LEKWA LOCAL MUNICIPALITY : 2015/2016 …...LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST...

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CONTENTS 2

CONTENTS

CONTENTS .......................................................................................................................................................... 2

REVISED ANNUAL REPORT TEMPLATE ..................................................................................................... 8

CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY .................................................... 9

COMPONENT A: MAYOR’S FOREWORD ................................................................................................. 9

COMPONENT B: EXECUTIVE SUMMARY .............................................................................................. 11

1.1. MUNICIPAL MANAGER’S OVERVIEW ........................................................................................ 11

1.2. MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW ................ 11

1.3. SERVICE DELIVERY OVERVIEW ................................................................................................ 16

1.4. FINANCIAL HEALTH OVERVIEW ................................................................................................. 19

1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW .................................................................... 22

1.6. AUDITOR GENERAL REPORT ..................................................................................................... 22

1.7. STATUTORY ANNUAL REPORT PROCESS ............................................................................. 23

CHAPTER 2 – GOVERNANCE ....................................................................................................................... 25

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ........................................... 25

2.1 POLITICAL GOVERNANCE ........................................................................................................... 25

2.2 ADMINISTRATIVE GOVERNANCE .............................................................................................. 28

COMPONENT B: INTERGOVERNMENTAL RELATIONS ..................................................................... 30

2.3 INTERGOVERNMENTAL RELATIONS ........................................................................................ 30

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ............................................... 32

2.4 PUBLIC MEETINGS ......................................................................................................................... 32

2.5 IDP PARTICIPATION AND ALIGNMENT ..................................................................................... 34


COMPONENT D: CORPORATE GOVERNANCE ................................................................................... 34

2.6 RISK MANAGEMENT ...................................................................................................................... 34

2.7 ANTI-CORRUPTION AND FRAUD ................................................................................................ 37

2.8 SUPPLY CHAIN MANAGEMENT .................................................................................................. 38

2.9 BY-LAWS ........................................................................................................................................... 38

2.10 WEBSITES ........................................................................................................................................ 39

2.11 PUBLIC SATISFACTION ON MUNICIPAL SERVICES .............................................................. 40

CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) ........... 42

COMPONENT A: BASIC SERVICES ......................................................................................................... 42

3.1. WATER PROVISION ....................................................................................................................... 44

3.2 WASTE WATER (SANITATION) PROVISION ............................................................................. 51

3.3 ELECTRICITY ................................................................................................................................... 57

3.4 WASTE MANAGEMENT (THIS SECTION TO INCLUDE: REFUSE COLLECTIONS,

WASTE DISPOSAL, STREET CLEANING AND RECYCLING) ........................................................ 62

3.5 HOUSING .......................................................................................................................................... 67

3.6 FREE BASIC SERVICES AND INDIGENT SUPPORT .............................................................. 72

COMPONENT B: ROAD TRANSPORT ..................................................................................................... 75

3.7 ROADS ............................................................................................................................................... 75

3.8 TRANSPORT (INCLUDING VEHICLE LICENSING & PUBLIC BUS OPERATION) ............. 80

3.9 WASTE WATER (STORMWATER DRAINAGE) ......................................................................... 83

COMPONENT C: PLANNING AND DEVELOPMENT ............................................................................. 87

3.10 PLANNING ......................................................................................................................................... 88

3.11 LOCAL ECONOMIC DEVELOPMENT (INCLUDING TOURISM AND MARKET PLACES) . 91

COMPONENT D: COMMUNITY & SOCIAL SERVICES ......................................................................... 98


3.12 LIBRARIES; ARCHIEVES; MUSEUMS; GALLERIES; COMMUNITY FACILITIES; OTHER

(THEATRES, ZOOS, ETC) ...................................................................................................................... 98

3.13 CEMETORIES AND CREMATORIUMS ..................................................................................... 102

3.14 CHILD CARE; AGED CARE; SOCIAL PROGRAMMES .......................................................... 104

COMPONENT E: ENVIRONMENTAL PROTECTION ........................................................................... 105

3.15 POLLUTION CONTROL ................................................................................................................ 105

3.16 BIO-DIVERSITY; LANDSCAPE (INCL. OPEN SPACES); AND OTHER (EG. COASTAL

PROTECTION) ........................................................................................................................................ 105

COMPONENT F: HEALTH ......................................................................................................................... 107

3.17 CLINICS ........................................................................................................................................... 107

3.18 AMBULANCE SERVICES ............................................................................................................. 108

3.19 HEALTH INSPECTION; FOOD AND ABBATOIR LICENSING AND INSPECTION; ETC . 108

COMPONENT G: SECURITY AND SAFETY.......................................................................................... 110

3.20 TRAFFIC LAW ENFORCEMENT ................................................................................................. 110

3.21 FIRE .................................................................................................................................................. 112

3.22 OTHER (DISASTER MANAGEMENT, ANIMAL LICENCING AND CONTROL, CONTROL

OF PUBLIC NUISANCES AND OTHER) ............................................................................................. 115

COMPONENT H: SPORT AND RECREATION...................................................................................... 116

3.23 SPORT AND RECREATION ......................................................................................................... 116

COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES ................................. 119

3.24 EXECUTIVE AND COUNCIL ........................................................................................................ 119

3.25 FINANCIAL SERVICES ................................................................................................................. 127

3.26 HUMAN RESOURCE SERVICES................................................................................................ 133

3.27 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SERVICES ...................... 140


3.28 PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT SERVICES .............. 144

COMPONENT J: MISCELLANEOUS ....................................................................................................... 148

COMPONENT K: ORGANISATIONAL PERFOMANCE SCORECARD ............................................. 148

CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE ............................................... 250

(PERFORMANCE REPORT PART II) .......................................................................................................... 250

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL .......................................... 250

4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES........................................................... 250

COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE ....................................................... 252

4.2 POLICIES ......................................................................................................................................... 254

4.3 INJURIES, SICKNESS AND SUSPENSIONS ........................................................................... 256

4.4 PERFORMANCE REWARDS ....................................................................................................... 259

COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE ............................................... 260

4.5 SKILLS DEVELOPMENT AND TRAINING ................................................................................. 262

COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE................................................. 265

4.6 EMPLOYEE EXPENDITURE ........................................................................................................ 265

CHAPTER 5 – FINANCIAL PERFORMANCE ............................................................................................ 269

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ................................................. 269

5.1 STATEMENTS OF FINANCIAL PERFORMANCE .................................................................... 270

5.2 GRANTS .......................................................................................................................................... 273

5.3 ASSET MANAGEMENT ................................................................................................................ 275

5.4 FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS .............................. 278

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET.............................................................. 285


5.5 CAPITAL EXPENDITURE ............................................................................................................. 286

5.6 SOURCES OF FINANCE .............................................................................................................. 286

5.7 CAPITAL SPENDING ON 5 LARGEST PROJECTS ................................................................ 288

5.8 BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW ............................. 289

COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS ............................................ 291

5.9 CASH FLOW ................................................................................................................................... 292

5.10 BORROWING AND INVESTMENTS ........................................................................................... 294

5.11 PUBLIC PRIVATE PARTNERSHIPS .......................................................................................... 298

COMPONENT D: OTHER FINANCIAL MATTERS ................................................................................ 298

5.12 SUPPLY CHAIN MANAGEMENT ................................................................................................ 298

5.13 GRAP COMPLIANCE .................................................................................................................... 299

CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS .......................................................................... 300

COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS 2014/2015 .... 300

6.1 AUDITOR GENERAL REPORT : 2014/2015 FINANCIAL YEAR .............................................. 300

COMPONENT B: AUDITOR-GENERAL OPINION : 2015/2016 .......................................................... 301

6.2 AUDITOR GENERAL REPORT : 2015/2016 FINANCIAL YEAR .............................................. 301

GLOSSARY ...................................................................................................................................................... 303

APPENDICES .................................................................................................................................................. 306

APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE .. 306

APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES........................................................ 307

APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE .......................................................... 308

APPENDIX D – FUNCTIONS OF MUNICIPALITY / ENTITY ............................................................... 309


APPENDIX E – WARD REPORTING ....................................................................................................... 310

APPENDIX F – WARD INFORMATION ................................................................................................... 311

APPENDIX G – RECOMMENDATIONS OF THE MUNICIPAL AUDIT COMMITTEE YEAR 0 ...... 312

APPENDIX H – LONG TERM CONTRACTS AND PUBLIC PRIVATE PARTNERSHIPS ............... 313

APPENDIX I – MUNICIPAL ENTITY/ SERVICE PROVIDER PERFORMANCE SCHEDULE ........ 198

APPENDIX J – DISCLOSURES OF FINANCIAL INTERESTS ............................................................ 199

APPENDIX K: REVENUE COLLECTION PERFORMANCE BY VOTE AND BY SOURCE ........... 200

APPENDIX K (i): REVENUE COLLECTION PERFORMANCE BY VOTE ......................................... 200

APPENDIX K (ii): REVENUE COLLECTION PERFORMANCE BY SOURCE .................................. 201

APPENDIX L: CONDITIONAL GRANTS RECEIVED: EXCLUDING MIG ......................................... 202

APPENDIX M: CAPITAL EXPENDITURE – NEW & UPGRADE/RENEWAL PROGRAMMES ..... 203

APPENDIX M (i): CAPITAL EXPENDITURE - NEW ASSETS PROGRAMME.................................. 203

APPENDIX M (ii): CAPITAL EXPENDITURE – UPGRADE/RENEWAL PROGRAMME ................. 205

APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 0 ...................................................... 207

APPENDIX O – CAPITAL PROGRAMME BY PROJECT BY WARD YEAR 0 .................................. 208

APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOLS AND CLINICS................... 209

APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE

ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION .......... 210

APPENDIX R – DECLARATION OF LOANS AND GRANTS MADE BY THE MUNICIPALITY ...... 211

APPENDIX S – NATIONAL AND PROVINCIAL OUTCOMES FOR LOCAL GOVERNMENT ........ 212

VOLUME II: ANNUAL FINANCIAL STATEMENTS ................................................................................ 213

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | REVISED ANNUAL REPORT TEMPLATE

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REVISED ANNUAL REPORT TEMPLATE

The purpose of this Annual Report is to provide for improved, consolidated content and

quality of Municipal Annual Reports, which gives effect to the legal framework requirement,

concepts and principals espoused in the White Paper on Local Government towards

improving local government performance. It reflects the ethos of public accountability. The

content gives effect to information required for better monitoring and evaluation of

government programmes in support of policy decision making. This document provides an

overview of municipal affairs by combining the annual performance report data required in

terms of section 46 of the Municipal Systems Act, with annual report requirements as also

referred to in the Municipal Finance Management Act (MFMA), 56 of 2003.

This Annual Report makes its contribution by attempting to forge linkages and reporting on

information from the Integrated Development Plan (IDP), Service Delivery and Budget

Implementation Plan (SDBIP), Budget Reform Regulations, In-year Reports, Annual Financial

Statements and Performance Management information of a municipality. It relates to the

Medium Term Strategic Framework particularly through the IDP strategic objectives; the

cross cutting nature of services offered by different spheres of government, municipal service

outcome indicators; and the contextual information as set out in Chapters 3, 4 & 5. It also

provides information on good management practices in Chapter 4; risk management in

Chapter 2; and Supply Chain Management in Chapter 5. It also addresses the Auditor

General’s Report, dealing with financial and performance management arrangements in

Chapter 6. This opens up greater possibilities for financial and non-financial comparisons

between municipalities and improved value for money.

This document must provide information on probity, including anti-corruption strategies;

disclosure of financial interests by officials and councillors; disclosure of grants from external

parties and disclosure of loans and grants by municipalities. The appendices provide more

detail including disaggregated information on municipal wards, and capital projects per ward

among others.

The financial years contained in this template are explained as follows:

Year -1: The previous financial year: 2014/2015

Year 0: The financial year of reporting: 2015/2016

Year 1: The following year, mostly requires future targets: 2016/2017

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY

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CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY

COMPONENT A: MAYOR’S FOREWORD


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MAYOR’S FOREWORD

a. Vision:

A succinct narrative on the direction of travel, key strategic objectives and the major changes that are

being addressed. This is the most important single statement in the Annual Report.

b. Key Policy Developments:

This is based on Strategic alignment to the Provincial Growth and Development Strategy, and the IDP

strategies included in the IDP especially with focus on impact and outcome achieved – bearing in

mind that foreword provides details that should be included in the chapters to follow.

c. Key Service Delivery Improvements:

Comment on the major successes of the year included and provide an indication of challenges

overcome.

d. Public Participation:

Methods and/or processes used to increase public awareness on service availability engage public in

decision making and improve accountability to communities.

e. Future Actions:

Initiatives committed whereby service delivery will be improved over the next few years.

f. Agreements / Partnerships: Announcements on special partnerships initiated.

g. Conclusion: Final thoughts on the year.

(Signed by :) __________________________

Mayor/Executive Mayor

Delete Directive note once comment is completed – The Mayor may wish to make brief mention of

initiatives attempted that were not entirely successful in the interests of accountability and forming a

closer, trusting relationship with the community.

T 1.0.1


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COMPONENT B: EXECUTIVE SUMMARY

1.1. MUNICIPAL MANAGER’S OVERVIEW

MUNICIPAL MANAGER’S OVERVIEW

Delete Directive note once comment is completed - Municipal Manager to provide brief comments

on improvements made to service delivery and ‘mechanisms’ or initiatives’ initiated during the year to

improve overall efficiency and effectiveness of municipal activities. Provide specific references with

regard to: (i) the alignment of services to IDP indicators and Council priorities; (ii) service delivery

performance; (iii) financial sustainability as represented by the financial health ratios; (iv) the efforts

the municipality is making to conserve power and water in its offices and other facilities to compliment

the conservation measures its residents are being requested to adopt in their own housekeeping; and

(v) provide details of administrative policies made during the year reflecting the pressures from the

world recession that impact on everyone (e.g. restrictions on conferences and other events outside

your municipality and the use of meeting accommodation other than your municipality’s own venues).

Please describe any shared service arrangements (e.g. sharing ICT; payroll, billing, revenue

collection; or internal audit) your municipality has entered into with other municipalities (or other

organisations). Give the reasons and the effects. The Municipal Manager to briefly describe changes

resulting from demarcation process and assignment of functions to the municipality, if any.

T 1.1.1

1.2. MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW

INTRODUCTION TO BACKGROUND DATA

The data contained in this section is extracted from the 2011 Census figures of StatsSA. In addition,

data obtained from the Mpumalanga Department of Finance’s economic development division as well

as data collected by the Municipality has also been used to provide the statistical data. Wherever

possible, comparative data has been provided in respect of contributions made by the Municipality

towards satisfying the basic requirements for water, sanitation, electricity, solid waste removal,

housing, local economic development, roads, stormwater and town planning.


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T 1.2.1

Population Details

Population '000

Age 1996 2001 *2011

Male Female Total Male Female Total Male Female Total

Age: 0 - 4 4,291 4,484 8,775 5,267 5,396 10,663 6,003 5,985 11,988

Age: 5 - 9 4,919 4,783 9,702 5,361 5,451 10,812 5,275 5,270 10,545

Age: 10 - 14 5,061 5,091 10,152 5,961 5,700 11,661 5,329 5,169 10,498

Age: 15 - 19 4,743 4,738 9,481 5,775 5,921 11,696 5,549 5,524 11,073

Age: 20 - 24 4,389 4,499 8,888 4,489 4,652 9,141 6,227 5,374 11,601

Age: 25 - 29 4,006 4,001 8,007 4,495 4,562 9,057 5,531 5,296 10,827

Age:30 - 34 3,652 3,666 7,318 3,856 3,960 7,816 4,436 4,184 8,620

Age: 35 - 39 3,271 3,074 6,345 3,453 3,714 7,167 3,879 3,902 7,781

Age: 40 - 44 2,466 2,498 4,964 3,213 3,187 6,400 3,343 3,432 6,775

Age: 45 - 49 2,015 1,901 3,916 2,464 2,505 4,969 2,961 3,439 6,400

Age: 50 - 54 1,545 1,543 3,088 2,018 1,977 3,995 2,669 2,915 5,584

Age: 55 - 59 1,184 1,289 2,473 1,417 1,548 2,965 2,315 2,233 4,548

Age: 60 - 64 798 1,057 1,855 1,118 1,384 2,502 1,497 1,743 3,240

Age: 65 - 69 688 868 1,556 627 959 1,586 988 1,246 2,234

Age: 70 - 74 422 510 932 526 764 1,290 627 977 1,604

Age: 75 - 79 327 406 733 278 412 690 335 605 940

Age: 80 - 84 134 232 366 189 325 514 229 373 602

Age: 85+ 91 172 263 119 220 339 156 252 408

TOTAL 44,002 44,812 88,814 50,626 52,637 103,263 57,349 57,919 115,268

*Source: Statistics SA T 1.2.2


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T1.2.3

Socio Economic Status Year Housing

Backlog (Informal

dwellings)

Unemployment Rate

Poverty Rate Informal Sector Employment

*HIV/AIDS Prevalence

Illiterate people 20+

years no schooling

2014/2015 23,9% 25,9% 33,5% 16,8% 32,5% 11,2%

2015/2016 23,9% 25,9% 28,8% 16,8% 47,4% 11,2%

*HIV prevalence rate - survey (pregnant women attending antenatal clinic 15-49 years old) T 1.2.4


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T 1.2.5

*Overview of Neighbourhoods within Lekwa Local Municipality

Settlement Type Households Population

Towns

Standerton 11936 44966

Morgenzon 376 1893

Sub-Total 12312 46859

Townships


15

Sakhile 11987 40418

Sivukile 1722 5754

Thuthukani 893 2664

Thuthuka 29 67

Sub-Total 14631 48903

Rural settlements

Lekwa Non-urban 4127 20901

Sub-Total 4127 20901

Informal settlements

Mandela Camp 417 834

Sisulu Camp 33 82

Welamlambo Camp 126 630

C Camp 45 67

Mahala Park 76 114

Slovo Camp 142 497

Shivovo Camp 300 900

Enkanini Camp 164 574

Taxi Rank 80 280

Stand 3995 40 140

TLC Camp 62 248

Farm adjacent Sakhile 150 900

Enkanini Sivukile 42 126

Sub-Total 1677 5392

Total 31070 116663

*Key Stats 2011: Stats SA T 1.2.6


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Natural Resources

Major Natural Resource Relevance to Community

Grootdraai Dam 10th largest dam in South Africa. Can contribute significantly to tourism development which can create job opportunities

Municipal and state-owned land Land availability for economic development

T 1.2.7

COMMENT ON BACKGROUND DATA:

Noting the above socio-economic factors, Lekwa must find ways to improve the impact it has on the

local community. Key challenges facing Lekwa are the following:

(a) a high proportion of population aged 0-34 years (youth)

(b) an increase in the number of informal dwellings

(c) high inequality and low economic growth with dependence on a few industries

In order to address these challenges, the following will be critical:

Resources must be channelled to youth development, with key focus on skills development and job

creation, through a clear strategy that will include all designated groups within Lekwa, targeting youth,

women and people with disabilities. Equally important is the attracting of new businesses through an

investment strategy and active LED forum and strategic private sector partnerships. Through the

identification of key industries and sectors that can drive the economy sustainably into the future, the

role of tourism, manufacturing, trade, agriculture and mining will be critical.

T 1.2.8

1.3. SERVICE DELIVERY OVERVIEW

SERVICE DELIVERY INTRODUCTION


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Delete Directive note once comment is completed - Provide a brief introduction to basic service

delivery achievements and challenges including a brief specific comment on service delivery to

indigents.

T 1.3.1

2012/2013 2013/2014 2014/2015 2015/2016

Electricity service connections 89% 89% 92% 89%

Water - available within 200 m from dwelling 90% 98% 92% 98%

Sanitation - Households with at leats VIP service 86% 95% 88% 96%

Waste collection - kerbside collection once a week 83% 76% 77% 79%

Proportion of Households with minimum level of Basic services


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T 1.3.2

COMMENT ON ACCESS TO BASIC SERVICES:

Delete Directive note once comment is completed - Explain the shortfalls in service contained in

the diagram above.

T 1.3.


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1.4. FINANCIAL HEALTH OVERVIEW

FINANCIAL OVERVIEW

Delete Directive note once comment is completed - Provide a brief introduction on the financial

sustainability of the municipality commenting on key successes and outcomes in Year 0 (Current Year)

and those things that were challenging and required rectification – state how such challenges are

being addressed. Comment also on the financial health of the municipality as derived from the financial

ratios in Chapter 5.

T 1.4.1

Financial Overview: 2015/2016

R' 000

Details Original budget Adjustment Budget Actual

Income:

Grants 200 205 203

Taxes, Levies and tariffs 345 355 365

Other 100 80 78

Sub Total 645 640 646

Less: Expenditure 644 640 645

Net Total* 1 0 1

* Note: surplus/(deficit)

T 1.4.2


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2015/2016 Operating Ratios

Detail %

Employee Cost

Repairs & Maintenance

Finance Charges & Impairment

T 1.4.3

COMMENT ON OPERATING RATIOS:

Delete Directive note once comment is completed - Explain variances from expected norms:

‘Employee Costs’ expected to be approximately 30% to total operating cost; ‘Repairs and

maintenance’ 20%; Finance Charges and Impairment 10%.

T 1.4.3

Total Capital Expenditure: 2013/14 - 2015/16

R'000

Detail 2013/2014 2014/2015 2015/2016

Original Budget 400 480 508

Adjustment Budget 450 475 520

Actual 28.6 27.19 28.24

T 1.4.4


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0

100

200

300

400

500

600

Year -2 Year -1 Year 0

Total Capital Expenditure

Original Budget Adjustment Budget Actual

T 1.4.5

COMMENT ON CAPITAL EXPENDITURE:

Delete Directive note once comment is completed – Explain variations between Actual and the

Original and Adjustment Budgets.

T 1.4.5.1


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1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW

ORGANISATIONAL DEVELOPMENT PERFORMANCE

The Human Resource profile of the municipality is to some extent reflective of the local community and

the country. The human resource management of the municipality comprises of activities relating to

the rendering of a comprehensive human resource management function to Council by ensuring an

efficient personnel administration system, recruitment and selection, sound labour relations, human

resources development, implementation of affirmative action measures, occupational health and safety

of employees and compliance with all relevant labour legislation.

T 1.5.1

1.6. AUDITOR GENERAL REPORT

AUDITOR GENERAL REPORT: 2015/2016 FINANCIAL YEAR

The audit opinion has remained unchanged as an unqualified audit outcome received for the

2015/2016 financial year. The auditor’s opinion was that the annual financial statements present fairly,

in all material respects, the financial position of the Lekwa Local municipality as at 30 June 2016 and

its financial performance and cash flows for the year ended, in accordance with SA Standards of

GRAP and the requirements of the MFMA and DoRA.

Maintaining of the audit outcome indicates that more work be done to put adequate systems of internal

controls in place with a clear commitment to work at ensuring that the Municipality remains financially

sound. To improve further over the next year, a clear action plan be put in place to progress from the

current outcome to a clean audit.

T 1.6.1


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1.7. STATUTORY ANNUAL REPORT PROCESS

No. Activity Timeframe

1 Implementation and monitoring of approved Budget and IDP commences (In-

year financial reporting). Quarterly

2 Finalise the 4th quarter Report for previous financial year July

3 Municipal entities submit draft annual reports to MM N/A

4

Consideration of next financial year’s Budget and IDP process plan. Except for

the legislative content, the process plan should confirm in-year reporting

formats to ensure that reporting and monitoring feeds seamlessly into the

Annual Report process at the end of the Budget/IDP implementation period

August

5 Submit draft 2015/2016 Annual Report to Internal Audit

6 Audit/Performance committee considers draft Annual Report of municipality

and entities (where relevant)

7 Mayor tables the unaudited Annual Report

8 Municipality submits draft Annual Report including consolidated annual

financial statements and performance report to Auditor General

9 Annual Performance Report as submitted to Auditor General to be provided as

input to the IDP Analysis Phase

10 Auditor General audits Annual Report including consolidated Annual Financial

Statements and Performance data September -

November

11 Municipalities receive and start to address the Auditor General’s comments

December

12 Mayor tables Annual Report and audited Financial Statements to Council

complete with the Auditor- General’s Report January

13 Audited Annual Report is made public and representation is invited

14 Oversight Committee assesses Annual Report February -

March 15 Council adopts Oversight report

16 Oversight report is made public


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17 Oversight report is submitted to relevant provincial councils

April 18

Commencement of draft Budget/ IDP finalisation for next financial year. Annual

Report and Oversight Reports to be used as input into next planning phase

T 1.7.1

COMMENT ON THE ANNUAL REPORT PROCESS:

Adherence to the above timelines is imperative in ensuring the achievement the above deadlines in

preparing the Annual Report closer to the end of a specific financial year. This is critical towards

providing inputs and a reflection on the next cycle of budgeting processes. The alignment between the

IDP, Budget and the Performance Management System for reporting against predetermined objectives

as dealt with at item 1 or the schedule. Explain any failures to achieve the above timescales.

T 1.7.1.1

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | CHAPTER 2 – GOVERNANCE

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CHAPTER 2 – GOVERNANCE

INTRODUCTION TO GOVERNANCE

Delete Directive note once comment is completed - Provide brief introduction to the nature of

governance and the relationship between the four components in this Chapter.

T 2.0.1

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO POLITICAL AND ADMINISTRATIVE GOVERNANCE

Note: The Constitution section 151 (3) states that the council of a municipality has the right to govern on its own

initiative, the local government affairs of the local community.

Delete Directive note once comment is completed - Provide brief introduction to Political and

Administrative governance at your municipality.

T 2.1.0

2.1 POLITICAL GOVERNANCE

INTRODUCTION TO POLITICAL GOVERNANCE

Note: MFMA section 52 (a): The Mayor must provide general political guidance over the fiscal and financial affairs

of the municipality

Delete Directive note once comment is completed - Provide brief introduction to Political

governance at your municipality, particularly the key committees, how the political system works at the

top. State whether there is an Audit Committee attached to your municipality that provides opinions

and recommendations on financial processes and performance and provides comments to the

Oversight Committee (or some other stated committee) on the Annual Report. State whether your

municipality has established an Oversight Committee, comprised of non-executive councillors, with the

specific purpose of providing your Council with comments and recommendations on the Annual

Report. Confirm that the Oversight Committee report will be published separately in accordance with

MFMA guidance.

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 2 – GOVERNANCE 26

POLITICAL STRUCTURE

EXECUTIVE MAYOR

(LINDOKUHLE BLESSING ROBERT DHLAMINI)

SPEAKER

(HARRIET MAKHOSAZANA KHOTA)

CHIEF WHIP

(VALENCIA THOKOZILE MALINGA)


T 2.1.1

COUNCILLORS

Delete Directive note once comment is completed - Provide a brief paragraph on the Councilors,

indicating the total number of Councilors and making a distinction between ward councilors and those

appointed on a proportional basis. Refer to Appendix A where a full list of Councilors can be found

(including committee allocations and attendance at council meetings).

Also refer to Appendix B which sets out committees and committee purposes.

T 2.1.2

POLITICAL DECISION-TAKING

Delete Directive note once comment is completed – Explain how political decisions are taken and

provide the percentage of Council Resolutions implemented against the number of decisions taken.

List those not implemented and indicate why not.

T 2.1.3

MEMBERS OF THE MAYORAL COMMITTEE

MARIA MANKOMO NTULI BUSI SEKHONDE

MMC: Technical Services and MMC: Corporate Services and

Development and Planning Community Services and Safety


2.2 ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO ADMINISTRATIVE GOVERNANCE

Note: MFMA section 60 (b): The Municipal Manager of a municipality is the accounting officer of the municipality

for the purposes of this Act and must provide guidance on compliance with this Act to political structures; political

office bearers, and officials of the municipality and any entity under the sole or shared control of the municipality.

Delete Directive note once comment is completed – Comment as appropriate e.g. more general

explanations than can be given in the table set out below concerning the roles of Municipal Manager,

Deputy Municipal Managers and Executive Directors. Explain how they work together corporately in

their thematic and service group roles to make the greatest impact on service delivery. Explain any

major structural changes made or structural reviews commenced during the year.

T 2.2.1

Municipal

Manager

Morgenzon Satellite

Office; Risk; Internal

Audit; PMS

Executive Manager

Corporate Services

Chief Financial Officer

Executive Manager

Technical Services

Executive Manager

Community

Services & Safety

Executive Manager

Development &

Planning

Key Performance Areas o Legal

Services o Secretariat

Services o Human

Resources o Intergovernm

ental Relations

o Communications

o Information Technology

o Political Offices

Key Performance Areas

o Budget &

Financial Reporting

o Income o Expenditure o Debt

Collection o Supply

Chain


o Electricity o Water &

Sanitation o Roads &

Works o Project

Management Unit

Key Performance Areas o Traffic Law

Enforcement & Safety

o Licensing o Fire and

Disaster Management

o Parks, Environment, Sport,

o Recreation, Arts & Culture

o Environmental Health Services

o Libraries


o Land

Development & Town Planning

o Human Settlement

o Local Economic Development (LED)

o Integrated Development Planning (IDP)


TIER 1

MUNICIPAL MANAGER

Employment term

Performance Contract Term

TIER 2

TOP ADMINISTRATIVE STRUCTURE

LINDA BERNARD TSHABALALA

1 August 2012 – 31 July 2017

1 July 2015 – 30 June 2016

EXECUTIVE MANAGER: DEVELOPMENT AND

PLANNING

Employment Contract Term


EXECUTIVE MANAGER: CORPORATE SERVICES



EXECUTIVE MANAGER: COMMUNITY SERVICES

AND SAFETY



EXECUTIVE MANAGER: TECHNICAL SERVICES



CHIEF FINANCIAL OFFICER



SEBOTE THABITHA MATLADI

2 September 2013 – 31 August 2018

1 July 2015 – 30 June 2016

SOLOMON SIPHO NKOSI

2 January 2014 – 31 December 2019

1 July 2015 – 30 June 2016

MAKHAZASI ELINACIA RADEBE

1 January 2015 – 31 December 2020

1 July 2015 – 30 June 2016

MAKGOADI HERBERT SHAI

17 June 2015 – 15 June 2018

1 July 2015 – 30 June 2016

REUBEN ATTIE MORRIS

1 July 2015 – 30 June 2018

1 July 2015 – 30 June 2016


COMPONENT B: INTERGOVERNMENTAL RELATIONS

INTRODUCTION TO CO-OPERATIVE GOVERNANCE AND INTERGOVERNMENTAL RELATIONS

Note: MSA section 3 requires that municipalities exercise their executive and legislative authority within the

constitutional system of co-operative governance envisage in the Constitution section 41.

Delete Directive note once comment is completed - Provide a brief overview of co-operative

governance and intergovernmental relations for your municipality. Explain the various contributions to

service delivery offered by those involved.

T 2.3.0

2.3 INTERGOVERNMENTAL RELATIONS

NATIONAL INTERGOVERNMENTAL STRUCTURES

Delete Directive note once comment is completed - Explain the participation of your municipality in

National Forums and the benefit derived from these forums.

T 2.3.1

PROVINCIAL INTERGOVERNMENTAL STRUCTURE

Delete Directive note once comment is completed - Describe meetings attended by your

municipality to progress issues of mutual interest with neighboring municipalities, provincial

government and national government to address policy and practice matters. Explain the value

obtained from these activities in year 0.

T 2.3.2

RELATIONSHIPS WITH MUNICIPAL ENTITITIES

Delete Directive note once comment is complete – Explain how your municipal entities take

decisions at the top and how they are held accountable to your municipality and your citizens for the

quantity, quality and value for money of the services they deliver. Refer to policy development,


coordination and monitoring arrangements used to support your entities. A complete list of entities and

delegated functions should be set out in Appendix D.

T 2.3.3

DISTRICT INTERGOVERNMENTAL STRUCTURES

Delete Directive note once comment is completed - Explain the mechanisms by which relationships

between municipalities within your Municipal District are conducted and specifically how your

municipality benefits from these arrangements – for district and local municipalities

T 2.3.4

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | CHAPTER 2 – GOVERNANCE

32

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION

OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION

Note: MSA section 17 (2): requires a municipality to establish and organise its administration to facilitate a culture

of accountability amongst its staff. Section 16 (1): states that a municipality must develop a system of municipal

governance that compliments formal representative governance with a system of participatory governance.

Section 18 (a) - (d): requires a municipality to supply its community with information concerning municipal

governance, management and development.

Delete Directive note once comment is completed - Provide a brief comment on how your

municipality carries out these responsibilities, improvements made during the year and benefits

derived from these activities during the year.

T 2.4.0

2.4 PUBLIC MEETINGS

COMMUNICATION, PARTICIPATION AND FORUMS

Delete Directive note once comment is completed - Include brief examples of public

communication and participatory initiatives employed by your municipality. Ensure that the reader

understands that consultation takes place throughout the year on various issues including matters

raised by members of the community. Make specific reference to the IDP/Budget and Performance

Management Representative forums, timing of meetings, approximate numbers attending, the purpose

of the meetings and the groups usually represented at each meeting. Indicate methods used to

improve the efficiency and effectiveness of these forums. Explain the use of municipal websites and

opinion surveys as referred to later in this chapter.

T 2.4.1


WARD COMMITTEES

Delete Directive note once comment is completed - Set out the key purposes of ward committees,

the major issues that the ward committee system has dealt with during the year. Refer to Appendix E

which contains further details on ward committee governance and to Appendix F that contains

performance data on a ward by ward basis.

T 2.4.2

Nature and purpose of meetingDate of

events

Number of

Participating

Municipal

Councillors

Number of

Participating

Municipal

Administrators

Number of

Community

members

attending

Issue

addressed

(Yes/No)

Dates and manner of

feedback given to community

T 2.4.3

Public Meetings

COMMENT ON THE EFFECTIVENESS OF THE PUBLIC MEETINGS HELD:

Delete Directive note once comment is completed – Set out the key benefits for the municipality

and the public from the above mentioned meetings.

T 2.4.3.1


2.5 IDP PARTICIPATION AND ALIGNMENT

IDP Participation and Alignment Criteria* Yes/No

Does the municipality have impact, outcome, input, output indicators? Yes

Does the IDP have priorities, objectives, KPIs, development strategies? Yes

Does the IDP have multi-year targets? No

Are the above aligned and can they calculate into a score? Yes

Does the budget align directly to the KPIs in the strategic plan? No

Do the IDP KPIs align to the Section 57 Managers Yes

Do the IDP KPIs lead to functional area KPIs as per the SDBIP? Yes

Do the IDP KPIs align with the provincial KPIs on the 12 Outcomes Partially

Were the indicators communicated to the public? Yes

Were the four quarter aligned reports submitted within stipulated time frames? Yes

* Section 26 Municipal Systems Act 2000

T 2.5.1

COMPONENT D: CORPORATE GOVERNANCE

OVERVIEW OF CORPORATE GOVERNANCE

Delete Directive note once comment is completed - Please explain in brief the scope of corporate

governance.

T 2.6.0

2.6 RISK MANAGEMENT

RISK MANAGEMENT

Note: MFMA section 62 (i) (c) requires a municipality to have and maintain an effective, efficient and transparent

system of risk management.


Delete Directive note once comment is completed – Explain briefly the need for risk management

(See MFMA section 62 (1) (c) (i)); explain the service department role; and state the top five risks to

the municipality.

0

1

2

3

4

5MaximumRisk

High Risk

MediumRisk


Risk Magnitude No of Risk per Magnitude Percentage

Maximum 4 44%

High Risk 5 56%

Medium Risk 0 0%

Low Risk 0 0%

Minimum Risk 0 0%

Total number of Risk identified 9 100%

Risk management activities and risk strategy

The 2015/2016 risk assessment was conducted during June 2015 in preparation for its implementation

for the year under review. The risk assessment was informed by the approved IDP and its related

strategic objectives. After numerous engagements, the Risk Management Committee recommended

the Risk Register for approval to the Municipal Manager and was signed off by the MM on 2015-09-18.

The top maximum risks that were identified during the 2015/2016 risk assessment were the following:

STRATEGIC RISK

NO.

IDP STRATEGIC

OBJECTIVE

RISK AREA RESIDUAL RISK

RATING

SR4 Effective Leadership,

Good Governance and

Public Participation

Insufficient measures to

alleviate poverty

25

SR6 Financial Sustainability Poor revenue collection 20

SR8 Creation of a linked

ecological open space

and environmental

sustainability

Non-compliance with the

Environmental Act

20

SR9 Establishment of efficient

access and integrated

mobility

Inadequate transport

network/nodes

25


Through the risk assessment exercise covering all sections of Lekwa Local Municipality, it was

discovered that risks classified as maximum, made up four of the risks constituting 44%, 5 high risk

areas comprising 56%, with no medium and other risk areas. Risk has prioritized and with the

assistance of the Risk Management Committee, management was able to pay additional attention to

these risks as they fall within the unacceptable risk appetite of the Municipality, which is at a level that

is not to be tolerated.

The Internal Audit Unit will continue to use its professional judgment when evaluating the system of

internal controls for identified risks to ensure that such controls are effectively implemented.

T 2.6.1

2.7 ANTI-CORRUPTION AND FRAUD

FRAUD AND ANTI-CORRUPTION STRATEGY

The primary responsibility for preventing and detecting fraud rests with management and those

charged with governance. The MFMA and its regulations clearly stipulate that matters such as

incurring unauthorised, irregular as well as fruitless and wasteful expenditure; the possible abuse of

the SCM system (including fraud and improper conduct); and allegations of financial misconduct

should be investigated and that disciplinary steps should be taken based on the results of the

investigations.

The fraud prevention plan and awareness strategy, private work and declaration of interest policy and

the whistle blowing policy was reviewed on 2015-07-15 by the Audit Committee after it was duly

considered by the Risk Management Committee. As part of the anti-fraud and anti-corruption

awareness raising campaign, 2 such workshops were held to raise awareness among employees on

matters relating to fraud and corruption.

T 2.7.1


2.8 SUPPLY CHAIN MANAGEMENT

OVERVIEW SUPPLY CHAIN MANAGEMENT

Note: MFMA section 110 - 119; SCM Regulations 2005; and relevant MFMA circulars set out required

processes and guidance manuals to help ensure that SCM arrangements provide appropriate goods

and services, offer best value for money and minimize the opportunities for fraud and corruption.

Delete Directive note once comment is completed - Provide a brief narrative on the SCM policies

and processes, and indicate improvements contributing to effective service delivery. Also indicate

challenges experienced to attain the standards set out in Section 112 of the MFMA (see SCM

Implementation checklist MFMA Circular 40). Refer to information on long term contracts which is set

out in Appendix H. Explain remedial action being taken to address these shortfalls. Refer to further

comments set out under the Financial Performance – Chapter 5, Component D.

T 2.8.1

2.9 BY-LAWS

By-laws Introduced during 2015/2016

Newly Developed Revised Public Participation Conducted Prior to Adoption of By-Laws

(Yes/No)

By-Laws Gazetted* (Yes/No)

Property rates, Tariffs and Credit Control and debt Collection By-law

Developed and adopted by Council on 2015-10-29

Notices in local newspaper of record and on municipal website

No

COMMENT ON BY-LAWS:

Note: MSA 2000 s11 (3) (m) provides municipal councils with the legislative authority to pass and

implement by-laws for the betterment of the community within the terms of the legislation.


Delete Directive note once comment is completed - Indicate the nature of the public participation

that was conducted and on how the new by-laws will be enforced.

T 2.9.1.1

2.10 WEBSITES

Municipal Website: Content and Currency of Material

Documents published on the Municipality's / Entity's Website Yes / No

2015/2016 annual and adjustments budgets and all budget-related documents Yes

2016/2017 annual and adjustments budgets and all budget-related documents Yes

All current budget-related policies Yes

The previous annual report 2014/2015 Yes

The 2015/2016 Annual Report To be

published

2015/2016 performance agreements required in terms of section 57(1)(b) of the Municipal Systems Act and resulting scorecards Yes

All service delivery agreements 2015/2016 No

All long-term borrowing contracts (Year 0) N/A

All supply chain management contracts above a prescribed value for 2015/2016 No

An information statement containing a list of assets over a prescribed value that have been disposed of in terms of section 14 (2) or (4) during Year 1 No

Contracts agreed in 2015/2016 to which subsection (1) of section 33 apply, subject to subsection (3) of that section No

Public-private partnership agreements referred to in section 120 made in 2015/2016 N/A

All quarterly reports tabled in the council in terms of section 52 (d) during 2015/2016 No

Note: MFMA s75 sets out the information that a municipality must include in its website as detailed above. Municipalities are, of course encouraged to use their websites more extensively than this to keep their community and stakeholders abreast of service delivery arrangements and municipal developments.


COMMENT MUNICIPAL WEBSITE CONTENT AND ACCESS:

The municipal website is updated as and when information is received or when important

announcements and notices must be placed no the website. The website underwent some upgrades

to make it more user friendly.

T 2.10.1.1

2.11 PUBLIC SATISFACTION ON MUNICIPAL SERVICES

PUBLIC SATISFCATION LEVELS

Delete Directive note once comment is completed - Provide a brief overview of public satisfaction

with municipal service delivery.

T 2.11.1

Subject matter of survey Survey method Survey

date

No. of people

included in

survey

Survey results indicating

satisfaction or better

(%)*

Overall satisfaction with:

(a) Municipality

(b) Municipal Service Delivery

(c) Mayor

Satisfaction with:

(a) Refuse Collection

(b) Road Maintenance

(c) Electricity Supply

(d) Water Supply

(e) Information supplied by

municipality to the public

(f) Opportunities for consultation

on municipal affairs

T 2.11.2

Satisfaction Surveys Undertaken during: Year -1 and Year 0

* The percentage indicates the proportion of those surveyed that believed that relevant

performance was at least satisfactory

Concerning T 2.11.2:


Delete Note once table T 2.11.2 is complete - It is not intended that municipalities should necessarily

commission new surveys to complete the above table (T 2.11.2). This material should be obtained

from existing surveys undertaken during year -1 and year 0 and by analysing complaints and other

service feedback. The services specified in the table (a. Refuse; b. Road Maintenance; c. Electricity; d.

Water) are provided for illustration only. Although they are key services and should be included if data

is available, other services should be included too where data exists. Where future questionnaires are

planned then municipalities should have regard to national priorities; demographic variations; and

poverty.

T 2.11.2.1

COMMENT ON SATISFACTION LEVELS:

Delete Directive note once comment is completed – Indicate the efforts that were made to improve

satisfaction levels and to communicate successfully with the public on key issues of service delivery. It

is not intended that municipalities should commission new surveys to complete the above table

(T2.11.2). This material should be obtained from existing survey undertaken during year -1 and year 0

and by analyzing complaints and other service feedback. The services specified in the table (a.

Refuse; b. Road Maintenance; c. Electricity; d. Water) are provided for illustration only. Although they

are key services and should be included if data is available, other services should be included too

where data exists.

T 2.11.2.2

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)

42

CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE

REPORT PART I)

INTRODUCTION

Delete Directive note once comment is completed - Provide an overview of the key service

achievements of the municipality that came to fruition during year 0 in terms of the deliverables

achieved compared to the key performance objectives and indicators in the IDP. It is important to give

a multi-year strategic overview on achievement. Give particular attention to your key priorities for

development and where applicable and relevant to your municipality’s priorities refer to basic services,

local economic development health and security and safety services. Provide a brief overview on the

contribution of municipal entities to service delivery. Refer to the functions of the municipality and its

entities (if any) included at Appendix D and the performance table for the Municipal Entities included

at Appendix I. Provide a brief reference to service delivery performance at ward level included at

Appendix F. Kindly also provide a narrative providing information on the staff critical to service

delivery and shortage thereof to accompany an employee table related to a service. Municpalities

should report for employees where cost centers are allocated.

As you go through this Chapter, comment on the contributions made by municipal entities and the

support given to informal settlements, as appropriate.

T 3.0.1

COMPONENT A: BASIC SERVICES

This component includes: water; waste water (sanitation); electricity; waste management; and housing

services; and a summary of free basic services.

INTRODUCTION TO BASIC SERVICES

The 2015/2016 financial year saw some further progress being made towards meeting service delivery

objectives, with a number of projects undertaken on water, sanitation and electricity provision. There

has however also been severe pressure on existing infrastructure as most of the bulk infrastructure is

functioning at beyond its maximum capacity with the expansion of especially residential developments

without an equivalent upgrade and regular maintenance of such infrastructure over the past few years.

To this end, concerted efforts were made to address bulk infrastructure challenges through the gradual

upgrade and refurbishment of water, sanitation and electricity infrastructure.

The Municipality does not have any entities under its management. The functions of the Municipality

are included in Appendix D.

The pressing need to meet basic service provisioning standards remained a challenge. The policy

objectives as outlined in this Chapter is based on the service delivery targets set for the 2015/2016

financial year, with indicated achievement levels against set targets. This was done in accordance

with the approved 2015/2016 Institutional SDBIP. The achievements as outlined provide additional

operational information as well as information that is in line information contained in the Annual

Performance Report (APR) as prepared in terms of section 46 of the MSA which was submitted to the

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)

43

Auditor-General for auditing. Full details on the audited APR, is contained and reflected on in detail in

Component K dealing with organisational performance.

T 3.1.0


44

3.1. WATER PROVISION

INTRODUCTION TO WATER PROVISION

GSDM together with COGTA has identified a very urgent need to reduce water losses and improve

operation and water use efficiency levels in Standerton as not only a way to delay and provide

sufficient time for the planning and development of the next augmentation scheme for the area, but

also because preliminary studies undertaken on the upgrading of the bulk water infrastructure and

replacement of AC pipes opportunities in the scheme identified that there is a business case for

upgrading the bulk water infrastructure, reconfiguring the water supply network by installing dedicated

bulk pipelines from Standerton WTW to the service reservoirs as well as replacing the AC pipes which

are contributing to the high leakage. In addition the condition of the reservoirs was found to be poor

and in need of refurbishment due to the high numbers of water leakages. This also includes the control

of the overflow from these reservoirs in order to improve operating efficiency of the water supply

system.

The situation assessment study identified the following issues

• The existing configuration of the Standerton water supply system is affecting the efficient and

equitable supply of water to the low pressure supply areas.

• In addition because the bulk pumping mains from the Standerton Water Treatment Works to the 3

reservoir sites are connected to the water reticulation network which supplies the old Standerton town,

the reservoirs are not filling up during peak periods. As a result the new areas which are connected to

the reservoirs and are only supplied from the reservoirs do not always get water during peak periods

and when the reservoirs are low.

• It was identified that the condition of the rising mains to the Concor Reservoir, Round Reservoirs and

the Kieser Street reservoirs are old and AC. The poor condition of the infrastructure is affecting the

quality of supply to the system.

• The field assessment conducted identified that the reservoirs at new Standerskop and Kieser Street

were leaking badly. The water supply system is therefore losing a lot of water. There is a risk of the

reservoirs not being operational and reducing the storage capacity of the Standerton water supply

system.

The Morgenzon Water Treatment Plant needs to be refurbished, but there is currently no budget

available for its refurbishment. The capacity of the Morgenzon Water Treatment plant is currently

adequate for this community’s water supply needs. There is only one reservoir at Morgenzon that

supply water to ward 14.


45

There is a backlog on the supply of piped water in the rural wards 9, 12, and 13 and sufficient budget

was not available to address the backlogs. 40 boreholes were installed in the rural areas during the

year under review. Other rural areas are provided with water on an ongoing basis using water tankers.

The Municipality is the Water Services Authority and it did not have contracts with any water services

providers during 2015/16. The Municipality depends on grants for the extension and provision of water

services, but such funds are not adequate in addressing all backlogs.

T 3.1.1

Agriculture Forestry Industrial DomesticUnaccountable water

losses

Year -1 50 40 35 150 10

Year 0 50 44 46 9 11

Total Use of Water by Sector (cubic meters)

T 3.1.2

0

20

40

60

80

100

120

140

160

Agriculture Forestry Industrial Domestic Unaccountable water losses

Cu

bic

met

er

Water use by Sector

Year -1

Year 0

T 3.1.2.1


46

COMMENT ON WATER USE BY SECTOR:

From the 2014/2015 audited AFS there has been a substantial increase in unaccounted water losses

from 61.0% to 94% in the 2015/2016 financial year, as per the audited financial statements. These

losses consist of technical and financial losses.

T 3.1.2.2

Water Service Delivery Levels

Households

Description 2012/2013 2013/2014 2014/2015 2015/2016

Actual Actual Actual Actual

No. No. No. No.

Water: (above min level)

Piped water inside dwelling 17154 17154 17154 17154

Piped water inside yard (but not in dwelling) 10993 10993 10993 11181

Using public tap (within 200m from dwelling ) 1493 1493 1403 1911

Other water supply (within 200m)

Minimum Service Level and Above sub-total 29.64

29.64 29.55

30.25

Minimum Service Level and Above Percentage 95% 95% 95% 96%

Water: (below min level)

Using public tap (more than 200m from dwelling)

Other water supply (more than 200m from dwelling 1493 1493 1403 1403

No water supply

Below Minimum Service Level sub-total 1493 1493 1403 1403

Below Minimum Service Level Percentage 5% 5% 5% 4%

Total number of households* 31133 31133 30953 31649

* - To include informal settlements T 3.1.3

Households - Water Service Delivery Levels below the minimum Households


47

Description 2012/2013 2013/2014 2014/2015 2015/2016

Actual Actual Actual Original Budget

Adjusted Budget

Actual

No. No. No. No. No. No.

Formal Settlements

Total households 31133 31133 30953 30953 31649 31649

Households below minimum service level 1439 1439 1403 1403 1403 1403

Proportion of households below minimum service level 5% 5% 5% 5% 4% 4%

Informal Settlements

Total households 1439 1439 1403 1403 1403 1403 Households at below minimum service level 1439 1439 1403 1403 1403 1403

Proportion of households at below minimum service level 100% 100% 100% 100% 100% 100%

T 3.1.4

* Means access to 25 liters of potable water per day supplied within 200m of a household and with a

minimum flow of 10 liters per minute

# 6,000 liters of potable water supplied per formal connection per month T 3.1.5


48

Proportion of households with

access to water points*

Proportion of households

with access to piped water

Proportion of

households receiving 6

kl free#

2013/2014 29640 31133 3640

2014/2015 29550 32195 2989

2015/2016 30246 32891 3937

T 3.1.5

Access to Water


49

Water Service Policy Objectives Taken From IDP IDP REF NO

Service Objectives Outline Service Targets

2015/2016

Target Actual

Service Indicators *Current Year

(i) (ii) (iii) (iv)

Service Objective xxx

BSD-03 Capital projects implemented on time and within budget

Installation of water services to informal Settlements

Installation of communal stand pipes and Jojo Tanks

Installation of water and sanitation services to targeted informal communities.


Boreholes installed in rural areas

40 Boreholes installed in rural areas


BSD-08 Improve water quality for blue drop status

Blue drop status improved from 34,4% to 44%

100% clean water supply Inspected the reports (internal report 364799-814 and external report 367681-700) from the water quality laboratory which was addressed to the municipality on 04/05/2016 which stated that all the determinants tested for potable water samples for the above mentioned report, met the requirements of the drinking water standards (SANS: 241:2015), however the report did not state the blue drop rating

BSD-09 Reduction in unaccounted water distribution losses

Reduced unaccounted technical water losses within the norm of 10%

Reduce unaccounted water losses within norm of 10%

2%

BSD-10 Sustainable provision of water to all formal households

Households provided with potable water provision

Provide 28146 households with piped water. Reduce water interruptions.

Also inspected a 2013 department of water affairs report.

BSD-11 Sustainable provision of water to households in rural wards

households in rural areas with access to water provision

4394 Households in rural areas with access to water provision

The repair and maintenance of windmills and delivery of water in the rural wards


50

Employees: Water Services

Job Level

2014/2015 2015/2016

Employees Posts Employees Vacancies (fulltime

equivalents)

Vacancies (as a % of

total posts)

No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 1 4 2 2 50%

7 - 9 2 12 12 0 0%

10 - 12 0 0 0 0 #DIV/0!

13 - 15 0 0 0 0 #DIV/0!

16 - 18 27 30 20 14 47%

19 - 20 0 0 0 0 #DIV/0!

Total 31 47 35 16 34%

Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T3.1.7

Year -1

Actual Original Budget Adjustment

Budget

Actual Variance to

Budget

Total Operational Revenue 120 125 100 95 -32%

Expenditure:

Employees 125 244 250 248 2%

Repairs and Maintenance 25 244 250 248 2%

Other 45 244 250 248 2%

Total Operational Expenditure 195 732 750 744 2%

Net Operational Expenditure 75 607 650 649 6%

T 3.1.8

Financial Performance Year 0: Water Services

Details

Year 0

R'000

Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual

and Original Budget by the Actual.


51

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original

budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.1.9

Capital Expenditure Year 0:

Water Services

Capital Projects

R' 000

Year 0

Total project value represents the estimated cost of the project on approval by council (including past

and future expenditure as appropriate.

COMMENT ON WATER SERVICES PERFORMANCE OVERALL:

• Conditional assessments were not done on water infrastructure to inform the routine water

infrastructure maintenance plan and budget. Refer to Infrastructure assessment report done at

yearend.

Delete Directive note once comment is completed – Confirm your year 5 targets set out in the IDP

schedule can be attained within approved budget provision and if not then state how you intend to

rectify the matter. Explain any failure to meet performance targets for the current year. Explain the

priority of the four largest capital projects and explain variances from budget for net operating and

capital expenditure. Also explain any likely variation to the total approved project value (arising from

year 0 and/or previous year actuals, or expected future variations).

T 3.1.10

3.2 WASTE WATER (SANITATION) PROVISION

INTRODUCTION TO SANITATION PROVISION

The Municipality refurbished its Waste Water Treatment Plant at Standerton. The Morgenzon Waste

Water Treatment Plant is not functioning optimally and it needs to be refurbished. It is planned to be

implemented in the 2017/2018 financial year. The Municipality has submitted applications for funding

to the provincial government for the refurbishment of the Morgenzon Waste Water Treatment Plant. In


52

the 2016/2017 financial year the Municipality will further upgrade the Waste Water Treatment Plant,

focusing on the commissioning of the Standerton WWTW.

There is a backlog in the provision of sanitation services in the rural wards (Ward 9,12 and 13).

Every financial year the Municipality sets aside a budget to address the sanitation backlogs, however,

the allocated budget is insufficient to eradicate the backlogs.

T 3.2.1

–

100

200

300

400

500

600

700

800

900

Sanitation/Sewerage: (above minimum level) - Year 1

T 3.2.2


53

Year -3 Year -2 Year -1

Outcome Outcome Outcome Actual

No. No. No. No.

Sanitation/sewerage: (above minimum level)

Flush toilet (connected to sewerage) 942 600 720 930

Flush toilet (with septic tank) 712 952 502 535

Chemical toilet 535 535 511 601

Pit toilet (ventilated) 124 135 103 100

Other toilet provisions (above min.service level) 13 13 15 11

Minimum Service Level and Above sub-total 2,325 2,236 1,851 2,178

Minimum Service Level and Above Percentage 68.9% 59.9% 55.5% 63.1%

Sanitation/sewerage: (below minimum level)

Bucket toilet 502 952 938 720

Other toilet provisions (below min.service level) 535 535 535 535

No toilet provisions 10 11 12 15

Below Minimum Service Level sub-total 1,047 1,498 1,485 1,271

Below Minimum Service Level Percentage 31.1% 40.1% 44.5% 36.9%

Total households 3,372 3,734 3,336 3,449

T 3.2.3*Total number of households including informal settlements

Sanitation Service Delivery Levels

DescriptionYear 0

*Households


54


Actual Actual ActualOriginal

Budget

Adjusted

BudgetActual


Formal Settlements

Total households 100,000 100,000 100,000 100,000 100,000 100,000 Households below minimum service

level 25,000 25,000 25,000 25,000 25,000 25,000 Proportion of households below

minimum service level 25% 25% 25% 25% 25% 25%


Total households 100,000 100,000 100,000 100,000 100,000 100,000

Households ts below minimum service 25,000 25,000 25,000 25,000 25,000 25,000 Proportion of households ts below

minimum service level 25% 25% 25% 25% 25% 25%

Households - Sanitation Service Delivery Levels below the minimum

Year 0

Households

T 3.2.4

Description

69

69.5

70

70.5

71

71.5

72

72.5

Proportion of households with access to sanitation

Access to Sanitation

Year -2

Year -1

Year 0

T 3.2.5


55

IDP Ref. No.

Waste Water (Sanitation) Service Policy Objectives Taken From IDP Service Objectives Outline Service

Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)



Standerton waste water treatment plant upgraded according to approved specifications

Standerton waste water treatment plant with upgraded chlorination room

Obtained and inspected the minutes and progress report for September 2015 and confirmed that the project status provided by the contractors (Ngani Projects and T K Vuwani) stated that The Guard House was 95% completed, the Pump House was 80% completed and the Inlet works was 75% completed. The Contractor was busy fixing the steel and the shutters on the Inlet works, as well as the remedial work on the concrete


Sanitation services installed in rural areas

87 rural sanitation toilets installed



Installation of sanitation services in informal settlements


Installation of water and sanitation services to targeted informal communities

BSD-12 Improved green drop status

green drop status improved from 54% to 64%

Improvement of green drop status

Inspected the department of water affairs green drop rating report for 2013 and confirmed the following: 2009 rating - 75%; 2011 - 63.8%; 2013 - 81.63%

BSD-13 Sustainable provision of sanitation services to households in rural wards

households in rural areas provided with sanitation services

516 Households in rural areas provided with sanitation services via VIP toilets


BSD-14 Provision of formal domestic customers with access to removal of waste water and refuse by means of sewers

Households receiving sanitation services

All formal domestic customers with access to removal of waste water and refuse by means of sewers

28918 formal domestic customers with provision to sewerage services


56

Year -1


equivalents)


total posts)

No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 3 3 3 0 0%

7 - 9 6 8 6 2 25%

10 - 12 7 15 7 8 53%

13 - 15 9 15 9 6 40%

16 - 18 11 21 11 10 48%

19 - 20 18 30 18 12 40%

Total 55 93 55 38 41%

Employees: Sanitation Services

Job Level

Year 0

Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts

must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total

number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by

all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the

accumulated days. T 3.2.7

Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.2.8

Financial Performance Year 0: Sanitation Services R'000

Details

Year 0




57

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original

budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.2.9

Capital Expenditure Year 0: Sanitation Services

R' 000

Capital Projects

Year 0



COMMENT ON SANITATION SERVICES PERFORMANCE OVERALL:

Delete Directive note once comment is completed - Explain the priority of the four largest capital

projects and explain variances from budget for operating and capital expenditure. Confirm your year 5

targets set out in the IDP schedule can be attained within approved budget provision and if not then

state how you intend to rectify the matter. Explain the priority of the four largest capital projects and

explain variances from budget for net operating and capital expenditure. Also explain any likely

variation to the total approved project value (arising from year 0 and/or previous year actuals, or

expected future variations).

T 3.2.10

3.3 ELECTRICITY

INTRODUCTION TO ELECTRICITY

Note: Recent legislation includes the Electricity Amendment Acts 1989; 1994; 1995; and the Electricity

Regulation Act 2006.

Delete Directive note once comment is completed – Provide brief introductory comments on your

strategy for the provision of electricity at household level and the progress being made to redress

service backlogs and achieve the National basic standard for Electricity provision by 2014 (include


58

your top 3 service delivery priorities and the impact you have had on them during the year). Set out

measures taken to improve performance and the major efficiencies achieved by your service during

the year. Discuss the major successes achieved and challenges faced in year 0. Indicate how your

municipality identifies and responds to those communities that are living in poverty and are deficient in

this basic service. Give the name and extent of service provision of any municipal entity(ies)

responsible for rendering Electricity Services within the municipality.

T 3.3.1

–

100

200

300

400

500

600

700

800

900

1,000

Electricity (at least min.service level) Electricity - prepaid (min.service level) Electricity (< min.service level) Electricity - prepaid (< min. service level)

Electricity


T 3.3.2


59

Year -3 Year -2 Year -1 Year 0


No. No. No. No.

Energy: (above minimum level)

Electricity (at least min.service level) 655 547 565 523

Electricity - prepaid (min.service level) 565 587 846 565

Minimum Service Level and Above sub-total 1,220 1,134 1,411 1,088

Minimum Service Level and Above Percentage 52.8% 52.8% 66.3% 62.1%

Energy: (below minimum level)

Electricity (< min.service level) 112 123 124 124

Electricity - prepaid (< min. service level) 955 865 565 487

Other energy sources 24 26 28 54

Below Minimum Service Level sub-total 1,091 1,014 717 664

Below Minimum Service Level Percentage 47.2% 47.2% 33.7% 37.9%

Total number of households 2,310 2,147 2,127 1,753

Electricity Service Delivery Levels

T 3.3.3

Households

Description


Actual Actual ActualOriginal

Budget

Adjusted

BudgetActual


Formal Settlements


Households below minimum service level 25,000 25,000 25,000 25,000 25,000 25,000

Proportion of households below minimum

service level 25% 25% 25% 25% 25% 25%



Households ts below minimum service level 25,000 25,000 25,000 25,000 25,000 25,000

Proportion of households ts below minimum

service level 25% 25% 25% 25% 25% 25%

Households - Electricity Service Delivery Levels below the minimum

Year 0

T 3.3.4

Households

Description


60

IDP Ref. No

Electricity Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Actual


(i) (ii) (vi) (vii)



Electrification of RDP houses in Standerton extension 8

1 Report generated by December 2015 on data collected on electrical equipment containing PBCs

Collecting data in all equipment using oil.

BSD-15 Data collected on all electrical equipment containing Polychlorinated Biphenyls (PBC)

Data collected and report generated by 30 December 2015 on all electrical equipment containing Polychlorinated Biphenyls (PBC)

100 street lights and highmast lights maintained and repaired

451 street lights and 65 highmast has been repaired.

BSD-16 Maintenance and repairs of street and high mast lights

Number of street lights and high mast maintained and repaired

40% of the network audited electrical network has been audited and findings: 45 kiosk’s and cubicles has been vandalised and damaged, it need replacement. 11 kv overhead farm lines need replacement and to be fully refurbished.

BSD-17 Electrical network audit conducted

Conduct audit on the network infrastructure

40% of electrical network reasonably maintained

3 x 33/11 kv transformers maintained in substation B and C respectively. All electrical protection system maintained and tested.

BSD-18 Maintenance of network equipment

Maintenance of substations, mini-substations and power lines

20% of aging and stolen electrical equipment to be replaced

CA-mini substation has been replaced, Ext-2 between Q, T and S 11kv cable has been replaced, 315kva faulty transformers has been replaced in Sakhile, 11kv poles, disks has been replaced in farm lines

BSD-19 Electrical Network refurbished Replace all aging and vandalised electrical equipment

20% of aging and stolen electrical equipment to be replaced



61

Employees: Electricity Services

Job Level

2014/2015 2015/2016


equivalents)

Vacancies (as a % of total

posts)

No. No. No. No. %

0 - 3 2 3 3 0 0%

4 - 6 3 2 1 1 50%

7 - 9 10 14 13 1 7%

10 - 12 0 0 0 0 #DIV/0!

13 - 15 0 0 0 0 #DIV/0!

16 - 18 31 34 33 1 3%

19 - 20 0 0 0 0 #DIV/0!

Total 46 53 50 3 6%

Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.3.6

Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.3.7

Financial Performance Year 0: Electricity Services R'000

Details

Year 0




62

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original

budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.3.8

Capital Expenditure Year 0: Electricity Services

R' 000

Capital Projects

Year 0



COMMENT ON ELECTRICITY SERVICES PERFORMANCE OVERALL:

Delete Directive note once comment is completed – Explain the priority of the four largest capital



state how you intend to rectify the matter. Explain the performance on agreements reached with

ESKOM if not already covered. Explain the priority of the four largest capital projects and explain

variances from budget for net operating and capital expenditure. Also explain any likely variation to the

total approved project value (arising from year 0 and/or previous year actuals, or expected future

variations).

T 3.3.9

3.4 WASTE MANAGEMENT (THIS SECTION TO INCLUDE: REFUSE COLLECTIONS,

WASTE DISPOSAL, STREET CLEANING AND RECYCLING)

INTRODUCTION TO WASTE MANAGEMENT


63

The Waste Management Division is rendering refuse collection service to 25946 households within

Lekwa out of 31071 households. 85.46% of households have access to refuse collection services.

Reporting as per the Annual performance report is based on the number of points serviced per week

over a twelve-month period for both residential and business premises, translating to 949 728

residential points and 15 321 businesses provided with weekly solid waste collection service annually.

The Waste Management Division has only six refuse collection vehicles to render waste collection

services. The existing fleet is not sufficient to render a service equal to all residents within Lekwa.

Due to the establishment of new township developments 11 refuse collection vehicles is required to

replace old vehicles as well as to extend services to new developments. The total volume of waste

collected on a daily basis calculates to 49 tons per day.

On a daily basis, street-cleaning services are rendered within the Central Business District (CBD),

open spaces and main entrances/exits through town.

Due to resource and capacity constraints, street-cleaning services cannot currently be extended to all

areas within Lekwa. The Community Works programme and Phezukomkhono projects have however

been instrumental in ensuring a cleaner environment for the residents.

T 3.4.1

Solid Waste Service Delivery Levels

Households

Description 2012/2013 2013/2014 2014/2015 2015/2016


No. No. No. No.

Solid Waste Removal: (Minimum level)

Removed at least once a week 21843 22636 23212 25946

Minimum Service Level and Above sub-total 21843 22636 23212 25946

Minimum Service Level and Above percentage 81,0% 81,5% 84,0% 85,4%

Solid Waste Removal: (Below minimum level)

Removed less frequently than once a week 0 0 0 0

Using communal refuse dump 0 0 0 0

Using own refuse dump 0 0 0 0

Other rubbish disposal 0 0 0 0

No rubbish disposal 5125 5125 4419 4419

Below Minimum Service Level sub-total 5125 5125 4419 4419

Below Minimum Service Level percentage 19,0% 18,5% 16,0% 14,6%

Total number of households 26968 27761 27631 30365

T 3.4.2


64

Households - Solid Waste Service Delivery Levels below the minimum

Households

Description

2012/2013 2013/2014 2014/2015 2015/2016

Actual Actual Actual Original Budget

Adjusted Budget

Actual


Formal Settlements

Total households 21843 22636 23212 30365 0 30365 Households below minimum service level 5125 5125 4419 4419 0 4419 Proportion of households below minimum service level

23,5% 22,6% 19,0% 14,6% #DIV/0! 14,6%


Total households 7120 7120 7120 7120 0 7120 Households at below minimum service level 5125 5125 4419 4419 0 4419 Proportion of households at below minimum service level

72% 72% 62% 62% #DIV/0! 62%

T 3.4.3


65

IDP Ref. No.

Waste Management Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual

Service Indicators Current year

(i) (ii) (iii) (iv)


BSD-24 Provide solid waste collection services to formal households

Number of points provided with weekly kerbside solid waste collection services according to 25 zonal plan

949 728 points provided with weekly solid waste collection service annually

949728

BSD-25 Provide solid waste collection services to businesses

Number of businesses provided with at least weekly solid waste collection service according to 2 zonal plans

15 321 Businesses provided with weekly solid waste collection service

15321

BSD-26 Extend access to solid waste collection services

Number of additional households where solid waste refuse removal services to be provided

1000 Additional households provided with access to weekly kerbside solid waste removal service

1000

BSD-27 Provide street cleaning service in CBD and along main route entrances

Areas in CBD and along main routes entrance cleaned according to zonal plan

4 reports on the Implementation of street cleaning services as per monthly schedule

4 Reports


66

Employees: Solid Waste Management Services

Job Level

2014/2015 2015/2016

Employees Posts Employees Vacancies (fulltime equivalents)

Vacancies (as a % of total posts)

No. No. No. No. %

0 – 3 1 2 2 0 0%

4 – 6 2 1 1 0 0%

7 – 9 1 1 1 0 0%

10 – 12 11 8 8 0 0%

13 – 15 3 3 3 0 0%

16 – 18 65 59 57 2 3%

19 – 20 0 0 0 0 #DIV/0!

Total 83 74 72 2 3%


COMMENT ON WASTE MANGEMENT SERVICE PERFORMANCE OVERALL:

In view of the financial constraints faced by the Municipality, the Council could not undertake any

capital expenditure in respect of waste management services.

The following are critical challenges faced in respect of delivering efficient waste management

services:

(a) Insufficient personnel to render waste management and street cleaning services;

(b) Inaccessibility to some areas due to bad road conditions especially during the raining session;

(c) Exposure of employees and refuse removal vehicles to excessive use due to double shifts

introduced due to a shortage of refuse collection fleet and the expansion of residential developments;

(d) Since July 2015 the Municipality leased three refuse collection vehicles from a contracted service

provider due to the current fleet being beyond its useful lifespan, which does have dire financial

implications

(e) Insufficient refuse collection fleet to service all areas equally;

(f) The extending of waste management services is not adjusted according to the development

of the town;

(g) Littering and illegal dumping of waste on street corners and public open spaces remains a

challenge, while the unit continues to make every effort to remove such waste as well as to educate

communities not to litter in public.

(h) Some areas in respect of waste collection services requires a service of twice a week to reduce

illegal dumping, but due to a shortage of fleet resources this exercise is currently not sustainable.

In respect of landfill sites, same are not operated and maintained according to permit requirements

which inter alia stipulates the following:

(a) on a daily basis, dumped solid waste must be covered with 150mm;


67

(b) the waste must be compacted with a landfill compactor unit to enhance the lifespan of the

sites.

The state of the Morgenzon landfill site is also a cause for concern as the site has reached its full

capacity three years earlier than anticipated due to soil covering and compaction has not been done.

This site has however been identified by the Department of Environmental Affairs as one of 25 landfill

sites within Mpumalanga for decommissioning and closure. The planned closure will be a process that

will be undertaken during the 2016/2017 financial year.

T 3.4.10

3.5 HOUSING

INTRODUCTION TO HOUSING

The Municipality has echoed the call by the Minister of the National Department of Human

Settlements, Honourable Lindiwe Sisulu that to make a significant dent in the lack of decent housing

for our people. Focus must be shifted from small projects that do not make that much impact on the

massive housing need, which is mostly manifested in the form of informal settlements. The Housing

Chapter having been adopted and approved by the Council during the 2015/2016 financial year has

become the strategic document that serves as a guide to provide strategic solutions to integrated

human settlements developments including ways of tackling the present challenge of settling our

people. Guided by the Housing Chapter, the Municipality has been able to facilitate the construction of

150 government-subsidised houses under the Upgrading of Informal Settlements Programme. These

housing units were built in Ward 1, Ward 5 and Ward 7. A further 60 government subsidised houses

were built in Ward 3 and Ward 7 under the Integrated Residential Development Programme.

The Municipality has also fully participated in the Restoration Programme initiated by Minister Lindiwe

Sisulu which seeks to afford all beneficiaries of government subsidised houses with security of tenure

for their houses. This effectively transfers the ownership of the erven upon which the RDP houses

were built into the name of the beneficiaries. This further affords the beneficiaries with a sense of

ownership and economic wellbeing, as they are awarded with an economic asset. The ownership of

more than 2000 government subsidised houses have been transferred. Nevertheless the Municipality

is still facing the following challenges which still need to be resolved namely:

(a) The outstanding finalisation of the level 1 accreditation application of the Municipality.

(b) Assessments still to be carried out on some of the old, dilapidated pre-1994 housing stock.

(c) Poor and shoddy workmanship by contractors appointed by the Department of Human Settlements

(d) Shortage of Municipal Building Inspectors to assist the Provincial Building Inspectors in terms of

quality assurance during the construction process as well as to give technical advice as and when

required.

(e) The illegal sale of RDP houses by the beneficiaries.


68

(f) The illegal sale of stands by those who benefitted during the formalisation of township extensions

(g) Illegal land invasion

(h) The eviction by farm owners of farm dwellers and employees prior to consultation with the

Municipality

(l) The inability of the Municipality to access the pockets of land owned by parastatals around the

Municipality suitable for human settlements.

(k) The process of deletion, which has denied potential beneficiaries

(l) Some beneficiaries reluctant to allow the Municipality to demolish the old dilapidated houses after

the construction of new houses.

(m) Operating with limited resources, such as vehicles to carry out the duties assigned to the Division

effectively.

T 3.5.1

Percentage of households with access to basic housing Year end Total households

(including in formal and informal settlements)

Households in formal settlements

Percentage of HHs in formal settlements

2010/2011 29648 28798 97,1%

2011/2012 30523 28798 94,3%

2012/2013 32796 31071 94,7%

2014/2015 34071 31071 91,2%

2015/2016 32843 31071 94,6%

T 3.5.2


69

IDP Ref. No

Housing Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual

Service Indicators

(i) (ii) (iii) (iv)


SR-01 Regulated alienation and disposal of municipal owned land

Approval of Land Alienation Policy submitted to Council by the end October 2015

Land Alienation Policy approved by the Municipal Council by the end October 2015

Land Alienation policy approved on 2016-04-29

SR-02 Upgrading plans of all existing informal settlements for future development

Approved informal settlements upgrading plans by end June 2016

Approved Informal Settlements upgrade plans by the end of June 2016

Draft National Support Upgrade Programme (NUSP) Report submitted

SR-03 Level 1 accreditation of the Municipality by the Department of Human Settlements

To have the Municipality accredited on Level 1 by the end of the 4th quarter.

Level 1 accreditation of the Municipality by end of the 4th quarter

In a meeting held on the 25/07/2015 with officials from Human Settlements an indication was given by the Director Appasamy that the Department will prefer to receive the entire IDP document other that the housing Chapter. An explanation was given that such will be done as soon as the printed IDP documents are available

SR-04 Establishment of the Lekwa Social Housing Association

Establishment of Lekwa Housing Association for the management and maintenance of the Community Residential Units (CRU) by end of the 4th quarter

Established Lekwa Housing Association for the management and maintenance of the CRU by the end of the 4th quarter

Not achieved

SR-05 Effective housing related complaints management system

Establishment of housing related complaints management system by the end of the 3rd quarter

To have a complaints and resolution mechanism in place by the end of the 3rd quarter

Complaints management system in place but complaints resolution not reported on

SR-06 Compilation of an up to date housing need register

Compilation of an up to date housing need register by the 3rd quarter

To have a credible Housing Register linked to DoHS by the end of the 3rd quarter

Not achieved

SR-07 Creation of integrated and sustainable human settlements.

Number of reports submitted on implementation of government housing subsidy projects

4 reports on implementation of government housing subsidy projects annually

4 reports submitted


70

Employees: Housing Services

Job Level

2014/2015 2015/2016


equivalents)


No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 1 2 1 1 50%

7 - 9 4 3 3 0 0%

10 - 12 3 4 4 0 0%

13 - 15 0 0 0 0 #DIV/0!

16 - 18 0 0 0 0 #DIV/0!

19 - 20 0 0 0 0 #DIV/0!

Total 9 10 9 1 10%

Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days.

T 3.5.4


71

Financial Performance 2015/2016: Housing Services R'000

Details

2014/2015 2015/2016

Actual Original Budget

Adjustment

Budget

Actual

Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.5.5

Capital Expenditure 2015/2016: Housing Services R' 000

Capital Projects

2015/2016

Budget Adjustment Budget

Actual Expenditure

Variance from original

budget

Total Project Value

Total All 0 0 378 100%

500 Housing units 0 0 128 100% 280

150 Housing units 0 0 90 100% 150

60 Housing units 0 0 80 100% 320

11 Housing units 0 0 80 100% 90

Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.5.6

COMMENT ON THE PERFORMANCE OF THE HOUSING SERVICE OVERALL:

Noting that the mandate in respect of the delivery of houses resides with the National and Provincial

departments of Human Settlements, the Municipality only plays a facilitating by making land available

and identifying potential beneficiaries. When the Municipal Council took a decision that the Municipality

must apply for Level 1 Accreditation it wanted to change this situation so that the Municipality can have

a much greater role to play in planning and delivering housing to its residents. It is regrettable that no


72

significant movement has taken place on this front. The Municipality shall however persist in engaging

the department of human settlements on this matter. Informed by the above, a deliberate decision was

taken to place more focus on taking greater control and have more involvement in the implementation

of housing projects. Focus has been given to projects that fall within the sphere of control of the

Municipality. It must be mentioned that the burning of Sakhile Municipal Offices in October 2014 was a

real set back for the housing unit. Equipment, tools and resources were destroyed or damaged during

the community unrest and the housing unit has not yet fully recovered from this. The ability to access

the Housing Subsidy Portal was also lost.

T 3.5.7

3.6 FREE BASIC SERVICES AND INDIGENT SUPPORT

INTRODUCTION TO FREE BASIC SERVICES AND INDIGENT SUPPORT

Delete Directive note once comment is complete – Provide brief introductory comments on the

progress being made to achieve Free Basic Services and summarise your municipality’s policies

towards indigent support.

T 3.6.1


73

–

10

20

30

40

50

60

70

80

90

100


Ho

use

ho

lds

('00

0)Free Basic Household Services

Water (6 kilolitres per household per month)

Sanitation (free minimum level service)

Electricity/other energy (50kwh per household per month)

Refuse (removed at least once a week)

Data sourced from MBRR A10

T 3.6.2

Free Basic Services To Low Income Households

Number of households

Total

Households earning less than R1,100 per month

Free Basic Water Free Basic Sanitation

Free Basic Electricity

Free Basic Refuse

Total Access % Access % Access % Access %

2014/2015 26 744 26 744 2 989 11% 2 989 11% 2 989 11% 2 989 11%

2015/2016 30 125 30 125 3 973 13% 3 973 13% 3 973 13% 3 973 13%

T 3.6.3


74

Year -1

Actual Budget Adjustment

Budget

Actual Variance to

Budget

Water 200 244 250 248 2%

Waste Water (Sanitation) 220 240 250 245 2%

Electricity 100 120 130 135 11%

Waste Management (Solid Waste) 105 110 120 125 12%

Total 625 714 750 753 5%

Financial Performance Year 0: Cost to Municipality of Free Basic Services Delivered

Services Delivered Year 0

T 3.6.4


75

OMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT:

Delete Directive note once comment is completed – Comment on the support given to low earners

and in particular those affected by shortfalls in basic service provision. Provide detail of indigent

policy, expenditure and grants received in year 0 and explain how these have been translated into

programmes designed to improve levels of self sufficiency.

T 3.6.6

COMPONENT B: ROAD TRANSPORT

This component includes: roads; transport; and waste water (stormwater drainage).

INTRODUCTION TO ROAD TRANSPORT

Delete Directive note once comment is completed - Provide brief introductory comments on the

strategy, priorities and provision regarding road development and maintenance and transport including

public bus services.

T 3.7

3.7 ROADS

INTRODUCTION TO ROADS

Urban road transport infrastructure is facing many problems in South Africa. The Government

acknowledges the challenges facing road transport and infrastructure. To this end, the drafting of new

policy is underway which will eliminate or at least alleviate many of the problems being experienced.

The Land Transport Act of 2000, the Land Transport Bill of 2008 and the 3 “way win” Strategy of 2006

which saw all three spheres of government working together to improve road infrastructure. Currently

the South African Department of Transport is drawing up a National Transport Master Plan (NATMAP)

intended to guide government policy up to 2050, some of the issues to be addressed by NATMAP

includes the development of suitable facilities and road infrastructure to facilitate efficient transport

services.

T 3.7.1


76

Gravel Road Infrastructure Kilometers

Total gravel roads

New gravel roads constructed

Gravel roads upgraded to tar

Gravel roads graded/maintained

2014/2015 252 0 0 11

2015/2016 252 0 0 0.2

T 3.7.2

Total tarred roads New tar roadsExisting tar roads

re-tarred

Existing tar roads

re-sheeted

Tar roads

maintained

Year -2 85 10 23 18 100

Year -1 98 14 25 15 120

Year 0 114 20 30 25 140

T 3.7.3

Tarred Road Infrastructure

Kilometers

New Gravel - Tar Maintained New Re-worked Maintained

Year -2 450000 1700000 250000 1950000 1050000 400000

Year -1 475000 1800000 260000 2020000 1220000 500000

Year 0 490000 1900000 280000 2300000 1300000 550000

T 3.7.4

Cost of Construction/Maintenance

Gravel Tar

R' 000


77

0

500000

1000000

1500000

2000000

2500000


Ran

d V

alu

eRoad Infrastructure costs

Gravel New

Gravel - Tar

Gravel - Maintained

Tar - New

Tar Re-worked

Tar Maintained

T 3.7.5


78

IDP Ref. No.

Road Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


BSD-20 Maintenance of municipal paved roads

175 km Distance of roads to be well maintained 25km of roads maintained through pothole patching

18.3km Paved finished Roads maintained through pothole patching

BSD-21 Gravelling of municipal roads 247.8 Km's Distance of gravel roads to be gravelled and bladed 5km of roads gravelled 0,2km of Roads gravelled around Lekwa Municipality


79

Employees: Roads and Storm water Services

Job Level

2014/2015 2015/2016


equivalents)


total posts)

No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 0 2 0 2 100%

7 - 9 4 4 4 0 0%

10 - 12 10 10 10 0 0%

13 - 15 4 7 6 1 14%

16 - 18 37 29 28 1 3%

19 - 20 0 0 0 0 #DIV/0!

Total 56 53 49 4 8%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.7.8

Financial Performance Year 0: Road Services

R'000

Details

Year 0




80

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original

budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.7.9

Capital Expenditure Year 0: Road Services

R' 000

Capital Projects

Year 0



COMMENT ON THE PERFORMANCE OF ROADS OVERALL:




state how you intend to rectify the matter. Explain the priority of the four largest capital projects and

explain variances from budget for net operating and capital expenditure. Also explain any likely


expected future variations). Where provincial roads have been delegated to your municipality ensure

that this is presented as an additional major issue in this section.

T 3.7.10

3.8 TRANSPORT (INCLUDING VEHICLE LICENSING & PUBLIC BUS OPERATION)

INTRODUCTION TO LICENSING AND TRANSPORT


81

The Licensing section main functions include the registering and licensing of vehicles and drivers for

the purpose of maintaining order and legality and to promote road safety in general, especially on our

roads.

The section has been faced with challenges which include the following:

- Insufficient personnel (Examiners). The demand for driver’s licenses versus available manpower to

test requires a workable ratio of at least 5:5. The current ratio is 3:5 due to one of the examiners being

transferred to the fire department due to misconduct and one other vacant position. It should be noted

that two of these examiners are assisting with this function, while they are in fact part of the Traffic Law

Enforcement unit.

- Limited cashiers, which allows the best practice module not to be implemented, which requires that

there must be an enquiries clerk and a verification clerk of which is non-existent within the license

section.

- Insufficient office space which is also a security risk as the public uses the same ablution facilities as

the employees. An additional security risk is that the public move behind the cashiers to gain excess

to the supervisors’ office for enquiries, thus exposing them to a security risk. The Licensing offices

suffered two burglaries in during December 2015.

Alternatives will be investigated to secure and safe guard the employees and the cash collected at the

licensing section.

The opening of a new private vehicle testing station has had a negative impact on applications for

roadworthiness testing, which had a negative revenue impact on the section.

In order to minimize the handling of cash on site, a drop safe has been installed after the burglaries.

This has minimised the risk of holding cash at hand. The existing offices have been installed with two

air conditioners behind the cash hall as this area becomes extremely hot during the summer season.

T 3.8.1


82

IDP Ref. No

Transport Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


BSD-29 Drivers and vehicle licensing activities undertaken

Number of vehicles tested for registration and licensing and reported on monthly

12 Monthly Reports on the registered and licensing of vehicles

12 Reports

BSD-30 Testing for Learners Licences Number of applicants tested for learners licenses and reported on monthly

12 Monthly Reports on applicants tested for learners license

12 Reports

BSD-31 Testing for Drivers Licences Number of applicants tested for drivers’ license and reported on monthly

12 Monthly Reports on applicants tested for drivers’ license

12 Reports

BSD-32 Testing of Vehicles for roadworthiness Number of vehicles tested for roadworthiness and reported on monthly

12 Monthly Reports on applications for testing of vehicles for roadworthiness

12 Reports


83

Employees: Licensing Services

Job Level

2014/2015 2015/2016


equivalents)


No. No. No. No. %

0 - 3 0 0 0 0 #DIV/0!

4 - 6 1 0 1 0 #DIV/0!

7 - 9 2 0 2 0 #DIV/0!

10 - 12 0 0 0 0 #DIV/0!

13 - 15 3 0 0 0 #DIV/0!

16 - 18 0 0 3 0 #DIV/0!

19 - 20 0 0 0 0 #DIV/0!

Total 6 0 6 0 #DIV/0!


COMMENT ON THE PERFORMANCE OF TRANSPORT OVERALL:


projects and explain the variations from budget for net operating and capital expenditure. Confirm your

year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not

then state how you intend to rectify the matter. Explain the priority of the four largest capital projects

and explain variances from budget for net operating and capital expenditure. Also explain any likely



T 3.8.7

3.9 WASTE WATER (STORMWATER DRAINAGE)

INTRODUCTION TO STORMWATER DRAINAGE

Delete Directive note once comment is completed – Provide brief introductory comments on the

progress being made to improve stormwater drainage and discuss the major successes achieved and

challenges faced in year 0 (include your top 3 service delivery priorities and the impact you have had

on them during the year). Set out measures taken to improve performance and the major efficiencies

achieved by your service during the year. Refer to support given to informal settlement and rural

development. Refer to support given to those communities that are living in poverty. Give the name


84

and extent of service provision of any municipal entity(ies) responsible for rendering Stormwater

Drainage Services within the municipality.

T 3.9.1

Total Stormwater

measures

New stormwater

measures

Stormwater measures

upgraded

Stormwater measures

maintained

Year -2 145 15 10 100

Year -1 160 20 12 120

Year 0 166 25 14 140

T 3.9.2

Stormwater Infrastructure

Kilometers

New Upgraded Maintained

Year -2 1,700,000 600,000 280,000

Year -1 1,800,000 700,000 330,000

Year 0 1,900,000 900,000 420,000

T 3.9.3

Cost of Construction/Maintenance

Stormwater Measures

R' 000


85

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000


Stormwater infrastructure costs

New Upgraded Maintained

T 3.9.4


86

IDP Ref. No.

Road Service Policy Objectives Taken From IDP Service Objectives Outline Service

Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


BSD-22 Cleaning and maintenance of stormwater drainage systems

178km Distance of stormwater structures cleaned and maintained

30km of stormwater structures cleaned and maintained

23.2km of Storm water structures cleaned and well maintained


87

Year -1


Budget

Actual Variance to Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.9.7

Financial Performance Year 0: Stormwater Services R'000

Details

Year 0



COMMENT ON THE PERFORMANCE OF STORMWATER DRAINAGE OVERALL:








T3.9.9

COMPONENT C: PLANNING AND DEVELOPMENT

This component includes: planning; and local economic development.

INTRODUCTION TO PLANNING AND DEVELOPMENT

The Town Planning, building regulation and enforcement unit deals with all matters relating to

improved spatial planning. There were no major service delivery priorities undertaken for the year

under review.

The Land & Planning Department deliver the following services to the community:

• Building Control and Regulation – All building plans are submitted to the unit and if compliant

with the National Building Regulations, it is approved. Regular inspections are carried out on all

construction sites. During 2015/2016 the unit approved 92 building plans and completed 407

inspections on construction sites

• Town Planning – The implementation of the SDF and compliance to the Town Planning

Scheme is dealt with by this unit. This includes all land use changes and transgressions as well as the

enforcement thereof. The unit also guides current and future development in Lekwa via the SDF as

well as the National Development Plan. During 2015/2016 the unit did not deal with any land use


88

change applications due to a Council moratorium on land use applications and issued 78 letters of

contravention

• Geomatics – This section deals with the issue of land encroachment and the identification of

stand boundaries as per the relevant Surveyor-General diagrams. During 2015/2016 the unit re-

pegged 128 stands.

It further inspects all subdivision and consolidation of stands applied for. During 2015/2016 it approved

6 applications for subdivisions and consolidations.

• This Department is also responsible for the Geographic Information System (GIS), but all

positions related thereto are vacant.

T 3.10

3.10 PLANNING

INTRODUCTION TO PLANNING

T 3.10.1

Applications for Land Use Development Detail Formalisation of

Townships Rezoning Built Environment

2014/2015 2015/2016 2014/2015 2015/2016 2014/2015 2015/2016

Planning applications received 0 0 0 0 135 92

Determination made in year of receipt 0 0 0 0 135 92

Determination made in following year 0 0 0 0 0 0

Applications withdrawn 0 0 0 0 0 0

Applications outstanding at year end 0 0 0 0 0 0

T 3.10.2


89

IDP Ref. No

Planning Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Actual


(i) (ii) (vi) (vii)

SR-08 Reviewed Spatial Development Framework Reviewed SDF in line with SPLUMA by end January 2016 Reviewed SDF in line with SPLUMA by January 2016

SDF not reviewed

SR-09 Implementation of Standerton Town Planning Scheme (Land Use Scheme)

Number of applications evaluated for the processing of land use applications within 180 days after receipt of all outstanding and relevant information and documents submitted

10 Applications evaluated 0 applications evaluated

SR-10 Enforcement of National Building Regulations Evaluate building plans within 30 days of building plans received, complete 3-4 inspections per building plan received

Approve 110 building plans, complete 400 inspections

building plans and inspections completed


90

Employees: Planning Services

Job Level

2014/2015 2015/2016


equivalents)


total posts)

No. No. No. No. %

0 - 3 6 6 4 2 33%

4 - 6 2 6 4 2 33%

7 - 9 1 3 2 1 33%

10 - 12 0 0 0 0 #DIV/0!

13 - 15 0 0 0 0 #DIV/0!

16 - 18 0 0 0 0 #DIV/0!

19 - 20 0 0 0 0 #DIV/0!

Total 9 15 10 5 33%


COMMENT ON THE PERFORMANCE OF PHYSICAL PLANNING OVERALL:

With the ever-increasing demand for land required for both residential, commercial and mixed used

residential development, there has been a dramatic increase over the last few years. The densification

of urban areas has put some strain on available bulk infrastructure supply and this must be balanced

against the investment and local economic growth opportunities that can be created through such

developments. With the Spatial Development Framework in place and with the finalisation of the Land

Use Management System, the future spatial planning and integrated development planning will see

much more integrated well-structured development nodes.

Since the Lekwa SDF was adopted by Council under item A73 dated 2012-04-26, the following actions

listed in the Implementation Framework has been achieved:

1) Approval of SDF

2) The SDF was incorporated into the Lekwa IDP

3) A Land Use Management System is currently being compiled by National Government

4) Council has introduced a Performance Management System as required by the Municipal Systems

Act of 2000

5) Standerton Extension 8 was established and will be the first mixed income housing development in

Lekwa. The construction of houses for Phase 1 is currently underway.

6) Upgrading of existing road network on the R23 & R39 is currently underway

7) Santa road was paved

8) Upgrading of entrance roads has partially been done, including Dr Nelson Mandela Drive

9) The following by-laws are in draft format and has been distributed for comments: Open Space Plan,

Urban Edge Policy and Encroachment Policy


91

10) A copy of the Lekwa SDF was delivered to the Department of Agriculture, Forestry & Fisheries on

2013-01-18 to assist them in land use applications for the area.

11) In line with SPLUMA, a Spatial Planning and Land Use Management by-law was developed

12) A At district level, a Joint Municipal Planning Tribunal (JMPT) has been established to deal with the

land use and development applications classified under Category B in terms of SPLUMA

13) The Municipality conducted a Land Audit. This document will guide Council regarding the

alienation of properties under the area of jurisdiction within Lekwa.

Challenges

1. The enforcement of the Town Planning Scheme, National Building Regulations and dealing

with such related transgressions are not effective. This is mainly due to the minimal fines that are

currently in place that may be imposed. It is suggested that the penalties for transgressions be of such

a magnitude that it will discourage anyone from not complying with all legislation.

2. Council informed the public, in the past via the local papers, regarding all legislation related to

building control and land uses. This exercise of educating the community should be done on a regular

basis.

3. Officials of the Land & Planning Department should also be in possession of a “Law

Enforcement Officer” accreditation status to assist them with their daily duties to deal with

transgressions.

4. The fact that this Department is not prioritised when capital funds are allocated via the budget

makes it impossible to address issues mentioned in the implementation framework of the Lekwa SDF.

5. Currently the Municipality does not have a GIS in operation. It is currently being addressed via

the SLA between Council and the Gert Sibande District Municipality. The position of the GIS Operator

has been vacant for the past 4 years and needs to be filled urgently.

6. With the implementation of SPLUMA and the wall to wall land use scheme for Lekwa, the need

for land use inspectors will become critical.

T 3.10.7

3.11 LOCAL ECONOMIC DEVELOPMENT (INCLUDING TOURISM AND MARKET

PLACES)

INTRODUCTION TO ECONOMIC DEVLOPMENT

Local government, being responsible for creating an enabling environment for local economic

development and growth and as part of its core mandate for the provision of infrastructure and

services such as water, electricity and waste removal, becomes critical in alleviating the triple threat of


92

inequality, poverty and unemployment. The recent investment within Lekwa by Noble Resources and

Meadow Feeds have in some way contributed positively to the economy of this town, including the

surrounding areas.

Through collective efforts by the Municipality and other sector departments such as DEDET, DARDLA,

DWA and COGTA, these investments were realised. The support received from these stakeholders

was vital to attract the above-mentioned investments, which contributed much in opportunities for our

local communities.

T 3.11.1

Economic Activity by Sector R '000

Sector 2015/2016

Agriculture 9,7

Mining 19,3

Manufacturing 6,4

Utilities 14,7

Construction 2,1

Trade 9,6

Transport 9,8

Finance 9,3

Community services 20


93

Agriculture9,7%

Mining 19,3%

Manufacturing6,4%

Utilities 14,7%Construction

2,1%Trade 9,6%

Transport8,9%

Finance 9,3%

Community services 20,0%

Economic activity by sector

Based on StatsSA 2012 figures, Lekwa contributed 10.4% to the Gert Sibande economy and utilities

contributed 43.6% and agriculture 23.2% to the relevant district industries.

Economic Employment by Sector

Sector 2015/2016

Agriculture 18,9

Mining 21,9

Manufacturing 7,1

Utilities 2,4

Construction 4,2

Trade 13,2

Transport 2,6

Finance 3,4


94

Community services 17,8

Private households 8,5

Total 100,0

Agriculture18,9%

Mining 21,9%Manufacturing

7,1%Utilities 2,4%Construction

4,2%

Trade 13,2%

Transport2,6%

Finance 3,4%

Community services17,8%

Private households

8,5%

Employment by sector

Lekwa’s unemployment rate, using the strict definition was 25.9% in 2011, which translates to 11 895

unemployed as a percentage of the economically active population of 46 013. It is a concern that the

unemployment rate for females stood at 33.9% and males at 19.5% while the youth unemployment

rate was at 35.2% in 2011.

Highest unemployment rate in Ward 14 (39.5%) & lowest in Ward 10 (5.5%).

Employment increased by 7 534 between 2001 & 2011.

Employment number 13.2% of Gert Sibande's employed.

Formal sector 71.4% & informal sector 16.8%


95

COMMENT ON LOCAL JOB OPPORTUNITIES:

The leading industries for local job opportunities includes mining (21.9%), agriculture (18.9%) and

community services (17.8%). There is also a noted increasing role/share of mining and community

services and decreasing role/share of agriculture and trade as employer.

T 3.11.4

EPWP Projects Jobs created through EPWP

projects

No. No.

Year -2 40 2,000

Year -1 50 2,900

Year 0 66 4,500

* - Extended Public Works Programme T 3.11.6

Job creation through EPWP* projects

Details

LABOUR INDICATORS Census 2011

Working age population (15-64) 76 784

Economically Active Population (EAP)/Labour Force 46 013

Number of employed 34 118

Number of unemployed 11 895

Unemployment rate (%) 25.9%


96

IDP Ref. No

Local Economic Development Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


LED-01 Revised LED strategy developed LED strategy updated and submitted for approval by Council by end July 2015

Updated and revised LED Strategy submitted for approval by Council end July 2015

LED Strategy approved on 2016-04-29

LED-02 Conducive economic policy developed to attract investment opportunities

Investment Incentive policy submitted to Council by end July 2015

Updated and revised Investment Incentive Policy submitted for approval by Council by end July 2015

Investment & Incentive policy approved on 2016-04-29

LED-03 Functional LED Forum Number of LED Forum meetings held quarterly to enhance creation economic growth opportunities

4 LED Forum meetings convened annually 2 out of 4 LED meetings held

LED-04 Profiling of businesses Quarterly updated database of all businesses operational in Lekwa

Quarterly updated database of businesses operational in Lekwa

3 business database update reports developed

LED-05 SMME & Cooperatives support Number of training interventions coordinated for SMMEs and cooperatives quarterly

4 training interventions coordinated for SMMEs and cooperatives annually

2 out of 4 training interventions coordinated

LED-06 Implementation of 2011 LED Job Summit Resolutions

Number of reports submitted quarterly on implementation of 2011 LED Job Summit Resolutions

4 quarterly reports submitted on implementation of 2011 LED Job Summit held

0 reports submitted

LED-07 LED Job Summit hosted LED Job summit hosted by end May 2016 LED Job Summit held by end May 2016 Job Summit not held

LED-08 SMME Exhibition hosted SMME Exhibition hosted by end September 2015 to showcase skills and products

SMME Exhibition held by end September 2015 SMME Exhibition not held

LED-09 Job opportunities created Opportunities created for supporting skills development through EPWP and reported on quarterly

4 quarterly reports on opportunities created for skills development through EPWP

0 reports submitted


97

Employees: Local Economic Development Services

Job Level

2014/2015 2015/2016


equivalents)


total posts)

No. No. No. No. %

0 - 3 3 1 1 0 0%

4 - 6 1 1 0 1 100%

7 - 9 0 0 0 0 #DIV/0!

10 - 12 0 0 0 0 #DIV/0!

13 - 15 0 0 0 0 #DIV/0!

16 - 18 0 0 0 0 #DIV/0!

19 - 20 0 0 0 0 #DIV/0!

Total 4 2 1 1 50%


COMMENT ON LOCAL ECONOMIC DEVELOPMENT PERFORMANCE OVERALL:

The constitution mandates Municipalities to play an important role in the development of the local

economy within its area of jurisdiction, necessitating the development of a new skills base within

Municipalities. The prosperity and welfare of communities in municipalities depends on the capacity of

Municipalities to take advantage of economic opportunities for sustainable employment and enterprise

growth. Sound LED practices can facilitate an appropriate environment for economic growth that can

positively influence an enabling environment, job creation opportunities and poverty reduction.

Therefore, the quality of economic development planning and facilitation is of critical importance to

developing good LED practice, which is crucial to both sound pragmatic LED initiatives and improved

economic performance.

More should be done in the year ahead in order to get identified LED projects off the ground, as

previous years did not see any capital expenditure relating to the implementation of LED projects. The

LED strategy was only revised by end April 2016, which did not allow sufficient time for the

implementation of projects.

T 3.11.11


98

COMPONENT D: COMMUNITY & SOCIAL SERVICES

This component includes libraries and archives; museums arts and galleries; community halls;

cemeteries and crematoria; childcare; aged care; social programmes, theatres.

3.12 LIBRARIES; ARCHIEVES; MUSEUMS; GALLERIES; COMMUNITY FACILITIES;

OTHER (THEATRES, ZOOS, ETC)

INTRODUCTION TO LIBRARIES; ARCHIEVES; MUSEUMS; GALLERIES; COMMUNITY FACILITIES

The service delivery objectives for the library section includes the following:

• To provide relevant information to the public especially on current affairs

• To provide a safe and user friendly environment

• To market and encourage library use among disadvantaged communities, with services that

are free and affordable

• To assist library users with computer use with free internet and Wi-Fi and making photocopies

• Providing information to the community by making sure the necessary resources are available

to the public.eg computer centre, reference books, periodicals and information desk.

• Making sure that the library is user friendly and easy to use, being catalogued correctly.

• To run library awareness programmes to inter alia promote the following: library week,

national literacy day, world book day, Youth Day, Mandela day, Breast

cancer month, 16 Days of Activism against women and child abuse, World Aids Day.

• Research and retrieval of information through SITA Library Information Management System

(SLIMS) database. This software is run under the auspices of SITA (State Information

Technology Agency).

Challenges facing the library section includes the following:

• Library resource materials are out dated with minimal supply of new material from the

Provincial Department of Sports, Arts and Culture responsible for libraries;

• Limited space within the library which requires repairs and maintenance, including making it

disability friendly

• Stanwest and Thuthukani libraries also require upgrade

• Shortage of library staff members

• No capital budget has been made available to improve the current state of the libraries

Noting the challenges faced by the library section, the following are some of the achievements for the

year under review:

• SLIMS training was provided to library staff

• Captured and registered membership on SLIMS database


99

• Received nine new computers and a camera from the Department of Sports, Arts and Culture.

• One Librarian was appointed at Standerton Public Library and one work-integrated learning

student has been seconded by the Department of Arts and Culture

• 3 Work-integrated learning students have also been placed by the Department and Stanwest

and Thuthukani libraries

T3.12.1


100

IDP Ref. No.

Libraries, Community and Municipal Facilities Service Policy Objectives Taken From IDP

Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


BSD-23 Maintenance of municipal building and structures

128 Municipal buildings to be well maintained for safety and proper accessibility to all users

9 Municipal structures to be maintained and revamped

15 Municipal buildings and structures were well maintained and revamped

BSD-34 Functional library service Number of library community awareness campaigns conducted quarterly

4 Library community awareness campaigns conducted annually

4 Reports

BSD-35 Functional library service Number of new members recruited to join Lekwa libraries

4 Reports on increase in library readership annually

4 Reports

BSD-38 Maintenance of sports and recreational facilities

Existing sports and recreational facilities maintained according to monthly plan

4 Reports on maintenance of facilities prepared annually

4 Reports

BSD-39 Maintenance of parks, gardens and open spaces

Existing parks, gardens and open spaces maintained according to monthly plan


4 Reports


101

Employees: Libraries; Parks and Gardens; Other

Job Level

2014/2015 2015/2016


equivalents)


posts)

No. No. No. No. %

0 - 3 1 3 1 2 67%

4 - 6 0 1 1 0 0%

7 - 9 2 1 1 0 0%

10 - 12 5 4 4 0 0%

13 - 15 6 5 5 0 0%

16 - 18 26 25 25 0 0%

19 - 20 0 0 0 0 #DIV/0!

Total 40 39 37 2 5%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.12.5

Financial Performance Year 0: Libraries; Archives; Museums; Galleries; Community Facilities; OtherR'000

Details

Year 0



COMMENT ON THE PERFORMANCE OF LIBRARIES; ARCHIVES; MUSEUMS; GALLERIES;

COMMUNITY FACILITIES; OTHER (THEATRES, ZOOS, ETC) OVERALL:

The Division strives to maintain and keep environment, parks and gardens clean, tidy and organised.

• The Division cleans and maintains sport facilities in suitable conditions.

• The Division cleans and maintain recreational facilities to the acceptable standards.

• The Division cleans cemeteries and prepare burial sites

• The Division assists community members by tracing graves numbers if such requests arise.


102

F. SERVICE DELIVERY OBJECTIVES

• To clean and maintain environment, parks and gardens

• To clean and preparation of sports and recreational facilities

• To clean cemeteries and prepare burial sites by digging graves

• Coordinate and interact with funeral directors

G. CHALLENGES

• Old and redundant machinery and equipment

• Lack of additional and up to date machinery and equipment

• Additional land for burial purposes

• Insufficient personnel staff members to cater for three sections in the division

H. ACHIEVEMENTS

• Ability to clean and maintain facilities as per weekly programme

• Ability to respond to community requests on the preparation of burial sites

• The high response in assisting the community with tracing of needed graves.

T 3.12.7

3.13 CEMETORIES AND CREMATORIUMS

INTRODUCTION TO CEMETORIES & CREMATORIUMS

During the year under review, no capital projects were undertaken to create additional burial space.

The maintenance and upkeep of cemeteries and crematoriums is done according to weekly plans on a

needs basis and the number of burials have shown a steady increase, which has affected available

burial grounds.

T 3.13.1


103

IDP Ref. No.

Cemeteries and Crematoriums Policy Objectives Taken from IDP

Service Objectives

Outline Service Targets

2015/2016

Target Actual


(i) (ii) (iii) (iv)


BSD-36 Maintenance of cemeteries Existing cemeteries maintained according to monthly plan 8 Cemeteries cleaned according to monthly plan

4 Reports

BSD-37 Provide burial grounds Weekly preparation of burial sites 4 Reports of burial space prepared annually

4 Reports


104

Employees: Cemeteries and Crematoriums

Job Level

2014/2015 2015/2016


equivalents)


No. No. No. No. %

0 - 3 0 0 0 0 #DIV/0!

4 - 6 0 0 0 0 #DIV/0!

7 - 9 1 1 1 0 0%

10 - 12 1 1 1 0 0%

13 - 15 1 2 2 0 0%

16 - 18 11 10 9 1 10%

19 - 20 0 0 0 0 #DIV/0!

Total 14 14 13 1 7%


COMMENT ON THE PERFORMANCE OF CEMETORIES & CREMATORIUMS OVERALL:

The burial space currently available within the Municipality is depleting at a rate much faster than

anticipated and projected. The current crisis of limited burial space will require the identification of

additional burial space.

T 3.13.7

3.14 CHILD CARE; AGED CARE; SOCIAL PROGRAMMES

INTRODUCTION TO CHILD CARE; AGED CARE; SOCIAL PROGRAMMES

Within the Corporate Services Department, the Intergovernmental Relations unit has been responsible

for implementing social programmes focusing on children, the aged and persons with disabilities.

These social programmes were aimed at these specific target groups, through a number of projects

throughout the year. Another focus area was also to embark on the gender based violence

programme through awareness. The section has developed the quarterly targets were set, aimed at

reaching the various focus groups.


105

COMPONENT E: ENVIRONMENTAL PROTECTION

This component includes: pollution control; biodiversity and landscape; and costal protection.

INTRODUCTION TO ENVIRONMENTAL PROTECTION

Environmental health is the science and practice of preventing human injury and illness, promoting

well-being by identifying and evaluating environmental sources and hazardous agents, limiting

exposures to hazardous physical, chemical, and biological agents in air, water, soil, food, and

other environmental media or settings that may adversely affect human health.

Environmental Health Services within the Province is being rendered at District level. The Provincial

Environmental Health Practitioners provide support mostly were a challenge still remains in the

devolution of the function to Municipalities due to human resource constraints. The District is

responsible for environmental pollution control through municipal health and environmental services

and provide support to sector departments in terms of biodiversity and landscape.

T 3.14

3.15 POLLUTION CONTROL

INTRODUCTION TO POLLUTION CONTROL

The Gert Sibande District Municipality is responsible for monitoring water quality on a monthly basis,

within the Municipality. Compliance to SANAS 241 standards for drinking water is tested. Surveillance

of surface water and sampling of boreholes for possible pollution by heavy metals or other chemical or

biological contaminants is conducted. The District, as a licensing authority manages air pollution

through regulatory services and compliance monitoring services, including environmental pollution

control, incident management and pollution prevention through awareness campaigns. The impact of

the service has seen increased awareness and community participation in pollution prevention.

3.16 BIO-DIVERSITY; LANDSCAPE (INCL. OPEN SPACES); AND OTHER (EG.

COASTAL PROTECTION)

INTRODUCTION BIO-DIVERSITY AND LANDSCAPE

Within the South African context, ecological infrastructure refers to naturally functioning ecosystems

that deliver valuable services to people, such as healthy mountain catchments, rivers, wetlands,


106

coastal dunes, and nodes and corridors of natural habitat, which together form a network of

interconnected structural elements in the landscape. Investing in ecological infrastructure has its

foundation in simultaneously identifying critical services flowing from naturally functioning ecosystems,

and identifying those organisations that would benefit from or have a key responsibility for investing in

these naturally functioning systems. The ecosystem services that are primarily being focused on for

attracting investment in South African are largely related to water and disaster risk reduction, with

climate change adaptation elements in both of these. The primary stakeholders that would be

interested in these services are government related, although this should not discount the potential for

private sector stakeholder involvement.

The entire economy relies to some extent on services flowing from ecological infrastructure – clean

water flowing from healthy catchments being one obvious example. Unless this infrastructure is

secured, the economy will suffer. Investing in ecological infrastructure should be seen as a means of

risk reduction.

Water is South Africa’s most critical natural resource, and is a vital element for sustainable economic

growth - supporting agriculture, energy generation, industry and forestry, as well as domestic use. The

effects of climate change are expected to place additional pressures on the country’s already stretched

water resources. South Africa is a developing country facing a number of challenges relating to

poverty, unemployment and inequality. Investing in ecological infrastructure has the potential to

contribute to national development goals, including job creation, poverty alleviation and rural

development.

Mainstreaming biodiversity into land-use planning and decision-making, resource management and

biodiversity stewardship is critical. The mandate for managing ecological infrastructure is shared

between all three spheres of government in South Africa. For example, land use decisions made at the

municipal level affect the existence and state of ecological infrastructure, such as the maintenance of

healthy wetlands that provide a disaster risk reduction role for human settlements, while the

enforcement of buffers along river stretches on agricultural land by provincial agricultural departments

has a direct impact on river health and water quality.

The private sector also has a critical role to play in investing in ecological infrastructure both as an

investor, and as a landowner. There are a number of motivations for private sector investment in

ecological infrastructure, and one of the main motivators is to manage risk. Within the Municipality, not

enough has been done to date to mainstream this critical element towards sustainable environmental

health.

T 3.16.1


107

COMPONENT F: HEALTH

INTRODUCTION TO HEALTH

This component includes clinics, ambulance services and health inspections, which are all functions

that are not directly provided by the Municipality. These services are rendered by the Department of

Health and the District respectively.

T 3.17

3.17 CLINICS

INTRODUCTION TO CLINICS

Clinic services and primary health care is no longer under the control of the Municipality. This service

is provided by the Department of Health. The following table provides some critical statistics in respect

of clinic services within the Municipality and as a proportion of clinic services within the District.

T 3.17.1

HEALTH INDICATORS 2009 2010 2011 Ranking: best (1) – worst (18)

HIV prevalence rate - survey (pregnant women attending antenatal clinic 15-49 years old)

28.9% 50.0% 32.5% 5

HIV prevalence rate – DHIS (excluding pregnant women)

34.6% 22.8% 19.9% 6

2010 2011 2012

Ranking: best (1) – worst (18)

TB cases 1 106 843 611 5

PUBLIC HEALTH FACILITIES 2012

Number of clinics 7

Number of community health centres (CHC) 1

Number of hospitals 1


108

HIV prevalence rate of pregnant women 32.5% - decreasing between 2010 and 2011.

HIV prevalence rate excluding pregnant women 19.9% - decreasing trend.

TB cases – decreasing between 2010 and 2012.

Clinics in Lekwa, seven of Gert Sibande’s 62 clinics.

Community health centres in Lekwa is 1 of Gert Sibande’s 18Community Health Care centers.

Hospitals, one of Gert Sibande’s 9 hospitals.

3.18 AMBULANCE SERVICES

INTRODUCTION TO AMBULANCE SERVICES

Emergency Medical Services (EMS) or ambulance services consists of teams of healthcare

professionals who are responsible for providing pre-hospital emergency care and transportation of the

sick and injured. Medical care is usually provided within three components, namely operations,

specialised standby services and hospital inter-facility transfers. Within Lekwa, this service is provided

by the Department of Health and thus the Municipality does not have any competence in rendering this

service.

T 3.18.1

3.19 HEALTH INSPECTION; FOOD AND ABBATOIR LICENSING AND INSPECTION;

ETC

INTRODUCTION TO HEALTH INSPECTIONS; FOOD AND ABATTOIR LICENCING AND

INSPECTIONS, ETC

Municipal Health Services has been extended by the District through compliance inspections for the

following services, namely food control, environmental pollution control, water quality monitoring,

health surveillance including premises. Monthly inspections to premises, including targeted food and

water sampling is conducted. Through training and awareness campaigns, communities and

stakeholders are capacitated. There is a continuous campaigning to do licensing of all food premises

with regular and continuous compliance monitoring and enforcement.

The District, being mandated to provide municipal health services, has extended compliance

inspection in the areas of food control, environmental pollution control, water quality monitoring and

health surveillance of business premises. A significant number of inspections are done on a monthly

basis, targeting food and water sampling. Awareness and training campaigns are done to capacitate

communities and stakeholders. There is a continuous campaigning to do licensing of all food premises

with continuous compliance monitoring and enforcement. It being a District function, it has managed


109

to increase its monitoring and licensing regime and programme, including the number of awareness

programmes to capacitate communities and stakeholders and be actively involved in municipalities

within the District.

T 3.19.1


110

COMPONENT G: SECURITY AND SAFETY

INTRODUCTION TO SECURITY & SAFETY

This component includes: traffic law enforcement; fire; disaster management, licensing and control of

animals, and control of public nuisances, etc.

T 3.20

3.20 TRAFFIC LAW ENFORCEMENT

INTRODUCTION TO TRAFFIC LAW ENFORCEMENT

The main function of the Traffic Law Enforcement section is to enforce traffic laws and promote road

safety in the Municipal jurisdiction. Some of the critical challenges faced by this section includes the

following:

- Shortage of equipment to conduct special road blocks for the collection of outstanding fines

- Shortage of personnel specially on funeral escorts during weekends;

- Storage of our court documents

Considering the challenges faced by the section, it has also achieved the following for the year under

review:

- Acquired new, roadworthy vehicles used to promote and enforce road safety and;

- Progress in firearms training and procurement

T 3.20.1

Traffic Law Enforcement Data

Details 2014/2015 2015/2016

Actual No.

Estimate No.

Actual No.

1 Enforce traffic laws 5020 1080 5217

2 Trace outstanding fines 24 24 24

T 3.20.2


111

IDP Ref. No.

Traffic Law Enforcement Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


BSD-33

Traffic Law Enforcement Number of reports on traffic law enforcement activities undertaken quarterly

4 Reports on traffic law enforcement activities undertaken annually

4 Reports

Employees: Traffic Officers

Job Level 2014/2015 2015/2016

Police Employees Posts Employees Vacancies (fulltime

equivalents)


Administrators No. No. No. No. %

Chief Police Officer & Deputy

Other Police Officers

0 - 3 2 1 1 0 0%

4 - 6 4 2 2 0 0%

7 - 9 34 20 14 6 30%

10 - 12 5 3 2 1 33%

13 - 15 0 0 0 0 #DIV/0!

16 - 18 8 4 4 0 0%

19 - 20 0 0 0 0 #DIV/0!

Total 53 30 23 7 23%



112

3.21 FIRE

INTRODUCTION TO FIRE SERVICES

Within the Municipality, fire and disaster management falls within the same unit. Disaster

management is a service that is run on an agency basis by the Municipality on behalf of the Gert

Sibande District Municipality.

There are critical challenges within the unit especially in respect of adequate staff, safety gear,

equipment and the requisite fleet to effectively and efficiently perform its functions.

T 3.21.1

Municipal Fire Service Data

Details 2014/2015 2015/2016

Actual No. Actual No.

1 Total house/building fires attended in the year 122 92

2 Total veld/grass fires attended in the year 263 133

3 Total motor vehicle accidents attended in the year 16 16

4 Total fire safety inspections conducted on business premises in the year 130 199

5 Total fire hydrant inspections conducted in the year 231 268

6 Fire fighters in post at year end 26 30

T 3.21.2

IDP Ref. No

Fire Service Policy Objectives Taken From IDP Service Objectives Outline Service

Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


BSD-28 Functional Fire Brigade Services

Number of reports on fire brigade and emergency rescue services rendered submitted quarterly

4 Reports on fire brigade and emergency rescue services rendered annually

4 Reports


113

Employees: Fire Services Job Level 2014/2015 2015/2016

Fire Fighters Employees Posts Employees Vacancies (fulltime

equivalents)


total posts) Administrators No. No. No. No. %

Chief Fire Officer & Deputy

Other Fire Officers

0 - 3 1 1 1 0 0%

4 - 6 2 0 0 0 #DIV/0!

7 - 9 21 34 28 6 18%

10 - 12 2 1 1 0 0%

13 - 15 0 0 0 0 #DIV/0!

16 - 18 0 0 0 0 #DIV/0!

19 - 20 0 0 0 0 #DIV/0!

Total 26 36 30 6 17%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Fire fighters

Other employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.21.5

Financial Performance Year 0: Fire Services

R'000

Details

Year 0




114

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.21.6

Capital Expenditure Year 0: Fire Services

R' 000

Capital Projects

Year 0

Total project value represents the estimated cost of the project on approval by council (including past and

future expenditure as appropriate.

COMMENT ON THE PERFORMANCE OF FIRE SERVICES OVERALL:

The Fire, Rescue and Disaster Management unit operates on a four shift system, 24 hours a day and

seven days a week. Each shift operates with a minimum of two Fire Fighters and a Control Room

Attendant which is far less than the required standard for effectively manning a fire station per shift.

The problem is also compounded by the fact that most of the fire fighting vehicles have been scrapped

due to it being beyond its useful lifespan, while other vehicles have not been repaired either from

involvement in accidents or due to maintenance and repairs. Maintenance and repairs to these

vehicles have become a very costly exercise due to the age of these vehicles.

Service delivery is hampered and the lives of fire fighters are at times at risk due to protective clothing

not being replaced on a regular basis as it becomes damaged.

The above has a negative impact in the ability to ensure that in all instances the average turnaround

time to respond to incidents in both urban and rural is not always within the specified acceptable

standard to reach an emergency incident. The unit however always strives to respond to their call of

duty with utmost dedication and commitment.

T 3.21.2.1


115

3.22 OTHER (DISASTER MANAGEMENT, ANIMAL LICENCING AND CONTROL,

CONTROL OF PUBLIC NUISANCES AND OTHER)

INTRODUCTION TO DISASTER MANAGEMENT, ANIMAL LICENCING AND CONTROL, CONTROL

OF PUBLIC NUISANCES, ETC

The Disaster Management function is mandated by the Disaster Management Act (57 of 2002) and

other supporting legislation has been devolved as a District function. Measures aimed at preventing or

reducing risks associated with hazards prevailing within the district is being implemented. It is a

continuous and integrated multi-sectoral, multi-disciplinary process of planning and implementation of

projects and programmes aimed at improving capacity to deal with disasters and emergencies.

The District supports local municipalities and other stakeholders with firefighting training in order to

improve their capacity to prevent, reduce and or respond to the fire incidents and emergencies. The

Municipality relies on the District for assistance in rendering disaster management services.

T 3.22.1

COMMENT ON THE PERFORMANCE OF DISASTER MANAGEMENT, ANIMAL LICENCING AND

CONTROL OF PUBLIC NUISANCES, ETC OVERALL:

The GSDM has a functional Disaster Management Advisory Forum, which holds quarterly meetings.

The Forum consist of stakeholders from diverse sectors to advise and assist the district in the planning

and implementation of programmes that are aimed at prevention and reduction the risk of disasters,

mitigating the severity of disasters, preparedness, responding to incidents and post disaster recovery

and rehabilitation. The Municipality participates in District and Provincial Disaster Management

Advisory Forums and other Disaster and Emergency Services Technical Committees and Structures

within the district and the province.

T 3.22.7


116

COMPONENT H: SPORT AND RECREATION

INTRODUCTION TO SPORT AND RECREATION

This component includes community parks; sports fields; sports halls; stadiums; swimming pools; and

camp sites. The main objective of this section within the Community Services and Safety are the

following:

• To clean and maintain open spaces, parks and gardens

• To clean and maintain sports and recreational facilities

• To clean and maintain cemeteries and prepare burial sites

T 3.23

3.23 SPORT AND RECREATION

SERVICE STATISTICS FOR SPORT AND RECREATION

Service Objectives *Current Year actual

Clean and maintain 39 Parks and Gardens to

be cleaned and maintained

39 Parks and gardens cleaned and maintained

Clean and maintain 15 Sport and 7 Recreation

facilities

15 Sport facilities and 7 recreation

Prepare graves for burial at Walter Sisulu,

Meyerville, Azalea and Morgenzon

cemeteries

702

T 3.23.1


117

IDP Ref. No.

Sport and Recreation Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Actual


(i) (ii) (vi) (vii)


BSD-38 Maintenance of sports and recreational facilities Existing sports and recreational facilities maintained according to monthly plan


4 Reports

BSD-39 Maintenance of parks, gardens and open spaces



4 Reports


118

Employees: Sport and Recreation

Job Level

2014/2015 2015/2016


equivalents)


total posts)

No. No. No. No. %

0 - 3 0 1 0 1 100%

4 - 6 0 1 0 1 100%

7 - 9 0 0 0 0 #DIV/0!

10 - 12 0 0 0 0 #DIV/0!

13 - 15 0 1 1 0 0%

16 - 18 17 17 16 1 6%

19 - 20 0 0 0 0 #DIV/0!

Total 17 20 17 3 15%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.23.4

Financial Performance Year 0: Sport and Recreation

R'000

Details

Year 0




119

COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES

This component includes: corporate policy offices, financial services, human resource services, ICT

services, property services.

INTRODUCTION TO CORPORATE POLICY OFFICES, Etc

Delete Directive note once comment is completed – Provide brief introductory comments.

T 3.24

3.24 EXECUTIVE AND COUNCIL

This component includes: Executive office (mayor; councilors; and municipal manager).

INTRODUCTION TO EXECUTIVE AND COUNCIL

The information herein reported also took into consideration the findings of the Auditor General.

T 3.24.1

SERVICE STATISTICS FOR THE EXECUTIVE AND COUNCIL

T 3.69.2


120

IDP Ref. No.

The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (v) (vii)


GG-01 Maintain audit outcome Non-regression from 2013/2014 audit outcome and no more than 15 other matters raised in the 2014/2015 audit outcome to be received by November 2015

2014/2015 unqualified audit outcome with no more than 15 other matters raised

2014/15 unqualified audit outcome

GG-02 Action plan developed to address audit findings

Action plan developed and reported on quarterly to address audit findings

4 Quarterly reports on addressing audit findings in the audit action plan

1 out 4 reports submitted on addressing audit findings

GG-03 Functional audit committee Number of Audit committee meetings convened annually

4 Audit Committee meetings held annually 6 Audit committee meetings held

GG-04 Functional audit committee Number of Audit committee reports prepared for timely submission to Council quarterly

4 Audit Committee reports submitted to council annually

3 out of 4 AC reports submitted to Council

GG-05 Functional audit committee Audit Committee charter developed and submitted to council by end July 2015

Audit Committee Charter reviewed and submitted to Council

2015/16 Audit Committee Charter approved by Council on 2015-07-30

GG-12 Compliance with legislated provisions for effective performance management

Number of quarterly performance reports prepared and submitted to Council

4 Performance reports prepared and submitted to Council annually

3 out of 4 performance reports submitted


2014/2015 Annual Performance Report prepared in compliance with section 46 of MSA prepared and submitted to AG by end August 2015

1 Annual Performance Report submitted to AG by end August 2015

Annual performance report submitted to AG on 2015-08-31


2014/2015 Annual Report submitted to be tabled to Council by no later than end January 2016

1 Annual Report tabled to Council before end January 2016

Annual report tabled to Council on 2016-01-29


2014/2015 Oversight report on annual report prepared and submitted to Council in compliance with section 129 of MFMA before end March 2016

1 Oversight Report on annual Report prepared and submitted for adoption by Council before end March 2016

Oversight report adopted on 2016-03-24


121

IDP Ref. No.


Target Actual


(i) (ii) (v) (vii)

GG-16 SDBIP aligned to the IDP and the budget

Approved 2016/2017 SDBIP aligned to IDP and budget, within 28 days after budget approval

SDBIP aligned to IDP and budget approved within 28 days after budget approval

2015/16 SDBIP approved on 2016-07-30

GG-17 Credible IDP development Reviewed and approved 2016/2017 IDP by end May 2016

2016/2017 IDP approved by end May 2016 2016/17 IDP approved on 2016-06-15

GG-18 Credible IDP development 2016/2017 IDP/Budget/PMS Process Plan adopted by Council by August 2015

IDP/Budget/PMS process plan adopted by end August 2016

2016/17 IDP/Budget/PMS process plan adopted on 2015-08-31

GG-19 Credible IDP development Number of IDP Technical Steering Committee meetings held quarterly to consolidate inputs into draft IDP

4 IDP Technical Steering Committee meetings held annually

1 out of 4 IDP Technical Committee meetings held

GG-20 Credible IDP development Number of IDP Representative Forum meetings held quarterly for consolidation of sector department inputs into draft IDP

4 IDP Representative Forum meetings held annually

1 out of 4 IDP Representative Forum meetings held

GG-21 Developing of schedule of council and committee activities

Schedule of all activities of Council and its committees developed by end June 2016

Schedule developed of all activities of Council and its committees

2015/16 schedule approved on 2015-07-29

GG-22 Adherence to schedule of council meetings

Ordinary sitting of Council meetings as per approved schedule held quarterly

4 Ordinary Council meetings held annually Ordinary council meetings held on 2015-07-29; 2015-10-29; 2016-01-29; 2016-04-29


122

IDP Ref. No.


Target Actual


(i) (ii) (v) (vii)

GG-23 Monitor implementation of Council resolutions

Quarterly reports on progress on implementation of council resolutions

4 Reports on progress on implementation of council resolutions submitted to Council annually

2 out of 4 reports on progress on implementation of council resolutions submitted

GG-24 Functional section 79 committees of council

Number of Rules, Ethics, By-laws and Policies Committee meetings held in line with the Council approved schedule

4 Rules, Ethics, By-laws and Policies Committee meetings held annually

4 Rules & ethics meetings held


Number of MPAC meetings held in line with the Council approved schedule

4 MPAC meetings held annually 4 MPAC meetings held


Number of Ward Councillors Forum meetings held in line with the Council approved schedule

12 Ward Councillors Forum meetings held annually

5 ward councillors forum meeting sat as per approved schedule


Number of Local Geographical Names Committee meetings held in line with the Council approved schedule

4 Local Geographical Names Committee meetings held annually

4 Local Geographical Names Committee meetings held


Number of Budget & Treasury Oversight Committee meetings held in line with the Council approved schedule

4 Budget &Treasury Oversight Committee meetings held annually

3 Budget &Treasury Oversight Committee meetings held


Number of Corporate & Community Services Oversight Committee meetings held in line with the Council approved schedule

4 Corporate & Community Services Oversight Committee meetings held annually

4 Corporate & Community Services Oversight Committee meetings held


123

IDP Ref. No.


Target Actual


(i) (ii) (v) (vii)


Number of Technical Services Committee meetings held in line with the Council approved schedule

4 Technical Services Oversight Committee meetings held annually

3 Technical Services Oversight Committee meetings held

GG-31 Functional Mayoral Committee

Number of Mayoral Committee meetings held as per Council approved schedule

At least 24 Mayoral Committee meetings held annually

9 Mayoral committee meetings held

GG-32 Records management system implemented

Records Management Policy and Standard Operating Procedures developed by September 2015


Records management policy approved

GG-33 To regulate the affairs and services provided by the Municipality

Number of By-laws identified for review, updating and consulted upon quarterly

4 By-laws identified, reviewed and consulted upon

1 by-law identified and reviewed

GG-34 Improved customer care Finalise and publicise adopted Municipal service charter by end July 2015

Municipal Service Charter adopted by end July 2015

Draft Municipal Service Charter in place

GG-35 Review of Communications Policy

Communications Policy and Strategy reviewed by end January 2016

Communications Policy and Strategy reviewed by January 2016

Communications Strategy approved on 2015-10-29

GG-36 Continuous interaction with communities

Number of reports on activities undertaken on interaction with communities through print media

4 Reports on interaction with communities through print media

4 Reports on interaction with communities through print media produced

GG-37 Continuous interaction with communities

Number of external newsletters issued quarterly 4 Editions of the Lekwa Gazette municipal newsletter issued annually

1 editions of Lekwa Gazette published


124

IDP Ref. No.


Target Actual


(i) (ii) (v) (vii)

GG-38 Establishment of functional local IGR Forum

Number of local IGR Forums meetings held quarterly 4 Local IGR Forum meetings convened annually

10 Local IGR Forum meetings held

GG-39 Special programmes conducted quarterly for the elderly, children, youth and persons with disabilities

Special programmes conducted for the elderly, children, youth and persons with disabilities

8 Special programmes conducted for the elderly, children, youth and persons with disabilities as per annual plan

23 Special programmes conducted

GG-40 Community involvement in the affairs of the municipality

Community participation in the affairs of the municipality through mayoral izimbizo held annually

6 mayoral izimbizo to be held annually 3 IDP meetings , 4 budget consultive meetings and 1 mayoral imbizo meetings were held

GG-41 Established and functional Ward Committees

Ward operational plans developed and approved by end July 2015

15 ward operational plans developed and approved


GG-42 Established and functional Ward Committees

Number of reports on the implementation of ward operational plans submitted to Council quarterly

4 Reports on the implementation of ward operational plans submitted to Council annually

4s report on implementation of ward operational plans

GG-43 Functional whippery office Number of whippery meetings convened annually 12 Whippery meetings convened annually Not all whippery meetings sat as per approved schedule

GG-44 Functional caucus structure Number of caucus meetings convened annually 4 Caucus meetings convened annually 4 Caucus meetings convened

GG-45 Functional multiparty forum Number of multiparty forums convened annually 4 Multiparty Forum meetings convened annually

1 out of 4 Multiparty Forum meetings convened


125

IDP Ref. No.


Target Actual


(i) (ii) (v) (vii)

GG-46 Visiting of projects Number of projects visited quarterly 8 Projects visited annually Projects not visited


126

Employees: The Executive and Council

Job Level

2014/2015 2015/2016



No. No. No. No. %

0 - 3 12 15 12 3 20%

4 - 6 3 5 1 4 80%

7 - 9 8 20 14 6 30%

10 - 12 4 6 4 2 33%

13 - 15 1 1 1 0 0%

16 - 18 13 14 14 0 0%

19 - 20 0 0 0 0 #DIV/0!

Total 41 61 46 15 25%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.24.5

Financial Performance Year 0: The Executive and CouncilR'000

Details

Year 0




127

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.24.6

Capital Expenditure Year 0: The Executive and Council

R' 000

Capital Projects

Year 0



COMMENT ON THE PERFORMANCE OF THE EXECUTIVE AND COUNCIL:








T 3.24.7

3.25 FINANCIAL SERVICES

INTRODUCTION FINANCIAL SERVICES

Delete Directive note once comment is complete – Provide brief introductory comments. Set out

priorities and the impact you have had on them during the year. Explain the measures taken to

improve performance and the major efficiencies achieved by financial service during the year.

T 3.25.1


128

Actual for

accounts

billed in

year

Proportion

of accounts

value billed

that were

collected in

the year %

Billed in

Year

Actual for

accounts

billed in year

Proportion

of accounts

value billed

that were

collected %

Estmated

outturn for

accounts

billed in year

Estimated

Proportion

of accounts

billed that

were

collected %

Property Rates

Electricity - B

Electricity - C

Water - B

Water - C

Sanitation

Refuse

Other

T 3.25.2

B- Basic; C= Consumption. See chapter 6 for the Auditor General's rating of the quality of the financial

Accounts and the systems behind them.

Year 1

R' 000

Debt Recovery

Details of the

types of account

raised and

recovered

Year -1 Year 0

Concerning T 3.25.2

Delete Directive note once table is completed – The proportion of account value billed is calculated

by taking the total value of the year’s revenues collected against the bills raised in the year by the

year’s billed revenues.

T 3.25.2.1


129

IDP Ref. No.

Financial Service Policy Objectives Taken From IDPIDP Ref. No.

Service Objective

Outline Service targets

2015/2016

Target Actual



MFV-01 Administration of the Municipal Bank Accounts

Favourable bank balance maintained in the primary bank account throughout the financial period

Bank Balance in Primary Bank Account R 4 million as at end June 2016

Bank Balance in Primary Bank Account R 4 million as at end June 2016

MFV-02 Financial Management Increased levels of investments Accumulated investments amounting to R 15 million in the investment account by 30 June 2016

Accumulated investments amounting to R 15 million in the investment account by 30 June 2016

MFV-03 Improved system of internal controls

System of Internal Control and Reporting Procedures developed in line with section 95 of the MFMA on general financial management for submission to Council by end July 2015

System of Internal Control and Reporting Procedures developed for submission to Council by end July 2015


MFV-04 Revenue enhancement Revenue generation increased to 80% monthly average

Improved revenue collection rate from 64% to 80% annually

Not Achieved

MFV-05 Revenue Management, debt collection and credit control

Reduction in outstanding debtors in excess of R 468 million

Reduction in the Outstanding Debtors from 468 million to R 360 Million

Reduction in the Outstanding Debtors from 468 million to R 360 Million

MFV-06 Timely IDP and Budget Review

Time schedule of key deadlines submitted to Council 10 months before start of next budget year as per s21 MFMA provisions

Submit time schedule of 2016/2017 key deadlines to Council by end August 2015

Schedule of key deadlines submitted to Council on 2015-08-31

MFV-07 Preparation of credible budget in line with NT budgeting guidelines/regulations

Budget approved within the budget time frames as approved by Council

Budget Approved before end May 2016 Budget Approved before end May 2016

MFV-08 Improved accounting standards

Pilot Project for the implementation of the MSCOA Project by 30 June 2016

SCOA Pilot Project implemented by 30 June

SCOA Pilot Project implemented by 30 June


130

IDP Ref. No.


Service Objective


2015/2016

Target Actual


MFV-09 Improved accounting standards

Number of reports towards the implementation of the Municipal Standard Chart of Accounts (MSCOA) quarterly

4 Progress reports on activities undertaken by the MSCOA Steering Committee

4 Progress reports on activities undertaken by the MSCOA Steering Committee

MFV-10 Timely Financial Reporting Number of section 71 reports submitted within 10 working days from end of a month

12 monthly s71 reports submitted annually

12 monthly s71 reports submitted annually

MFV-11 Timely Financial Reporting Number of section 52 reports submitted to Council within 30 days of the end of a quarter

4 quarterly section 52 reports submitted annually

4 quarterly section 52 reports submitted annually

MFV-12 Timely Financial Reporting Number of midyear budget and performance assessment report 72 reports submitted to Council in terms of section 5(1)(f) of MFMA by end January annually

1 midyear assessment report submitted to Council by end January 2016

Midyear assessment report submitted to Council on 2016-01-29

MFV-13 Timely Financial Reporting 2014/2015 AFS submitted to Council and AG by end August 2015

2014/2015 AFS submitted to Council and AG by end August 2015

2014/2015 AFS submitted to Council and AG by end August 2015

MFV-14 Improved system of internal controls

System of Internal Control and Reporting Procedures developed in line with section 65 on expenditure management for submission to Council by end December 2015

System of Internal Control and Reporting Procedures developed by end December 2015


MFV-15 Expenditure management Reports submitted quarterly to Council on expenditure management

4 reports annually on withdrawals not approved and salaries and wages expenditure

4 reports annually on withdrawals not approved and salaries and wages expenditure


131

IDP Ref. No.


Service Objective


2015/2016

Target Actual


MFV-16 Effective procurement systems

Number of reports submitted to Council quarterly on implementation of supply chain management policy in line with the Reg 6 of the Supply Chain Management Regulations

4 reports submitted annually on the implementation of the Supply Chain Management Regulations

4 reports submitted annually on the implementation of the Supply Chain Management Regulations

MFV-17 Contract Management Finalisation of Service Level Agreements with appointed service providers within stipulated timeframes as per appointment letter and updated in the contracts register

Finalisation of Service Level Agreements with appointed service providers within stipulated timeframes as per appointment letter and updated in the contracts register

Finalisation of Service Level Agreements with appointed service providers within stipulated timeframes as per appointment letter and updated in the contracts register


132

Employees: Financial Services

Job Level

2014/2015 2015/2016



No. No. No. No. %

0 - 3 4 8 5 3 38%

4 - 6 5 11 8 3 27%

7 - 9 14 23 14 9 39%

10 - 12 20 36 25 11 31%

13 - 15 0 0 0 0 #DIV/0!

16 - 18 6 7 6 1 14%

19 - 20 0 0 0 0 #DIV/0!

Total 49 85 58 27 32%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.25.5

Financial Performance Year 0: Financial ServicesR'000

Details

Year 0




133

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.25.6

Capital Expenditure Year 0: Financial Services

R' 000

Capital Projects

Year 0



COMMENT ON THE PERFORMANCE OF FINANCIAL SERVICES OVERALL:








T 3.25.7

3.26 HUMAN RESOURCE SERVICES

INTRODUCTION TO HUMAN RESOURCE SERVICES

Delete Directive note once comment is complete – Provide brief introductory comments. Set out


improve performance and the major efficiencies achieved by HR service during the year.

T 3.26.1


134

SERVICE STATISTICS FOR HUMAN RESOURCE SERVICES

T 3.26.2


135

IDP Ref. No

Human Resource Services Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (iii) (iv)


MTOD-01 Development of a Performance Management framework

Updated and approved Performance Management framework by end July 2015

Updated Performance Management Framework submitted to Council for approval by end July 2015

Performance Management Framework revised and submitted to Council on 2016-04-29 and referred to Rules & Ethics Committee

MTOD-02 Implementation of performance management system

Performance agreements of section 57 senior managers signed within prescribed timeframe annually by end July 2015

6 Performance agreements of section 57 senior managers signed within prescribed timeframe annually

6 signed performance agreements


Quarterly performance reviews conducted for section 54/56 managers and reported on quarterly to Council

24 quarterly performance reviews conducted annually

Quarterly performance reviews not held as per schedule; One-on-one interactions done ad-hoc


Evaluating of performance of s54/56 managers conducted annually

6 annual performance evaluations conducted for s54/56 managers in terms of section 27 of the Municipal Performance Regulations, 2001

2014/15 annual performance evaluations conducted for MM

MTOD-05 Filling of posts in line with the approved Organogram and Budget for the 2015/2016 financial year

Number of posts filled as per the approved 2015/2016 staff establishment

Filling of vacancies in line with the approved and funded Organogram and Budget for the 2015/2016 financial year and reported on quarterly

Vacancies filled within resource constraints

MTOD-06 Job descriptions developed to monitor employee performance

Number of job descriptions developed in line with task job evaluation system by end December 2015

Outstanding Job descriptions developed by end December 2015

106 out of 2013 job descriptions developed

MTOD-07 Improved labour relations Number of Local Labour Forum meetings held monthly and reported on quarterly

12 sittings of Local Labour Forums meetings annually

Meetings did not take place as scheduled

MTOD-08 Equitable employment opportunities created

Employment Equity meetings Training Committee meetings held and reported on quarterly

4 Employment Equity meetings held annually

3 out of 4 Employment Equity meetings held


136

IDP Ref. No


Target Actual


(i) (ii) (iii) (iv)

MTOD-09 Creation of a skilled and capacitated workforce

Training Committee meetings held and reported on quarterly

4 Training Committee meetings held annually

4 meetings held

MTOD-10 Creation of a safe and healthy working environment

Occupational Health and Safety meetings convened and reported on quarterly

4 Occupational Health and Safety meetings held annually

3 out of 4 Occupational Health & safety meetings held

MTOD-11 Implementation of the Workplace Skills Plan

Annual Training Report (ATR) and Workplace Skills Plan (WSP) submitted to LGSETA annually by 30 April

ATR and Workplace Skills Plan submitted to LGSETA by 30 April 2016

ATR and WSP submitted on 2016-04-29


Percentage training interventions implemented in terms of the approved WSP (actual training interventions implemented / total training interventions planned)

60% of training interventions implemented in terms of the approved WSP and reported on quarterly

Training interventions implemented

MTOD-13 Development of Bursary Policy for Internal Staff

Development and submission to Council of Bursary Policy for Internal Staff by end October 2015

Bursary Policy for Internal staff developed and submitted to Council by end October 2015

Bursary policy for internal staff approved

MTOD-14 Bursary funding for Internal Staff Rand value of bursary budget spent on training of internal staff through the Bursary Policy for Internal Staff

R 100 000.00 spent on the training of internal staff through bursary funding

Budget allocation not spent


137

IDP Ref. No


Target Actual


(i) (ii) (iii) (iv)

MTOD-15 Create opportunities for internships and learnership programmes in line with approved WSP

Number of Internships and learnership opportunities created per approved WSP

Internships and learnerships implemented as per WSP

MTOD-16 Recruitment of financial interns Number of Finance interns appointed by end July 2015 in terms of FMG standards

Five (5) interns appointed in terms of FMG standards by end September 2015

5 interns appointed


Percentage of municipality’s budget actually spent on implementing its workplace skills plan (WSP) (Actual amount spent on training /total funds allocated for training)

60% of budget spent on implementation of WSP

60% of budget spent on implementation of WSP

MTOD-18 Approval of an Employment Equity Plan (EEP)

Employment Equity Plan approved and submitted to the Department of Labour by end October 2015

Employment Equity Plan approved and submitted to the Department of Labour

Employment Equity Plan submitted

MTOD-19 Implementation of the Employment Equity Plan (EEP)

Number of people from employment equity target groups employed in the three highest levels of management in compliance with the approved Employment Equity Plan

Recruit and appoint an additional 7 female and or disabled employees in the first 3 levels of management

1 female appointed at post level 5


138

IDP Ref. No


Target Actual


(i) (ii) (iii) (iv)

MTOD-20 Implementation of the Employment Equity Plan

Number of reports submitted on employees employed in accordance with approved EEP targets and reported on quarterly

4 reports submitted on employees employed in accordance with approved EEP targets and reported on quarterly

2 out of 4 reports submitted

MTOD-22 Development of Scarce Skills Policy

Scarce Skills Policy developed for submission to Council by end October 2015

Scarce Skills Policy developed for submission to Council by end October 2015

Scarce Skills Policy approved on 2015-10-29

MTOD-23 Development of Staff Retention Policy

Staff Retention Policy developed for submission to Council by end January 2016

Staff Retention Policy developed for submission to Council by end January 2016

Staff Retention Policy developed in Q3 but not yet submitted to Council

MTOD-24 Telephone Usage Policy developed

Telephone Usage Policy developed for submission to Council by end April 2016

Telephone Policy developed for submission to Council by end April 2016

Telephone Policy developed but not yet submitted to Council

MTOD-25 Submission of Return on Earnings Report to the Compensation Fund

Submission of Return on Earnings Report to the Compensation Fund by end March 2016

Return of Earnings Report submitted by end of March 2016

Submission date extended by DoL to 31 May 2016 but no proof of submission by new deadline


139

Employees: Human Resource Services

Job Level

2014/2015 2015/2016


equivalents)


posts)

No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 3 2 2 0 0%

7 - 9 0 0 0 0 #DIV/0!

10 - 12 2 4 2 2 50%

13 - 15 0 0 0 0 #DIV/0!

16 - 18 0 0 0 0 #DIV/0!

19 - 20 0 0 0 0 #DIV/0!

Total 6 7 5 2 29%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.26.5

Financial Performance Year 0: Human Resource ServicesR'000

Details

Year 0




140

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.26.6

Capital Expenditure Year 0: Human Resource Services

R' 000

Capital Projects

Year 0



COMMENT ON THE PERFORMANCE OF HUMAN RESOURCE SERVICES OVERALL:








T 3.26.7

3.27 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SERVICES

This component includes: Information and Communication Technology (ICT) services.

INTRODUCTION TO INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SERVICES

Delete Directive note once comment is completed – Provide brief introductory comments. Set out


improve performance and the major efficiencies achieved by ICT service during the year.

T 3.27.1


141

SERVICE STATISTICS FOR ICT SERVICES

T 3.27.2


142

IDP Ref. No.

Information and Communication Technology (ICT) Services Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (v) (vii)


MTOD-21

Improved ITC governance and management

ICT policies for Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) developed by end July 2015

Develop ICT policies for Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) by end July 2015

ICT policies for Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) approved by Council on 2015-10-29


143

Employees: ICT Services

Job Level

2014/2015 2015/2016



No. No. No. No. %

0 - 3 0 1 0 1 100%

4 - 6 1 2 2 0 0%

7 - 9 0 0 0 0 #DIV/0!

10 - 12 0 0 0 0 #DIV/0!

13 - 15 0 0 0 0 #DIV/0!

16 - 18 0 0 0 0 #DIV/0!

19 - 20 0 0 0 0 #DIV/0!

Total 1 3 2 1 33%


Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.27.5

Financial Performance Year 0: ICT Services R'000

Details

Year 0




144

Budget Adjustment

Budget

Actual

Expenditure

Variance from

original budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.27.6

Capital Expenditure Year 0: ICT Services

R' 000

Capital Projects

Year 0



COMMENT ON THE PERFORMANCE OF ICT SERVICES OVERALL:








T3.27.7

3.28 PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT SERVICES

This component includes: property; legal; risk management and procurement services.

INTRODUCTION TO PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT SERVICES

Delete Directive note once comment is completed – Provide brief introductory comments. Set out


improve performance and the major efficiencies achieved by Property, legal, risk management and

procurement services during the year.


145

T3.28.1

SERVICE STATISTICS FOR PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT

SERVICES

T 3.28.2


146

IDP Ref. No

Property; Legal; Risk Management; and Procurement Services Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016

Target Actual


(i) (ii) (v) (vii)


GG-06 Effective enterprise risk management Enterprise-wide risk register developed and submitted to Council by end July 2015

Enterprise-wide risk register developed and adopted by Council

2015/16 Enterprise wide risk register developed and approved by MM on 18/09/2015

GG-07 Functional Risk Management Committee Number of Risk Management Committee meetings held annually

4 Risk Management Committee meetings held annually

5

GG-08 Functional Risk Management Committee Number of Risk Management Committee reports compiled for submission to the Audit Committee quarterly

4 Risk Management Committee reports submitted to the Audit Committee annually

3

GG-09 Ensure sustainable anti-corruption capacity

Number of anti-corruption and ethics awareness raising workshops conducted quarterly

4 Anti-corruption and ethics awareness raising workshops conducted annually

2

GG-10 Review of Risk Management Policy Risk Management Policy and Risk Management Strategy adopted by Council April 2015

Review Risk Management Policy and Risk Management Strategy for submission to Council by end June 2016

Risk Management Policy and Strategy not reviewed during period under review

GG-11 Review Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption

Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption reviewed for submission to Council by end June 2016

Review Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption

Fraud prevention plan and awareness strategy, private work and declaration of interest policy and the whistle blowing policy was reviewed on 22/07/2015 by audit committee


147

Year -1


Budget

Actual Variance to

Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.28.5

Financial Performance Year 0: Property; Legal; Risk Management and Procurement ServicesR'000

Details

Year 0



Budget Adjustment

Budget

Actual

Expenditure

Variance from

original budget

Total Project

Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.28.6

Capital Expenditure Year 0: Property; Legal; Risk Management and Procurement Services

R' 000

Capital Projects

Year 0



COMMENT ON THE PERFORMANCE OF PROPERTY SERVICES OVERALL:








T 3.28.7


148

COMPONENT J: MISCELLANEOUS

INTRODUCTION TO MISCELLANEOUS

This component includes the provision of airports, abattoirs, municipal courts and forestry as municipal

enterprises. The Municipality does not provide any of these services within its area of jurisdiction.

COMPONENT K: ORGANISATIONAL PERFOMANCE SCORECARD

This component deals with the Annual Performance Scorecard Report for the year under review and

forms the basis for the audit of predetermined objectives. It seeks to give an overview of its

performance against predetermined objectives and to report on progress made towards meeting set

service delivery projections and targets for the period 1 July 2015 to 30 June 2016.

Every effort has been made to ensure that the Annual Performance Report (APR) reflects on non-

financial performance information as accurately as possible and to give a true reflection on the levels

of achievement against predetermined objectives and key performance indicators, in line with the

approved 2015/2016 Service Delivery and Budget Implementation Plan (SDBIP) targets that were set

for the year under review.

The audit of predetermined objectives is regarded as an annual procedure on reported actual

performance against set predetermined objectives of the Municipality to provide assurance to Council,

members of the public and other relevant stakeholders that the “actual performance reported” is useful

and reliable. Reporting on performance information is essential as it allows the public, oversight and

governance structures to focus its attention on whether public institutions such as municipalities are

delivering services as required and planned, by comparing their performance against their budgets and

strategic plans.

The objective of an audit of predetermined objectives is to enable the Auditor-General to conclude

whether the reported performance against predetermined objectives is useful and reliable, in all

material respects, based on predetermined audit criteria. This audit is executed as an integral part of

the annual regularity audit, to confirm compliance with applicable laws and regulations as well as the

usefulness and reliability of the reported performance information to be published in the annual report

of the Municipality.


149

Through the auditing of predetermined objectives, the independent audit of measures is to ensure the

economical procurement and efficient and effective utilisation of resources and key concepts to this

are:

1. Economy: for the procurement of resources of the right quality in the right quantities at the right

time and place at the lowest possible cost;

2. Efficiency: To achieve the optimal relationship between the output of goods, services or results

and the resources used to produce them;

3. Effectiveness: To achieve policy objectives, operational goals and other intended effects.

This is all in an attempt to strengthen democracy by enabling oversight, accountability and good

governance in the public sector through the audit of predetermined objectives and to then report on the

findings.

INTRODUCTION

Every municipality and municipal entity must prepare and adopt an annual report for each financial

year in accordance with the Local Government: Municipal Finance Management Act, Act 56 of

2003(MFMA) and the Local Government: Municipal Systems Act, Act 32 of 2000 (MSA) as amended.

Section 46 of the MSA provides that an annual performance report must be submitted to the municipal

council. It is against this backdrop that the 2015/2016 Annual Performance Report of Lekwa Local

Municipality has herewith been prepared and is submitted in terms of section 46 (1) and (2) of the

MSA, as amended and National Treasury MFMA Circulars 11 and 63 on annual reporting. This report

covers the performance information for the period 01 July 2015 to 30 June 2016 and focuses on the

operationalization and implementation of the Service Delivery Budget and Implementation Plan

(SDBIP), in relation to the objectives as encapsulated in the Municipality’s 2015/20165 Integrated

Development and Plan (IDP).

This report will seek to reflect on actual performance of the Municipality as measured against the

performance indicators and targets as contained in its approved 2015/2016 Service Delivery and

Budget Implementation Plan (SDBIP). The report will also endeavour to report on the Municipality’s

performance in line with the six (6) Key Performance Areas (KPAs) for local government, which are:

Basic Service Delivery;

Municipal Organisational Transformation and Development

Local Economic Development

Municipal Financial Viability and Management

Good Governance and Public Participation

Spatial Rational.


150

The report will further reflect the Municipality’s Key Performance Indicators (KPIs) per KPA. Each KPA

have Municipal Key Focus Areas (KFA’s) which were developed to help focus the Municipality on its

developmental initiatives in a more coherent and organised manner.

FRAMEWORK FOR REPORTING ON PREDETERMINED OBJECTIVES

The Annual Performance Report is herewith presented in accordance with the Municipality’s

Performance Management Framework, applicable legislation, regulations, circulars, including

guidelines from National Treasury on the Framework for Managing Programme Performance

Information (FMPPI) as well as the Framework for Strategic Plans and Annual Performance Plans. In

preparation for the 2015/2016 financial year a strategic review session was held between 3 – 5 March

2015 at Loskop Dam, Middelburg, where critical issues were deliberated on which informed the

finalisation of the 2015/2016 IDP and SDBIP, in order to improve on the alignment of these two very

strategic documents. Sessions were also subsequently held with Executive and divisional managers

to determine the quarterly targets that informed the SDBIP.

LEGISLATIVE MANDATE

This Annual Performance Report has been compiled in compliance with the requirements of section 46

(1) of the Local Government: Municipal Systems Act, 2000; which stipulates the following:

(1) A municipality must prepare for each financial year a performance report reflecting—

(a) the performance of the Municipality and each external service provider during that financial year;

(b) a comparison of the performance referred to in paragraph (a) with targets set for performance in

the previous financial year; and

(c) measures taken to improve performance.

In addition, Regulation 7 (1) of the Local Government: Municipal Planning and Performance

Management Regulations, 2001 states that “A Municipality’s Performance Management System entails

a framework that describes and represents how the municipality’s cycle and processes of performance

planning, monitoring, measurement, review, reporting and improvement will be conducted, organised

and managed, including determining the roles of the different role players.”

Performance management is not only relevant to the organisation as a whole, but also to the

individuals employed in the organisation as well as the external service providers and municipal

entities. The Performance Management System (PMS) Framework as adopted by the Municipality

inter alia, reflects the linkage between the IDP, Budget, SDBIP and individual performance.

SDBIP.


151

PERFORMANCE MANAGEMENT PROCESSES AND OVERVIEW

The PMS function is located in the office of the Municipal Manager and the PMS unit still needs to be

beefed up. The key focus of the unit is to coordinate organisational performance management related

processes as well as to facilitate the regulated individual performance assessments of senior

management. Currently, a manual performance management system is operational within the

Municipality.

The 5 year IDP was developed for the 2012-2016 period and was reviewed for the 2015/2016 financial

year. The process towards the review culminated in the IDP consultation processes that took place

during October and November 2014. The Draft IDP was tabled to Council during March 2015 and was

finally approved on 29 May 2015. The 2015/2016 SDBIP was also thereafter approved by the

Executive Mayor, to form the basis for implementation for the year under review.

Appointment of senior management

For the 2015/2016 financial year, the municipal manager and the following senior managers directly

accountable to him were in place:

JOB TITLE NAME EMPLOYMENT CONTRACT

TERM

2015/2016

PERFORMANCE

CONTRACT PERIOD

Municipal Manager Mr. L B Tshabalala 1 August 2012 – 31 July 2017 1 July 2015 – 30 June

2016

Executive Manager:

Development & Planning

Mrs. T S Matladi 2 September 2013 – 31 August

2018

1 July 2015 – 30 June

2016

Executive Manager: Corporate

Services

Mr. S S Nkosi 2 January 2014 – 01 January

2019

1 July 2015 – 30 June

2016

Executive Manager:

Community Services & Safety

Ms M E Radebe 2 January 2015 – 31 December

2020

1 July 2015 – 30 June

2016

Executive Manager: Technical

Services

Mr. M H Shai 17 June 2015 – 15 June 2018 1 July 2015 – 30 June

2016

Chief Financial Officer Mr. R A Morris

1 July 2015 – 30 June 2018 1 July 2015 – 30 June

2016

Performance agreements were also developed and signed as required by the Municipal Performance

Regulations, 2006. Quarterly performance reports in line with the institutional SDBIP, with supporting

evidence were prepared by managers directly accountable to the Municipal Manager. These quarterly


152

performance reports were also objectively and independently audited by the Internal Audit unit to verify

and confirm performance information as reflected in the reports.

Auditing of Performance

As per the provisions of the Municipal Planning and Performance Management Regulation 14(2) (c),

the Municipality utilised its established Audit Committee as its Performance Audit Committee. The

following are dates on which the committee met for the year under review:

LEGEND:

P = PRESENT A = APOLOGY

SUBMITTED

X = ABSENT

WITHOUT

APOLOGY

NI = NOT

INVITED

The following table also depicts management’s attendance of Audit Committee meetings:

Meeting Dates A C Keyser N Balkrishen D W Prenzler Z Fihlani (till

2015-10-29)

2015-07-22 P P P X

2015-08-24 P X P X

2015-10-13 P P A X

2016-01-12 P P P -

2016-01-29 p A P -

2016-04-18

(NO QUORUM)

P A A -

2016-05-03

(POSTPONED

FROM 2016-04-18)

P P P -

DATE MM CFO EMCS EMDP EMCSS EMTS M:IA PMS RM AG PT GSDM

2015-07-22 P P P X A P P P P A X NI

2015-08-24 P P A P P P P P P NI NI NI

2015-10-13 P P P P P P P P P P P P

2016-01-12 A A P P P P P P P P A A


153

The current Audit Committee members were appointed by Council, during its Meeting held on 2014-

04-25, per Resolution A58. The continued absence from meetings by Mr Z Fihlani put the effective

functioning of the Audit Committee under tremendous strain. Interactions by the Chairperson with Mr

Z Fihlani was ongoing but was formalised in a letter dated 2015-09-10 regarding his continued

absence. The non-response by Mr Z Fihlani resulted in the Audit Committee submitting a report to this

effect to Council. Council therefore resolved during its meeting held on 2015-10-29, under Resolution

A173 to terminate his services. The Municipal Manager was also tasked to expedite the replacement

of member so that it does not hamper the Committee’s functioning. The additional members are due

to be appointed in the 2016/2017 financial year.

2014/2015 Oversight Report

As part of strengthening governance, accountability and oversight, the Council tasked the Municipal

Public Accounts Committee (MPAC) to exercise its oversight role in respect of the 2014/2015 Annual

Report. The MPAC met on the following dates to deal with the 2014/2015 Annual Report:

MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC)

MEMBERS S M Zacarias

(Chairperson)

N Z E

Sitshoni

M S

Khumalo

S S

Mosia

A S

Ngwenya

F

Sarang

P T

Schnetler

J J van

der

Wath

S S

Gumede

POLITICAL

PARTY ANC ANC ANC ANC ANC ANC DA DA PAC

GENDER F F F M M F M M M

DATES AND ATTENDANCE OF MPAC MEETINGS

2016-02-17 P A P X P P A P X

2016-03-03 P X X X A P P P X

2016-03-15 P P P A X P A P X

Legend: P=Present; A = Apology submitted; X= Absent without Apology

2016-01-29

2016-04-18

(NO QUORUM)

P P P A P P P P P P A A

2016-05-03

(POSTPONED

FROM 2016-04-

18)

P A A P P P P P P


154

The general lack of attendance of MPAC meetings was largely due to clashes of meetings and other

activities. The matter has received attention and relevant officials and senior management will be

attending future meetings as required.

The 2014/2015 Annual Report was tabled to Council on 29 January 2016. Subsequent to the said

meetings as referred to above, the MPAC submitted its Oversight Report to Council on 31 March 2016.

Council resolved as follows per Council Resolution A31:

“(1) That the report of the Municipal Public Accounts Committee in respect of the Oversight Report

on the 2014/2015 Annual Report BE NOTED;

(2) That the Oversight Report on the 2014/2015 Annual Report as prepared and considered

by the Municipal Public Accounts Committee (MPAC) during its meetings held on 2016-02-

17, 2016-03-03 and 2016-03-15, including the following BE NOTED:

(a) It must however be noted that due to the SAMWU strike, MPAC could not find

Management in order to respond on any questions from MPAC and the second

attempt was made on the week of the 22nd of March 2016 where MPAC finds that all

Management were on leave;

(b) That it be noted that the office of the Auditor General was also invited on the 3rd of

March 2016 on an observer status;

(c) The major deficiencies in the original report were that not all the important reporting

requirements and information were complete.

(d) It must be noted that since the submission of the 1st draft of the Annual Report to

Council and the Auditor General, not much progress has been made to date in respect

of updating information in respect of the following components:

Chapter 1: Component A

Chapter 2: Component B, C, D

Chapter 3: Basic Service Delivery Performance

Chapter 5: Financial Performance

Chapter 6: Auditor General Findings


155

(e) It must however be noted that as at the time of the MPAC meeting on 2016-03-15

during which meeting the draft Annual Report was considered, it was noted that the

following components were outstanding:

(i) Cemeteries and crematoriums

(ii) Fire and Disaster Services

(iii) Sports and Recreation

(f) MPAC noted with serious concern that for the 2011/2012, 2012/2013, 2013/2014 and

2014/2015 Annual Reports the same above divisions, once again had not submitted

complete information and neither did they comply with the time-frames given to ensure

the submission of requested outstanding information

(g) Information on the following components is also outstanding:

(i) Complete information on public participation and public satisfaction survey

levels

(ii) Libraries

(iii) Traffic Law Enforcement

(iv) Corporate policy offices and other services

(3) That Council, having fully considered the revised Annual Report of Lekwa Local

Municipality for the 2014/2015 financial year and representations thereon and the

Oversight Report for the 2014/2015 Financial Year, the 2014/2015 Annual Report NOT BE

APPROVED due to the reasons stated in (2) (a) – (g) above but that the 2014/2015

Annual Report BE REFERRED BACK for revision of all the components that can be

revised, as provided for in terms of section 129 (1) (c) of the MFMA;

(4) That the Accounting Officer TO TAKE ACTION on all Managers who have not complied in

terms of submitting the required information on the revised Annual report for 2014/2015

financial year in order to curb the presidency of not submitting the relevant information as

required;

(5) That the Oversight Report BE MADE PUBLIC in accordance with Section 129 (3) of the

Municipal Finance Management Act, Act No 56 of 2003;

(6) That the Oversight Report BE SUBMITTED to the Mpumalanga Provincial Legislature in

accordance with Section 132 (2) of the Municipal Finance Management Act, Act No 56 of

2003;


156

(7) That the Municipal Public Accounts Committee continue to MONITOR AND EVALUATE as

part of its oversight role, every Department in respect of service delivery issues and other

internal processes cited by the Auditor-General.”

The non-submission of outstanding information for completion of the annual report has been

strengthened with the establishment of a team that will coordinate information per department to assist

with the compilation of the 2015/2016 annual report.

2015/2016 AUDITED ANNUAL PERFORMANCE REPORT: PLANNED VS ACTUAL

The 2015/2016 annual performance report has been prepared based on the institutional Performance

Scorecard (SDBIP) of the Municipality. This report is herewith submitted in line with section 126 (1) (a)

of the MFMA, within two months after the end of the financial year to which the statements relate. The

report was submitted to the Audit Committee, Council and subsequently to the Auditor-General for

auditing together with the Draft 2015/2016 Annual Financial Statements.

The annual performance report, as incorporated into this 2015/2016 Annual Report, as provided for by

section 121 (3) (c), stipulates that the annual report inter alia must also include the audited Annual

Performance Report of the Municipality as prepared in terms of section 46 of the MSA. The annual

report also includes the audited Annual Financial Statements and the Auditor-General’s Report on both

the Annual Financial Statements and Performance Information for the financial year under review.

This section of the report relates to the level of performance against predetermined objectives. This

section of the Annual Performance Report reflects on the Municipality’s actual performance against the

planned targets as contained in the Municipality’s approved 2015/2016 SDBIP as per the six (6)

KPA’s.

As required in terms of sections 4 and 20 of the Public Audit Act, read with the general notice issued in

terms thereof, the Auditor General audited the reported performance information of the following

selected objectives as presented in the Annual Performance Report of the Municipality for the year

ended 30 June 2016:

(a) Objective 1: Basic Service Delivery

(b) Objective 5: Good Governance and Public participation

The Auditor General evaluated the usefulness of the reported performance information to determine

whether it was consistent with planned objectives. In addition, tests were performed to determine

whether indicators and targets were well-defined, verifiable, specific, measurable, time bound and

relevant, as required by the National Treasury’s Framework for Managing Programme Performance


157

Information (FMPPI). An assessment on the reliability of the reported performance information to

determine whether it was valid, accurate and complete was also performed.

The Auditor General, further as stated in the management report, is of the opinion that the evidence

obtained from the work performed provided an appropriate basis for the reasonable assurance

conclusion on the usefulness and reliability of the reported performance information and expressed the

following conclusion on the usefulness and reliability of the reported performance information:

Selected Objectives Usefulness Reliability

Objective 1 Basic service delivery Qualified Qualified

Objective 5 Good governance and public participation Qualified Qualified

In respect of the Objective 1 on Basic service delivery, the Auditor General found the basis for the

qualified conclusion in respect of usefulness, based on consistency of development objectives and

targets, where reported objectives and targets were not consistent with planned objectives and targets.

Section 41(c) of the Municipal Systems Act requires that the annual performance report, integrated

development plan and service delivery and budget implementation plan must form the basis for the

annual report, therefore requiring consistency of objectives, indicators and targets between planning

and reporting documents. 76% reported targets were not consistent with the service delivery budget

implementation plan (SDBIP).

The basis for a qualified of conclusion on reliability of reported performance information relates to that

the FMPPI requires auditees to have appropriate systems to collect, collate, verify and store

performance information to ensure reliable reporting of actual achievements against planned

objectives, indicators and targets. The reported achievements against planned targets of important

indicators were not reliable when compared to the evidence provided.

In the opinion of the Auditor General, and the qualified conclusion on usefulness and reliability, except

for the effect of disagreement on misstatements of the matters described as the basis for the qualified

conclusion, the reported performance information of Lekwa Local Municipality on basic service delivery

is useful and reliable, in all material respects, in accordance with the identified performance

management and reporting framework.


158

In respect of Objective 5 on Good governance and public participation, the Auditor General found the

basis for the qualified conclusion in respect of usefulness on the basis of consistency of development

objectives and targets.

Section 41(c) of the Municipal Systems requires that the annual performance report, integrated

development plan and service delivery and budget implementation plan must form the basis for the

annual report, therefore requiring consistency of objectives, indicators and targets between planning

and reporting documents. 52% reported targets were not consistent with those in the service delivery

budget implementation plan (SDBIP).

The basis for the qualified conclusion on reliability of reported performance information is in view

thereof that the FMPPI requires auditees to have appropriate systems to collect, collate, verify and

store performance information to ensure reliable reporting of actual achievements against planned

objectives, indicators and targets. The reported achievements against planned targets of important

indicators were not reliable when compared to the evidence provided.

The qualified conclusion on usefulness and reliability, in the opinion of the Auditor General, except for

the effect of disagreement on misstatements of the matters described in the basis for qualified

conclusion, the reported performance information of good governance and public is useful and reliable,

in all material respects, in accordance with the identified performance management and reporting

framework.

The following table below is a breakdown of the Key Performance Indicators (KPIs) per Key

Performance Area (KPA), taking into consideration the Auditor General’s findings on performance

information:

TOTAL KPIs KEY PERFORMANCE

AREA

Achieved % Not Achieved %

39 Basic Service Delivery 31 79 8 21

25 Municipal Transformation 12 48 13 52

9 LED 2 22 7 78

17 Financial Viability 12 71 5 29

46 Good Governance 23 50 23 50

10 Spatial Rational 3 30 7 70

146 83 57% 63 43%


159

The graph below also depicts the levels of performance per KPA:

BasicServiceDelivery

MunicipalTransforma

tionLED

FinancialViability

GoodGovernance

SpatialRational

Achieved 31 12 2 12 23 3

Not Achieved 8 13 7 5 23 7

31

12

2

12

23

38

13

7 5

23

7

05

101520253035

2015/2016 PERFORMANCE REPORT PER KPA

Achieved Not Achieved

Figure 1: 2015/2016 Performance per KPA

o The graph, in line with the table above depicts that of the 146 KPIs, the following is a

summary of performance per KPA: 83 targets achieved (57%)

o 63 targets not achieved (43%);

The table below depicts performance per Department:

Achieved Not achieved

TOTAL KPIS DEPARTMENT No. % No. %

20 Municipal Manager 10 50 10 50

47 Corporate Services 23 49 24 51

17 Budget & Treasury 12 71 5 29

23 Technical Services 15 65 8 35

16 Community Services & Safety 16 100 0 0

23 Development & Planning 7 30 16 70

146 TOTALS 83 57 63 43


160

The graph below also depicts the levels of performance per Department:

Figure 2: Performance per Department

Of the total of 146 annual KPIs, the overall level of performance indicates an above average level of

achievement.

It must be noted that for the year under review, reporting on performance information has been difficult

to report against due to inter alia the following general findings, which has also been corroborated by

the Internal Audit unit during their audit of quarterly performance information reports:

(a) Performance information not submitted in a timely manner (Recurring)

(b) SDBIP KPI targets not achieved (Recurring)

(c) Corrective actions are not supplied for under/non-performance (Recurring)

The late or non-submission of information by some Departments which has resulted in the overall

levels of achievement being below par and reporting was not always not done in line with approved

SDBIP through the amendment, removal or non-reporting against certain targets;

The Municipality has put measures in place to respond to areas of underperformance, including

adherence to all scheduled submissions to ensure the timely auditing and submission of reports to the

Mayoral Committee, Audit Committee and Council.


161

The Auditor General has also found critical areas during its audit of predetermined objectives, upon

evaluating the reliability and usefulness of reported information, as contained in the Annual

Performance Report. There was some level of consistency in that reported information could be

traced to the supporting portfolio of evidence but it was also identified that some of the information

reported was not complete, accurate nor validated by substantial supporting evidence.

The following are key findings in respect of the audit of predetermined objectives:

performance targets were not measurable, verifiable and well defined

Inconsistency between the planned and reported target

Information reported in the APR is not reliable

Indicator reported with the planned target than actual activity done.

Planned targets as per the SDBIP and APR are not measurable

Target not verifiable, well defined and measurable.

Non-adherence to internal controls relating to evidence of reported information

Standard operating procedures that supports the input, processing and output phase of

reporting on predetermined objectives is not in place

The impact of these findings may result in incorrect targets being reported on in the Annual

performance report, making it difficult to conclude if a specific target was achieved or not, as

management did not sufficiently review consistencies between planned and reported on targets in the

IDP, SDBIP and APR.

In the final analysis, as also recommended by the Auditor General, management, being responsible for

the reporting on the Municipality’s performance for the different departments, should all equally ensure

that there is availability of valid information supporting the performance that they report on quarterly

and at the end of the financial year. With the finalisation of the quarterly and annual performance

report management must ensure that there are proper reviews of the reports prior to it being submitted

for approval to avoid reporting invalid, inaccurate or incomplete performance information.

CONCLUSION

It must be noted that credible performance information must be recognised as playing a very

significant governance and accountability role within any organisation. The greater the focus there is

on the quality and timely auditing of information reported on, greater assurance can be given that the

performance information provided can be trusted as reliable and correct. The main objective is to

increase accountability and to ensure the credibility of information being strengthened as performance

reporting is increasingly becoming an integral part of an effective accountability framework.


162

Performance information and reporting focuses the attention of the public and oversight bodies on

whether public institutions such as municipalities are delivering value for money, by comparing their

performance against their budgets and service delivery plans. It is also intended to alert managers to

areas where corrective action is required. The most important reason for measuring performance is

that what gets measured is done. If an institution knows that its performance is being monitored, it is

more likely to perform the required tasks and perform them well. This can greatly enhance the level of

public confidence that communities and other stakeholders can once again have in the Municipality.

The tables below provide the detailed Annual Performance Report as submitted and audited by the

Auditor General.


163

IDP REF NO

PROGRAMME

OWNER

OBJECTIVE KEY PERFORMAN

CE INDICATOR

BASELINE BUDGET ANNUAL TARGETS

ANNUAL TARGET ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES TAKEN TO IMPROVE

PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-01

TECHNICAL SERVICES

Effective expenditure management of capital project funding

MIG conditional grants spent in accordance with applicable frameworks

100% expenditure of Municipal Infrastructure including roll- overs

R 27,978,000 100% of Municipal Infrastructure Grant (MIG) spent (Rand value)

R27 978 000

ACHIEVED NONE N/A MIG June 2016 expenditure report (annexure A)

All

KEY PERFORMANCE AREA 1: BASIC SERVICE DELIVERY

LLM 2: Improve services and broaden access to them

SFA 1: Equitable provision of services

SFA 5: Establishment of efficient access and integrated mobility

Outcome: Improved access to services


164

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-02

TECHNICAL SERVICES

Capital projects implemented on time and within budget

Standerton waste water treatment plant upgraded according to approved specifications

Current effluent inflow 13ML per day; designed to treat 11ML per day but treating only 9ML per day

R 15 000 000 Standerton waste water treatment plant with upgraded chlorination room

Obtained and inspected the minutes and progress report for September 2015 and confirmed that the project status provided by the contractors (Ngani Projects and T K Vuwani) stated that The Guard House was 95% completed, the Pump House was 80% completed and the Inlet works was 75% completed. The Contractor was busy fixing the steel and the shutters on the Inlet works, as well as the

ACHIEVED NONE N/A MIG June 2016 expenditure report(annexure A)

1-8, 10-11, 15


165

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-03

TECHNICAL SERVICES


Installation of water services to informal Settlements

New KPI R 4 272 950 Installation of communal stand pipes and Jojo Tanks

Installation of water and sanitation services to targeted informal communities.

ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexures A & B)

2,3,5,6,7, 11,14 & 15

BSD-04

TECHNICAL SERVICES


Boreholes installed in rural areas

28145 (90.6%) households with piped water in dwelling; 2195 households with access to communal taps; 731 no water

R 6 000 000 36 Boreholes installed in rural areas


ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexures A & C)

9, 12, 13


166

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

provision

BSD-05

TECHNICAL SERVICES


Sanitation services installed in rural areas

81 rural sanitation (enviro-loos) installed

R 1 306 150 87 rural sanitation toilets installed


ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexure A & D)

9, 12, 13

BSD-06

TECHNICAL SERVICES


Electrification of RDP houses in Standerton extension 8

New KPI R 1 700 000 110 RDP houses electrified in Standerton Extension 8

Budget planned utilised but project not commissioned due to it being a multiyear project.

NOT ACHIEVED

Developer is to counter fund the project for it to be completed and commissioned.

Developer informed to complete project.

Emails to Developer (annexure E)

15


167

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-07

TECHNICAL SERVICES



New KPI R 1 173 000 000


Inspected the June 2016 progress report by Thamis and Sisters signed and confirmed that project is not completed

NOT ACHIEVED

N/A N/A N/A 15-Jan


168

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-08

TECHNICAL SERVICES

Improve water quality for blue drop status

Blue drop status improved from 34,4% to 44%

90% to 100% provision of clean water

R 4 000 000 100% clean water supply

Inspected the reports (internal report 364799-814 and external report 367681-700) from the water quality laboratory which was addressed to the municipality on 04/05/2016 which stated that all the determinants tested for potable water samples for the above mentioned report, met the requirements of the drinking water standards (SANS: 241:2015), however the report did not state the blue drop rating

ACHIEVED Turbidity does not comply with the SANS 241. Water Safety planning not developed

The replacement of sand filter media. Requested funds for the development of Water Safety Planning.

Proof payments and water quality results

All


169

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-09

TECHNICAL SERVICES

Reduction in unaccounted water distribution losses

Reduced unaccounted technical water losses within the norm of 10%

Non-revenue water losses accounted for 14% (2013/2014 audited financial statements), and 57,2% from 2012/2013 audited AFS (only 10% of such losses can be accounted for as technical losses)

R 3 500 000 Reduce unaccounted water losses within norm of 10%

NOT ACHIEVED

Pipes are constantly bursting due to the ageing infrastructure and there is a shortage of staff. There are no funds to replace ageing pipes.

Water leakages are repaired. Water meters are repaired. The repair of 450 mm pipe Marais Street.

Daily job cards.

1,2,3,4,5,6,7,8,9,10.11,12,13,14 & 15


170

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-10

TECHNICAL SERVICES

Sustainable provision of water to all formal households

Households provided with potable water provision

28146 (90.6%) households with piped water in dwelling; 2194 households with access to communal taps; 731 no water provision (StatsSA); water interruptions due to aging infrastructure

R27 257 252 Provide 28146 households with piped water. Reduce water interruptions.

Also inspected a 2013 department of water affairs report.

Not Achieved

The water demand is greater than the water supply

The replacement of sand filter media. Solicit funds for the development of water safety planning.

Invoices and Proof of payments

1,2,3,4,5,6,7,8,9, 10, 11,12,13,14 & 15


171

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-11

TECHNICAL SERVICES

Sustainable provision of water to households in rural wards

households in rural areas with access to water provision

4394 Households in rural areas with access to water

R27 257 252 4394 Households in rural areas with access to water provision

The repair and maintenance of windmills and delivery of water in the rural wards

Achieved The budget is inadequate to repair all the broken boreholes in rural areas

The delivery of water through water tankers.

daily Job cards and Proof of payments

9,12 & 13

BSD-12

TECHNICAL SERVICES

Improved green drop status

green drop status improved from 54% to 64%

54% green drop status, ranked 4th in the province

R27 257 252 Improvement of green drop status

Inspected the department of water affairs green drop rating report for 2013 and confirmed the following:

Not Achieved

Waste Water Abatement Plan (W2RAP) not developed. Shortage of qualified staff. The capacity of the treatment plant does

Requested funding for the development of W2RAP from MISA and COGTA

Proof of payments


172

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

not meet the demand

BSD-13

TECHNICAL SERVICES

Sustainable provision of sanitation services to households in rural wards

households in rural areas provided with sanitation services

29791 (86.6%) households with flush or chemical toilets; 316 VIP toilets; 1980 pit latrines, 1280 no toilet

R 1 306 150 516 Households in rural areas provided with sanitation services via VIP toilets

ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexure A & D)

9, 12, 13

BSD-14

TECHNICAL SERVICES

Provision of formal domestic customers with access to removal of waste water and refuse by means of sewers

Households receiving sanitation services

28918 formal domestic customers with provision to sewerage services

R 450 000 All formal domestic customers with access to removal of waste water and refuse by means of sewers

2009 rating - 75%

Achieved None The Department of Water and Sanitation appointed the contractor for the refurbishment of the pump stations

Proof of payments

1,2,3,4,5,6,7,8,9,10,11,12,13,14 &15


173

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-15

TECHNICAL SERVICES

Data collected on all electrical equipment containing Polychlorinated Biphenyls (PBC)

Data collected and report generated by 30 December 2015 on all electrical equipment containing Polychlorinated Biphenyls (PBC)

Equipment (transformers, switch gear, circuit breakers) older than 1989 with Polychlorinated Biphenyls oils (PBC) as an insulation mechanism must be replaced with more bio-friendly oil that does not contain PCB in line with the Regulations

R20 400 1 Report generated by December 2015 on data collected on electrical equipment containing PBCs

2011- 63.80%

ACHIEVED NONE N/A Report in PCB data collection

1,2,3,4,5,6,7,8,9,10,11,12,13 &15


174

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

to phase out the use of PCB materials and PCB contaminated materials of 2014

BSD-16

TECHNICAL SERVICES

Maintenance and repairs of street and high mast lights

Number of street lights and high mast maintained and repaired

0ver 2000 street lights and high mast

R 3 000 000,00

100 street lights and high mast lights maintained and repaired

2013- 81.63%

Achieved In Ext-3 Morgenzon one high mast cannot be lowered due to the Eskom line next to it. 2. SIFO-SETHU SCHOOL EXT-6 3. THUTO-THEBE SCHOOL

proposal to replace with street lights

quarterly reports

1 - 8, 9,10 - 11 & 15


175

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

RDP 4. BASEMENT GROUND SAKHILE 5. NYADENI SCHOOL SAKHILE 6. LESEDI SCHOOL 2x EXT-4 ROOIKOPPEN


176

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-17

TECHNICAL SERVICES

Electrical network audit conducted

Conduct audit on the network infrastructure

The current network is not reliable, it is old, fault, damaged and not well maintained (To identify the aging equipment, for the purpose of repairs and maintain affected network equipment)

Internal processes

40% of the network audited

Electrical network audited and findings: 45 kiosks and cubicles has been vandalised and damaged, it need replacement. 11 kv overhead farm lines need replacement and to be fully refurbished.

Achieved none N/A Reports 1,2,3,4,5,6,7,8,9,10,11,12,13 &15


177

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-18

TECHNICAL SERVICES

Maintenance of network equipment

Maintenance of substations, mini-substations and power lines

There was no proper maintenance and many equipment they are operating at less than 50% of their life span (All electrical equipment to be maintained and repaired)

R 7,500,000 40% of electrical network reasonably maintained

3 x 33/11 kv transformers maintained in substation B and C respectively. All electrical protection system maintained and tested.

Achieved 11kv breaker in A-substation Ext-7 and RDP are sharing.

new 11kv circuit breaker is required to separate the two feeders

Maintenance reports

1,2,3,4,5,6,7,8,9,10,11,12,13&15


178

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-19

TECHNICAL SERVICES

Electrical Network refurbished

Replace all aging and vandalised electrical equipment

some of the equipment are more than 40 years old need to be replaced

R2,200,000 20% of aging and stolen electrical equipment to be replaced


Achieved None N/A Maintenance reports

1,2,3,4,5,6,7,8,9,10,11,12,13 &15


179

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-20

TECHNICAL SERVICES

Maintenance of municipal paved roads

175 km Distance of roads to be well maintained

98km's of roads are well maintained and 77km's of paved finished roads are stressed, with potholes, sidewalk cracks and severe deterioration

R 900 000,00 25km of roads maintained through pothole patching

18.3km Paved finished Roads maintained through pothole patching

NOT ACHIEVED

Budget constraints and cash flow

Improve cash flow Quarterly reports with weekly and daily sheets submitted

1,2,3,4,5,6,7,8,10,11,14&15


180

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-21

TECHNICAL SERVICES

Gravelling of municipal roads

247.8 Km's Distance of gravel roads to be gravelled and bladed

11 km's of gravel roads gravelled, 9km's inaccessible or never gravelled and Municipal borrow pit has been established in process of registration

R1.5million 5km of roads gravelled

0,2km of Roads gravelled around Lekwa Municipality

NOT ACHIEVED



11

BSD-22

TECHNICAL SERVICES

Cleaning and maintenance of storm water drainage systems

178km Distance of storm water structures cleaned and maintained

80Km's of storm water structures have efficient flow and 98.3 are blocked and used for

R 100 000,00 30km of storm water structures cleaned and maintained

23.2km of Storm water structures cleaned and well maintained

NOT ACHIEVED



1,2,3,4,5,6,7,8,9,10,11,12,13,14


181

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

dumping &15

BSD-23

TECHNICAL SERVICES

Maintenance of municipal building and structures

128 Municipal buildings to be well maintained for safety and proper accessibility to all users

14 municipal are well maintained and user friendly, whereas 30are vandalised

R 430 000,00 9 Municipal structures to be maintained and revamped

15 Municipal buildings and structures were well maintained and revamped

Achieved Quarterly reports with weekly and daily sheets submitted

4,10,14,3,5,8


182

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-24

COMMUNITY SERVICES & SAFETY

Provide solid waste collection services to formal households

Number of points provided with weekly kerbside solid waste collection services according to 25 zonal plan

19786 points with access to weekly solid waste collection service out of 21606 points

R7 472 265 949 728 points provided with weekly solid waste collection service annually

927552- inspected the weekly plans of service to be rendered and on the same plan the actual performance is recorded, however there was no information supporting the actual performance

Achieved Not Applicable

Not Applicable Monthly Reports

All


183

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-25


Provide solid waste collection services to businesses

Number of businesses provided with at least weekly solid waste collection service according to 2 zonal plans

15, 312 business points serviced

R7 472 265 15 321 Businesses provided with weekly solid waste collection service


Achieved Not Applicable


All


184

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-26


Extend access to solid waste collection services

Number of additional households where solid waste refuse removal services to be provided

1820 households with no access to solid waste removal service (Thuthukani RDP - 520; Rooikoppen - 350; Mandela Camp - 250)

R7 472 265 1000 Additional households provided with access to weekly kerbside solid waste removal service

1000 Achieved Not Applicable


All

BSD-27


Provide street cleaning service in CBD and along main route entrances

Areas in CBD and along main routes entrance cleaned according to zonal plan

Street cleaning in CBD areas and main routes done daily

R7 472 265 4 reports on the Implementation of street cleaning services as per monthly schedule

4 Reports Achieved Not Applicable


All


185

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-28


Functional Fire Brigade Services

Number of reports on fire brigade and emergency rescue services rendered submitted quarterly

4 Reports on fire brigade and emergency rescue services rendered prepared

R7 763 938 4 Reports on fire brigade and emergency rescue services rendered annually

4 Reports Achieved Old and redundant equipment

Refer to Capital Requests

Monthly Reports

BSD-29


Drivers and vehicle licensing activities undertaken

Number of vehicles tested for registration and licensing and reported on monthly

No. Of vehicles licensed

R 1 135 426 12 Monthly Reports on the registered and licensing of vehicles


N/a Monthly Reports

BSD-30


Testing for Learners Licences

Number of applicants tested for learners licenses and reported on monthly

No. Of Learners tested

R 1 135 426 12 Monthly Reports on applicants tested for learners license




186

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-31


Testing for Drivers Licences

Number of applicants tested for drivers’ license and reported on monthly

No. Of drivers

R 1 135 426 12 Monthly Reports on applicants tested for drivers’ license



BSD-32


Testing of Vehicles for roadworthiness

Number of vehicles tested for roadworthiness and reported on monthly

No. Of vehicles tested

R 1 135 426 12 Monthly Reports on applications for testing of vehicles for roadworthiness



BSD-33


Traffic Law Enforcement

Number of reports on traffic law enforcement activities undertaken quarterly

4 Reports R5 185 608 4 Reports on traffic law enforcement activities undertaken annually




187

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-34


Functional library service

Number of library community awareness campaigns conducted quarterly

New KPI R709 216 4 Library community awareness campaigns conducted annually



All

BSD-35


Functional library service

Number of new members recruited to join Lekwa libraries

New KPI R709 216 4 Reports on increase in library readership annually



All


188

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-36


Maintenance of cemeteries

Existing cemeteries maintained according to monthly plan

Cemeteries cleaned

R1 239 040 8 Cemeteries cleaned according to monthly plan


Achieved Old and redundant equipment


Monthly Reports

All

BSD-37


Provide burial grounds

Weekly preparation of burial sites

Burial sites prepared

R1 239 040 4 Reports of burial space prepared annually



Monthly Reports

All


189

IDP REF NO

PROGRAMME

OWNER


CE INDICATOR



ACHIEVED

ACHIEVEMENT

STATUS (ACHIEVED

/ NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE W

AR

D

BSD-38


Maintenance of sports and recreational facilities

Existing sports and recreational facilities maintained according to monthly plan

Facilities maintained as per monthly plan

R3 399 751 4 Reports on maintenance of facilities prepared annually



Monthly Reports

All

BSD-39


Maintenance of parks, gardens and open spaces


Areas maintained as per monthly plan

R3 399 751 4 Reports on maintenance of facilities prepared annually



Monthly Reports

All


190

KEY PERFORMANCE AREA 2: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

LLM 4: Ensure more effective, accountable and clean local government that works

SFA 6: Creation of a functional hierarchy

Outcome: Transformed organisation

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

01

MUNICIPAL

MANAGER

Developmen

t of a

Performance

Management

framework

Updated and

approved

Performance

Management

framework by

end July 2015

Perfor

mance

Manag

ement

framew

ork

approv

ed in

June

2013

R401

670

Updated

Performan

ce

Manageme

nt

Framework

submitted

to Council

for

approval

by end July

2015

Performance

Management

Framework

revised and

submitted to

Council on

2016-04-29

and referred

to Rules &

Ethics

Committee

Not achieved Revised

draft

submitted to

Rules &

Ethics before

adoption by

Council

Prepare report to

indicate status

quo to MayCo and

Council to

expedite

finalisation of

revised PMS

policy

Council

Resolution

A37: 2016-

04-25;

Report &

Revised

draft PMS

Policy under

KPI Q4

All


191

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

02

MUNICIPAL

MANAGER

Implementati

on of

performance

management

system

Performance

agreements of

section 57

senior

managers

signed within

prescribed

timeframe

annually by

end July 2015

6

Perfor

mance

agreem

ents

signed

for sec

54/56

manag

ers

R401

670

6

Performan

ce

agreement

s of section

57 senior

managers

signed

within

prescribed

timeframe

annually

6 signed

performance

agreements

Achieved Timely circulation

of prepared

performance

agreements and

follow up for

signing with all

required

annexures

Signed

performance

agreements

All

MTOD-

03

MUNICIPAL

MANAGER

Implementati

on of

performance

management

system

Quarterly

performance

reviews

conducted for

section 54/56

managers and

reported on

quarterly to

Council

Perfor

mance

reviews

not

conduct

ed

R401

670

24

quarterly

performanc

e reviews

conducted

annually

Quarterly

performance

reviews not

held as per

schedule;

One-on-one

interactions

done ad-hoc

Not achieved Schedule of

performance

reviews not

adhered to

Adhere to

performance

review schedule

and timelines

through

formalised,

adequately

documented

sessions

Attendance

registers;

Reports

All


192

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

04

MUNICIPAL

MANAGER

Implementati

on of

performance

management

system

Evaluating of

performance

of s54/56

managers

conducted

annually

Annual

perform

ance

reviews

not

conduct

ed

6 annual

performanc

e

evaluations

conducted

for s54/56

managers

in terms of

section 27

of the

Municipal

Performan

ce

Regulation

s, 2001

2014/15

annual

performance

evaluations

conducted

for MM

Not achieved Schedule of

annual

performance

evaluation

not adhered

to

Develop annual

schedule for

performance

evaluations to be

adhered to

according to

signed

performance

agreements

Attendance

registers;

Reports

All


193

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

05

CORPORATE

SERVICES

Filling of

posts in line

with the

approved

Organogram

and Budget

for the

2015/2016

financial

year

Number of

posts filled as

per the

approved

2015/2016

staff

establishment

Vacanc

y rate

at

25.72%

R205

757

Filling of

vacancies

in line with

the

approved

and funded

Organogra

m and

Budget for

the

2015/2016

financial

year and

reported

on

quarterly

Vacancies

filled within

resource

constraints

Achieved All


194

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

06

CORPORATE

SERVICES

Job

descriptions

developed to

monitor

employee

performance

Number of job

descriptions

developed in

line with task

job evaluation

system by end

December

2015

New

KPI

R205

757

Outstandin

g Job

description

s

developed

by end

December

2015

106 out of

2013 job

descriptions

developed

Not achieved Outstanding

job

descriptions

took longer

to be

developed

Contract a service

provider to fast-

track finalisation

of outstanding job

descriptions

All

MTOD-

07

CORPORATE

SERVICES

Improved

labour

relations

Number of

Local Labour

Forum

meetings held

monthly and

reported on

quarterly

Non-

adhere

nce to

schedul

e of

forum

meetin

gs

R205

757

12 sittings

of Local

Labour

Forums

meetings

annually

Meetings did

not take

place as

scheduled

Not achieved Meetings not

sitting as per

schedule;

Clash of

activities and

postponeme

nt of

scheduled

sittings

Agendas,

minutes,

attendance

registers

All


195

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

08

CORPORATE

SERVICES

Equitable

employment

opportunities

created

Employment

Equity

meetings

Training

Committee

meetings held

and reported

on quarterly

Non-

adhere

nce to

schedul

e of

forum

meetin

gs

R205

757

4

Employme

nt Equity

meetings

held

annually

3 out of 4

Employment

Equity

meetings

held


sitting as per

schedule;

Clash of

activities and

postponeme

nt of

scheduled

sittings

Develop annual

schedule of all

council activities

and establishment

of Planning and

Programming

Committee to

coordinate all

such activities

Agendas,

minutes,

attendance

registers

All

MTOD-

09

CORPORATE

SERVICES

Creation of a

skilled and

capacitated

workforce

Training

Committee

meetings held

and reported

on quarterly

Non-

adhere

nce to

schedul

e of

forum

meetin

gs

R205

757

4 Training

Committee

meetings

held

annually

4 meetings

held

Achieved Agendas,

minutes,

attendance

registers

All


196

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

10

CORPORATE

SERVICES

Creation of a

safe and

healthy

working

environment

Occupational

Health and

Safety

meetings

convened and

reported on

quarterly

Non-

adhere

nce to

schedul

e of

forum

meetin

gs

R205

757

4

Occupation

al Health

and Safety

meetings

held

annually

3 out of 4

Occupational

Health &

safety

meetings

held


sitting as per

schedule;

Clash of

activities and

postponeme

nt of

scheduled

sittings

Develop annual

schedule of all

council activities

and establishment

of Planning and

Programming

Committee to

coordinate all

such activities

Agendas,

minutes,

attendance

registers

All

MTOD-

11

CORPORATE

SERVICES

Implementati

on of the

Workplace

Skills Plan

Annual

Training

Report (ATR)

and Workplace

Skills Plan

(WSP)

submitted to

LGSETA

annually by 30

April

Annual

Trainin

g

Report

(ATR)

and

Workpl

ace

Skills

Plan

(WSP)

submitt

ed to

R205

757

ATR and

Workplace

Skills Plan

submitted

to LGSETA

by 30 April

2016

ATR and

WSP

submitted on

2016-04-29

Achieved Proof of

submission

from LGSeta

website.

Refer Q4

KPI: MTOD-

11

All


197

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

LGSET

A by 30

April

2015

MTOD-

12

CORPORATE

SERVICES

Implementati

on of the

Workplace

Skills Plan

Percentage

training

interventions

implemented

in terms of the

approved

WSP (actual

training

interventions

implemented /

total training

interventions

planned)

Workpl

ace

Skills

Plan

implem

ented

at 50%

of

planne

d

training

R205

757

60% of

training

interventio

ns

implement

ed in terms

of the

approved

WSP and

reported

on

quarterly

Training

interventions

implemented

Achieved Training

reports and

competency

certificates

All


198

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

13

CORPORATE

SERVICES

Developmen

t of Bursary

Policy for

Internal Staff

Development

and

submission to

Council of

Bursary Policy

for Internal

Staff by end

October 2015

Draft

Bursary

Policy

for

Internal

Staff

develop

ed

R205

757

Bursary

Policy for

Internal

staff

developed

and

submitted

to Council

by end

October

2015

Bursary

policy for

internal staff

approved

Achieved Council

Resolution

A159: 2015-

10-29;

Bursary

Policy

All

MTOD-

14

CORPORATE

SERVICES

Bursary

funding for

Internal Staff

Rand value of

bursary budget

spent on

training of

internal staff

through the

Bursary Policy

for Internal

Staff

New

KPI

R205

757

R 100

000.00

spent on

the training

of internal

staff

through

bursary

funding

Budget

allocation

not spent

Not achieved Budget

constraints

All


199

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

15

CORPORATE

SERVICES

Create

opportunities

for

internships

and

learnership

programmes

in line with

approved

WSP

Number of

Internships

and

learnership

opportunities

created per

approved

WSP

26

Interns

(Work

Integrat

ed

Learnin

g) and

8

learner

s

particip

ating in

learner

ship (s)

appoint

ed

R205

757

Internships

and

learnership

s

implement

ed as per

WSP

Achieved Training

reports and

competency

certificates

All


200

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

16

CORPORATE

SERVICES

Recruitment

of financial

interns

Number of

Finance

interns

appointed by

end July 2015

in terms of

FMG

standards

Only

three

interns

appoint

ed/ one

absorb

ed

R205

757

Five (5)

interns

appointed

in terms of

FMG

standards

by end

September

2015

5 interns

appointed

Achieved Appointment

letters

All

MTOD-

17

CORPORATE

SERVICES

Implementati

on of the

Workplace

Skills Plan

Percentage of

municipality’s

budget

actually spent

on

implementing

its workplace

skills plan

(WSP) (Actual

amount spent

on training

/total funds

allocated for

Workpl

ace

Skills

Plan

implem

ented

at 50%

of

planne

d

training

R205

757

60% of

budget

spent on

implement

ation of

WSP

60% of

budget spent

on

implementati

on of WSP

Achieved Training

reports and

competency

certificates

All


201

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

training)

MTOD-

18

CORPORATE

SERVICES

Approval of

an

Employment

Equity Plan

(EEP)

Employment

Equity Plan

approved and

submitted to

the

Department of

Labour by end

October 2015

Employ

ment

Equity

Plan

approv

ed by

Januar

y 2015

R205

757

Employme

nt Equity

Plan

approved

and

submitted

to the

Departmen

t of Labour

Employment

Equity Plan

submitted

Achieved EE Plan All

MTOD-

19

CORPORATE

SERVICES

Implementati

on of the

Employment

Equity Plan

(EEP)

Number of

people from

employment

equity target

groups

employed in

the three

highest levels

of

management

in compliance

with the

A total

of nine

(9)

employ

ees

from

disadva

ntaged

groups

(black

females

) in the

R205

757

Recruit

and

appoint an

additional

7 female

and or

disabled

employees

in the first

3 levels of

manageme

nt

1 female

appointed at

post level 5

Not achieved Equity

imbalances

not yet

addressed

due to

historical

circumstanc

es

Improved

adherence to EEP

by all departments

Appointment

letter

All


202

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

approved

Employment

Equity Plan

first 3

levels

MTOD-

20

CORPORATE

SERVICES

Implementati

on of the

Employment

Equity Plan

Number of

reports

submitted on

employees

employed in

accordance

with approved

EEP targets

and reported

on quarterly

New

KPI

R205

757

4 reports

submitted

on

employees

employed

in

accordanc

e with

approved

EEP

targets and

reported

on

quarterly

2 out of 4

reports

submitted

Not achieved Equity

imbalances

not yet

addressed

due to

historical

circumstanc

es

Improved

adherence to EEP

by all departments

All


203

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

21

CORPORATE

SERVICES

Improved

ITC

governance

and

management

ICT policies for

Disaster

Recovery Plan

(DRP) and

Business

Continuity

Plan (BCP)

developed by

end July 2015

Draft

policies

in place

R205

757

Develop

ICT

policies for

Disaster

Recovery

Plan (DRP)

and

Business

Continuity

Plan (BCP)

by end July

2015

ICT policies

for Disaster

Recovery

Plan (DRP)

and

Business

Continuity

Plan (BCP)

approved by

Council on

2015-10-29

Achieved Report,

Council

Resolution

A144 dated

2015-10-29

All

MTOD-

22

CORPORATE

SERVICES

Developmen

t of Scarce

Skills Policy

Scarce Skills

Policy

developed for

submission to

Council by end

October 2015

New

KPI

R205

757

Scarce

Skills

Policy

developed

for

submission

to Council

by end

October

2015

Scarce Skills

Policy

approved on

2015-10-29

Achieved Council

Resolution

A159: 2015-

10-29;

Scarce Skills

Policy

All


204

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

23

CORPORATE

SERVICES

Developmen

t of Staff

Retention

Policy

Staff Retention

Policy

developed for

submission to

Council by end

January 2016

New

KPI

R205

757

Staff

Retention

Policy

developed

for

submission

to Council

by end

January

2016

Staff

Retention

Policy

developed in

Q3 but not

yet

submitted to

Council

Not achieved Draft Staff

Retention

Policy

All

MTOD-

24

CORPORATE

SERVICES

Telephone

Usage Policy

developed

Telephone

Usage Policy

developed for

submission to

Council by end

April 2016

New

KPI

R205

757

Telephone

Policy

developed

for

submission

to Council

by end

April 2016

Telephone

Policy

developed

but not yet

submitted to

Council

Not achieved Draft

Telephone

Policy

All


205

IDP

REF NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFORMANC

E INDICATOR

BASELI

NE

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEME

NT STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGE

S \

REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

MTOD-

25

CORPORATE

SERVICES

Submission

of Return on

Earnings

Report to the

Compensati

on Fund

Submission of

Return on

Earnings

Report to the

Compensation

Fund by end

March 2016

Return

of

Earning

s

Report

submitt

ed to

Compe

nsation

Fund

R205

757

Return of

Earnings

Report

submitted

by end of

March

2016

Not achieved Submission

date

extended by

DoL to 31

May 2016

but no proof

of

submission

by new

deadline

All


206

KEY PERFORMANCE AREA 3: LOCAL ECONOMIC DEVELOPMENT

LLM 3: Build local economies to create more employment, decent work and sustainable livelihoods

SFA 9: Boosting the local economy and job creation

Outcome: Improved economic growth

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFOR

MANCE

INDICAT

OR

BASELINE BUDGET ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

LED-

01

DEVELOPMEN

T & PLANNING

Revised LED

strategy

developed

LED

strategy

updated

and

submitte

d for

approval

by

Council

by end

July

2015

LED

strategy

approved

by Council

but

requires

review and

updating

R168

467

Updated

and

revised

LED

Strategy

submitted

for

approval

by

Council

end July

2015

LED

Strategy

approved on

2016-04-29

Achieved Council

resolution

A52: 2016-

04-29; Copy

of LED

Strategy

All


207

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFOR

MANCE

INDICAT

OR


TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

LED-

02

DEVELOPMEN

T & PLANNING

Conducive

economic

policy

developed to

attract

investment

opportunities

Investme

nt

Incentive

policy

submitte

d to

Council

by end

July 2015

Draft

Investment

Incentive

Policy

developed

R168

467

Updated

and

revised

Investme

nt

Incentive

Policy

submitted

for

approval

by

Council

by end

July 2015

Investment

& Incentive

policy

approved on

2016-04-29

Achieved Council

Resolution

A52: 2016-

04-29; Final

Investment &

Incentive

policy copy

All

LED-

03

DEVELOPMEN

T & PLANNING

Functional

LED Forum

Number

of LED

Forum

meetings

held

quarterly

to

enhance

LED

Forum

relaunched

R168

467

4 LED

Forum

meetings

convened

annually

2 out of 4

LED

meetings

held

Not achieved Planned LED

Forum Meeting

clashing with

other activities

Make sure to

reschedule LED

Forum Meeting

within a quarter

All


208

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFOR

MANCE

INDICAT

OR


TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

creation

economic

growth

opportuni

ties

LED-

04

DEVELOPMEN

T & PLANNING

Profiling of

businesses

Quarterly

updated

database

of all

business

es

operation

al in

Lekwa

New KPI R168

467

Quarterly

updated

database

of

business

es

operation

al in

Lekwa

3 business

database

update

reports

developed

Not achieved All

LED-

05

DEVELOPMEN

T & PLANNING

SMME &

Cooperative

s support

Number

of

training

interventi

ons

coordinat

ed for

SMMEs

4 training

interventio

ns

conducted

for

2014/2015

R168

467

4 training

interventi

ons

coordinat

ed for

SMMEs

and

cooperati

2 out of 4

training

intervention

s

coordinated

Not achieved All


209

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFOR

MANCE

INDICAT

OR


TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

and

cooperati

ves

quarterly

ves

annually

LED-

06

DEVELOPMEN

T & PLANNING

Implementati

on of 2011

LED Job

Summit

Resolutions

Number

of reports

submitte

d

quarterly

on

impleme

ntation of

2011

LED Job

Summit

Resolutio

ns

New KPI R168

467

4

quarterly

reports

submitted

on

implemen

tation of

2011

LED Job

Summit

held

0 reports

submitted

Not achieved Budget

constraints

Request for

budget

All

LED-

07

DEVELOPMEN

T & PLANNING

LED Job

Summit

hosted

LED Job

summit

hosted

by end

May

LED Job

Summit

held in

2011

R168

467

LED Job

Summit

held by

end May

2016

Job Summit

not held

Not achieved Budget

constraints

Request for

budget

All


210

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFOR

MANCE

INDICAT

OR


TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

2016

LED-

08

DEVELOPMEN

T & PLANNING

SMME

Exhibition

hosted

SMME

Exhibitio

n hosted

by end

Septemb

er 2015

to

showcas

e skills

and

products

New KPI R168

467

SMME

Exhibition

held by

end

Septemb

er 2015

SMME

Exhibition

not held

Not achieved Budget

constraints

Request for

budget

All

LED-

09

DEVELOPMEN

T & PLANNING

Job

opportunities

created

Opportun

ities

created

for

supportin

g skills

develop

ment

through

EPWP

New KPI R168

467

4

quarterly

reports

on

opportuni

ties

created

for skills

developm

ent

0 reports

submitted

Not achieved All


211

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIVE KEY

PERFOR

MANCE

INDICAT

OR


TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED /

NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLIO

OF

EVIDENCE

WA

RD

and

reported

on

quarterly

through

EPWP


212

KEY PERFORMANCE AREA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

LLM 4: Ensure more effective, accountable and clean local government that works

SFA 7: Financial sustainability

Outcome: Financial viability

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

MFV-

01

CHIEF

FINANCIAL

OFFICER

Adminis

tration

of the

Municip

al Bank

Account

s

Favourable

bank balance

maintained in

the primary

bank account

throughout

the financial

period

Favourab

le bank

balance

of R 2

499 627

in the

Primary

Account

as at 30

June

2014

R3 67

3 986

Bank

Balance in

Primary

Bank

Account R

4 million as

at end June

2016

Bank

Balance in

Primary

Bank

Account R

4 million as

at end June

2016

Achieved N/A N/A Bank

Statements

All

MFV-

02

CHIEF

FINANCIAL

OFFICER

Financi

al

Manage

Increased

levels of

investments

Municipal

ity had

investme

R3 67

3 986

Accumulate

d

investment

Accumulate

d

investment

Not Achieved Not Achieved N/A Bank

Statement

All


213

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

ment nts

amountin

g to R 12

168 625

in the call

account

as at 30

June

2014

s

amounting

to R 15

million in

the

investment

account by

30 June

2016

s

amounting

to R 15

million in

the

investment

account by

30 June

2016

MFV-

03

CHIEF

FINANCIAL

OFFICER

Improve

d

system

of

internal

controls

System of

Internal

Control and

Reporting

Procedures

developed in

line with

section 95 of

the MFMA on

general

financial

management

for

New KPI R3 67

3 986

System of

Internal

Control and

Reporting

Procedures

developed

for

submission

to Council

by end July

2015

System of

Internal

Control and

Reporting

Procedures

developed

for

submission

to Council

by end July

2015

Achieved Achieved N/A Draft

System of

Internal

controls

All


214

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

submission

to Council by

end July

2015

MFV-

04

CHIEF

FINANCIAL

OFFICER

Revenu

e

enhanc

ement

Revenue

generation

increased to

80% monthly

average

Average

revenue

collection

rate of

64%

R3 67

3 986

Improved

revenue

collection

rate from

64% to

80%

annually

Not

Achieved

Not Achieved Not Achieved N/A Report on

%

All

MFV-

05

CHIEF

FINANCIAL

OFFICER

Revenu

e

Manage

ment,

debt

collectio

n and

credit

control

Reduction in

outstanding

debtors in

excess of R

468 million

Debtors

are

outstandi

ng in

excess of

(R 468

million)

R3 67

3 986

Reduction

in the

Outstandin

g Debtors

from 468

million to R

360 Million

Reduction

in the

Outstandin

g Debtors

from 468

million to R

360 Million

Not Achieved Not Achieved To segment the

debtors book and

intensify cut off

Report on

reduced

debtors

All


215

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

MFV-

06

CHIEF

FINANCIAL

OFFICER

Timely

IDP and

Budget

Review

Time

schedule of

key

deadlines

submitted to

Council 10

months

before start

of next

budget year

as per s21

MFMA

provisions

2014/201

5 Key

deadlines

approved

before

end

August

R3 67

3 986

Submit

time

schedule of

2016/2017

key

deadlines

to Council

by end

August

2015

Schedule

of key

deadlines

submitted

to Council

on 2015-

08-31

Achieved N/A N/A Council

Resolution

A122:

2015-08-

31 as

contained

under Q1

report

All

MFV-

07

CHIEF

FINANCIAL

OFFICER

Prepara

tion of

credible

budget

in line

with NT

budgeti

ng

guidelin

Budget

approved

within the

budget time

frames as

approved by

Council

Budget

approved

by 28th

May

2014

R3 67

3 986

Budget

Approved

before end

May 2016

Budget

Approved

before end

May 2016

Achieved N/A N/A Approved

Budget

Resolution

Council

Resolution

A59(1)

All


216

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

es/regul

ations

MFV-

08

CHIEF

FINANCIAL

OFFICER

Improve

d

account

ing

standar

ds

Pilot Project

for the

implementati

on of the

MSCOA

Project by

30 June 2016

New KPI R3 67

3 986

MSCOA

Pilot

Project

implemente

d by 30

June

MSCOA

Pilot

Project

implemente

d by 30

June

Not Achieved Project

postponed to

2016/2017

To be

implemented in

2017/2018 FY (1

July 2017)

Reports to

be

produced

quarterly

All

MFV-

09

CHIEF

FINANCIAL

OFFICER

Improve

d

account

ing

standar

ds

Number of

reports

towards the

implementati

on of the

Municipal

Standard

Chart of

Accounts

(MSCOA)

quarterly

New KPI R3 67

3 986

4 Progress

reports on

activities

undertaken

by the

MSCOA

Steering

Committee

4 Progress

reports on

activities

undertaken

by the

MSCOA

Steering

Committee

Not Achieved Project

postponed to

2016/2017

To be

implemented in

2017/2018 FY (1

July 2017)

Reports to

be

produced

quarterly


217

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

MFV-

10

CHIEF

FINANCIAL

OFFICER

Timely

Financi

al

Reporti

ng

Number of

section 71

reports

submitted

within 10

working days

from end of a

month

R3 67

3 986

12 monthly

s71 reports

submitted

annually

12 monthly

s71 reports

submitted

annually

Achieved N/A N/A Monthly

Reports

MFV-

11

CHIEF

FINANCIAL

OFFICER

Timely

Financi

al

Reporti

ng

Number of

section 52

reports

submitted to

Council

within 30

days of the

end of a

quarter

R3 67

3 986

4 quarterly

section 52

reports

submitted

annually

4 quarterly

section 52

reports

submitted

annually

Achieved N/A N/A 1 Report

per

Quarter


218

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

MFV-

12

CHIEF

FINANCIAL

OFFICER

Timely

Financi

al

Reporti

ng

Number of

midyear

budget and

performance

assessment

report 72

reports

submitted to

Council in

terms of

section

5(1)(f) of

MFMA by

end January

annually

Midyear

budget

and

performa

nce

assessm

ent

submitted

on 29

January

2015

R3 67

3 986

1 midyear

assessmen

t report

submitted

to Council

by end

January

2016

Midyear

assessmen

t report

submitted

to Council

on 2016-

01-29

Achieved N/A N/A Mid-Year

Report

MFV-

13

CHIEF

FINANCIAL

OFFICER

Timely

Financi

al

Reporti

ng

2014/2015

AFS

submitted to

Council and

AG by end

August 2015

AFS

submitted

to

Council

and AG

by end

August

R3 67

3 986

2014/2015

AFS

submitted

to Council

and AG by

end August

2015

2014/2015

AFS

submitted

to Council

and AG by

end August

2015

Achieved Achieved N/A AFS

2014/2015

Produced


219

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

MFV-

14

CHIEF

FINANCIAL

OFFICER

Improve

d

system

of

internal

controls

System of

Internal

Control and

Reporting

Procedures

developed in

line with

section 65 on

expenditure

management

for

submission

to Council by

end

December

2015

New KPI R3 67

3 986

System of

Internal

Control and

Reporting

Procedures

developed

by end

December

2015

System of

Internal

Control and

Reporting

Procedures

developed

for

submission

to Council

by end July

2015

Achieved Achieved N/A Draft

System of

Internal

controls

All


220

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

MFV-

15

CHIEF

FINANCIAL

OFFICER

Expendi

ture

manage

ment

Reports

submitted

quarterly to

Council on

expenditure

management

New KPI R3 67

3 986

4 reports

annually on

withdrawals

not

approved

and

salaries

and wages

expenditure

4 reports

annually on

withdrawals

not

approved

and

salaries

and wages

expenditure

Achieved Achieved N/A Section 11

MFMA

Report

All

MFV-

16

CHIEF

FINANCIAL

OFFICER

Effectiv

e

procure

ment

system

s

Number of

reports

submitted to

Council

quarterly on

implementati

on of supply

chain

management

policy in line

with the Reg

6 of the

Supply Chain

Quarterly

Reports

on

withdraw

als and

deviation

s

submitted

R3 67

3 986

4 reports

submitted

annually on

the

implementa

tion of the

Supply

Chain

Manageme

nt

Regulation

s

4 reports

submitted

annually on

the

implementa

tion of the

Supply

Chain

Manageme

nt

Regulation

s

Achieved Achieved N/A Quarterly

report for

SCM

All


221

IDP

REF

NO

PROGRAMME

OWNER

OBJEC

TIVE

KEY

PERFORMAN

CE

INDICATOR

BASELIN

E

BUDG

ET

ANNUAL

TARGETS

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEMENT

STATUS

(ACHIEVED / NOT

ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMANCE

PORTFOLI

O OF

EVIDENCE

WA

RD

Management

Regulations

MFV-

17

CHIEF

FINANCIAL

OFFICER; ALL

HODS

Contrac

t

Manage

ment

Finalisation

of Service

Level

Agreements

with

appointed

service

providers

within

stipulated

timeframes

as per

appointment

letter and

updated in

the contracts

register

New KPI R3 67

3 986

Finalisation

of Service

Level

Agreement

s with

appointed

service

providers

within

stipulated

timeframes

as per

appointmen

t letter and

updated in

the

contracts

register

Finalisation

of Service

Level

Agreement

s with

appointed

service

providers

within

stipulated

timeframes

as per

appointmen

t letter and

updated in

the

contracts

register

Achieved Achieved N/A Copied of

Singed

SLA

All


222

KEY PERFORMANCE AREA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

LLM 3: Promote more active community participation in local government

SFA 8: Effective leadership, good governance and public participation

Outcome: Improved accountability and transparency

IDP REF NO

PROGRAMME OWNER

OBJECTIVE KEY PERFORMANCE INDICATOR

BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED

ACHIEVEMENT STATUS (ACHIEVED /

NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-01

MUNICIPAL MANAGER

Maintain audit outcome

Non-regression from 2013/2014 audit outcome and no more than 15 other matters raised in the 2014/2015 audit outcome to be received by November 2015

2013/2014 Unqualified audit opinion

R401 670

2014/2015 unqualified audit outcome with no more than 15 other matters raised

2014/15 unqualified audit outcome

Achieved 2014/15 Auditor General report under Q2 KPI GG-01

All

GG-02

MM-02 Action plan developed to address audit findings

Action plan developed and reported on quarterly to address audit findings

2013/2014 Audit action plan developed

R401 670

4 Quarterly reports on addressing audit findings in the audit action plan

1 out 4 reports submitted on addressing audit findings

Not achieved Report All


223

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-03

MM-03 Functional audit committee

Number of Audit committee meetings convened annually

Adherence to Audit Committee schedule of meetings

R401 670

4 Audit Committee meetings held annually

6 Audit committee meetings held

Achieved Agendas, minutes, attendance registers

All

GG-04

MM-04 Functional audit committee

Number of Audit committee reports prepared for timely submission to Council quarterly

4 audit committee reports prepared and submitted to Council

R401 670

4 Audit Committee reports submitted to council annually

3 out of 4 AC reports submitted to Council

Not achieved No quorum for 4th quarter meeting. Reconvened on 2016-05-03. No subsequent Ordinary Council meeting where report could be submitted due to LGE

prepare reports for submission

Council Resolutions; reports

All


224

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-05

MUNICIPAL MANAGER

Functional audit committee

Audit Committee charter developed and submitted to council by end July 2015

2014/2015 Approved Audit Committee Charter

R401 670

Audit Committee Charter reviewed and submitted to Council

2015/16 Audit Committee Charter approved by Council on 2015-07-30

Achieved Council Resolution A110: 2015-07-30; Report, 2015/2016 Audit Committee & Internal Audit Charters under Q1 GG-04

All

GG-06

MUNICIPAL MANAGER

Effective enterprise risk management

Enterprise-wide risk register developed and submitted to Council by end July 2015

2014/2015 Risk register developed

R401 670

Enterprise-wide risk register developed and adopted by Council

2015/16 Enterprise wide risk register developed and approved by MM on 18/09/2015

Achieved Signed 2015/16 Risk Register under Q1 KPI GG-06

All


225

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-07

MUNICIPAL MANAGER

Functional Risk Management Committee

Number of Risk Management Committee meetings held annually

New KPI R401 670



Achieved Minutes, attendance registers

All

GG-08

MUNICIPAL MANAGER

Functional Risk Management Committee

Number of Risk Management Committee reports compiled for submission to the Audit Committee quarterly

New KPI R401 670

4 Risk Management Committee reports submitted to the Audit Committee annually

3 Risk Management Committee reports submitted to the Audit Committee

Not Achieved Risk Management Committee reports

All

GG-09

MUNICIPAL MANAGER

Ensure sustainable anti-corruption capacity

Number of anti-corruption and ethics awareness raising workshops conducted quarterly

New KPI R401 670

4 Anti-corruption and ethics awareness raising workshops conducted annually

2 out of 4 Anti-corruption and ethics awareness raising workshops conducted

Not achieved Clash of activities, poor attendance

Develop schedule of sessions for inclusion in Planning and Programming meetings

Workshop material, attendance registers

All


226

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-10

MUNICIPAL MANAGER

Review of Risk Management Policy

Risk Management Policy and Risk Management Strategy adopted by Council April 2015

Risk Management Policy and Risk Management Strategy reviewed for submission to Council by end June 2016

R401 670

Review Risk Management Policy and Risk Management Strategy for submission to Council by end June 2016

Risk Management Policy and Strategy approved by April 2015

Not achieved Newly approved policy and strategy with no immediate need for review due to no significant changes in current situation since adoption by RMC on 2015-07-08

Prepare revised Risk Management Strategy and Implementation Plan for approval by end Q1 of 2016/17

2015/16 approved Risk Management Policy under Q1 KPI GG-10

All


227

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-11

MUNICIPAL MANAGER


Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption reviewed for submission to Council by end June 2016

Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption approved by Council in November 2011

R401 670


Fraud prevention plan and awareness strategy, private work and declaration of interest policy and the whistle blowing policy was reviewed on 22/07/2015 by audit committee

Not achieved Newly approved policy and strategy with no immediate need for review due to no significant changes in current situation since adoption by RMC on 2015-07-08

Prepare revised Fraud Prevention Policy and Plan for approval by end Q1 of 2016/17

Council Resolution A110: 2015-07-30 Fraud Prevention Policy; Fraud Prevention Plan and Awareness Strategy; Whistleblowing Policy; Private Work & Declaration of Interest Policy under Q1 KPI GG-11

All

GG-12

MUNICIPAL MANAGER

Compliance with legislated provisions for effective performance

Number of quarterly performance reports prepared and submitted to Council

4 performance reports submitted

R401 670

4 Performance reports prepared and submitted to Council

3 out of 4 performance reports submitted

Not achieved Local Government election preparations clashed with scheduled

Council resolutions, Performance reports

All


228

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

management annually Council sitting

GG-13

MUNICIPAL MANAGER

Compliance with legislated provisions for effective performance management

2014/2015 Annual Performance Report prepared in compliance with section 46 of MSA prepared and submitted to AG by end August 2015

Annual Performance Report submitted on 28 August 2014

R401 670

1 Annual Performance Report submitted to AG by end August 2015

Annual performance report submitted to AG on 2015-08-31

Achieved Council Resolution A125: 2015-08-31; 2014/2014 APR; Proof of submission

All

GG-14

MUNICIPAL MANAGER


2014/2015 Annual Report submitted to be tabled to Council by no later than end January 2016

Annual Report tabled on 29 January 2015

R401 670

1 Annual Report tabled to Council before end January 2016

Annual report tabled to Council on 2016-01-29

Achieved Council resolution; Draft 2014/15 Annual Report

All


229

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-15

MUNICIPAL MANAGER


2014/2015 Oversight report on annual report prepared and submitted to Council in compliance with section 129 of MFMA before end March 2016

2013/2014 Oversight Report adopted on 30 March 2015

R401 670

1 Oversight Report on annual Report prepared and submitted for adoption by Council before end March 2016

Oversight report adopted on 2016-03-24

Achieved Council resolution, Oversight report

All

GG-16

MUNICIPAL MANAGER

SDBIP aligned to the IDP and the budget

Approved 2016/2017 SDBIP aligned to IDP and budget, within 28 days after budget approval

Approved SDBIP

R401 670

SDBIP aligned to IDP and budget approved within 28 days after budget approval

2015/16 SDBIP approved on 2016-07-30

Achieved All

GG-17

DEVELOPMENT & PLANNING

Credible IDP development

Reviewed and approved 2016/2017 IDP by end May 2016

Council approved IDP

R168 467

2016/2017 IDP approved by end May 2016

2016/17 IDP approved on 2016-06-15

Achieved Council Resolution A58: 2016-06-15; IDP Copy under KPI GG-17 Q4

All


230

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-18



2016/2017 IDP/Budget/PMS Process Plan adopted by Council by August 2015

2015/2016 IDP/Budget/PMS process plan adopted by Council

R168 467

IDP/Budget/PMS process plan adopted by end August 2016

2016/17 IDP/Budget/PMS process plan adopted on 2015-08-31

Achieved Council resolution A122: 2015-08-31; Report; Adopted IDP/Budget/PMS process plan;

All

GG-19



Number of IDP Technical Steering Committee meetings held quarterly to consolidate inputs into draft IDP

New KPI R168 467

4 IDP Technical Steering Committee meetings held annually

1 out of 4 IDP Technical Committee meetings held

Not achieved Agendas, minutes, attendance registers

All

GG-20



Number of IDP Representative Forum meetings held quarterly for consolidation of sector

New KPI R168 467

4 IDP Representative Forum meetings held annually

1 out of 4 IDP Representative Forum meetings held


All


231

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

department inputs into draft IDP

GG-21

CORPORATE SERVICES

Developing of schedule of council and committee activities

Schedule of all activities of Council and its committees developed by end June 2016

2014/2015 Schedule developed

R384 228

Schedule developed of all activities of Council and its committees

2015/16 schedule approved on 2015-07-29

Not achieved Schedule for 2016/17 not approved due to Local Government Elections preparations

2015/2016 Council schedule under Q1 KPI Secretariat-01

All

GG-22

CORPORATE SERVICES

Adherence to schedule of council meetings

Ordinary sitting of Council meetings as per approved schedule held quarterly

Schedule of council meetings adhered to

R384 228

4 Ordinary Council meetings held annually

Ordinary council meetings held on 2015-07-29; 2015-10-29; 2016-01-29; 2016-04-29

Achieved Council minutes

All


232

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-23

CORPORATE SERVICES

Monitor implementation of Council resolutions

Quarterly reports on progress on implementation of council resolutions

1 Report submitted on implementation of council resolutions

R384 228

4 Reports on progress on implementation of council resolutions submitted to Council annually

2 out of 4 reports on progress on implementation of council resolutions submitted

Not achieved Non-adherence to approved schedule by dept. oversight committees

Adherence to approved Council Schedule by dept. oversight committees

Reports, Newspaper clippings

All

GG-24

CORPORATE SERVICES

Functional section 79 committees of council

Number of Rules, Ethics, By-laws and Policies Committee meetings held in line with the Council approved schedule

Committee not sitting as per schedule

R384 228

4 Rules, Ethics, By-laws and Policies Committee meetings held annually

4 Rules & ethics meetings held


All

GG-25

CORPORATE SERVICES


Number of MPAC meetings held in line with the Council approved schedule

New KPI R384 228

4 MPAC meetings held annually

4 Achieved No quorum formed

Adherence to Council schedule

Agendas, minutes, attendance registers

All


233

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-26

CORPORATE SERVICES


Number of Ward Councillors Forum meetings held in line with the Council approved schedule

New KPI R384 228






All

GG-27

CORPORATE SERVICES


Number of Local Geographical Names Committee meetings held in line with the Council approved schedule

New KPI R384 228

4 Local Geographical Names Committee meetings held annually

4 Local Geographical Names Committee meetings held

Achieved Non-adherence to approved schedule by dept. oversight committees



All

GG-28

CORPORATE SERVICES


Number of Budget & Treasury Oversight Committee meetings held in line with the Council

New KPI R384 228

4 Budget &Treasury Oversight Committee meetings held annually

3 Budget &Treasury Oversight Committee meetings held




All


234

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

approved schedule

GG-29

CORPORATE SERVICES


Number of Corporate & Community Services Oversight Committee meetings held in line with the Council approved schedule

New KPI R384 228



Achieved Non-adherence to approved schedule by dept. oversight committees



All

GG-30

CORPORATE SERVICES


Number of Technical Services Committee meetings held in line with the Council approved schedule

New KPI R384 228

4 Technical Services Oversight Committee meetings held annually

3 Technical Services Oversight Committee meetings held




All


235

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-31

CORPORATE SERVICES

Functional Mayoral Committee

Number of Mayoral Committee meetings held as per Council approved schedule

New KPI R384 228

At least 24 Mayoral Committee meetings held annually

9 Mayoral committee meetings held

Not Achieved Agendas, minutes, attendance registers

All

GG-32

CORPORATE SERVICES

Records management system implemented


Records management system need updating

R384 228


Records management policy approved

Not achieved All

GG-33

CORPORATE SERVICES

To regulate the affairs and services provided by the Municipality

Number of By-laws identified for review, updating and consulted upon quarterly

Outdated by-laws

R384 228

4 By-laws identified, reviewed and consulted upon

1 by-law identified and reviewed

Not Achieved Council Resolutions A147 & 162: 2015-10-29; By-laws; Refer to Q2 KPI GG-33

All


236

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-34

CORPORATE SERVICES

Improved customer care

Finalise and publicise adopted Municipal service charter by end July 2015

Service Charter developed

R384 228

Municipal Service Charter adopted by end July 2015

Draft Municipal Service Charter in place

Not achieved All

GG-35

CORPORATE SERVICES

Review of Communications Policy

Communications Policy and Strategy reviewed by end January 2016

Communications Strategy approved in September 2013 and needs review

R384 228

Communications Policy and Strategy reviewed by January 2016

Communications Strategy approved on 2015-10-29

Achieved Council Resolution A143: 2015-10-29; Communications Strategy & Plan under Q2 KPI GG-35

All

GG-36

CORPORATE SERVICES

Continuous interaction with communities

Number of reports on activities undertaken on interaction with communities through print media

4 reports on print media interaction with communities

R384 228

4 Reports on interaction with communities through print media

4 reports Achieved Reports, Newspaper clippings

All


237

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-37

CORPORATE SERVICES

Continuous interaction with communities

Number of external newsletters issued quarterly

2 Editions issued

R384 228

4 Editions of the Lekwa Gazette municipal newsletter issued annually

1 out of 4 editions of Lekwa Gazette published

Not achieved Depts. do not submit articles as requested.

Depts. should adhere to requests to submit articles on time.

Lekwa Gazette publication

All

GG-38

CORPORATE SERVICES

Establishment of functional local IGR Forum

Number of local IGR Forums meetings held quarterly

New KPI R384 228

4 Local IGR Forum meetings convened annually

10 Local IGR Forum meetings held


All

GG-39

CORPORATE SERVICES

Special programmes conducted quarterly for the elderly, children, youth and persons with disabilities

Special programmes conducted for the elderly, children, youth and persons with disabilities

Special programmes conducted for the elderly, children, youth and persons with disabilities as per annual plan

R384 228

8 Special programmes conducted for the elderly, children, youth and persons with disabilities as per annual plan

23 Special programmes conducted

Achieved Photographs, attendance registers

All


238

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-40

CORPORATE SERVICES

Community involvement in the affairs of the municipality

Community participation in the affairs of the municipality through mayoral izimbizo held annually

Annual consultation on IDP and Budget held in November 2014 and April 2015 respectively

R4 731 187

6 mayoral izimbizo to be held annually

3 IDP meetings , 4 budget consultive meetings and 1 mayoral imbizo meetings were held


All

GG-41

CORPORATE SERVICES

Established and functional Ward Committees

Ward operational plans developed and approved by end July 2015

14 of the 15 ward committees functional

R3 335 179



Achieved 15 Ward operational plans under Q1: KPI 41

All

GG-42

CORPORATE SERVICES

Established and functional Ward Committees

Number of reports on the implementation of ward operational plans submitted to Council quarterly

New KPI R3 335 179

4 Reports on the implementation of ward operational plans submitted to Council annually

4 report on implementation of ward operational plans

Achieved Consolidated ward reports

All


239

IDP REF NO

PROGRAMME OWNER


BASELINE BUDGET

ANNUAL TARGETS


ACHIEVED


NOT ACHIEVED)

CHALLENGES \

REASONS FOR

DEVIATION


PERFORMANCE

PORTFOLIO OF

EVIDENCE

WARD

GG-43

CORPORATE SERVICES

Functional whippery office

Number of whippery meetings convened annually

New KPI R3 335 179

12 Whippery meetings convened annually

Not all whippery meetings sat as per approved schedule

Not achieved Meetings postponed

Adherence to approved schedule of meetings


All

GG-44

CORPORATE SERVICES

Functional caucus structure

Number of caucus meetings convened annually

New KPI R3 335 179

4 Caucus meetings convened annually

4 Caucus meetings convened


All

GG-45

CORPORATE SERVICES

Functional multiparty forum

Number of multiparty forums convened annually

New KPI R3 335 179

4 Multiparty Forum meetings convened annually

1 out of 4 Multiparty Forum meetings convened


Development and finalisation of delegation of powers and terms of reference of multiparty forum


All

GG-46

CORPORATE SERVICES

Visiting of projects

Number of projects visited quarterly

New KPI R3 335 179

8 Projects visited annually

Projects not visited

Not achieved No projects were identified

Whippery members must identify projects

All


240

KEY PERFORMANCE AREA 6: SPATIAL RATIONAL

LLM 5: Build more united, non-racial, integrated and safer communities

SFA 2: Creation of integrated and sustainable human settlements

SFA 3: Creation of linked ecological open spaces and environmental sustainability

SFA 4: Delineation of urban edge

Outcome: Improved settlement patterns

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

SR-

01

DEVELOPMENT

& PLANNING

Regulated

alienation

and

disposal of

municipal

owned

land

Approval of

Land Alienation

Policy submitted

to Council by the

end October

2015

Draft Land

Alienation

Policy

adopted by

the Council

on 2014-

10-30

R12, 094 Land

Alienatio

n Policy

approved

by the

Municipal

Council

by the

end

October

2015

Land

Alienation

policy

approved

on 2016-

04-29

Achieved Council

Resolution

A52: 2016-

04-29

All


241

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

SR-

02

DEVELOPMENT

& PLANNING

Upgrading

plans of all

existing

informal

settlement

s for future

developme

nt

Approved

informal

settlements

upgrading plans

by end June

2016

Profiling,

socio-

economic

survey and

geotechnic

al study

completed

R12, 094 Approved

Informal

Settleme

nts

upgrade

plans by

the end

of June

2016

Draft

National

Support

Upgrade

Programm

e (NUSP)

Report

submitted

Not

achieved

Draft report,

Council

resolution

All

SR-

03

DEVELOPMENT

& PLANNING

Level 1

accreditati

on of the

Municipalit

y by the

Departmen

t of Human

Settlement

s

To have the

Municipality

accredited on

Level 1 by the

end of the 4th

quarter.

Council

approved

application

for

accreditati

on for

Level 1 of

the

Municipalit

y on 2014-

10-30

R12, 094 Level 1

accredita

tion of

the

Municipal

ity by

end of

the 4th

quarter

In a

meeting

held on the

25/07/2015

with

officials

from

Human

Settlement

s an

indication

was given

Not

achieved

In view of

the fact that

this KPA is

not entirely

within the

control of the

Municipality

it has been

expunged

from

subsequent

SDBIP.

All


242

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

by the

Director

Appasamy

that the

Departmen

t will prefer

to receive

the entire

IDP

document

other that

the

housing

Chapter.

An

explanatio

n was

given that

such will

be done as

soon as


243

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

the printed

IDP

documents

are

available


244

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

SR-

04

DEVELOPMENT

& PLANNING

Establishm

ent of the

Lekwa

Social

Housing

Associatio

n

Establishment of

Lekwa Housing

Association for

the

management

and

maintenance of

the Community

Residential

Units (CRU) by

end of the 4th

quarter

Council

approved

the

establishm

ent of the

Lekwa

Social

Housing

Company

on 2014-

10-30

R12, 094 Establish

ed Lekwa

Housing

Associati

on for the

manage

ment and

maintena

nce of

the CRU

by the

end of

the 4th

quarter

Not

achieved

Not

achieved

The process to

have the new

units occupied

has

unexpectedly

taken a very

long period of

time which has

affected other

processes like

the registration

of the Social

housing

company.

The Social

Housing

Agency

(SHA) shall

be requested

to visit the

municipality

to make a

presentation

on the whole

process of

establishme

nt and

registration

of a Social

Housing

Company.

All


245

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

SR-

05

DEVELOPMENT

& PLANNING

Effective

housing

related

complaints

manageme

nt system

Establishment

of housing

related

complaints

management

system by the

end of the 3rd

quarter

Council

approved

establishm

ent of the

Complaint

manageme

nt system

on 2014-

10-30

R12, 094 To have

a

complaint

s and

resolutio

n

mechanis

m in

place by

the end

of the 3rd

quarter

Complaints

manageme

nt system

in place

but

complaints

resolution

not

reported

on

Not

achieved

All

SR-

06

DEVELOPMENT

& PLANNING

Compilatio

n of an up

to date

housing

need

register

Compilation of

an up to date

housing need

register by the

3rd quarter

Council

approved

the

establishm

ent of the

Lekwa

Housing

Need

Register

R12, 094 To have

a

credible

Housing

Register

linked to

DoHS by

the end

of the 3rd

Not

achieved

Not

achieved

The notice

could not be

published

since there’s

no budget

allocation for

2015/16 FY.

The Division

does not have

Copy of an

internal

memorandu

m requesting

funds to

purchase

computers.

All


246

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

on 2014-

10-30

quarter tools of trade

like computers

that are

required to

register

potential

beneficiaries

on the housing

needs register.

A memo was

written to the

Accounting

Officer on

same.

SR-

07

DEVELOPMENT

& PLANNING

Creation of

integrated

and

sustainable

human

settlement

s.

Number of

reports

submitted on

implementation

of government

housing subsidy

projects

Reports

submitted

R12, 094 4 reports

on

impleme

ntation of

governm

ent

housing

4 reports

submitted

Achieved Quarterly

reports

All


247

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

subsidy

projects

annually

SR-

08

DEVELOPMENT

& PLANNING

Reviewed

Spatial

Developme

nt

Framework

Reviewed SDF

in line with

SPLUMA by end

January 2016

Current

SDF not in

line with

SPLUMA

R690,

019

Reviewe

d SDF in

line with

SPLUMA

by

January

2016

SDF not

reviewed

Not

achieved

Budget

Constraints /

Lack of

available

budget

A

memorandu

m requesting

for budget

was drafted

and only

approved in

May 2016

All

SR-

09

DEVELOPMENT

& PLANNING

Implement

ation of

Standerton

Town

Planning

Scheme

(Land Use

Scheme)

Number of

applications

evaluated for the

processing of

land use

applications

within 180 days

after receipt of

all outstanding

and relevant

Approved

10

application

s

R690,

019

10

Applicati

ons

evaluate

d

0

application

s

evaluated

Not

achieved

No

applications

received.

Council

Resolution

A38 dated

2015-04-30

put a

moratorium on

all land use

Awaiting

Dept of

Technical

services to

finish

upgrading

their bulk

service then

densification

can be

All


248

IDP

REF

NO

PROGRAMME

OWNER

OBJECTIV

E

KEY

PERFORMANCE

INDICATOR


TARGET

S

ANNUAL

TARGET

ACTUAL

ACHIEVED

ACHIEVEM

ENT

STATUS

(ACHIEVED

/ NOT

ACHIEVED)

CHALLENGES

\ REASONS

FOR

DEVIATION

MEASURES

TAKEN TO

IMPROVE

PERFORMAN

CE

PORTFOLIO

OF

EVIDENCE

WA

RD

information and

documents

submitted

changes,

especially

densification

allowed

again

SR-

10

DEVELOPMENT

& PLANNING

Enforceme

nt of

National

Building

Regulation

s

Evaluate

building plans

within 30 days of

building plans

received,

complete 3-4

inspections per

building plan

received

Approve

100

building

plans,

completed

350

inspections

R690,

019

Approve

110

building

plans,

complete

400

inspectio

ns

building

plans and

inspections

completed

Achieved General slow

down of the

economy thus

less

development.

Densification

suspended via

Council

resolution A38

dated 2015-

04-30.

Awaiting

Dept of

Technical

services to

finish

upgrading

their bulk

service then

densification

can be

allowed

again

Building plan

register,

Copies of

letters at

records and

evidence file.

All


249

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE

250

CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE

(PERFORMANCE REPORT PART II)

INTRODUCTION

Delete Directive note once comment is completed - Provide a brief introduction to your

municipality’s organisational development function.

T 4.0.1

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL

4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES

Employees

Description

2014/2015 2015/2016

Employees Approved

Posts Employees Vacancies Vacancies

No. No. No. No. %

Water 31 47 36 11 23

Waste Water (Sanitation) 39 43 29 14 33

Electricity 44 55 46 9 16

Waste Management 76 92 83 9 10

Housing 9 9 9 0 0 Waste Water (Stormwater

Drainage) 0 0 0 0 #DIV/0!

Roads 50 93 56 37 40

Transport 6 7 6 1 14

Planning 9 9 9 0 0

Local Economic Development 1 9 1 8 89 Planning (Strategic &

Regulatory) 0 0 0 0 #DIV/0!

Local Economic Development 0 1 0 1 100

Community & Social Services 114 178 114 64 36

Environmental Protection 0 0 0 0 #DIV/0!

Health 0 0 0 0 #DIV/0!

Security and Safety 0 0 0 0 #DIV/0!

Sport and Recreation 17 32 17 15 47 Corporate Policy Offices and

Other 110 150 97 50 33

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | (PERFORMANCE REPORT PART II)

251

Totals 506 725 503 219 30

Headings follow the order of services as set out in chapter 3. Service totals should equate to those included in the Chapter 3 employee schedules. Employee and Approved Posts numbers are as at 30 June, as per the approved organogram. T 4.1.1

Vacancy Rate: 2015/2016 Designations *Total

Approved Posts

*Vacancies (Total time

that vacancies exist using

fulltime equivalents)

*Vacancies (as a proportion of total posts in each category)

No. No. %

Municipal Manager 1 0 0.00

CFO 1 0 0.00

Other S57 Managers (excluding Finance Posts) 4 0 0.00

Other S57 Managers (Finance posts) (Deputy CFO) 1 1 100.00

Police officers 0 0 #DIV/0!

Fire fighters 25 7 28.00

Senior management: Levels 13-15 (excluding Finance Posts) 29 3 10.34

Senior management: Levels 13-15 (Finance posts) 6 2 33.33

Highly skilled supervision: levels 9-12 (excluding Finance posts) 19 16 84.21

Highly skilled supervision: levels 9-12 (Finance posts) 6 0 0.00

Total 92 29 31.52

Note: *For posts which are established and funded in the approved budget or adjustments budget (where changes in employee provision have been made). Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days.

T 4.1.2

Turn-over Rate

Details

Total Appointments as of beginning of Financial

Year

Terminations during the Financial Year

Turn-over Rate*


252

No. No.

2013/2014 11 31 282%

2014/2015 36 23 64%

2015/2016 31 19 61%

* Divide the number of employees who have left the organisation within a year, by total number of employees who occupied posts at the beginning of the year

T 4.1.3

COMMENT ON VACANCIES AND TURNOVER:

Delete Directive note once comment is completed - Detail the attempts made to fill the posts of

senior management and highly skilled supervision and explain why there are no appropriate internal

staff to fill the vacancies. Explain how long, at a minimum, the section 57 vacancies (including MM

and CFO) have remained unfilled and the reasons for this. Give reasons for the turnover rate

experienced by your municipality. Explain measures taken to successfully attract and retain staff.

T 4.1.4

COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE

INTRODUCTION TO MUNICIPAL WORKFORCE MANAGEMENT

The Human Resource profile of the municipality is to some extent reflective of the local community and

the country. The human resource management of the municipality comprises of activities relating to

the rendering of a comprehensive human resource management function to Council by ensuring an

efficient personnel administration system, recruitment and selection, sound labour relations, human

resources development, implementation of affirmative action measures, occupational health and safety

of employees and compliance with all relevant labour legislation.

The staff of the municipality is informed and supportive of municipality vision and mission and strategic

direction.

The gender composition and people with disabilities continues to be a challenge as reflected by the

workplace profile of the institution.

Gender composition in the total workforce for the period ending on 30 June 2016 was as follows:

Black Males account for 70.59% against Black Females of only 24.71%, a slight improvement from

23.25% last year. The Economically Active Population figures stands at 50.40% for Black Males and

and 41.30% for Black Females. The workforce profile analysis indicates an under-representation of

16.59% in Black Females against 41.30% of the workplace profile in line with the regional


253

Economically Active Population figures. Recruitment of Black Females therefore remains our priority in

areas where under-representation has been indicated. People with disabilities account for only 0.78%

of the total workforce of 510.

People with disabilities generally still continue to hover below the 1% mark. Government initially made

an undertaking that the representation of people with disabilities should have constituted 2% of the

Public Service by the end of 2005. However, this was not reached and government moved the

achievement of the 2% target to 2010. As at the end of the 2015/2016 financial year, the

representation of people with disabilities within the Municipality, government and in the private sector

is still well below the 1% mark.

An Employment Equity Plan responding to the above challenges i.e. gender and people with

disabilities representation will be developed, monitored and implemented as one of the priorities of the

institution. However, for the year under review, only 20% percent of planned employment equity

targets were achieved due to financial constraints.

The area of skills development is characterised by a need based approach for both municipal

councillors and officials which culminates in the submission and implementation of the Workplace

Skills Plan to the Local Government Sector Education and Training Authority (LGSETA) in line with the

requirements of the Skills Development Act.

T 4.2.0


254

4.2 POLICIES

HR Policies and Plans

Name of Policy Completed Reviewed Date adopted by council or comment on failure to adopt

% %

1 Affirmative Action Forms part of the Employment Equity Plan

2 Attraction and Retention Planned for development in Q2 of 2016/2017 financial year

3 Code of Conduct for employees Municipal Systems Act provision

4 Delegations, Authorisation & Responsibility

Draft

5 Disciplinary Code and Procedures Main Collective Agreement provision

6 Essential Services Will be finalised in 2016/2017 financial year

7 Employee Assistance / Wellness Completed 12-Dec-2014

8 Employment Equity Completed 30-Oct-2014

9 Exit Management Completed Checklist in place

10 Grievance Procedures Main Collective Agreement

11 HIV/Aids Completed 30-Oct-2014

12 Human Resource and Development Completed 30-Oct-2014

13 Information Technology Not developed

14 Job Evaluation Done nationally

15 Leave Main Collective Agreement

16 Occupational Health and Safety Completed 29-Jul-2011

17 Official Housing Policy will be developed in 2016/2017

18 Official Journeys Reviewed 28-May-2014

19 Official transport to attend Funerals Completed 31-Jul-2007

20 Overtime Policy Completed 31-Jul-2007

21 Organisational Rights Main Collective Agreement

22 Payroll Deductions Remuneration Policy will be developed in 2016/2017

23 Performance Management and Development

Completed

24 Recruitment, Selection and Appointments

Completed Policy will be reviewed in 2016/2017

25 Remuneration Scales and Allowances Job Evaluation exercise completed in August 2016

26 Resettlement Not developed

27 Sexual Harassment Completed Policy will be reviewed in 2016/2017


255

28 Skills Development Completed Policy will be reviewed in 2016/2017

29 Smoking Completed Policy will be reviewed in 2016/2017

30 Special Skills Policy will be reviewed in 2016/2017

31 Work Organisation Not developed

32 Uniforms and Protective Clothing Policy will be developed in 2016/2017

33 Cellphone Policy Completed Policy will be reviewed in 2016/2017

34 Policy on Experiential Training Completed Policy will be reviewed in 2016/2017

35 Subsistence Travelling Allowance Policy


36 Transport Allowance Policy Completed Policy will be reviewed in 2016/2017

37 Funeral Policy for Councillors and Officials


38 Attendance and Punctuality Policy Completed Policy will be reviewed in 2016/2017

39 Incapacity Due to Ill-Health Completed Policy will be reviewed in 2016/2017

40 Incapacity Due to Poor Work Performance


41 Intoxicating Substance Abuse Policy Completed Policy will be reviewed in 2016/2017

42 Name Tag Policy Completed Policy will be reviewed in 2016/2017

43 Whistleblowing Policy Completed Policy will be reviewed in 2016/2017

Use name of local policies if different from above and at any other HR policies not listed. T 4.2.1

COMMENT ON WORKFORCE POLICY DEVELOPMENT:

Delete Directive note once comment is completed – Comment on progress made during the year

and plans for completing this work.

T 4.2.1.1


256

4.3 INJURIES, SICKNESS AND SUSPENSIONS

Number and Cost of Injuries on Duty Type of injury Injury Leave

Taken Employees using injury

leave

Proportion employees using sick leave

Average Injury Leave

per employee

Total Estimated

Cost

Days No. % Days R'000

Required basic medical attention only

17 3 18% 6 103360

Temporary total disablement

0 0 0

Permanent disablement 0 0 0

Fatal 0 0 0

Total 17 3 18% 6 103360

T 4.3.1

Number of days and Cost of Sick Leave (excluding injuries on duty)

Salary band

Total sick leave

Proportion of sick leave

without medical

certification

Employees using sick

leave

Total employees

in post*

*Average sick leave

per Employees

Estimated cost

Days % No. No. Days R' 000

Lower skilled (Levels 1-2) 561 1% 85 265 2.12 219409

Skilled (Levels 3-5) 200 7% 36 61 3.15 103315

Highly skilled production (levels 6-8)

368 0% 37 72 5.11 299224

Highly skilled supervision (levels 9-12)

78 9% 12 31 2.51 83164

Senior management (Levels 13-15) 76 17% 15 30 2.53 104613

MM and S57 9 11% 3 6 3.00 34755

Total 1292 45% 188 465 2.78 844480

* - Number of employees in post at the beginning of the year

T 4.3.2 *Average is calculated by taking sick leave in column 2 divided by total employees in column 5


257

T 4.3.3

COMMENT ON INJURY AND SICK LEAVE:

Delete Directive note once comment is completed – Comment on injury and sick leave indicated in

the above tables. Explain steps taken during the year to reduce injuries and follow-up action in relation

to injury and sick leave (e.g. are injuries examined by the municipality’s own doctor; are those taking

long or regular periods of sick leave monitored by municipality’s doctor; and are personal records

maintained of the number of instances of sick leave and amount of time taken each year?)

T 4.3.4


258

Number and Period of Suspensions

Position Nature of Alleged

Misconduct

Date of

Suspension

Details of Disciplinary

Action taken or Status

of Case and Reasons

why not Finalised

Date Finalised

General

Assistant

Displayed a rude,

provocative, intimidatory

or aggressive behaviour

towards a fellow employee

and Supervisor

2015-04-10

Ten (10) days

suspension as sanction

2015-07-08

T 4.3.5

Disciplinary Action Taken on Cases of Financial Misconduct Position Nature of Alleged Misconduct and

Rand value of any loss to the municipality

Disciplinary action taken Date Finalised

None

T 4.3.6

COMMENT ON SUSPENSIONS AND CASES OF FINANCIAL MISCONDUCT:

Delete Directive note once comment is complete – Comment on suspension of more than 4 months

and on other matters as appropriate.

T 4.3.7


259

4.4 PERFORMANCE REWARDS

Performance Rewards By Gender

Designations Beneficiary profile

Gender Total number

of employees

in group

Number of

beneficiaries

Expenditure on rewards:

2014/2015

Proportion of

beneficiaries

within group

R' 000 %

Lower skilled (Levels

1-2)

Female

Male

Skilled (Levels 3-5) Female

Male

Highly skilled

production (levels 6-8)

Female

Male

Highly skilled

supervision (levels 9-

12)

Female

Male

Senior management Female


260

(Levels 13-15) Male

MM and S57 Female

Male

Total

Has the statutory municipal calculator been used as part of the evaluation process?

Note: MSA 2000 S51(d) requires that … ‘performance plans, on which rewards are based should be aligned with the

IDP’… (IDP objectives and targets are set out in Chapter 3) and that Service Delivery and Budget Implementation Plans

(developed under MFMA S69 and Circular 13) should be consistent with the higher level IDP targets and must be

incorporated appropriately in personal performance agreements as the basis of performance rewards. Those with disability

are shown in brackets '(x)' in the 'Number of beneficiaries' column as well as in the numbers at the right hand side of the

column (as illustrated above). T 4.4.1

COMMENT ON PERFORMANCE REWARDS:

Delete Directive note once comment is completed – Comment as appropriate.

T 4.4.1.1

COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE

INTRODUCTION TO WORKFORCE CAPACITY DEVELOPMENT

Note: MSA 2000 S68 (1) requires municipalities to develop their human resource capacity to a level

that enables them to perform their functions and exercise their powers in an economical, effective,

efficient and accountable way.


261

Delete Directive note once comment is completed – Discuss the way ahead and the improvements

made and the challenges faced for capacity development in your municipality.

T 4.5.0

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | (PERFORMANCE REPORT PART II)

262

4.5 SKILLS DEVELOPMENT AND TRAINING

Skills Matrix Management level Gender Employees

in post as at 30 June

2016

Number of skilled employees required and actual as at 30 June 2015

Learnerships Skills programmes & other short courses

Other forms of training Total

No.

Actual: End

2014/ 2015

Actual: End

2015/ 2016

2015/ 2016

Target

Actual: End

2014/ 2015

Actual: End

2015/ 2016

2015/ 2016

Target

Actual: End 2014 /2015

Actual: End

2015/ 2016

2015/ 2016

Target

Actual: End

2014/ 2015

Actual: End 2015/ 2016

2015/2016 Target

MM and s57 Female 0 0 0 0 0 0 0 0 0 0 0 0 0

Male 0 0 0 0 0 0 0 0 0 0 0 0 0

Councillors, senior officials and managers

Female 0 0 0 0 0 0 0 0 0 0 0 0 0

Male 0 0 0 0 0 0 0 0 0 0 0 0 0

Technicians and associate professionals*

Female 0 0 0 0 0 0 0 0 0 0 0 0 0

Male 0 0 0 0 0 0 0 0 0 0 0 0 0

Professionals Female 0 0 0 0 0 0 0 0 0 0 0 0 0

Male 0 0 0 0 0 0 0 0 0 0 0 0 0

Sub total Female 0 0 0 0 0 0 0 0 0 0 0 0 0

Male 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0 0 0 0 0 0 0

*Registered with professional Associate Body e.g. CA (SA) T 4.5.1

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | (PERFORMANCE REPORT PART II)

263

Financial Competency Development: Progress Report* Description A.

Total number of officials employed by municipality (Regulation 14(4)(a) and (c))

B. Total number of officials employed by municipal entities (Regulation 14(4)(a) and (c)

Consolidated: Total of A and B

Consolidated: Competency assessments completed for A and B (Regulation 14(4)(b) and (d))

Consolidated: Total number of officials whose performance agreements comply with Regulation 16 (Regulation 14(4)(f))

Consolidated: Total number of officials that meet prescribed competency levels (Regulation 14(4)(e))

Financial Officials

Accounting officer 1 0 1 0 0 0

Chief financial officer 1 0 1 0 0 0

Senior managers 4 0 4 0 0 0

Any other financial officials

16 0 16 0 0 0

Supply Chain Management Officials

Heads of supply chain management units

1 0 1 0 0 0

Supply chain management senior managers

0 0 0 0 0 0

TOTAL 23 0 23 0 0 0

* This is a statutory report under the National Treasury: Local Government: MFMA Competency Regulations (June 2007) T 4.5.2

Skills Development Expenditure

R'000

Management level

Gender

Employees as at 1

July 2015

Original Budget and Actual Expenditure on skills development : 2015/2016

Learnerships Skills programmes &

other short courses

Other forms of training

Total

No. Original Budget




Actual

MM and S57 Female 1 16000 16000 5000 0 0 0 21000 16000

Male 4 32000 32000 0 0 0 0 32000 32000

Legislators, senior

officials and managers

Female 18 96000 80000 75000 3000 0 0 171000 83000

Male 33 160000 48000 150000 15000 0 0 310000 63000

Professionals Female 6 32000 0 20000 0 0 0 52000


264

Male 12 48000 16000 50000 30000 0 0 98000 46000

Technicians and associate professionals

Female 3 16000 0 10000 5000 0 26000 5000

Male 36 48000 0 60000 10000 550000 10000 658000 20000

Clerks Female 45 176000 0 70000 100000 0 0 246000 100000

Male 26 320000 0 75000 40000 0 0 395000 40000

Service and sales workers

Female 15 16000 16000 50000 35000 0 0 66000 51000

Male 41 160000 32000 110000 40000 0 0 270000 72000

Plant and machine

operators and assemblers

Female 0 0 0 0 0 0 0

Male 43 0 0 50000 45000 0 0 50000 45000

Elementary occupations

Female 37 0 0 90000 10000 0 0 90000 10000

Male 226 0 0 110000 75000 0 0 110000 75000

Sub total Female 88 352000 112000 230000 143000 0 0 582000 255000

Male 152 768000 128000 445000 135000 550000 10000 1763000 273000

Total 240 1120000 240000 675000 278000 550000 10000 2345000 528000

*% and *R value of municipal salaries (original budget) allocated for workplace skills plan. %* *R

T4.5.3

COMMENT ON SKILLS DEVELOPMENT AND RELATED EXPENDITURE AND ON THE FINANCIAL

COMPETENCY REGULATIONS:

Delete Directive note once comment is completed – Comment on the adequacy of training plans

and the effectiveness of implementation at your municipality. Explain variances between actual and

budgeted expenditure. Also comment on the adequacy of funding (e.g. is it intended to increase or

decrease this level of spending in future years and how is the value of the training activity assessed?)

Refer to MFMA Competency Regulations, the range of officials to which it relates and the deadline of

2013 by which it will become fully effective. Discuss the progress made on implementation at your

municipality as reflected in T4.5.4 above.

T 4.5.4


265

COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE

INTRODUCTION TO WORKFORCE EXPENDITURE

Delete Directive note once comment is completed – Explain the importance of managing workforce

expenditure, the pressures to overspend and how spending is controlled (e.g. within approved

establishment and against budget and anticipated vacancy rates arising from turnover). Also explain

how municipality seeks to obtain value for money from work force expenditure.

T 4.6.0

4.6 EMPLOYEE EXPENDITURE

19,000

20,000

21,000

22,000

23,000

24,000

25,000

26,000


Workforce Expenditure Trends (R' 000)

Source: MBRR SA22 T 4.6.1


266

COMMENT ON WORKFORCE EXPENDITURE:

Delete Directive note once comment is completed – Explain the spending pattern in the context of

the actual and two previous years plus the budget year. Refer to implications for workforce ratio in

Chapter 5. Comment on factors influencing workforce expenditure during the year.

T 4.6.1.1

Number Of Employees Whose Salaries Were Increased Due To Their Positions Being Upgraded

Beneficiaries Gender Total

Lower skilled (Levels 1-2) Female 0

Male 0

Skilled (Levels 3-5) Female 0

Male 0

Highly skilled production

(Levels 6-8)

Female 0

Male 0

Highly skilled supervision (Levels9-12) Female 0

Male 0

Senior management (Levels13-16) Female 0

Male 0


267

MM and S 57 Female 0

Male 0

Total 0

Those with disability are shown in brackets '(x)' in the 'Number of beneficiaries' column as well as in the numbers at the right hand

side of the column (as illustrated above).

T 4.6.2

Employees Whose Salary Levels Exceed The Grade Determined By Job Evaluation

Occupation Number of employees Job evaluation level Remuneration level Reason for deviation

T 4.6.3

Employees appointed to posts not approved

Department Level Date of

appointment No. appointed

Reason for appointment when no established post exist

T 4.6.4


268

COMMENT ON UPGRADED POSTS AND THOSE THAT ARE AT VARIANCE WITH NORMAL

PRACTICE:

Delete Directive note once comment is completed – Comment on T4.6.2 as appropriate and give

further explanations as necessary with respect to T4.6.3 and T4.6.4.

T 4.6.5

DISCLOSURES OF FINANCIAL INTERESTS

Delete Directive note once comment is completed – Refer to disclosures made by officials and

councillors concerning their financial interests as required by PM Regulations 805 of 2006 are set out

in Appendix J. Make other comments as appropriate.

T 4.6.6

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | CHAPTER 5 – FINANCIAL PERFORMANCE

269

CHAPTER 5 – FINANCIAL PERFORMANCE

INTRODUCTION

Chapter 5 contains information regarding financial performance and highlights specific

accomplishments. The chapter comprises of three components:

Component A: Statement of Financial Performance

Component B: Spending Against Capital Budget

Component C: Other Financial Matters

Delete Directive note once comment is completed - Please explain how your municipality sought to

contain inflationary pressures during the financial year. Take the 5 most expensive consultancy

arrangements in year 0 and explain the costs, the reasons for the engagements and the results.

Include such other introductory remarks as you wish.

T 5.0.1

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE

INTRODUCTION TO FINANCIAL STATEMENTS

Note: Statements of Revenue Collection Performance by vote and by source are included at

Appendix K.

Delete Directive note once comment is completed - This component provides an overview of the

financial performance of the municipality and focuses on the financial health of the municipality.

T 5.1.0


270

5.1 STATEMENTS OF FINANCIAL PERFORMANCE

Description

R thousands

Original

Budget

Budget

Adjustments

(i.t.o. s28 and

s31 of the

MFMA)

Final

adjustments

budget

Shifting of

funds

(i.t.o. s31 of the

MFMA)

Virement

(i.t.o. Council

approv ed

policy )

Final Budget Actual

Outcome

Unauthorised

expenditure

Variance Actual

Outcome as %

of Final

Budget

Actual

Outcome as %

of Original

Budget

Reported

unauthorised

expenditure

Expenditure

authorised in

terms of

section 32 of

MFMA

Balance to be

recovered

Restated

Audited

Outcome

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Financial Performance

Property rates – –

Serv ice charges – –

Inv estment rev enue – –

Transfers recognised - operational – –

Other ow n rev enue – –

Total Revenue (excluding capital transfers and

contributions)

Employ ee costs – –

Remuneration of councillors – –

Debt impairment – –

Depreciation & asset impairment – –

Finance charges – –

Materials and bulk purchases – –

Transfers and grants – –

Other ex penditure – –

Total Expenditure

Surplus/(Deficit)

Transfers recognised - capital – –

Contributions recognised - capital & contributed assets – –

Surplus/(Deficit) after capital transfers & contributions

Share of surplus/ (deficit) of associate – –

Surplus/(Deficit) for the year

Capital expenditure & funds sources

Capital expenditure

Transfers recognised - capital – –

Public contributions & donations – –

Borrow ing – –

Internally generated funds – –

Total sources of capital funds

Cash flows

Net cash from (used) operating – –

Net cash from (used) inv esting – –

Net cash from (used) financing – –

Cash/cash equivalents at the year end

Year 0 Year -1

T 5.1.1

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 5 – FINANCIAL PERFORMANCE

271


272

Year -1

ActualOriginal

Budget

Adjustments

BudgetActual

Original

Budget

Adjustment

s Budget

Operating Cost

Water 26,485 23,572 28,075 23,042 -2.30% -21.84%

Waste Water (Sanitation) 8,541 8,285 9,054 8,456 2.02% -7.07%

Electricity 12,355 10,254 12,478 13,219 22.43% 5.61%

Waste Management 14,232 13,235 13,662 12,097 -9.41% -12.94%

Housing 6,542 5,496 5,954 6,346 13.40% 6.19%

Component A: sub-total 68,155 60,842 69,222 63,161 3.67% -9.60%

Waste Water (Stormwater Drainage) 5,643 5,530 5,925 5,304 -4.26% -11.70%

Roads 5,643 5,530 5,925 5,304 -4.26% -11.70%

Transport 5,322 4,470 5,747 4,630 3.45% -24.14%

Component B: sub-total 16,607 8,455 8,624 9,554 11.50% 9.73%

Planning 1,254 1,003 1,191 1,354 25.93% 12.04%

Local Economic Development 2,516 2,063 2,264 2,340 11.83% 3.23%

Component B: sub-total 3,769 3,066 3,455 3,693 17.00% 6.46%

Planning (Strategic & Regulatary) 12,546 10,413 11,793 11,542 9.78% -2.17%

Local Economic Development 2,355 2,190 2,425 2,402 8.82% -0.98%

Component C: sub-total 14,900 12,603 14,218 13,944 9.62% -1.97%

Community & Social Services 4,565 3,698 4,337 4,291 13.83% -1.06%

Enviromental Proctection 5,649 4,971 6,157 4,971 0.00% -23.86%

Health 5,649 4,971 6,157 4,971 0.00% -23.86%

Security and Safety 5,649 4,971 6,157 4,971 0.00% -23.86%

Sport and Recreation 5,649 4,971 6,157 4,971 0.00% -23.86%

Corporate Policy Offices and Other 5,649 4,971 6,157 4,971 0.00% -23.86%

Component D: sub-total 32,808 28,552 35,122 29,145 2.04% -20.51%

Total Expenditure 136,240 113,518 130,642 119,497 5.00% -9.33%

T 5.1.2

In this table operational income is offset agaist operational expenditure leaving a net operational expenditure total for each service as

shown in the individual net service expenditure tables in chapter 3. Variances are calculated by dividing the difference between

actual and original/adjustments budget by the actual.

Year 0 Year 0 Variance

Financial Performance of Operational Services

R '000

Description

COMMENT ON FINANCIAL PERFORMANCE:

Delete Directive note once comment is completed – Comment on variances above 10%.

T5.1.3


273

5.2 GRANTS

Year -1

Actual Budget Adjustments

Budget

Actual Original

Budget

(%)

Adjustments

Budget

(%)

Operating Transfers and Grants

National Government: 33,977 – – 24,756

Equitable share 21,565 17,303

Municipal Systems Improvement 4,524 2,182

Department of Water Affairs 6,665 4,283

Levy replacement 1,222 988

Other transfers/grants [insert description]

Provincial Government: 18,925 – – 5,994

Health subsidy 8,645 3,786

Housing 4,865 1,502

Ambulance subsidy 846 219

Sports and Recreation 4,568 489

Other transfers/grants [insert description]

District Municipality: – – – –

[insert description]

Other grant providers: – – – –

[insert description]

Total Operating Transfers and Grants 52,902 – – 30,751

T 5.2.1

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

Full list of provincial and national grants available from published gazettes.

Description

R' 000

Grant Performance


COMMENT ON OPERATING TRANSFERS AND GRANTS:

Note: For Municipal Infrastructure Grant (MIG) see T5.8.3. For other conditional transfers including

Neighborhood Development Partnership Grant (NDPG); Public Transport Infrastructure and Systems

Grant (PITS) see Appendix L.


274

Delete Directive note once comment is completed – Comment on the variances in the above table

and other and indicate high value projects & total the remaining project.

T 5.2.2

Details of Donor Actual

Grant

Year -1

Actual

Grant

Year 0

Year 0

Municipal

Contribution

Date Grant

terminates

Date

Municipal

contribution

terminates

Nature and benefit from the grant

received, include description of any

contributions in kind

A - "Project 1"

A - "Project 2"

B - "Project 1"

B - "Project 2"

A - "Project 1"

A - "Project 2"

B - "Project 1"

B - "Project 2"

A - "Project 1"

A - "Project 2"

B - "Project 1"

B - "Project 2"

T 5.2.3

Grants Received From Sources Other Than Division of Revenue Act (DoRA)

Parastatals

Foreign Governments/Development Aid Agencies

Private Sector / Organisations

Provide a comprehensive response to this schedule

COMMENT ON CONDITIONAL GRANTS AND GRANT RECEIVED FROM OTHER SOURCES:

Delete Directive note once comment is completed – Use this box to provide additional information

on grant benefits or conditions and reason for acceptance. Please also provide comments on grant

surrendered to the National Revenue Fund with reasons that led to this.

T 5.2.4


275

5.3 ASSET MANAGEMENT

INTRODUCTION TO ASSET MANAGEMENT

Delete Directive note once comment is completed - Provide a brief overview on Asset Management

as practiced within your organisation and outline the key elements of your Asset Management Policy.

Explain how asset management is organised, the staff involved and the key delegations. Describe key

issues under development. Indicate the approach to capacity development for this activity. Refer to

the illustrations of asset management approach in relation to the new assets set out below.

T 5.3.1


276

Name

Description

Asset Type

Key Staff Involved

Staff Responsibilities


Capital Implications

Future Purpose of Asset

Describe Key Issues

Policies in Place to Manage Asset

Name

Description

Asset Type

Key Staff Involved





Describe Key Issues


Name

Description

Asset Type

Key Staff Involved





Describe Key Issues


T 5.3.2

TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED YEAR 0

Asset 1

Asset Value

Asset 2

Asset Value

Asset 3

Asset Value


277

COMMENT ON ASSET MANAGEMENT:

Delete Directive note once comment is completed – With reference to the three projects approved

in the year, set out above, describe how these projects were evaluated from a cost and revenue

perspective, including Municipal tax and tariff implications (See MFMA section 19 (2) (a) & (b) and

MSA section 74 (2) (d), (e) & (i)). Ensure that these projects are maintained on files that are readily

accessible for audit inspection. Financial data regarding asset management may be sourced from

MBRR Table A9

T 5.3.3

Original Budget Adjustment Budget Actual Budget variance

Repairs and Maintenance Expenditure 125 129 128 -2%

T 5.3.4

Repair and Maintenance Expenditure: Year 0

R' 000

COMMENT ON REPAIR AND MAINTENANCE EXPENDITURE:

Delete Directive note once comment is completed – Comment on adequacy of Repair &

Maintenance Expenditure and variances show in T5.3.4 above and on the implications of the

proportion of operating budget spend on repairs and maintenance over the past four years set out

below. Note that the repairs and maintenance expenditure in T5.3.4 must reconcile with the

operational repairs and maintenance expenditure for all services set out in Chapter 3.

T 5.3.4.1


278

5.4 FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS

0.9 0.9

1.1

0.9

0.8

0.9

0.9

1.0

1.0

1.1

1.1

Year -3 Year -2 Year -1 Current: Year 0

Liquidity Ratio

Liquidity Ratio – Measures the municipality’s ability to pay its bills and is calculated by dividing the monetary assets (due within one year ) by the municipality’s current liabilities. A higher ratio is better.

Data used from MBRR SA8

T 5.4.1


279

1.5

1.9

1.4

0.8

–

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

2.0


Cost Coverage

iii. Cost coverage

Cost Coverage– It explains how many months expenditure can be coveredby the cash and other liquid assets available to the Municipality excluding utilisation of grants and is calculated


T 5.4.2


280

64.0%

62.0%

68.0%

60.5%

56.0%

58.0%

60.0%

62.0%

64.0%

66.0%

68.0%

70.0%


Total Outstanding Service Debtors

ii.O/S Service Debtors to Revenue

Total Outstanding Service Debtors – Measures how much money is still owed by the community for water, electricity, waste removal and sanitation compared to how much money has been paid for these services. It is calculated by dividing the total outstanding debtors by the total annual revenue. A lower score is better.


T 5.4.3


281

2.1

1.3

1.5

1.2

–

0.5

1.0

1.5

2.0

2.5


Debt Coverage

i. Debt coverage

Debt Coverage– The number of times debt payments can be accomodated within Operating revenue (excluding grants) . This in turn represents the ease with which debt payments can be accomodated by the municipality


T 5.4.4


282

96.0%

88.0%

75.0% 77.0%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%


Creditors System Efficiency

Creditors System Efficiency

Creditor System Efficiency – The proportion of creditors paid within terms (i.e. 30 days). This ratio is calculated by outstanding trade creditors divided bycredit purchases


T 5.4.5


283

52.0% 54.0% 56.0%

100.0%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%


Capital Charges to Operating Expenditure

Capital Charges to Operating Expenditure

Capital Charges to Operating Expenditure ratio is calculated by dividing the sum of capital interest and principle paid by the total operating expenditure.


T 5.4.6


284

64.0%

92.0% 93.0%

50.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%


Employee Costs

Employee costs

Employee cost – Measures what portion of the revenue was spent on paying employee costs. It is calculated by dividing the total employee cost by the difference between total revenue and capital revenue.


T 5.4.7


285

87.0%

54.0%

68.0%

63.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%




Repairs and Maintenance – This represents the propotion of operating expenditure spent and is calculated by dividing the total repairs and maintenace.


T 5.4.8

COMMENT ON FINANCIAL RATIOS:

Delete Directive note once comment is completed - Comment on the financial health of the

municipality / municipal entities revealed by the financial ratios set out above. These ratios are derived

from table SA8 of the MBRR.

T 5.4.9

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET

INTRODUCTION TO SPENDING AGAINST CAPITAL BUDGET

Delete Directive note once comment is completed – Capital expenditure relates mainly to

construction projects that will have value lasting over many years. Capital expenditure is funded from


286

grants, borrowings and operating expenditures and surpluses. Component B deals with capital

spending indicating where the funding comes from and whether Municipalities are able to spend the

available funding as planned. In this component it is important to indicate the different sources of

funding as well as how these funds are spend. Highlight the 5 largest projects (see T5.7.1) and

indicate what portion of the capital budget they use. In the introduction briefly refer to these key

aspects of capital expenditure (usually relating to new works and renewal projects) and to Appendices

M (relating to the new works and renewal programmes), N (relating to the full programme of full capital

projects, and O (relating to the alignment of projects to wards).

T 5.5.0

5.5 CAPITAL EXPENDITURE

12.03%

87.97%

–

200

400

600

800

1,000

1,200

R m

illio

n

Capital Expenditure: Year 0

Capital Expenditure

Operating Expenditure

T 5.5.1

5.6 SOURCES OF FINANCE


287

Year -1

Actual Original

Budget (OB)

Adjustment

Budget

Actual Adjustment to

OB Variance

(%)

Actual to OB

Variance (%)

Source of finance

External loans 3542 5500 5520 5511 0.36% 0.20%

Public contributions and donations 248 300 390 421 30.00% 40.33%

Grants and subsidies 3451 3700 3700 3856 0.00% 4.22%

Other 2451 4500 4600 4565 2.22% 1.44%

Total 9692 14000 14210 14353 32.59% 46.19%

Percentage of finance

External loans 36.5% 39.3% 38.8% 38.4% 1.1% 0.4%

Public contributions and donations 2.6% 2.1% 2.7% 2.9% 92.1% 87.3%

Grants and subsidies 35.6% 26.4% 26.0% 26.9% 0.0% 9.1%

Other 25.3% 32.1% 32.4% 31.8% 6.8% 3.1%

Capital expenditure

Water and sanitation 1845 4300 4250 4256 -1.16% -1.02%

Electricity 1562 2400 2480 2453 3.33% 2.21%

Housing 1243 2700 2800 2685 3.70% -0.56%

Roads and storm water 1352 1500 1400 1486 -6.67% -0.93%

Other 3690 3500 3450 3473 -1.43% -0.77%

Total 9692 14400 14380 14353 -2.22% -1.08%

Percentage of expenditure

Water and sanitation 19.0% 29.9% 29.6% 29.7% 52.4% 95.2%

Electricity 16.1% 16.7% 17.2% 17.1% -150.1% -205.4%

Housing 12.8% 18.8% 19.5% 18.7% -166.8% 51.7%

Roads and storm water 13.9% 10.4% 9.7% 10.4% 300.2% 86.8%

Other 38.1% 24.3% 24.0% 24.2% 64.3% 71.7%

T 5.6.1

Capital Expenditure - Funding Sources: Year -1 to Year 0

Year 0

Details

R' 000

COMMENT ON SOURCES OF FUNDING:

Delete Directive note once comment is completed – Explain any variations from the approved

budget of more than 10% and discuss the total capital expenditure as a viable proportion of total

expenditure.

T 5.6.1.1


288

5.7 CAPITAL SPENDING ON 5 LARGEST PROJECTS

Original BudgetAdjustment

Budget

Actual

Expenditure

Original

Variance (%)

Adjustment

variance (%)

A - Name of Project 26,000 26,500 25,700 1% -2%

B - Name of Project 19,500 19,750 19,900 -2% -1%

C - Name of Project 15,700 15,700 15,500 1% 0%

D - Name of Project 12,000 11,800 11,700 3% 2%

E - Name of Project 11,500 11,000 11,250 2% 4%

Name of Project - A

Objective of Project

Delays

Future Challenges

Anticipated citizen benefits

Name of Project - B


Delays

Future Challenges


Name of Project - C


Delays

Future Challenges


Name of Project - D


Delays

Future Challenges


Name of Project - E


Delays

Future Challenges


T 5.7.1

Capital Expenditure of 5 largest projects*

Name of Project

Current: Year 0 Variance: Current Year 0

R' 000

* Projects with the highest capital expenditure in Year 0


289

COMMENT ON CAPITAL PROJECTS:

Delete Directive note once comment is completed - Provide information in the template above on

the 5 largest projects, ranked according to their approved budget provision year 0. Comment on the

variance between the original and adjustment budgets and on availability of future Budget provision to

operate the projects and lessons learnt in the year about capital project implementation on time to

budget.

T 5.7.1.1

5.8 BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW

INTRODUCTION TO BASIC SERVICE AND INFRASTRUCTURE BACKLOGS

Delete Directive note once comment is completed – Explain that need and cost of backlogs are the

result of migration into an area; migration out of an area; the trend towards disaggregation of families

into more than one housing unit; and the cost of renewing and upgrading core infrastructure. Explain

how this balance effects net demand in your municipality and how your municipality is responding to

the challenges created.

T 5.8.1

No. HHs % HHs No. HHs % HHs

Water % %

Sanitation % %

Electricity % %

Waste management % %

Housing % %

T 5.8.2

% HHs are the service above/below minimum starndard as a proportion of total HHs. 'Housing' refrs to * formal and

** informal settlements.

Service Backlogs as at 30 June Year 0

Households (HHs)

*Service level above minimun standard **Service level below minimun standard


290

Budget Adjust-

ments

Budget

Infrastructure - Road transport % %

Roads, Pavements & Bridges % %

Storm water % %

Infrastructure - Electricity % %

Generation % %

Transmission & Reticulation % %

Street Lighting % %

Infrastructure - Water % %

Dams & Reservoirs % %

Water purification % %

Reticulation % %

Infrastructure - Sanitation % %

Reticulation % %

Sewerage purification % %

Infrastructure - Other % %

Waste Management % %

Transportation % %

Gas % %

Other Specify: % %

% %

% %

% %

Total % %

T 5.8.3

R' 000

Municipal Infrastructure Grant (MIG)* Expenditure Year 0 on Service backlogs

Major conditions applied by donor (continue

below if necessary)

* MIG is a government grant program designed to fund a reduction in service backlogs, mainly: Water;

Sanitation; Roads; Electricity. Expenditure on new, upgraded and renewed infrastructure is set out at

Appendix M; note also the calculation of the variation. Variances are calculated by dividing the difference

between actual and original/adjustments budget by the actual.

Details

Budget Adjustments

Budget

Actual Variance

COMMENT ON BACKLOGS:

Delete Directive note once comment is completed - Comment on how MIG grants have been

utilised to redress the backlogs and on the variances in T 5.8.3. If appropriate, comment that

Appendix P contains details of schools and clinics that have been established that do not have ready

access to one or more basic services and Appendix Q contains details of those services provided by

other spheres of government (whether the municipality is involved on an agency basis or not) that

carry significant backlogs.

T 5.8.4


291

COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS

INTRODUCTION TO CASH FLOW MANAGEMENT AND INVESTMENTS

Delete Directive note once comment is completed – Give a brief comment on the importance of

cash flow management. Refer to the scope of this activity as indicated in this component and what you

regard as the key management features of your municipality’s approach. Refer to any other cash flow

issues of current relevance to your municipality that are not adequately provided for in the format of

this component.

T 5.9


292

5.9 CASH FLOW


293

Year -1

Audited

Outcome

Original

Budget

Adjusted

BudgetActual

CASH FLOW FROM OPERATING ACTIVITIES

Receipts

Ratepayers and other

Government - operating

Government - capital

Interest

Dividends

Payments

Suppliers and employees

Finance charges

Transfers and Grants

NET CASH FROM/(USED) OPERATING ACTIVITIES – – – –

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts

Proceeds on disposal of PPE

Decrease (Increase) in non-current debtors

Decrease (increase) other non-current receivables

Decrease (increase) in non-current investments

Payments

Capital assets

NET CASH FROM/(USED) INVESTING ACTIVITIES – – – –

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

Short term loans

Borrowing long term/refinancing

Increase (decrease) in consumer deposits

Payments

Repayment of borrowing

NET CASH FROM/(USED) FINANCING ACTIVITIES – – – –

NET INCREASE/ (DECREASE) IN CASH HELD – – – –

Cash/cash equivalents at the year begin: –

Cash/cash equivalents at the year end: – – – Source: MBRR A7 T 5.9.1

Current: Year 0

Cash Flow Outcomes

R'000

Description


294

COMMENT ON CASH FLOW OUTCOMES:

Delete Directive note once comment is completed - Supply a brief summary about the cash flow

status of the municipality. Explain variances from Original and Adjustment Budget to Actual. Include

information on operating activities and what effect they had on cash flow and on cash backing of

surpluses. Information regarding cash flow may be sourced from Table A7 of the MBRR.

T 5.9.1.1

5.10 BORROWING AND INVESTMENTS

INTRODUCTION TO BORROWING AND INVESTMENTS

Delete Directive note once comment is completed – Explain briefly the relevance of borrowing and

investments to you municipality with reference to the tables below and your municipality’s

requirements in the year. Information may be sourced from table SA3 AND SA15 in the MBRR.

T 5.10.1


295

Instrument Year -2 Year -1 Year 0

Municipality 300 382 355

Long-Term Loans (annuity/reducing balance) 200 250 270

Long-Term Loans (non-annuity)

Local registered stock

Instalment Credit

Financial Leases

PPP liabilities

Finance Granted By Cap Equipment Supplier

Marketable Bonds

Non-Marketable Bonds

Bankers Acceptances

Financial derivatives

Other Securities

Municipality Total 500 632 625

Municipal Entities

Long-Term Loans (annuity/reducing balance)

Long-Term Loans (non-annuity)

Local registered stock

Instalment Credit

Financial Leases

PPP liabilities

Finance Granted By Cap Equipment Supplier

Marketable Bonds

Non-Marketable Bonds

Bankers Acceptances

Financial derivatives

Other Securities

Entities Total 0 0 0

T 5.10.2

Actual Borrowings: Year -2 to Year 0

R' 000


296

0

50

100

150

200

250

300

350

400


R m

illio

n

Actual Borrowings

Municipality

Municipal Entities

T 5.10.3


297


Actual Actual Actual

Municipality

Securities - National Government

Listed Corporate Bonds

Deposits - Bank

Deposits - Public Investment Commissioners

Deposits - Corporation for Public Deposits

Bankers Acceptance Certificates

Negotiable Certificates of Deposit - Banks

Guaranteed Endowment Policies (sinking)

Repurchase Agreements - Banks

Municipal Bonds

Other

Municipality sub-total 0 0 0

Municipal Entities

Securities - National Government

Listed Corporate Bonds

Deposits - Bank

Deposits - Public Investment Commissioners

Deposits - Corporation for Public Deposits

Bankers Acceptance Certificates

Negotiable Certificates of Deposit - Banks

Guaranteed Endowment Policies (sinking)

Repurchase Agreements - Banks

Other

Entities sub-total 0 0 0

Consolidated total: 0 0 0

T 5.10.4

Municipal and Entity Investments

Investment* type

R' 000


298

COMMENT ON BORROWING AND INVESTMENTS:

Delete Directive note once comment is completed – Make clarifying comments on the above tables

as necessary. All investments whether in the form of loans (in cash or kind) made by the municipality

but not to one or more of the organisations set out above and all grants (in cash or kind) made to any

form of organisation must be set out in full at Appendix R.

T 5.10.5

5.11 PUBLIC PRIVATE PARTNERSHIPS

PUBLIC PRIVATE PARTNERSHIPS

The Municipality did not have any public private partnerships for the year under review.

T 5.11.1

COMPONENT D: OTHER FINANCIAL MATTERS

5.12 SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT

Delete Directive note once comment is completed - Provide a brief narrative that describes the

progress made by your municipality in developing and implementing policies and practices in

compliance with the guidelines set out in SCM Regulations 2005. State the number of Supply Chain

officials that have reached the prescribed levels required for their positions (See MFMA Competency

Regulation Guidelines) and state the number of prescribed officials that are yet to reach the necessary

competency levels; and set out any remarks made in the previous Auditor-General’s report or the

report for year 0 concerning the quality of Supply Chain Management and detail the remedial action

taken. Note comments made in Chapter 2, under section 2.8.

T 5.12.1


299

5.13 GRAP COMPLIANCE

GRAP COMPLIANCE

GRAP is the acronym for Generally Recognized Accounting Practice and it provides the rules by which

municipalities are required to maintain their financial accounts. Successful GRAP compliance will

ensure that municipal accounts are comparable and more informative for the municipality. It will also

ensure that the municipality is more accountable to its citizens and other stakeholders. Information on

GRAP compliance is needed to enable National Treasury to assess the pace of progress and consider

the implications.

Delete Directive note once comment is completed – Follow the above with information on progress

with GRAP compliance at your municipality. Detail any instances where the municipality has deviated

from the GRAP standards currently applicable.

T 5.13.1

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS

300

CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS

INTRODUCTION

The Constitution S188 (1) (b) states that the functions of the Auditor General include the auditing and

reporting on the accounts, financial statements and financial management of all municipalities. MSA

section 45 states that the results of performance measurement must be audited annually by the

Auditor General. The Annual Financial Statements as set out in Volume II and the timescale for the

audit of these accounts and the audit of performance and the production of reports on these matters by

the Auditor General are out in this Chapter.

T 6.0.1

COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS

2014/2015

6.1 AUDITOR GENERAL REPORT : 2014/2015 FINANCIAL YEAR

Auditor-General Report on Financial Performance: 2014/2015

Audit Report Status*: Unqualified

Non-Compliance Issues Remedial Action Taken

The audit recovery action plan is attached as Appendix T6.1

Note:*The report status is supplied by the Auditor General and ranges from unqualified (at best); to unqualified with other matters specified; qualified; adverse; and disclaimed (at worse)

T 6.1.1

Auditor-General Report on Service Delivery Performance: 2014/2015

Audit Report Status: Disclaimer



T 6.1.2

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS

301

COMPONENT B: AUDITOR-GENERAL OPINION : 2015/2016

6.2 AUDITOR GENERAL REPORT : 2015/2016 FINANCIAL YEAR

Auditor-General Report on Financial Performance 2015/2016

Status of audit report: Unqualified



Note:* The report's status is supplied by the Auditor General and ranges from unqualified (at best); to unqualified with other matters specified; qualified; adverse; and disclaimed (at worse). This table will be completed prior to the publication of the Annual report but following the receipt of the Auditor- General Report on Financial Performance Year 0.

T 6.2.1

Auditor-General Report on Service Delivery Performance: 2015/2016 Status of audit report**: Qualified



* This table will be completed prior to the publication of the Annual report but following the receipt of the Auditor- General Report on Service Delivery Performance Year 0

** Inclusion of "Status" depends on nature of AG's remarks on Performance Data.

T 6.2.2

AUDITOR GENERAL REPORT ON THE ANNUAL FINANCIAL STATEMENTS: 2015/2016

The 2015/2016 Annual Financial Statements for the year ended 30 June 2016 is attached under

Volume II to the Annual Report

T 6.2.3

COMMENTS ON AUDITOR GENERAL’S OPINION: 2015/2016

Delete Directive note once comment is completed - Provide comments from the Municipal Manager

/ CFO on the Auditor-General’s opinion. Include comments on year 0 if it provides useful context.

T 6.2.4

COMMENTS ON MFMA SECTION 71 RESPONSIBILITIES:

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS

302

Section 71 of the MFMA requires municipalities to return a series of financial performance data to the

National Treasury at specified intervals throughout the year. The Chief Financial Officer states that

these data sets have been returned according to the reporting requirements.

Signed (Chief Financial Officer)………………………………………………………..... Dated

T 6.2.5

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | GLOSSARY 303

GLOSSARY

Accessibility

indicators

Explore whether the intended beneficiaries are able to access services

or outputs.

Accountability

documents

Documents used by executive authorities to give “full and regular”

reports on the matters under their control to Parliament and provincial

legislatures as prescribed by the Constitution. This includes plans,

budgets, in-year and Annual Reports.

Activities The processes or actions that use a range of inputs to produce the

desired outputs and ultimately outcomes. In essence, activities

describe "what we do".

Adequacy

indicators

The quantity of input or output relative to the need or demand.

Annual Report A report to be prepared and submitted annually based on the

regulations set out in Section 121 of the Municipal Finance

Management Act. Such a report must include annual financial

statements as submitted to and approved by the Auditor-General.

Approved Budget The annual financial statements of a municipality as audited by the

Auditor General and approved by council or a provincial or national

executive.

Baseline Current level of performance that a municipality aims to improve when

setting performance targets. The baseline relates to the level of

performance recorded in a year prior to the planning period.

Basic municipal

service

A municipal service that is necessary to ensure an acceptable and

reasonable quality of life to citizens within that particular area. If not

provided it may endanger the public health and safety or the

environment.

Budget year The financial year for which an annual budget is to be approved –

means a year ending on 30 June.

Cost indicators The overall cost or expenditure of producing a specified quantity of

outputs.

Distribution

indicators

The distribution of capacity to deliver services.

Financial

Statements

Includes at least a statement of financial position, statement of

financial performance, cash-flow statement, notes to these statements

and any other statements that may be prescribed.

General Key

performance

indicators

After consultation with MECs for local government, the Minister may

prescribe general key performance indicators that are appropriate and

applicable to local government generally.

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | GLOSSARY 304

Impact The results of achieving specific outcomes, such as reducing poverty

and creating jobs.

Inputs All the resources that contribute to the production and delivery of

outputs. Inputs are "what we use to do the work". They include

finances, personnel, equipment and buildings.

Integrated

Development Plan

(IDP)

Set out municipal goals and development plans.

National Key

performance areas

• Service delivery & infrastructure

• Economic development

• Municipal transformation and institutional development

• Financial viability and management

• Good governance and community participation

Outcomes The medium-term results for specific beneficiaries that are the

consequence of achieving specific outputs. Outcomes should relate

clearly to an institution's strategic goals and objectives set out in its

plans. Outcomes are "what we wish to achieve".

Outputs The final products, or goods and services produced for delivery.

Outputs may be defined as "what we produce or deliver". An output is

a concrete achievement (i.e. a product such as a passport, an action

such as a presentation or immunization, or a service such as

processing an application) that contributes to the achievement of a

Key Result Area.

Performance

Indicator

Indicators should be specified to measure performance in relation to

input, activities, outputs, outcomes and impacts. An indicator is a type

of information used to gauge the extent to

which an output has been achieved (policy developed, presentation

delivered, service rendered)

Performance

Information

Generic term for non-financial information about municipal services

and activities. Can also be used interchangeably with performance

measure.

Performance

Standards:

The minimum acceptable level of performance or the level of

performance that is generally accepted. Standards are informed by

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | GLOSSARY 305

legislative requirements and service-level agreements. Performance

standards are mutually agreed criteria to describe how well work must

be done in terms of quantity and/or quality and timeliness, to clarify the

outputs and related activities of a job by describing what the required

result should be. In this EPMDS performance standards are divided

into indicators and the time factor.

Performance

Targets:

The level of performance that municipalities and its employees strive

to achieve. Performance Targets relate to current baselines and

express a specific level of performance that a municipality aims to

achieve within a given time period.

Service Delivery

Budget

Implementation

Plan

Detailed plan approved by the mayor for implementing the

municipality’s delivery of services; including projections of the revenue

collected and operational and capital expenditure by vote for each

month. Service delivery targets and performance indicators must also

be included.

Vote: One of the main segments into which a budget of a municipality is

divided for appropriation of money for the different departments or

functional areas of the municipality. The Vote specifies the total

amount that is appropriated for the purpose of a specific department or

functional area.

Section 1 of the MFMA defines a “vote” as:

a) one of the main segments into which a budget of a municipality is

divided for the appropriation of money for the different departments or

functional areas of the municipality; and

b) which specifies the total amount that is appropriated for the

purposes of the department or functional area concerned

LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 306

APPENDICES

APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL

ATTENDANCE

Full Time

/ Part

Time

FT/PT % %

T A

Councillors, Committees Allocated and Council Attendance

Committees Allocated *Ward and/ or Party RepresentedCouncil Members

Note: * Councillors appointed on a proportional basis do not have wards allocated to them

Percentage

Council

Meetings

Attendance

Percentage

Apologies

for non-

attendance

Concerning T A

Delete Directive note before publication: Provide comments on the above table.

T A.1


APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES

Municipal Committees

T B

Committees (other than Mayoral / Executive Committee) and Purposes of Committees

Purpose of Committee


APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE

Directorate Director/Manager (State title and name)

Use as a spill-over schedule if top 3 tiers cannot be

accomodated in chapter 2 (T2.2.2). T C

Third Tier Structure


APPENDIX D – FUNCTIONS OF MUNICIPALITY / ENTITY

MUNICIPAL FUNCTIONS Function Applicable to

Municipality (Yes / No)*

Function

Applicable to

Entity

(Yes / No)

Constitution Schedule 4, Part B functions:

Air pollution

Building regulations

Child care facilities

Electricity and gas reticulation

Firefighting services

Local tourism

Municipal airports

Municipal planning

Municipal health services

Municipal public transport

Municipal public works only in respect of the needs of municipalities in the

discharge of their responsibilities to administer functions specifically assigned to

them under this Constitution or any other law

Pontoons, ferries, jetties, piers and harbours, excluding the regulation of

international and national shipping and matters related thereto

Stormwater management systems in built-up areas

Trading regulations

Water and sanitation services limited to potable water supply systems and domestic

waste-water and sewage disposal systems

Beaches and amusement facilities

Billboards and the display of advertisements in public places

Cemeteries, funeral parlours and crematoria

Cleansing

Control of public nuisances

Control of undertakings that sell liquor to the public

Facilities for the accommodation, care and burial of animals

Fencing and fences

Licensing of dogs

Licensing and control of undertakings that sell food to the public

Local amenities

Local sport facilities

Markets

Municipal abattoirs

Municipal parks and recreation

Municipal roads

Noise pollution

Pounds

Public places

Refuse removal, refuse dumps and solid waste disposal

Street trading

Street lighting

Traffic and parking

T D

Municipal / Entity Functions

* If municipality: indicate (yes or No); * If entity: Provide name of entity


APPENDIX E – WARD REPORTING

Ward Name (Number) Name of Ward Councillor and

elected Ward committee

members

Committee

established

(Yes / No)

Number of monthly

Committee

meetings held

during the year

Number of monthly

reports submitted

to Speakers Office

on time

Number of

quarterly public

ward meetings

held during year

T E

Functionality of Ward Committees


APPENDIX F – WARD INFORMATION

R' 000

No. Project Name and detail Start Date End Date Total Value

Ward Title: Ward Name (Number)

Capital Projects: Seven Largest in Year 0 (Full List at Appendix O)

T F.1

Detail Water Sanitation Electricity Refuse Housing

Households with minimum service delivery

Households without minimum service delivery

Total Households*

Houses completed in year

Shortfall in Housing units

T F.2

Basic Service Provision

*Including informal settlements

No. Priority Name and Detail Progress During Year 0

Top Four Service Delivery Priorities for Ward (Highest Priority First)

T F.3

ELECTED WARD MEMBERS (STATING NUMBER OF MEETING ATTENDED – MAXIMUM 12

MEETINGS)

Names: xxx (8); xxx (7)…

T F.3


APPENDIX G – RECOMMENDATIONS OF THE MUNICIPAL AUDIT COMMITTEE

YEAR 0

Date of Committee Committee recommendations during Year 0 Recommendations adopted (enter Yes) If not adopted

(provide explanation)

T G

Municipal Audit Committee Recommendations


APPENDIX H – LONG TERM CONTRACTS AND PUBLIC PRIVATE

PARTNERSHIPS

Name of Service Provider (Entity or

Municipal Department)

Description of Services Rendered by the Service

Provider

Start Date of

Contract

Expiry date of

Contract

Project manager Contract Value

T H.1

Long Term Contracts (20 Largest Contracts Entered into during Year 0)

R' 000

R' 000

Name and Description of Project Name of Partner(s) Initiation Date Expiry date Project manager Value

2008/09

T H.2

Public Private Partnerships Entered into during Year 0

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES

APPENDIX I – MUNICIPAL ENTITY/ SERVICE PROVIDER PERFORMANCE SCHEDULE

Name of Entity & Purpose (a) Service Indicators Year 2

Target Actual Actual

*Previous Year *Previous Year *Current Year *Current Year *Current Year *Following Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x)

T I

Note: This statement should include no more than the top four priority indicators. * 'Previous Year' refers to the targets that were set in the Year -1 Budget/IDP round; *'Current Year' refers to the targets set in the Year 0 Budget/IDP round. *'Following Year' refers to the targets

set in the Year 1 Budget/IDP round. Note that all targets must be fundable within approved budget provision. In column (ii) set out the Service Indicator (In bold italics) then the Service Target underneath (not in bold - standard type face) to denote the difference.

(b) Service Targets

Municipal Entity/Service Provider Performance Schedule

Year 0 Year 1 Year 3

Target Target


APPENDIX J – DISCLOSURES OF FINANCIAL INTERESTS

Position Name Description of Financial interests*

(Nil / Or details)

(Executive) Mayor

Member of MayCo /

Exco

Councillor

Municipal Manager

Chief Financial

Officer

Deputy MM and

(Executive)

Directors

Other S57 Officials

Period 1 July to 30 June of Year 0 (Current Year)

Disclosures of Financial Interests

* Financial intersests to be disclosed even if they incurred for only part of the year. See MBRR SA34A T J

LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 200

APPENDIX K: REVENUE COLLECTION PERFORMANCE BY VOTE AND BY

SOURCE

APPENDIX K (i): REVENUE COLLECTION PERFORMANCE BY VOTE

R' 000

Year -1

Actual Original

Budget

Adjusted

Budget

Actual Original

Budget

Adjustments

Budget

Example 1 - Vote 1

Example 2 - Vote 2

Example 3 - Vote 3

Example 4 - Vote 4

Example 5 - Vote 5

Example 6 - Vote 6

Example 7 - Vote 7

Example 8 - Vote 8

Example 9 - Vote 9

Example 10 - Vote 10






Total Revenue by Vote – – – – – –

T K.1

Revenue Collection Performance by Vote

Current: Year 0 Year 0 Variance

Vote Description

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

This table is aligned to MBRR table A3


APPENDIX K (ii): REVENUE COLLECTION PERFORMANCE BY SOURCE

Year -1

Actual Original

Budget

Adjustments

Budget

Actual Original

Budget

Adjustments

Budget

Property rates 26,485 23,572 28,075 23,042 -2% -22%

Property rates - penalties & collection charges 8,541 8,285 9,054 8,456 2% -7%

Service Charges - electricity revenue 12,355 10,254 12,478 13,219 22% 6%

Service Charges - water revenue 14,232 13,235 13,662 12,097 -9% -13%

Service Charges - sanitation revenue 6,542 5,496 5,954 6,346 13% 6%

Service Charges - refuse revenue 1,865 1,622 1,865 1,510 -7% -23%

Service Charges - other 5,643 5,530 5,925 5,304 -4% -12%

Rentals of facilities and equipment 5,643 5,530 5,925 5,304 -4% -12%

Interest earned - external investments 5,322 4,470 5,747 4,630 3% -24%

Interest earned - outstanding debtors 8,455 8,455 8,624 9,554 12% 10%

Dividends received 1,254 1,003 1,191 1,354 26% 12%

Fines 2,516 2,063 2,264 2,340 12% 3%

Licences and permits 6,846 6,230 7,256 6,640 6% -9%

Agency services 12,546 10,413 11,793 11,542 10% -2%

Transfers recognised - operational 2,355 2,190 2,425 2,402 9% -1%

Other revenue 48,542 40,776 48,542 46,115 12% -5%

Gains on disposal of PPE 4,565 3,698 4,337 4,291 14% -1%

Enviromental Proctection 5,649 4,971 6,157 4,971 0% -24%

Total Revenue (excluding capital transfers

and contributions)

179,353 157,791 181,274 169,118 6.70% -7.19%

T K.2Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to

MBRR table A4.

Revenue Collection Performance by Source

R '000

Description



APPENDIX L: CONDITIONAL GRANTS RECEIVED: EXCLUDING MIG

Budget Adjustments

Budget

Neighbourhood Development

Partnership Grant

Public Transport Infrastructure

and Systems Grant

Other Specify:

Total

T L

* This includes Neighbourhood Development Partnership Grant, Public Transport Infrastructure and Systems

Grant and any other grant excluding Municipal Infrastructure Grant (MIG) which is dealt with in the main

report, see T 5.8.3. Variances are calculated by dividing the difference between actual and

original/adjustments budget by the actual. Obtain a list of grants from national and provincial government.

Conditional Grants: excluding MIG

R' 000

Details

Budget Adjustments

Budget

Actual Variance Major conditions applied by donor (continue below

if necessary)

COMMENT ON CONDITIONAL GRANTS EXCLUDING MIG:

Delete Directive note once comment is completed – Use this box to provide additional information

on grant benefits or conditions and reasons for acceptance.

T L.1


APPENDIX M: CAPITAL EXPENDITURE – NEW & UPGRADE/RENEWAL

PROGRAMMES

APPENDIX M (i): CAPITAL EXPENDITURE - NEW ASSETS PROGRAMME

Year -1

ActualOriginal

Budget

Adjustment

Budget

Actual

ExpenditureFY + 1 FY + 2 FY + 3

Capital expenditure by Asset Class

Infrastructure - Total – – – – – –

Infrastructure: Road transport - Total – – – – – –

Roads, Pavements & Bridges

Storm water

Infrastructure: Electricity - Total – – – – – –

Generation

Transmission & Reticulation

Street Lighting

Infrastructure: Water - Total – – – – – –

Dams & Reservoirs

Water purification

Reticulation

Infrastructure: Sanitation - Total – – – – – –

Reticulation

Sewerage purification

Infrastructure: Other - Total – – – – – –

Waste Management

Transportation

Gas

Other

Community - Total – – – – – –

Parks & gardens

Sportsfields & stadia

Swimming pools

Community halls

Libraries

Recreational facilities

Fire, safety & emergency

Security and policing

Buses

Clinics

Museums & Art Galleries

Cemeteries

Social rental housing

Other

Table continued next page

Year 0 Planned Capital expenditure

Capital Expenditure - New Assets Programme*

Description

R '000


Table continued from previous page

Year -1

ActualOriginal

Budget

Adjustment

Budget

Actual



Heritage assets - Total – – – – – –

Buildings

Other

Investment properties - Total – – – – – –

Housing development

Other

Other assets – – – – – –

General vehicles

Specialised vehicles

Plant & equipment

Computers - hardware/equipment

Furniture and other office equipment

Abattoirs

Markets

Civic Land and Buildings

Other Buildings

Other Land

Surplus Assets - (Investment or Inventory)

Other

Agricultural assets – – – – – –

List sub-class

Biological assets – – – – – –

List sub-class

Intangibles – – – – – –

Computers - software & programming

Other (list sub-class)

Total Capital Expenditure on new assets – – – – – –

Specialised vehicles – – – – – –

Refuse

Fire

Conservancy

Ambulances

T M.1* Note: Information for this table may be sourced from MBRR (2009: Table SA34a)

Capital Expenditure - New Assets Programme*

Year 0 Planned Capital expenditureDescription

R '000


APPENDIX M (ii): CAPITAL EXPENDITURE – UPGRADE/RENEWAL

PROGRAMME

Year -1

ActualOriginal

Budget

Adjustment

Budget

Actual



Infrastructure - Total – – – – – –

Infrastructure: Road transport -Total – – – – – –

Roads, Pavements & Bridges

Storm water

Infrastructure: Electricity - Total – – – – – –

Generation

Transmission & Reticulation

Street Lighting

Infrastructure: Water - Total – – – – – –

Dams & Reservoirs

Water purification

Reticulation

Infrastructure: Sanitation - Total – – – – – –

Reticulation

Sewerage purification

Infrastructure: Other - Total – – – – – –

Waste Management

Transportation

Gas

Other

Community – – – – – –

Parks & gardens

Sportsfields & stadia

Swimming pools

Community halls

Libraries

Recreational facilities

Fire, safety & emergency

Security and policing

Buses

Clinics

Museums & Art Galleries

Cemeteries

Social rental housing

Other

Heritage assets – – – – – –

Buildings

Other

Table continued next page

Capital Expenditure - Upgrade/Renewal Programme*


Description

R '000


Table continued from previous page

Year -1

ActualOriginal

Budget

Adjustment

Budget

Actual



Investment properties – – – – – –

Housing development

Other

Other assets – – – – – –

General vehicles

Specialised vehicles

Plant & equipment

Computers - hardware/equipment

Furniture and other office equipment

Abattoirs

Markets

Civic Land and Buildings

Other Buildings

Other Land

Surplus Assets - (Investment or Inventory)

Other

Agricultural assets – – – – – –

List sub-class

Biological assets – – – – – –

List sub-class

Intangibles – – – – – –

Computers - software & programming

Other (list sub-class)

Total Capital Expenditure on renewal of existing

assets – – – – – –

Specialised vehicles – – – – – –

Refuse

Fire

Conservancy

Ambulances

T M.2* Note: Information for this table may be sourced from MBRR (2009: Table SA34b)

Capital Expenditure - Upgrade/Renewal Programme*


Description

R '000


APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 0

Capital Project Original

Budget

Adjustment

Budget

Actual Variance

(Act - Adj)

%

Variance

(Act - OB)

%

Water

"Project A" 82 85 92 8% 11%

"Project B" 82 85 92 8% 11%

"Project C" 85 90 95 5% 11%

Sanitation/Sewerage

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Electricity

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Housing

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Refuse removal

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Stormwater

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Economic development

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Sports, Arts & Culture

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Environment

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Health

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Safety and Security

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

ICT and Other

"Project A" 82 85 92 8% 11%

"Project B" 85 90 95 5% 11%

Capital Programme by Project: Year 0

T N

R' 000


APPENDIX O – CAPITAL PROGRAMME BY PROJECT BY WARD YEAR 0

Capital Project Ward(s) affected Works completed

(Yes/No)

Water

"Project A"

"Project B"

Sanitation/Sewerage

Electricity

Housing

Refuse removal

Stormwater

Economic development

Sports, Arts & Culture

Environment

Health

Safety and Security

ICT and Other

Capital Programme by Project by Ward: Year 0

T O

R' 000


APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOLS AND

CLINICS

Establishments lacking basic services Water Sanitation Electricity Solid Waste

Collection

Schools (NAMES, LOCATIONS)

Clinics (NAMES, LOCATIONS)

T P

Service Backlogs: Schools and Clinics

Names and locations of schools and clinics lacking one or more services. Use 'x' to mark lack of service at appropriate

level for the number of people attending the school/clinic, allowing for the proper functioning of the establishment

concerned.


APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY

WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR

SERVICE PROVISION

Services and Locations Scale of backlogs Impact of backlogs

Clinics:

Housing:

Licencing and Testing Centre:

Reseviors

Schools (Primary and High):

Sports Fields:

T Q

Service Backlogs Experienced by the Commmunity where another Sphere of Government is the Service Provider

(where the municipality whether or not act on agency basis)


APPENDIX R – DECLARATION OF LOANS AND GRANTS MADE BY THE

MUNICIPALITY

All Organisation or Person in receipt

of Loans */Grants* provided by the

municipality

Nature of project Conditions attached to

funding

Value

Year 0

R' 000

Total Amount

committed over

previous and

future years

T R

Declaration of Loans and Grants made by the municipality: Year 0

* Loans/Grants - whether in cash or in kind


APPENDIX S – NATIONAL AND PROVINCIAL OUTCOMES FOR LOCAL

GOVERNMENT

Outcome/Output Progress to date Number or

Percentage

Achieved

Output: Improving access to basic services

Output: Implementation of the Community Work

Programme

Output: Deepen democracy through a refined Ward

Committee model

Output: Administrative and financial capability

National and Provincial Outcomes for Local Government

* Note: Some of the outputs detailed on this table may have been reported elsewhere in the Annual Report. Kindly ensure that this information

consistent.

T S


VOLUME II: ANNUAL FINANCIAL STATEMENTS

The Annual Financial Statements (AFS) in respect of the 2015/2016 financial year for the period ended

30 June 2016, as submitted to the Auditor General and subsequently audited is hereto annexed as

Volume II of the 2015/2016 Annual Report.

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