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MBOMBELA LOCAL MUNICIPALITY

SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN

2010-2011 FINANCIAL YEAR

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SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2010-2011 FINANCIAL YEAR

Table of Contents

Contents

Foreword by the Executive Mayor: Honourable Councillor LL ChiwayoError! Bookmark

not defined.

INTRODUCTION ................................................................................................... 5

PERSPECTIVE ........................................................................................................ 5

STRATEGIC FOCUS AREAS .................................................................................. 6

Strategic Organisational Objectives and Priorities .................................................................... 6

IDP Priorities ........................................................................................................................... 7

Flagships and 2010 Legacy Initiatives ...................................................................................... 7

LEGISLATIVE IMPERATIVES................................................................................... 7

BUDGET AND SDBIP ............................................................................................................ 7

ROLE OF THE EXECUTIVE MAYOR IN CONTEXT OF SDBIP ......................................... 8

ROLE OF THE ACCOUNTING OFFICER IN RESPECT OF SDBIP ..................................... 8

ALIGNMENT OF THE IDP WITH THE BUDGET ................................................................ 9

REPORTING ON THE SDBIP ................................................................................................ 9

MONTHLY REPORTING ....................................................................................................... 9

QUARTERLY REPORTING ................................................................................................... 9

MID YEAR REPORTING ..................................................................................................... 10

PERFORMANCE REPORTING ........................................................................................... 10

ANNUAL REPORTING ........................................................................................................ 10

OVERSIGHT REPORTING .................................................................................................. 11

PERFORMANCE AGREEMENTS WITH SECTION 57 OFFICIALS .................................. 11

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PERFORMANCE AGREEMENTS WITH OTHER MANAGERS ........................................ 11

KEY COMPONENTS OF THE 2010/11 SDBIP .................................................................... 11

MUNICIPAL SCORE CARDS .............................................................................................. 12

FIVE YEAR CORPORATE SCORECARD 2006 – 2011 (2009/10 REVIEW) ...................... 12

Strategic Focus Area 1 ..................................................................................... 13

Strategic Focus Area 2 ..................................................................................... 55

Strategic Focus Area 3 ................................................................................... 131




DETAILED CAPITAL WORKS PLAN BY WARD ................................................... 181

REVENUE AND EXPENDITURE PROJECTIONS .................................................. 201

MONTHLY PROJECTIONS OF REVENUE BY SOURCE ................................................ 201

MONTHLY PROJECTIONS OF OPERATING REVENUE AND EXPENDITURE BY VOTE

(DEPARTMENT) ................................................................................................................ 203

MONTHLY PROJECTIONS OF CAPITAL EXPENDITURE BY VOTE (DEPARTMENT)205

CONCLUSION .................................................................................................. 206

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INTRODUCTION

The Sakha IMbombela strategy of Mbombela is based on the understanding that successful service

delivery of municipal services depends on a partnership between the community and the municipality.

In terms of this partnership, democratically elected leaders do not reduce democratic citizenship to

regular exercise of the vote, but rather involve the electorate in determination of priorities,

determination of development trajectories, and formulation of programmes. More importantly, the

elected leaders have the obligation to be transparent about their service delivery and budget plans

and allocations, as well as report on its progress on a structured and consistent basis.

Similarly, the community takes an active part in the formulation of growth and development plans, as

well as budgets to support such plans. This is reflected in the Integrated Development Plan (IDP)

The Municipality has prepared the 2010/11 SDBIP in terms of the prescriptions of the MFMA.

Besides the appropriate spending of available funds in terms of the IDP, the 2010/11 SDBIP will also

ensure that the basic components of governance – transparency and accountability – are enhanced

and emphasized.

The SDBIP will also ensure that appropriate information is circulated internally and externally to

inform all stakeholders/partners on progress in terms of municipal service delivery.

In terms of the Sakha IMbombela strategy, a new governance model was formulated to oversee the

effective implementation of the SDBIP.

The Service Delivery and Budget Implementation Plan (SDBIP) aims to illustrate how the adopted IDP

and budget for the 2010/2011 financial year are aligned and how it will be implemented.

PERSPECTIVE

This SDBIP must be read in conjunction with the following:

• Sakha IMbombela strategy

• Integrated Development Plan

• Governance model

• Management model

The reason is that the SDBIP is a working document that suggests how the vision, mission, strategic

objectives, flagship projects and service delivery priorities will be reached with the available funding in

the 2010/2011 financial year.

Because the SDBIP indicates how funds in the 2010/2011 financial year are going to be spent to fulfil

the needs of communities, it is assumed that everybody concerned, know the vision, mission, strategic

objectives and flagship projects at heart. The reason is that the actions to be taken in terms of this

SDBIP, is directly related to the reaching of goals in terms of the strategic objectives and flagship

projects.

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STRATEGIC FOCUS AREAS

The municipality has identified the following Strategic Focus Areas (SFA) based on a thorough

community consultative process:

I. To build strong and sustainable governance and institutional structures and arrangements.

II. To ensure sound and legally financial Management and Viability

III. To strengthen the delivery of basic services and ensure sustained infrastructure development

IV. To redefine strategic macro leadership and coordination structures involving the Local, District,

Provincial and National Government

V. To initiate a strong and sustainable Local/Regional Economic Development Potential

VI. To formulate a broad over-arching human capital development.

Strategic Organisational Objectives and Priorities

Human Capital and

Community Development

Cluster

Corporate Support and

Cooperative Governance

Services Cluster

Infrastructure Planning

and Services

Economic Development

Cluster

� Moral Regeneration

Initiatives

� Civic Education – peace;

democracy and conflict

management

� HR Development Strategy

� Skills Development

Strategy and E-learning

� Community Development,

Empowerment and

Participation Strategy

� Youth Development

Strategy

� Integrated Rural

Development Strategy

� Urban Renewal Strategy

� Early Childhood


� Social Security & Poverty

Alleviation Strategy

� National Youth Service and

EPWP

� Environmental

Management Plan

� Indigent Policy and

Management strategy

� Parks & Amenities

Management Model

� Sports & Recreation


� Arts, Culture & Heritage

Management Plan

� Cross-Border Peace &

Friendship Initiatives

� Reconciliation & Nation

building Initiatives

� Legislative and

constitutional issues

� Municipal objectives

� Priorities and

programmes

� Strategy plans and

programmes

� Policies and procedures

� Highly sustainable service

excellence

� Highly skilled and

motivated and

professional workforce

� Efficient programme

management

� Stakeholder

development

� Thought leadership and

responsibility

� Functional management

– core business; finance;

human resources; etc.

� Specific challenges – e.g.

special programmes

management; inter-

governmental relations;

etc.

� Leadership Development

Strategy

� E-Governance

� Integrated Crime

Prevention Strategy

� Anti-Fraud and

Corruption Strategy

� 21 Principles/ Attributes

of Excellence in

� Infrastructure

Development

� Land restitution

integration into the

IDP

� Integrated Transport

Network Strategy

� Aviation Strategy

� Public Transport

Strategy

� Integrated

Intelligence Transport

Solutions

� ICT Plans and

Broadband

Connectivity

� BPO Infrastructure

� Macro-economic policy

development,

management and

coordination

� Local Economic Growth

and Development Strategy

� Sectoral Development

Strategy

� Linkage between the IDP

and the Maputo Corridor

� Strategic relationship

between the Municipality

and the integrated 2010

team

� Enterprise Development

(incl. BBBEE)

� Agri-Business

� Agricultural Development

Strategy

� Trade and Investment

Promotion

� Revenue Generation

� Local Tourism

Development and

Marketing Strategy

� Destination Marketing

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� African Renaissance &

Nepad Promotion

� Formulating an approach

in dealing with Traditional

Communities

Leadership

� Strategic relationship

between the Municipality

and integrated 2010

team

IDP Priorities

• Respond to Service Delivery Backlogs

• Institutional arrangement and development

• Flagship projects

• Social and Economic Development

• Human and Community Development

• Strategic Infrastructure Investment

• 2010 Legacy

Flagships and 2010 Legacy Initiatives

1. Ensuring a Sustainable, Integrated Infrastructure Development and Basic Services Provision

2. Deepening Democracy, Promoting Good Governance, Batho Pele, Building and Strengthening

Partnerships and Social Cohesion

3. Facilitating the creation of a Smart, Innovative & Learning City Lab as well as an Information and

Knowledge Management Repository

4. Creating a Vibrant, Safe, Clean, Healthy and Friendly City Environment

5. Initiating the Matsafeni/ N4 Gateway and Mbombela Golden Triangle Corridor Development

6. Advancing an over- arching Human Development and Community Development & the creation of

sustainable livelihoods

7. Re-profiling and Repositioning Mbombela and creating a sense of City Identity through the

Successful hosting of a Truly African World Class FIFA World Cup which will leave a meaningful

Legacy in Mbombela, the Mpumalanga Province and the Region

LEGISLATIVE IMPERATIVES

The Local Government Municipal Finance Management Act (Act no. 56 of 2003) prescribes that

municipalities should formulate an annual Service Delivery and Budget Implementation Plan. (SDBIP)

This proposed SDBIP for the 2010/2011 financial year adheres to all stipulations in the above-

mentioned act.

BUDGET AND SDBIP

In terms of Section 15 of the MFMA, a municipality may except where otherwise provided in this Act,

incur expenditure only in terms of approved budget and within the limits of the amounts appropriated

for the different votes in an approved budget.

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Immediately in Section 16, the MFMA prescribes that the Council of a municipality must for each

financial year approve an annual budget for the municipality before the start of that financial year.

• An annual budget must be a schedule setting out realistically anticipated revenue for the

budget year from each revenue source;

• Appropriating expenditure for the budget year under the different votes of the municipality.

• The budget must also set out the estimated revenue and expenditure by vote for the current

year, as well as actual revenue and expenditure by vote for the financial year proceeding the

current year.

• Lastly, the budget should provide a statement containing any other information required by

Section 215 (3) of the Constitution or as may be prescribed. According to Section 24(2)(a), the

budget of a municipality must be approved by Council before the start of the budget year.

In terms of the MFMA (Chapter 1), the SDBIP is defined as a detail plan approved by the Executive

Mayor of a municipality for implementing the municipality’s delivery of municipal services and its

annual budget, and which must indicate the following:

(a) projections for each month of –

i. revenue to be collected, by source, and

ii. operational and capital expenditure, by vote

(b) service delivery targets and performance indicators for each quarter and

(c) other matters prescribed

According to Section 53 of the MFMA, the Executive Mayor is expected to approve the SDBIP within

28 days after the approval of the budget. In addition, the Executive Mayor must ensure that the

revenue and expenditure projections for each month and the service delivery targets and

performance indicators as set out in the SDBIP are made public within 14 days after its approval.

ROLE OF THE EXECUTIVE MAYOR IN CONTEXT OF SDBIP

The Executive Mayor bears ultimate responsibility for guidance on budget processes, political

leadership and service delivery in the municipality. This section highlights key roles of the Executive

Mayor with regards to the SDBIP as indicated in Section 53 of the MFMA

• Provide general political guidance over the budget process and the priorities that guide the

budget process (Section 53(1));

• Ensure Council approves the annual budget before the start of the financial year;

• Oversee Accounting Officer and CFO;

• Ensure adherence to the time schedule for budget;

• Ensure that the SDBIP is approved (by the Executive Mayor) within 28 days after the approval

of the budget;

• Ensures that annual performance agreements are linked with measurable performance

objectives in the IDP and the SDBIP; and

• Make the SDBIP public no later than 14 days after approval.

ROLE OF THE ACCOUNTING OFFICER IN RESPECT OF SDBIP

In terms of Sections 68 and 69 of the MFMA, the accounting officer bears the following

responsibilities:

• Assist the Executive Mayor to perform budgetary functions and provide the Executive Mayor

with administration support, information and resources;

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• Implementation of the budget;

• Spending in accordance with budget and ensure that it is reduced as necessary when revenue

is anticipated to be less than projected in the budget or in the SDBIP;

• Ensure that revenue and expenditure is properly monitored;

• Prepare adjustments budget when necessary; and

• Submit draft SDBIP and drafts annual performance agreements for the municipal manager and

all senior managers to the Executive Mayor.

ALIGNMENT OF THE IDP WITH THE BUDGET

No service delivery or any other project that is not included in the IDP for the 2010/2011 financial

year, may be incorporated into the SDBIP.

REPORTING ON THE SDBIP

Regular performance reporting should be done in terms of the SDBIP.

The MFMA outlines a series of reporting requirements. Both the Executive Mayor and the Accounting

Officer have clear roles to play in preparing the reports to monitor performance in terms of the SDBIP.

Section 79 Oversight Committees also have an important role to play in this regard.

The reports should enable councillors to monitor the performance and implementation of Service

Delivery programmes.

MONTHLY REPORTING

Section 71 of the MFMA stipulates that reporting on actual revenue targets and spending against the

budget should occur on a monthly basis. This reporting must be conducted by the Accounting Officer

of a municipality no later than 10 working days, after the end of each month.

Reporting must include the following:

I. Actual revenue, per source

II. Actual borrowings,

III. Actual expenditure per vote

IV. Actual capital expenditure per vote,

V. The amount of any allocations received

If necessary, an explanation of the following must be included in the monthly reports:

a) Any material variances from the municipality’s variance by source, and from the

municipality’s expenditure projection per vote

b) Any material variances from the service delivery and budget implementation plan and

c) Any remedial or corrective taken or to be taken to ensure that the projected revenue and

expenditure remain within the municipality’s approved budget

QUARTERLY REPORTING

Section 52 (d) compels the Mayor to submit a report to the council on the implementation of the

budget and the financial state of affairs of the municipality within 30 days of the end each quarter.

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The quarterly’s performance projections captured in the SDBIP forms the basis for the Executive

Mayor’s quarterly reports.

MID YEAR REPORTING

Section 72 (1) (a) of the MFMA outlines the requirements for mid year reporting. The accounting

officer is required by the 25th January of each year to assess the performance of the municipality

during the first half of the year taking into account –

(i) The monthly statements referred to in section 71 of the first half of the year

(ii) The municipalities service delivery performance during the first half of the financial

year, and the service delivery targets and performance indicators set in the service

delivery and budget implementation plan;

(iii) The past year’s annual report, and progress on resolving problems identified in the

annual report; and

(iv) The performance of every municipal entity under the sole or shared control of the

municipality, taking into account reports in terms of section 88 from any such entities.

Based on the outcomes of the mid-year budget and performance assessment report, an adjustments

budget may be tabled if actual revenue or expenditure amounts are materially different from the

projections contained in the budget or the SDBIP. The SDBIP is also a living document and may be

modified based on the mid-year performance review. Thus the SDBIP remains a kind of contract that

holds the municipality accountable to the community.

PERFORMANCE REPORTING

Section 46 of the Municipal Systems Act states that a municipality must prepare for each financial

year, a performance report that reflects the following:

• The performance of the municipality and of each external service provided during

that financial year;

• A comparison of the performances referred to in the above paragraph with targets

set for and performances in the previous financial year; and

• Measures to be taken to improve on the performance

The performance report must be submitted at the end of the financial year and will be made public as

part of the annual report in terms of chapter 12 of the MFMA.

The publication thereof will also afford the public the opportunity to judge the performance of the

municipality against the targets set in the various planning instruments.

ANNUAL REPORTING

Section 121 of the MFMA provides that every municipality and every municipal entity must prepare an

annual report for each financial year, and that the council of the municipality must within nine months

after the end financial year concerned, deal with the annual report of the municipality and the annual

report of any municipal entities under the municipality’s sole or share control.

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OVERSIGHT REPORTING

The council of a municipality must consider the municipality’s annual report (and that of any municipal

entity under the municipality’s control), and in terms of Section 129, within two months from the date

of tabling of the annual report, must adopt an oversight report containing the council’s comments,

which must include a statement whether the council:

(a) Has approved the annual report with or without reservations;

(b) Has rejected the annual report; or

(c) Has referred the annual report back for revision of those components that can be

revised.

In terms of Section 132 of the MFMA, the following documents must be submitted by the accounting

officer to the provincial legislature within seven days after the municipal council has adopted the

relevant oversight report:

(a) The annual report (or any components thereof) of each municipality and each municipal

entity in the province;

(b) All oversight reports adopted on those annual reports. It is important to note that the

oversight committee working with these reports should be chaired by the opposition

party.

PERFORMANCE AGREEMENTS WITH SECTION 57 OFFICIALS

After approval of the SDBIP, the performance agreements with all section 57 officials will be amended

to ensure measurement of performance in terms of the IDP/SDBIP for the 2010/2011 financial year.

PERFORMANCE AGREEMENTS WITH OTHER MANAGERS

The municipality is currently in the process of formulating a PMS system to allow for the monitoring of

performance in terms of the SDBIP, of all managers in the municipality.

KEY COMPONENTS OF THE 2010/11 SDBIP

In terms of Circular No. 13 of the MFMA No. 56 of 2003, the Service Delivery and Budget

Implementation Plan should indicate the responsibilities and outputs for each of the senior managers

in the top management team. This must include inputs to be used and the time deadlines for each

output. It must provide a total picture in terms of service delivery areas, budget allocations and

monitoring and evaluation.

The 2010/11 SDBIP has been prepared in terms of Circular 13 of the MFMA, according to which the

SDBIP must contain:

• Monthly projections of revenue to be collected for each source;

• Monthly projections of expenditure (operating and capital) and revenue for each vote;

• Quarterly projections of service delivery targets and performance indicators for each vote;

• Ward information for expenditure and delivery; and

• Detailed capital works plan broken down by ward over three years

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MUNICIPAL SCORE CARDS

The Municipality’s Scorecard consists of the following:

• Five year Corporate Scorecard 2006 - 2011 extracted from the IDP for that period.

• The baselines for 2006/2007 as well as targets for the next five years are provided.

• New and revised targets as at 30 June 2011 are indicated in an additional column

“revised and new targets 30.6.2011”.

• 2010/2011 Corporate Scorecard. There are three sections to this annual scorecard, i.e.

Alignment and Linkage, Objective and Indicator Detail, and Tracking and Monitoring.

• The scorecard provides the quarterly corporate targets against which the municipality

will be held accountable.

• Service delivery targets and performance indicators will be cascaded into the

Department, Departmental and Executive Management’s Scorecards (S57 employees),

which will be used for internal monitoring of the organization.

FIVE YEAR CORPORATE SCORECARD 2006 – 2011 (2009/10 REVIEW)

This includes the following:

• High level municipal wide service delivery breakdown is presented in this section

• Service Delivery Targets and Performance Indicators will be cascaded into the

Departmental Scorecards, which will be used for internal monitoring of the

organization.

• The strategic focus areas (SFAs) are broken down into core objectives for the

municipality and each core objective is further broken down into Department

programmes and projects.

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ted

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of

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nu

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lem

en

ted

De

pa

rtm

en

t O

bje

ctiv

e G

11

. Le

ga

l S

erv

ice

s a

nd

Su

pp

ort

To

en

sure

th

at

sou

nd

,

acc

ura

te a

nd

tim

eo

us

leg

al

ad

vice

is

pro

vid

ed

wit

hin

th

e

mu

nic

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lity

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go

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ce a

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ma

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g

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th

at

po

lici

es

an

d

by

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ap

pro

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en

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th

at

MLM

is

aff

ord

ed

su

ffic

ien

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ga

l

pro

tect

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an

d n

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th

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ng

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of

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10

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al

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10

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10

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nu

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of 206

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of 206

20

10

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11

Co

rpo

rate

Sco

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ard

fo

r:

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up

po

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ov

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erv

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s

De

pa

rtm

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tal

Ob

ject

ive

s

De

pa

rtm

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t O

bje

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1:

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gn

org

an

iza

tio

na

l st

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to

su

pp

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se

rvic

e d

eliv

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pa

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t O

bje

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2:

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th

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mp

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be

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rs

De

pa

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bje

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3:

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rov

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ce a

nd

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nit

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bje

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4:

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IT

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ms

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pro

ve

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pa

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t O

bje

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5:

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bje

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6:

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an

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cco

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kh

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be

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dre

sse

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y t

his

de

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t •

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es

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d p

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du

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sta

ina

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d p

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an

ag

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en

t

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MBOMBELA LOCAL MUNICIPALITY for 2010-2011 financial year.pdf · Successful hosting of a Truly...

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