,568)
(R4,876,548)
(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 3.11.9
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Capital Expenditure : Economic Development Services 2017/2018
Capital Projects
2017/2018 Budget Adjustmen
t Budget
Actual Expenditu
re
%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%)
R10,000 Replace Furniture & Office Equipment (124/...)
R3,000
R3,000
R2,606
(13%)
R3,000
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.11.10
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 and 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 includes libraries 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 is responsible for providing the services as follows: Traffic and Security, Licensing, Fire & Rescue, Solid Waste & Environmental Management, Information, Sport, Art and Culture, 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 Provision of information to the public through the libraries. Contribution to nation building and recreation through Sports, Arts and Culture. 3. Fire & Rescue Services Firefighting and prevention, including Disaster Management. Rescue life emanating from the accidents. Hazardous material transport of storage regulation e.g. Licensing. 4. Traffic & Security Services Provision of road safety for pedestrians and vehicles. Traffic law enforcement and control of street trading (including public transport control). Funeral and VIP escorts. Security Services ensure that the municipality facilities are safe for staff and the public. Ensure procurement of private security contractors and monitor their performance. 5. Licensing Services Responsible for licensing for vehicles and learner driver testing; as well as vehicles, businesses and the approval of applications for the posters on the street pavements. 6. Housing Services Responsible for the selection of 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, and 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 were previously disadvantaged, and that did not have 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 have no access to libraries at all. Because of the information
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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 04(6 0 0 0 0 07(9 4 5 4 1 2010(12 28 29 26 3 1013(15 0 1 0 1 10016(18 0 0 0 0 019(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 Varianc
e 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
R1,862,429 (15%)
Total Operational Expenditure
R11,120,394
R13,080,774
R12,591,256
R11,209,723
(14%)
Net Surplus/ (Deficit)
(R10,999,399)
(R12,922,974)
(R12,427,256)
(R11,039,514)
(15%)
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
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%)
R440,000
Purchase Library Books: 140
R440,000 R389,140 (11.6%)
R440,000
Upgrad Library Facilities (140/...)
R150,000
R950,000 R927,197 (2.4%)
R950,000
Replace Furniture & Office Equipment (140/...)
R22,000
R22,000 R21,580 (1.9%)
R22,000
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 & Arts.
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
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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.
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 TargetService 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 and Kwaza Thusong Centres and Nazareth Taxi Facility completed by June 2019
Number of municipal buildings infrastructure 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 &Stores(Services 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 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
Details
2016/2017 2017/2018 Actual Original Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue
R2,773,036 R41,152,946 R 71,293,269 61,256,802 49%
Expenditure: Employees
R16,040,776 R14,705,687 R15,398,773 15,754,297 7%
Repairs and Maintenance
R3,157,050 R4,144,442 R4,029,303 3,406,237 (18%)
Other R17,154,650 R29,595,816 R31,585,870 28,948,536 (2%)Total Operational Expenditure
R36,352,477 R48,445,945 R51,013,946 48,109,071 (1%)
Net Surplus/ (Deficit)
(R33,579,440) (R7,292,999) R20,279,323 R13,147,730 (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
Capital Projects
2017/2018 Budget Adjustment
Budget Actual
Expenditure %
Variance from
adjusted budget
Total Project Value
Total All R 11,055,000 R 8,477,560 R 7,044,272 (17%)
Upgrade Old Age Flats (221/...)
R 400,000 R 400,000 R 391,308 (2%) R 400,000
Replace Airconditioners At Civic Centre (150/...)
R 90,000 R 290,000 R 289,982 0% R 290,000
Replace Fence At Airfield (555/...)
R 2,300,000 R 2,300,000 R 2,241,900 (3%) R 2,300,000
Replace Tools For Cleaning Buildings (555/...)
R 190,000 R 190,000 R 166,578 (12%) R 190,000
Purchase new vehicle (555/...)
R 312,600 R 311,100 0% R 312,600
Replace Air Conditioners At Hendrina/Kwaza (154/...
R 75,000 R 75,000 R 57,116 (24%) R 75,000
Sealing Of Roof (153/...)
R 1,000,000 R 1,600,000 R 646,687 (60%) R 1,600,000
Replace Internal Fencing Service Centre (554/...)
R 500,000 R 500,000 R 467,005 (7%) R 500,000
Carports At Service Centre (554/...)
R 200,000 R 162,502 (19%) R 200,000
Replace Roof At Service Centre (554/...)
R 550,000 R 100,000 R 76,000 (24%) R 100,000
Replace Roofing At Mhluzi HEDC (555/...)
R 650,000 R 100,000 R 91,000 (9%) R 100,000
Upgrade Offices & Security (150/...)
R 400,000 R 383,644 R 270,160 (30% R 383,644
Upgrade electricity meter at Mhluzi HEDC (555/...)
R 226,820 R 100,800 (56%) R 226,820
Air Conditioner Adelaide Thambo (555/...)
R 500,000 R 500,000 R 498,106 0% R 500,000
Fixed Property Upgrade
R 1,000,000 0%
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Electricity HEDC (555/...) Service Centre Upgrade Solid Waste Stores (554/...)
R 400,000 R 80,000 R 62,452 (22%) R 80,000
Replace Roof At Civil Centre (150/...)
R 400,000 0%
Replace Roller Shutters Service Centre (554/...)
R 400,000 R 400,000 R 395,200 (1%) R 400,000
Replace aluminium windows (150/...)
R 200,000 R 200,000 R 196,880 (2%) R 200,000
Fence At Civic Centre (150/...)
R 2,000,000 R 619,496 R 619,496 0% R 619,496
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 cemetry
To provide new cemeteries while upgrading existing cemeteries according to prioritised 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 04(6 0 0 0 0 07(9 0 0 0 0 010(12 1 1 1 0 013(15 1 1 1 0 016(18 2 2 2 0 0
19(20 15 15 15 0 0
Total 19 19 19 0 0
Financial Performance : Cemetories and
Crematoriums
2017/2018
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 R3,523,510 R3,103,909 R3,054,321 (13%)
Total Operational Expenditure
R6,907,022
R8,159,615 R8,091,367 R7,928,431 (3%)
Net Surplus/ (Deficit)
(R4,184,483)
(R5,655,315)
(R5,487,067)
(R5,085,191)
(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 3.13.5
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Capital Expenditure : Cemetories and Crematoriums 2017/2018
Capital Projects
2017/2018 Budget Adjustment
Budget Actual
Expenditure %
Variance from adjuste
d 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%
R450,000
( Develop New Cemeteries (505/...)
R800,000
R800,000 0%
R800,000
Replace Roof Fontein Str Cemetery Ablutions (505/..
R450,000
R450,000
R435,116
(3%)
R450,000
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.13.6
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.
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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. 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 decreased from 52,3% to 43,1% according to the antenatal survey from the Department of Health.
CHILDREN
Child Ambossador 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 municipality participated in availing a land and involving private sector to donate an infrastructure which 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 Organisation, a stand for Healing Hands in ext. 24 (ward 8) dealing with Orphans and Vulnerable Children. Donated land to Stimulation Centres (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 04(6 1 0 0 0 07(9 0 1 1 0 010(12 0 0 0 0 013(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0
Total 2 2 2 0 0
Financial Performance : Child Care; Aged Care; Social
Programmes
2017/2018
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue
R338,559 R344,679 R344,853 2%
Expenditure:
Employees R936,809 0% Repairs and Maintenance
R479,245 R469,693 R431,737 (10%)
Other R2,387,086 0%Total Operational Expenditure
R3,323,894 R479,245 R469,693 R431,737 (10%)
Net Surplus/ (Deficit)
(R3,323,894) (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
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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 and other stakeholder forums.
3.15. YOUTH DEVELOPMENT
INTRODUCTION TO YOUTH DEVELOPMENT
The biggest challenges 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(public partnership, we are awarding bursaries on an annual basis to well(deserving students who come from previously disadvantaged
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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 3. Doornkop: Tseladimatlapa Youth Development Centre 4. Somaphepha : Khuphukani Youth Development Centre 5. Hendrina : kwazamokuhle Youth Development Centre
The Youth Development Centres focuses on the following objectives
Career guidance through one(on(one sessions and also visiting schools Online job application and bursary application Job preparedness 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 1004(6 0 0 0 0 07(9 1 0 0 0 010(12 2 2 2 0 013(15 0 0 0 0 016(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
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue
R1,515,000
R60,904 0%
Expenditure:
Employees
R2,708,653
R2,940,712
R2,642,045
R2,662,108 (9%)
Repairs and Maintenance
R6,957 0%
Other
R574,129
R1,478,732
R2,165,823
R2,148,080 45%
Total Operational Expenditure
R3,282,782
R4,426,401
R4,807,868
R4,810,188
9%
Net Surplus/ (Deficit)
R3,282,782
R4,426,401
R3,292,868
R4,749,285
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
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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COMPONENT E: ENVIRONMENTAL PROTECTION
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, 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 were done in all hazardous substances spillages occurred around the
municipality.
T 3.19.2
Health inspections Policy Objectives Taken From IDP
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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
Details
2016/2017 2017/2018 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue
R228,223 302,000 268,200 346,518.96 15%
Expenditure:
Employees R286,158 2,963,146 1,862,444.00 893,803.05 (70% Repairs and Maintenance
R372,287 202,500 202,500.00 161,368.62 (20%
Other R3,844,537 3,113,425 3,349,013.00 2,398,583.16 (23%
Total Operational Expenditure
4,502,983 6,279,071 5,413,957.00 3,453,754.83 (45%
Net Operational Expenditure
4,274,759 5,977,071 5,145,757.00 3,107,235.87 (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 adjuste
d budget
Total Project Value
Total All (
199,700 175126 (12%
Equipment to Monitor Air pollution (400/...)
(
199,700
175,126 (12%
175,126
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 attended to. 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 done and draft plan currently on public participation stage.
COMPONENT G: TRAFFIC, SECURITY, AND SAFETY
This component includes Traffic, Security and Firefighting services, and Disaster Management.
3.18. TRAFFIC AND SECURITY
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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. This is 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 04(6 0 0 0 0 07(9 20 24 21 3 1310(12 31 31 29 2 613(15 4 4 4 0 016(18 0 0 0 0 019(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 Varianc
e to Budget
Total Operational Revenue
18,197,563.7
11,477,360.0
12,812,460.0
18,515,393.4 61%
Expenditure: Other employees
28,030,838.7
30,286,053.0
30,150,428.0
28,693,769.4 (5%
Repairs and Maintenance
3,446,744.6
4,011,824.0
3,951,824.0
3,060,128.9 (24%
Other 27,017,041.3
11,116,167.0
11,248,629.0
2,356,802.8 (79%
Total Operational Expenditure
58,494,625
45,414,044
45,350,881
34,110,701 (25%
Net Operational Expenditure
40,297,061
33,936,684
32,538,421
15,595,308 (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 adjuste
d budget
Total Project Value
Total All 2,549,000
3,176,300
2,567,269 (19%
Traffic Calming Measures (310/...)
350,000
350,000
348,619 0%
348,619
Replace vehicles (310/...)
1,150,000
1,150,000
931,203 (19%
931,203
Portable Guard House (311/...)
76,000
76,000
62,039 (18%
62,039
Replace Furniture & Office Equipment (310/...)
55,000
55,000
50,941 (7%
50,941
Alcohol Testing Equipment (310/...)
36,000
180,000
132,125 (27%
132,125
Shelves for the pound: 310
40,000
40,000
35,405 (11%
35,405
Filing cabinets: 310
42,000
42,000
39,211 (7%
39,211
Digital Monitoring Measures (311/...)
800,000
800,000
622,610 (22%
622,610
Digital Monitoring Measures (311/...) (
483,300
345,116 (29%
345,116
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(related fires. 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 STLM’s 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 5442 Total of other incidents attended during
the year 1 262 1200 13543 Average turnout time – urban areas 11 minutes 8 minutes 11 minutes4 Average turnout time – rural areas 24 minutes 20 minutes 24 minutes5 Firefighters in post at year end 58 60 586 Total fire appliances at year end 28 31 287 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 & Depurt 1 1 1 0 0Fire Officers 48 49 49 0 00(3 0 0 0 0 04(6 3 3 3 0 07(9 6 0 0 0 010(12 26 26 26 0 013(15 0 5 5 0 016(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 Varianc
e to Budget
Total Operational Revenue
275,776
587,538
797,898
475,890 (19%
Expenditure:
Fire fighters 33,090,674
36,123,776
38,329,631
37,517,643 4%
Other employees
(
1,277,676
1,242,822
1,369,329 7%
Repairs and Maintenance
2,365,200
2,446,501
2,224,750
1,820,752 (26%
Other 8,089,481
8,919,440
8,390,965
7,237,185 (19%
Total Operational Expenditure
43,545,355
48,767,393
50,188,168
47,944,909 (2%
Net Operational Expenditure
43,269,579
48,179,855
49,390,270
47,469,018 (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 adjuste
d budget
Total Project Value
Total All 3,127,000
3,127,000
2,634,814 (16%
Replace Jaws Rescue Set (515/...)
500,000
500,000
353,319 (29%
353,319
Replace 4x4 veld fire vehicles (515/...)
500,000
500,000
433,758 (13%
433,758
Furniture & office equipment (515/...)
25,000
25,000
24,900 0%
24,900
Disaster Management Workstations/Equipment (515/...
450,000
450,000
283,668 (37%
283,668
Replace Fire Equipment (515/...)
62,000
62,000
59,142 (5%
59,142
New Fire Equipment (515/...)
40,000
40,000
33,800 (16%
33,800
Replace Garage Doors At Fire Station (515/...)
600,000
600,000
538,459 (10%
538,459
Upgrade fence at middelburg Fire Station (515/...)
700,000
500,000
462,770 (7%
500,000
Upgrade Rest Rooms((515/...)
250,000
450,000
444,998 (1%
450,000
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 preventionfor was 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 stations 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 H: 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)
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
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(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 according to prioritised community needs
Number of sporting facilities developed or upgraded
2 x New Graded soccer fields
2 new graded soccer fields. Multi(purpose court and Skateboard park
2 New Graded soccer fields and 2 Basic multipurpose facilities developed in previously disadvantaged
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 Q3 2x Multipurpose court at Pongola
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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)
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 04(6 0 0 0 0 07(9 8 10 9 1 1010(12 11 13 12 1 813(15 4 19 16 3 1616(18 40 41 40 1 219(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 Varianc
e to Budget
Total Operational Revenue
4,744,935.60
9,875,465.00
9,939,430.00
10,163,574.41 3%
Expenditure:
Employees 32,434,108.80
33,506,077.00
32,829,996.00
32,819,142.50 (2%
Repairs and Maintenance
11,641,113.52
12,011,573.00
12,449,849.00
12,350,367.50 3%
Other 17,256,168.19
15,071,174.00
13,218,306.00
12,866,418.68 (15%
Total Operational Expenditure
61,331,391
60,588,824
58,498,151
58,035,929 (4%
Net Operational Expenditure
56,586,455
50,713,359
48,558,721
47,872,354 (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 11,995,500
13,161,485
13,120,704 0%
Replace Synthetic Tennis Courts Kees Taljaard (530/
R 200,000
R 139,650
R 139,650 0%
R 139,650
Renovations Mhluzi Stadium Pavillion (530/...)
R 2,000,000
R 1,999,996
R 1,999,996 0%
R 1,999,996
Develop Park C/O Pongola & Kammannassie Aero (533/.
R 700,000
R 1,200,000
R 1,200,000 0%
R 1,200,000
Lawn Mower Sidewalks (533/...)
R 115,500
R 114,600
R 105,000 (8%
R 105,000
Pool Equipment Middelburg/Mhluzi (530/...)
R 100,000
R 126,450
R 126,450 0%
R 126,450
Refurbish Swimming Pool Kees Taljaard (530/...)
R 200,000
R 200,000
R 171,832 (14%
R 171,832
Brushcutters & Chainsaws
R 120,000
R 120,000
R 117,122 (2%
R 117,122
Replace Playing Equipment( (533/...)
R 310,000
R 310,000
R 309,900 0%
R 309,900
Develop Park Rural & Low Income Areas (533/...)
R 2,000,000
R 1,999,893
R 1,999,893 0%
R 1,999,893
Basic Sport Low Income Areas (530/...)
R 3,000,000
R 2,999,996
R 2,999,996 0%
R 2,999,996
Upgrade Rugby stadium lights (530)
R 1,000,000
R 673,300
R 673,300 0%
R 673,300
Upgrade Van Blerk Plein( (533/...)
R 600,000
R 600,000
R 599,996 0%
R 599,996
Fence at Parks (533/...)
R 350,000
R 1,050,000
R 1,050,000 0%
R 1,050,000
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Bicycle & Run Lanes at Klein Olifants (533/...)
R 1,300,000
R 1,300,000
R 1,300,000 0%
R 1,300,000
replace Temba Senamela Stadium Courts (530/...) R (
R 326,700
R 326,700 0%
R 326,700
Replace furniture & office equipment: 533 R (
R 900
R 869 (3%
R 869
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 OF SPORTS 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 allocation are approved and suitable land is available for future development. Current variance on budget are caused by savings or VAT not claimed back from the South African Revenue Services.
COMPONENT I: 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 at directorate 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), Information Communication Technology (37), and Council has 40 by(laws. T 3.24
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3.21. EXECUTIVE AND COUNCIL
This component includes the executive office: Mayor, councillors, 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 of MMCs. They assist the Executive Mayor to execute his duties.
The municipal Council has 29 ward councillors and 29 proportional representative councillors. For Council to take a decision, it needs a 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 TargetService 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 2017/2018Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue
70,592,033
78,881,118
74,928,158
82,222,606 4%
Expenditure: Employees
37,781,765
27,953,203
29,285,306
35,084,028 26%
Repairs and Maintenance
542,693
98,723
56,113
44,399 (55%
Other 58,867,223
37,797,489
39,366,536
40,500,339 7%
Total Operational Expenditure
97,191,681
65,849,415
68,707,955
75,628,766 15%
Net Operational Expenditure
26,599,647
(13,031,703
(6,220,203
(6,593,840 (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
% Varian
ce from
adjusted
budget
Total Project Value
Total All 223,000
223,000
185,716 (17%
Furniture & Office Equipment (110/...)
25,000
4,000
3,869 (3%
3,869
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Furniture & Office Equipment (111/...)
18,000
18,000
11,377 (37%
11,377
Furniture & office equipment: 105
180,000
201,000
170,470 (15%
170,470
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
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:
● Manage revenue, expenditure, assets, and liabilities in a responsible manner. ● Well(thought(out budgetary and financial planning processes in line with budget and reporting regulation. ● 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 %
Estmated 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 2 404(6 14 20 15 5 25 21 19 2 107(9 11 14 12 2 14 14 11 3 2110(12 25 28 27 1 4 27 26 1 413(15 23 25 24 1 4 28 27 1 416(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 Varianc
e to Budget
Total Operational Revenue
396,889,444
373,994,559
381,459,420
401,339,849 7%
Expenditure:
Employees 35,841,618
35,805,365
33,476,132
33,487,838 (6%
Repairs and Maintenance
2,687,593
3,492,489
3,640,931
3,537,177 1%
Other 39,755,646
36,398,782
42,379,698
36,748,280 1%
Total Operational Expenditure
78,284,857
75,696,636
79,496,761
73,773,295 (3%
Net Operational Expenditure
(318,604,587
(298,297,923
(301,962,659
(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 Adjustme
nt Budget
Actual Expendit
ure
Variance from
original budget
Total Project Value
Total All 256,000
2,266,100
1,832,302 (19%
Replace Furniture & Office Equipment (200/...)
73,500
43,500
38,616 (11%
38,616
Replace vehicle (200/...) 175,000
175,000
174,551 0%
174,551
Alarm System Redundant Asset Store (200/...)
7,500
7,500
( (100%
(
Replace current financial system (205/...)
(
1,586,757
1,169,000 (26%
1,169,000
Upgrade paypoint x7 (200/...) (
423,343
423,343 0%
423,343
New Furniture and equipment (200/..) (
30,000
26,792 (11%
26,792
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 empowering staff, 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 with work sampling(based tests to assist with the selection of the best candidates for
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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 04(6 7 8 7 1 137(9 3 4 2 2 5010(12 2 2 1 1 5013(15 0 1 1 0 016(18 0 0 0 0 019(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 Varianc
e to Budget
Total Operational Revenue
308,085
785,638
940,742
883,004 12%
Expenditure:
Employees 7,371,406
8,808,820
9,236,139
8,188,860 (7%
Repairs and Maintenance
57,486
89,250
89,250
56,039 (37%
Other 4,954,673
5,982,609
6,217,505
4,709,721 (21%
Total Operational Expenditure
12,383,565
14,880,679
15,542,894
12,954,620 (13%
Net Operational Expenditure
12,075,479
14,095,041
14,602,152
12,071,616 (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 Adjustme
nt Budget
Actual Expenditu
re
% Variance
from adjusted budget
Total Project Value
Total All 17,000
337,000
164,700 (51%
Furniture & Office Equipment (141/...)
17,000
17,000
( (100%
(
HR software & fingerprint readers (141/...)
(
320,000
164,700 (49%
164,700
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 includes Information 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 infrastructure.
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 infrastructure and networking through the provision of backup and retentions services, introducing new buildings to municipal network infrastructure. We have also improved our wireless network capacity,
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provided tools of trade to our users, introduced a mobile app to improve communication, continued the use of SMSs to 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 bureaucratic tape. We have implemented mCGICTPF, developed and implementing the ICT Master Systems Plan. Increased systems available.
SERVICE STATISTICS FOR ICT SERVICES.
● Ninety(eight percent (94%) wireless network availability. ● Ninety nine percent (99%) restoration of backups. ● Ninety nine percent ICT Services (99%) 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 telephony 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.
T 3.27.2
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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
Provide 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 projector 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
budget 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 R 444800. Two way Radios –
R 68625. Office Furniture –
R 10795.73. Laptops – R 212000.
Computers – R 520000. Server –
R 1227706.96. Projector and screen –
R 51000 Scanners – R 30000
External Communication –
R 348682. Backbone Infrastructure
– R 320000.
R 11 000 000 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 5881 resolved.
4500 incidents reported and
4500 incidents reported and
4966 incidents reported and resolved by June 2018.
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.
resolved by June 2017.
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.
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% Infrastcurture: 99%
4 reports on wireless network availability
Wireless Network Average Availability: 96% Fire Station: 97% Vaalbank: 98% Libraries: 99%
Wireless Network Average Availability: 94% Fire Station: 92% Vaalbank: 99% Libraries: 99% Infrastcurture: 99% PayPoints: 99% Service Center: 99% Hendrina: 92% Golfsig: 99%
Wireless Network Average Availability: 96% Fire Station: 97% Vaalbank: 98% Libraries: 99% Infrastcurture: 99% PayPoints: 98%
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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) PayPoints: 98% Service Center: 99% Hendrina: 98% Golfsig: 98% Kanonkop: 98%
Infrastcurture: 99% PayPoints: 98% Service Center: 99% Hendrina: 98% Golfsig: 98% Kanonkop: 98%
Kanonkop: 99% 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 04(6 2 3 3 0 07(9 2 9 8 1 1110(12 3 3 2 1 3313(15 0 0 0 0 016(18 0 0 0 0 019(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 Varianc
e to Budget
Total Operational Revenue
27,801
29,750
29,750
29,810 0%
Expenditure:
Employees 3,707,136
4,508,648
6,838,004
6,832,870 52%
Repairs and Maintenance
5,108,607
4,088,070
2,533,610
2,418,063 (41%
Other 7,641,731
9,701,698
9,080,161
4,018,972 (59%
Total Operational Expenditure
16,457,474
18,298,416
18,451,775
13,269,906 (27%
Net Operational Expenditure
16,429,672
18,268,666
18,422,025
13,240,096 (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 2017/2018Budget Adjustment
Budget Actual
Expenditure
% Variance
from adjusted budget
Total Project Value
Total All 3,590,000
4,028,000
3,432,540
(15%
Backbone Infrastructure & VOIP (122/...)
300,000
358,273
358,273
0% 358,273
Computer equipment UPS (122/...) (Incorrect)
(
458,166
445,344
(3% 445,344
Server New IT Systems (122/...) 1,800,000
1,721,561
1,227,707
(29% 1,227,707
Communication To External Facilities (122/...)
350,000
350,000
348,682
0% 348,682
Computer Systems (122/...) 600,000
584,000
582,677
0% 582,677
Renewal Printers (122/...) 30,000
30,000
27,873
(7% 27,873
Scanners (122/...) 75,000
33,000
30,000
(9% 30,000
Projector & Screen (122/...) 40,000
61,000
44,384
(27% 44,384
Replace Furniture & Office Equipment (122/...)
15,000
30,000
22,646
(25% 22,646
Renewal Laptops (122/...) 180,000
212,000
186,507
(12% 186,507
Replace 2 Way Radios (122/...) 80,000
70,000
68,625
(2% 68,625
Computer Equip UPS (122/...) 120,000
120,000
89,822
(25% 120,000
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 backbone infrastructure and VOIP, communication radio links, increase of storage project, UPS, computer systems, and laptops. The only variation was that the projects were not completed in 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 04(6 0 1 1 0 07(9 0 0 0 0 010(12 1 1 1 0 013(15 0 0 0 0 016(18 0 0 0 0 019(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 Varianc
e to Budget
Total Operational Revenue
(
(
(
( 0%
Expenditure:
Employees 2,708,653
(
(
( 0%
Repairs and Maintenance
(
(
(
( 0%
Other 574,129
(
(
( 0%
Total Operational Expenditure
3,282,782
(
(
( 0%
Net Operational Expenditure
3,282,782
(
(
( 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 IDP informed resource allocation (budget).
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: This 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 and administration and management of tenders.
Risk management services: The unit 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: This unit 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 : 3 206 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,
12(monthly deviation reports
4 quarterly reports,
Annual reports,
12(monthly deviation reports
4 quarterly reports,
Annual reports,
12(monthly deviation reports
4 quarterly reports,
Annual reports,
12(monthly deviation reports
4 quarterly reports,
Annual reports,
12(monthly deviation reports
4 quarterly reports,
Annual reports,
12(monthly 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 04(6 10 12 10 2 177(9 12 14 13 1 710(12 11 11 11 0 013(15 2 2 2 0 016(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 2,924,158 3,413,865 3,404,285 2,066,589 (65%
Expenditure:
Employees 24,544,697 34,401,297 33,124,361 32,062,925 (7% Repairs and Maintenance 560,801 7,007,174 6,833,850 623,388 (1024%
Other 10,912,991 26,094,528 30,972,049 35,835,376 27%Total Operational Expenditure 36,018,489 67,502,999 70,930,260 68,521,689 1%Net Operational Expenditure 33,094,331 64,089,134 67,525,975 66,455,099 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 6,340,500
7,857,200
7,372,439 (6%
Replace Tractor 55KW( 539/...) 350,000
310,000
309,540 0%
309,540
Replace vehicles for water & sewer (575/...)
900,000
900,000
898,160 0%
898,160
Furniture & Office Equipment: 230 85,000
85,000
46,554 (45%
46,554
Furniture & Office Equipment: 230 85,000
85,000
46,554 (45%
46,554
Replace Vehicles (539/...) 400,000
366,800
366,300 0%
366,300
Bulk Filing Cabinets (120/...) 200,000
163,000
162,291 0%
162,291
Replace Furniture & Office Equipment (120/...)
10,000
6,000
4,605 (23%
4,605
Replace tractor at Boskrans WWTW (575/...) (
640,000
630,000 (2%
630,000
Camera((123/...) 8,000
8,000
6,974 (13%
8,000
Civil Fleet 3 Ton Crew Cab For Roads (575/...) (
450,000
445,077 (1%
450,000
Replace Tractors (539/...) 350,000
310,000
309,540 0%
310,000
Walkbehind Mowers 70,000
70,000
66,399 (5%
70,000
Replace Backactor (575/...) 1,000,000
1,000,000
925,140 (7%
1,000,000
Replace Compressor (539/...) 350,000
433,200
376,650 (13%
433,200
Replace Venter Test Trailer (750/...) 1,450,000
1,450,000
1,250,136 (14%
1,450,000
Steam Cleaner (539/...) 70,000
62,200
58,185 (6%
62,200
Equipment & Tools (539/...) 82,500
83,100
81,687 (2%
83,100
Fencing Around Main Store Yard (230/...)
100,000
100,000
99,000 (1%
100,000
Upgrade Paint Store (230/...) 200,000
189,900
168,740 (11%
189,900
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Replace vehicles for roads (575/...) 450,000
450,000
449,080 0%
450,000
Furniture & Office Equipment (120/...) 100,000
141,000
140,552 0%
141,000
Video Camera (121/...) 20,000
20,000
19,500 (3%
20,000
Aerial Photos & Pictometry ( 474,000
473,775 0%
474,000
Shelves At SCM (230/...) 60,000
60,000
38,000 (37%
60,000
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 includes a performance summary of the Annual Performance Scorecard Report for the 2017/2018 financial year.
Refer to Appendix V for a full report.
Commented [SM1]: nfirm
Commented [SM2]:
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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.
COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL
4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
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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 9Waste 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 0Planning (Development and Strategic Support IDP, Town Planning Services) 114, 502 23 20 25 22 3 12 25 23 2 8Local Economic Development 1 1 1 1 1 0 0 1 1 0 0
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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 (%)
Planning (Strategic & Regulatory) [Office of the Municipal Manager, Deputy Municipal Manager, Exec Director: Public Services, Exec Director: Infrastructure 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
Environmental Protection (Pollution control, Biodiversity, Landscape, and None 0 0 0 0 0 0 0 0 0 0
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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 Health)
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
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Vacancy Rate: Year 1 (2016/2017)
Vacancy rate year 0: 2017/2018
Designation
Total Approved Posts
Vacancies
Vacancies %
Total Approved Posts
Vacancies
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
Firefighters 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%
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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 are at liberty to 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 implemented in 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
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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
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HR Policies and PlansNo. Name of Policy Completed
(%) Reviewed
(%) Date Adopted by
Council or Comment on Failure to Do so
23 Performance Management and Development
100% M08/08/2010
24 Recruitment, Selection, and Appointment
100% 100% M07/07/2010
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 Reporting Procedure
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 Cellphones 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
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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 R1202.24Temporary total disablement 41 days 4 Employees 10.2 Days R64163.72
Permanent disablement None
Fatal None
Total 42 Days 3 Employees8877
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 daysSkilled (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 960
135 days 14% 102 145 9.4 days
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Supervision (Level 4(7)
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
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 advised in 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 investigated in 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
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)
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Assistant Director Negligence and Assault
2018/03/14 Disciplinary hearing finalised on awaiting an outcome only
2018/07/04
T 4.3.6
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.
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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.
T 4.5.0
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4.5. SKILLS DEVELOPMENT AND TRAINING
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180
Skills MatrixManagement Level
Gender
Employees in Post as at 30 June 2017
Number of Skills Employees Required and Actual as at 30 June 2018Learnerships
Skills Programmes and
Other Short Courses
Other Forms of Training Total
Number Actual: End
of 2016/1
7
Actual: End
of 2017/2
018
2017/2018
Target
Actual:End of 2016/17
Actual: End of 2017/20
18
2017/2018 Target
Actual: End
of 2016/
17
Actual: End of 2017/20
18
2017/2018
Target
Actual:End of 2016/17
Actual: End of
2017/2018
2017/2018 Target
MM and S57
Female
Male
Councilors, senior officials, and managers
Female
1 1 10 6 7 1 10
Male 1 6 2 14 9 16 2
Technicians and associate professionals*
Female
12 2 45 165 2 5 4 45 182
Male 13 4 153 220 4 21 24 8 174 257
Professions
Female
1 4 2 8 1 5 2 9
Male 8 10 8 5 13 10 8 Subtotal Femal
e 1 13 6 48 183 9 5 16 48 201
Male 1 13 18 165 242 18 21 24 37 186 279 Total 2 26 24 213 425
52 21 29 53 234 480
*Registered with professional associate body, e.g. CA(SA)
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Financial Competency Development: Progress Report*Description
A. Total Number of Officials Employed by Municipality (Regulation 14(4)(a) and (c))
B. Total Number of Officials Employed by Municipal Entities (Regulation 1494)(a) and (c))
Consolidated: Total of A and B
Consolidated: Competency Assessments Completed for A and B (Regulation 14(4)(b) and (d))
Consolidated: Total Number of Officials 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 Management Officials
Head of Supply Chain Units
1 0 1 0 0 1
Supply Chain Management – Senior Managers
2 0 2 0 0 2
Total 21 0 21 0 2 16
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183
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 58500 52000 55625 114125 52000
Male 49 58500 52000 55625 41463 32813 2529 146938 95992Professionals Female 25 55625 23155 32813 4990 88437 28145
Male 29 55625 14735 55625 6519 111250 21254Technicians and associate professionals
Female 17 85625 7778 55625 141250 7778
Male 119 65625 10353 65625 47310 131250 57663Clerks Female 202 95625 78050 45625 17328 141250 95378
Male 59 75625 48719 45625 121250 48719Service and sales workers
Female 54 20000 102192 85625 78295 45625 4332 151250 184819
Male 97 131250 132741 85625 79535 45625 17328 262500 229604Plant and machine operators and assemblers
Female 6 45625 3889 65625 9643 111250 13532
Male 67 45625 3889 65625 59959 131250 63848Elementary occupations Female 240 95625 89120 131250 72253 226875 161355
Male 540 95625 89102 272500 269533 368125 358635Subtotal Female 575 78500 154192 519375 280268 376563 108546 974438 543006
Male 961 189750 184741 479375 287795 583438 403178 1252563 875714
Total 1536 268250 338933 998750 568064 960000 511724 2227000 1418721
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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)
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185
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 Number
Appointed
Reason for Appointment When No Established Post Exists
None
T 4.6.4
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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 PM Regulations 805 of 2006 as set out in Appendix J. Make other comments where appropriate.
T 4.6.6
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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 a 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 source are included in Appendix 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.
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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.
Revenue from fines decreased by R1.3 million from 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 / erven 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 amount to R321.0 million. This includes capital grants of R89.0 million and internally generated funds of R189.6 million.
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5.1. STATEMENTS OF FINANCIAL PERFORMANCE
Reconciliation of Table A1 Budget Summary
2017/2018 2016/201
7
Description
Original Budget
Budget Adjustm
ents (i.t.o. s28 and s31 of the
MFMA)
Final adjustme
nts budget
Final Budget
Actual Outcome
Variance Actual
Outcome as %
of Final Budg
et
Actual
Outcome as %
of Original
Budget
Restated Audited
Outcome
1 2 3 4 5 6 7 8 9 Financial Performance
Property rates
R 322,145,304
R 3,406,897
R 325,552,201
R 325,552,201
R 332,769,107
R 7,216,906 102% 103%
R 309,753,630
Service charges
R 745,091,033
R 7,241,019
R 752,332,052
R 752,332,052
R 739,016,391
R (13,315,661 98% 99%
R 723,831,162
Investment revenue
R 12,285,300
R 516,930
R 12,802,230
R 12,802,230
R 14,817,210
R 2,014,980 116% 121%
R 47,867,886
Transfers recognised ( operational
R 215,169,338
R 3,501,262
R 218,670,600
R 218,670,600
R 214,641,582
R (4,029,018 98% 100%
R 141,123,061
Other own revenue
R 114,666,081
R 35,663,459
R 150,329,540
R 150,329,540
R 171,973,026
R 21,643,486 114% 150%
R 100,403,410
Total Revenue (excluding capital transfers and contributions)
R 1,409,357,056
R 50,329,567
R 1,459,686,623
R 1,459,686,623
R 1,473,217,315
R 13,530,692
101% 105% R 1,322,979,149
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
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Employee costs
R 486,042,929
R 955,430
R 486,998,359
R 486,998,359
R 472,560,480
R (14,437,879 97% 97%
R 417,546,634
Remuneration of councillors
R 21,291,599
R 584,493
R 21,876,092
R 21,876,092
R 21,891,024
R 14,932 100% 103%
R 19,588,849
Debt impairment
R 16,188,288
R (
R 16,188,288
R 16,188,288
R (2,147,961
R (18,336,249 (13% (13%
R 29,180,141
Depreciation & asset impairment
R 164,836,871
R (
R 164,836,871
R 164,836,871
R 164,396,580
R (440,291 100% 100%
R 157,925,811
Finance charges
R 21,115,922
R (4,761,754
R 16,354,168
R 16,354,168
R 10,978,889
R (5,375,279 67% 52%
R 18,639,974
Materials and bulk purchases
R 426,940,474
R 1,066,940
R 428,007,414
R 428,007,414
R 420,114,535
R (7,892,879 98% 98%
R 410,753,825
Transfers and grants R 1,995,000
R 30,000
R 2,025,000
R 2,025,000
R 1,819,386
R (205,614 90% 91%
R 5,963,573
Other expenditure
R 284,148,725
R 23,387,708
R 307,536,433
R 307,536,433
R 258,114,168
R (49,422,265 84% 91%
R 247,066,722
Total Expenditure
R 1,422,559,808
R 21,262,817
R 1,443,822,625
R 1,443,822,625
R 1,347,727,101
R (96,095,524 93% 95%
R 1,306,665,529
Surplus/(Deficit)
R (13,202,752
R 29,066,750
R 15,863,998
R 15,863,998
R 125,490,214
R 109,626,216 791%
(950%
R 16,313,620
Transfers recognised ( capital
R 52,304,720
R 332,000
R 52,636,720
R 52,636,720
R 52,634,862
R (1,858 100% 101%
R 49,604,679
Contributions recognised ( capital & contributed assets
R (
R 482
R 482
R 482
R 482
R ( 100%
#DIV/0!
R 82,098,785
Surplus/(Deficit) after capital transfers & contributions
R 39,101,968
R 29,399,232
R 68,501,200
R 68,501,200
R 178,125,558
R 109,624,358
260% 456% R 148,017,084
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
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Surplus/(Deficit) for the year
R 39,101,968
R 29,399,232
R 68,501,200
R 68,501,200
R 178,125,558
R 109,624,358 260% 456%
R 148,017,084
Capital expenditure & funds sources Capital expenditure
Transfers recognised ( capital R 52,304,720
R 482,000
R 52,786,720
R 52,786,720
R 52,763,562
R (23,158 100% 101%
R 89,031,323
Public contributions & donations R (
R (
R (
R (
R (
R (
R 42,312,141
Borrowing
R 134,789,996
R (7,042,791
R 127,747,205
R 127,747,205
R (127,747,205 0% 0%
R 101,863,599
Internally generated funds
R 95,080,050
R 14,540,358
R 109,620,408
R 109,620,408
R 215,018,307
R 105,397,899 196% 226%
R 87,802,248
Total sources of capital funds
R 282,174,766
R 7,979,567
R 290,154,333
R 290,154,333
R 267,781,869
R (22,372,464 92% 95%
R 321,009,311
Cash flows
Net cash from (used) operating
R 167,822,486
R 15,242,017
R 183,064,503
R 183,064,503
R 206,766,677
R 23,702,174 113% 123%
R 369,427,029
Net cash from (used) investing
R (264,230,020
R (25,979,313
R (290,209,333
R (290,209,333
R (290,209,333
R ( 100% 110%
R (325,851,843
Net cash from (used) financing
R 129,113,448
R (6,963,391
R 122,150,057
R 122,150,057
R 122,150,057
R ( 100% 95%
R (11,064,328
Cash/cash equivalents at the year end
R 56,205,025
R 42,701,781
R 98,906,807
R 98,906,807
R 122,608,980
R 23,702,174 124% 218%
R 114,865,624
T 5.1.1
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
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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 (34,900,069
(14,758,235
693,388
(14,922,087
1.11% (2252.05%
Waste Water (Sanitation) (33,426,441
(7,467,709
(14,392,961
(27,458,078
267.69% 90.77%
Electricity (56,063,945
(18,091,086
(23,100,624
(32,967,109
82.23% 42.71%
Waste Management (14,826,337
(11,605,660
(14,748,114
(18,195,657
56.78% 23.38%
Housing 11,693,017
14,089,274
12,620,711
10,945,147
(22.32% (13.28%
Component A: sub(total (127,523,774
(37,833,416
(38,927,600
(82,597,783
118.32% 112.18%
Waste Water (Stormwater Drainage) ( ( ( (
0.00% 0.00%
Roads 40,821,644
60,033,435
49,323,617
40,289,731
(32.89% (18.32%
Transport 2,201,187
(4,752,643
(4,068,458
(11,206,366
135.79% 175.45%
Component B: sub(total 43,022,831
55,280,792
45,255,159
29,083,365
(47.39% (35.73%
Planning (28,018,174
14,180,671
12,986,340
10,740,058
(24.26% (17.30%
Local Economic Development 4,356,969
5,174,664
5,957,568
4,944,957
(4.44% (17.00%
Component B: sub(total (23,661,205
19,355,335
18,943,908
15,685,016
(18.96% (17.20%
Planning (Strategic & Regulatary) ( ( ( ( 0.00% 0.00%
Local Economic Development ( ( ( ( 0.00% 0.00%
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
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Component C: sub(total ( ( ( ( 0.00% 0.00%
Community & Social Services 120,947,765
24,737,764
22,924,593
22,283,197
(9.92% (2.80%
Enviromental Proctection ( ( ( ( 0.00% 0.00%
Health 4,274,760
5,977,071
5,145,757
3,107,236
(48.01% (39.62%
Security and Safety 79,234,119
82,116,539
81,928,691
63,064,326
(23.20% (23.03%
Sport and Recreation 56,586,455
50,713,359
48,558,721
47,872,354
(5.60% (1.41%
Corporate Policy Offices and Other
(272,610,436
166,410,773
(303,580,079
(255,541,314
(253.56% (15.82%
Component D: sub(total (11,567,338
329,955,506
(145,022,317
(119,214,201
(136.13% (17.80%
Total Expenditure (119,729,485
366,758,217
(119,750,850
(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 – 20718
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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:
R 141,035,603
R 87,654,153
R 83,184,130
R 81,124,158 (8.05% (2.54%
Equitable share
R 136,037,000
R 83,145,691
R 77,961,851
R 75,901,521
(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/grants [insert description]
MIG R 2,406,989
R 1,308,462
R 2,022,279
R 2,022,279
35.30% 0.00%
EPWP R 966,614
R 1,500,000
R 1,500,000
R 1,500,358
0.02% 0.02%
FMG R 1,625,000
R 1,700,000
R 1,700,000
R 1,700,000
0.00% 0.00%
Provincial Government:
R 87,458
R (
R 390,874
R 207,741 100.00% (88.15%
Health subsidy R (
R (
R (
R (
0.00% 0.00%
Housing R 87,458
R (
R 390,874
R 207,741
100.00% (88.15%
Ambulance subsidy
Sports and Recreation
Other transfers/grants [insert description]
Total Operating Transfers and Grants
R 141,123,061
R 87,654,153
R 83,575,004
R 81,331,898
(7.77% (2.76%
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
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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
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 Municip
al contribu
tion terminat
es
Nature and benefit from the grant
received, include description of any
contributions in kind 2016/2017 2017/2
018 Municip
al Contribu
tion Private Sector / Organisations DONATIONS HUMAN SETTLEMENT
(
Transfer station at dennesig and ext 49
DEVELOPERS DONATIONS
36,282,068
Land donated by developers
DONATIONS 2,607,135
Electricity donation by developers
DONATIONS EQUIPMENT
8,000 Equipment donated
MPCC DONATION 3,414,938
MPCC donated by mafube
MINE DONATION 10,000
Glencore mine donation
NKANGALA DISTRICT MUNICIPALITY 39526644
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.
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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 Infrastructure Sewerage Purification
Key Staff Involved Municipal Manager, Executive Director Infrastructure Services, Civil Engineer Dept
Staff Responsibilities Oversee implementation of project, account for transaction.
Asset Value
2014/2015 2015/2016 2016/2017 2017/2018 R 10,785,164
R 13,553,312
R 30,139,688
R 17,904,766
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
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Description Construction of roads in Aerorand West
Asset Type Roads Infrastructure
Key Staff Involved Executive Direcor Infrastructure Services, PMU, Assistant Director Roads & Stormwater
Staff Responsibilities Prepare & evaluate tender document, Monitor implementation of project
Asset Value
2014/2015 2015/2016 2016/2017 2017/2018 R 7,999,033
R 7,999,133
R 12,497,465
R 13,369,924
Capital Implications The asset was financed from own internal funds
Future Purpose of Asset Roads infrastructure 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 Infrastructure
Key Staff Involved Executive Direcor 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 34,222,484
Capital Implications The asset was financed from borrowings
Future Purpose of Asset Electrical Infrastructure 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 – 20718
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Repair and Maintenance Expenditure: 2017/2018
R' 000
Original Budget
Adjustment Budget
Actual Budget
variance
Repairs and Maintenance Expenditure 90,080,780 88,549,780 75,269,362 16%
T 5.3.4
COMMENT ON REPAIRS AND MAINTENANCE EXPENDITURE
The aging infrastructure 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 infrastructure 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
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199
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
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 – 20718
200
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 coveredby 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
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
201
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 – 20718
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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
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 – 20718
203
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.
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 amount to R277.9 million. The capital expenditure for the year has increased by 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 infrastructure 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 – 20718
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5.5. CAPITAL EXPENDITURE
R million Original Budget Adjustment Budget
Un(audited Full Year Total
Original Budget variance
Adjusted Budget Variance
Capital Expenditure 282,174,766
290,154,333
267,781,869 5.1% 7.7%
282,174,766
290,154,333
267,781,869 5.1% 7.7%
Operating Expenditure 1,422,559,808
1,443,822,625
1,347,727,101 5.3% 6.7%
1,422,559,808
1,443,822,625
1,347,727,101 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 78,282,846
67,910,558
52,669,319 32.7% 22.4%
Electricity 65,538,000
70,772,992
68,342,903 (4.3% 3.4%
Housing 365,000
727,000
686,155 (88.0% 5.6%
Roads, Pavements, Bridges and storm water
71,718,920
84,303,902
84,183,585 (17.4% 0.1%
Other 66,270,000
66,439,881
61,899,907 6.6% 6.8%
282,174,766
290,154,333
267,781,869 5.1% 7.7%
External Loans 134,789,996
127,747,205
118,639,344 12.0% 7.1%
Internal contributions 95,080,050
109,620,408
96,378,963 (1.4% 12.1%
Grants and subsidies 52,304,720
52,786,720
52,763,562 (0.9% 0.0%
Other
( (
(
282,174,766
290,154,333
267,781,869 5.1% 7.7%
External Loans 62,210,000
111,591,291
66,765,898 (7.3% 40.2%
Grants and subsidies 56,725,760
67,880,333
99,714,807 (75.8% (46.9%
Investments Redeemed
( (
(
Statutory Receipts (including VAT)
( (
(
Other Receipts 150,540,100
168,615,558
96,378,963 36.0% 42.8%
207,265,860
236,495,891
196,093,770 5.4% 17.1%
Salaries, wages and allowances 507,334,528
508,874,451
494,451,504 2.5% 2.8%
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
205
Cash and creditor payments #REF! #REF! 82,354,766 #REF! #REF!
Capital payments 207,265,860
236,495,891
196,093,770 5.4% 17.1%
Investments made #REF! #REF! 597,711,609 #REF! #REF!
External loans repaid
( (
11,699,116
Statutory Payments (including VAT)
(
(
(
Other payments
( (
(
Txxx
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
206
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
R 101,863,599
R 134,789,996
R 127,747,205
R 118,639,344 (7.13%
(11.98%
Public contributions and donations
R 42,312,141
R (
R (
R ( 0.00% 0.00%
Grants and subsidies R 49,504,679
R 52,304,720
R 52,786,720
R 52,763,562 (0.04% 0.88%
District Municpality R 39,526,644
R (
R (
R ( 0.00% 0.00%
Internal Funds (Own Revenue)
R 87,802,248
R 95,080,050
R 109,620,408
R 96,378,963
(12.08% 1.37%
Total
R 321,009,311
R 282,174,766
R 290,154,333
R 267,781,869
(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 Municpality 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
R 78,282,846
R 67,910,558
R 52,669,319
(13.25%
(32.72%
Electricity R 48,477,623
R 65,538,000
R 70,772,992
R 68,342,903 7.99% 4.28%
Housing R 518,546
R 365,000
R 727,000
R 686,155
99.18%
87.99%
Roads and storm water R 54,809,322
R 71,718,920
R 84,303,902
R 84,183,585
17.55%
17.38%
Other
R 101,554,776
R 66,270,000
R 66,439,881
R 61,899,907 0.26% (6.59%
Total
R 274,433,242
R 282,174,766
R 290,154,333
R 267,781,869
111.72%
70.33%
Percentage of expenditure
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
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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 subsidies20%
District Municpality0%
Internal Funds (Own Revenue)
36%
Percentage of Finance
Water and sanitation
20%
Electricity26%
Housing0%
Roads and storm water31%
Other23%
Percentage of Capital Expenditure
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
208
COMMENT ON SOURCES OF FUNDING
The actual funding on external loans was less than the budget funding due to delays in some projects.
T 5.6.1.1
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
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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 Expenditu
re
Original Variance
(%)
Adjustment
variance (%)
Roads Aerorand West W12(540/...)
R 12,000,000
R 13,370,000
R 13,369,924 11% 0%
MV Networks HT Links W27 (700/...)
R 5,736,000
R 34,227,319
R 34,222,484 497% 0%
( Roads & Stormwater Low Income Areas W6 (540/...)
R 3,000,000
R 9,238,208
R 9,238,208 100% 0%
Boskrans WWTW Phase 2 (552/...)
R 40,000,000
R 17,904,766
R 17,904,766 100% 0%
Refurbish Hendrina WTW (571/...) R (
R 8,606,301
R 8,606,301 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 infrastructure 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 & Stormwater Low Income Areas W6 (540/...) P1200146
Objective of Project Construction of roads and Stormwater in Rockdale Ward 6 Delays None, Completed Future Challenges None Anticipated citizen benefits New Roads and Stormwater in Rockdale Name of Project ( D Boskrans WWTW Phase 2 (552/...) P1700035
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Objective of Project
Construct new inlet works and a new pump station at the Boskrans WWTW. The constructed units will enable the wastewater treatment
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 Infrastructure. Reinstate the Hendrina water treatment system to ensure security of water supplies in Hendrina and Kwazamokuhle.
Delays Delays in manufacturing od site(specific equipmentFuture 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 INFRASTRUCTURE BACKLOGS – OVERVIEW
INTRODUCTION TO BASIC SERVICE AND INFRASTRUCTURE 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 infrastructure. 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
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211
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
Municipal Infrastructure Grant (MIG)* Expenditure
Details
Budget Adjustments
Budget
Actual Variance Major conditio
ns applied
by donor
(continue below
if necessa
ry)
Budget
Adjust(ments
Budget
Infrastructure ( Road transport
R 14,419,720
R 27,609,702
R 27,609,702
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 R 3,000,000
R 2,998,653
R 2,998,653 0.00% 0.00%
Infrastructure ( Electricity R 3,000,000
R 2,999,992
R 2,999,992 0.00% 0.00%
Generation Transmission &
Reticulation R (
R (
R ( 0.00% 0.00%
Street Lighting R 3,000,000
R 2,999,992
R 2,999,992 0.00% 0.00%
Infrastructure ( Water R 7,915,000
R 1,641,698
R 1,641,698
(79.26% 0.00%
Dams & Reservoirs R 7,915,000
R 328,298
R 328,298 0.00% 0.00%
Water purification R (
R (
R ( 0.00% 0.00%
Reticulation R (
R 1,313,400
R 1,313,400
#DIV/0! 0.00%
Infrastructure ( Sanitation R (
R 162,500
R 162,500
#DIV/0! 0.00%
Reticulation R (
R 162,500
R 162,500
#DIV/0! 0.00%
Sewerage purification R (
R (
R ( 0.00% 0.00%
Infrastructure ( Other R 6,200,000
R 6,121,044
R 6,121,044
(1.27% 0.00%
Waste Management R 6,200,000
R 6,121,044
R 6,121,044
(1.27% 0.00%
Transportation R (
R (
R ( 0.00% 0.00%
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
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Gas R (
R (
R ( 0.00% 0.00%
Other Specify:
R 19,022,279
R 12,022,063
R 12,022,063
(36.80% 0.00%
Parks & Gardens R (
R (
R (
#DIV/0! #DIV/0!
Sportsfield & Stadia R 7,000,000
R 6,999,885
R 6,999,885 0.00% 0.00%
Community halls R 8,000,000
R 1,000,000
R 1,000,000
(87.50% 0.00%
Recreational facilities R (
R (
R ( 0.00% 0.00%
Security and policing R (
R (
R ( 0.00% 0.00%
Cemeteries R 2,000,000
R 1,999,899
R 1,999,899
(0.01% 0.00%
General vehicles R (
R (
R ( 0.00% 0.00%
Specialised vehicles(Refuse)
R (
R (
R ( 0.00% 0.00%
Specialised 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%
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 R 2,022,279
R 2,022,279
R 2,022,279 0.00% 0.00%
Total
R 50,556,999
R 50,556,999
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 infrastructure is set out at Appendix M; note also the calculation of the variation. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. T 5.8.3
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COMPONENT C: 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.
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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 R 1,236,713,034 R 1,147,878,061 R 1,190,262,631 R 1,193,478,489 Government ( operating R 141,123,061 R 162,864,618 R 165,883,880 R 214,641,582 Government ( capital R 49,604,679 R 52,304,720 R 52,786,720 R 52,634,862 Interest R 22,193,358 R 46,309,657 R 50,753,392 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 R 369,427,029 R 167,822,486 R 183,064,503 R 206,766,677 CASH FLOWS FROM INVESTING ACTIVITIES Receipts
Proceeds on disposal of PPE R 128,571 R (55,250 R (55,000 R (55,000 Decrease (increase) in non(current investments R (60,000,000 R 18,000,000 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 ( R 134,790,000 R 129,826,609 R 129,826,609 Increase (decrease) in consumer deposits R 1,890,403 R 5,765,991 R 3,765,991 R 3,765,991
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 R 129,113,448 R 122,150,057 R 122,150,057
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NET INCREASE/ (DECREASE) IN CASH HELD R 32,510,858 R 32,705,914 R 15,005,228 R 38,707,401
Cash/cash equivalents at the year begin: R 82,354,766 R 23,499,111 R 83,901,579 R 83,901,579 Cash/cash equivalents at the year end: R 114,865,624 R 56,205,025 R 98,906,807 R 122,608,980
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.
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216
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) 77,100,161
66,765,898
183,012,266
Municipality Total 77,100,161 66,765,898 183,012,266 T 5.10.2
Municipal and Entity Investments R' 000
Investment* type 2015/2016 2016/2017 2017/2018
-
50
100
150
2015/2016 2016/2017 2017/2018
R m
illio
n
Actual Borrowings
Long-Term…
Chapter 5 – Financial Performance ANNUAL REPORT – 20718
217
Actual Actual Actual
Municipality Deposits ( Bank 485,000,000 482,000,000 597,711,609
Municipality sub(total 485,000,000 482,000,000 597,711,609 Consolidated total: 485,000,000 482,000,000 597,711,609 T 5.10.4
COMMENT ON BORROWING AND INVESTMENTS
All grants (in cash or in kind) made to any form of organisation has been set out in full in Appendix R.
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COMPONENT D: 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 reviewed during 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 – 2017/18
219
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.
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220
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 TakenProcurement 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.
2. 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.
3. 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
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COMPONENT B: AUDITOR(GENERAL OPINION CURRENT YEAR
6.2. AUDITOR(GENERAL REPORT – CURRENT YEAR
AUDITOR(GENERAL REPORT ON THE FINANCIAL STATEMENTS: YEAR 2016 See Appendix W. T 6.2.3
COMMENTS ON AUDITOR(GENERAL’S OPINION FOR YEAR 2017 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 Actuals – Monthly
BSAP_Y 1 Statement of Financial Position Audited Actuals – 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
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File Name Number
of Reports
Description
CFA_M01(M12 12 Cash Flow Statement Actuals/forecasts – Monthly
CFAA_Y 1 Cash Flow Statement Audited Actuals – Annually
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 Infrastructure Grant – Monthly
MSIG_M01(M12 12 Municipal Systems Improvement Grant
NDPG_M1(M12 12 Neighbourhood Development Partnership Grant
OSA_M01(M12 12 Statement of Financial Performance Actuals – Monthly
OSAA_Y 1 Statement of Financial Performance Audited Actuals – 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
223
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.
224
National Key Performance Areas
• Service delivery and infrastructure • Economic development • Municipal transformation and institutional development • Financial viability and management • Good governance and community participation
Outcomes The medium(term results for specific beneficiaries that are the consequence of achieving specific outputs. Outcomes should relate clearly to an institution’s strategic goals and objectives set out in its plans. Outcomes are “what we wish to achieve”.
Outputs The final products, or goods and services, produced for delivery. Outputs may be defined as “what we produce or deliver”. An output is a concrete achievement (i.e. a product such as a passport, an action such as a presentation or immunization, or a service such as processing an application) that contributes to the achievement of a Key Result Area.
Performance Indicator
Indicators should be specified to measure performance in relation to input, activities, outputs, outcomes, and impacts. An indicator is a type of information used to gauge the extent to which an output has been achieved (policy developed, presentation delivered, 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 appropriated for the purposes of the department or functional area concerned.
STEVE TSHWETE MUNICIPALITY | APPENDICES 225
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 Infrastructure Development & Service Delivery PR Proportional Councillor
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% 04 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% 010 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 226
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% 038 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% 040 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 227
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% 047 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% 049 Van Zyl Thomas Nicolas Part Time CSS PR DA (20) 100% 050 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%
228
APPENDIX B – COMMITTEES AND COMMITTEE 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 effected.
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 effected.
Infrastructure Development and Service
To monitor and the activities of the MMC and the relevant administrative department in respect of Infrastructure Development and Service Delivery activities.
To advise council through the Mayoral Committee on improvements that could be effected.
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 effected.
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 effected.
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 effected.
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.
Rules and ethics committee To consider and recommend to Council on matters relating to conduct of councillors.
Section 80: Portfolio Committee Purpose of Committee
229
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
Infrastructure Development and Service
To advise and assist the Executive Mayor in respect of operational issues regarding Infrastructure 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
230
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 P Nkosi (Acting)
Manager: Gender & Social Development Ms L Legabi
Office of Municipal Manager
Acting Municipal Manager Mr B Khenisa (Secondment – COGTA)
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 L Dolo
Assistant Director Risk Management Mr N Tjia
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 Mr 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 since 01/01/15
Assistant Director Cultural Services Mr S Xulu
Director Environmental & Solid Waste Management Ms A Masia
Infrastructure 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
231
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 Vacant
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 of 3 tiers not included in in chapter 2
232
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 Firefighting 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
233
APPENDIX E –WARD REPORTING WCM: Ward Committee Meetings: WGM: Ward General Meetings:
Ward Councillor Meetings Aug 17 No of Commu
nity member
s attende
d
Oct 17 Community
members
attended
Dec 17 No of Commu
nity member
s attende
d
Feb 18 No of Communi
ty members attended
Apr 18 No of Community members attended
June 18 No of Communi
ty members attended
1
Cllr DJ Skhosana
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 09/12/2017 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
234
Ward Councillor Meetings Aug 17 No of Commu
nity member
s attende
d
Oct 17 Community
members
attended
Dec 17 No of Commu
nity member
s attende
d
Feb 18 No of Communi
ty members attended
Apr 18 No of Community members attended
June 18 No of Communi
ty members attended
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
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
235
Ward Councillor Meetings Aug 17 No of Commu
nity member
s attende
d
Oct 17 Community
members
attended
Dec 17 No of Commu
nity member
s attende
d
Feb 18 No of Communi
ty members attended
Apr 18 No of Community members attended
June 18 No of Communi
ty members attended
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
29
WCM 01/08/2017
05/10/17 11/12/2017 01/02/18 05/04/2018 10/06/2018
236
Ward Councillor Meetings Aug 17 No of Commu
nity member
s attende
d
Oct 17 Community
members
attended
Dec 17 No of Commu
nity member
s attende
d
Feb 18 No of Communi
ty members attended
Apr 18 No of Community members attended
June 18 No of Communi
ty members attended
Cllr MN Mathibela
WGM 05/08/2017
07/10/17 13/12/2017 03/02/18 14/04/2018 24/06/2018
237
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 29Water
Households with minimum service delivery
1159
3025
1864
1203
1246
1829
1257
2874 76
3
3369
3247
3682
2012
1811
1662
1838 73
7
1287
1731
1122
1610 86
1
3384 43
9
3871 62
1
135
6629 40
9
Households without minimum service delivery
19 617
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* 11
78
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615 86
7
3439 44
1
3916 62
7
2252
6705
1809
Sanitation
Households with minimum service delivery
1150
3024
1750
1072
1141
1672
1195
2794 25
0
3364
3232
3674
1986
1789
1651
1259 71
0
1278
1726
1117
1594 86
6
3394 43
4
3730 58
2 52
6496 20
2
Households without minimum service delivery
28 618
287
895
212
436
299
840
107
3 93 36 70 48 38 21 769
166
3 12 19 12 21 1 45 5
186 45
220
0
209
160
7
Total Households* 11
78
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615 86
7
3439 44
1
3916 62
7
2252
6705
1809
Electricity
Households with minimum service delivery
1162
3056
1845
1111
1277
1903
1366
2801 63
8
3392
3217
3702
2005
1802
1654
1718
2255
1280
1621
1112
1594 86
0
3390 43
8
3856 62
3
2085
6557 70
7
Households without minimum service delivery
18 586
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* 11
78
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615 86
7
3439 44
1
3916 62
7
2252
6705
1809
Waste
Households with minimum service delivery
1159
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
19 643
335
900
237
622
375
862
1286 17
2 45 101
107 70 23 951
532
189 55 3 25 0 75 7 48 151
423
315
1378
Total Households* 11
78
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
238
Ward 1 Ward 2 Ward 3 Ward 41. 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. Establishment of an Agri (Village 1. Serviced residential stands in
Rockdale 1. Access road to Sikhululiwe village.
Serviced residential stands in Nasaret
2. Cemetery 2. Community Hall Rockdale 2 Cemeteries at Sikhululiwe village and Rietkuil
Tarring of roads in Ext 24
3. Community Hall 3. Tarring of roads in Rockdale 3. Tarring of roads at Sikhululiwe village.
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 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
Cemetery with ablution facilities
Ward 9 Ward 10 Ward 11 Ward 12Water pipes in the 300 pegged stands
Community Hall Paving or tarring of the Taxi rank at the OK Supermarket (Mineralia)
Tarring of gravel roads in Aerorand West
Biological toilets in the 300 pegged stands
Toilets at Marikana Slipway/robot/stop sign at Jeppe & Mandela Street
Storm water drainage systems in the new area in Aerorand West
239
RDPs in Somaphepha High mast lights 3. speed humps
High mast lights at all parks, Athlone dam and open area along the stream between Hexrivier and Mandela streets.
Church sites in Somaphepha RDP Houses Repairs to the road and paving by the entrance at the OK supermarket (Mineralia)
4. Street lights
Cemeteries Serviced residential stands to build Robot at Hector & Mandela street 5. Taxi facility and dustbins on open area from Midwater Centre
Ward 13 Ward 14 Ward 15 Ward 16Physical Infrastructure 1. High mast lights Installation of Floodlights at the Cricket
Stadium for night cricket 1. Ten (100m high mast lights
Water supply 2. Resealing of streets:
Installation of 1X High mast light at Lions Park c/o Lillian Ngoyi and Oribi Street.
Tarring of roads in Dennesig
Sanitation 3. Paving of streets
Upgrading of the whole of Kanonkop’s old water supply system
2 x paved walkways
Electricity supply 4. speed hump Upgrading of storm water drainage in the area.
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
Roads 5. Upgrade the water reticulation system for the supply of up to standard quality water. To avoid so many pipe bursts
Building of concrete fence between Springbok Street and Meyer Street (Stoffberg Road) is still a priority.
More refuse bins at parks and green areas and notice boards that read: NO DUMPING, No Quads, No Motorcycles & Vehicles in parks
240
Ward 21 Ward 22 Ward 23 Ward 24 Storm water drainage at the street (Mavuso Street and Mandela Drive)
Serviced residential stands 1. Storm water drains Storm Water Drainage -
High mast lights at Ext 23 and Mashiteng Street
Storm water drainage in streets: ( 2. Park at Jamaica Section Kerb stones along streets i
Construction of a barrier wall on perimeter of Ext 23 on Beyers Naude Street
High mast at 1656 Ellah Street & Bashele street
3. Tarring of the streets High mast lights
Paving of the passages Road network to connect Bashele Street and Chromeville Flats
4. Resealing of streets Serviced residential stands
Speed Humps Street lights in dark streets 5. Speed Humps Church stands Wards 25 Wards 26 Ward 27 Ward 28Upgrading of sewer pipes Serviced residential stands Water and sanitation Tarring of roads in tokologo Upgrading of street lights to LED lighting
Tarring of road – 34th Street Electrification of all outline stands with lease agreements
Serviced residential stands
Roads and stormwater between ext 8 and 6
3. Stormwater drainages Construction of a connecting road from Newtown to Ext 2
High mast lights in Tokologo and Malope village
Speed hump next to 10367 and next to stand 11200
Establishment of Parks (Ikageng Street) MPCC Centre Additional streets and passages in Tokologo
Ward 17 Ward 18 Ward 19 Ward 20Parks and Sports Centre Storm water drainage at Protea Street Street lights at the streets( Tlou Street;
Nhlanhla Street; Maredi Street; Masina street; Harmans Street; Gogo Nambuyisa Street
Street lights at Sibanyoni Street
Street lights at the new area Speed Humps at Lekoko Street and Reabota Street
Storm water drainage Storm water drainage at(The pool; Ikageng Street; Kgame Street; Metsi Street; Masemola Street)
Paving on sidewalk next to the main road in to Newtown
24 hour clinic Business stands at Crossroads Replacement of Asbestos pipes
Pound for straying animals Conversion of Block 6 at Reabota into family units
Speed Humps at Sam Fischer Selala and Tlale Street
Walking bridge at Eloffriver for children to Elusindisweni Primary School
Speed Humps on busy roads in Newtown
Renovation of the building next to Sizabaswele Home into a Skills Development Centre
Paving of pavement at Malema street Paving at: ( Masemola Street ( Sam Fischer Street
241
5. Residential stands at Rietfontein J285 Storm Water drainage systems Speed Humps between Ext 4, 5, Tokologo and Malope village
Ward 29 Water 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.
242
APPENDIX F 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 34,222,484
2 Boskrans WWTW Phase 2 (552/...) Boskrans
0000/00 0000/00 17,904,766
3 Roads Aerorand West W12 (540/...) 12
0000/00 0000/00 13,369,924
4 ( Roads & Stormwater Low Income Areas W6 (540/...)
6 0000/00 0000/00
9,238,208 5 Refurbish Hendrina WTW (571/...)
Hendrina 0000/00 0000/00
8,606,301 6 ( Roads & Stormwater Low Income
Areas W2 (540/...) 2
0000/00 0000/00 8,143,884
7 Roads x18 Hope City W11 (540/...) 11
0000/00 0000/00 6,439,192
T F.1
243
APPENDIX G: 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. That 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 whistleblowing policy be developed. Yes
3. That internal audit progress report be noted. Yes
4. That Internal Audit Methodology be 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 be noted. Yes
7. That litigation register be noted. Yes
8. That cost benefit analysis be 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
244
11. That disaster recovery site be established. No. The second DR site to be outsource d in the 2018/2019 FY.
12. The vacancy report be 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 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
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 be developed.
Yes
5. That management submit 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
245
4. That the Combined Assurance Policy Framework be approved and recommended for Council adoption.
5. That implementation plans to realise the combined assurance policy framework be instituted.
Yes
6. That the Internal Audit Methodology be approved.
7. That in implementation of the methodology awareness be 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
13. That the Risk Management Steering Committee present the report in the Special Audit Committee.
14. That the report of the Chairperson be accompanied by the annexures 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
2 June 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
246
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
247
APPENDIX H: LONG(TERM CONTRACTS AND PUBLIC(PRIVATE PARTNERSHIP
Long Term Contracts (20 Largest Contracts Entered into during
2017/2018 )
R' 000Name of Service Provider (Entity or Municipal
Department)
Description of Services Rendered by the Service
Provider
Start Date of Contra
ct
Expiry date of Contra
ct
Projectmanager
Contract Value
Utilities World
Pre(paid vending service provider
2(Jan(13
31(Dec(21
L Bruwer / P Taljaard
1,444,608.00
T H.1
APPENDIX I – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE
ELECTRICAL SERVICES
S/N Consultant/Contracto
r
Contractual Period
Expected Expire date
Project Description
Amount Progress Remedial Action
1 Mayivuthe Contractors
10 Months Nov(18 P0008356(MV Networks HT Links W27 (700/...)
31 078 275
99% completed
Busy with snag list
2 Mayivuthe Contractors
3 Months Feb(18 P0008079(Network reinforcement Replace cables (700/...)
4 021 822
Completed None
3 Mayivuthe Contractors
5 Months May(18 P0008370 ( MV Replace Mini Substations W15 (700/...)
2 982 450
Completed None
4 Mayivuthe Contractors
3 Months Mar(18 P1300012(MV Networks Electrification
2 896 546
Completed None
248
Newtown W27 (700/...)
5 Mayivuthe Contractors
3 Months Jan(18 P1900014 MV Networks Electrification Kwaza x8 W3 (700/...
2 877 560
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
5 Auto Door 2017/18 2017/18 Installation ( Completed
None R300 000.00
249
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
250
APPENDIX J – DISCLOSURE OF FINANCIAL INTEREST
Abbreviations FS: Financial Services CS: Community Safety IDS: Infrastructure 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 Councillor
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
251
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) Ltd12 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 Nil 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
252
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 Engineering37 PR Vilakazi Rose Nil 38 PR Xaba Robert Mphikeleli Nil39 PR Bruiners Elias Morgan Director : Nada (Drug Awareness) 40 PR Du Toit Elizabeth Residential property – Western Cape41 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) Nil48 PR Stuurman Daniel Andries Nil 49 PR Van Zyl Thomas Nicolaas Nil50 PR Duvenhage Johannes Petrus Nil 51 PR Uys Karel Philippus Jacob Nil52 PR Mailola Poppy 53 PR Mangcotywa Akhona Child grant 54 PR Hadebe Maria Nil 55 PR Masemola Lebogang Clement Nil56 PR Mosoma Christina Makhosi Nil 57 PR Mthombeni Johanna Ntombizodwa Nil 58 PR Sebesho Enos Nil
253
APPENDIX K(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 70,592,03
3
R 78,881,11
8
R 74,928,15
8
R 82,222,60
6
4% 10%
Vote 2 ( Budget & Treasury
R 376,842,3
29
R 418,211,3
70
R 455,774,2
74
R 463,581,6
13
11% 2%
Vote 3 ( Corporate Services
R 29,474,35
9
R 28,377,90
6
R 27,713,21
7
R 32,910,55
0
16% 19%
Vote 4 ( Planning Development
R 37,662,47
3 R
3,341,533 R
4,039,874 R
4,234,398
27% 5%
Vote 5 ( Health Services
R 228,224
R 302,000
R 268,200
R 346,519
15% 29%
Vote 6 ( Community & Social Services
R 7,921,807
R 11,607,44
2 R
6,384,762 R
5,387,052
(54% (16%
Vote 7 ( Human Settlements
R 318,229
R 1,500
R 742,274
R 13,282
785% (98%
Vote 8 ( Public Safety
R 22,087,90
0 R
587,538 R
797,898 R
475,890
(19% (40%
Vote 9 ( Sport & Recreation
R 4,744,936
R 9,875,465
R 9,939,430
R 10,163,57
4
3% 2%
Vote 10 ( Waste Management
R 93,311,90
9
R 98,561,28
3
R 101,464,2
66
R 101,049,1
67
3% 0%
Vote 11 ( Waste Water Management
R 97,997,28
1
R 79,725,32
7
R 86,641,17
5
R 87,743,74
0
10% 1%
Vote 12 ( Road Transport
R 50,878,45
5
R 28,411,05
5
R 39,332,68
2
R 45,012,59
5
58% 14%
Vote 13 ( Water
R 110,080,5
81
R 100,917,8
74
R 95,477,86
5
R 99,765,73
8
(1% 4%
Vote 14 ( Electricity
R 552,542,0
98
R 550,555,6
45
R 556,182,5
48
R 540,310,5
92
(2% (3%
254
Total Revenue by Vote
R 1,454,682,
614
R 1,409,357,
056
R 1,459,686,
623
R 1,473,217,
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 A3 T K.1
255
APPENDIX K(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
R 309,753,630
R 322,145,304
R 325,552,201
R 332,769,107
3% 2%
Service Charges ( electricity revenue
R 529,484,025
R 535,775,805
R 542,047,946
R 524,372,215
(2% (3%
Service Charges ( water revenue
R 77,008,478
R 83,231,482
R 78,480,450
R 82,505,756
(1% 5%
Service Charges ( sanitation revenue
R 55,616,239
R 59,234,813
R 62,518,061
R 63,352,353
7% 1%
Service Charges ( refuse revenue
R 61,722,420
R 66,848,933
R 69,285,595
R 68,786,067
3% (1%
Rentals of facilities and equipment
R 15,411,119
R 1,689,823
R 1,871,811
R 2,158,782
28% 15%
Interest earned ( external investments
R 47,867,886
R 46,309,657
R 50,753,392
R 65,097,245
41% 28%
Interest earned ( outstanding debtors
R 3,425,188
R (
R (
R (
0% 0%
Fines
R 18,316,692
R 11,697,925
R 13,085,434
R 18,846,661
61% 44%
Licences and permits R 8,893,633
R 8,636,500
R 7,771,300
R 8,707,796
1% 12%
Agency services
R 20,345,495
R (
R (
R (
0% 0%
Transfers recognised ( operational
R 141,123,061
R 215,169,338
R 218,670,600
R 214,641,582
0% (2%
Other revenue
R 27,988,307
R 58,617,476
R 89,649,833
R 91,979,752
57% 3%
Gains on disposal of PPE
R 6,022,976
R (
R (
R (
0% 0%
Enviromental Proctection
Total Revenue (excluding capital
R 1,322,979,149
R 1,409,357,056
R 1,459,686,623
R 1,473,217,315
5% 1%
256
transfers and contributions)
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
APPENDIX L – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG
Conditional Grants: excluding MIG
Details
Budget Adjustments Budget
Actual Variance Purpose of Grant
Budget Adjustments Budget
Equitable Share
43,024,356 42,100,847 41,728,703 (3% (1%
The purpose of the grant is to provide free basic services to indigent households.
Finance Management grant
1,700,000 1,700,000 1,700,000 0% 0%
This grant is used to promote and support reforms to municipal financial management and to fund the internship programme.
EPWP 1,500,000 1,500,000 1,500,358 0% 0%
This grant is used for a special performance(based incentive to create job opportunities to previously unemployed people.
Municipal Infrastructure Grant
1,308,462 2,022,279 2,022,279 55% 0%
This grant is used for basic municipal infrastructure to provide basic services for the benefit of poor households
INEP ( ( ( 0% 0%
This grant is used to address the electrification backlog of occupied residential dwellings and the installation of bulk infrastructure.
Total
257
* This includes Neighbourhood Development Partnership Grant, Public Transport Infrastructure and Systems Grant and any other grant excluding Municipal Infrastructure Grant (MIG) which is dealt with in the main report, see T 5.8.3. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. Obtain a list of grants from national and provincial government.
T L
COMMENT ON CONDITIONAL GRANTS EXCLUDING MIG
Purpose for grants are indicated next to each grant
258
APPENDIX M (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 Expendit
ure
2018/2019
2019/2020
2019/2021
Capital expenditure by Asset Class Infrastructure ( Total
R 173,586,351
R 156,298,270
R 151,432,540
R 146,993,498
R 166,630,124
R 201,734,383
R 148,272,825
Infrastructure: Road transport ( Total
R 58,131,034
R 53,588,920
R 66,763,902
R 66,732,296
R 43,071,000
R 57,265,620
R 59,046,016
Roads, Pavements & Bridges
R 42,441,102
R 38,508,920
R 51,945,249
R 51,925,108
R 35,161,000
R 40,655,620
R 45,489,120
Storm water
R 15,689,932
R 15,080,000
R 14,818,653
R 14,807,188
R 7,910,000
R 16,610,000
R 13,556,896
Infrastructure: Electricity ( Total
R 23,540,302
R 46,863,000
R 54,606,861
R 52,906,570
R 43,013,004
R 61,351,038
R 49,954,704
Transmission & Reticulation
R 17,410,812
R 42,663,000
R 51,346,869
R 49,663,120
R 38,813,004
R 58,451,038
R 44,294,700
Street Lighting
R 6,129,490
R 4,200,000
R 3,259,992
R 3,243,450
R 4,200,000
R 2,900,000
R 5,660,004
Infrastructure: Water ( Total
R 32,366,876
R 11,015,500
R 6,289,998
R 4,677,448
R 21,017,120
R 32,719,225
R 20,419,605
Dams & Reservoirs
R 14,986,726
R (
R (
R (
R (
R 10,000,000
R (
Water purification
R 5,735,798
R 8,515,000
R 928,298
R 894,116
R 6,700,000
R 8,100,000
R (
259
Reticulation
R 11,644,352
R 2,500,500
R 5,361,700
R 3,783,332
R 14,317,120
R 14,619,225
R 20,419,605
Infrastructure: Sanitation ( Total
R 56,336,995
R 41,788,350
R 21,765,616
R 20,941,342
R 37,360,000
R 43,810,000
R 8,535,000
Reticulation
R 25,840,807
R 1,788,350
R 3,860,850
R 3,036,576
R 7,360,000
R 13,810,000
R 8,535,000
Sewerage purification
R 30,496,188
R 40,000,000
R 17,904,766
R 17,904,766
R 30,000,000
R 30,000,000
R (
Infrastructure: Other ( Total
R 3,211,144
R 3,042,500
R 2,006,163
R 1,735,842
R 22,169,000
R 6,588,500
R 10,317,500
Waste Management
R 2,449,543
R 70,000
R 232,317
R 222,233
R 250,000
R 800,000
R 6,000,000
Other R 761,601
R 2,972,500
R 1,773,846
R 1,513,609
R 21,919,000
R 5,788,500
R 4,317,500
Community ( Total
R 12,634,229
R 18,150,000
R 13,149,788
R 13,148,380
R 18,035,000
R 34,559,000
R 26,270,000
Parks & gardens
R 1,762,801
R 4,350,000
R 5,549,893
R 5,549,893
R 2,000,000
R 4,750,000
R 4,750,000
Sportsfields & stadia
R 1,999,940
R 3,000,000
R 2,999,996
R 2,999,996
R (
R 5,300,000
R 3,400,000
Swimming pools
R (
R (
R (
R (
R (
R (
R (
Community halls
R 4,214,938
R 8,000,000
R 1,000,000
R 1,000,000
R 11,000,000
R 19,000,000
R 12,000,000
Libraries R (
R (
R (
R (
R 450,000
R 464,000
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
R 1,412,285
R 350,000
R 350,000
R 348,619
R 2,885,000
R 3,045,000
R 3,650,000
Cemeteries R 3,244,265
R 2,450,000
R 3,249,899
R 3,249,872
R 1,700,000
R 2,000,000
R 2,000,000
260
Table continued next page Table continued from previous page
Capital Expenditure ( New Assets Programme*
Description
2016/2017 2017/2018 Planned Capital expenditure
Actual Original Budget
Adjustm
ent Budget
Actual Expendit
ure
2018/201
9
2019/202
0
2019/202
1
Capital expenditure by Asset Class
Heritage assets ( Total
R (
R (
R (
R (
R (
R (
Investment properties ( Total
R (
R (
R (
R (
R (
R (
Other assets
R 46,987,095
R 4,963,000
R 9,520,472
R 8,290,753
R 38,732,000
R 7,776,100
R 4,230,300
General vehicles
R 1,146,519
R 1,000,000
R 4,107,008
R 3,322,960
R 18,150,000
R 3,950,000
R (
Specialised vehicles
R (
R (
R (
R (
R (
R (
R (
Plant & equipment
R 2,196,754
R 1,696,000
R 1,867,837
R 1,823,150
R 12,625,000
R 2,681,100
R 3,330,000
Computers ( hardware/equipment
R 5,426,104
R 885,000
R 1,700,439
R 1,481,205
R 7,065,000
R 830,000
R 615,300
Furniture and other office equipment
R 323,663
R 1,382,000
R 1,845,188
R 1,663,438
R 892,000
R 315,000
R 285,000
Civic Land and Buildings
R 1,185,472
R (
R (
R (
R (
R (
R (
Other Buildings
R 426,515
R (
R (
R (
R (
R (
R (
261
Other Land
R 36,282,068
R (
R (
R (
R (
R (
R (
Agricultural assets
R (
R (
R (
R (
R (
R (
Biological assets
R (
R (
R (
R (
R (
R (
Intangibles R 750,000
R 800,000
R 1,283,300
R 967,726
R (
R (
R (
Computers ( software & programming
R 750,000
R 800,000
R 1,283,300
R 967,726
R (
R (
R (
Total Capital Expenditure on new assets
R 233,957,675
R 180,211,270
R 175,386,100
R 169,400,357
R 223,397,124
R 244,069,483
R 178,773,125
Specialised 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 Expendit
ure
2018/2019
2019/2020
2019/2021
Capital expenditure by Asset Class Infrastructure ( Total
R 43,729,538
R 70,214,996
R 78,855,918
R 67,639,189
R 102,678,720
R 99,513,000
R 100,616,600
Infrastructure: Road transport (Total
R 13,413,984
R 16,750,000
R 16,465,655
R 16,372,454
R 12,663,500
R 26,827,200
R 17,523,000
Roads, Pavements & Bridges
R 13,413,984
R 16,750,000
R 16,465,655
R 16,372,454
R 12,663,500
R 26,827,200
R 17,523,000
262
Storm water
R (
R (
R (
R (
R (
R (
R (
Infrastructure: Electricity ( Total
R 18,222,586
R 18,035,000
R 15,811,131
R 15,119,904
R 48,432,220
R 45,364,100
R 69,451,700
Transmission & Reticulation
R 16,177,347
R 16,735,000
R 13,571,131
R 12,890,628
R 34,039,420
R 35,964,100
R 66,751,700
Street Lighting
R 2,045,239
R 1,300,000
R 2,240,000
R 2,229,276
R 14,392,800
R 9,400,000
R 2,700,000
Infrastructure: Water ( Total
R 6,914,595
R 9,480,000
R 27,028,210
R 18,424,152
R 23,526,000
R 24,406,600
R 10,647,400
Dams & Reservoirs
R 28,720
R 300,000
R 300,000
R 230,676
R (
R 800,000
R (
Water purification
R (
R 1,150,000
R 15,247,210
R 14,352,055
R 4,425,000
R 3,265,000
R 1,040,000
Reticulation R 6,885,875
R 8,030,000
R 11,481,000
R 3,841,421
R 19,101,000
R 20,341,600
R 9,607,400
Infrastructure: Sanitation ( Total
R 4,721,637
R 10,944,996
R 4,107,734
R 3,237,610
R 12,167,000
R 2,490,100
R 2,549,500
Reticulation R 69,148
R 945,000
R 1,025,000
R 767,394
R 2,887,000
R 858,850
R 860,700
Sewerage purification
R 4,652,489
R 9,999,996
R 3,082,734
R 2,470,216
R 9,280,000
R 1,631,250
R 1,688,800
Infrastructure: Other ( Total
R 456,736
R 15,005,000
R 15,443,188
R 14,485,069
R 5,890,000
R 425,000
R 445,000
Waste Management
R 456,736
R 6,340,000
R 6,240,544
R 6,965,521
R 5,890,000
R 425,000
R 445,000
Other R (
R 8,665,000
R 9,202,644
R 7,519,548
R (
R (
R (
Community
R 6,478,487
R 7,036,000
R 7,386,646
R 7,202,953
R 16,070,300
R 17,237,000
R 16,600,000
263
Parks & gardens
R 753,130
R 1,110,000
R 1,110,000
R 1,081,728
R 1,885,000
R 2,435,000
R 530,000
Sportsfields & stadia
R 1,444,308
R 3,200,000
R 3,139,646
R 3,139,646
R 5,825,000
R 6,095,000
R 8,630,000
Swimming pools
R (
R (
R (
R (
R (
R (
R (
Community halls
R 445,368
R 500,000
R 111,000
R 111,000
R 4,050,000
R 1,050,000
R 400,000
Libraries R 591,085
R 150,000
R 950,000
R 927,197
R 250,000
R (
R (
Recreational facilities
R (
R (
R (
R (
R (
R (
R (
Fire, safety & emergency
R (
R 1,550,000
R 1,550,000
R 1,446,227
R 2,410,000
R 6,332,000
R 5,725,000
Security and policing
R 3,165,233
R 76,000
R 76,000
R 62,039
R 1,300,300
R 1,325,000
R 1,315,000
Cemeteries R 79,363
R 450,000
R 450,000
R 435,116
R 350,000
R (
R (
Heritage assets
R (
R (
R (
R (
R (
R (
Buildings Other Table continued next page Table continued from previous page
Capital Expenditure ( Upgrade/Renewal Programme* R '000
Description
2016/2017
2017/2018 Planned Capital expenditure
Actual Original Budget
Adjustm
ent Budget
Actual Expendit
ure
2018/201
9
2019/202
0
2019/202
1
Capital expenditure by Asset Class
Investment properties
R (
R (
R (
R (
R (
R (
Housing development
264
Other assets
R 35,422,286
R 22,372,500
R 26,783,524
R 21,698,427
R 32,263,400
R 28,583,075
R 37,920,600
General vehicles
R 4,962,900
R 9,090,000
R 9,171,350
R 8,888,579
R 15,720,000
R 15,470,000
R 15,360,000
Specialised vehicles
R 16,436,344
R (
R (
R (
R (
R (
R (
Plant & equipment
R 9,870,653
R 10,319,000
R 14,730,637
R 10,503,808
R 12,615,400
R 12,526,975
R 22,139,600
Computers ( hardware/equipment
R 1,606,756
R 2,610,000
R 2,547,561
R 2,024,764
R 3,730,000
R 450,000
R 290,000
Furniture and other office equipment
R 491,238
R 353,500
R 333,976
R 281,276
R 198,000
R 136,100
R 131,000
Civic Land and Buildings
R 2,054,395
R (
R (
R (
R (
R (
R (
Agricultural assets
R (
R (
R (
R (
R (
R (
Biological assets
R (
R (
R (
R (
R (
R (
Intangibles R 1,421,325
R (
R (
R (
R (
R (
R (
Computers ( software & programming
R 1,421,325
R (
R (
R (
R (
R (
R (
Total Capital Expenditure on renewal of existing assets
R 87,051,636
R 99,623,496
R 113,026,088
R 96,540,569
R 151,012,420
R 145,333,075
R 155,137,200
Specialised vehicles
R 16,436,344
R (
R (
R (
R (
R (
R (
Refuse
R 15,495,500
R (
R (
R (
R (
R (
R (
Fire R 940,844
R (
R (
R (
R (
R (
R (
265
* Note: Information for this table may be sourced from MBRR (2009: Table SA34b) T M.2
321,009,3
11 279,834,
766 288,412,
188 265,940,9
26 374,409,
544 389,402,
558 333,910,3
25
266
APPENDIX N – 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 Infrastructure & VOIP (122/...)
Information Technology
P0000001
R 300,000
R 358,273
R 358,273
19% 0%
Upgrade Old Age Flats (221/...)
Property Services P0000013
R 400,000
R 400,000
R 391,308
(2% (2%
Develop Cemeteries Low Income Areas (505/...)
Cemeteries Funeral Parlours and Crematoriums P0000066
R 2,000,000
R 1,999,899
R 1,999,899
0% 0%
Replace Tractor 55KW( 539/...)
Fleet Management P0000080
R 350,000
R 310,000
R 309,540
(12% 0%
Replace Synthetic Tennis Courts Kees Taljaard (530/
Sports Grounds and Stadiums
P0000121
R 200,000
R 139,650
R 139,650
(30% 0%
Renovations Mhluzi Stadium Pavillion (530/...)
Sports Grounds and Stadiums P0000134
R 2,000,000
R 1,999,996
R 1,999,996
0% 0%
Develop Park C/O Pongola & Kammannassie Aero (533/.
Community Parks (including Nurseries) P0000178
R 700,000
R 1,200,000
R 1,200,000
71% 0%
Lawn Mower Sidewalks (533/...)
Community Parks (including Nurseries) P0000203
R 115,500
R 114,600
R 105,000
(9% (8%
Paving & Kerbs Hendrina & Kwaza W1(542/...)
Roads
P0000205
R 200,000
R 200,000
R 193,196
(3% (3%
Replace Jaws Rescue Set (515/...)
Fire Fighting and Protection P0000211
R 500,000
R 500,000
R 353,319
(29% (29%
Replace 4x4 veld fire vehicles (515/...)
Fire Fighting and Protection P0000221
R 500,000
R 500,000
R 433,758
(13% (13%
Equipment to Monitor Air pollution (400/...)
Health Services
P0007162
R (
R 199,700
R 175,126
0% (12%
Stormwater Kwaza x2 (542/...)
Roads P0007307
R 600,000
R 600,000
R 598,880
0% 0%
267
Subsurface Drains Hendrina/Kwaza (542/...))
Roads
P0007328
R 350,000
R 350,000
R 348,470
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 (
R 458,166
R 445,344
0% (3%
Server New IT Systems (122/...)
Information Technology P0008003
R 1,800,000
R 1,721,561
R 1,227,707
(32% (29%
Replace Airconditioners At Civic Centre (150/...)
Property Services
P0008006
R 90,000
R 290,000
R 289,982
222% 0%
Traffic Calming Measures (310/...)
Police Forces Traffic and Street Parking Control P0008013
R 350,000
R 350,000
R 348,619
0% 0%
Replace vehicles (310/...)
Police Forces Traffic and Street Parking Control P0008015
R 1,150,000
R 1,150,000
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
R 365,000
R 365,000
R 326,955
(10% (10%
Pool Equipment Middelburg/Mhluzi (530/...)
Recreational Facilities
P0008025
R 100,000
R 126,450
R 126,450
26% 0%
Roads Middelburg Replace Road Barriers (540/...)
Roads
P0008035
R 100,000
R 100,000
R 98,780
(1% (1%
Upgrade Bridges (540/...)
Roads P0008039
R 200,000
R 200,000
R 199,046
0% 0%
Roads Aerorand West W12(540/...)
Roads P0008042
R 12,000,000
R 13,370,000
R 13,369,924
11% 0%
Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...
Sewerage
P0008049
R 165,000
R 125,000
R 62,400
(62% (50%
Replace Pumps (552/...)
Waste Water Treatment P0008053
R 410,000
R 450,000
R 353,546
(14% (21%
268
Install bulk flow meters (560/...)
Water Distribution P0008055
R 420,000
R 599,000
R 325,664
(22% (46%
Water Distri M/Burg Replace Old Water Pipes (560/..
Water Distribution
P0008057
R 1,700,000
R 1,700,000
R 94,575
(94% (94%
Replace Equipment Vaakbank WTW (561/...)
Water Treatment
P0008061
R 550,000
R 550,000
R 364,029
(34% (34%
Water Distr Repl Water Pipes Hendrina/Kwaza (566/..
Water Distribution
P0008062
R 100,000
R 200,000
R 28,700
(71% (86%
Replace vehicles for water & sewer (575/...)
Fleet Management
P0008066
R 900,000
R 900,000
R 898,160
0% 0%
LV Replace Meter Kiosk W13 (700/...)
Electricity P0008071
R 200,000
R 200,000
R 190,618
(5% (5%
(MV Ring Main Units at Switching Gear W13 (700/...)
Electricity
P0008077
R 1,200,000
R 1,136,605
R 1,130,205
(6% (1%
Network reinforcement Replace cables (700/...)
Electricity
P0008079
R (
R 4,021,822
R 4,021,822
0% 0%
MV Networks HT Links W17 (700/...)
Electricity P0008080
R 7,104,000
R (
R (
(100% 0%
Replace Equipment Kwaza WWTW (553/...)
Waste Water Treatment
P0008089
R 400,000
R 400,000
R 326,865
(18% (18%
Refurbish Blinkpan WWTW
Sewerage P0008091
R 150,000
R 150,000
R 118,497
(21% (21%
Refurbish Komati WWTW (547/...)
Sewerage P0008092
R 180,000
R 300,000
R 155,716
(13% (48%
( LV Upgrade Existing High Masts W17 (731/...)
Street Lighting and Signal Systems P0008098
R 200,000
R 320,000
R 309,297
55% (3%
Replace Fence At Airfield (555/...)
Property Services
P0008127
R 2,300,000
R 2,300,000
R 2,241,900
(3% (3%
Airconditioners At Testing Station (300/...)
Licensing and Regulation P0008129
R 50,000
R 46,455
R 40,750
(19% (12%
Stormwater Villages (543/...)
Roads P0008140
R 500,000
R 500,000
R 498,650
0% 0%
Paving & Kerbs Villages & Rural W4(543/...)
Roads P0008144
R 200,000
R 200,000
R 193,366
(3% (3%
269
Replace Paving & Kerbs (540/...)
Roads P0008145
R 250,000
R 250,000
R 249,899
0% 0%
( Roads New Taxi Laybyes W1 (540/...)
Roads P0008147
R 100,000
R 100,000
R 99,273
(1% (1%
Communication To External Facilities (122/...)
Information Technology
P0008157
R 350,000
R 350,000
R 348,682
0% 0%
Water Distr Repl Water Meters Hendrina/Kwaza (566/.
Water Distribution
P0008163
R 180,000
R 180,000
R 178,274
(1% (1%
Stormwater Aerorand West (540/...)
Roads P0008180
R 6,000,000
R 6,000,000
R 5,999,915
0% 0%
Sewerage Connections (551/...)
Sewerage P0008184
R 188,350
R 188,350
R 28,024
(85% (85%
Replace Polisher (161/...)
Community Halls and Facilities P0008187
R 40,000
R 40,000
R 38,009
(5% (5%
( LV Electrical Connections Prepaid (710/...)
Electricity P0008189
R 1,650,000
R 1,650,000
R 1,552,208
(6% (6%
MV Networks Bulk Connections Ward 23 (700/...)
Electricity P0008190
R (
R 400,000
R (
0% (100%
Purchase Library Books (140/...)
Libraries and Archives P0008192
R 440,000
R 440,000
R 429,820
(2% (2%
Purchase Library Books: 140
Libraries and Archives P0008193
R (
R 440,000
R 389,140
0% (12%
Computer Systems (122/...)
Information Technology P0008197
R 600,000
R 584,000
R 582,677
(3% 0%
Renewal Printers (122/...)
Information Technology P0008198
R 30,000
R 30,000
R 27,873
(7% (7%
Scanners (122/...)
Information Technology P0008199
R 75,000
R 33,000
R 30,000
(60% (9%
New water connections (565/...)
Water Distribution
P0008201
R 830,500
R 830,500
R 828,320
0% 0%
Portable Guard House (311/...)
Security Services P0008202
R 76,000
R 76,000
R 62,039
(18% (18%
Upgrad Library Facilities (140/...)
Libraries and Archives P0008217
R 150,000
R 950,000
R 927,197
518% (2%
Roads Hendrina W3(542/...)
Roads P0008219
R 2,200,000
R 2,110,000
R 2,105,938
(4% 0%
(HV Feasibility Study Verdoorn S/station (700/...)
Electricity P0008223
R 500,000
R (
R (
(100% 0%
Rural Sanitation (547/...)
Sewerage P0008236
R 900,000
R 2,280,000
R 2,205,858
145% (3%
Replace Valves & Other Items
Water Treatment P0008255
R 200,000
R 325,000
R 37,623
(81% (88%
270
Bulk Supply Line: 561 Water Villages Water Services Rural Areas (567/...
Water Distribution
P0008256
R 250,000
R 333,500
R 160,829
(36% (52%
Electrical Connections Bulk (710/...)
Electricity P0008275
R 800,000
R 2,380,000
R 1,966,848
146% (17%
Replace Furniture & Office Equipment (310/...)
Police Forces Traffic and Street Parking Control P0008300
R 55,000
R 55,000
R 50,941
(7% (7%
Furniture & office equipment (515/...)
Fire Fighting and Protection P0008314
R 25,000
R 25,000
R 24,900
0% 0%
Refurbish Swimming Pool Kees Taljaard (530/...)
Recreational Facilities
P0008345
R 200,000
R 200,000
R 171,832
(14% (14%
(MV Ring Main Units at Switching Gear W11 (700/...)
Electricity
P0008354
R (
R 240,000
R 240,000
0% 0%
MV Networks HT Links W27 (700/...)
Electricity P0008356
R 5,736,000
R 34,227,319
R 34,222,484
497% 0%
MV Networks HT Links W20 (700/...)
Electricity P0008357
R 1,236,000
R (
R (
(100% 0%
( LV Upgrade Existing High Masts W28 (731/...)
Street Lighting and Signal Systems P0008359
R 100,000
R 160,000
R 160,000
60% 0%
( LV Upgrade Existing High Masts W22 (731/...)
Street Lighting and Signal Systems P0008360
R 200,000
R 480,000
R 480,000
140% 0%
( LV Upgrade Existing High Masts W20 (731/...)
Street Lighting and Signal Systems P0008361
R 100,000
R 160,000
R 160,000
60% 0%
( LV Upgrade Existing High Masts W19 (731/...)
Street Lighting and Signal Systems P0008362
R 400,000
R 800,000
R 799,979
100% 0%
( LV Upgrade Existing High Masts W2 (731/...)
Street Lighting and Signal Systems P0008363
R 300,000
R 320,000
R 320,000
7% 0%
271
( Roads New Taxi Laybyes W2 (540/...)
Roads P0008364
R 100,000
R 100,000
R 99,273
(1% (1%
( Roads New Taxi Laybyes W25 (540/...)
Roads P0008365
R 100,000
R 100,000
R 99,273
(1% (1%
( MV Replace Mini Substations W15 (700/...)
Electricity P0008370
R 3,650,000
R 3,010,447
R 3,009,506
(18% 0%
( LV Electrical Connections Bulk Whole Mun(710/...)
Electricity
P0008382
R 413,000
R 413,000
R (
(100% (100%
Replace Pump Vaalbank WTW (561/...)
Water Treatment
P0900059
R 720,000
R 720,000
R 584,823
(19% (19%
Replace Boskrans WWTW Equipment (552/...)
Waste Water Treatment
P0900063
R 150,000
R 150,000
R 10,600
(93% (93%
Brushcutters & Chainsaws
Community Parks (including Nurseries) P0900064
R 120,000
R 120,000
R 117,122
(2% (2%
Replace Water Pump (566/...)
Water Distribution P0900096
R 34,000
R 34,000
R 27,600
(19% (19%
Replace Stihl Brushcutters (564/...)
Water Storage
P0900105
R 20,000
R 20,000
R 17,400
(13% (13%
Furniture & Office Equipment (141/...)
Human Resources
P0900131
R 17,000
R 17,000
R (
(100% (100%
Furniture & Office Equipment Halls (161/...)
Community Halls and Facilities P0900181
R 115,000
R 115,000
R 106,797
(7% (7%
(Roads Middelburg Reseal Roads M/burg W17 (540/...)
Roads
P0900212
R 500,000
R 311,778
R 311,778
(38% 0%
( Reseal Roads Hendrina/Kwaza Ward 2 (542/...)
Roads P0900213
R 300,000
R 296,539
R 296,539
(1% 0%
Reseal Roads Rural & Eskom Towns (543/...)
Roads P0900214
R 1,500,000
R 1,532,506
R 1,532,505
2% 0%
Upgrade Boskrans Sewer Plant (552/...)
Waste Water Treatment
P0900244
R 9,999,996
R 3,082,734
R 2,470,216
(75% (20%
Replace Equipment (542/...)
Roads P0900251
R 170,000
R 155,000
R 154,420
(9% 0%
272
Furniture & Office Equipment: 230
Supply Chain Management
P0900260
R 85,000
R 85,000
R 46,554
(45% (45%
(Roads Middelburg Reseal Roads M/burg W20 (540/...)
Roads
P0900261
R 500,000
R 179,003
R 179,003
(64% 0%
(Roads Middelburg Reseal Roads M/burg W21 (540/...)
Roads
P0900262
R 500,000
R 374,345
R 374,345
(25% 0%
(Roads Middelburg Reseal Roads M/burg W15 (540/...)
Roads
P0900263
R 1,200,000
R 185,881
R 185,801
(85% 0%
(Roads Middelburg Reseal Roads M/burg W14 (540/...)
Roads
P0900264
R 500,000
R 887,650
R 887,649
78% 0%
(Roads Middelburg Reseal Roads M/burg W13 (540/...)
Roads
P0900265
R 1,200,000
R 2,133,654
R 2,133,654
78% 0%
(Roads Middelburg Reseal Roads M/burg W12 (540/...)
Roads
P0900266
R 500,000
R 283,048
R 283,047
(43% 0%
(Roads Middelburg Reseal Roads M/burg W11 (540/...)
Roads
P0900267
R 500,000
R 1,612,539
R 1,612,539
223% 0%
(Roads Middelburg Reseal Roads M/burg W10 (540/...)
Roads
P0900268
R 500,000
R 142,690
R 142,690
(71% 0%
( Roads Middelburg Reseal Roads M/burg W8 (540/...)
Roads
P0900269
R 500,000
R 308,390
R 308,390
(38% 0%
(Roads Middelburg Reseal Roads M/burg W16 (540/...)
Roads
P0900270
R 500,000
R 1,058,107
R 1,048,106
110% (1%
273
(Roads Middelburg Reseal Roads M/burg W22 (540/...)
Roads
P0900271
R 500,000
R (
R (
(100% 0%
(Roads Middelburg Reseal Roads M/burg W23 (540/...)
Roads
P0900272
R 1,100,000
R 794,345
R 794,171
(28% 0%
(Roads Middelburg Reseal Roads M/burg W25 (540/...)
Roads
P0900273
R 500,000
R 398,681
R 398,681
(20% 0%
( Reseal Roads Hendrina/Kwaza Ward 1 (542/...)
Roads P0900274
R 700,000
R 665,324
R 633,249
(10% (5%
( Reseal Roads Hendrina/Kwaza Ward 3 (542/...)
Roads P0900275
R 500,000
R 499,541
R 473,645
(5% (5%
Middelburg Reseal Roads W28
Roads P0900276
R (
R 110,150
R 92,221
0% (16%
Middelburg Reseal Roads W19 (540/...)
Roads P0900277
R (
R 225,829
R 221,557
0% (2%
Replace Vehicles (539/...)
Fleet Management P1000004
R 400,000
R 366,800
R 366,300
(8% 0%
Replace Playing Equipment( (533/...)
Community Parks (including Nurseries) P1000050
R 310,000
R 310,000
R 309,900
0% 0%
Replace Furniture & Office Equipment (140/...)
Libraries and Archives
P1000069
R 22,000
R 22,000
R 21,580
(2% (2%
Stormwater Middelburg/Mhluzi W27 (540/...)
Roads P1000076
R 700,000
R (
R (
(100% 0%
Stormwater Middelburg/Mhluzi W23 (540/...)
Roads P1000077
R 350,000
R 1,050,000
R 1,049,114
200% 0%
Stormwater Middelburg/Mhluzi W25 (540/...)
Roads P1000078
R 700,000
R (
R (
(100% 0%
Replace 1.75 Cub Meter Container (420/...)
Solid Waste Removal
P1000080
R 165,000
R 160,204
R 142,989
(13% (11%
Edge Beams( Primary/Secondary Routes (540/...)
Roads
P1000097
R 250,000
R 250,000
R 250,000
0% 0%
274
Bulk Filing Cabinets (120/...)
Administrative and Corporate Support P1000118
R 200,000
R 163,000
R 162,291
(19% 0%
Roads Middelburg Rebuild Roads M/burg (540/...)
Roads
P1000119
R 3,000,000
R (
R (
(100% 0%
Roads Rebuild M/burg W19 (540/...)
Roads P1000120
R (
R 3,210,000
R 3,209,899
0% 0%
Replace Underwater Pressure Drill (560/...)
Water Distribution
P1000129
R 60,000
R 60,000
R 52,000
(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
R 840,000
R 840,000
R 827,166
(2% (2%
Water Replace Water Meters Eskom Towns (567/...)
Water Distribution
P1000133
R 160,000
R 160,000
R 159,518
0% 0%
Upgrade Telemetry system (561/...)
Water Treatment
P1000137
R (
R (
R (
0% 0%
Stormwater Hendrina (542/...)
Roads P1000150
R 630,000
R 510,000
R 508,204
(19% 0%
Replace Furniture & Office Equipment (120/...)
Administrative and Corporate Support P1000155
R 10,000
R 6,000
R 4,605
(54% (23%
LV Networks Electrification Kwaza x8 W3 (700/...)
Electricity
P1000173
R (
R 1,029,132
R 1,029,132
0% 0%
Projector & Screen (122/...)
Information Technology P1000193
R 40,000
R 61,000
R 44,384
11% (27%
Replace Tools For Cleaning Buildings (555/...)
Property Services
P1000205
R 190,000
R 190,000
R 166,578
(12% (12%
Replace Fences At Reservoirs (561/...)
Water Treatment
P1000207
R 750,000
R 750,000
R 747,354
0% 0%
Vaalbank WTP Plan & design upgrading of elec (561/)
Water Treatment
P1000217
R (
R 97,210
R 97,210
0% 0%
275
Replace tractor at Boskrans WWTW (575/...)
Fleet Management
P1000244
R (
R 640,000
R 630,000
0% (2%
Camera((123/...) Valuation Service P1000250
R 8,000
R 8,000
R 6,974
(13% (13%
Replace Furniture & Equipment (700/...)
Electricity
P1000277
R 30,000
R 32,800
R 30,293
1% (8%
Fencing Outdoor Equipment (700/...)
Electricity P1000278
R 85,000
R 85,000
R 82,736
(3% (3%
Replace Furniture & Office Equipment (200/...)
Finance
P1000282
R 73,500
R 43,500
R 38,616
(47% (11%
Bulk filing cabinets: 300
Licensing and Regulation P1000284
R 35,000
R 25,087
R 25,087
(28% 0%
Replace Furniture & Office Equipment (300/...)
Licensing and Regulation
P1000286
R 50,000
R 45,776
R 45,775
(8% 0%
Replace Street Bins (420/...)
Solid Waste Removal P1000289
R 80,000
R 80,000
R 67,850
(15% (15%
Replace Sandfilters Kruger Dam (563/...)
Water Treatment
P1000298
R 120,000
R 112,500
R 88,526
(26% (21%
Water Distrib Replace Pipes Villages (567/...)
Water Distribution
P1000299
R 150,000
R 234,600
R 100,702
(33% (57%
Disaster Management Workstations/Equipment (515/...
Fire Fighting and Protection
P1000301
R 450,000
R 450,000
R 283,668
(37% (37%
Feasibility Study Upgrade lang S/station (700/...)
Electricity P1000309
R 380,000
R (
R (
(100% 0%
New Skip Loader Truck (420/...)
Solid Waste Removal P1000354
R (
R 1,524,633
R 1,524,633
0% 0%
Replace Furniture & Office Equipment (122/...)
Information Technology
P1100042
R 15,000
R 30,000
R 22,646
51% (25%
6m3 Tipper truck (420/...)
Solid Waste Removal P1100046
R 1,450,000
R 1,232,650
R 1,221,350
(16% (1%
Civil Fleet 3 Ton Crew Cab For Roads (575/...)
Fleet Management
P1100071
R (
R 450,000
R 445,077
0% (1%
Roads Presidentsrus (543/...)
Roads P1100098
R 3,000,000
R 3,195,000
R 3,194,882
6% 0%
276
Stormwater Presidentsrus (543/...)
Roads P1100100
R 750,000
R 750,000
R 745,795
(1% (1%
Replace Tractors (539/...)
Fleet Management P1100108
R 350,000
R 310,000
R 309,540
(12% 0%
Walkbehind Mowers
Fleet Management P1100110
R 70,000
R 70,000
R 66,399
(5% (5%
New Equipment (542/...)
Roads P1100129
R 20,000
R 24,772
R 24,772
24% 0%
Replace Equipment Kruger dam WTW (563/...)
Water Treatment
P1100133
R 120,000
R 127,500
R 114,287
(5% (10%
Replace Backactor (575/...)
Fleet Management
P1100148
R 1,000,000
R 1,000,000
R 925,140
(7% (7%
Replace Equipment (700/...)
Electricity P1100174
R 230,000
R 322,200
R 286,136
24% (11%
Hendrina substation W3 (700/...)
Electricity P1100175
R 400,000
R (
R (
(100% 0%
Replace Fire Equipment (515/...)
Fire Fighting and Protection P1100199
R 62,000
R 62,000
R 59,142
(5% (5%
New Fire Equipment (515/...)
Fire Fighting and Protection P1100200
R 40,000
R 40,000
R 33,800
(16% (16%
Develop Park Rural & Low Income Areas (533/...)
Community Parks (including Nurseries) P1100210
R 2,000,000
R 1,999,893
R 1,999,893
0% 0%
Paving & Kerbs Low income areas (540)
Roads P1100212
R 1,270,000
R 1,270,000
R 1,269,742
0% 0%
Basic Sport Low Income Areas (530/...)
Roads P1100213
R 3,000,000
R 2,999,996
R 2,999,996
0% 0%
Replace Plant & Equipment (560/...)
Sports Grounds and Stadiums P1100216
R 60,000
R 55,935
R 53,200
(11% (5%
Replace Furniture & Equipment (108/...)
Water Distribution
P1200006
R 17,000
R 17,000
R 12,200
(28% (28%
Furniture & Office Equipment (110/...)
Governance Function
P1200007
R 25,000
R 4,000
R 3,869
(85% (3%
Replace Furniture & Office Equipment (114/...)
Municipal Manager Town Secretary and Chief Executive P1200010
R 10,000
R 10,000
R 7,894
(21% (21%
277
Renewal Laptops (122/...)
Corporate Wide Strategic Planning (IDPs LEDs) P1200016
R 180,000
R 212,000
R 186,507
4% (12%
Replace 2 Way Radios (122/...)
Information Technology P1200019
R 80,000
R 70,000
R 68,625
(14% (2%
20.5m3 Refuse compactor (420/...)
Information Technology
P1200046
R 3,500,000
R 3,271,900
R 3,271,900
(7% 0%
Replace Compressor (539/...)
Solid Waste Removal
P1200047
R 350,000
R 433,200
R 376,650
8% (13%
Purchase new vehicle (555/...)
Fleet Management P1200076
R (
R 312,600
R 311,100
0% 0%
Upgrade Pipeline Vaalbank & Skietbaan (560/...)
Property Services
P1200082
R 2,500,000
R 2,500,000
R (
(100% (100%
Replace Plant & Equipment (561/...)
Water Distribution
P1200084
R 2,060,000
R 5,560,000
R 3,235,706
57% (42%
Upgrade Rugby stadium lights (530)
Water Treatment
P1200088
R 1,000,000
R 673,300
R 673,300
(33% 0%
LV Networks Replace Stolen Services (700/...)
Sports Grounds and Stadiums P1200100
R 200,000
R 200,000
R (
(100% (100%
ASCO LV Cables (700/...)
Electricity P1200101
R 400,000
R (
R (
(100% 0%
( MV Replace Stolen Services (700/...)
Electricity P1200102
R 400,000
R 400,000
R (
(100% (100%
( Roads & Stormwater Low Income Areas W28 (540/...)
Electricity
P1200118
R 3,000,000
R 4,114,054
R 4,114,054
37% 0%
Alcohol Testing Equipment (310/...)
Roads P1200133
R 36,000
R 180,000
R 132,125
267% (27%
( LV Streetlights Main Entrances ( W14 (731/...)
Police Forces Traffic and Street Parking Control P1200135
R 1,200,000
R (
R (
(100% 0%
LV Highmasts Low income areas W2 (731/...)
Street Lighting and Signal Systems P1200136
R 750,000
R 1,010,002
R 1,010,002
35% 0%
LV Highmasts Low Income Areas W24 (731/...)
Street Lighting and Signal Systems P1200137
R 500,000
R 330,000
R 330,000
(34% 0%
278
LV Highmasts Low Income Areas W25 (731/...)
Street Lighting and Signal Systems P1200138
R 750,000
R 660,000
R 660,000
(12% 0%
LV Highmasts Low Income Areas W28 (731/...)
Street Lighting and Signal Systems P1200139
R 1,000,000
R 999,990
R 999,990
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
R 3,000,000
R 9,238,208
R 9,238,208
208% 0%
( Roads & Stormwater Low Income Areas W2 (540/...)
Roads
P1200147
R 2,000,000
R 8,143,884
R 8,143,884
307% 0%
( Roads & Stormwater Low Income Areas W1 (540/...)
Roads
P1200148
R 1,000,000
R 3,114,903
R 3,114,903
211% 0%
( MV Replace Cables W11 (700/...)
Roads P1200157
R 8,000,000
R (
R (
(100% 0%
Roads & Stormwater Low Income Areas W23 (540/...)
Electricity
P1200158
R 2,419,720
R (
R (
(100% 0%
LV Streetlights install additional fittingsW21(731)
Roads P1200160
R (
R 260,000
R 243,458
0% (6%
Replace Venter Test Trailer (750/...)
Street Lighting and Signal Systems P1300005
R 1,450,000
R 1,450,000
R 1,250,136
(14% (14%
MV Networks Electrification Newtown W27 (700/...)
Fleet Management
P1300012
R 4,850,000
R 2,978,627
R 2,978,626
(39% 0%
Steam Cleaner (539/...)
Electricity P1300041
R 70,000
R 62,200
R 58,185
(17% (6%
Equipment & Tools (539/...)
Fleet Management P1300042
R 82,500
R 83,100
R 81,687
(1% (2%
Sanitation For Newtown X1A (550/...)
Fleet Management
P1300047
R (
R 162,500
R 162,500
0% 0%
279
Filing Cabinets (502/...)
Sewerage P1300053
R 10,000
R (
R (
(100% 0%
Water network Newtown (560/...)
Town Planning Building Regulations and Enforcement and City Engineer P1300057
R (
R 1,313,400
R 1,313,400
0% 0%
Replace vehicle (200/...)
Water Distribution P1300060
R 175,000
R 175,000
R 174,551
0% 0%
Replace Air Conditioners At Hendrina/Kwaza (154/...
Finance
P1300061
R 75,000
R 75,000
R 57,116
(24% (24%
Alarm System Redundant Asset Store (200/...)
Property Services
P1300091
R 7,500
R 7,500
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 (
R 2,067,080
R 1,887,111
0% (9%
Upgrading sleeping quarters Presidents water (547/.
Electricity
P1400004
R 350,000
R 350,000
R 345,228
(1% (1%
( LV Mhluzi Cables W18 (700/...)
Sewerage P1400024
R 400,000
R (
R (
(100% 0%
Replace 88KV Cable (700/...)
Electricity P1400025
R 500,000
R (
R (
(100% 0%
Fencing Around Main Store Yard (230/...)
Electricity P1400046
R 100,000
R 100,000
R 99,000
(1% (1%
Upgrade Paint Store (230/...)
Supply Chain Management P1400048
R 200,000
R 189,900
R 168,740
(16% (11%
Sealing Of Roof (153/...)
Supply Chain Management P1400057
R 1,000,000
R 1,600,000
R 646,687
(35% (60%
Replace Internal Fencing Service Centre (554/...)
Property Services
P1400062
R 500,000
R 500,000
R 467,005
(7% (7%
Carports At Service Centre (554/...)
Property Services
P1400063
R (
R 200,000
R 162,502
0% (19%
280
New MPCC Somaphepha (161/...)
Property Services
P1400067
R 8,000,000
R 1,000,000
R 1,000,000
(88% 0%
Upgrade Taxi Ranks Middelburg (557/...)
Community Halls and Facilities
P1400071
R 800,000
R (
R (
(100% 0%
Shelves for the pound: 310
Taxi Ranks P1400090
R 40,000
R 40,000
R 35,405
(11% (11%
Filing cabinets: 310
Police Forces Traffic and Street Parking Control P1400096
R 42,000
R 42,000
R 39,211
(7% (7%
Replace vehicles for roads (575/...)
Police Forces Traffic and Street Parking Control P1400115
R 450,000
R 450,000
R 449,080
0% 0%
Furniture & Office Equipment (120/...)
Fleet Management
P1400121
R 100,000
R 141,000
R 140,552
41% 0%
Furniture & Office Equipment (111/...)
Administrative and Corporate Support P1400125
R 18,000
R 18,000
R 11,377
(37% (37%
Furniture & office equipment: 105
Municipal Manager Town Secretary and Chief Executive P1400129
R 180,000
R 201,000
R 170,470
(5% (15%
Upgrade Van Blerk Plein( (533/...)
Mayor and Council
P1500020
R 600,000
R 600,000
R 599,996
0% 0%
Expansion Phumolong Cemetery (505/...)
Fleet Management
P1500029
R 450,000
R 450,000
R 449,973
0% 0%
Township development Somaphepha (502/...)
Community Parks (including Nurseries) P1500031
R (
R 60,800
R 20,348
0% (67%
Digital Monitoring Measures (311/...)
Cemeteries Funeral Parlours and Crematoriums P1500040
R 800,000
R 800,000
R 622,610
(22% (22%
Halls Generator (161/...)
Town Planning Building Regulations P1500053
R 1,600,000
R 1,589,000
R 1,599,688
0% 1%
281
and Enforcement and City Engineer
Replace Furniture & Office Equipment (124/...)
Security Services
P1500063
R 3,000
R 3,000
R 2,606
(13% (13%
Video Camera (121/...)
Community Halls and Facilities P1500067
R 20,000
R 20,000
R 19,500
(3% (3%
Water Distr Replace Water Pipes Mhluzi (560/...)
Corporate Wide Strategic Planning (IDPs LEDs) P1500069
R 1,800,000
R 1,869,100
R 548,645
(70% (71%
Water Distribution Move Meters To Street (560/...)
Marketing Customer Relations Publicity and Media Co(ordination P1500070
R 350,000
R 350,000
R 307,330
(12% (12%
Upgrade Waste Transfer Station Hendrina (422/...)
Water Distribution
P1500089
R 200,000
R 171,050
R 171,050
(14% 0%
Aerial Photos & Pictometry
Water Distribution P1600003
R (
R 474,000
R 473,775
0% 0%
Shelves At SCM (230/...)
Solid Waste Removal P1600014
R 60,000
R 60,000
R 38,000
(37% (37%
Extend Middelburg Landfill Site (430/...)
Valuation Service
P1600018
R 6,000,000
R 5,949,994
R 5,949,994
(1% 0%
( Develop New Cemeteries (505/...)
Supply Chain Management
P1600022
R (
R 800,000
R 800,000
0% 0%
Replace Garage Doors At Fire Station (515/...)
Solid Waste Disposal (Landfill Sites) P1600023
R 600,000
R 600,000
R 538,459
(10% (10%
Fence at Parks (533/...)
Cemeteries Funeral Parlours and Crematoriums P1600030
R 350,000
R 1,050,000
R 1,050,000
200% 0%
Replacement Machinery & Equipment (540/...)
Fire Fighting and Protection
P1600033
R 90,000
R 100,228
R 105,472
17% 5%
Design & construction WWTW (547/...)
Community Parks
P1600038
R (
R 130,000
R 94,900
0% (27%
282
(including Nurseries)
Construction of reservoir at Kwaza x9 (571/...)
Roads
P1600041
R 7,915,000
R 328,298
R 328,298
(96% 0%
Replace Roof At Service Centre (554/...)
Sewerage P1600046
R 550,000
R 100,000
R 76,000
(86% (24%
Replace Roofing At Mhluzi HEDC (555/...)
Water Treatment
P1600048
R 650,000
R 100,000
R 91,000
(86% (9%
New 2ml reservoir Rietkuil (567/...)
Property Services
P1600057
R 500,000
R 300,000
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
R 100,000
R 100,000
R 38,485
(62% (62%
Upgrade Offices & Security (150/...)
Water Storage
P1600071
R 400,000
R 383,644
R 270,160
(32% (30%
Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...)
Electricity
P1600072
R 60,000
R 60,000
R 59,927
0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W14 (540/...)
Property Services
P1600073
R 40,000
R 40,000
R 39,893
0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W20 (540/...)
Roads
P1600074
R 40,000
R 40,000
R 39,894
0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W23 (540/...)
Roads
P1600075
R 20,000
R 20,000
R 19,999
0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W24 (540/...)
Roads
P1600076
R 20,000
R 20,000
R 19,999
0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W17 (540/...)
Roads
P1600077
R 60,000
R 60,000
R 59,926
0% 0%
Replace Kerb Inlets
Roads P1600078
R 40,000
R 40,000
R 39,894
0% 0%
283
Middelburg/Mhluzi W13 (540/...) Replace Kerb Inlets Middelburg/Mhluzi W21 (540/...)
Roads
P1600105
R 20,000
R 20,000
R 19,999
0% 0%
HR software & fingerprint readers (141/...)
Roads P1700003
R (
R 320,000
R 164,700
0% (49%
Community Halls Reconstruct Stage Floors (161/...)
Roads
P1700004
R 500,000
R 111,000
R 111,000
(78% 0%
Township Establishment Rockdale North (502/...)
Human Resources
P1700014
R 210,000
R 237,000
R 197,884
(6% (17%
Replace Roof Fontein Str Cemetery Ablutions (505/..
Community Halls and Facilities
P1700017
R 450,000
R 450,000
R 435,116
(3% (3%
Sewerage Network X 33 (550/...)
Town Planning Building Regulations and Enforcement and City Engineer P1700032
R 700,000
R 1,100,000
R 545,294
(22% (50%
Boskrans WWTW Phase 2 (552/...)
Cemeteries Funeral Parlours and Crematoriums P1700035
R 40,000,000
R 17,904,766
R 17,904,766
(55% 0%
Upgrade electricity meter at Mhluzi HEDC (555/...)
Sewerage
P1700038
R (
R 226,820
R 100,800
0% (56%
Air Conditioner Adelaide Thambo (555/...)
Waste Water Treatment
P1700040
R 500,000
R 500,000
R 498,106
0% 0%
Water network M/burg x33 (560/...)
Property Services
P1700043
R 750,000
R 998,800
R 616,788
(18% (38%
Upgrade Skietbaan/Graspan Bulk line (560/...)
Property Services
P1700044
R (
R 113,800
R 43,732
0% (62%
Handterminals for water meter installations (560/..
Water Distribution
P1700046
R (
R (
R (
0% 0%
284
( MV Replace Faulty Equipment (700/...)
Water Distribution
P1700053
R 1,100,000
R 4,177,257
R 4,177,256
280% 0%
Replace current financial system (205/...)
Water Distribution
P1700057
R (
R 1,586,757
R 1,169,000
0% (26%
New LDV (454/...)
Electricity P1700064
R (
R 332,000
R 330,500
0% 0%
Fixed Property Upgrade Electricity HEDC (555/...)
Finance
P1800001
R 1,000,000
R (
R (
(100% 0%
Service Centre Upgrade Solid Waste Stores (554/...)
Housing
P1800003
R 400,000
R 80,000
R 62,452
(84% (22%
Replace Roof At Civil Centre (150/...)
Housing P1800005
R 400,000
R (
R (
(100% 0%
Replace Floor Covering Civic Centre (150/...)
Property Services
P1800006
R (
R (
R (
0% 0%
Upgrade fence at middelburg Fire Station (515/...)
Property Services
P1800009
R 700,000
R 500,000
R 462,770
(34% (7%
Replace Roller Shutters Service Centre (554/...)
Property Services
P1800013
R 400,000
R 400,000
R 395,200
(1% (1%
Upgrade Rest Rooms((515/...)
Property Services P1800014
R 250,000
R 450,000
R 444,998
78% (1%
Replace aluminium windows (150/...)
Fire Fighting and Protection P1800015
R 200,000
R 200,000
R 196,880
(2% (2%
Fence At Civic Centre (150/...)
Property Services P1800016
R 2,000,000
R 619,496
R 619,496
(69% 0%
New intake substation W3 (700/...)
Fire Fighting and Protection P1800024
R 400,000
R (
R (
(100% 0%
Electrical Software Programme (700/...)
Property Services
P1800025
R 250,000
R 155,000
R (
(100% (100%
New Internal Audit Software (108/...)
Property Services
P1800026
R 250,000
R 250,000
R 57,001
(77% (77%
Furniture & Office Equipment (300/...)
Electricity P1800027
R 30,000
R 39,101
R 29,950
0% (23%
New Trailer For Containers (420/...)
Electricity P1800028
R 500,000
R 500,000
R 392,150
(22% (22%
Guardhouse Rietkuil Waste
Governance Function P1800029
R 70,000
R (
R (
(100% 0%
285
Transf Station (422/...) Palisade Gate Dennesig Waste Transf Station (422/)
Licensing and Regulation
P1800030
R 140,000
R 119,500
R 119,500
(15% 0%
Chlorine Booster station (561/...)
Solid Waste Removal P1800033
R 150,000
R 150,000
R 118,395
(21% (21%
Water Purification Refurbish Uitkyk Reservr (561/..
Solid Waste Removal
P1800038
R 200,000
R 200,000
R 174,079
(13% (13%
Paving & stormwater Vaalbank WTP (561/...)
Solid Waste Removal
P1800039
R 450,000
R 450,000
R 447,423
(1% (1%
Elec Fencing Reservoirs & Pump Stations (564/...)
Water Treatment
P1800040
R 300,000
R 300,000
R 230,676
(23% (23%
Storage Area at Vaalbank WTW (561/...)
Water Treatment
P1800042
R 200,000
R 200,000
R 168,563
(16% (16%
Alarm System at Licensing Offices (300/...)
Water Treatment
P1800044
R 15,000
R 9,755
R 9,754
(35% 0%
Installation of Trellidoors (300/...)
Water Storage
P1800045
R 150,000
R 140,640
R 126,000
(16% (10%
Bicycle & Run Lanes at Klein Olifants (533/...)
Water Treatment
P1800053
R 1,300,000
R 1,300,000
R 1,300,000
0% 0%
Upgrade Parking Area Civic Centre W11(540/...)
Licensing and Regulation P1800057
R 1,200,000
R 1,200,000
R 1,199,900
0% 0%
replace Temba Senamela Stadium Courts (530/...)
Licensing and Regulation
P1800073
R (
R 326,700
R 326,700
0% 0%
Roads x18 Hope City W11(540/...)
Community Parks (including Nurseries) P1800076
R 7,669,200
R 6,439,200
R 6,439,192
(16% 0%
Stormwater Middelburg x18 W11(540/...)
Community Parks (including Nurseries) P1800077
R 1,500,000
R 1,360,000
R 1,359,900
(9% 0%
Outfall Sewer Lines Mall &German Dev (550/
Roads
P1800078
R 250,000
R 250,000
R 204,050
(18% (18%
Stormwater Mhluzi W21(540/...)
Roads P1800086
R 3,000,000
R 2,998,653
R 2,998,653
0% 0%
286
MV Switching station Newtown W17 (700/...)
Sports Grounds and Stadiums P1800088
R 2,880,000
R 3,149,151
R 3,149,151
9% 0%
MV Networks Bulk Connections W23 (700/...)
Roads P1800089
R 7,356,000
R (
R (
(100% 0%
MV Networks Bulk Connections W22 (700/...)
Roads P1800095
R 5,748,000
R (
R (
(100% 0%
MV Networks Bulk Connections W21 (700/...)
Sewerage P1800096
R 1,620,000
R (
R (
(100% 0%
Digital Monitoring Measures (311/...)
Roads P1800097
R (
R 483,300
R 345,116
0% (29%
New Sign Boards (452/...)
Electricity P1800098
R (
R 30,000
R 28,700
0% (4%
Replace Street bins (420/...)
Electricity P1800100
R (
R 150,000
R 128,700
0% (14%
Upgrade paypoint x7 (200/...)
Electricity P1800101
R (
R 423,343
R 423,343
0% 0%
Guardhouse Rietkuil Waste Transfer station (422/...
Electricity
P1800102
R (
R 232,317
R 222,233
0% (4%
Drilling of Boreholes Somaphepha (567/...)
Security Services
P1800103
R (
R 500,000
R 447,489
0% (11%
Refurbish Hendrina WTW (571/...)
Housing P1800104
R (
R 8,606,301
R 8,606,301
0% 0%
Re(instatement of raw water supply line(bulk (566)
Solid Waste Removal
P1800105
R (
R 3,000,000
R 1,391,950
0% (54%
Refurbish Hendrina WTW pumpstation (571)
Finance
P1800106
R (
R 5,393,699
R 4,558,548
0% (15%
New Furniture and equipment (200/..)
Solid Waste Removal
P1800107
R (
R 30,000
R 26,792
0% (11%
New water meters RDP Newtown W17: 560
Water Distribution
P1800108
R (
R 820,000
R 251,671
0% (69%
Replace furniture & office equipment: 533
Water Treatment
P1800109
R (
R 900
R 869
0% (3%
Rehablitation Landfill Site: 430
Water Distribution P1800110
R (
R (
R 724,977
0% 0%
287
Laboroty Equipment: 560
Water Treatment P1800111
R (
R 4,065
R 4,065
0% 0%
Insurance Assets: Computer Equipment:250
Finance
P1800112
R (
R (
R 233,245
0% 0%
Insurance Assets: Machinery & Equipment: 250
Water Distribution
P1800113
R (
R (
R 43,040
0% 0%
MV Networks Electrification Kwaza x8 W3 (700/...
Community Parks (including Nurseries) P1900014
R 2,200,000
R 2,877,560
R 2,877,560
31% 0%
Computer Equip UPS (122/...)
Solid Waste Disposal (Landfill Sites) P1900043
R 120,000
R 120,000
R 89,822
(25% (25%
Stormwater Middelburg/Mhluzi W25 (540/...)
Electricity P1900044
R (
R 700,000
R 699,607
#DIV/0!
0%
R 282,174,766
R 290,154,333
R 267,781,869
(5% (8%
288
APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR
Capital Programme by Project by Ward: 2017/2018
R' 000Capital Project Ward(s) affected Amount Works
completed
(Yes/No)
Backbone Infrastructure & VOIP (122/...) Whole of the Municipality
358,273.00
PARTIALLY
Upgrade Old Age Flats (221/...) Whole of the Municipality
391,308.00 YES
Develop Cemeteries Low Income Areas (505/...)
Whole of the Municipality
1,999,899.00 YES
Replace Tractor 55KW( 539/...) Whole of the Municipality
309,540.00 YES
Replace Synthetic Tennis Courts Kees Taljaard (530/
Whole of the Municipality
139,650.00 YES
Renovations Mhluzi Stadium Pavillion (530/...) Whole of the Municipality
1,999,996.00 YES
Develop Park C/O Pongola & Kammannassie Aero (533/.
Whole of the Municipality
1,200,000.00 YES
Lawn Mower Sidewalks (533/...) Whole of the Municipality
105,000.00 YES
Paving & Kerbs Hendrina & Kwaza W1(542/...) Hendrina
193,196.00 YES
Replace Jaws Rescue Set (515/...) Whole of the Municipality
353,319.00 YES
Replace 4x4 veld fire vehicles (515/...) Whole of the Municipality
433,758.00 YES
Equipment to Monitor Air pollution (400/...) Whole of the Municipality
175,126.00
PARTIALLY
Stormwater Kwaza x2 (542/...) Hendrina 598,880.00 YES
Subsurface Drains Hendrina/Kwaza (542/...)) Hendrina 348,470.00 YES
RDP House connections Ntown/Kwaza/x24/x6 (700)
Whole of the Municipality
( NO
Computer equipment UPS (122/...) (Incorrect)
Whole of the Municipality
445,344.00 YES
Server New IT Systems (122/...) Whole of the Municipality
1,227,707.00 YES
Replace Airconditioners At Civic Centre (150/...)
Whole of the Municipality
289,982.00 YES
Traffic Calming Measures (310/...) Whole of the Municipality
348,619.00 YES
Replace vehicles (310/...) Whole of the Municipality
931,203.00 YES
New LDV (420/...) Whole of the Municipality
319,500.00 YES
Replace motorbikes (460/...) Whole of the Municipality
326,955.00 YES
289
Pool Equipment Middelburg/Mhluzi (530/...) Whole of the Municipality
126,450.00 YES
Roads Middelburg Replace Road Barriers (540/...)
Whole of the Municipality
98,780.00 YES
Upgrade Bridges (540/...) Whole of the Municipality
199,046.00 YES
Roads Aerorand West W12(540/...) Whole of the Municipality
13,369,924.00 YES
Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...
Whole of the Municipality
62,400.00 YES
Replace Pumps (552/...) Whole of the Municipality
353,546.00 YES
Install bulk flow meters (560/...) Whole of the Municipality
325,664.00
PARTIALLY
Water Distri M/Burg Replace Old Water Pipes (560/..
Whole of the Municipality
94,575.00 YES
Replace Equipment Vaakbank WTW (561/...) Whole of the Municipality
364,029.00 YES
Water Distr Repl Water Pipes Hendrina/Kwaza (566/.. Hendrina
28,700.00 YES
Replace vehicles for water & sewer (575/...) Whole of the Municipality
898,160.00 YES
LV Replace Meter Kiosk W13 (700/...) Ward 13 190,618.00 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
4,021,822.00 YES
MV Networks HT Links W17 (700/...) Ward 17
( NO
Replace Equipment Kwaza WWTW (553/...) Whole of the Municipality
326,865.00 YES
Refurbish Blinkpan WWTW Whole of the Municipality
118,497.00 YES
Refurbish Komati WWTW (547/...) Whole of the Municipality
155,716.00
PARTIALLY
( LV Upgrade Existing High Masts W17 (731/...) Ward 17
309,297.00 YES
Replace Fence At Airfield (555/...) Whole of the Municipality
2,241,900.00 YES
Airconditioners At Testing Station (300/...) Whole of the Municipality
40,750.00 YES
Stormwater Villages (543/...) Whole of the Municipality
498,650.00 YES
Paving & Kerbs Villages & Rural W4(543/...) Whole of the Municipality
193,366.00 YES
Replace Paving & Kerbs (540/...) Whole of the Municipality
249,899.00 YES
( Roads New Taxi Laybyes W1 (540/...) Ward 1 99,273.00 YES
Communication To External Facilities (122/...) Whole of the Municipality
348,682.00 YES
290
Water Distr Repl Water Meters Hendrina/Kwaza (566/. Hendrina
178,274.00 YES
Stormwater Aerorand West (540/...) Whole of the Municipality
5,999,915.00 YES
Sewerage Connections (551/...) Whole of the Municipality
28,024.00 YES
Replace Polisher (161/...) Whole of the Municipality
38,009.00 YES
( LV Electrical Connections Prepaid (710/...) Whole of the Municipality
1,552,208.00 YES
MV Networks Bulk Connections Ward 23 (700/...) Ward 23
( NO
Purchase Library Books (140/...) Whole of the Municipality
429,820.00 YES
Purchase Library Books: 140 Whole of the Municipality
389,140.00 YES
Computer Systems (122/...) Whole of the Municipality
582,677.00 YES
Renewal Printers (122/...) Whole of the Municipality
27,873.00 YES
Scanners (122/...) Whole of the Municipality
30,000.00 YES
New water connections (565/...) Whole of the Municipality
828,320.00 YES
Portable Guard House (311/...) Whole of the Municipality
62,039.00 YES
Upgrad Library Facilities (140/...) Whole of the Municipality
927,197.00 YES
Roads Hendrina W3(542/...) Hendrina 2,105,938.00 YES
(HV Feasibility Study Verdoorn S/station (700/...) Ward 11
( NO
Rural Sanitation (547/...) Whole of the Municipality
2,205,858.00 YES
Replace Valves & Other Items Bulk Supply Line: 561
Whole of the Municipality
37,623.00
PARTIALLY
Water Villages Water Services Rural Areas (567/...
Whole of the Municipality
160,829.00
PARTIALLY
Electrical Connections Bulk (710/...) Whole of the Municipality
1,966,848.00 YES
Replace Furniture & Office Equipment (310/...)
Whole of the Municipality
50,941.00 YES
Furniture & office equipment (515/...) Whole of the Municipality
24,900.00 YES
Refurbish Swimming Pool Kees Taljaard (530/...)
Whole of the Municipality
171,832.00 YES
(MV Ring Main Units at Switching Gear W11 (700/...) Ward 11
240,000.00 YES
MV Networks HT Links W27 (700/...) Ward 27 34,222,484.00 YES
MV Networks HT Links W20 (700/...) Ward 20
( NO
291
( LV Upgrade Existing High Masts W28 (731/...) Ward 28
160,000.00 YES
( LV Upgrade Existing High Masts W22 (731/...) Ward 22
480,000.00 YES
( LV Upgrade Existing High Masts W20 (731/...) Ward 20
160,000.00 YES
( LV Upgrade Existing High Masts W19 (731/...) Ward 19
799,979.00 YES
( LV Upgrade Existing High Masts W2 (731/...) Ward 2
320,000.00 YES
( Roads New Taxi Laybyes W2 (540/...) Ward 2 99,273.00 YES
( Roads New Taxi Laybyes W25 (540/...) Ward 25 99,273.00 YES
( MV Replace Mini Substations W15 (700/...) Ward 15 3,009,506.00 YES
( LV Electrical Connections Bulk Whole Mun(710/...)
Whole of the Municipality
( NO
Replace Pump Vaalbank WTW (561/...) Whole of the Municipality
584,823.00 YES
Replace Boskrans WWTW Equipment (552/...)
Whole of the Municipality
10,600.00 YES
Brushcutters & Chainsaws Whole of the Municipality
117,122.00 YES
Replace Water Pump (566/...) Hendrina 27,600.00 YES
Replace Stihl Brushcutters (564/...) Whole of the Municipality
17,400.00 YES
Furniture & Office Equipment (141/...) Whole of the Municipality
( NO
Furniture & Office Equipment Halls (161/...) Whole of the Municipality
106,797.00 YES
(Roads Middelburg Reseal Roads M/burg W17 (540/...) Ward 17
311,778.00 YES
( Reseal Roads Hendrina/Kwaza Ward 2 (542/...) Ward 2
296,539.00 YES
Reseal Roads Rural & Eskom Towns (543/...) Whole of the Municipality
1,532,505.00 YES
Upgrade Boskrans Sewer Plant (552/...) Whole of the Municipality
2,470,216.00 YES
Replace Equipment (542/...) Hendrina 154,420.00 YES
Furniture & Office Equipment: 230 Whole of the Municipality
46,554.00 YES
Furniture & Office Equipment: 230 Whole of the Municipality
46,554.00 YES
(Roads Middelburg Reseal Roads M/burg W20 (540/...) Ward 20
179,003.00 YES
(Roads Middelburg Reseal Roads M/burg W21 (540/...) Ward 21
374,345.00 YES
(Roads Middelburg Reseal Roads M/burg W15 (540/...) Ward 15
185,801.00 YES
292
(Roads Middelburg Reseal Roads M/burg W14 (540/...) Ward 14
887,649.00 YES
(Roads Middelburg Reseal Roads M/burg W13 (540/...) Ward 13
2,133,654.00 YES
(Roads Middelburg Reseal Roads M/burg W12 (540/...) Ward 12
283,047.00 YES
(Roads Middelburg Reseal Roads M/burg W11 (540/...) Ward 11
1,612,539.00 YES
(Roads Middelburg Reseal Roads M/burg W10 (540/...) Ward 10
142,690.00 YES
( Roads Middelburg Reseal Roads M/burg W8 (540/...) Ward 8
308,390.00 YES
(Roads Middelburg Reseal Roads M/burg W16 (540/...) Ward 16
1,048,106.00 YES
(Roads Middelburg Reseal Roads M/burg W22 (540/...) Ward 22
( NO
(Roads Middelburg Reseal Roads M/burg W23 (540/...) Ward 23
794,171.00 YES
(Roads Middelburg Reseal Roads M/burg W25 (540/...) Ward 25
398,681.00 YES
( Reseal Roads Hendrina/Kwaza Ward 1 (542/...) Ward 1
633,249.00 YES
( Reseal Roads Hendrina/Kwaza Ward 3 (542/...) Ward 3
473,645.00 YES
Middelburg Reseal Roads W28 Ward 28 92,221.00 YES
Middelburg Reseal Roads W19 (540/...) Ward 19 221,557.00 YES
Replace Vehicles (539/...) Whole of the Municipality
366,300.00 YES
Replace Playing Equipment( (533/...) Whole of the Municipality
309,900.00 YES
Replace Furniture & Office Equipment (140/...)
Whole of the Municipality
21,580.00 YES
Stormwater Middelburg/Mhluzi W27 (540/...) Ward 27
( NO
Stormwater Middelburg/Mhluzi W23 (540/...) Ward 23 1,049,114.00 YES
Stormwater Middelburg/Mhluzi W25 (540/...) Ward 25
( NO
Replace 1.75 Cub Meter Container (420/...) Whole of the Municipality
142,989.00 YES
Edge Beams( Primary/Secondary Routes (540/...)
Whole of the Municipality
250,000.00 YES
Bulk Filing Cabinets (120/...) Whole of the Municipality
162,291.00 YES
Roads Middelburg Rebuild Roads M/burg (540/...)
Whole of the Municipality
( NO
Roads Rebuild M/burg W19 (540/...) Ward 19 3,209,899.00 YES
Replace Underwater Pressure Drill (560/...) Whole of the Municipality
52,000.00 YES
293
Mine Water project Woestalleen Hendrina ppln (566/.
Whole of the Municipality
( NO
Water Distr M/Burg Repl Old Water Meters (560/...)
Whole of the Municipality
827,166.00 YES
Water Replace Water Meters Eskom Towns (567/...)
Whole of the Municipality
159,518.00 YES
Upgrade Telemetry system (561/...) Whole of the Municipality
( NO
Stormwater Hendrina (542/...) Hendrina 508,204.00 YES
Replace Furniture & Office Equipment (120/...)
Whole of the Municipality
4,605.00 YES
LV Networks Electrification Kwaza x8 W3 (700/...) Ward 3
1,029,132.00 YES
Projector & Screen (122/...) Whole of the Municipality
44,384.00 YES
Replace Tools For Cleaning Buildings (555/...) Whole of the Municipality
166,578.00 YES
Replace Fences At Reservoirs (561/...) Whole of the Municipality
747,354.00 YES
Vaalbank WTP Plan & design upgrading of elec (561/)
Whole of the Municipality
97,210.00 YES
Replace tractor at Boskrans WWTW (575/...) Whole of the Municipality
630,000.00 YES
Camera((123/...) Whole of the Municipality
6,974.00 YES
Replace Furniture & Equipment (700/...) Whole of the Municipality
30,293.00 YES
Fencing Outdoor Equipment (700/...) Whole of the Municipality
82,736.00 YES
Replace Furniture & Office Equipment (200/...)
Whole of the Municipality
38,616.00 YES
Bulk filing cabinets: 300 Whole of the Municipality
25,087.00 YES
Bulk filing cabinets: 300 Whole of the Municipality
25,087.00 YES
Replace Furniture & Office Equipment (300/...)
Whole of the Municipality
45,775.00 YES
Replace Street Bins (420/...) Whole of the Municipality
67,850.00 YES
Replace Sandfilters Kruger Dam (563/...) Whole of the Municipality
88,526.00 YES
Water Distrib Replace Pipes Villages (567/...) Whole of the Municipality
100,702.00
PARTIALLY
Disaster Management Workstations/Equipment (515/...
Whole of the Municipality
283,668.00 YES
Feasibility Study Upgrade lang S/station (700/...) Ward 13
( NO
New Skip Loader Truck (420/...) Whole of the Municipality
1,524,633.00 YES
Replace Furniture & Office Equipment (122/...)
Whole of the Municipality
22,646.00 YES
294
6m3 Tipper truck (420/...) Whole of the Municipality
1,221,350.00 YES
Civil Fleet 3 Ton Crew Cab For Roads (575/...)
Whole of the Municipality
445,077.00 YES
Roads Presidentsrus (543/...) Whole of the Municipality
3,194,882.00 YES
Stormwater Presidentsrus (543/...) Whole of the Municipality
745,795.00 YES
Replace Tractors (539/...) Whole of the Municipality
309,540.00 YES
Walkbehind Mowers Whole of the Municipality
66,399.00 YES
New Equipment (542/...) Hendrina 24,772.00 YES
Replace Equipment Kruger dam WTW (563/...)
Whole of the Municipality
114,287.00 YES
Replace Backactor (575/...) Whole of the Municipality
925,140.00 YES
Replace Equipment (700/...) Whole of the Municipality
286,136.00 YES
Hendrina substation W3 (700/...) Ward 3
( NO
Replace Fire Equipment (515/...) Whole of the Municipality
59,142.00 YES
New Fire Equipment (515/...) Whole of the Municipality
33,800.00 YES
Develop Park Rural & Low Income Areas (533/...)
Whole of the Municipality
1,999,893.00 YES
Paving & Kerbs Low income areas (540) Whole of the Municipality
1,269,742.00 YES
Paving & Kerbs Low income areas (540) Whole of the Municipality
1,269,742.00 YES
Basic Sport Low Income Areas (530/...) Whole of the Municipality
2,999,996.00 YES
Replace Plant & Equipment (560/...) Whole of the Municipality
53,200.00 YES
Replace Furniture & Equipment (108/...) Whole of the Municipality
12,200.00 YES
Furniture & Office Equipment (110/...) Whole of the Municipality
3,869.00 YES
Replace Furniture & Office Equipment (114/...)
Whole of the Municipality
7,894.00 YES
Renewal Laptops (122/...) Whole of the Municipality
186,507.00 YES
Replace 2 Way Radios (122/...) Whole of the Municipality
68,625.00 YES
20.5m3 Refuse compactor (420/...) Whole of the Municipality
3,271,900.00 YES
Replace Compressor (539/...) Whole of the Municipality
376,650.00 YES
Purchase new vehicle (555/...) Whole of the Municipality
311,100.00 YES
295
Upgrade Pipeline Vaalbank & Skietbaan (560/...)
Whole of the Municipality
( NO
Replace Plant & Equipment (561/...) Whole of the Municipality
3,235,706.00
PARTIALLY
Upgrade Rugby stadium lights (530) Whole of the Municipality
673,300.00 YES
LV Networks Replace Stolen Services (700/...)
Whole of the Municipality
( NO
ASCO LV Cables (700/...) Whole of the Municipality
( NO
( MV Replace Stolen Services (700/...) Whole of the Municipality
( NO
( Roads & Stormwater Low Income Areas W28 (540/...) Ward 28
4,114,054.00 YES
Alcohol Testing Equipment (310/...) Whole of the Municipality
132,125.00 YES
( LV Streetlights Main Entrances ( W14 (731/...) Ward 14
( NO
LV Highmasts Low income areas W2 (731/...) Ward 2 1,010,002.00 YES
LV Highmasts Low Income Areas W24 (731/...) Ward 24
330,000.00 YES
LV Highmasts Low Income Areas W25 (731/...) Ward 25
660,000.00 YES
LV Highmasts Low Income Areas W28 (731/...) Ward 28
999,990.00 YES
Township Development Newtown (502/...) Whole of the Municipality
( NO
( Roads & Stormwater Low Income Areas W6 (540/...) Ward 6
9,238,208.00 YES
( Roads & Stormwater Low Income Areas W2 (540/...) Ward 2
8,143,884.00 YES
( Roads & Stormwater Low Income Areas W1 (540/...) Ward 1
3,114,903.00 YES
( MV Replace Cables W11 (700/...) Ward 11
( NO Roads & Stormwater Low Income Areas W23 (540/...) Ward 23
( NO
LV Streetlights install additional fittingsW21(731) Ward 21
243,458.00 YES
Replace Venter Test Trailer (750/...) Whole of the Municipality
1,250,136.00 YES
MV Networks Electrification Newtown W27 (700/...) Ward 27
2,978,626.00 YES
Steam Cleaner (539/...) Whole of the Municipality
58,185.00 YES
Equipment & Tools (539/...) Whole of the Municipality
81,687.00 YES
Sanitation For Newtown X1A (550/...) Whole of the Municipality
162,500.00 YES
Filing Cabinets (502/...) Whole of the Municipality
( NO
296
Water network Newtown (560/...) Whole of the Municipality
1,313,400.00 YES
Replace vehicle (200/...) Whole of the Municipality
174,551.00 YES
Replace Air Conditioners At Hendrina/Kwaza (154/... Hendrina
57,116.00 YES
Alarm System Redundant Asset Store (200/...)
Whole of the Municipality
( NO
Township development Kwaza x9 Vaalbank 177I (502/)
Whole of the Municipality
( NO
LV Networks Electrification Newtown W27 (700/...) Ward 27
1,887,111.00 YES
Upgrading sleeping quarters Presidents water (547/.
Whole of the Municipality
345,228.00 YES
( LV Mhluzi Cables W18 (700/...) Ward 18
( NO
Replace 88KV Cable (700/...) Whole of the Municipality
( NO
Fencing Around Main Store Yard (230/...) Whole of the Municipality
99,000.00 YES
Upgrade Paint Store (230/...) Whole of the Municipality
168,740.00 YES
Sealing Of Roof (153/...) Whole of the Municipality
646,687.00 YES
Replace Internal Fencing Service Centre (554/...)
Whole of the Municipality
467,005.00 YES
Carports At Service Centre (554/...) Whole of the Municipality
162,502.00 YES
New MPCC Somaphepha (161/...) Whole of the Municipality
1,000,000.00 YES
Upgrade Taxi Ranks Middelburg (557/...) Whole of the Municipality
( NO
Shelves for the pound: 310 Whole of the Municipality
35,405.00 YES
Shelves for the pound: 310 Whole of the Municipality
35,405.00 YES
Filing cabinets: 310 Whole of the Municipality
39,211.00 YES
Filing cabinets: 310 Whole of the Municipality
39,211.00 YES
Replace vehicles for roads (575/...) Whole of the Municipality
449,080.00 YES
Furniture & Office Equipment (120/...) Whole of the Municipality
140,552.00 YES
Furniture & Office Equipment (111/...) Whole of the Municipality
11,377.00 YES
Furniture & office equipment: 105 Whole of the Municipality
170,470.00 YES
Furniture & office equipment: 105 Whole of the Municipality
170,470.00 YES
#N/A Whole of the Municipality
( NO
297
Upgrade Van Blerk Plein( (533/...) Whole of the Municipality
599,996.00 YES
Expansion Phumolong Cemetery (505/...) Whole of the Municipality
449,973.00 YES
Township development Somaphepha (502/...) Whole of the Municipality
20,348.00
PARTIALLY
Digital Monitoring Measures (311/...) Whole of the Municipality
622,610.00 YES
Halls Generator (161/...) Whole of the Municipality
1,599,688.00 YES
Replace Furniture & Office Equipment (124/...)
Whole of the Municipality
2,606.00 YES
Video Camera (121/...) Whole of the Municipality
19,500.00 YES
Water Distr Replace Water Pipes Mhluzi (560/...)
Whole of the Municipality
548,645.00
PARTIALLY
Water Distribution Move Meters To Street (560/...)
Whole of the Municipality
307,330.00 YES
Upgrade Waste Transfer Station Hendrina (422/...) Hendrina
171,050.00 YES
Aerial Photos & Pictometry Whole of the Municipality
473,775.00 YES
Shelves At SCM (230/...) Whole of the Municipality
38,000.00 YES
Extend Middelburg Landfill Site (430/...) Whole of the Municipality
5,949,994.00 YES
( Develop New Cemeteries (505/...) Whole of the Municipality
800,000.00 YES
Replace Garage Doors At Fire Station (515/...)
Whole of the Municipality
538,459.00 YES
Fence at Parks (533/...) Whole of the Municipality
1,050,000.00 YES
Replacement Machinery & Equipment (540/...)
Whole of the Municipality
105,472.00 YES
Design & construction WWTW (547/...) Whole of the Municipality
94,900.00
PARTIALLY
Construction of reservoir at Kwaza x9 (571/...) Whole of the Municipality
328,298.00 YES
Replace Roof At Service Centre (554/...) Whole of the Municipality
76,000.00 YES
Replace Roofing At Mhluzi HEDC (555/...) Whole of the Municipality
91,000.00 YES
New 2ml reservoir Rietkuil (567/...) Whole of the Municipality
( NO
1700062(Water network M/burg mine to Pienaardam (56
Whole of the Municipality
( NO
Replace Stolen Services (Streetlights) (700/...)
Whole of the Municipality
38,485.00 YES
Upgrade Offices & Security (150/...) Whole of the Municipality
270,160.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...) Ward 12
59,927.00 YES
298
Replace Kerb Inlets Middelburg/Mhluzi W14 (540/...) Ward 14
39,893.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W20 (540/...) Ward 20
39,894.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W23 (540/...) Ward 23
19,999.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W24 (540/...) Ward 24
19,999.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W17 (540/...) Ward 17
59,926.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W13 (540/...) Ward 13
39,894.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W21 (540/...) Ward 21
19,999.00 YES
HR software & fingerprint readers (141/...) Whole of the Municipality
164,700.00 YES
Community Halls Reconstruct Stage Floors (161/...)
Whole of the Municipality
111,000.00
PARTIALLY
Township Establishment Rockdale North (502/...)
Whole of the Municipality
197,884.00
PARTIALLY
Replace Roof Fontein Str Cemetery Ablutions (505/..
Whole of the Municipality
435,116.00 YES
Sewerage Network X 33 (550/...) Whole of the Municipality
545,294.00
PARTIALLY
Boskrans WWTW Phase 2 (552/...) Whole of the Municipality
17,904,766.00
PARTIALLY
Upgrade electricity meter at Mhluzi HEDC (555/...)
Whole of the Municipality
100,800.00 YES
Air Conditioner Adelaide Thambo (555/...) Whole of the Municipality
498,106.00 YES
Water network M/burg x33 (560/...) Whole of the Municipality
616,788.00
PARTIALLY
Upgrade Skietbaan/Graspan Bulk line (560/...)
Whole of the Municipality
43,732.00
PARTIALLY
Handterminals for water meter installations (560/..
Whole of the Municipality
( NO
( MV Replace Faulty Equipment (700/...) Whole of the Municipality
4,177,256.00 YES
Replace current financial system (205/...) Whole of the Municipality
1,169,000.00
PARTIALLY
New LDV (454/...) Whole of the Municipality
330,500.00 YES
New LDV (454/...) Whole of the Municipality
330,500.00 YES
Fixed Property Upgrade Electricity HEDC (555/...)
Whole of the Municipality
( NO
Service Centre Upgrade Solid Waste Stores (554/...)
Whole of the Municipality
62,452.00 YES
Replace Roof At Civil Centre (150/...) Whole of the Municipality
( NO
Replace Floor Covering Civic Centre (150/...) Whole of the Municipality
( NO
299
Upgrade fence at middelburg Fire Station (515/...)
Whole of the Municipality
462,770.00 YES
Replace Roller Shutters Service Centre (554/...)
Whole of the Municipality
395,200.00 YES
Upgrade Rest Rooms((515/...) Whole of the Municipality
444,998.00 YES
Replace aluminium windows (150/...) Whole of the Municipality
196,880.00 YES
Fence At Civic Centre (150/...) Whole of the Municipality
619,496.00 YES
New intake substation W3 (700/...) Ward 3
( NO
Electrical Software Programme (700/...) Whole of the Municipality
( NO
New Internal Audit Software (108/...) Whole of the Municipality
57,001.00 YES
Furniture & Office Equipment (300/...) Whole of the Municipality
29,950.00 YES
New Trailer For Containers (420/...) Whole of the Municipality
392,150.00 YES
Guardhouse Rietkuil Waste Transf Station (422/...)
Whole of the Municipality
( NO
Palisade Gate Dennesig Waste Transf Station (422/)
Whole of the Municipality
119,500.00 YES
Chlorine Booster station (561/...) Whole of the Municipality
118,395.00 YES
Water Purification Refurbish Uitkyk Reservr (561/..
Whole of the Municipality
174,079.00 YES
Paving & stormwater Vaalbank WTP (561/...) Whole of the Municipality
447,423.00 YES
Elec Fencing Reservoirs & Pump Stations (564/...)
Whole of the Municipality
230,676.00 YES
Storage Area at Vaalbank WTW (561/...) Whole of the Municipality
168,563.00 YES
Alarm System at Licensing Offices (300/...) Whole of the Municipality
9,754.00 YES
Installation of Trellidoors (300/...) Whole of the Municipality
126,000.00 YES
Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality
1,300,000.00 YES
Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality
1,300,000.00 YES
Upgrade Parking Area Civic Centre W11(540/...)
Whole of the Municipality
1,199,900.00 YES
Upgrade Parking Area Civic Centre W11(540/...)
Whole of the Municipality
1,199,900.00 YES
replace Temba Senamela Stadium Courts (530/...)
Whole of the Municipality
326,700.00 YES
Roads x18 Hope City W11(540/...) Whole of the Municipality
6,439,192.00 YES
Stormwater Middelburg x18 W11(540/...) Whole of the Municipality
1,359,900.00 YES
300
Outfall Sewer Lines Mall &German Dev (550/ Whole of the Municipality
204,050.00 YES
Stormwater Mhluzi W21(540/...) Ward 21 2,998,653.00 YES
MV Switching station Newtown W17 (700/...) Ward 17 3,149,151.00 YES
MV Networks Bulk Connections W23 (700/...) Ward 23
( NO
MV Networks Bulk Connections W22 (700/...) Whole of the Municipality
( NO
MV Networks Bulk Connections W21 (700/...) Ward 21
( NO
Digital Monitoring Measures (311/...) Whole of the Municipality
345,116.00 YES
New Sign Boards (452/...) Whole of the Municipality
28,700.00 YES
Replace Street bins (420/...) Whole of the Municipality
128,700.00 YES
Upgrade paypoint x7 (200/...) Ward 24 423,343.00 YES
Guardhouse Rietkuil Waste Transfer station (422/...
Whole of the Municipality
222,233.00 YES
Drilling of Boreholes Somaphepha (567/...) Whole of the Municipality
447,489.00 YES
Refurbish Hendrina WTW (571/...) Whole of the Municipality
8,606,301.00 YES
Re(instatement of raw water supply line(bulk (566)
Whole of the Municipality
1,391,950.00 YES
Refurbish Hendrina WTW pumpstation (571) Whole of the Municipality
4,558,548.00 YES
New Furniture and equipment (200/..) Whole of the Municipality
26,792.00 YES
New water meters RDP Newtown W17: 560 Ward 17 251,671.00 YES
Replace furniture & office equipment: 533 Whole of the Municipality
869.00 YES
Rehablitation Landfill Site: 430 Middelburg 724,977.00 YES
MV Networks Electrification Kwaza x8 W3 (700/... Ward 3
2,877,560.00 YES
Computer Equip UPS (122/...) Whole of the Municipality
89,822.00 YES
Stormwater Middelburg/Mhluzi W25 (540/...) Ward 25 699,607.00 YES
T O
301
APPENDIX P – 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
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
302
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
303
APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION
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
304
APPENDIX R – 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 provide a link to third parties in order to support, advise and assist smmes as well as corporate companies enquires
Annual and monthly expenditure report must be submitted to the accounting officer of the municipality
R 300,000
R 1,320,000
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
R 400,000
R 1,350,000
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
R 850,000
R 3,150,000
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
R 45,000
R 425,000
OPERATIONAL GRANT
Ad hoc grant and support to municipal recreation club
Annual expenditure report must be submitted to the accounting officer of the municipality
R 160,000
R 1,173,000
R 1,755,000
R 7,418,000
* Loans/Grants ( whether in cash or in kind T R
APPENDIX S – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71
All Declaration of returns were made on time
305
APPENDIX T – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT
National and Provincial Outcomes for Local GovernmentOutcome/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 706 Householdsprovided with new sanitation connections 706hh Electricity 546 new households were electrified 546hh
New Roads 8.674km of new roads were constructed 8.674km
Storm water drainages
7.735km of Stormwater was installed 7.735km
Waste removal 295 new 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 10 729 886,01 was 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
1003 jobs 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 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.
R 157 607 918 Surplus
Average Payment rate
For the year we achieved an average payment rate in excess of 103% because some residence have 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%
306
307 | P a g e
ANNUAL PERFORMANCE REPORT
2017-2018
308 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Legal compliance
To promote institutional efficiency
Number of activities
undertaken to comply
with king IV report
5 Activities conducted on
King III compliance by
June 2017
2 Activities to be implemented on King IV annually
by December 2017
(Workshop for new councillors
and Legal compliance
register)
Promotion of good Corporate
Governance
5 Activities were implemented as follows
-Municipal Code was placed on the website 20 September 2017
-Monthly reports on Legal Compliance for were submitted.
- Quarterly report on Legal Compliance submitted.
- Monthly reports on Contract Management for October, November and December 2017
- were submitted, Jan, Feb & March, April, May, June 2018 were submitted.
Report on meetings held
Attendance Registers and minutes
Municipal Code placed on the municipal intranet
N/A N/A Report on meetings held
Attendance Registers and minutes
Municipal Code placed on the municipal intranet
309 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
- King IV workshop held on 27 June 2018.
ACHIEVED
ANNEXURE A1
Rendering of Secretariat Services
To ensure Council meetings sit in terms of legislation
Develop an annual schedule of Council, Mayoral and other Committees
Annual schedule
developed by June 2017
Annual schedule for 2018-2019 of Council, Mayoral Committee & other committee meetings to be developed by June 2018
Annual schedule of meetings
Annual schedule was approved by Council in March 2018 per Resolution C03/03/2018.
ACHIEVED
Draft annual schedule
Council Resolution
ANNEXURE A2
N/A N/A Draft annual schedule
Council Resolution
Records Management
To Maintain proper records
Review of the File Plan
File Plan to be reviewed by June 2017.
File Plan to be reviewed by June
2018.
Maintained records
The reviewed file plan was approved in
Reviewed File Plan & Council Resolution
N/A N/A Reviewed File Plan & Council Resolution
310 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
management system
management system
February 2018 per M27/02/2018
ACHIEVED
ANNEXURE A3
311 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Public participation
Enhance communication platforms for active public participation in council matters
Number of public participation programmes implemented
4 public participation programmes implemented by June 2017
6 programmes to be implemented by June 2018
(Pro-foma Agenda, events calendar, annual community satisfaction survey, campaigns, mayoral outreach/ Imbizo, budget Indaba, State of Municipal Address )
Involvement of communities and stakeholders in Council affairs
6 programmes were implemented by June 2018:
- 06 pro-forma agenda
was developed. - 06 Mayoral Outreach
took place as follows: Doornkop (20/08/2017) Sikhululiwe (27/08/2017) Pullenshope (17/09/2017) Komati (12/11/2017) Newtown (10/12/2017) Adelaide Tambo (4/03/2018)
- Events Calendar - Annual Community
Satisfaction Survey - Budget Indaba (11
May 2018)
Pro-foma Agenda for Ward
Committees
Agendas & attendance registers
N/A N/A Pro-foma Agenda for
Ward Committees
Agendas & attendance
registers
312 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
- State of Municipality Address (21 July 2017)
ACHIEVED
ANNEXURE A4
Public participation
Enhance communication platforms for active public participation in council matters
Number of public participation programmes implemented
04 Report on matters raised by ward committees were submitted by June 2017
04 Reports on Matters raised by Ward Committee submitted to Council by June 2018
Involvement of communities and stakeholders in Council affairs
04 Report on matters raised by ward committees were submitted by June 2018
ACHIEVED
Reports on Matters raised by Ward Committees
ANNEXURE A5
N/A N/A Reports on Matters
raised by Ward
Committees
313 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Communication
Enhance communication platforms for active public participation in council matters.
Number of communication programmes implemented
8 communication programmes implemented by 2017
8 communication programmes
to be implemented by June 2018
1 Publications
2 Radio slots
3 TV interviews
4Communication
campaign
5 Bulk sms,
6Social media
Improved communication
8 Programmes were implemented as follows:
Listed below:
N/A N/A Listed below:
314 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Digital News letters by June
2017
Digital News letters
Improved communication
- 11 Copies of newsletters
ACHIEVED
- Copies of newsletters
ANNEXURE A6
N/A N/A - Copies of
newsletters
Community Newsletters by
June 2017
Community Newsletters
Improved communication
- 3 Community Newsletters -Masakhane
Community Newsletters
N/A N/A Community Newsletters
315 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
ACHIEVED ANNEXURE A7
Information Boards
Information Boards in Mhluzi, Middelburg & Hedrina
Improved communication
- Information Boards in Mhluzi, Middelburg & Hedrina
ACHIEVED
Pictures
ANNEXURE A8
N/A N/A Pictures
128 Media releases by 2017
120 media release
Improved communication
- 120 Media releases by 2018
ACHIEVED
Media releases
N/A N/A Media releases
316 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
ANNEXURE A9
93 Radio Slots by 2017
40 Radio slots by June 2018
Improved communication
- 67 Radio slots conducted by June 2018
ACHIEVED
Attendance registers
Report on Radio Slots
ANNEXURE A10
N/A N/A Attendance registers
Report on Radio Slots
5 Local Communicator’s Forum meetings were
3 Local communicators workshops
Improved inter-governmental
relations
- 4 Local Communicator’s workshops attended by June 2017.
Attendance registers
N/A N/A Attendance registers
317 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
held by June 2017.
coordinated by March 2018
ACHIEVED
ANNEXURE A11
6182 Residents were registered on the SMS System by June 2017
6000 HH registered on
SMS data base by June
2018
Database of community
- 6408 HH registered on SMS data base by June 2018
ACHIEVED
Reports on SMS registered
ANNEXURE A12
N/A N/A Reports on SMS
registered
318 | P a g e
1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Communication
New indicator 2 internal
communications
champions training by
March 2018
Enhance communication
platforms
- 2 Communication Champion Trainings took place.
- 11 July 2017 - 23 March 2018
ACHIEVED
Attendance registers
ANNEXURE A13
N/A N/A Attendance registers
Communication
New indicator 4 TV interviews
by June 2018
improved marketing
- 4 TV Interviews conducted by June 2018
ACHIEVED
Attendance registers
ANNEXURE A14
N/A N/A Attendance registers
319 | P a g e
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Strategic Planning
To guide and inform the municipal planning, budget,
management and
development actions
Develop and review the IDP of the
organisation
IDP was approved by Council on 30 May 2017 as per Council Resolution Number SC47/05/2017
Review a 5 year IDP
(2017/2022) by March 2018
Integrated Development Plan
Draft 2018/19 IDP was approved by Council in terms of Council Resolution No.: SC33/03/2018 on 27 March 2018
The final 2018/2019 IDP was approved by Council in terms of Council Resolution No.: C62/05/2018 on 31 May 2018
ACHIEVED
Council Resolution
Advert
Process plans
Draft and final IDPs
Schedule of community
participation
ANNEXURE A15
N/A N/A Process plans
Draft and final IDPs
Adverts
Schedule of community
participation
320 | P a g e
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Performance Management
Promote effective
governance processes and
planning
Number of levels to
which PMS will be
cascaded
PMS cascaded up to level 3 by June 2016
Cascade PMS from levels 4 -20
by September 2017
Promotion of good Corporate
Governance
The cascading of PMS from Level 4 -20 was
not achieved
PMS framework was approved by council No.: C62/05/2018 on 31 May 2018
NOT ACHIEVED
PMS framework
ANNEXURE A16
There are challenges
with labour as well as a lack
of a clear criteria to assess
employees working in
teams
Cascading of PMS from level 4 – 20 has been transferred to Human Capital directorate. A post has been established and the recruitment has commenced Extensive engagements to be held with labour
Performance plans
PMS framework
Performance Management
Promote effective
governance processes and
planning
Number of organisation
al performance
reports compiled
4 Organisational performance
reports submitted by June 2017
4 Organisational performance
reports compiled by June 2018
Promotion of good Corporate Governance
4 Organisational performance reports compiled by June 2018
ACHIEVED
Organisational performance
reports
N/A N/A Organisational
performance reports
321 | P a g e
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
ANNEXURE A17
Performance Management
Promote effective
governance processes and
planning
Annual Review of
the Performance framework
Reviewed PMS
Framework 2017-2018
Annual Review of PMS
Framework by March 2018
Promotion of good Corporate Governance
The reviewed PMS Framework was approved by Council in terms of Council Resolution No.: C62/05/2018 on 31 May 2018
ACHIEVED
PMS Framework
Council Resolution
ANNEXURE A18
N/A N/A PMS Framework
Council Resolution
322 | P a g e
2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Employment Equity
To ensure compliance with
the EEA
Number of employees employed in levels semi
and unskilled
jobs approved
EEP
New indicator 20 employees from
underrepresented target groups to be employed
at semi & unskilled levels by June 2018
Employment of underrepresented
target groups of the population of MP313 as expected by the
EEP
25 employees from underrepresented target groups were employed at semi & unskilled levels by June 2018
ACHIEVED
Appointment letters
ANNEXURE B1
N/A N/A Appointment letters
323 | P a g e
2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
To ensure compliance with
the EEA
Number of employees from people
with disabilities
to be employed
1 Employee from people with disabilities was appointed by June 2017
1 employee from people with
disabilities to be employed
by June 2018
Employment of people with
disabilities of the population of MP313 as expected by the
EEP
1 Employee from people with disabilities was employed & started 01 June 2018
ACHIEVED
Appointment letters
ANNEXURE B2
N/A N/A Appointment letters
Skills development
Capacitate employees and councillors in
order to enhance service
delivery
Number of WSP
developed and
submitted
1 WSP developed and implemented by June 2017
WSP developed and submitted by
end April 2017
Productive workforce and
Councillors
WSP was developed and submitted to LGSETA on 30 April 2018 and was considered by Council per Resolution SM20/06/2018.
Council resolution
Acknowledgement letters from
LGSETA
N/A N/A Council resolution
Acknowledgement
letters from LGSETA
324 | P a g e
2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
ACHIEVED ANNEXURE B3
Occupational Health and
Safety
Compliance with OHS Act
Number of initiatives on compliance with key points of OHS
17 Activities on OHS were implemented by June 2017
10 OHS activities to be implemented annually, i.e
-Evacuation Drill
- Contractors OHS Inductions
- Accident Investigations
- Safety Talks
Activities to be coordinated in terms
of the OHS Policy
20 OHS activities were implemented by June 2018: - Post Emergency
Evacuation Drill - 4 Contractors OHS
Inductions - 2 Accident
Investigations - 5 Safety Talks - Contractors Safety
Files Audit - OHS Inspection
Reports
OHS 20 key Compliance report with evidence
N/A N/A OHS 20 key Compliance report with evidence
325 | P a g e
2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
- OHS Committee Level 2
- OHS Committee Level 1
- OHS Training - Medical Examination
- Safety File Audit - Accident Report - Legal Compliance Checklist
-
- 6 OHS Committee Level 1
- Event Safety Management Plan
- OHS Committee Level 2
- Incident Investigations
- 5 OHS Audits - OHS Induction - 2 Safety File Audits - Emergency
Evacuation Procedure Presentation
- Legal Compliance Checklist
- 2X Site visit inspections
- Medical Examination - OHS Induction
Contractors - OHS Training - Accident Report
ACHIEVED
ANNEXURE B4
326 | P a g e
2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Systems availability
ICT governance
To ensure continuity of ICT Services even during service
disruption
Develop a redundant Disaster
Recovery Site
Redundant site only at 24 hours centre
Develop a secondary redundant Disaster
Recovery Site by June 2018
Ensure
.
ICT continuity
Disaster Recovery Site to be outsourced. DR Site budget approved for 2018/2019 financial year.
NOT ACHIEVED
N/A
The DR site in Hendrina was not suitable because it was too close to radius of Middelburg.
Disaster Recovery Site to be outsourced. DR Site budget approved for 2018/2019 financial year
Redundancy test results
Systems availability
ICT governance
Effective and efficient ICT
aligned to organisational
strategy
Developed ICT strategy
Developed and approved ICT strategy
Annual review of the ICT strategy by March 2018
Effective and efficient Information Communication and
Technology
The ICT Strategy reviewed and approved by Council resolution
CSS03/06/2018
ACHIEVED
Council resolution
ANNEXURE B5
N/A N/A Council resolution
327 | P a g e
2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Valuation Provide a fair and equitable basis for rating of properties
Compiled and updated
Valuation Roll
2013/2018 valuation roll
Compile and submit new (2018/2023)
general valuation roll by March
2018
Updated Valuation Roll
The 2018/2023 General Valuation Roll was compiled and submitted on 31 January 2018.
ACHIEVED
Acknowledgement of receipt
Certified Valuation Roll
ANNEXURE B6
N/A N/A Acknowledgement of receipt
Certified Valuation
Roll
Provide a fair and equitable basis for rating of properties
Compiled and updated Valuation Roll
Compile and submit 1 annual supplementary valuation rolls
By March 2018
Implementation of supplementary
valuations
The 2013/2018 Supplementary Valuation Roll was compiled and submitted on 31 January 2018.
Acknowledgement of receipt
Certified supplementary valuation rolls
N/A N/A Acknowledgement of receipt
Certified supplement
ary
328 | P a g e
2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
ACHIEVED
ANNEXURE B7
valuation rolls
329 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Financial Services
To manage the finances of the municipality to ensure sound
financial viability
Decrease debt to revenue ratio to 18 times
Debt coverage ratio 66.89 as at 30 June 2017
Debt coverage ratio to decrease to 54:1 times by June 2018
Improve cash / liquidity position
Debt coverage ratio 69:1 as at 30 June 2018
ACHIEVED
Financial report
ANNEXURE C1
External loan only realise on 30 June 2018. First redemption and interest will realise on 31 Dec 2018
Ensure loan advances taken up by Dec 2018
Financial Statements
Cost coverage
ratio maintained to
above 2 at any given
time.
Cost coverage ratio 6:05 as at 30 June 2017
Cost coverage ratio 2:1 by June
2018
Improve cash / liquidity position
Cost coverage ratio 6:7 as at 30 June 2018
ACHIEVED
Monthly & quarterly reports on debtors
ANNEXURE C2
N/A N/A Monthly & quarterly reports on debtors
330 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Financial Services
To manage revenue in an efficient and responsible
manner.
% Collection of debtors maintain
above 98%
100.14% Collection rate
as at 30 June 2017
98% Collection rate by June 2018
Billing reports with analysis schedule
102% Collection rate as at June 2018
ACHIEVED
Monthly & quarterly reports on debtors
ANNEXURE C3
N/A N/A Monthly & quarterly
reports on debtors
Outstanding debt to be less than
20% of total debtors
26.82% outstanding debt to total
debtors as at 30 June 2017
Outstanding debt less than 26% of total debtors by
June 2018
Decrease doubtful debts
46% of total debtors as at June 2018
NOT ACHIEVED
Monthly & quarterly reports on debtors
ANNEXURE C4
Estate account, Indigents and economic conditions
Establish Task team and follow targeted approach for highest debtors.
Monthly & quarterly
reports on debtors
Debtors to revenue ratio
to be less than 8%
Debtors to revenue ratio at
9.60% by 30 June 2017
Debtors to revenue ratio to be
less than 8% by June 2018
Debtors billing reports with
analysis schedule
Debtors to revenue ratio at 7.8% as at
June 2018
ACHIEVED
Monthly & quarterly
reports on debtors
N/A N/A Monthly & quarterly
reports on debtors
331 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
ANNEXURE C5
Financial Services
To manage, control and maintain all assets of the municipality
100% of movable assets exist in the municipality.
100% of movable
assets verified by 30 June
2017
Verify 100% of movable assets exist in the municipality by June 2018
Asset verification according to inventory lists
87% Asset verified as at June 2018
NOT ACHIEVED
Asset verification
report
ANNEXURE C6
Some assets could not be verified during verification process because they not be
located at the allocated registered
workstations
Establish Asset
Champions for regular
verifications and to
investigate the possibility of an electronic
movable assets system
Asset verification
report
332 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
To manage, control and maintain all
assets of the municipality
Repairs and maintenance to be 8% of
OPEX budget
Repairs and maintenance constitute 6%
of OPEX budget by 30
June 2017
Repairs and maintenance
constitute 7% of OPEX budget by
June 2018
Maintain economic life of assets
Repairs & Maintenance of
2018/2019 OPEX is 6.2%
NOT ACHIEVED
Budget document
ANNEXURE C7
Limited budget Improved budget
allocation and implementatio
n
Budget document
333 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Financial Services
To ensure clean and effective
financial governance and compliance with
legislation framework
Unqualified audit report
Clean audit for 2015/2016
financial year
Clean audit for 2016/2017
financial year
To maintain clean and effective governance
Unqualified report with matters
NOT ACHIEVED
Audit Report and Audit Action Plan
ANNEXURE C8
The following were matter raised by the AG:
Procurement /SCM
Asset Management
AFS Disclosure Revenue
Management Human
Resources Management
Audit of Predetermined Objectives Human Resources Management
Human Resources Management
Establishment of technical
committee to monitor and review the
matters raised by AG
Audit Report and Audit
Action Plan
334 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Human Resources Management
335 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
98% of matters
addressed in the audit
action plan
93% of weaknesses addressed in audit action
plan
98% of weaknesses
addressed in audit action plan by
June 2018
To maintain clean and effective governance
90% of weaknesses addressed by June
2018
NOT ACHIEVED
Audit Report and Audit
Action Plan
ANNEXURE C9
The outstanding weaknesses will be resolved with the
final AFS
Conditions assessment
conducted and asset awaited to be disposed
off.
Review of the FAR to be
GRAP compliant
Completed asset
verification and awaiting disposal and
write-off
Provide for asset
Audit Report and Audit
Action Plan
336 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
impairment in the FAR
Funded Budget
Funded & Compliant
Budget approved by May 2017
Funded & Compliant Budget approved by May
2018
Council Resolution
C4/05/2018
Budget submission &
Council Resolution. Inputs on Budget by NT
& Provincial Treasury
Council Resolution
C4/05/2018
ACHIEVED
Approved Annual Budget
ANNEXURE C9
N/A N/A Approved Annual Budget
90% of the municipality
Annual CAPEX
83% of the Annual Budget implemented
90% of the municipality
Annual CAPEX Budget be
Utilize financial resources towards
actual
91% CAPEX spend
ACHIEVED
Budget versus Actual report
N/A N/A AFS results
337 | P a g e
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
budget be implemented
by 30 June 2017
implemented by June 2018
implementation of IDP projects
ANNEXURE C10
(Budget versus Actual)
Financial Services
To ensure clean and effective
financial governance and compliance with
legislation framework
90% of the municipality
Annual OPEX budget be
implemented
87% of the Annual Budget implemented on 30 June
2017
90% of the municipality
Annual OPEX Budget be
implemented by June 2018
Utilize financial resources towards
actual implementation of
IDP operations
94% OPEX spend
ACHIEVED
AFS results
(Budget versus Actual)
ANNEXURE C11
Final expenditure for 30 June still to be
accrued
Follow up on invoices to
ensure payment before 30 June 2018
AFS results
(Budget versus Actual)
Financial Services
To maintain and streamline supply
chain management processes to
improve service delivery
90% Compliance
and adherence to procurement
plan
New indicator 50% Compliance and adherence to procurement plan
by June 2018
Effective Supply chain management processes to improve service delivery
90% Compliance and adherence to procurement plan
ACHIEVED
Procurement Plan and
timeframes
ANNEXURE C12
N/A N/A Procurement Plan and
timeframes
338 | P a g e
4. KPA : LOCAL ECONOMIC DEVELOPMENT
KPA Goal : Promote Economic Growth through facilitation of investments and development of strategic infrastructure
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate the development of strategic infrastructure to unlock growth and job creation
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Local Economic Developm
ent
Create a conducive environment for
economic growth
Number of LED catalyst
projects implemented
New Indicator 1 LED catalyst projects
coordinated by June 2018.
1
Establishment of a hotel and
conferencing facility
Conducive environment for
economic growth
The tender was advertised, bidders
was evaluated
NOT ACHIEVED
Advertised tender
ANNEXURE D1
The bidders to the tender did not meet the
total requirements of
the tender
Process to establish a hotel and conferencing facility will be re-
started in the year financial. With emphasis to
specific requirements on
the terms of references.
Business plans
Approved funding
Proposals
MoU
Create a conducive environment for
economic growth
Number of SLP projects implemented in line with
7 projects implemented by June 2017
10 SLP projects implemented by private Sector
SLP projects implemented by private Sector
12 MOUs signed on projects implemented by
Signed MoU
N/A N/A Approved SLP’s and Project list
339 | P a g e
4. KPA : LOCAL ECONOMIC DEVELOPMENT
KPA Goal : Promote Economic Growth through facilitation of investments and development of strategic infrastructure
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate the development of strategic infrastructure to unlock growth and job creation
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
the IDP priorities
monitored by June 2018
private sector by June 2018
- 3 MOU signed with Exxaro (Construction of 33 housing units in Rockdale, MPCC Mafube – clinic, Housing –Rockdale)
- 1 Mcebo mine (Rockdale wall fence)
- 2 South 32 (Rockdale clinic, Housing units at Newtown)
- 1 Glencore mine (Installation of a booster pump at Hendrina)
ANNEXURE D2
340 | P a g e
4. KPA : LOCAL ECONOMIC DEVELOPMENT
KPA Goal : Promote Economic Growth through facilitation of investments and development of strategic infrastructure
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate the development of strategic infrastructure to unlock growth and job creation
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
- 1 Mufube coal (First phase construction of the clinic in Sikhululiwe )
- 3 Goedehoop Colliery, Exxaro & Zonnebloem Colliery Glencore (Node D light industrial park)
- 1 Goedehoop (Mphephethe school classroom)
ACHIEVED
Promote Job Creation through EPWP and
CWP
No of jobs created
New indicator 200 jobs created through EPWP by
June 2018
Job creation, skills development and poverty alleviation
1474 jobs created through EPWP by June 2018
Reports of EPWP (FTE) opportunities
N/A N/A Reports of EPWP (FTE)
341 | P a g e
4. KPA : LOCAL ECONOMIC DEVELOPMENT
KPA Goal : Promote Economic Growth through facilitation of investments and development of strategic infrastructure
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate the development of strategic infrastructure to unlock growth and job creation
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
through EPWP
ACHIEVED
ANNEXURE D3
opportunities
Promote Job Creation through EPWP and
CWP
No of jobs created through CWP
974 of jobs created
through CWP by June 2017.
1200 of jobs created through CWP by June
2018.
Job creation, skills development and poverty alleviation
1279 jobs created through CWP by June 2018.
ACHIEVED
CWP Report
ANNEXURE D4
N/A N/A Report on CWP project (Site Report)
342 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Sport and Recreation Facilities
Develop, maintain and upgrade recreational
facilities
Number of sporting facilities
developed or upgraded
2 New Graded soccer fields and 2 Basic multipurpose
facilities developed in
previously disadvantaged areas by June
2017
5 Basic sport facilities developed in previously disadvantaged areas by March 2018 (Rockdale- Multipurpose, Netball and Skate park), Multipurpose Pongola Park, Multipurpose at Park 7740 Ext 23)
Increased capacity of sports
facilities
5 Basic sports facilities developed as follows:
- Multipurpose, Netball, Basic Soccer field at Rockdale
- Skate park at Rockdale
- Multipurpose court at Mhluzi Park
- Multipurpose at Pongola Park
- Basic soccer at Park 7740 (5aSide)
ACHIEVED
Payment certificate
Photos
ANNEXURE E1
N/A. N/A Payment certificate
Photos
Develop, maintain and upgrade recreational
facilities
Number of parks and open spaces
developed or upgraded
3 Parks and open spaces developed as at June 2017
2 Parks developed at park at stand 7740 Ext 23 and Rockdale) by March 2018
Increased capacity of Parks and Open spaces
Developed parks and open areas
2 Parks developed as follows:
Final Payments
Photos
N/A N/A Final Payments
Photos
343 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
closer to the communities
- Rockdale Park
- Mhluzi Park 7740, Ext 23
ACHIEVED
ANNEXURE E2
Parks, Sport and Recreatio
n and Cemetery Facilities
Contribute towards the mitigation of climate change
impacts
Number of trees planted in the
MP313.
4612 Trees planted per
annum during the past 5 year period till 2017
4000 trees planted in the MP313 area
by June 2018
Healthy and aesthetically acceptable
environment
5760+8= 5768 trees planted in the MP313 area by June 2018
ACHIEVED
Departmental report
ANNEXURE E3
N/A N/A Departmental report
Electrification
Provide access to electrical services
Additional number of house hold connected to the grid
204 additional households connected by June 2017
659 additional households connected to the grid by June 2018
New electrified formal dwellings
Satisfied community
546 additional households connected by June 2018 NOT ACHIEVED
Departmental report for newly
connected households
Connections are depending on top structure and currently there are
Regular follow-ups to the
stakeholders so that the process can expedited.
Departmental report for
newly connected households
344 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
High revenue income
ANNEXURE
E4
no top structures to
connect. The backlog will be addressed as soon as the top structures are
completed.
Electricity Provide access to electric services
% Area outages successfully
restored within 4 hours. (other
than equipment failure)
80.97% of area outages
to be successfully
restored within 4 hours by June 2017
75% of area outages to be successfully
restored within 4 hours by June
2018
Shorter system downtime
Average: 96.00% of area outages were restored within 4 hours
ACHIEVED
Control room report
ANNEXURE E5
N/A N/A Control room report
Electricity Provide access to electric services
% of area outages
successfully restored
(Equipment failure e.g.
switchgear, mini-
20% of area outages
successfully restored within
12 hours by June 2016 (Equipment failure e.g.
82% of area outages
successfully restored within 12
hours by June 2018 (Equipment
failure e.g.
Shorter system downtime
Average: 91.03% of area outages were restored within 12 hours (equipment failures)
Control room report
N/A N/A Control room report
345 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
sub, transformers)
switchgear, mini-sub,
transformer) by June 2017
switchgear, mini-sub, transformers)
ACHIEVED ANNEXURE E6
Roads Plan and develop road infrastructure
to improve accessibility and
mobility for all road users
Maintain and expand road and
rail network
Number of Km new paved
surfaced roads constructed
7.589 Km of paved
surfaced roads constructed by
June 2017
7 Km paved surfaced roads constructed by
June 2018
Improving road usage and safety
for all users
8.674km paved surfaced roads constructed by June 2018
ACHIEVED
Completion certificate
ANNEXURE E7
N/A N/A Completion certificate
Storm water
drainage
Plan and develop road infrastructure
to improve accessibility and
mobility for all road users
Number of Km of storm water
drains constructed
6.914 Km of storm water drains constructed by June 2017
4 Km of storm waterdrains constructed
by June 2018 Improving road
usage and safety for all users
7.735km of
storm water drains constructed by June 2018
Completion certificate
ANNEXURE E8
N/A N/A Completion certificate
346 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
ACHIEVED
Roads Plan and develop road infrastructure
to improve accessibility and
mobility for all road users
Number of Km of gravel surface roads
graded
194.4 Km of gravel surface roads graded
and re-gravelled by June 2017
150 Km of gravel surface roads
graded by June 2018
Improving road usage and safety
for all users
216.26 km of roads gravelled by June 2018
ACHIEVED
Timesheets/ Quarterly report
ANNEXURE E9
N/A N/A Timesheets/ Quarterly
report
Roads Plan and develop road infrastructure
to improve accessibility and
mobility for all road users
K m lane of re-surfaced roads
7.088 Km of lanes re -surfaced
roads by June 2017
7 Km of lanes of re -surfaced roads
by June 2018.
Improve riding quality and safety
22.061 km roads resurfaced by June 2018
ACHIEVED
Completion certificate
ANNEXURE E10
N/A N/A Completion certificate
Roads markings
To improve road safety
Number of traffic calming
measures installed
30 new traffic calming
measures
10 new traffic calming measures to be installed by
June 2018
Improved traffic flow
45 new traffic calming measures erected by June 2018
Practical Completion certificate
N/A N/A Practical Completion certificate
347 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
installed by June 2017
ACHIEVED
ANNEXURE E11
Water Quality
Ensure the safety of the public and
environment through
participation in the regulatory Blue &
Green Drop Certification Programme
Maintain and improve the Blue
Drop Score to >95%
Municipal Blue Drop Score- 97% BDS
Report as at June 2017
Monitor the quality of drinking water within 7 Blue Drop registered water supply system.
Good quality drinking water
All 7 Blue Drop registered water supply systems were monitored up to June 2018
ACHIEVED
Laboratory test result reports (Departmental reports)
ANNEXURE E12
N/A N/A Laboratory test result reports (Departmental reports)
Maintain and improve the Green Drop
Score to >95%
Green Drop Cumulative Risk Rating
Score 61.9%- GDS PAT
Report as at June 2017
Monitor effluent quality of the 4 Green Drop registered wastewater treatment works.
Effluent which will not contaminate the rivers and environment
All 4 Green Drop registered wastewater treatment works were monitored for effluent quality
Laboratory test result reports (Departmental reports)
N/A N/A Laboratory test result reports (Departmental reports)
348 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
ACHIEVED ANNEXURE E13
Water Provision
Ensure continuous water supply
services
Identify and develop
infrastructure for alternative water
sources
New Indicator Transfer reclaimed mine water from South 32 Mine to augment current water sources
(Signed Agreement concluded
between the Mine and Municipality)
Infrastructure for alternative water
sources
Draft Water supply agreement
NOT ACHIEVED
Signed Service Level
Agreement
ANNEXURE E14
Draft document still with South 32 for signing of the Service Level agreement (SLA)
Regular follow ups will be made
Signed Service Level Agreement
Wastewater
Treatment
Ensure continuous water supply
services
Increased waste treatment capacity
Boskrans Wastewater Treatment
Works is sole treatment facility for
Increased treatment capacity of all unit operations and processes to 45 Ml/d (New Pump House for 45Ml/d).
Improved waste treatment capacity
Contractor was appointed to implement the increased capacity
Appointment letter, Site handover certificate
N/A N/A Appointment letter, Site handover certificate
349 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Middelburg/Mhluzi
Phase I project
completed: 20 Ml/d
secondary treatment
facility and 45 Ml/d sludge
handling facility.
Phase II under construction (new 45 Ml/d capacity inlet works, Jan
2017
(Q3- App
ointment of Contractor
Q4 -Contractor on site )
ACHIEVED ANNEXURE E15
350 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
New Water
connections to
existing water
network
To provide quality and sufficient
water supply and create an
environment not harmful to human
health or wellbeing
% of HH with access to clean
and safe drinking water.
Currently 85.4% (74053)
of
STLM total HH’s have access to
water services by June 2017
95.3% HH with access to water services by June
2018
Sustainable service provision to all consumers
at affordable tariffs
Average 86.36% HH with access to water services by June 2018
74053+831=74884
74884/86713=86.36%
NOT ACHIEVED
Monthly Reports on new house
Connection and record of water
tankers delivering water
ANNEXURE E16
The planning of HH with access to water was incorrectly done with the baseline figures of the prior financial period
The planning will be aligned to the 2016 STATSA baseline on HH with access to water for proper planning to address the backlog
Monthly Reports on new house
Connection and record
of water tankers
delivering water
Sewer Connectio
ns
To provide quality and sufficient waterborne system or
chemical toilets.
% of HH with access to flush
or chemical toilets
Currently 81.9%
(71 018) of
STLM total HH’s have
access water born or
chemical toilets by June
82% HH with access to
Sanitation services by June 2018
Sustainable sanitation facilities for all citizens in the MP313 area
Average 82.83% HH with access to sanitation services by June 2018
71018+809=71827
Monthly Reports on new house Connections, and Chemical
toilets etc.
N/A N/A Monthly Reports on new house
Connections, and
Chemical toilets etc.
351 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
2017 71827/86713=82.83%
ACHIEVED
ANNEXURE E17
Sanitation Provide Decent Sanitation Facility
Provide Sanitation
Facility in the rural areas
80 Biological toilets installed
in the Rural areas by June
2017
Install additional 40 biological
toilets by June 2018
Sanitation facilities in the rural areas
10 units of biological toilets were installed by June 2018
NOT ACHIEVED
Payment certificate
Practical Completion certificate
Closeout reports.
ANNEXURE E18
There was a delay in the procurement planning processes.
Three service providers are appointed as and when for the period of 36 months
Payment certificate
Practical Completion certificate
Closeout reports.
352 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
To provide easily
accessible new
facilities that
accommodate
disabilities whilst
adapting, upgrading
and maintaining existing
ones
Provide accessible Municipal Building
Facilities
Number of municipal building
facilities
constructed
2 Designs of new buildings completed as at June 2017
One new building facility designed by June 2018 – Nasareth/ Middelburg Taxi Facility
Safe and secure municipal buildings
A service provider was appointed, but the designs were not completed. NOT ACHIEVED
(Appointment letter of service
provider)
ANNEXURE E19
There was a delay in the procurement planning processes
The Service provider has been appointed. The appointed Service provider will speed up the completion of the designs
Signed/completed
Designs
Number of municipal buildings
infrastructure plan
1 Draft Municipal buildings
master plan completed by
June 2017
Adopted Municipal buildings master
plan by June 2018
Safe and secure municipal buildings
The Municipal buildings master plan was adopted by Council (Resolution No.:C62/05/2018)
ACHIEVED
Municipal Buildings Master
Plan
ANNEXURE E20
N/A N/A Municipal Buildings
Master Plan
353 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Priority Area
Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Number of municipal
building facilities upgraded
3 Municipal buildings upgraded
- Kees Taljaard indoor Sports Facility
- Mhluzi HEDC roofing
- Traffic Offices upgrade at service centre by June 2017
3 Municipal buildings upgraded by June 2018 (Pay point at Adelaide Tambo Thusong Centre Mhluzi, Roofing at Mandla Masangu 24 hours and Doors at Ndondo Mampane Fire Station)
Safe and secure municipal buildings
3 Municipal buildings upgraded by June 2018:
- Pay point at Adelaide Tambo Thusong Centre Mhluzi and
- Ndondo Mampane Fire Station
- Hendrina Fire Station
- Roofing at Mandla Masangu 24 hours (Not Completed)
ACHIEVED
Departmental report Completion certificate
ANNEXURE E21
N/A N/A Departmental report Completion certificate
354 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : provision of sustainable and accessible basic service to all
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide safe and healthy environment for the community
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
Waste removal
To ensure a clean and
healthy community
% of HH with access to solid waste removal
services.
85% (73706) HH with
access to solid waste removal services as at June 2017
0.46% (400) additional HH
serviced by June 2018
Improved cleanliness at
household level
Improved cleanliness in the neighbourhood
(0.34%) 295 additional) serviced by June 2018 74001 of HH with access to solid waste removal services 73706+295=74001 74001/86713=85.34% 85.34%-85%=0.34%
NOT ACHIEVED
Report on new HH serviced
Application forms for new
services
ANNEXURE E22
A delay in handing over the
completed houses in Somaphepha due to lack of internal water
reticulation and sanitation
The service will provided to the new Household as soon as the beneficiaries
takes occupation of the properties
Report on new HH serviced
Application forms for
new services
Waste disposal
To ensure a clean and
healthy environment
% compliance with landfill site
permits conditions.
92.2 % Compliance with permit
conditions as at 31 March
2017
93% compliance with permit
conditions by June 2018
Well-functioning landfill complying
to permit conditions
80% compliance with permit conditions by June 2018
Audit report
The auditor focused more on issues related to the development of the new phase.
The audit will be done based on
old permit which requires that
external audit be
Audit report
355 | P a g e
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : provision of sustainable and accessible basic service to all
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide safe and healthy environment for the community
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperformance
Corrective Measure
PLANNED POE
NOT ACHIEVED
ANNEXURE E23
Refer to attached memo
conducted on operations
Waste removal
To ensure a clean and
healthy environment
Number of HH maintained with garden waste
removal services
20876 HH maintained with garden
waste removal services by June 2017
20876 existing HH maintained with garden waste
removal services by June 2018
Improved cleanliness at
household level
20876 existing HH maintained with garden waste removal services by June 2018
ACHIEVED
Service providers
monthly report
ANNEXURE E24
None None Service providers monthly report
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6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provision of residential, business, institutional, municipal industrial and public open space
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan and develop integrated and sustainable human settlements and rural areas
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Spatial Planning and
Land Use management
Promote efficient and
optimal use of land and
compaction of town
Number of policies
New Indicator Draft Policy on Densification
compiled by 30 June 2018.
Orderly spatial and building planning
Densification directives approved together with the draft MSDF
C29/05/2018
NOT ACHIEVED
(Advert of Request for Quotations)
ANNEXURE
F1
The response to the request for quotations was inadequate
The process will resume in the new financial year and specifications will be reviewed in order attract more bidders
Draft Policy
Spatial Planning and
Land Use management
Provision of residential, business, industrial
,institutional , educational,
municipal and public open
space
Number of stands
registered
2024 stands were
registered by June 2017
Dennesig North Ext 1 integrated
human settlement (500 stands
registered by June 2018)
Newly created stands
Only general plan was approved on 05/10/2017.
NOT ACHIEVED
Plan
General plan
ANNEXURE
F2
The town planning firm appointed by Nkangala District Municipality took long to finalise the process of township. registration
The registration and proclamation of the township will be done 2018/2019
Council Resolution
Approved layout plan
General plan
357 | P a g e
6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Human Settlements/H
ousing Services
To facilitate the registration and transfer of
residential properties
Number of title deeds issued
1062 beneficiaries
issued with the title deeds by
June 2017
500 title deeds issued by June
2018
Issue title deeds to home owners
195 Title Deeds have been issued by June 2018
NOT ACHIEVED
Copies of the title deeds issued
ANNEXURE F3
Beneficiaries have not yet
collected their title deeds (125 title
deeds not collected)
- Reminders have been written to the beneficiaries who have not yet collected their title deeds. - In addition a further intervention will be made regarding the new registrations and transfer of properties on an ongoing basis
- Liaise with the Ward Councillors and CDWs to make announcements in their ward committee
Copies of the title deeds issued
358 | P a g e
6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
meetings and to help tracing the beneficiaries
- Considering to put adverts on the municipal notice boards and newspapers alerting beneficiaries about the collection of the title deeds
Licensing services
To provide effective and
efficient Licensing Services
Turnaround time to process
applications for drivers’ licenses
7 days turn turnaround
time to process
applications for learner’s
drivers licenses by June 2017
7 W/days turnaround time to
process applications for
drivers licenses by June 2018
Effective and efficient Licensing
Services
6428 Applications for drivers license were processed within 7 days by June 2018
ACHIEVED
eNatis reports/Application
forms and test results
None None eNatis reports/Application forms
and test results
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6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
ANNEXURE F4
Licensing services
To provide effective and
efficient Licensing Services
Turnaround time to process
applications for learners’ drivers
licenses
7 days turnaround
time to process
applications for learner’s
drivers licenses by June 2017
7 W/days turnaround time to
process applications
learner’s drivers licenses by June
2018
Effective and efficient Licensing
Services
8919 Applications for learner’s license were processed within 7 days by June 2018
ACHIEVED
eNatis reports/Application
forms and test results
ANNEXURE F5
None None eNatis reports/Application forms
and test results
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6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
Law enforcement
To provide an effective and efficient law enforcement
Number of road traffic law
enforcement operations conducted
1004 road traffic
enforcement operations to be conducted
as at June 2017
650 road traffic enforcement
operations to be conducted by June
2018
Improved traffic flow 767 Road traffic enforcements operations conducted by June 2018
ACHIEVED
Departmental report
Weekly feedback reports
ANNEXURE F6
None None Departmental report
Weekly feedback reports
Fire Prevention
To minimise the incidents
of fire in buildings and premises to
ensure a safe community
Number of fire prevention inspections conducted
340 fire prevention inspections
conducted by June 2017
310 fire prevention inspections
conducted by June 2018
Contribution to a safe and secured
environment
507 Fire Prevention Inspections conducted by June 2018
Departmental Inspection report
None None Departmental Inspection
report
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6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforma
nce
Corrective Measure
PLANNED POE
ACHIEVED
ANNEXURE F7
Disaster Management
To ensure safe and healthy
environment for the
community
Number of Contingency
plan reviewed within Disaster management
plan
New indicator 1 Contingency plan reviewed by
March 2018
Contribution to a safe and secured
environment
Contingency Plan was reviewed by June 2018 as per Council Resolution C62/05/2018
ACHIEVED
Reviewed Contingency plan
Resolution
ANNEXURE F8
None None Reviewed Contingency
plan
6. KPA: SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal: Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment Reference: Vision 2040 2022 Strategic Objective: Coordinate sustainable social livelihood through integrated programmes
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Priority Area Performance Objective
(PO)
Key Performance Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
HIV/AIDS Create an environment
with clear regulatory framework
Number of activities initiated
to develop the implementation
Operational Plan (IOP) for 2017-
2022 AIDS, Strategy, adopted
by Council implemented
1 Developed 2012-2016 HIV/AIDS Strategy
Developed IOP in line with 2017-
2022 AIDS Strategy by
December 2017
Clear implementation guidelines on
HIV/AIDS programmes
The Draft Implementation Plan was developed by June 2018.
NOT ACHIEVED
Draft Implementation Plan
(Attendance registers)
ANNEXURE F9
Implementation Plan for the
Mpumalanga Province and
Nkangala District were
received late not yet developed.
The development of the IOP will be
expedited in the new financial
year
Council Resolution
HIV/AIDS Create an environment
with clear regulatory framework
HIV Counselling and Testing (HCT)
Campaigns.
4 HIV/AIDS activities
Implemented by June 2017
Implementation of the 2017-2022
HIV/AIDS Operational Plan by March 2018
(The treatment target i.e 90%
diagnosed, 90% on treatment and
90% virally suppressed.
Clear implementation guidelines on
HIV/AIDS programmes
Implementation of the 2017 - 2022 HIV/AIDS Operational Plan was done.
HCT Conducted on the 29/03/2018 at Themba Sinamela Stadium
ACHIEVED
Programs
Attendance Register
Reports
ANNEXURE F10
N/A N/A Programs
Attendance Register
Reports
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6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Coordinate sustainable social livelihood through developmental programmes
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Youth Development
Address the challenges of
youth
Number of social programs
initiated and implemented to
address the well-being of
youth.
14 programs implemented by June 2017
12 programs to be implemented address the wellbeing of youth by June 2018 (Mayoral Games
Sport Development games
Indigenous games
Programmes initiated and
implemented to address the
wellbeing of the youth
19 Programmes were implemented to address the wellbeing of the youth by June 2018
- Doornkop Sport Council Games
- Mphanama Sport council Tennis clinic
- NDM mayoral games - Mayoral excellence
awards - Kwazamokuhle fun
day - Hospital visit - Annual Cross over
festival - Local Drug Action
Committee revival - School shoes drive
Programs
Attendance Register
Reports
N/A N/A Programs
Attendance Register
Reports
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6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Coordinate sustainable social livelihood through developmental programmes
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Dialogues and Debates)
- Youth dialogue/interaction
- SAYC assembly - Chess Development
tournament - Indigenous game - Sports Boxing day - Launching of the
month programme - Drugs and substance
abuse outreach - Youth outreach march - January CHE
performing arts festival
- Youth summit and SAYC assembly
ACHIEVED
ANNEXURE F11
Youth Development
Address the challenges of
youth
Number of programmes
created to assist youth in
improving their livelihoods.
10 programmes implanted by June 2017
6
educational programmes implemented by June 2018
Programmes created to assist the youth in improving
their livelihoods
13 programmes were implemented as follows:
- School Visits with NYDA
Programs
Attendance Register
Reports
N/A N/A Programs
Attendance Register
Reports
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6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Coordinate sustainable social livelihood through developmental programmes
Priority Area Performance Objectives (PO)
Key Performance
Indicator
Baseline 2017- 2018 Targets
Output Indicators
Actual Performance as at 30 June 2018
Evidence
(annexure)
Reason for underperforman
ce
Corrective Measure
PLANNED POE
Bursaries
Learner -ships
Entrepreneur development workshops
Road shows
Career expo
Skills development Training
- Save the Children Campaign with education and enterprise trust
– NYDA entrepreneur training
- Academic awards - Bursary handover - Vitovian bursary drive - NYS recruitment
drive - Glencore 9 trained for
drivers - NYDA Entrepreneur
Training - MRTT Skills training - SYB training - Job preparedness
workshop - STLM Sport council
capacity building workshop
ACHIEVED
ANNEXURE F12
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____________________________________________
B KHENISA
ACTING MUNICIPAL MANAGER
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KEY PERFORMANCE AREA TARGET TARGET ACHIEVED TARGET NOT ACHIEVED
GOOD GOVENANCE & PUBLIC PARTICIPATION
18
17
94.44% 1
5.55%
MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
8 7 87.50% 1 12.50%
FINANCIAL VIABILITY AND SUSTAINABILITY
13 8 66.67% 5
33.33%
LOCAL ECONOMIC DEVELOPMENT 4 3 75.00% 1 25.00%
SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
24
18
75% 6 25%
SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
12
8
66.66% 4
33.33%
TOTALS 79 61 77.55% 18 22.45%
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