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CONTENTS
CONTENTS ...................................................................................................................................................... ii
CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY........................................................ 1
COMPONENT A: EXECUTIVE MAYOR’S FOREWORD ......................................................................... 1
1.1. EXECUTIVE MAYOR’S FOREWORD ............................................................................................. 1
COMPONENT B: EXECUTIVE SUMMARY .............................................................................................. 3
1.2. MUNICIPAL MANAGER’S FOREWORD ........................................................................................ 3
1.3. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW ........................ 5
1.4. SERVICE DELIVERY OVERVIEW ................................................................................................ 11
1.5. FINANCIAL HEALTH OVERVIEW................................................................................................. 13
1.6. ORGANISATIONAL DEVELOPMENT OVERVIEW ...................................................................... 15
1.7. AUDITOR-GENERAL’S REPORT ................................................................................................. 16
1.8. STATUTORY ANNUAL REPORT PROCESS ............................................................................... 17
CHAPTER 2 – GOVERNANCE ..................................................................................................................... 19
COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ............................................. 19
2.1. POLITICAL GOVERNANCE .......................................................................................................... 20
2.2. ADMINISTRATIVE GOVERNANCE .............................................................................................. 22
COMPONENT B: INTERGOVERNMENTAL RELATIONS ..................................................................... 24
2.3. INTERGOVERNMENTAL RELATIONS ........................................................................................ 24
COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ............................................... 26
2.4. PUBLIC MEETINGS ...................................................................................................................... 26
2.5. IDP PARTICIPATION AND ALIGNMENT ...................................................................................... 28
COMPONENT D: CORPORATE GOVERNANCE .................................................................................. 28
2.6. RISK MANAGEMENT .................................................................................................................... 29
2.7. ANTI-CORRUPTION AND FRAUD ............................................................................................... 30
2.8. SUPPLY CHAIN MANAGEMENT .................................................................................................. 32
2.9. BY-LAWS ....................................................................................................................................... 33
2.10. WEBSITES ..................................................................................................................................... 33
2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES ................................................................ 34
CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) .................. 36
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COMPONENT A: BASIC SERVICES ...................................................................................................... 38
3.1. WATER PROVISION ..................................................................................................................... 38
3.2. WASTE WATER (SANITATION) PROVISION .............................................................................. 46
3.3. ELECTRICITY ................................................................................................................................ 53
3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE COLLECTIONS, WASTE
DISPOSAL, STREET CLEANING, AND RECYCLING) ................................................................ 60
3.5. HOUSING ...................................................................................................................................... 69
3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT ................................................................. 73
COMPONENT B: ROAD TRANSPORT AND Storm water drainage ................................................... 76
3.7. ROADS .......................................................................................................................................... 76
3.8. TRANSPORT (LICENSING) SERVICES ....................................................................................... 81
3.9. WASTE WATER (STORM WATER DRAINAGE) .......................................................................... 82
COMPONENT C: PLANNING AND DEVELOPMENT ............................................................................ 85
3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING ........................................................... 85
3.11. LOCAL ECONOMIC DEVELOPMENT .......................................................................................... 90
COMPONENT D: COMMUNITY AND SOCIAL SERVICES ................................................................... 95
3.12(A). LIBRARIES ..................................................................................................................... 96
3.12(B). MUNICIPAL BUILDINGS .............................................................................................. 101
3.13. CEMETERIES AND CREMATORIUMS ...................................................................................... 106
3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES ..................................... 110
3.15. YOUTH DEVELOPMENT ............................................................................................................ 114
COMPONENT E: ENVIRONMENTAL PROTECTION .......................................................................... 117
3.16. POLLUTION CONTROL .............................................................................................................. 117
COMPONENT F: HEALTH .................................................................................................................... 119
3.17. HEALTH INSPECTIONS ............................................................................................................. 119
COMPONENT G: TRAFFIC, SECURITY, AND SAFETY ..................................................................... 121
3.18. TRAFFIC AND SECURITY .......................................................................................................... 121
3.19. FIRE SERVICES AND DISASTER MANAGEMENT ................................................................... 125
COMPONENT H: SPORT AND RECREATION .................................................................................... 129
3.20. PARKS, SPORT, AND RECREATION ........................................................................................ 129
COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES .................................... 133
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3.21. EXECUTIVE AND COUNCIL ....................................................................................................... 133
3.22. FINANCIAL SERVICES ............................................................................................................... 136
3.23. HUMAN RESOURCE SERVICES ............................................................................................... 141
3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES ..................................... 145
3.25. INTEGRATED DEVELOPMENT PLAN SERVICES .................................................................... 150
3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES .................... 153
COMPONENT J: ORGANISATIONAL PERFORMANCE SCORECARD ............................................ 158
CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II) ................................................................................................................................................................. 159
COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL ........................................... 160
4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES ............................................................ 160
COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE ....................................................... 165
4.2. POLICIES ..................................................................................................................................... 166
4.3. INJURIES, SICKNESS, AND SUSPENSIONS ............................................................................ 168
4.4. PERFORMANCE REWARDS ...................................................................................................... 170
COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE ................................................ 170
4.5. SKILLS DEVELOPMENT AND TRAINING .................................................................................. 171
COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE .................................................. 174
4.6. EMPLOYEE EXPENDITURE ....................................................................................................... 174
CHAPTER 5 – FINANCIAL PERFORMANCE ............................................................................................ 177
COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE .................................................. 178
5.1. STATEMENTS OF FINANCIAL PERFORMANCE ...................................................................... 179
5.2. GRANTS ...................................................................................................................................... 183
5.3. ASSET MANAGEMENT .............................................................................................................. 185
5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS ................................... 189
COMPONENT B: SPENDING AGAINST CAPITAL BUDGET ............................................................. 195
5.5. CAPITAL EXPENDITURE ........................................................................................................... 195
5.6. SOURCES OF FINANCE ............................................................................................................ 196
5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS ............................................................ 199
5.8. BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW .................................. 201
COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS ............................................. 203
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5.9. CASH FLOW ................................................................................................................................ 204
5.10. BORROWING AND INVESTMENTS ........................................................................................... 206
COMPONENT D: OTHER FINANCIAL MATTERS .............................................................................. 208
5.11. SUPPLY CHAIN MANAGEMENT ................................................................................................ 208
5.12. GRAP COMPLIANCE .................................................................................................................. 208
CHAPTER 6 – AUDITOR-GENERAL AUDIT FINDINGS ..................................................................... 209
COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS .......................... 210
6.1. AUDITOR-GENERAL REPORTS PREVIOUS YEAR ................................................................. 210
COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR ................................................. 210
6.2. AUDITOR-GENERAL REPORT – CURRENT YEAR .................................................................. 210
GLOSSARY ................................................................................................................................................. 213
APPENDICES ...................................................................................................................................... 215
APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE ...... 215
APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES ........................................................ 218
APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE ........................................................... 220
APPENDIX D – FUNCTIONS OF MUNICIPALIty ................................................................................. 222
APPENDIX E –WARD REPORTING ..................................................................................................... 173
APPENDIX F –WARD INFORMATION ................................................................................................. 175
APPENDIX G: RECOMMENDATIONS OF THE AUDIT COMMITTEE ................................................ 179
APPENDIX H: LONG-TERM CONTRACTS AND PUBLIC-PRIVATE PARTNERSHIP ...................... 185
APPENDIX I – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE .............. 185
APPENDIX J – DISCLOSURE OF FINANCIAL INTEREST ................................................................. 178
APPENDIX K(I) – REVENUE COLLECTION PERFORMANCE BY VOTE .......................................... 181
APPENDIX K(II) – REVENUE COLLECTION PERFORMANCE BY SOURCE ................................... 182
APPENDIX L – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG ......................................... 183
APPENDIX M (i, II) – CAPITAL EXPENDITURE -NEW ASSETS PROGRAMME AND Upgrade/Renewal Programme .................................................................................. 185
APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 2015 ................................................ 191
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APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR .................... 203
APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS ........................ 207
APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION ........ 209
APPENDIX R – DECLARATION OF GRANTS MADE BY THE MUNICIPALITY ................................ 209
APPENDIX S – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71 ...... 210
APPENDIX T – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT .............. 210
APPENDIX U – ANNUAL PERFORMANCE REPORT ......................................................................... 261
APPENDIX V: AUDITOR-GENERAL’S REPORT 2015/2016 .............................................................. 300
APPENDIX W: SENIOR OFFICIALS COMMENTS on the AUDITOR-GENERAL’S REPORT 2015/2016 ..................................................................................................................... 300
VOLUME II: ANNUAL FINANCIAL STATEMENTS 2015/2016 ........................................................... 300
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ABBREVIATIONS AND ACRONYMS ABET Adult Basic Education and Training B-BBEE Broad-Based Black Economic Empowerment CBD Central Business District CBO Community-Based Organisation CCIFSA Creative Culture Industries Federation of South Africa CDW Community Development Worker CETA Construction Education and Training Agency CFO Chief Financial Officer CHBC Community Home-Based Care COGTA Department of Cooperative Governance and Traditional Affairs COP 17 17th Conference of the Parties CRR Capital Replacement Reserve CWP Community Works Programme DoRA Division of Revenue Act EEA Employment Equity Act EPWP Expanded Public Works Programme ESKOM Electricity Supply Commission FBS Free Basic Services FMG Financial Management Grant GAMAP Generally Accepted Municipal Accounting Practice GDP Gross Domestic Product GIS Geographic Information System GRAP Generally Recognised Accounting Practice HH Household HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome HOD Head of Department HR Human Resource HRD Human Resource Development ICT Information and Communication Technology IDP Integrated Development Plan IEM Integrated Environmental Management IGR Intergovernmental Relations INEP Integrated National Electrification Programme ISDF Integrated Spatial Development Framework ISRDP Integrated Sustainable Rural Development Programme ITP Integrated Transport Plan IWMP Integrated Waste Management Plan KPA Key Performance Area KPI Key Performance Indicator KPR Key Performance Results LED Local Economic Development LGDS Local Government Development Services LGSETA Local Government Sector Education Training Authority LM Local Municipality LRAD Land Reform for Agricultural Development LRC Local Reference Committee M&E Monitoring and Evaluation MDG Millennium Development Goals MDOE Mpumalanga Department of Education MEC Member of Executive Council MFMA Municipal Finance Management Act MIG Municipal Infrastructure Grant
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MM Municipal Manager MMC Member of the Mayoral Committee MP313 Steve Tshwete Municipality (Middelburg Municipality 313) MPAC Municipal Public Accounts Committee MPCC Multi-Purpose Community Centre MSA Local Government Municipal Systems Act MSA Local Government Structures Act MSIG Municipal Systems & Implementation Grant MSP Master System Plan MVA Mega Volt Amp NAFCOC National African Federated Chamber of Commerce and Industry NDM Nkangala District Municipality NDOT National Department of Transport NDP National Development Plan NEMA National Environmental Management Act NEPAD New Partnership for Africa’s Development NER National Electricity Regulator NGO Non-Governmental Organisation NSDP National Spatial Development Perspective NWMS National Waste Management Strategy OB Operational Budget OHS Occupational Health and Safety ORHVS Operating Regulations for High Voltage Systems OVS Operation Vuka Sisebente PGDS Provincial Growth and Development Strategy PHC1 Primary Health Care PHD2 Provincial Health Department PMS Performance Management System PPP Public-Private Partnership RDP Reconstruction Development Programme REDS Regional Electricity Distribution System ROD Record of Decision RSC Regional Service Council SABS South African Bureau of Standards SACOB South African Chamber of Business SALGA South African Local Government Association SANAC South African National AIDS Council SANS South African National Standards SAPS South African Police Service SCADA Supervisory Control and Data Acquisition SCM Supply Chain Management SDBIP Service Delivery Budget Implementation Plan SDF Spatial Development Framework SDP Skills Development Plan SETA Sector Education Training Authority SG Surveyor-General SLA Service Level Agreement SMME Small, Medium and Micro Enterprises STLM Steve Tshwete Local Municipality VAT Value-Added Tax WPSP White Paper on Strategic Planning WSA Water Services Authority WWTW Waste Water Treatment Works FTE Full Time Equivalent
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2015/2016
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CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY
COMPONENT A: EXECUTIVE MAYOR’S FOREWORD
1.1. EXECUTIVE MAYOR’S FOREWORD EXECUTIVE MAYOR’S FOREWORD
During the year under review, all the activities undertaken by this municipality were aimed at achieving our vision, which is:
“To be the leading community-driven municipality in the provision of sustainable services and developmental programmes”
This 2015/2016 Annual Report presented here by the Steve Tshwete Local Municipality seeks to first meet the legal requirement as set out by various pieces of legislation such as Section 46 of the Local Government: Municipal Systems Act No. 32 of 2000 and Sections 121 and 127(2) of the Local Government: Municipal Finance Management Act No. 56 of 2003.
Everyone directly linked to this municipal council, all councillors, and staff members worked diligently during the past financial year to achieve the above-mentioned vision of our municipality. They also contributed towards us achieving our 6th consecutive unqualified audit. The commitment from all councillors and members of the Mayoral Committee and employees cannot be disputed if one looks at all the achievements, and I want to thank each and every one of them. To maintain the high standard of service that the institution is accustomed to took much effort and hard work from everybody.
We have succeeded in taking Council closer to the community, by holding our council sittings to areas where people live. This gave an opportunity for the entire community to understand how the municipal council operates. We also increased the Mayoral Outreaches in an effort to have a closer relationship with the citizens and to remain in touch with them. All ward councillors were assigned to have at least a six (6) ward committee and community meetings per annum within 14 days after each ordinary council sitting and submit their reports to Council for consideration. The Premier of the province launched the Operation Vuka Sisebente (OVS) programme whereby all municipalities are expected to roll out in their respective wards. On
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11th September 2015, all members of council of stakeholders were trained within the Steve Tshwete municipality on the OVS programme. To date, a majority of the OVS sites are operational.
Council had strengthened the oversight role by making sure that all Section 79 committee and 80 are functioning well and reporting to Council as per their terms of reference. These committees of council had enabled the municipality to stay put to the strategic objectives as stipulated in the Integrated Development Plan (IDP) by monitoring departments’ performance on a quarterly basis. Issues raised by ward committees through various outreach meetings and structures were reported back to Council as to how these matters were resolved.
The development of our plans was guided by the National Development Plan (NDP), Provincial Growth and Development Strategy (PGDS), Mpumalanga Vision 2030, Mpumalanga Economic Growth and Development Strategy, and District IDP Framework’s imperatives. In terms of Intergovernmental Relations (IGR), the municipality is taking part in all IGR structures from provincial and district, e.g. Premiers’ Coordinating Forum and District Mayor’s Forum, chief financial officers (CFOs), and the South African Local Government Association (SALGA), where issues of mutual interest are discussed.
As part of stimulating economic activities and fighting unemployment, Council had approved the Local Economic Development (LED) strategy for the next five years (2016/2021). The strategy already identifies key areas of local economic development such as steel manufacturing and stainless steel initiatives as a steel hub of the province. The green economy and township economy are some of the key elements through which the LED strategy seeks to benefit the community of this municipality.
As a municipality, we lost a great number of employees as a result of death and resignations. We say to those that have passed on, may their souls rest in peace. Those who have retired, we would like them to enjoy their resting period after serving this institution with distinction.
We shall at all times appreciate the prayers from ordinary members of the community and our spiritual leaders who had made it their responsibility to pray for the country, the province, and indeed, for our community. We further appreciate the tremendous support from different stakeholders like the Pastor’s Forum, business, political structures, the youth, non-governmental organizations (NGOs), community-based organizations (CBOs), and other structures from national, provincial, and local levels. I am convinced that our successes are because of the support we get from our community and residents, who continue to pay for their services diligently. In this term of office, we urge all – individually and collectively – to be involved in service delivery activism by utilizing all avenues of communication and interaction.
The successes of this municipality and the high standard of service delivery would not have been possible if it were not for the total support of many self-sacrificing individuals. These include every councillor, every employee, and each and every resident of the Steve Tshwete Local Municipality.
Thank you very much to everyone for their positive contributions towards another successful year for this municipality, and we sincerely hope you will continue doing the same for many years to come.
Cllr M.A. Masina Executive Mayor
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2015/2016
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COMPONENT B: EXECUTIVE SUMMARY
1.2. MUNICIPAL MANAGER’S FOREWORD MUNICIPAL MANAGER’S OVERVIEW
This 2015/2016 Annual Report of the Steve Tshwete Local Municipality reflects on the tremendous achievements of its priorities which are aligned to the Back to Basics principles. The municipality performed well in the following areas:
Provision, upgrading, and maintenance of services in a sustainable manner
Remarkable strides were made in the provision of basic services wherein a new water system connecting to a total of 273 domestic stands and 26 businesses in urban areas – through water tankers and boreholes – was used in farm areas. There was a replacement of 6.8 km of old water pipes with asbestos-cement pipes. Also, 235 new connections with sewer for domestic use and 26 for new businesses were made.
More than 7.5 km of roads were tarred, with a further 5.8 km of the roads resealed. Additionally, 186 km roads, especially in rural areas, were gravelled and graded. A total of 3.5 km of storm water and drainage system was constructed.
Some 628 new houses were connected with electricity. Moreover, 55 for both business and institutional electric connections were completed, while 13 high masts were commissioned.
Financial viability as a result of sound financial management and discipline
The municipality prudently focused on maintaining fiscal discipline under the period of harsh economic challenges which confronted mining and manufacturing sectors. We have maintained a good payment rate for all our debtors. Despite this, there is concern regarding the increase of debtors in the debtors’ book. There was a fully funded budget to deal with both capital and operations of municipal activities. There were no new borrowings, and the ability to serve existing loans and to maintain diverse investments has improved. Focus was also placed on internal audit, risk management, and audit action plan to preserve a good financial audit opinion.
In the 2015/2016 financial year, budget expectations were realised. The following budget figures were recorded after the budget adjustment: A budgeted income amount of R1 400 333 997 was
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2015/2016
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recognised and an amount of R1 438 768 829 as expenditure. There was a budget surplus of R69 379 796.
Good governance, separation of powers, and observing service standards
During the 2015/2016 financial year, the municipality continued to comply with the King III principles, wherein council committees were established with proper terms of reference, annual schedule of meetings and activities, and separation of powers. These committees frequently monitored the implementation of council resolutions and activities.
Economic development
After a successful International Investment Symposium in the previous year, positive results were realised through the selling of both industrial and business stands. New industries, shopping complexes, and businesses have been developed, which contributed positively to economic growth and reduction of unemployment and poverty, at the same time increasing Council’s revenue (tax base). A good relationship with the business community was recognised with joint activities and a successful Township Economic Revitalisation Summit.
Community involvement in Council business
Council continued to improve the community and stakeholders with regard to decision-making, implementation, and monitoring. This was done through a ward participatory system, Mayoral Outreaches, various stakeholders’ forums, and the introduction of OVS.
During the year under review, the municipality operated without a full staff complement of senior management, namely, the Municipal Manager (serving as a Section 56 manager – for both Executive Director’s Corporate Services and Executive Director’s Infrastructure Services) whose last working day was 30 December 2015. This left challenges and risk on institutional memory and pressure on the existing senior management.
In 2015/2016, the municipality prides itself for the following achieved deliverables:
Extension of garden refuse services to an additional 6 000 households (HHs) and the creation of one additional transfer station
South 32 Mine constructed 50 low-cost houses on behalf of the municipality, and the process of servicing 740 stands to accommodate the gap market was commenced
Together with partnership with the private sector, developed an Early Childhood Centre and training of 137 educators dealing with preschools and a variety of activities
Development of parks and provision of sport and recreation facilities One new cemetery developed and another upgraded Being part of the international community of COP 17 in dealing with global environmental
issues and implementation of policies and programmes
For political wisdom and leadership, guidance was provided to the administration. Sacrifices made and the dedication of management and employees, as well as the excellent cooperation with the district municipality, provincial departments, and all stakeholders are much appreciated.
S.M. Mnguni Acting Municipal Manager
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1.3. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW Introduction
According to Statistic South Africa, in 2011 this municipality had a population of 229 831 with a 4.7% annual population growth rate, which put it to approximately 276 181 in 2015. The unemployment rate is around 19.7%. The municipality has over 73 000 formal households with access to basic municipal services. The main economic activities are coal mining, manufacturing, trade, community services, and agriculture, with an average of 1% economic growth.
The municipality has been determined as Category B in terms of Section 9 of the Local Government: Municipal Structures Act, No. 117 of 1998 with both executive and legislative authority vested in the municipal council. The Council comprises 58 elected councillors (29 ward representatives and 29 proportional representation).
The political head of the municipality is the Executive Mayor who is assisted by six (6) members of the Mayoral Committee (MMCs) elected in terms of Section 60 of the Act. Council further created six (6) Section 80 committees to also assist the Executive Mayor. Furthermore, Council established eight (8) Section 79 committees to play a political oversight role on the functions of Council. These committees included the Municipal Public Accounts Committee (MPAC) and the Rules and Ethics Committee.
The Speaker of the Council played a role of being the Chairperson of the Council and leading the process of public participation in consultation with the Executive Mayor. The Council Whip assisted the Speaker in the affairs of councillors and ensuring that all pieces of legislation, policies, and procedures are observed. Council further established other independent committees, namely, the Audit Committee shared with Nkangala District Municipality (NDM) and the Risk Committee that plays a more technical role in assisting Council in executing its functions.
The administration of the municipality is headed by the Municipal Manager (acting) as the Accounting Officer. He is supported by four (4) executive directors (Section 56 employees) and a staff complement of over 1 400 with a proper organisational structure and job descriptions. The delegation of authority document was approved by Council and is being implemented.
The community is involved in the functions of the Council through established ward committees chaired by ward councillors and administratively supported by municipal officials and community development workers (CDWs). There is a system developed for all items to and from ward committees in order to find a structured way to Council.
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INTRODUCTION TO BACKGROUND DATA
The Steve Tshwete Municipality is a Category B municipality situated in the Nkangala District of Mpumalanga Province. It is positioned some 150 km east of Pretoria on the way to Mbombela, and it covers a geographic area of 3 997 km². The municipality is well located in that it is traversed by the Maputo Development Corridor, the Middelburg/Steelpoort mining resource link, as well as the Middelburg/Bethal/Ermelo/Richards Bay Corridor. Furthermore, a number of national and provincial roads also run through the area.
Steve Tshwete derives its mandate from Section 152 of the Constitution. It provides most of the services as stated in the powers and functions of local municipalities as stated in the Constitution, schedule 4, part B (see Appendix D).
The municipality is comprised of two primary nodal points. These are Middelburg/Mhluzi, which is the main commercial and administrative centre, and the much smaller Hendrina/Kwazamokuhle near the south/east boundary. Other than Middelburg and Hendrina, the remainder of the municipal area consists of three settlement categories described below for planning purposes.
The first category consists of small agricultural service villages, such as Somaphepha (Kwa-Makalane), Sikhululiwe (Mafube), and Doornkop that provide a “corner shop” function to a small and localised farming and rural community. Amenities are very limited and focus on only the most basic business and social needs.
The second category of settlement includes the holiday towns of Presidentsrus and Kranspoort. Development in these towns is strictly regulated to maintain a specific character.
The third category of settlement is the towns associated with the mines and power stations in the Steve Tshwete area of jurisdiction. These towns have been developed by Eskom and include Rietkuil, Pullenshope, and Komati. Mining villages, namely, Blinkpan/Koornfontein, Naledi, and Lesedi were developed to accommodate mine employees. Kanhym, a farming company, developed Thokoza and Eikeboom villages. Social services and amenities are usually better developed in the above-mentioned settlements.
In between the villages and settlements referred to above, the area consists of private agricultural properties where mainly maize is cultivated.
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2015/2016
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Figure 1: Steve Tshwete Locality Map
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2015/2016
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Population Distribution by Age 2011 Census
Age 2001 2011
Male Female Total Male Female Total
Age: 0-4 6 866 6 895 13 761 11 127 11 117 22 245
Age: 5-9 6 900 7 005 13 905 9 048 9 059 18 107
Age: 10-19 14 423 14 935 29 358 18 147 17 979 36 127
Age: 20-29 13 217 13 993 27 210 27 298 22 452 49 750
Age: 30-39 11 978 12 378 24 356 20 730 17 388 38 118
Age: 40-49 9 309 8 370 17 679 15 061 14 239 29 300
Age: 50-59 4 777 4 328 9 105 10 785 9 610 20 395
Age: 60-69 1 945 2 375 4 320 4 836 4 979 9 816
Age: 70+ 1 178 1 899 3 078 2 377 3 597 5 974
Total 70 593 72 178 142 772 119 411 110 421 229 831
HOUSEHOLDS
The population size in terms of the 2011 census was 229 831, and the number of households was 64 971. This yields an average household size of 3.4 persons per household. The census indicated that the municipal population grows by 4.7% per annum.
Socio-economic Status
Year Unemployment Rate Proportion of
Households with No Income
HIV/AIDS Prevalence
2001 35.4% 23.6% 9.7%
2011 19.7% 13% 52.3%
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2015/2016
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Overview of Neighborhoods within ‘Name of Municipality’
Settlement Type Households Population
Towns
Middelburg 23 563
Hendrina 682
Subtotal 24 245 0
Townships
Mhluzi 22 401
Kwazamokuhle 5 874
Subtotal 28 275 0
Rural settlements & Villages
Piet Tlou 1 352/300
Rietkuil 1 107
Blinkpan 445
Hope 144
Pullenshope 1120
Sizanane Former Mapimpane/Piet Tlou 818
Komati 642/300
Kranspoort 197/326
Somaphepa 325
Sikhululiwe 415
Subtotal 5 681 0
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Unemployment Rate Proportion ofHouseholds with no
Income
HIV/AIDSPrevalence
%
Socio-economic Status
2001
2011
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2015/2016
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Overview of Neighborhoods within ‘Name of Municipality’
Settlement Type Households Population
Informal settlements
Doornkop CPA 4 500/5 577
Newtown 4 000/8 364
Kwazamokuhle informal area 850/778
Others Presidentsrus/Rural farms/Informal settlements 4 900/16 503
Subtotal 14 250 0
Total 724 511/73 670 0 T 1.2.6
Natural Resources
Major Natural Resource Relevance to Community
Coal Power, Empowerment, Work Opportunities
Water (Dams) Consumption, Industrial Use and Agriculture, Recreation
Land Human Settlement, Agriculture and Industries, Business
USE OF NATURAL RESOURCES AND LOCAL ECONOMIC DEVELOPMENT
The Steve Tshwete economy is the second-most dominant in the Nkangala region. Economic activities vary from mining, power generation, metallurgic industries, dry land and subsistence agriculture to eco-tourism. The strong manufacturing industry is dependent on the relatively cheap supply of coal. Coal mining is mainly carried out by opencast techniques, high extraction underground operations, and conventional board and underground pillar operations. The coal mines also provide essential fuel to the local power stations of Hendrina, Komati, and Arnot. Major industries in the Middelburg area include Columbus Steel, Middelburg Ferrochrome, Kanhym Feedlot, and Twizza.
The agriculture, mining, and manufacturing sectors are the main contributors to economic growth and employment creation in the municipality. There is competition for land between the agricultural sector and the mining sector.
Industrial investment within the municipality is increasing at a high rate, which, with other economic spin-offs contribute to the Municipal Local Economic Development.
COMMENT ON BACKGROUND DATA
The municipality uses the census data as the basis for planning together with administrative data. The agriculture, mining, and manufacturing sectors are the main contributors to economic growth and employment creation in the municipality. There is competition for land between the agricultural sector and the mining sector. T 1.2.8
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1.4. SERVICE DELIVERY OVERVIEW
SERVICE DELIVERY INTRODUCTION
As a Water Services Authority (WSA), the municipality is mandated to provide water and sanitation services to all communities within its area of jurisdiction. The municipality is both a Water Services Authority and Water Service Provider. The municipality did not perform Section 78 of the Municipal Systems Act.
Currently, the provision of water services in Middelburg Town and Mhluzi are achieved through bulk water abstraction from Middelburg Dam, purification, storage, and distribution. Sanitation services rendered include sewerage collection, treatment, and disposal. Hendrina Town and Kwazamukuhle Township are served with portable water supplied by Optimum Coal Mine. In rural areas where bulk water services are not available yet, water supplies are provided through boreholes supplemented by water tankering, whereas basic sanitation services are in the form of biological toilets.
The municipality strives to achieve and sustain water services in the manner that satisfies the Blue and Green Drop Certification Programme of the Department of Water and Sanitation. Rapid developments and population increase in Middelburg and surroundings have necessitated the expansion of the main water and wastewater treatment works, namely, Vaalbank WTW and Boskrans Waste Water Treatment Works (WWTW). Amid historical challenges that led to the eventual termination of the contractors in both projects, the first-phase upgrading at Boskrans WWTW was completed in March 2016. The upgrading will improve the effluent quality to some extent to improve the Green Drop Certification Programme score of the municipality. The project for upgrading the Vaalbank WTW is planned to be completed by the middle of September 2016.
Furthermore, those who are indigent continue to benefit from the 10 kL free basic water and basic sanitation services. To create an enabling environment for economic growth, the municipality continues to provide and maintain new municipal road networks. These include streets in both urban and rural areas – surfaced and gravelled. Minor district roads that serve small communities are also maintained due to irregular maintenance by the relevant authorities. The majority of municipal roads are tarred and paved, with gravel roads comprising only 16% of all municipal roads. The condition of most roads is fair to good.
As a NERSA licence holder, the municipality supplies, upgrades, and maintains electricity to all formal townships in accordance with the license conditions. The total energy loss for the 2015/2016 financial year was 8.59%, which is in line if not better than the national average. The municipality will ensure that all energy meters are regularly monitored to detect and correct any losses. Monthly free basic energy (50 kWh) is provided to indigents. The local economy is the second-most dominant in the Nkangala region. Mining, manufacturing, and agriculture are the main contributors to our economic growth and job creation although the retail sector and service industries are also starting to show considerable growth.
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The opening of the Mhluzi Mall and the development of several service industries have contributed largely to the continuous economic expansion. During the year under review, the municipality acquired the remaining +/-160 industrial stands in Middelburg Ext 33, which will enable the municipality to attract industrial investment through the provision of appropriate incentives.
Proportion of Households with Minimum Level of Basic services
Municipality
Services Total Number of HHs
Number of HHs with Access
%
Number of HHs without Access
%
2011 Statistics
Steve Tshwete LM
Water 64 971 63 780 98 1 191 2
Steve Tshwete LM
Sanitation 64 971 63 590 98 1 381 2
Steve Tshwete LM
Electricity 64 971 63 590 91 5 847 9
2015 Municipal Baseline (New additional households that emanated after 2011 statistics and from General Households Survey)
Steve Tshwete LM
Water 73 395/74 186 72 689/73
395 99 706 1
Steve Tshwete LM
Sanitation 73 395/74 186 64 835/64
835 88 8 560 12
Steve Tshwete LM
Electricity 73 395 64 797 88 8 598 12
Additional households are 8 424/9 215
COMMENT ON ACCESS TO BASIC SERVICES
Although the above graph indicates that the provision of basic services is steadily increasing, the number of informal households is simultaneously increasing at a substantial rate, especially in areas such as Doornkop, Newtown, and Kwazamokuhle. This influx is steadily increasing the pressure on Council’s resources for the provision of basic services. T 1.3.3
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1.5. FINANCIAL HEALTH OVERVIEW
The municipality is one of the fastest-growing municipalities in the country within the average of 4.9% population growth; this is also placing additional pressure on our resources. During the year under review, our budget expectations were fully realized. We budgeted for income amounting to R1 400 333 997 and expenditure of R1 438 768 829. By the close of our books at the end of the year, we had obtained an income of R1 301 127 097 (excluding capital grants received and public contributions), and we spent R1 259 580 345, resulting in a surplus of R160 566 004. Capital grants & public contributions was R119 019 252.
For the 2015/2016 financial year, the municipality obtained a clean audit from the Auditor-General. It should be mentioned that the Auditor-General this year not only concentrated on financial matters but also focused on performance management, thereby ensuring that almost all service delivery objectives are fully implemented. The municipality’s capital expenditure remained at 79% (2015: 79%) by the end of 2016. Serious attempts have to be made to ensure that the entire capital budget is fully spent each year.
Financial Overview: 2015/2016
Details Original budget Adjustment Budget Actual
Income:
Grants R238 307 633 R234 209 928 R244 404 918Taxes, Levies and tariffs R1 068 094 474 R1 078 484 262 R1 037 361 554
Other R168 541 033 R195 454 435 R138 379 878Subtotal R1 474 943 140 R1 508 148 625 R1 420 146 349
Less: Expenditure R1 402 830 102 R1 438 768 829 R1 259 575 947
Net total* R72 113 038 R69 379 796 R160 565 995* Note: surplus/(deficit) T 1.4.2
Operating Ratios
Detail %
Employee Cost 29%
Repairs & Maintenance 5%
Finance Charges & Impairment 2% T 1.4.3
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COMMENT ON OPERATING RATIOS
Employee Costs constituted 29% of the total operating budget. Repairs and Maintenance amounted to 5%, but the figure only includes materials. Overall, the municipal assets are in a good state of health. Finance Charges and Redemption contributes 2% to total operating costs. This low percentage enables the municipality to take up additional external funding whenever the need arises. The national norm in this regard is 10% of the operational budget.
T 1.4.3
Total Capital Expenditure: 2013/2014 to 2015/2016
Detail 2013/2014 2014/2015 2015/2016
Original Budget R269 475 860 R217 042 522 R236 368 760
Adjustment Budget R348 087 182 R300 092 819 R323 877 956
Actual R307 235 212 R266 164 932 R274 433 242
T 1.4.4
-
50000 000
100000 000
150000 000
200000 000
250000 000
300000 000
350000 000
400000 000
2013/2014 2014/2015 2015/2016
Total Capital Expenditure
Original Budget Adjustment Budget Actual
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COMMENT ON CAPITAL EXPENDITURE
During the financial year under review, the original budget of R236 368 760 was adjusted to R323 877 956. This includes projects envisaged by the district municipality to the amount of R38 975 026. Although the table indicates that 84% of the capital budget was implemented, it includes public contributions to the amount of R21 998 000. If this is excluded, it means 79% of the municipal capital budget was implemented. From the 284 projects, 242 projects were completed, and 42 projects to the value of R57.4 million were rolled over to the 2016/2017 financial year. This means that 85% of projects planned were successfully implemented. T 1.4.5.1
1.6. ORGANISATIONAL DEVELOPMENT OVERVIEW
ORGANISATIONAL DEVELOPMENT PERFORMANCE
The municipal organisation structure provides for 1 477 permanent positions. By financial year end, 1 373 positions were filled, with a staff turnover of 7.8%. New appointments are made taking into consideration the implementation of the Employment Equity Act 55, 1998. According to the demographic profile of the municipality, black employees constitute 92%, coloured 2.1%, Asian 1.4.%, and white 4.5%. Male and female employees constitute 64% and 35.4% respectively.
The Acting Municipal Manager is the head of the organisation. He is supported by four (4) executive directors (finance, community services, infrastructure services, and corporate services).
The Office of the Executive Mayor is supported by: Deputy Director, Assistant Director: Administration Support, Assistant Director: Special Programmes, and Assistant Director: Youth Development.
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1.7. AUDITOR-GENERAL’S REPORT
AUDITOR-GENERAL’S REPORT: 30 JUNE 2016
The municipality received a clean audit for the year ending 30 June 2016.
The financial statements fairly represent in all material respects the financial position and performance of the municipality.
During the year under review, the municipality maintained and improved the following key steps towards a clean audit:
a) Governance
• Functional Internal Audit and Council • Quarterly performance reviews • Functional Audit Committee • Legislation compliance
b) Financial Management
• Record-keeping and document management • Adherence to reporting requirements • Generally Recognized Accounting Practice (GRAP) compliance to accounting
standards • Monthly balancing of registers and control accounts • Supply Chain Management and compliance • Good relationship with Auditor-General
Based on the audit report and management letter, corrective measures will be implemented through a credible audit action plan with deadlines on matters raised to address identified inefficiencies before the next audit. The municipality remains committed to achieving clean audits. T 1.6.1
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1.8. STATUTORY ANNUAL REPORT PROCESS
No. Activity Time frame
1
Consideration of next financial year’s Budget and IDP process plan. Except for the legislative content, the process plan should confirm in-year reporting formats to ensure that reporting and monitoring feeds seamlessly into the Annual Report process at the end of the Budget/IDP implementation period
July 2
Implementation and monitoring of approved Budget and IDP commences (In-year financial reporting)
3 Finalise the 4th Quarter Performance Report for the previous financial year
4 Submit draft Annual Report including Annual Financial Statements and Performance Report to Auditor-General
August 5
Annual Performance Report as submitted to Auditor-General to be provided as input to the IDP Analysis Phase
6 Auditor-General audits Annual Report including Annual Financial Statements and Performance data
September- October 7 Municipalities receive and start to address the Auditor-General’s findings
8 Commencement of draft Budget/IDP finalisation for next financial year. Annual Report and Oversight Reports to be used as input
9 Receive management letter and provide final comments on findings November
10 Auditor-General submits audit opinion
11 Mayor tables Annual Report and audited Financial Statements to Council complete with the Auditor-General’s Report
January
12 Audited Annual Report is made public and representation is invited February
13 Oversight Committee assesses Annual Report
14 Council adopts Oversight Report March
15 Council tables next financial year Budget/IDP and invites public representation
16 Oversight Report is made public April
17 Oversight Report is submitted to relevant national and provincial stakeholders and legislature
18 Council approves next financial year Budget/IDP May
19 Make public approved Budget and IDP June
20 Finalize Service Delivery Budget Implementation Plan (SDBIP) and Performance Agreements for next financial year
21 Make public SDBIP and Performance Agreements July
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COMMENT ON THE ANNUAL REPORT PROCESS
The municipality compiles its annual report with the guidance of the Municipal Finance Management Act (MFMA) and Circular 63 and adopts it on time, having obtained information for the planning and budgeting processes for the subsequent year. This ensures proper planning. The alignment between IDP, Budget, and Performance Management Systems continues to be one of management’s priorities.
T 1.7.1.1
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CHAPTER 2 – GOVERNANCE
INTRODUCTION TO GOVERNANCE
The highest decision-making body in the municipality is Council. It is constituted by elected public representatives during municipal elections as per Electoral Act and the Constitution of the Republic of South Africa.
Once Council is constituted by all elected public representatives, they elect the Speaker, the Chief Whip, and the Executive Mayor. The Executive Mayor then appoints MMCs from amongst the elected councillors.
At Steve Tshwete Local Municipality, the Executive Mayor chooses to have six (6) MMCs to assist the Executive Mayor to carry out his duties. The Council then has Section 79 committees, which assist Council in executing its responsibilities. These committees include portfolio committees, Municipal Public Accounts Committee, ward committees, and other subcommittees.
Furthermore, there are administrative committees which assist Council on governance issues that are led by the Municipal Manager (MM), who is the Accounting Officer. There is the Audit Committee, Risk Committee, Information and Communication Technology (ICT) Steering Committee, Executive Management Committee, Management Committee, directorates meetings, departmental meetings, and other team meetings to assist bigger directorates to execute their respective duties.
T 2.0.1
COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE
INTRODUCTION TO POLITICAL AND ADMINISTRATIVE GOVERNANCE
Section 151 (3) of the Constitution states that the Council of a municipality has the right to govern its own initiative and the local government affairs of the local community.
The Steve Tshwete Municipality is a Category B municipality situated in the Nkangala District of Mpumalanga Province. The political structure of the Steve Tshwete Local Municipality is comprised of a municipal council consisting of 58 councillors chaired by the Speaker. The municipality has a mayoral executive system.
The Acting Municipal Manager is the administrative head and acts as a link between politicians and the administration. The Municipal Manager is supported by four executive directors.
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2.1. POLITICAL GOVERNANCE
INTRODUCTION TO POLITICAL GOVERNANCE
The position of Speaker is a full-time post, and the incumbent takes responsibility for the running of council meetings in accordance with the approved rules of order. The Speaker is the Chairperson of the Council. The Office of the Council Whip is established to create synergy and to maintain discipline amongst councillors from various political parties. The Council Whip deals with the well-being and attendance meetings by all councillors.
The municipal council consists of 58 councillors, i.e. 29 ward councillors and 29 proportional councillors. Council has an executive mayoral system with Sections 79 and 80 committees.
Section 79 committees of the Council have been established in accordance with the terms of reference of such committees determined by Council. These committees provide general oversight and monitor the activities in the municipality over both the administrative and executive arms of the municipality. The Section 79 committees are chaired by non-executive councillors who are not MMCs.
Section 80 committees assist and report to the Executive Mayor. The Executive Mayor has appointed Mayoral Committee members as chairpersons for each of the committees.
The municipality uses a shared Audit Committee established by the Nkangala District Municipality for itself and some municipalities within the district. The Audit Committee meets at least four times per year and is an independent advisory body that advises Council, political office-bearers, the accounting officer, and the management of the municipality on matters related to internal control, internal audit, risk management, accounting policies, reliability and accuracy of financial reporting and information, performance management, effective governance, compliance with the MFMA, and the Division of Revenue Act. It also provides comments to the MPAC and Council on the annual report.
MPAC is a Section 79 oversight committee which comprises non-executive councillors, with the specific purpose of providing oversight over the executive functionaries of Council to ensure good financial governance in the municipality. MPAC also makes comments and recommendations separately on the annual report to Council via the Mayoral Committee.
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POLITICAL STRUCTURE:
EXECUTIVE MAYOR Cllr M.A. Masina SPEAKER Cllr R.M. Xaba
Responsible for performing Council’s executive functions Chairperson of Council
CHIEF WHIP Cllr B.P. Ndala
Manage councillors and maintain discipline in Council
MEMBERS OF THE MAYORAL EXECUTIVE COMMITTEE:
Cllr D.J. Motsepe
MMC: Environmental Health, Public Facilities, and Cultural Services
Cllr S.D. Nkadimeng
MMC: Spatial Development, Human Settlement, and Housing Administration
Cllr N.J. Mahlangu
MMC: Infrastructure Development & Service Delivery
Cllr E.P. Nkosi
MMC: Community Protection Services
Ald H Philodia
MMC: Corporate Services
Cllr E.F. Mathebula
MMC: Financial Services
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COUNCILLORS
Steve Tshwete Local Municipality (STLM) is comprised of 58 councillors in which 29 councillors are ward representatives and 29 proportional representation. There are nine (9) full-time councilors, namely, the Executive Mayor, Council’s Speaker, Council Whip, and six MMCs. Refer to Appendix A where a full list of councillors can be found (including committee allocations and attendance at council meetings).
Also refer to Appendix B, which sets out committees and committee purposes.
T 2.1.2
POLITICAL DECISION-TAKING
Council is chaired by the Speaker. Policy decisions and resolutions are taken by the Council per recommendation from the Executive Mayor.
The Executive Mayor and six (6) Mayoral Committee Members are required to execute council resolutions. The MMCs are also required to resolve matters delegated to the Executive Mayor by Council.
An administration headed by the Acting Municipal Manager and four (4) executive directors is responsible for the implementation of Council and Mayoral Committee resolutions. Reports regarding policy matters and non-delegated administrative matters are prepared by the administration and submitted to the Mayoral Committee together with recommendations from the Municipal Manager. At the Mayoral Committee, such reports are considered and recommendations or resolutions formulated by the Executive Mayor from subsequent submissions to the Council.
T 2.1.3
2.2. ADMINISTRATIVE GOVERNANCE
INTRODUCTION TO ADMINISTRATIVE GOVERNANCE
The administration is led by the Acting Municipal Manager, who is appointed in terms of Section 54 of the Municipal Systems Act. The Municipal Manager is employed on a contract basis, which includes an annual performance agreement with performance objectives, targets, and procedures for evaluating performance. The Municipal Manager is the Accounting Officer of the municipality.
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The Acting Municipal Manager and other executive directors implement council resolutions, advise Council and its committees, and lead the IDP and Budget planning and implementation processes. There are functions that are delegated by Council to the Municipal Manager, who, in turn, sub-delegated certain functions to the Deputy Municipal Manager and executive directors. Under their leadership, municipal officials attend community consultative meetings and report in management meetings on plans and progress in addressing community issues.
T 2.2.1
TOP ADMINISTRATIVE STRUCTURE
FUNCTION
Acting MUNICIPAL MANAGER Mr S.M. Mnguni
Head of administrative support to Municipal Manager’s office – second in charge to the MM
Acting EXECUTIVE DIRECTOR: CORPORATE
SERVICES
Mr M.E. Mothiba
Provides corporate services to ensure efficient support of organisational processes
EXECUTIVE DIRECTOR: INFRASTRUCTURE
SERVICES
Mr N.B. Thobela
Resigned: 31/12/2015
Provisions infrastructure development, maintenance, and service delivery to ensure sustainable services to all communities
EXECUTIVE DIRECTOR: COMMUNITY SERVICES
Ms C Hlatshwayo
Renders integrated community services to all of the municipality’s communities
EXECUTIVE DIRECTOR: FINANCE SERVICES
Ms E Wassermann
Provides and manages financial services to ensure financial viability, compliance, and reporting
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COMPONENT B: INTERGOVERNMENTAL RELATIONS
INTRODUCTION TO COOPERATIVE GOVERNANCE AND INTERGOVERNMENTAL RELATIONS
The purpose of intergovernmental relations is to achieve the constitutional mandate for local government by mobilizing resources and strategic partnerships which will ensure cooperation and co-ordination by all stakeholders (national, provincial, and local).
2.3. INTERGOVERNMENTAL RELATIONS
NATIONAL INTERGOVERNMENTAL STRUCTURES
NATIONAL TREASURY – It coordinates the development of the Local Government fiscal framework applicable to municipalities within the context of the Division of Revenue Act. It manages the development of the Local Government Equitable Share formula and ensures compliance with the MFMA to modernise local government budgeting and financial management processes and practices. It provides assistance to improve financial governance and to maximize municipal capacity to deliver services through efficiency, effectiveness and sustainability, and by dealing with corruption. It sets up the accountability cycle by ensuring proper linkages between IDPs, Budgets, SDBIPs, In-Year Reports, Annual Financial Statements, Annual Reports, Oversight Reports, and Audit Reports
The Department of Cooperative Governance and Traditional Affairs (COGTA) – It develops
various policies and guidelines to enable sustainable development to eradicate poverty and develops a service-orientated culture that requires the active participation of the wider community. Community inputs are essential to improve integrated development planning and service delivery. Linked to this is the establishment of performance management, which is a crucial mechanism to improve living conditions for all citizens.
SALGA – It is the national representative body of local government and has a
constitutionally defined mandate. It responds to challenges facing organised local government and addresses past weaknesses.
PROVINCIAL INTERGOVERNMENTAL STRUCTURE OFFICE OF THE PREMIER – It focuses on cooperative and good governance through the
provision of advice and information, coordination, monitoring, and support to local government.
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PROVINCIAL TREASURY – The functions of provincial treasuries are to promote cooperative government amongst role players and assist National Treasury in implementing the MFMA, monitor municipal budgets and outcomes, analyse in-year reports, and take intervention measures to assist municipalities that breach the MFMA. Provincial Treasury has established various units to assist and monitor the municipality. These units specialise in revenue enhancement, assets, accounting standards, and in-year reporting. Through the Munimec meeting and Technical Munimec meetings, various municipal issues in the province are discussed to formulate solutions and plans to improve governance and service delivery. These meetings were conducted quarterly during the financial year.
COGTA MPUMALANGA – To assist and guide in building a clean, effective, efficient,
responsive, and accountable local government. Strengthen partnerships between local government and communities and ensure municipalities meet their mandate of providing basic services.
SALGA – It is the official representative of local government, an employer’s organization
for all municipalities, and sits as the employer in the South African Local Government Bargaining Council.
RELATIONSHIPS WITH MUNICIPAL ENTITITIES
The municipality does not have any municipal entities.
T 2.3.3
DISTRICT INTERGOVERNMENTAL STRUCTURES
The Nkangala District Municipality has a supporting role to play in the planning and coordinating of activities within its boundaries to ensure the provision of services in the district. It is therefore imperative that the capital allocations from the district be based on community needs. These projects are implemented by the district municipality and transferred to the municipality on completion. For the financial year under review, projects to the value of R25.9 million were transferred to the municipality.
The district municipality also assists the municipality with the establishment of the District Shared Audit Committee. This Audit Committee performs both the function of financial and performance auditing. Through this initiative, the municipalities in the district save substantially on the cost of the Audit Committee member’s fees, reimbursement costs, and indirect costs such as printing of agendas, delivery, and taking of minutes.
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COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION
OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION
The following is done by the municipality to ensure widespread and conducive stakeholder participation and accountability:
Media such as local newspapers, ward community meetings, local radio stations, municipal bills, and local communicators forum are utilised to inform communities and stakeholders of Council’s activities.
All messages/information is conveyed in a language/s understood by the general community.
The venues and times for public meetings are well communicated. Furthermore, the municipality ensures that meetings are held at such times convenient for all stakeholders.
Adequate time is allowed for the community, representatives of organisations, and business to report back to their relevant forums and make inputs.
Council meetings are open to the public, and residents are invited to attend. Important documents such as IDP, Budget, and Valuation roll are available at all public libraries within the municipal area.
Ward committee and ward community bi-monthly meetings are convened and serve as a platform for interaction, engagement, and sharing of information.
Various forum’s exists on local, district and provincial level
At least six Mayoral Outreaches were held during the year throughout the municipal area.
CDWs act as a link between government and the community.
2.4. PUBLIC MEETINGS
COMMUNICATION, PARTICIPATION, AND FORUMS
On a regular basis, the municipality engages the community at consultation meetings in an effort to provide feedback on progress in relation to the level of development. It also does this to gather inputs from communities in relation to service delivery needs and to disseminate information on the roles and responsibilities of the municipality.
The Mayoral Outreach Programme is regarded as another form of community consultation. Four Mayoral Outreach meetings were scheduled for the financial year, but eventually as many as 11 were held. The main purpose of this consultation is to ensure that the political
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principals get closer to the communities and afford members of the community a chance to voice their needs.
The ward committee structures are used to narrow the gap between the municipality and communities, since ward committees have the knowledge and understanding of the residents and communities they represent. Community development workers act as a link between accessing communities in relation to community development initiatives/programmes.
The IDP forum is constituted by councillor representatives from business organisations, mining companies, NGOs/CBOs, government departments, agricultural organisations, parastatal organisations, and stakeholder representatives of unorganised groups. The representatives are given an opportunity to represent community interests and contribute knowledge and ideas, building consensus and support for the planning process itself and ensuring a broader ownership of the outcomes.
Weekly media briefings are held to update the media about the latest information of the municipality. A bulk SMS system is used to disseminate prompt information to the community. Quarterly integrated community izimbizo were held to market and educate the community about government programmes and services. Weekly radio slots were utilised to inform and educate the community about municipal programmes and projects. Quarterly community newsletters were produced and distributed throughout the municipality.
Both the IDP and Multi-year Budget process for the period 2015/2016 was open to the public for comment. The documents were available for inspection at all municipal libraries and on the municipal website: www.stevetshwetelm.gov.za.
WARD COMMITTEES
The purpose of the ward committee system is to provide a channel for public participation and general interaction between the community and Council.
The municipality has an intensive community consultation process that is done at ward level in line with the community-based planning approach. This process stimulates participatory governance by affording community members a fair opportunity to deliberate on issues affecting them in their respective wards. Moreover, this approach was implemented to inevitably include the local community in decision-making, planning, and generally allowing them to play an active part in their own development. To facilitate this community consultation process, 29 ward committees were established, chaired by the ward councillor, and supported by 10 ward committee members. The ward councillor ensures that the interests of all people in the ward are presented in Council. Ward committees meet monthly to discuss, amongst other things, resolutions taken by Council. Appendix E provides details on the effectiveness of the ward committees.
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Public Meetings
Nature and
Purpose of
Meeting
Date of Events
Number of Participating Municipal Councillors
Number of Participating
Municipal Administrators
Number of Community Members Attending
Issue Addressed (Yes/No)
Dates and Manner of Feedback Given to
Community
Mayoral Outreach (Adelaide Tambo Hall)
08/07/2015 21 3 150 Yes Bi-monthly
Mayoral Outreach (Komati Village Parks) – Wards 03, 04 and 06
16/08/2015 5 2 170 Yes Bi-monthly
Mayoral Outreach (Nazareth) – Ward 10
06/06/2016 3 4 75 Yes Bi-monthly
Mayoral Outreach (Piet Tlou) – Ward 29
26/06/2016 4 6 436 Yes Bi-monthly
T 2.4.3
2.5. IDP PARTICIPATION AND ALIGNMENT
IDP Participation and Alignment Criteria* Yes/No
Does the municipality have impact, outcome, input, and output indicators? Yes
Does the IDP have priorities, objectives, key performance indicators (KPIs), and development strategies?
Yes
Does the IDP have multi-year targets? Yes
Are the above aligned and can they be calculated into a score? Yes
Does the budget align directly to the KPIs in the strategic plan? Yes
Do the IDP KPIs align to the Section 57 managers? Yes
Do the IDP KPIs lead to functional area KPIs as per the SDBIP? Yes
Do the IDP KPIs align with the provincial KPIs on the 12 outcomes? Yes
Were the indicators communicated to the public? Yes
Were the four-quarter aligned reports submitted within the stipulated time frames to the Auditor-General (AG)?
Yes
*Section 26 Municipal Systems Act 2000
COMPONENT D: CORPORATE GOVERNANCE
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OVERVIEW OF CORPORATE GOVERNANCE
The municipality has implemented a system of corporate governance that encourages the effective, efficient, and economic use of resources towards better service delivery and ensures accountability and responsibility for the stewardship of those resources. This governance framework supports sound financial decision-making, ensuring affordable services to the community, guiding funding and financing priorities, and facilitating performance monitoring and review.
During the year under review, the following key governance responsibilities were functional:
Internal audit function, which operates in terms of an approved internal audit plan.
Audit Committee, which operates in accordance with approved terms of reference.
A risk assessment was conducted, which includes a risk management strategy and monitoring of key risks according to a risk register.
An approved Fraud Prevention Plan exists.
A strategic plan was prepared and approved for the financial year, which forms the basis for performance monitoring against the SDBIP, the municipal mandate, predetermined objectives, outputs, indicators, and targets.
A performance management system is in place.
An approved system of delegations exists to maximise administrative and operational efficiency and to provide for adequate checks and balances as required in terms of Section 59 to 65 of the Municipal Systems Act 32 of 2000.
2.6. RISK MANAGEMENT
RISK MANAGEMENT
The effective management of risk is prioritised to ensure that business risks across the organisation are identified and managed on an ongoing basis for the achievement of the municipality’s “vision to become the leading community-driven municipality in the provision of sustainable services and developmental programmes”. The risk categories have been aligned to the strategic objectives in order to identify those risks that directly affect and/or impede the municipality’s ability to achieve those strategic and business objectives.
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During the risk assessment process, management took into account the following five (5) key performance areas (KPAs):
KPA 1: Good Governance and Public Participation
KPA 2: Municipal Transformation and Organisational Development
KPA 3: Financial Viability
KPA 4: Local Economic Development
KPA 5: Service Delivery and Infrastructure Development
Risk management in the municipality is guided and monitored by various committees at Council and administrative levels. These committees include the Senior Management Committee, Risk Management Committee, and the Audit Committee. Additionally, the municipality appointed an internal auditor and chief risk officer as part of the reasonable steps taken to maintain an effective, efficient, and transparent system of financial and general risk management.
Council has adopted the Risk Management Policy, Risk Management Strategy, and Risk registers (strategic and operational) that enable management to proactively identify and respond appropriately to all significant risks that could impact business objectives. In line with the approved Risk Management Policy and Risk Management Strategy, a top-down approach has been adopted in developing the risk profiles of the organisation. The results of the strategic and operational assessments were used to compile a risk register.
The top five risks identified in the municipality are as follows:
Diversion of municipal resources from stated IDP objectives Inadequate strategic direction Loss and theft of municipal assets Insufficient cash resources
Non-compliance with legislation, by-laws, and policies
2.7. ANTI-CORRUPTION AND FRAUD
FRAUD AND ANTI-CORRUPTION STRATEGY
The municipality implemented a Fraud Prevention Plan aligned with the National Anti-Corruption Strategy, which incorporates a Code of Conduct for municipal employees and councillors as well as a Fraud Prevention Policy.
The firm stance of the municipality is that
• fraud and corruption will not be tolerated – zero tolerance will be enforced;
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• all incidents will be investigated and followed up by the application of all remedies available within the full extent of the law;
• all incidents of fraud and corruption will be reported to the South African Police Service (SAPS) for criminal prosecution; and
• losses or damages suffered will be recovered from the responsible employee/councillor if he/she is liable according to the law.
The municipality instituted a fraud hotline as part of the anti-corruption strategy. It also receives reports of possible fraud and corruption from the national fraud hotline as well as from management. The Executive Director Corporate Services investigates every case reported and reports the results to the relevant director and Municipal Manager, who then institute disciplinary action as well as criminal action, where it is deemed necessary.
Non-compliance with policies and procedures is a risk with the potential of seriously impacting the success of the Fraud Prevention Plan. This is addressed by developing clearly communication and training strategies as well as the Fraud Prevention Plan being the standing item on the agendas of the bi-monthly ward committee and ward community meetings. Staff and councillors are workshopped on an annual basis to create awareness of all policies and procedures. Key risks areas identified are as follows:
• Employment practices
• Financial systems and control
• Procurement
• Housing allocations and subsidies
• Security
The effective implementation of the following controls by the municipality limits the risk for fraud and corruption:
• Authorisation controls
• Physical controls
• Arithmetic and accounting controls
• Supervision, which relates to day-to-day transactions
• Segregation of duties
The municipality makes use of the District Shared Audit Committee, which meets at least quarterly; Internal and External Audit; representatives from SALGA and provincial treasury; and the Director: Development and Strategic Support. The Audit Committee reports quarterly to Council.
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2.8. SUPPLY CHAIN MANAGEMENT
OVERVIEW OF SUPPLY CHAIN MANAGEMENT
The Council has developed a Supply Chain Management (SCM) Policy and practices in compliance with the guidelines set out by the Supply Chain Management Regulations, 2005, which was approved with effect from 1 March 2006. The new Preferential Procurement Regulations, 2011, with effect from 7 December 2011, were incorporated into the policy and adopted. The SCM Policy incorporating the above-mentioned regulations, as well as all other relevant pieces of legislation, regulations, and circulars, are annually reviewed during the budget process.
The municipality has established the three (3) bid committee system. No councillors are members of any committee of the committees handling supply chain processes. During the year under review, 139 items were considered, of which 105 were successfully adjudicated.
Supply chain officials attend accredited training modules to meet the requirements of the minimum competency levels. One senior and two supply chain officials are in the process of completing the necessary competency levels. There are 848 (2015: 939) suppliers registered on the municipal supplier database. During the year, stock items to the value of R33.5 million were purchased, while R34.7 million worth of stock items was issued for operations. A total of 6 995 orders were placed to the value of R135.9 million. Two hundred and fifty-one (251) contracts above R100 000 were awarded, with the B-BBEE status level contributions below.
B-BBEE Status Level Number Amount No Certificate 66 R54 780 413Level 1 92 R82 325 839Level 2 15 R40 482 079Level 3 57 R43 182 934Level 4 17 R24 303 664Level 8 4 R1 026 163
During the year under review, the normal procurement process had to be deviated from in 517 (2015: 473) instances to the amount of R51.9 million (2015: R31 million) as per Section 42 of the Supply Chain Management Policy. These deviations constitute 7.4% of the total procurement transactions.
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2.9. BY-LAWS
Newly Developed Revised
Public Participation Conducted Prior to
Adoption of By-laws (Yes/No)
Dates of Public Participation
By-laws Gazetted* (Yes/No)
Draft Control of Undertakings that Sell
Liquor to the Public No Yes
11/12/2015 to 15/01/2016
No
No
Amendment to the Street
Trading By-laws
Yes 08/04/2016 to
13/05/2016 No
COMMENT ON BY-LAWS
Note: MSA 2000 Section 11(3) (m) provides municipal councils with the legislative authority to pass and implement by-laws for the betterment of the community within the terms of the legislation. The by-laws were advertised as per legislation in the local media for public comments and inputs, which were then consolidated into a report to Council for consideration and approval. The enforcement thereof will be implemented by the Law Enforcement Division within the Community Services Directorate.
T 2.9.1.1
2.10. WEBSITES
Municipal Website: Content and Currency of Material Documents Published on the Municipality Website
Yes/No Publishing Date
Current annual and adjustment budgets and all budget-related documents
Yes After approval by Council
All current budget-related policies Yes Annually
The previous annual report (2014) Yes Annually
The annual report (2015) published/to be published Yes After approval by Council All current performance agreements required in terms of Section 57(1)(b) of the Municipal Systems Act (2000) and resulting scorecards
Yes Annually
All service delivery agreements Yes After approval by Council
All long-term borrowing contracts Yes After approval by Council All supply chain management contracts above R200 000
Yes After approval by Council
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Municipal Website: Content and Currency of Material Documents Published on the Municipality Website
Yes/No Publishing Date
An information statement containing a list of assets over a prescribed value that have been disposed of in terms of Section 14(2) or (4) during 2014
Yes After approval by Council
Contracts to which subsection (1) of Section 33 apply, subject to subsection (3) of that section
Yes After approval by Council
All quarterly reports tabled in the Council in terms of Section 52 (d) during Year 2014
Yes After approval by Council
T 2.10.1
COMMENT ON MUNICIPAL WEBSITE CONTENT AND ACCESS
ICT Services as a support function within the municipality works with other directorates and departments to ensure that services reach the community through such facilities as community libraries and multi-purpose community centres (MPCCs). Furthermore, access has been increased by ensuring upwards and backwards compatibility of our systems, to ensure that anyone with a device that can process data and that has access to the Internet can open and access our website content. The municipality should monitor and report on the use of its website by the public, for example, by measuring the number of hits on the website.
T 2.10.1.1
2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES
PUBLIC SATISFACTION LEVELS
The municipality is committed to increasing service delivery, which required a deeper insight into the level of satisfaction of its citizenry. To do this, STLM has undertaken to conduct a Community Satisfaction Survey. This survey was conducted across all 29 wards and also looked at the informal and formal business sector.
T 2.11.1
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Satisfaction Surveys Undertaken During: 2014/2015 and 2015/2016 Subject Matter of Survey Survey Method Survey Date No. of People
Included in Survey
Survey Results
Indicating Satisfaction or
Better (%)*
Overall satisfaction
(a) Municipality Fieldwork
02-31 May 2016
1 051 72%
(b) Municipal Service Delivery Fieldwork 02-31 May
2016 1 051
72%
(c) Mayor Fieldwork 02-31 May
2016 1 051
40.06%
Satisfaction with:
(a) Waste Collection Fieldwork 02-31 May
2016 1 051
92.01%
(b) Road Maintenance Fieldwork 02-31 May
2016 1 051
83.62%
(c) Electricity Supply Fieldwork 02-31 May
2016 1 051
90.59%
(d) Water Supply Fieldwork 02-31 May
2016 1 051
87.36%
(e) Information supplied by municipality to the public
Fieldwork 02-31 May 2016
1 051 60.6%
(f) Opportunities for consultation on municipal affairs
Fieldwork 02-31 May 2016
1 051 78.93%
T 2.11.2
COMMENT ON SATISFACTION LEVELS
There are generally high satisfaction levels with core household services, community services, and safety and by-law enforcement. However, communities felt that the following areas still need improvement:
i. Potholes and speed humps ii. Storm water iii. Programmes for the sick/disabled/aged iv. Youth programmes v. Economic development projects vi. By-law enforcement vii. Action plans to improve services in the above-noted areas need to be drawn up and included in the Annual Performance Plan of the municipality; this will ensure an increase in service delivery in these areas going forward.
Departments have been made aware of the above areas that need improvement and are expected to come up with an action plan as to how they plan to improve on the above.
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CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)
INTRODUCTION TO BASIC SERVICES
The main basic services rendered by the infrastructure services directorate of this municipality include water, sanitation, and electricity. The municipality is both a WSA and Water Service Provider; hence, it is mandated to provide water and sanitation to its community.
The funding for the provision of basic services is sourced from internal reserves, municipal infrastructure, and INEPT funding, particularly for the development of low-income areas. The municipality provides free 6 kL of water per household to all consumers in its water supply area. Indigents are receiving free basic water up the 10 kL and free basic sanitation. All consumers in urban areas are connected to the water network with yard connections. Residents in the rural villages and informal settlements are receiving water and sanitations services free of charge. Residents on farms who do not get water from the farm owner are being provided with water through water tankers – also as free basic services. The daily demand for water by the households and various sectors has resulted in the permitted water extraction from the Middelburg Dam being exceeded.
The municipality also provides new infrastructure while upgrading existing infrastructure. It also strives to achieve and sustain water services in the manner that meets the standard requirements of Blue Drop and Green Programme of the Department of Water and Sanitation. Phase I of the Boskrans Waste Water Treatment Works has been completed to address the demand owing to the rapid growth of the town.
The municipality purchases electricity from Eskom and then distributes and sells the electricity to the consumers in its licensed area. Some 50 kWh of electricity is provided to the indigents free of charge on a monthly basis. There is still a backlog of 12% of households that do not have access to electricity. The affected households are mainly farm dwellers.
New road networks are provided, while existing ones are maintained to improve linkages and enhance economic growth. In general, the condition of the municipal roads is fair to good. Road congestion is being experienced due to growth of the town. Trucks passing through the town and those hauling coal contribute to traffic congestion.
T 3.1.0
Currently, 94% of the households have access to water-borne sanitation, while rural and farm dwellers have access to biological toilets or pit latrine/pit toilet.
Phase I upgrade of the Boskrans Waste Water Treatment Works is completed and will improve the effluent quality and Green Drop Certification requirements. Phase II of the
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upgrading which comprises new inlet works, raw sewerage pump station, and new BNR reactor has commenced and is at the design stage.
There has been increasing demand for basic services due to increasing population growth; hence, Boskrans has been declared one of the fast-growing mining towns.
Some 400 stands in Newtown and 395 stands in Kwazamokuhle Ext 8 have been serviced, while 170 stands in Rockdale and 133 stands in Aerorand West were serviced.
CONCLUSION
The following are the main challenges facing the municipality pertaining to provision of basic services:
Because of farm owners who refuse farm dwellers access to water supply, this could make it difficult to meet the target of 100% access to potable water.
About 23 335 farm dwellers are below the minimum service level of sanitation.
The municipality has exceeded the permitted water extraction quota from the dam.
Drought calls for the investigation of an alternative water source, which is a costly exercise.
Aging infrastructure resulting in frequent power interruptions and water losses due to continuous water pipe bursts was estimated at 28% in the previous financial year.
RECOMMENDATIONS
As much as the municipality is doing well in addressing the issues of provision of basic services within its limited resources, not all challenges of basic service provision have been addressed. Therefore, the following is recommended:
Operating budget for planned maintenance should be prioritised as opposed to capital budget.
Investigation in terms of Section 78 of the Municipal Systems Act should be conducted for provision of services including provision of services to some of the holiday towns such as Kranspoort.
The draft Roads Master Plan and Local Integrated Transport Plans (ITPs) should be reviewed and implemented as a matter of urgency.
A Long-term Infrastructure Plan should be compiled and adopted with the aim of addressing all service provision-related issues.
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COMPONENT A: BASIC SERVICES
INTRODUCTION TO BASIC SERVICES
The municipality is in a position to provide free basic water (6 kL/HH) to all consumers in the water supply area. Indigents are receiving free basic water up the 10 kL and free basic sanitation. All consumers in the urban areas are connected to the water network with yard connections. Residents in the rural villages and informal settlements are receiving water and sanitation services free of charge. Residents on farms who do not get water from the farm owner are being provided with water from water tankers as a free basic service. The water demand in town currently exceeds the permitted quota; on that account, alternative sources are currently being sought, such as reclaimed mine water.
T 3.1.0
This component includes water; waste water (sanitation); electricity; waste management; and housing services; and a summary of free basic services.
3.1. WATER PROVISION
INTRODUCTION TO WATER PROVISION
Our strategy is to provide quality potable water to all households within the municipality. The aim is to encourage the operators of the Eskom Water Systems to maintain their Blue Drop status. Workshops and training of personnel are regularly provided to our personnel to keep them up to date with technology and provide assistance to other municipalities. The challenges faced in our water systems are the aging infrastructure and increased population. Reclaimed mine water from Middelburg Mines has been identified as an additional water source to augment the water supplies in Middelburg Town.
T 3.1.1
Total Use of Water by Sector (cubic meters)
Agriculture Business Industrial Domestic Unaccountable Water
Losses
Welfare &
Schools
Municipal
2014/2015 2 884 864 469 1 034 961 8 401 805 4 020 990 604 769 468 935
2015/2016 3 486 2 805 299 66 218 8 595 805 3 886 922 351 133 340 097
T 3.1.2
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COMMENT ON WATER USE BY SECTOR
Currently, the daily water demand from all sectors exceeds the permitted volume from the Middelburg Dam. The municipality has the infrastructure to supply treated sewerage effluent to some of the industries which will be done when the upgrading of the Boskrans WWTW is completed. Raw water from Middelburg Dam is currently supplied to Columbus SS, Ferro Chrome, and Molare Piggery. The construction of infrastructure for the supply of reclaimed mine water from South 32 is currently in the plan and design. The availability of the reclaimed mine water will relieve the water demand to some extent and will benefit the whole of Middelburg. Because of the limited yield of the Klein Olifants River, the mine water is the only alternative source.
T 3.1.2.2
3 66389 351 340
0
1 000
2 000
3 000
4 000
5 000
6 000
7 000
8 000
9 000
10 000
An
nu
al W
ater
Use
, Ml
Water Use Sectors
Comparison of Annual Water Used by Sector
2014/2015 Fin Year
2015/16 Fin Year
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Water Service Delivery Levels Households
Description 2013/2014 2014/2015 2015/2016
Actual Actual Actual
No. No. No.
Water: (above min level) 65 466 72 689 73 395Minimum Service Level and Above (percentage) 99.2% 99.5% 99.9%
Water: (below min level)
Total number of households* 65 466 72 689 73 395* - To include informal settlements ** -based on the previous census *** -growth experienced from 2011 to date T 3.1.3
Access To Water
Access to Water
Proportion of Households with Access to Water
Points*
Proportion of Households with Access to Piped
Water
Proportion of Households
Receiving 6 kL Free#
2013/2014 99.5% 99.5% 100%2014/2015 99.8% 99.8% 100%2015/2016 99.9% 99.9% 100%
T 3.1.5* Means access to 25 litres of potable water per day supplied within 200 m of a household and with a minimum flow of 10 litres per minute
# 6 000 litres of potable water supplied per formal connection per month
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Water Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2014/2015 2015/2016 2016/17 Target Actual Target Actual Target
Service Indicators *Previous
Year *Previous
Year *Current
Year
(i) (ii) (iii) (iv) (v) (vi) (vii) To provide quality and sufficient water supply and an environment not harmful to human health or well-being
% of HHs (64 971) with access to clean and safe drinking water 100% 101.13% 101.13% 99.89% HH 100.43% 99.9%
% of water loss in all water systems
22%
29.47% 29.47%
25% 28.79% 25%
Hours taken to respond to a water pipe burst 4 4.52 4.52 5 4.26 3
Ensure contribution to climate change n/a n/a n/a
Floodline master plan
Floodline master plan was drafted
n/a
T 3.1.6.
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Employees – Water Years 1 (2015) Year 0 (2016)
Job Level Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 3 4 3 1 254-6 5 7 7 0 07-9 12 10 10 0 010-12 18 20 18 2 1013-15 6 4 3 1 2516-18 0 1 1 0 019-20 43 48 44 4 8
Total 87 94 86 8 9
Financial Performance: Water Services 2015/2016
Details 2014/2015 2015/2016
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R94 321 800 R118 332 358 R123 915 857 R125 152 230 5%
Expenditure: Employees R16 342 203 R19 212 954 R19 978 829 R18 042 619 -6% Repairs and Maintenance R3 925 559 R5 216 481 R6 135 269 R4 942 745 -6% Other R54 928 528 R71 241 326 R73 095 626 R50 893 522 -40%Total Operational Expenditure R75 196 290 R95 670 761 R99 209 724 R73 878 887 -29%Net Operational Expenditure R19 125 510 R22 661 597 R24 706 133 R51 273 343 56%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.1.8
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Capital Expenditure Water Services
CAPITAL PROJECTS
2015/2016
Budget Adjustment
Budget Actual
Expenditure
% Variance from
Adjusted Budget
Total Project Value
Total (All) R26 108 516 R48 535 590R 56 339
241 -16.1%
REPLACE PUMP AT MIDDELBURG DAM PUMP STATION R860 000 R700 000 - 100.0% R700 000NEW SECURITY SYSTEMS R100 000 R100 000 - 100.0% R100 000WATER NETWORK KWAZA EXT 8 (400 STANDS) R1 852 316 R4 174 766 R4 132 548 1.0%
R4 174 766
INSTALL BULK FLOW METERS R65 000 R65 000 R52 242 19.6% R65 000REPLACE OLD WATER PIPES IN MIDDELBURG R1 530 000 R2 300 000 R1 253 094 45.5%
R2 300 000
UPGRADE VAALBANK WTP EQUIPMENT R510 000 R1 710 000 R1 645 148 3.8%
R1 710 000
REPLACE OLD WATER PIPES IN HENDRINA/KWAZA R125 000 R125 000 R115 269 7.8% R125 000
REPLACE OLD WATER METERS R200 000 R200 000 R198 759 0.6% R200 000
TREATMENT PLANTS IN HENDRINA/KWAZA R20 000 R20 000 R19 420 2.9% R20 000NEW WATER CONNECTIONS R850 000 R1 400 000 R1 258 246 10.1%
R1 400 000
REPLACE VALVES IN BULK SUPPLY LINES R210 000 R710 000 R318 881 55.1% R710 000
WATER SERVICES: RURAL AREA R235 000 R335 000 R297 880 11.1% R335 000
80 MM WATER PUMP R32 000 R32 000 R29 920 6.5% R32 000STIHL BRUSHCUTTERS R20 000 R15 000 R13 383 10.8% R15 000
RIGID DIE SET R50 000 R50 000 R43 805 12.4% R50 000MINE WATER PROJECT WOESTALLEEN HENDRINA PIPELINE R2 000 000 R1 270 000 R971 824 23.5%
R1 270 000
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Capital Expenditure Water Services
CAPITAL PROJECTS
2015/2016
Budget Adjustment
Budget Actual
Expenditure
% Variance from
Adjusted Budget
Total Project Value
REPLACE OLD WATER METERS R800 000 R1 200 000 R1 199 755 0.0%
R1 200 000
REPLACE OLD WATER METERS R140 000 R200 000 R187 665 6.2% R200 000
VAALBANK WATER TREATMENT PLANT R3 500 000 R12 610 000 R6 396 031 49.3%
R12 610 000
REPLACE OLD WATER PIPES VILLAGES R105 000 R230 000 R163 616 28.9% R230 000
BRUSHCUTTERS R15 000 R15 000 R13 383 10.8% R15 000UPGRADE MECHANICAL AND ELECTRICAL EQUIPMENT R80 000 R80 000 R33 486 58.1% R80 000
REPLACE PLANT & EQUIPMENT R30 000 R30 000 R29 920 0.3% R30 000
BULK WATER SUPPLY ROCKDALE - R163 859 R10 479 300 -6 295.3% R163 859
REPLACE PLANT & EQUIPMENT R62 000 R62 000 R60 060 3.1% R62 000
NEW NETWORK –INDUSTRIAL PARKS - R239 097 R29 035 87.9% R239 097WATER ROCKDALE PHASE - R61 330 R51 336 16.3% R61 330UPGRADING PUMP LINE BETWEEN VAALBANK WTW AND SKIET R1 750 000 R2 400 000 R2 370 925 1.2%
R2 400 000
REPLACE PLANT & EQUIPMENT R200 000 R200 000 R108 098 46.0% R200 000NEW WATER NETWORK FOR NEWTOWN R3 097 200 R4 805 770 R4 805 770 0.0%
R4 805 770
ELEVATED STORAGE TANK: KOORNFORNTEIN - R64 768 R29 770 54.0% R64 768REPLACE OLD WATER PIPES MHLUZI R1 550 000 R2 150 000 R2 018 475 6.1%
R2 150 000
MOVE METER TO STREET R370 000 R800 000 R714 595 10.7% R800 000
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Capital Expenditure Water Services
CAPITAL PROJECTS
2015/2016
Budget Adjustment
Budget Actual
Expenditure
% Variance from
Adjusted Budget
Total Project Value
UPGRADING OF VAALBANK WATERWORKS BUILDINGS R400 000 R400 000 R330 214 17.4% R400 000UPGRADING OF SLEEPING QUATERS PRESIDENTSRUS - R10 000 R8 747 12.5% R10 000UPGRADE BUILDINGS AT KRUGERDAM WATERWORKS R350 000 R350 000 R348 960 0.3% R350 000WATERNETWORK FROM MIDDELBURG MINE TO PIENAARDAM R5 000 000 R4 000 000 R129 432 96.8%
R4 000 000
WATER NETWORK DOORNKOP - R5 257 000 R987 039 81.2%
R5 257 000
NEW 10ML RESERVOIR RIETFONTEIN - - R15 493 210 100% -Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.1.9
COMMENT ON THE OVERALL WATER SERVICES PERFORMANCE
Our five-year target is to provide 99.9% of HHs with access to water services. Failure to meet the target could arise from farm owners who refuse to supply farm dwellers with water and continuous uncontrolled influx. Upgrading of the Vaalbank Water Treatment Works is currently in progress to improve the quality of water and satisfy increased demand. This project will be completed during the 2016/2017 financial year following the termination of the services of the contractor due to non-performance. Completion is planned for mid- September 2016.
T 3.1.10
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3.2. WASTE WATER (SANITATION) PROVISION
INTRODUCTION TO SANITATION PROVISION
The municipality is committed to ensuring provision of new sanitation infrastructure while upgrading existing infrastructure within MP313 areas. Currently, 94% of Steve Tshwete Local Municipality households have access to water-borne sanitation, whereas rural and farm dwellers have access to biological toilets or pit latrine. Phase I upgrade of the Boskrans Waste Water Treatment Works has been completed and will improve the effluent quality and Green Drop Certification requirements. Phase II of the upgrading has commenced and is at the design stage.
T 3.2.1
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Sanitation Service Delivery Levels
*Households
Description Ref 2013/2014 2014/2015 2015/2016 2015/2016
Outcome Outcome Outcome Original Budget
Adjusted Budget
Actual
No. No. No. No. No. No. Sanitation/sewerage: (above minimum level)
Flush toilet (connected to sewerage) 38 356 38 606
38 881 00 00
Flush toilet (with septic tank) 410 415 422 00 00
Chemical toilet Biological 10 832 10 832 10 932 1 589 368 00 1 576 478
Pit toilet (ventilated) 00 00 00 00 00 00 Other toilet provisions (above min. service level) Minimum Service Level and Above (subtotal) 49 568 49 853 50 235 Minimum Service Level and Above (percentage) 67% 68% 68%
Sanitation/sewerage: (below minimum level)
Bucket toilet (No bucket system) 00 00 00 00 00 00 Other toilet provisions (below min. service level)
No toilet provisions Below Minimum Service Level
(sub- total farm dwellers) 29 781 29 707 29 607 00 00 00 Below Minimum Service Level (percentage)
46%
46%
40%
Total households 64 310 64 560 73 670
*Total number of households (including informal settlements) T 3.2.3
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Access to Sanitation
Proportion of Households with Access to Sanitation
2013/2014 64 3102014/2015 64 5602015/2016 73 670
Waste Water (Sanitation) Service Policy Objectives Taken From IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators
*Previous
Year
*Previous
Year *Current
Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) Provision of toilets within standard
Additional Households (HHs) provided with minimum sanitation during the year (Number of HHs remaining without minimum sanitation at year end) Informal settlements & farm dwellers
74
16 390
100
16 464
100
16 364
100
16 264
100
16 264
100
16 164
T 3.2.6
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Employees – Sanitation (Waste Water) 2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 04-6 0 1 0 1 1007-9 7 8 7 1 1310-12 14 17 17 0 013-15 8 11 9 2 1816-18 18 14 11 3 2119-20 61 71 64 7 10
Total 109 123 109 14 11
Financial Performance: Sanitation Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R103 005 469 R103 873 863 R105 478 317 R95 497 956 -9%
Expenditure:
Employees R25 274 097 R29 467 602 R29 807 220 R27 841 897 -6% Repairs and Maintenance R5 314 125 R6 190 585 R7 172 210 R5 587 964 -11%
Other R37 816 623 R52 940 353 R52 597 758 R35 204 747 -50%Total Operational Expenditure R68 404 845 R88 598 540 R89 577 188 R68 634 607 -29%Net Operational Expenditure -R34 600 624 -R15 275 323 -R15 901 129 -R26 863 348 43%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.2.8
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Capital Expenditure: Sanitation Services
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure%
Variance from
adjusted budget
Total Project Value
Total (All) R30 907 980 R43 673 799 R28 173 763 35%
OUTFALL SEWER LINES: MALL & GERMAN DEVELOPMENT R450 000 R450 000 - 100.0% R450 000APPLICATION FOR WATER USE LICENCES –WWTW - R148 075 - 100.0% R148 075
SANITATION KWAZA EXT 8 (400 STANDS) R2 200 560 R2 895 640 R2 895 640 0.0% R2 895 640
NEW NETWORKS – AERORAND WEST - R1 900 000 R1 474 825 22.4% R1 900 000REPLACE OLD SEWERLINE – MIDDELBURG/MHLUZI R140 000 R126 000 R119 477 5.2% R126 000REPLACE SEWER PUMPS – PUMP STATIONS R420 000 R420 000 R409 942 2.4% R420 000MAINTAINING INFRASTRUCTURE ASSETS AT KWAZA WWTW R200 000 R200 000 R144 611 27.7% R200 000REFURBISH INFRASTRUCTURE ASSETS – BLINKPAN WWTW R200 000 R300 000 R127 164 57.6% R300 000REFURBISH INFRASTRUCTURE ASSETS – KOMATI WWTW R200 000 R350 000 R208 084 40.5% R350 000
SEWERAGE CONNECTIONS R205 020 R105 020 R58 424 44.4% R105 020SANITATION SERVICES RURAL SETTLEMENTS – BIOLOGICAL R900 000 R894 000 R893 335 0.1% R894 000UPGRADING BOSKRANS WASTE TREATMENT PLANT EQUIPMENT R150 000 R150 000 R145 693 2.9% R150 000
UPGRADE BOSKRANS SEWER PLANT R20 000 000 R26 600 000 R8 093 170 69.6% R26 600 000
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Capital Expenditure: Sanitation Services
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure%
Variance from
adjusted budget
Total Project Value
FENCES AT THE PUMP STATIONS R400 000 R400 000 R352 383 11.9% R400 000UPGRADE KWAZA WASTE WATER TREATMENT PLANT R1 500 000 R260 000 R251 500 3.3% R260 000
REPLACE REDUNDANT EQUIPMENT R35 000 R30 000 R29 920 0.3% R30 000NEW SEWER NETWORKS FOR HENDRINA R600 000 R750 000 R48 366 93.6% R750 000
SANITATION MAFUBE VILLAGE - R695 368 R683 143 1.8% R695 368
SANITATION ROCKDALE PHASE 2 - R692 296 R577 848 16.5% R692 296
NEW SANITATION FOR NEWTOWN EXT 1A R3 307 400 R6 307 400 R6 074 525 3.7% R6 307 400
SECOND PHASE –BOSKRANS - - R5 585 713 100% -Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.2.9
COMMENT ON THE OVERALL PERFORMANCE OF SANITATION SERVICES
The aim is to ensure provision of new sanitation infrastructure while upgrading existing infrastructure. The department is currently servicing more than 400 stands in Newtown. In addition, 395 stands have been serviced in Kwazamokuhle Ext 8, 170 stands in Rockdale, and 133 stands in Aerorand West. Phase I of the upgrading of the Boskrans Waste Water Treatment Works was completed during the year, and work has started on Phase II which comprises new inlet works, raw sewerage pump station, new BNR reactor, and other refurbishments.
T 3.2.10
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3.3. ELECTRICITY
INTRODUCTION TO ELECTRICAL ENGINEERING
The Electrical Engineering Services Department is licensed to supply the following areas with electricity: Middelburg, Hendrina, Kwazamokuhle, Doornkop, Komati, Blinkpan, and Koornfontein. The structure of the department comprises the following divisions: Small Consumers, Distribution and Planning, and Bulk Connections.
Small Consumer Division’s functions are as follows:
Tariffs determination and management
Management of not more than 80A electrical connections and meters
Premises electrical installation safety compliance
Implementation of the Free Basic Electricity Policy
Distribution Division’s functions are as follows:
Management and implementation of all types of electrical maintenance
Operating in terms of the Operating Regulations for High Voltage Systems (ORHVS)
Continuity of supply, and safety of personnel and equipment
Training, testing, and safety
Preparations of annual reports in terms of NERSA requirements
Streetlight maintenance
Power outage management
Planning and Bulk Connection Division’s functions are as follows:
Management of more than 80A electrical connections and meters
Implementation of capital projects
Approval of electrical designs
Compilation and implementation of IDP, Budget, and SDBIP
Implementation of Electrical Protection schemes and quality of supply
Project management
Management of the Supervisory Control and Data Acquisition (SCADA) system
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The main planning strategies for the department are as follows:
Installation of bulk infrastructure to cater for services
Increasing the supply capacity of substations in response to increasing demand
Implementation of the draft short- to medium-term Infrastructure Plan
Installation and upgrade of infrastructure and equipment to render a service
Providing infrastructure and connections to all new developments when required
Implementing the Free Basic Electricity Policy
Discouraging tampering by using real-time monitoring systems
Developing a policy and encouraging the utilisation of alternative energy
Contributing towards the mitigation of climate change impacts by reducing carbon emissions
In line with the above-listed strategies, the following were achieved:
Links were installed from Nazareth Substation to Rockdale Switching Station to ensure supply of stands in the area.
Links were installed from Nazareth Substation to Rondebosch Switching Station to ensure supply of stands in the area.
Infrastructure was upgraded by replacing meter boxes, replacement of an MV and LV cable in order to ensure reliability of power supply.
Service connections were made to Rockdale Ext 1 and Electrification of Rockdale Ext 2 (partially)
Installation of high masts in Mafube, Somaphepha, Mhluzi Ext 8 and between Rockville and Mountain View.
T 3.10.1
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Electricity Service Delivery Levels Households
Description
2011/2012
2013/2014
2014/2015
2015/2016
Actual Actual Actual Actual No. No. No. No.
Energy: (above minimum level) Electricity (at least min. service level) 3 738 3 523 2 450 3 566Electricity – prepaid (min. service level) 33 844 35 302 37 857 37 380 Minimum Service Level and Above
(subtotal) 37 852 38 825 40 307 40 946 Minimum Service Level and Above
(percentage) 76.31% 59.48% 62.04% 55.79%Energy: (below minimum level)
Electricity (<min. service level) 0 0 0 0Electricity – prepaid (<min. service level) 0 0 0 0Other energy sources 0 0 0 0
Below Minimum Service Level (subtotal) 0 0 0 0 Below Minimum Service Level
(percentage) 0 0 0 0Total number of households 50 186 64 971 64 971 73 395 T 3.3.3
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Electricity Service Policy Objectives Taken From IDP Service Objectives
Outline Service Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target Service
Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To ensure the provision of affordable and sustainable basic services by upgrading existing infrastructure and providing new infrastructure To provide efficient and sustainable electricity supply to consumers throughout the municipal area
Number of HHs with access to electricity in the licensed area
60.8% 61.17% 60.8% 61.5% 62.25%
62.74%
% of area outages successfully restored within 4 hours (other than equipment failure)
82% 67.61% 67.61% 83% 100% 85%
% of area outages successfully restored within 12 hours (equipment failure, e.g. switchgear, mini-substations, transformers
70% 100% 100% 75% 20% 80%
Number of free basic services consumers registered for – free basic electricity
100% 100% 100% 100% 100% 100%
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Employees – Electrical Services Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 3 4 3 1 254-6 5 6 5 1 177-9 36 37 36 1 310-12 16 18 18 0 013-15 0 1 0 1 10016-18 18 18 17 1 619-20 30 31 31 0 0
Total 108 115 110 5 4
Financial Performance: Electricity Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R522 113 311 R572 682 082 R575 786 522 R534 288 459 -7%
Expenditure:
Employees R32 023 072 R36 409 083 R37 327 314 R36 390 782 0% Repairs and Maintenance R16 313 884 R22 306 522 R22 306 522 R18 400 106 -21%
Other R368 192 438 R439 266 276 R438 947 095 R415 080 950 -6%Total Operational Expenditure R416 529 393 R497 981 881 R498 580 931 R469 871 838 -6%Net Operational Expenditure -R105 583 918 -R74 700 201 -R77 205 591 -R64 416 621 -16%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.3.7
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Capital Expenditure: Electricity Services
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure
% Variance from
Adjusted
Budget
Total Project Value
Total (All) R58 576
000R65 124
614R52 421
523 24%
REPLACE 11KV SWITCHGEAR - R1 300 000 R714 739 82% R1 300 000ELECTRIFICATION ROCKDALE EXT 2 R9 876 000 R5 710 000 R4 294 018 33% R5 710 000NEW GARAGES FOR 6 VEHICLES - R394 484 R387 741 2% R394 484RDP HOUSE CONNECTIONS NEWTOWN/KWAZA/X24/X6 R160 000 R160 000 R45 211 254% R160 000
REPLACEMENT OF PPMs R150 000 R150 000 R146 345 2% R150 000REPLACE METER KIOSKS R200 000 R200 000 R190 721 5% R200 000INSTALL RING MAIN UNITS R700 000 R700 000 R700 000 0% R700 000NETWORK REINFORCEMENT (REPLACE CABLE ) R1 200 000 R1 200 000 R624 616 92% R1 200 000UPGRADE OF EXISTING HIGH MASTS R200 000 R400 000 R363 709 10% R400 000
LDV 'S REPLACEMENT R950 000 R950 000 R777 615 22% R950 000
GHOLFSIG SUPPLY AREA - R1 700 000 R1 159 552 47% R1 700 000EXTENSION 11: INDUSTRIAL ERVEN CONNECTIONS & MUNIS R1 000 000 R850 000 R849 090 0% R850 000ELECTRICAL CONNECTIONS PREPAID R2 060 000 R2 060 000 R1 674 733 23% R2 060 000
BULK CONNECTIONS R400 000 R400 000 - 100% R400 000REPLACE MINI SUBSTATIONS R800 000 R800 000 R751 444 6% R800 000
REPLACE MV CABLE R2 000 000 R1 290 000 R1 271 440 1% R1 290 000NAZARETH NEW SUBSTATION R9 000 000
R13 920 060
R13 329 053 4%
R13 920 060
ELECTRICAL CONNECTIONS BULK R850 000 R850 000 R847 389 0% R850 000
RONDEBOSCH SUB - R2 210 000 R2 200 885 0% R2 210 000
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Capital Expenditure: Electricity Services
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure
% Variance from
Adjusted
Budget
Total Project Value
FURNITURE & EQUIPMENT – BULK FILERS R8 000 R8 000 R4 556 76% R8 000FENCING OUTDOOR EQUIPMENT T3 R70 000 R70 000 R57 895 21% R70 000ELECTRIFICATION INDUSTRIAL PARK R1 000 000 R1 000 000 R886 079 13% R1 000 000REPLACE SEVEN 88 KV BREAKERS - R40 000 R34 289 17% R40 000
EQUIPMENT R220 000 R220 000 R208 922 5% R220 000SECURITY CAMERAS AT SUB R175 000 R175 000 R120 451 45% R175 000REPLACE STOLEN SERVICES R600 000 R600 000 R597 391 0% R600 000
ASCO LV CABLES R1 200 000 R935 000 R817 150 14% R935 000STREET LIGHTING FITTING UPGRADE R900 000 R1 300 000 R595 704 118% R1 300 000HIGH MAST LIGHTING LOW-INCOME AREAS R3 000 000 R3 000 000 R2 783 256 8% R3 000 000REPLACE CABLES IN PROBLEM AREAS R3 000 000 R3 715 000 R2 084 146 78% R3 715 000ELECTRIFICATION OF NEWTOWN 1A R2 730 000 R2 730 000 R1 262 099 116% R2 730 000
NEWTOWN PROCLAIMED R5 340 000 R4 475 500 R2 292 638 95% R4 475 500
MHLUZI UPGRADE R400 000 R400 000 R386 956 3% R400 000ROCKDALE ELECTRIFICATION
R10 060 000
R10 924 570 R9 755 664 12%
R10 924 570
HIGH MAST LIGHTS R220 000 R180 000 R176 726 2% R180 000FURNITURE & OFFICE EQUIPMENT R7 000 R7 000 R4 775 47% R7 000REPLACEMENT OF STOLEN SERVICES (STREET LIGHTS) R100 000 R100 000 R24 525 308% R100 000Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.3.8
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COMMENT ON THE OVERALL PERFORMANCE OF ELECTRICITY SERVICES
In line with the above-listed strategies, the following were achieved:
Links were installed from Nazareth Substation to Rockdale Switching Station to ensure supply of stands in the area.
Links were installed from Nazareth Substation to Rondebosch Switching Station to ensure supply of stands in the area.
Infrastructure has been upgraded by replacing meter boxes, replacement of an MV and LV cable in order to ensure reliability of power supply.
Service connections to Rockdale Ext 1 and Electrification of Rockdale Ext 2 (partially).
Installation of high masts in Mafube, Somaphepha, Mhluzi Ext 8, and between Rockville and Mountain View.
3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE
COLLECTIONS, WASTE DISPOSAL, STREET CLEANING, AND RECYCLING)
INTRODUCTION TO ENVIRONMENTAL AND WASTE MANAGEMENT
Waste removal service
The total number of households with access to waste removal services is 60 218, which brings the total percentage of households with access to waste removal service to 92.68%. The municipal service extends to all municipal towns and Eskom towns but excludes the mining towns – which are self-serviced – Somaphepha, Mafube, and rural areas. Waste removal service is now provided at Kranspoort and Sikhululiwe Village using a communal waste storage facility. The Middelburg area is experiencing spatial growth, both residential and business areas. As a result, the current departmental resources are under pressure to meet the demand for waste collection.
The garden waste removal service was extended through private contractors, and a total of about 20 892 households are beneficiaries of the project with a total budget of R11 million. The service will be maintained in the following areas within the municipality during the 2016/2017 financial year: Mhluzi, Hlalamnandi, Nasaret, Middelburg Ext 24, and Rockdale.
The street cleaning and clearing of illegal dumping services is done by permanent and temporary employees for all the streets in towns, main entrances, and open spaces. Temporary employees are appointed to assist with street cleaning services. The clearing of illegal dumping is done through municipal officials and private contractors.
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Waste storage and disposal
Currently, there are eight (8) waste transfer stations within the municipality, in Hendrina, Komati, Rietkuil, Doornkop, Dennisig, Rockdale, Middelburg Ext 49, and Bankfontein. There is one additional waste transfer station under construction in Sikhululiwe Village. There is one class B permitted landfill site in Middelburg. Because of the challenge experienced with the spatial growth and lack of air space at the landfill site, the department lodged an application for the extension of the Middelburg landfill site. A Record of Decision (ROD) was issued in February 2014, and construction of 11 000 m2 was completed in the 2015/2016 financial year.
With regard to recycling, there is one buy-back centre in Mhluzi, and reclamation activities are taking place at the landfill site in Middelburg. A total of 92 140 tons of recyclables was received at landfill site, and 3 658 tons of recyclables were processed at the landfill site; some 1 569 tons were recycled at the buy-back centre. There was a decrease in the number of waste quantities received on-site due to waste minimisation projects.
Environmental education and awareness
A total of 25 awareness campaigns were conducted during the course of the financial year. Additional environmental educators have been appointed through the Expanded Public Works Programme (EPWP) called ‘Youth Jobs in Waste’ for a duration of 12 months.
Measures taken to improve performance include the acquisition of additional equipment (three rear-end loading compactors) and appointment of additional personnel to meet the increasing demand for waste management services. They also include the introduction of the garden waste removal service in historically disadvantaged areas; five companies were appointed for a period of 12 months.
The appointment of a waste information officer also had a positive impact on the implementation of environmental awareness campaigns. Temporary employees were appointed for the clearing of illegal dumping and the construction of two waste transfer stations.
All indigent households, including those at informal settlements (Newtown), are provided with a kerbside waste collection service at least once a week. Where there is no kerbside waste collection services, bulk containers are provided at strategic points for collection by the municipality.
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Solid Waste Service Delivery Levels Households
Description 2014/2015 2015/2016
Actual
No.
Solid Waste Removal: (Minimum level)
Removed at least once a week 60 218 62 215Minimum Service Level and Above (subtotal) 60 218 62 215
Minimum Service Level and Above (percentage) 92.68% 95.76%Solid Waste Removal: (Below minimum level)
Removed less frequently than once a week _ Using communal waste dump _ Using own waste dump 0 Other rubbish disposal _ No rubbish disposal 4 753 2 756
Below Minimum Service Level (subtotal) 4 753 2 756 Below Minimum Service Level (percentage) 7.3% 4.2%
Total number of households 64 971 64 971 T 3.4.2
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Waste Management Service Policy Objectives Taken From IDP Service Objectives Outline
Service Targets
2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To ensure a clean and healthy environment through the provision of regular waste removal services to existing and new developments *% of HHs with access to solid waste removal services
0.5% increase of HHs with access to
waste removal
services by June 2014,
i.e. 87%
87% of HHs with access
to solid waste
removal services
60 218 (92.68%)
HHs provided with
waste removal services.
3 235 additional
HHs
60 218 HHs provided with
waste removal services.
3 235 additional
HHs
95% (2.32% increase in
HHs serviced at Rockdale,
Middelburg). 61 727 HHs
by June 2016
95.76% (3.08% – 1 997 – of
HHs increase. 62 215 of HHs provided with waste removal
services by June 2016
95.76% (3.08% – 1 997 – of HHs
increase. 62 215 of HHs provided with waste removal
services by June 2016
% of additional commercial, institutional, and industrial centres with access to solid waste removal services
100% of additional
commercial, institutional,
and industrial centres
serviced by June 2014
100% ofadditionalcommercial,institutional,andindustrialcentresserviced
100% of businesses
serviced, i.e. 64 of 64
100% of businesses
serviced, i.e. 64 of 64
92% of commercial,
industrial, and
institutional premises
serviced by June 2016,
i.e. additional 25
(1 794)
1 811 commercial,
industrial, and institutional premises
serviced by June 2016
1 811 commercial,
industrial, and institutional premises
serviced by June 2016
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Waste Management Service Policy Objectives Taken From IDP Service Objectives Outline
Service Targets
2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) Number of households provided with garden waste services
10 000 HHs provided with garden waste
services 10 000 HHs
provided with garden waste
services
15 016 HHs provided with
garden waste
services
15 016 HHs provided with
garden waste
services
10 000 additional HHs to be serviced at Nasaret,
Hlalamnandi, Ext 24, and Rockdale
HHs serviced at Nasaret,
Hlalamnandi, Ext 24, and Rockdale by
June 2016, i.e. additional 5
876
20 892 HHs serviced at
Mhluzi, Tokologo, Nasaret,
Hlalamnandi, Ext 24, and Rockdale
by June 2016
% compliance with permit conditions (Landfill site)
83.5% compliance with permit conditions
86% compliance with permit
conditions by June2014
70% compliance with permit conditions
70% compliance with permit conditions
92% compliance with permit
conditions as at March
2016
75% compliance with permit
conditions by June 2016
75% compliance with permit
conditions by June 2016
% compliance with permit conditions (Transfer stations)
80% compliance with permit conditions
80% compliance with permit conditions
60.5% compliance with permit conditions
60.5% compliance with permit conditions
80% compliance with permit conditions
65% compliance with permit
conditions by June 2016
65% compliance with permit
conditions by June 2016
Provision of additional landfill site space
Fencing of the extended portion of the landfill site by
June 2014
EIA authorization
Landfill fenced
Landfill fenced
Project completed
Project completed
Project completed
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Waste Management Service Policy Objectives Taken From IDP Service Objectives Outline
Service Targets
2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
% progress towards feasibility of a new landfill site
% progress towards
feasibility of a new landfill site by June
2014
80% feasibility
study
Feasibility report
obtained
Feasibility report
obtained
Project completed
Project completed
Project completed
Number of new waste transfer stations constructed
New transfer stations
provided by June 2014
1 transfer station
2 waste transfer stations
constructed
2 waste transfer stations
constructed
2 new transfer stations
provided by June 2016
2 new transfer stations
provided by June 2016
2 new transfer stations provided
by June 2016
To ensure maintenance of greenest municipality status
% compliance with the greenest municipality in 2013/2014
Certification for the
greenest municipality in Mpumalanga for 2013/2014
1st position provincially
and nationally
1st position provincially
1st position provincially
Provincial greenest
municipality in
Mpumalanga for
2015/2016
2nd runner-up for national greenest
municipality competition 2015/2016
2nd runner-up for national greenest
municipality competition 2015/2016
To ensure compliance with national legislation/policies by reducing the amount of waste disposed at landfill sites through the implementation of appropriate waste minimization strategies
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Waste Management Service Policy Objectives Taken From IDP Service Objectives Outline
Service Targets
2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
Number of waste minimization projects
2 waste minimization
projects established
by June 2014
2 waste minimization
projects
2 waste minimization
projects implemented
2 waste minimization
projects implemented
2 waste minimization
projects established
by June 2016
2 waste minimization
projects established by
June 2016
2 waste minimization
projects established by
June 2016
To contribute towards the growth of the green economy through implementation of waste projects Number of Full Time Equivalent (FTE) jobs created to improve the level of employment
100 FTEs by the end of June 2014
100 FTEs by end of June
2014
72 FTE jobs
created
72 FTE jobs created
80 FTE jobs created in the waste sector by the end of June 2016
36.1 FTE jobs created in the waste sector by the end of
June 2017
36.1 FTE jobs created in the
waste sector by the end of June
2016
To ensure that people are aware of the impact of waste on their health, well-being, and the environment Number of environmental awareness campaigns conducted
12 awareness campaigns to be conducted by June 2014
12 campaigns conducted
18 awareness campaigns conducted
18 awareness campaigns conducted
12 awareness campaigns
to be conducted
by June 2016
31 awareness campaigns
conducted by June 2016
31 awareness campaigns
conducted by June 2016
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Employees – Solid Waste Management Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 0 1 1004-6 2 3 1 2 677-9 1 2 2 0 010-12 7 8 8 0 013-15 18 21 20 1 516-18 12 12 9 3 2519-20 138 149 147 2 1
Total 179 196 187 9 5
Financial Performance: Solid Waste Management Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R92 676 254 R105 843 698 R107 642 499 R113 681 670 7%
Expenditure:
Employees R36 843 592 R38 597 932 R38 867 635 R37 748 206 -2% Repairs and Maintenance R3 838 959 R4 110 325 R4 225 325 R3 386 526 -21%
Other R51 207 536 R50 164 290 R50 654 305 R51 548 751 3%Total Operational Expenditure R91 890 087 R92 872 547 R93 747 265 R92 683 483 0%Net Operational Expenditure -R786 167 -R12 971 151 -R13 895 234 -R20 998 186 38%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.4.7
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Capital Expenditure: Waste Management Services
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure %
Variance from
Adjusted
Budget
Total Project Value
Total (All) R14 940 764 R14 966 664 R13 391 927 11% PURCHASE 20.5M3 REFUSE COMPACTOR R6 600 000 R7 035 000 - 100% R7 035 000 ROLL-ON ROLL-OFF CONTAINERS R200 000 R165 000 R144 016 13% R165 000 PURCHASE OF 1.75 CUB CONTAINERS R350 000 R350 000 R346 800 1% R350 000 PURCHASE OF STREET BINS R78 000 R70 000 R66 020 6% R70 000 6M3 TIPPER TRUCK R800 000 R825 000 R819 188 1% R825 000 PURCHASE OF 6M3 SKIP CONTAINERS R200 000 R175 000 R171 933 2% R175 000 CONSTRUCTION OF TRANSFER STATION AT SIKHULULIWE R1 800 000 R723 900 R723 900 0% R723 900
30-SEATER BUS - R710 000 R707 369 0% R710 000 EXTENSION OF MIDDELBURG LANDFILL SITE R4 912 764 R4 912 764 R4 912 701 0% R4 912 764 DEVELOP NEW TRANSFER STATIONS - - R5 500 000 100% - Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.4.9
COMMENT ON THE OVERALL PERFORMANCE OF ENVIRONMENTAL AND WASTE MANAGEMENT
Waste collection: An additional 1 997 (95.76.8%) HHs were provided with the waste collection service. The department is aiming to achieve 97% for the 2016/2017 financial year. The service is also inundated with challenges posed by inadequate resources and an aging fleet. To address these challenges, a detailed investigation will be carried out to ascertain the status quo and make recommendations for improvement.
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In addition, the municipality will be replacing the aged fleet over the next five years. In 2015/2016, we had a baseline of 15 016 HHs with an additional target of 10 000 for the garden waste service, and only 5 876 was achieved, which brings the total to 20 892. The department will maintain garden waste services to 20 892 in the 2016/2017 financial year.
Street cleaning service: Street cleaning was done by own and temporary personnel through the EPWP programme. About 100 temporary personnel were appointed for street cleaning.
Waste storage and disposal facilities: One additional waste transfer station was constructed at Ext 49. A feasibility study for the disposal facility in Hendrina was carried out, and funds were secured from the National Department of Environmental Affairs and the Municipal Infrastructure Grant (MIG) for the extension of the Middelburg landfill site with approximately 11 000 m2. The landfill site was extended with 11 000 m2 with MIG funding of R4.9 million; the work is expected to continue in the 2016/2017 financial year with an additional of 11 000 m2 by the Department of Environmental Affairs.
Awareness and waste minimization programmes: Twenty-five (25) awareness campaigns were made in the 2015/2016 financial year. One waste minimization project was done with the collaboration of the Department of Education, Mhluzi Buy-back Centre, and Coca-Cola Shanduka Beverages.
3.5. HOUSING
INTRODUCTION TO HOUSING
Steve Tshwete Local Municipality subscribes to the notion of integrated and sustainable human settlements. Therefore, the identification and acquisition of well-located land, adequate access to municipal services, and social and economic annuities including transport services, continued to be the key determinant to achieving high levels of integration and sustainable human settlements. The municipality was granted level 2 accreditation status, implying that the municipality is expected to perform level 1 accreditation functions, which entail beneficiary management, subsidy budget planning, and allocation. It is also expected to carry out level 2 accreditation functions, which entail full programme and project management, in addition to the level 1 accreditation functions. In the 2015/2016 financial year, no housing opportunities were allocated to qualifying beneficiaries. Further to the above, the intergovernmental framework that advocates cooperation and collaboration amongst the different spheres of government to deliver services due to the citizenry has been very critical to promoting efficient and effective housing delivery. As a result, the municipality has not experienced community upheavals related to housing notwithstanding the bothersome fact of the mismatch between housing delivery and housing demands.
T 3.5.2
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Percentage of Households with Access to Basic Housing
Year end Total Households (Including in Formal
and Informal Settlements)
Households in Formal Settlements
Percentage of HHs in Formal
Settlements
2012/2013 64 971 53 929 83%2013/2014 65 849 54 809 83.2%2014/2015 66 799 55 759 83.4%2015/2016 86 714 71 022 81.9%
T 3.5.2
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Housing Service Policy Objectives Taken From IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target
Actual
Target Actual Target
Service Indicators
*Previous Year
*Previous
Year *Current
Year
*Current Yea
r (i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To provide safety and security to human life To ensure effective coordination and implementation of housing provision
Number of consumers educated
2 000 545 2 000 3 000 1 196 4 000
To prevent illegal occupation of land
Number of notices issued
200 139
200 300 139 400
Number of illegal structures demolished
20 27 20 30 28 40
T 3.5.3
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Employees – Housing Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 04-6 1 2 1 1 507-9 5 5 5 0 010-12 20 22 21 1 513-15 0 0 0 0 016-18 0 0 0 0 019-20 0 0 0 0 0
Total 27 30 28 2 7
Financial Performance: Housing Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R8 095 221 R1 107 434 R1 107 434 R452 630 -145%
Expenditure:
Employees R8 927 309 R10 241 410 R10 197 543 R9 035 635 -13% Repairs and Maintenance R663 986 R844 080 R919 080 R730 963 -15%
Other R8 494 635 R3 434 900 R3 239 561 R1 682 456 -104%Total Operational Expenditure R18 085 931 R14 520 390 R14 356 184 R11 449 054 -27%Net Operational Expenditure R9 990 710 R13 412 956 R13 248 750 R10 996 423 -22%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual.
T 3.5.5
Capital Expenditure: Housing Services
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure %
Variance from
Adjusted Budget
Total Project Value
Total (All) R500 000 R520 000 R518 546 0%
REPLACE LDV R350 000 R370 000 R368 676 0% R370 000 PURCHASE MOTORBIKES X 6 R150 000 R150 000 R149 870 0% R150 000 Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate).
T 3.5.6
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COMMENT ON THE OVERALL PERFORMANCE OF HOUSING SERVICES
The Department of Housing Services managed its operating and capital budget in accordance with the provision made for the 2015/2016 financial year. It is envisaged that greater improvement will be noticed in view of the fact that a head of department (HOD) has been appointed.
T 3.5.7
3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT
INTRODUCTION TO FREE BASIC SERVICES AND INDIGENT SUPPORT
The purpose of the indigent policy is to implement the national initiative to improve the lives of indigents and to improve access to free basic services. The policy is aimed at providing a social safety net to relieve poverty within communities.
The indigent policy has three (3) parts, namely:
physical access to the municipal services;
functional and maintenance of services provided; and
access to services must be properly targeted.
The Council does not have a social welfare division to keep a register of and to evaluate all applications for indigent support. A control system linked to the demand for electricity current (circuit breaker size) must be operated and maintained. This means that all residential consumers for whom it is possible to receive electricity current limited to and controlled by a 20-amp circuit breaker qualify for the free services.
The following free basic services are provided to qualifying indigents:
50 kWh (units) of free basic electricity per month
10 kL of free water per month
100% rebate on assessment rates
the waste removal rate in respect of indigents, which will be fully discounted
the sewerage rate in respect of indigents, which will be fully discounted
T 3.6.1
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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
%
2013/2014
60 474
17 384 13 500 22% 17 384
29% 14 252
24% 16 977 28%
2014/2015
73 395
17 730 13 783 19% 17 730
24% 16 237
22% 17 286 24%
2015/2016
79 593
18 107 14 326 18% 18 107
23% 16 801
21% 17 642 22%
T 3.6.3
Financial Performance: Cost to Municipality of Free Basic Services Delivered
2015/2016
Services Delivered 2014/2015 2015/2016 Actual Budget Adjustment
Budget Actual Variance to
Budget
Water R5 421 419 R5 472 503 R6 609 300 R6 127 166 11%
Waste Water (Sanitation) R15 494 528 R16 475 820 R16 765 800 R15 367 781 -7%
Electricity R6 956 614 R7 605 000 R7 405 000 R6 820 578 -12%Waste Management (Solid Waste) R18 622 751 R18 932 949 R21 425 750 R19 638 234 4%
Total R46 495 312 R48 486 272 R52 205 850 R47 953 759 -1%
T 3.6.4
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Free Basic Service Policy Objectives Taken From IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous
Year *Current
Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) Provision of alternative support to low-income households that receive all free basic services
Number of indigent households
17 730 17 730 18 107 18 107 18 107 18 133
T 3.6.5
COMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT
The municipality has a self-managing indigent support system where indigent residents decide for themselves whether they will be able to manage with only a 20-amp electricity supply. The number of indigents grew during the year by 377 to 18 107 mainly due to the new Reconstruction Development Programme (RDP) develop areas. Indigent relief is annually provided from an equitable share to the amount of R46.5 million.
T 3.6.6
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COMPONENT B: ROAD TRANSPORT AND STORM WATER DRAINAGE
This component includes roads and waste water (storm water drainage).
3.7. ROADS
INTRODUCTION TO ROADS
The strategy is to ensure the provision of road infrastructure and storm water infrastructure while upgrading existing infrastructure in all new developments and existing areas as well as maintaining existing roads. The current baseline is at 69.94 km of new roads constructed through capital budget funding. Municipal funds are utilized for the construction of roads in middle- and high-income areas, while the MIG is utilised for construction of new roads in low-income areas. T 3.7.1
Gravel Road Infrastructure Kilometres
Total gravel
roads New gravel roads
constructed Gravel roads
upgraded to tar Gravel roads
graded/maintained
2013/2014 188.45 4 8.55 1602014/2015 182.201 22.662 10.25 158.82015/2016 174.64 0 7.56 186.77 T 3.7.2
Tarred Road Infrastructure
Kilometres
Total tarred roads
New tar roads
Existing tar roads re-tarred *(rebuild roads)
Existing tar roads re-sheeted
*(resealed roads)
Tar roads maintained
2013/2014 637.706 8.547 0.920 6.0 25
2014/2015 646.253 10.249 0.7 7.146
2015/2016 653.816 7.563 00 9.330 T 3.7.3
Cost of Construction/Maintenance
Gravel Tar
New Gravel – Tar Maintained New Reworked Maintained
2013/2014 R274 375 R43 970 857 R599 535 R43 970 857 R2 232 766 R6 500 000
2014/2015 R199 470 R55 816 680 R220 000 R55 816 680 R13 889
352 R8 500 000
2015/2016 R - R37 447 830 R812 220 R37 447 830 R - R9 400
000 T 3.7.4
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Road Service Policy Objectives Taken From IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To ensure provision of affordable and sustainable basic services by upgrading existing infrastructure and providing new infrastructure To ensure the provision of new roads and storm water infrastructure while upgrading existing infrastructure
kms of newly tarred roads constructed kms of new storm water systems constructed
12 km
4 km
11.159 km
5.903 km
12 km
4 km
13 km
5 km
7.563 km
3.963 km
15 km
5 km
kms of gravel roads graded and bladed 115 km 158.8 km 115 km 125 km 186.7 km 150 km
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Employees – Roads and Storm water Years 1 (2015) Year 0 (2016) Job Level Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 2 1 1 504-6 3 1 1 0 07-9 2 4 2 2 5010-12 7 11 9 2 1813-15 5 5 5 0 016-18 7 7 6 1 1419-20 60 60 55 5 8Total 85 90 79 11 12
Financial Performance: Road Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R46 323 523 R26 469 312 R24 096 334 R19 327 744 -37%
Expenditure:
Employees R13 562 785 R17 443 971 R16 407 181 R14 524 643 -20% Repairs and Maintenance R2 812 384 R3 834 518 R3 834 518 R3 348 189 -15%
Other R56 610 790 R63 565 059 R63 675 059 R57 300 954 -11%Total Operational Expenditure R72 985 960 R84 843 548 R83 916 758 R75 173 786 -13%Net Operational Expenditure R26 662 437 R58 374 236 R59 820 424 R55 846 042 -5%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.7.8
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Capital Expenditure: Road Services
Capital Projects
2015/2016
Budget Adjustment Budget
Actual Expenditure
% Variance
from Adjusted Budget
Total Project Value
Total (All) R45 760 000 R52 755 830 R53 015 762 0%
BRIDGES – UPGRADING (BMS) R400 000 R400 000 R398 909 0% R400 000ROADS NEW – AERORAND WES R8 000 000 R8 000 000 R7 999 133 0% R8 000 000PAVING & KERBS – MIDDELBURG R250 000 R250 000 R240 024 4% R250 000ROADS GENERAL – TAXI LAY-BYS R300 000 R300 000 R299 999 0% R300 000ROADS GENERAL – SLIPWAYS RIGHT TURN & INTERSECTION R6 500 000 R9 313 455 R9 313 372 0% R9 313 455ROADS RESEAL – MIDDELBURG/MHLUZI R8 400 000 R8 400 000 R8 391 352 0% R8 400 000EDGE BEAMS – PRIMARY/SECONDARY ROUTES R250 000 R250 000 R249 880 0% R250 000NEW EQUIPMENT ROADS R50 000 R50 000 R39 635 21% R50 000PAVING & KERBS – HENDRINA/KWAZA R200 000 R200 000 R195 435 2% R200 000ROADS NEW – HENDRINA R1 900 000 R1 900 000 R1 796 203 5% R1 900 000REPLACE EQUIPMENT R30 000 R30 000 R27 970 7% R30 000CONCRETE MIXER R25 000 R25 000 R 21 920 12% R25 000EQUIPMENT R20 000 R25 000 R19 770 21% R25 000NEW ROADS –KRANSPOORT R1 300 000 R1 300 000 R1 287 555 1% R1 300 000PAVING & KERBS – VILLAGES & RURAL R200 000 R200 000 R198 040 1% R200 000ASPHALT CUTTER R25 000 R25 000 R21 490 14% R25 000ROADS RESEAL – RURAL AND ESKOM TOWNS R1 000 000 R1 000 000 R999 727 0% R1 000 000ROAD NEW –PRESIDENTSRUS R1 500 000 R1 500 000 R1 500 000 0% R1 500 000PAVING & KERBS LOW-INCOME AREAS – EPWP R600 000 R600 000 R599 006 0% R600 000
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Capital Expenditure: Road Services
Capital Projects
2015/2016
Budget Adjustment Budget
Actual Expenditure
% Variance
from Adjusted Budget
Total Project Value
NEW ROADS & STORM WATER LOW-INCOME AREAS R14 000 000 R14 000 000 R13 037 486 7% R14 000 000REPLACEMENT OF KERB-INLETS – MIDDELBURG MHLUZI R300 000 R300 000 R282 311 6% R300 000PLANT & EQUIPMENT R10 000 R3 000 R2 504 17% R3 000SURVEY EQUIPMENT R300 000 R300 000 R231 104 23% R300 000REPLACEMENT OF KERB-INLETS – ESKOM TOWNS R200 000 R200 000 R199 960 0% R200 000ROADS, BRIDGES, AND STORM WATER – EXT 18 - R4 184 375 R5 662 977 -35% R4 184 375Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.7.9
COMMENT ON THE OVERALL PERFORMANCE OF ROADS
About 7.56 km of new roads in the MP313 area were constructed using municipal capital funds and MIG funds as per the forecast budget. The priority is to construct roads in newly developed areas such as Aerorand, Ext 18, Mhluzi Ext 2, Tokologo, Middelburg Ext 24, Rockdale, Hendrina, and Kwazamokuhle areas. Challenges arise from the influx of heavy vehicles using the internal roads for access to the main roads such as the N11 to Hendrina and Groblersdal and R555 Emalahleni to Stoffberg and R35 to Bethal and R104 to Belfast. An additional issue is the trucks passing through Hendrina to Ermelo, Carolina, and Bethal from provincial and national roads.
T 3.7.10
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3.8. TRANSPORT (LICENSING) SERVICES
INTRODUCTION TO TRANSPORT (LICENSING) SERVICES
The department acts as an agent for the Provincial Department of Public Works, Roads, and Transport for the registering and licensing of motor vehicles, application, testing, and issuing of drivers and learner’s licences and renewal of drivers’ licences. The turnaround time for the drivers’ and learners’ licences is still maintained at seven (7) days, while the turnaround time for the renewal of drivers’ licences is still one (1) day. Because of the increased number of people that are served, a need exists to extend the department.
2015/2016 LICENSING STATISTICS
Number of vehicles registered within the municipal areas 24 087 Number of vehicles licensed within the municipal areas 11 477 Number of applications processes for drivers’ licences 10 312 Number of drivers’ licences issued and converted 21 622 Number of learner’s licence applications processed 19 515 Number of learners’ licences issues 15 255 Number of vehicles tested for roadworthiness 1 808
T 3.23
Financial Performance: Transport (Licensing) Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R25 151 856 R24 182 070 R24 512 950 R26 610 275 9%
Expenditure:
Employees R14 291 790 R16 533 417 R15 903 553 R14 857 601 -11% Repairs and Maintenance R168 696 R217 030 R217 030 R170 282 -27%
Other R3 227 702 R4 554 490 R3 009 700 R1 550 040 -194%Total Operational Expenditure R17 688 188 R21 304 937 R19 130 283 R16 577 924 -29%Net Operational Expenditure -R7 463 668 -R2 877 133 -R5 382 667 -R10 032 351 71%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.8.5
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COMMENT ON THE PERFORMANCE OF TRANSPORT (LICENSING) SERVICES
The department had numerous challenges regarding the shortage of face-value documents, which led to poor service and unhappy customers. This has dented the image of the municipality, as the licensing department was considered one of the best performing departments within the municipality.
3.9. WASTE WATER (STORM WATER DRAINAGE)
INTRODUCTION TO STORM WATER DRAINAGE
Storm water drainage is installed with every new road constructed. For the 2015/2016 financial year, 3.83 km of new storm water drainage was installed. The storm water in low-income areas is funded by the MIG. Middle- and high-income areas are funded from the Council’s own capital budget. In the informal settlements, gravel V-drains are constructed as and when required.
T 3.9.1
Storm Water Infrastructure Kilometres
Total Storm water measures
New Storm water measures
Storm water measures upgraded
Storm water measures
maintained 2013/2014 26 5 0 6
2014/2015 35.55 5.8 0.6 202015/2016 39.37 3.83 0 35 T 3.9.2
Cost of Construction/Maintenance Storm Water Measures New Upgraded Maintained
2013/2014 R8 522 025 0 R220 0002014/2015 R7 951 530 0.6 R200 0002015/2016 R10 375 226 0 R300 000 T 3.9.3
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Storm Water Policy Objectives Taken From IDP Service Objectives Outline
Service Targets
2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To ensure provision of new roads and storm water infrastructure while upgrading existing infrastructure To ensure the provision of new roads and storm water infrastructure while upgrading existing infrastructure
Kilometers of storm water drainage systems constructed
4 5.5 4 5 3.83 5
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Capital Expenditure: Storm Water Services
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure %
Variance from
Adjusted Budget
Total Project Value
Total (All) R6 550 000 R6 550 000 R6 494 047 0.01
SURBSURFACE DRAINS – HENDRINA KWAZA R350 000 R350 000 R347 736 1% R350 000STORM WATER – AERORAND WES R2 000 000 R2 000 000 R1 997 491 0% R2 000 000STORM WATER –MIDDELBURG R1 000 000 R1 000 000 R999 169 0% R1 000 000STORM WATER – RAILWAY LINE R1 000 000 R1 000 000 R998 265 0% R1 000 000STORM WATER –KRANSPOORT R500 000 R500 000 R474 481 5% R500 000STORM WATER –HENDRINA R900 000 R900 000 R881 943 2% R900 000SUBSURFACE DRAINAGE –VILLAGES R300 000 R300 000 R294 962 2% R300 000STORM WATER – PRESIDENTSRUS R500 000 R500 000 R500 000 0% R500 000
COMMENT ON OVERALL PERFORMANCE OF STORM WATER DRAINAGE
The municipality has targeted 15 km of new storm water drainage for the five (5) financial years from 2012/2013. The installation of storm water drainage will be funded using the municipal capital budget, funds from the district municipality, and the MIG. There is still a challenge with a high backlog on storm water in the developed areas of the municipality.
T3.9.9
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COMPONENT C: PLANNING AND DEVELOPMENT
This component includes planning and local economic development.
INTRODUCTION TO PLANNING AND DEVELOPMENT
The economic base of this municipality is built mainly on mining, agriculture, manufacturing, and retail trade sectors respectively. These sectors are the major employers of the people living within this municipality. The municipality still owns tracts of land which can still be developed to address the demand for economic growth. The other existing opportunity is that the existing mines still have lifespans ranging between 5 and 30 years. However, the challenge is that the mining and manufacturing economies are not green development and contribute to unsustainable development. These economies contribute to carbon footprints, destruction of high-potential lands, and water and atmospheric pollution. The road networks are under serious pressure due to increasing traffic volumes owing to the continued economic development and population growth.
The concept of green buildings is not yet grasped by many public members; as such, there are only a few energy-efficient buildings. The huge initial costs of designing green buildings and retrofitting of energy-efficient equipment to the existing buildings are the main deterrents. As a result, the municipality, in partnership with ICLEI, has developed a Green Buildings Guidelines document which must still be adopted by Council. After the adoption of the document, a vigorous awareness campaign in this regard should be launched.
T 3.10
3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING
The main planning strategies for the municipality are as follows:
Regulation of land uses and building activities through enforcement of the Spatial Development Framework and the Steve Tshwete Town Planning Scheme, 2004, as well as the National Building Regulations and Building Standards Act No. 103 of 1977
Provision of residential, business, industrial, and institutional sites to address the demand by the community
Promotion of the correction of historically segregated spatial planning of settlements
Formalisation of informal settlements.
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In line with the aforementioned strategies, the following were achieved:
A process of establishing an integrated human settlement in order to address the demand for residential, business, institutional, industrial, educational, and recreational stands and the need for security of tenure for households of Newtown informal settlement in line with the Spatial Development Framework and Breaking New Ground Strategies was embarked on. All required specialist studies as part of the environmental impact assessment process were successfully conducted. The township layout was pegged and framed into a general plan and submitted to the Surveyor-General (SG) for approval.
Some 1 390 transgression notices were issued to discourage illegal building work and illegal land uses. This was followed by the submission and approval of 121 consent use applications in compliance with the issued transgression notices.
3.10.1
Detail Formalization of Townships Rezoning Built Environment
2014/2015 2015/2016 2014/2015 2015/2016 2014/2015 2015/2016Planning application received
0 1 34 54 1233 1529
Determination made in year of receipt
0 0 6 22 1184 1373
Determination made in following year
1 0 2 32 0 0
Applications withdrawn
0 0 0 1 12 117
Applications outstanding at year end
1 1 28 32 37 39
T 3.10.2
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Planning Policy Objectives Taken From IDP Service Objectives Outline Service
Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) To ensure coordinated rural and urban planning and development within MP313 area of jurisdiction in order to meet the needs of the communities in a sustainable manner
To ensure orderly spatial planning and sustainable development within the municipal area towards the integration of communities
Number of notices issued for illegal building activities
150 347
150 200 499 220
Number of notices issued for illegal land uses
150 173
150 100 292 100
Number of established townships - -
- 2 2 2
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Employees – Town Planning Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number) Vacancies (%)
0-3 2 2 2 0 04-6 2 3 2 1 337-9 8 9 8 1 1110-12 4 4 4 0 013-15 0 0 0 0 016-18 0 0 0 0 019-20 0 0 0 0 0
Total 16 18 16 2 11
Financial Performance: Planning Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R1 791 876 R4 073 097 R2 323 041 R17 854 762 77%
Expenditure:
Employees R5 585
350 R6 023
795 R6 312 547 R6 113 567 1% Repairs and Maintenance R4 813 R3 000 R3 000 R570 -426%
Other R3 658 447 R7 910 016 R7 127 238 R2 869 803 -176%Total Operational Expenditure R9 248 611 R13 936 811 R13 442 785 R8 983 940 -55%Net Operational Expenditure R7 456 735 R9 863 714 R11 119 744 -R8 870 822 211%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.10.5
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Capital Expenditure: Planning Services 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure %Variance
from adjusted budget
Total Project Value
Total (All) R150 000 R4 137 000 R20 339 055 -392%
TOWNSHIP DEVELOPMENT FOR NEWTOWN - R62 000 - 100% R62 000TOWNSHIP DEVELOPMENT FOR DENNESIG NORTH - R8 000 R7 922 1% R8 000TOWNSHIP DEVELOPMENT KWAZAMOKUHLE EXT 9 ON VAALBANK 177 I - R201 000 R102 950 49% R201 000TOWNSHIP DEVELOPMENT AT SOMAPHEPHA R150 000 R136 000 R90 183 34% R136 000PURHASE LAND FOR DOORNKOP RE-SETTLEMENT - R3 000 000 R3 000 000 0% R3 000 000PURCHASE LAND ROCKDALE - R730 000 R640 000 12% R730 000
DONATED LAND - - R798 000 100% -DONATED LAND – PROVINCIAL - - R15 700 000 100% -Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.10.6
COMMENT ON THE OVERALL PERFORMANCE OF PHYSICAL PLANNING
The five (5) capital projects are for the establishment of townships known as Newtown, Dennesig North, Rockdale North, Kwazamokuhle Ext 9, and Rockdale North Ext 1. The priority for the latter projects is for the creation of additional residential, business, institutional, and industrial stands in order to address the demand and contribute to the economic growth of the municipality.
The five-year targets for this section are as follows:
Establishment of six (6) integrated and sustainable human settlements
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Issuing of 700 notices for transgressing the National Building Regulations and Building Standards
Issuing 500 notices for transgressing the Steve Tshwete Town Planning Scheme, 2004
Purchasing 200 hectares of land for the establishment of integrated human settlements and creation of a conducive environment for economic growth to take place within the municipal area.
The budgetary provision for attaining the foregoing targets will be borne by the municipality. When needs are financial in nature, assistance including grants, will be sourced from the relevant government departments.
The achievements attained thus far are as follows:
Rockdale North Township and Dennesig North Township were registered.
Newtown Extension Township was pegged, and its general plan was lodged with the Office of the Surveyor-General after successful commissioning of specialist studies and an environmental impact assessment.
The Mpumalanga Department of Human Settlements agreed to purchase 557 hectares of land for the municipality. The municipality contributed R3 000 000 towards the purchasing of the land.
3.11. LOCAL ECONOMIC DEVELOPMENT
LOCAL ECONOMIC DEVELOPMENT
The municipality had an outdated LED strategy since 2006; to date, greater effort has been made to improve the situation. The final LED strategy was approved by Council in May 2016 with Council resolution number C29/05/2016. Various stakeholders have been consulted as a measure to develop a comprehensive LED strategy for 2016/2021. Before it was adopted by Council, part of the broader consultation on the draft LED strategy was that all stakeholders such as business chambers, e.g. the National African Federated Chamber of Commerce and Industry (NAFCOC), were consulted to allow business to lead the local economic development within MP313. A franchise expo was held in October 2015, an Undlwanondlebe round discussion with local business and stakeholders was also held in October 2015, and in February 2016, the Township Economic Summit was held. A number of employment opportunities had increased due to the opening of Alzu Shopping Centre with an additional 50 job opportunities created. The municipality, through partnership with mining houses (South 32), is supporting small, medium and micro enterprise (SMME) development by opening a one-shop stop at Adelaide Tambo MPCC.
T 3.11.1
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Economic Activity by Sector
Sector 2013/2014 2014/2015 2015/2016 Agriculture, forestry, and fishing
Installation of hydroponic structures
Mining and quarrying
Manufacturing Expansion of the Volvo Babcock plant Wholesale and retail trade
Mhluzi Mall Middelburg Mall
Expansion of Middelburg Mall Expansion of the Eastdene complex
Finance & property Expansion of MidMed Hospital
Government, community, and social services
- Investment Summit - Investor Breakfast - Investor Symposium - LED Strategy Draft adoption
- Franchise Expo LED Roundtable discussion - LED Strategy approval - Township Economy and Industries - Job Skills Summit - Skills Audit and Profiling
Infrastructure services
Node D for Industrial development incorporated in spatial planning, establishment of industrial stands in Hendrina
Hydroponic structures in Mhluzi, Ext 24, and Magasyn
Expansion of the tourism centre Upgrade of facilities of the Little Elephant 160 industrial stands acquired
T 3.11.2
Economic Employment by Sector Jobs
Sector 2013/2014 2014/2015 2015/2016
No. No. No. Wholesale and retail trade 1 400 350 50Government, community, and social services 1 000 1 000 1 003Total 2 400 1 350 1053
T 3.11.3
Jobs Created during 2014/2015 by LED Initiatives (Excluding EPWP Projects) Total Jobs
Created/Top 3 Initiatives
Jobs Created Jobs Lost/Displaced
by Other Initiatives
Net Total Jobs Created
in Year
Method of Validating Jobs Created/Lost
No. No. No.
Total (all initiatives) 2013/2014 1 152 60 1 092 Work/payroll register 2014/2015 1 092 126 966 Work/payroll register 2015/2016 1 003 0 1 003 Work/payroll register
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Job Creation through EPWP* Projects
Details
EPWP Projects Jobs Created through EPWP
Projects No. No.
2013/2014 226
2014/2015 2422015/2016 631*Extended Public Works Programme T 3.11.6
COMMENT ON LOCAL JOB OPPORTUNITIES
Community-based Programme:
About 1 003 CWP participants were on the programme throughout the year. This programme is meant to provide a safety net for underprivileged families. The programme focuses on the following sectors: agriculture, social and welfare, environment, and infrastructure services.
The continuous support of street trading is managed by making sure that the correct infrastructure is provided for street traders. Street traders within the municipal boundaries are supported and categorised in terms of seasonal and all-year-round street trading. There are 61 seasonal hawkers, 27 monthly rental hawkers at Van Calder, and 412 yearly rental hawkers in different areas (Komati – 8, Hendrina – 63, Middelburg – 275, Mhluzi – 62, and Ext 24 – 4).
T 3.11.4
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Local Economic Development Policy Objectives Taken From IDP Service Objectives
Outline Service Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current
Year (i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To contribute towards a better life for society by coordinating sustainable, social, and economic developmental programmes To create a conducive environment for business investment and growth for job creation
Number of LED related summits coordinated
2 4 2 2 4 2
Number of skills development programmes coordinated 1 5 1 1 3
1
Development of LED strategy
Number of FET jobs created to improve the level of employment 298 242 298 450 69.5
604
Number of participants recruited in Community Work Programme 1 050 966 1 050 1 100 1 003
1150
To contribute towards a better life for the community by coordinating sustainable socio-economic development programmes
Number of LED structures that are established online with the LED strategy
5 Working Committees
4 Working Committees
5 Working Committees
1 LED Stakeholders
Forum
2 Stakeholders
Forums
1 LED Technical
Committee T 3.11.7
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Employees – LED
Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 04-6 0 0 0 0 07-9 0 0 0 0 010-12 0 0 0 0 013-15 0 0 0 0 016-18 0 0 0 0 019-20 0 0 0 0 0
Total 1 1 1 0 0
Financial Performance: Local Economic Development Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance to
Budget
Total Operational Revenue - R2 000 000 R533 506 R242 200 -726%
Expenditure:
Employees R157 689 R543 312 R575 304 R544 274 0% Repairs and Maintenance - - - - 0%
Other R626 811 R692 658 R1 091 962 R677 287 -2%Total Operational Expenditure R784 500 R1 235 970 R1 667 266 R1 221 561 -1%Net Operational Expenditure R784 500 -R764 030 R1 133 760 R979 361 178%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.11.9
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Capital Expenditure: Economic Development
Services 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure Variance
from Original Budget
Total Project Value
Total (All) R1 500 R1 500 - 100%
OFFICE FURNITURE & EQUIPMENT R1 500 R1 500 - 100% R1 500Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.11.10
COMMENT ON THE PERFORMANCE OF LOCAL ECONOMIC DEVELOPMENT
EPWP and CWP have contributed positively in maintaining a safety net for the poor communities and alleviating poverty where it matters the most. About 242 full-time equivalent jobs were created through our LED initiative while the CWP has maintained and training of all the participants. To date, about 1003 participants are still active with some minimal challenges absenteeism from time to time. The tendencies of absenteeism is crippling the programme and through the Local Reference Committee (LRC), a resolution was taken to recruit more participants who will stay on the waiting list to avert the problem of none expenditure due to absenteeism.
COMPONENT D: COMMUNITY AND SOCIAL SERVICES
This component includes libraries and archives, art museums and galleries, community halls, cemeteries and crematoriums, childcare, aged care, social programmes, and theatres.
INTRODUCTION TO COMMUNITY AND SOCIAL SERVICES
Community services is responsible for the following units: traffic, security and safety, waste and environmental management, housing, and fire and rescue services. The main role is to ensure road safety for all members of the public at all times. It is also to ensure security of all municipality facilities/assets, personnel, and the members of the public.
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Waste and Environmental Management services provides the community with waste removal for households and businesses/industries, garden refuse collection, clearing of streets, and illegal dumping sites. Additional to the aforementioned services, the department is also responsible for waste disposal sites, which includes the main landfill site in Middelburg and the transfer stations in Somaphepha, Doornkop, Rietkuil, Komati, Hendrina, Dennesig, Rockdale, and Ext 49 in Middelburg constructed as multi-year projects to date. Currently, the Sikhululiwe Transfer Station is still under construction.
The municipality is responsible for housing services whereby we coordinate the function with the support of the province and provide the project management function. The municipality has a level 2 accreditation.
3.12(A). LIBRARIES
INTRODUCTION TO LIBRARIES FACILITIES
The library operates with the mission of providing comprehensive resources and services in support of the research, and teaching and learning needs of the community. The libraries’ top 3 priorities are the following:
Visiting schools in rural areas: Services were taken to schools that are in rural/remote areas, that were previously disadvantaged, and that did not have school libraries. Schools were assisted with the establishment of functioning libraries. The library liaised with relevant stakeholders to donate containers that can be used as libraries. This further involves communities that have no access to libraries at all. Because of the information provided to schools, the matric pass rate has increased, especially at schools that did not previously have library services
Visiting Old Age Homes and conducting home visits to render library services to senior
citizens in the municipality. Running marketing campaigns in the community to make the public aware of the
services rendered by libraries and providing information based on community needs. After every campaign, questionnaires were designed to evaluate performance, as to whether expectations were realised. Our campaigns are structured in such a manner that they are rolled out in different areas in the municipality.
Supporting the Cultural and Creative Industries Federation of South Africa (CCIFSA)
events: The CCIFSA event was officially launched during the 2015/2016 financial year. The purpose was to support the artistic community within the MP313 to be their own architects in taking their future into their own hands. This translated into active citizens who will be agents of the change they want to see.
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Libraries Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To visit schools within the MP313 area to render library services
Assisting as many schools as possible and improve usage of library material
80 100 80 80 84 80
To visit Old Age Homes Rendering library services to senior citizens
144 145 144 161 161 144
To run marketing campaigns
Making the community aware of the services offered and instilling a reading culture in the community
8 8 4 4 4 4
To put up displays for monthly awareness
Putting up displays for monthly awareness in current issues and themes
360 386 360 431 431 132
To support quarterly CCIFSA events
Supporting artists in being self-sufficient and well developed
New Indicator
New Indicator
New Indicator
4 4 4
To monitor the running of the Special Library at the Middelburg Centre of Excellence
Ensuring that the library is fully functional and utilised
New Indicator
New Indicator
New Indicator
12 12 12
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Employee – Cultural Services (Library) Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 04-6 0 0 0 0 07-9 4 4 4 0 010-12 28 29 29 0 013-15 1 1 0 1 10016-18 0 0 0 0 019-20 2 2 2 0 0
Total 36 37 36 1 3
Financial Performance: Libraries, Archives, Museums, Galleries, Community Facilities, and
Others
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R98 898 R95 645 R90 445 R128 255 25%
Expenditure:
Employees R7 473 634 R8 374 442 R8 333 240 R8 168 132 -3% Repairs and Maintenance R411 432 R386 170 R429 182 R397 519 3%
Other R2 698 319 R3 833 011 R2 626 873 R2 058 197 -86%Total Operational Expenditure R10 583 385 R12 593 623 R11 389 295 R10 623 848 -19%Net Operational Expenditure R10 484 486 R12 497 978 R11 298 850 R10 495 593 -19%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.12.5
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Capital Expenditure: Libraries, Archives, Museums, Galleries, Community Facilities, and Others 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure Variance
from Original Budget
Total Project Value
Total (All) R670 000 R715 000 R630 084 11.9%
PURCHASE BOOKS R440 000 R440 000 R345 030 21.6% R440 000
FURNITURE R80 000 R80 000 R69 601 13.0% R80 000UPGRADE AND INSTALL NEW AIR CONDITIONERS R150 000 R135 000 R130 020 3.7% R135 000UBLUTION FACILITIES (TOILETS) - R60 000 R56 433 5.9% R60 000
PORTRAIT - - R29 000 100% -Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.12.6
COMMENT ON THE PERFORMANCE OF LIBRARIES
In the 2015/2016 financial year, there has been an increase in the number of people visiting the library and making use of library facilities in the MP313 area.
The library marketing campaigns that were launched had a positive impact in terms of how the community views libraries and how library services are rendered. Outreach programmes were run throughout the year, thus enhancing the effective and efficient library services that are provided to the community.
The CCIFSA was launched during the 2015/2016 financial year. Its role is to advocate and promote the cultural diversity and heritage within the municipality.
The allocated budget has been utilised to its maximum, ensuring that the vision of the municipality is accomplished.
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3.12(B). MUNICIPAL BUILDINGS
INTRODUCTION TO MUNICIPAL BUILDINGS
This department is responsible for the planning and provision of new municipal buildings, maintenance, and cleaning of various structures. These include pay points, libraries, community halls, municipal offices, service centres, Thusong centres, dumping site offices, public ablutions and taxi ranks, flats, and other leased municipal buildings.
The strategies of this department are as follows:
Implementing programmes to upgrade existing municipal buildings and facilities
Constructing new facilities for enhanced service delivery
Constructing facilities closer to the communities
Installing and implementing security measures that minimise vandalism and theft at municipal buildings
Raising awareness of energy saving for users of municipal buildings
Ensuring continuous usage of green materials for energy-saving retrofits on new and existing buildings
The service delivery priorities are to interact smoothly with the community and other departments without disturbance to ensure accurate implementation of planning and maintenance of municipal buildings while adhering to the National Building Regulations Act.
T 3.12.1
SERVICE STATISTICS OFFICES, CLINIC BUILDINGS, LIBRARIES, SPORT BUILDINGS, PAY POINTS, LEASED BUILDINGS, AND COMMUNITY HALLS
11 Pay points 10 Libraries 7 Community halls 5 Municipal offices 2 Service centres 3 Thusong Centres 1 Dumping site office and 4 mini-site offices Approximately 230 flats and other leased municipal buildings
T 3.12.2
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Municipal Buildings Other Policy Objectives Taken From IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target Service Indicators
*Previous Year
*Previous Year *Current Year
*Current Year (viii)
(i) (ii) (iii) (iv) (v) (vi) (vii) To create new facilities while upgrading existing ones to be easily accessible and suitable for community needs
Number of new municipal buildings and facilities constructed
1 new accessible municipal building completed by June 2015 (Doornkop)
1 new accessible municipal building completed by June 2015 (Doornkop)
1 new accessible municipal building completed by June 2015 (Doornkop)
Phase 1 of Sikhululiwe Thusong Centre completed and planning of Somaphepha Thusong Centre by June 2016
Phase 1 of Sikhululiwe Thusong Centre completed and planning of Somaphepha Thusong Centre by June 2016
Detailed designs of the multi-modal taxi rank and Sikhululiwe Thusong Centre completed by June 2017
Number of municipal building facilities upgraded.
5 buildings and facilities upgraded
5 buildings and facilities upgraded
5 buildings and facilities upgraded
3 buildings and facilities upgraded
3 buildings and facilities upgraded
3 buildings and facilities upgraded
To promote the construction of green buildings that minimise wastage of scarce resources, thus ensuring a low carbon footprint
Number of green materials and products for construction of new and existing buildings
Installation of 9 energy-saving heat pumps, 78 water restrictors, and 30 shower roses for water conservation
Installation of 9 energy-saving heat pumps, 78 water restrictors, and 30 shower roses for water conservation
Installation of 9 energy-saving heat pumps, 78 water restrictors, and 30 shower roses for water conservation
Installation of 13 energy-saving heat pumps, 50 water restrictors, and 20 shower roses for water conservation
Installation of 13 energy-saving heat pumps, 50 water restrictors, and 20 shower roses for water conservation
Installation of 13 energy-saving heat pumps, 50 water restrictors, and 20 shower roses for water conservation
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Employees – Building and Fleet Management
Years 1
(2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 3 1 2 674-6 2 2 2 0 07-9 3 3 3 0 010-12 4 4 4 0 013-15 1 1 1 0 016-18 0 0 0 0 0
19-20 71 72 72 0 0
Total 82 85 83 2 2
Financial Performance: Municipal Buildings and Others 2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance to
Budget
Total Operational Revenue R18 424 626 R20 636 776 R1 790 557 R2 502 132 -725%
Expenditure:
Employees R13 299 358 R14 499 449 R14 938 535 R14 702 854 1% Repairs and Maintenance R3 101 708 R3 208 266 R3 462 392 R3 411 294 6%
Other R20 554 350 R24 724 026 R24 425 447 R15 020 675 -65%Total Operational Expenditure R36 955 416 R42 431 741 R42 826 374 R33 134 823 -28%Net Operational Expenditure R18 530 790 R21 794 965 R41 035 817 R30 632 691 29%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.22.5
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Capital Expenditure Year 0: Municipal Buildings and Others
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure % Variance
from Adjusted Budget
Total Project Value
Total (All) R6 896 500 R12 827 506 R9 111 720 29%
UPGRADE OLD AGE FLATS R400 000 R400 000 R383 425 4% R400 000UPGRADE BUILDINGS: AIR CONDITIONERS – CIVIC CENTRE R100 000 R100 000 R96 020 4% R100 000REPLACE FENCING AIRFIELD R1 500 000 R1 500 000 R1 410 200 6% R1 500 000PURCHASE TOOLS R100 000 R100 000 R87 639 12% R100 000UPGRADE ACCESS CONTROL – CIVIC CENTRE R250 000 R2 849 984 R1 622 993 43% R2 849 984UPGRADING OF SERVICE CENTRE R600 000 R600 000 R589 386 2% R600 000
CAMERA R6 500 R6 500 R6 426 1% R6 500UPGRADE BUILDINGS: AIRCONDITIONERS R30 000 R25 000 R24 020 4% R25 000UPGRADING OF MHLUZI OFFICES R300 000 R300 000 R277 356 8% R300 000FENCING AT MUNICIPAL SERVICES CENTER: MIDDELBURG R260 000 R260 000 R255 000 2% R260 000CONSTRUCTION OF CARPORTS AT SERVICE CENTRE R250 000 R399 984 R360 363 10% R399 984ENERGY-EFFICIENT RETROFITS R280 000 R280 000 R262 156 6% R280 000
GENERATORS R1 000 000 R780 000 R775 760 1% R780 000UPGRADING OF ELECTRICITY AT CIVIC CENTRE - R2 991 570 R208 508 93% R2 991 570CONSTRUCTION OF CARPORTS AT - R194 468 R136 204 30% R194 468
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Capital Expenditure Year 0: Municipal Buildings and Others
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure % Variance
from Adjusted Budget
Total Project Value
HENDRINA WORKSHOP UPGRADE THEMBA MASANGO BUILDING R200 000 R200 000 R196 830 2% R200 000CONSTRUCTION OF PUBLIC ABLUTION FACILITIES R570 000 R570 000 R53 180 91% R570 000UPGRADE ACCESS TO MUNICIPAL BUILDINGS R150 000 R150 000 R22 891 85% R150 000REPLACE ROOFING AT SERVICE CENTRE R300 000 R300 000 R289 057 4% R300 000STORM WATER MANAGEMENT ON MUNICIPAL BUILDINGS R300 000 R300 000 R295 646 1% R300 000REPLACE ROOFING MHLUZI HEDC R300 000 R300 000 R264 253 12% R300 000UPGRADE OF OFFICES AND SECURITY - R180 000 R153 110 15% R180 000REFURBISH CRAFTERS MARKET STALLS - - R1 272 292 100% -DROP SAFE LICENCING - R40 000 R69 005 -73% R40 000Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.22.6
COMMENT ON THE PERFORMANCE OF MUNICIPAL BUILDINGS
The Municipal Building Services reached the targeted performance as indicated in the SDBIP and Departmental Performance Plan of the said financial years.
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3.13. CEMETERIES AND CREMATORIUMS
INTRODUCTION TO CEMETERIES AND CREMATORIUMS
Currently, eight (8) cemeteries are maintained in Middelburg area and three in Hendrina and Kwazamokuhle. The community in the rest of the incorporated areas in the Steve Tshwete Local Municipality area utilises the cemeteries in the nearest vicinity.
The service delivery priorities are to provide and maintain cemeteries, to continuously update and keep record of cemetery registers – now captured on electronic database, and to plan and develop future cemeteries to ensure that sufficient space is available. Another priority is to maintain and upgrade the existing equipment, vehicles, system, and procedures to ensure a quality service to the community.
The foregoing priorities were met through maintaining all cemeteries by cutting grass, removal of weeds, and planting of trees. The database is kept up to date, and the cemetery registers are updated regularly. Areas were identified where possible suitable land will be used to develop new cemeteries all over the MP313 area to bring the facilities closer to communities. The vehicles and machinery were maintained and repaired where necessary. EPWP projects were introduced to clean cemeteries, and through that, local people received an income and cemeteries were cleaned.
SERVICE STATISTICS FOR CEMETERIES AND CREMATORIUMS
Number of Burials
Phumolong 714 Fontein 195
Nasaret 135 Voortrekker 7 Hendrina/Kwaza 296 Avalon and Crossroads 5
T 3.13.2
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Cemeteries and Crematoriums Policy Objectives Taken From IDP
Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs
Number of cemeteries upgraded or developed
New fence erected in 3 cemeteries
720 m of fence erected
New fence erected in 3 cemeteries
0 N/A 0
To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs
Number of cemeteries upgraded or developed
New roads in 2 cemeteries
460 m = 1 840 m2 of roads done
New roads in 2 cemeteries
0 N/A 0
To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs
Number of cemeteries upgraded or developed
4 cemetery upgrading projects implemented by June 2015
5 cemetery upgrading projects completed
4 cemetery upgrading projects implemented by June 2015
4 cemetery upgrading projects implemented by June 2016
5 cemetery upgrading projects implemented by June 2016
4 cemetery upgrading projects implemented by June 2017
Specialized studies (Geotech and Geohydrological) conducted on 1 parcel of land identified by June 2016
Specialized studies (Geotech and Geohydrological) conducted on 2 parcels of land identified by June 2016
1 new cemetery developed and operating by 2017 (Pullenshope)
T 3.13.3
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Employees – Cemeteries
Years 1
(2015) Year 0 (2016) Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 0 0 0 0 04-6 0 0 0 0 07-9 0 0 0 0 010-12 1 1 1 0 013-15 1 1 1 0 016-18 2 2 2 0 019-20 15 15 14 1 7Total 19 19 18 1 5
Financial Performance: Cemeteries and Crematoriums
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustmen
t Budget
Actual Variance to
Budget Total Operational Revenue
R412 494
R2 921 140
R2 921 140
R2 689 617 -9%
Expenditure:
Employees R2 792
927 R3 360
034 R3 181
515 R3 153
908 -7% Repairs and Maintenance
R158 368
R174 055
R296 300 R260 009 33%
Other R2 443
095 R3 115
160 R3 053
669 R2 818
841 -11%Total Operational Expenditure
R5 394 390
R6 649 249
R6 531 484
R6 232 759 -7%
Net Operational Expenditure
R4 981 897
R3 728 109
R3 610 344
R3 543 142 -5%
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.13.5
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Capital Expenditure: Cemeteries and Crematoriums 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure Variance
from Original Budget
Total Project Value
Total (All) R4 830 000 R4 920 000 R4 530 931 8% EXPANSION – FONTEIN CEMETERIES R800 000 R800 000 R799 995 0% R800 000 DEVELOP CEMETERIES – RURAL/LOW-INCOME AREAS R2 500 000 R2 500 000 R2 239 050 10% R2 500 000 RENOVATION OF CEMETERY BUILDING – BHIMY DAMANE STREET R400 000 R400 000 R318 650 20% R400 000 EXPANSION – PHUMOLONG CEMETERY R450 000 R450 000 R449 933 0% R450 000 UPGRADE NAZARETH OLD CEMETERY R500 000 R500 000 R453 758 9% R500 000 UPGRADE LIGHTING AT CEMETERIES R180 000 R270 000 R269 545 0% R270 000 Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.13.6
COMMENT ON THE OVERALL PERFORMANCE OF CEMETERIES AND CREMATORIUMS
Priority was given to the development of new cemeteries and the maintenance of existing cemeteries according to the IDP and available allocated budgets. The targets set in the five-year IDP schedule will be met provided that the budget allocations are approved and suitable land is available for future development. Current variances on budgets are caused by savings or value-added tax (VAT) not claimed back from the South Africa Revenue Service.
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3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES
INTRODUCTION TO SPECIAL PROGRAMMES
The Gender and Social Development Unit aims to ensure effective and efficient management of institutional mechanisms for social and economic empowerment, equalization of opportunities, and access to resources for various individuals. These include women, children, persons with disabilities, elderly persons, and those affected and infected by HIV and AIDS issues. The aim of the programmes is to work with and strengthen collaboration with relevant departments, the private sector, labour, and civil society in mainstreaming issues related to the targeted groups at Steve Tshwete Local Municipality.
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Childcare, Aged Care, and Social Programmes Policy Objectives Taken from IDP
Service Objectives Outline Service Targets 2014/2015 2015/2016 2015/2016 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year
*Previous Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) Service Objective
To contribute towards improving quality of life through integrated services for children, women, persons with disabilities, the elderly, and persons living with HIV and AIDS
Number of activities initiated to develop guidelines for the Mainstreaming of Special Programmes adopted by the Council and implemented
3 4 3 1 2 2
Number of activities initiated to develop the HIV and AIDS Strategy for 2012-2016 adopted by the Council and implemented 3 4 3 3 2 2
To initiate programmes directed at combating crimes, substance abuse, and social decay of youth
Number of social programmes initiated and implemented to address the well-being of youth 5 11 5 18 5 5
To address the needs and challenges of young men and women by accommodating their specific issues relating to youth development
Number of programmes created to assist youth in improving their livelihoods 4 8 4 4 9 4
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Employees – Childcare, Aged care, and Social Programmes Years 1 (2015) Year 0 (2016) Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 04-6 1 0 0 0 07-9 0 1 1 0 010-12 0 0 0 0 013-15 0 0 0 0 016-18 0 0 0 0 019-20 0 0 0 0 0Total 2 2 2 0 0
Financial Performance: Childcare, Aged Care, and Social Programmes
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue - - - - 0%
Expenditure:
Employees R452 669 R846
478 R861
168 R865
648 2% Repairs and Maintenance - - - - 0%
Other R1 909
608 R2 331
011 R2 385
510 R2 200
766 -6%Total Operational Expenditure
R2 362 277
R3 177 489
R3 246 678
R3 066 414 -4%
Net Operational Expenditure
R2 362 277
R3 177 489
R3 246 678
R3 066 414 -4%
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.14.5
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COMMENT ON THE PERFORMANCE OF CHILDCARE, AGED CARE, AND SOCIAL PROGRAMMES
In as far as planning and performance for special programmes is concerned, the municipality is improving, although it is faced with various challenges developing as a result of migration for employment opportunities, which does not single out social issues. This includes issues such as poverty, unemployment and inequality, the issue of substance abuse escalating, high prevalence of HIV/AIDS, and vulnerable and orphaned children. Community Survey 2016 indicators show increasing poverty and increasing population of children between the ages of 0 to 9 as well as the youth of Steve Tshwete Local Municipality. Nevertheless, the collective responsibility of the local municipality, stakeholders, and civil society will focus on providing services for the special groups through the War Rooms entailed in the Operation Vuka Sisebente and other stakeholder forums.
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3.15. YOUTH DEVELOPMENT
INTRODUCTION TO YOUTH DEVELOPMENT
Youth development is the ongoing growth process in which all young people are engaged in attempting to:
meet their basic personal and social needs to be safe, feel cared for, valued, useful, and spiritually grounded;
build their skills, talent, and competencies that allow them to function and contribute in their daily lives; and
provide guidance on educational, economic, cultural, and sports development.
Youth development also refers to engaging young women and men in developmental activities as participants in decision-making processes and as beneficiaries. The target youth as per the National Youth Policy is young people between the ages of 14 and 35, and these young people are in schools while the others are out of school.
In addressing youth development, the municipality is focusing on the following areas:
Education and skills development
Health and well-being
Sports and recreation
Economic development
Moral regeneration
Based on the above-mentioned focus areas, the municipality has hosted an annual career expo that attracted close to 3 000 students within the STLM area. Secondly, through private-public partnership, we are awarding bursaries on an annual basis to well-deserving students who come from previously disadvantaged communities. Thus far, we have awarded 15 students with bursaries in the 2013/2014 financial year.
In partnership with social development, the municipality has three youth development centers: one in Doornkop, in Mhulzi, and the other one in Hendrina. We also have a youth advisory centre in Mhluzi. These centres provide young people with the following assistance:
Career guidance through one-on-one sessions and also visiting schools
Online job application and bursary application
Job preparedness workshops
Entrepreneurship development workshop (expo)
Life skills
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Youth Management Policy Objectives Taken from IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators
*Previous Year *Previous Year *Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) Initiate programmes
directed at combating crime, substance abuse, and social decay
5 11 5 5 11 5
Address the need and challenges of youth in education and skills development
4 8 4 4 9 4
T 3.15.3
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Employees – Youth Affairs Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number) Vacancies (%)
0-3 1 1 1 0 04-6 0 0 0 0 07-9 1 1 1 0 010-12 2 2 2 0 013-15 0 0 0 0 016-18 0 0 0 0 019-20 0 0 0 0 0
Total 4 4 4 0 0
Financial Performance: Youth Management 2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance to
Budget
Total Operational Revenue - - - - 0%
Expenditure:
Employees R2 234
466R2 603
871 R2 445 881 R2 052 276 -27%
Repairs and Maintenance - - - - 0%
Other R754 450 R964 435 R744 562 R499 242 -93%Total Operational Expenditure
R2 988 917
R3 568 306 R3 190 443 R2 551 517 -40%
Net Operational Expenditure R2 988
917R3 568
306 R3 190 443 R2 551 517 -40%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.15.5
COMMENT ON OVERALL PERFORMANCE OF YOUTH MANAGEMENT
The overall performance of the Youth Management Unit in the 2015/2016 financial year was impressive. The unit managed to achieve the following: hosted annual career expos together with our partners; 3 000 students attended the expos; 40 young people were placed on the NYS Public Works Learnership Programme; and there were election dialogues in Mhluzi and Nkangala FET. Additionally, Business Outreaches were set up to inform and educate SMMEs on the Central Supplier Database in Hendrina, Mhluzi, and Somaphepha Village; the annual Mayors Cup was held with the sport council and federations, with the introduction of relay; and a capacity workshop was held on how to apply for funding at NYDA – with 60 young people attending the workshop. One of the challenges that remain pertinent within our municipality is the high rate of unemployment amongst young people, substance abuse, the infection of HIV/AIDS, and crime. Partnership with external stakeholders is the only way maximum participation and impact is made in youths’ lives.
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COMPONENT E: ENVIRONMENTAL PROTECTION
3.16. POLLUTION CONTROL
INTRODUCTION TO ENVIRONMENTAL PROTECTION
The new organizational structure approved by Council incorporated the Environmental and Solid Waste department within the Community Services Directorate as stipulated in the Environmental Management Policy. Environmental health practitioners perform the majority of the environmental management functions.
Air quality monitoring and noise control
The municipality has two monitoring stations at Mhluzi and Columbus respectively. Columbus Station is not functional, as all analyzers are damaged and after assessment of the analysers, one of the analysers was rendered redundant because it cannot be fixed. One of the analysers need to be fixed during the 2016/2017 financial year. Mhluzi Station has been revamped, and four analyzers (PM10, SO2, NOX and O3) were installed. Noise pollution complaints are investigated, and offenders are served with notice.
Pollution control activities
• Thirty-one (31) environmental awareness campaigns were conducted throughout the
municipality.
• Integrated environmental management meetings: draft terms of references were
formulated. The plan to revive the forum is in place, and terms of reference will be
submitted to Council.
• Twenty-four (24) students were provided with practical training.
• Thirty (30) air pollution-related complaints were investigated and notices issued for
non-compliance.
• Sewerage water samples were collected for bacteriological (65) and chemical (94)
analysis.
SERVICE STATISTICS FOR POLLUTION CONTROL
Water readings 99 Air purity readings 75 Environmental awareness campaigns 12 Training of students 100
T 3.15.2
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Pollution Control Policy Objectives Taken from IDP Service Objectives Outline Service
Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual
Service Indicators
*Previous
Year
*Previous
Year *Current
Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To create a safe and healthy environment
Number of water samples collected for water quality
2 400 2 214 2 400 2 465 3 600 4 800
COMMENT ON THE PERFORMANCE OF POLLUTION CONTROL
Vehicle emission testing was not achieved due to shortage of personnel. Integrated Environmental Management Forum was not achieved due to lack of commitment from stakeholders. For the 2015/2016 financial year, Mhluzi monitoring station will be operational, and results will be available. Streams will be monitored on a quarterly basis.
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COMPONENT F: HEALTH
3.17. HEALTH INSPECTIONS
INTRODUCTION TO HEALTH INSPECTIONS: FOOD LICENSING AND INSPECTIONS
The priorities of the health services section are to ensure a safe and healthy environment for the community through the following:
Inspection of food premises, public facilities, and day-care centres
Investigation of complaints and addressing nuisance control T 3.19.1
SERVICE STATISTICS FOR HEALTH INSPECTIONS
• All premises licensed to sell tobacco have been inspected for compliance with
tobacco legislation.
• Two thousand hundred and fourteen (2 114) drinking water samples were collected
for quality testing in accordance with SANS 241 standards.
• Eight hundred and twenty-three (823) formal and informal food premises were
inspected to ensure that minimum health standards are complied with.
• All complaints regarding vector and rodents infestation were investigated, and all
nuisances were removed.
• With a view to improving food safety, 12 training sessions with food handlers, i.e.
street vendors and caterers, were conducted.
• Seventy-five (75) day-care centres were inspected and provided with certificates of
compliance with Health and National Building Regulations.
• All complaints received were attended to, and when necessary, notices were issued.
• All building plans received were scrutinised and approved.
• Fifteen (15) pauper burials were done.
• Thirty-four (34) cases of communicable disease was reported and investigated.
• Ninety-three (93) milk samples were collected and analysed.
• Twelve thousand (12 000) people were educated on environmental-related issues
through awareness and campaigns.
T 3.19.2
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Health inspections Policy Objectives Taken From IDP Service Objectives Outline Service
Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual*Current
Year Service Indicators
*Previous Year
*Previous
Year *Current
Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) Service Objective xxx
Food premises inspection 600 500 638 500 600 823 600
Training of food handler 12 12 14 12 12 12 12
Day-care centre inspection 60 55 63 55 60 75 60
Complaints attended 100 100 100 100 100 100 100
Pest control and nuisance 100 100 100 100 100 100 100
Tobacco control 100 100 100 100 100 100 100
Financial Performance: Health Inspection, and
Others 2015/2016
Details 2014/2015 2015/2016
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R294 099 R299 700 R299 700 R491 561 39%
Expenditure:
Employees R1 743 591R2 342
148 R2 748 950R2 327
429 -1%
Repairs and Maintenance R339 809 R397 200 R407 200 R265 707 -49%
Other R1 405 464R1 947
089 R2 036 265R2 404
350 19%Total Operational Expenditure R3 488 864
R4 686 437 R5 192 415
R4 997 486 6%
Net Operational Expenditure R3 194 765R4 386
737 R4 892 715R4 505
925 3%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.19.5
COMMENT ON THE PERFORMANCE OF HEALTH INSPECTIONS
All caterers within the Steve Tshwete Local Municipality will be given training. Vacant stands that create a nuisance to the community will be attended to.
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COMPONENT G: TRAFFIC, SECURITY, AND SAFETY
This component includes Traffic, Security and Firefighting services, and Disaster Management.
3.18. TRAFFIC AND SECURITY
INTRODUCTION TO TRAFFIC AND SECURITY
The main function of Traffic Services is to make the roads safe and ensure the free flow of traffic at all times. This is done through visible law enforcement, road safety campaigns, and awareness programmes. Selective law enforcement is done at all accident zones where different law enforcement duties are conducted. The municipality is continuously installing traffic signals in order to relieve traffic congestion, and traffic wardens are deployed at different areas to control the flow of traffic in congested intersections and to assist scholars to cross busy intersections. Amongst the measures that are implemented by the municipality to improve road safety is the construction of traffic-calming measures at different streets to reduce the speed of vehicles.
Security Services is responsible for the safeguarding of all municipal property and personnel. It is also responsible for monitoring private security companies that provide security to the municipality. Cable theft remains the main challenge for the municipality.
Traffic and Security Services Data
Details 2014/2015 2015/2016 2016/2017
Actual No. Estimated
No. Actual No. Estimated
No.
1 Number of road traffic accidents during the year 3 146 3 114 3 030 3 050
2 Number of by-law infringements attended 31 173 31 000 75 100
3 Number of traffic officers in the field on an average day 29 32 33 36
4 Number of traffic officers on duty on an average day 40 43 39 42
T 3.20.2
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Traffic and Security Services Policy Objectives Taken from IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators
*Previous
Year
*Previous
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii)
To provide safety and security to human life To improve road safety
Number of new traffic-calming measures installed
16 21
16 24 25 32
To improve the free flow of traffic
Number of new traffic signals installed
5 4 5 7 4 10
To provide effective and efficient law enforcement
Number of road traffic law enforcement campaigns conducted
700 642 700 1 050 549 1 400 T 3.20.3
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Employees – Traffic (Law Enforcement and Security Services) Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 04-6 1 1 1 0 07-9 32 35 34 1 310-12 24 28 24 4 1413-15 13 14 13 1 716-18 16 1 1 0 0
19-20 11 11 10 1 9
Total 83 91 84 7 8
Financial Performance: Traffic and Security Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R13 630 402 R16 770 350 R13 805 750 R16 789 913 0%
Expenditure:
Other employees R24 643 860 R27 404 082 R26 762 811 R25 650 332 -7% Repairs and Maintenance R2 800 756 R3 297 605 R3 843 605 R3 063 874 -8%
Other R7 487 668 R11 048 782 R9 581 929 R6 507 306 -70%Total Operational Expenditure R34 932 284 R41 750 469 R40 188 345 R35 221 513 -19%Net Operational Expenditure R21 301 882 R24 980 119 R26 382 595 R18 431 600 -36%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.20.5
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Capital Expenditure: Traffic and Security Service 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure%
Variance from
Adjusted Budget
Total Project Value
Total (All) R2 798 000 R2 994 000 R1 981 864 34%
INFORMATION SIGNS R60 000 - - 100% -UPGRADE TRAFFIC SIGNALS – CONTROL & SYNCRONISATION R900 000 R1 156 000 R229 288 80% R1 156 000TRAFFIC-CALMING MEASURES IN MP313 AREA R300 000 R300 000 R299 788 0% R300 000
VEHICLE REPLACEMENT R1 000 000 R1 000 000 R957 168 4% R1 000 000PORTABLE GUARD HOUSES (1) R32 000 R32 000 R29 910 7% R32 000
FURNITURE & EQUIPMENT R8 000 R8 000 R7 037 12% R8 000
FIREARMS R40 000 R36 000 R31 213 13% R36 000
NEW VEHICLE – LDV R250 000 R250 000 R246 540 1% R250 000
EQUIPMENT R140 000 R132 500 R115 959 12% R132 500
FIREARM SAFES R8 000 R8 000 R6 774 15% R8 000
POUND SHELVES R30 000 R30 000 R23 270 22% R30 000
FILING CABINETS R30 000 R30 000 R26 350 12% R30 000
ALARM SYSTEM - R11 500 R8 567 26% R11 500Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.20.6
COMMENT ON THE PERFORMANCE OF TRAFFIC AND SECURITY
Public transport remains the challenge for the municipality wherein there is lack of public transport facilities and taxi violence in certain areas. This is caused by lack of public transport enforcement.
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3.19. FIRE SERVICES AND DISASTER MANAGEMENT
INTRODUCTION TO FIRE SERVICES AND DISASTER MANAGEMENT
The Steve Tshwete Local Municipality provides Fire, Rescue, and Disaster Management services to a community of about 252 232 inhabitants. The municipality performs firefighting in respect of permanent structures, informal settlements, as well as vehicle-related fires. It also attends to vehicle accidents, hazardous material incidents, rescue services inclusive of rope rescue, water rescue, high-angle rescue, and structural collapse, and trench rescue.
Fire prevention forms an integral part of the daily functions of the service, not only fire safety but also disaster management activities to ensure a safer community. The department also makes use of a 24-hour information centre that is fully computerized including an emergency control centre situated at the fire station. Dangers surrounding veld fires resulted in the establishment of a Fire Protection Association, and this is properly supported by the municipality in providing fire equipment (Skid Units) for making fire breaks between the municipal boundaries and private land.
Being part of the Nkangala District Municipality local authorities’ area of jurisdiction, these services are not only rendered inside the MP313 area but also rendered outside STLM’s area – but within the entire Nkangala area on a regular basis.
SERVICE STATISTICS FOR FIRE, RESCUE, AND DISASTER MANAGEMENT
Middelburg Hendrina
Motor vehicle accidents 899 190 Pedestrian accidents 89 19 Fires 418 141 Rescue 29 4 Special services 100 14
Fire Services Data
No. Details 2014/2015 2015/2016
Actual No. Estimated
No. Actual No. 1 Total fires attended during the year 803 600 5592 Total of other incidents attended during
the year 1 402 1 400 1 3443 Average turnout time – urban areas 12 minutes 12 minutes 10 minutes4 Average turnout time – rural areas 23 minutes 26 minutes 24 minutes5 Firefighters in post at year end 49 54 526 Total fire appliances at year end 15 21 197 Average number of appliances off the road
during the year 4 5 3
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Fire Service Policy Objectives Taken from IDP Service Objectives Outline
Service Targets
2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators
*Previous
Year
*Previous
Year *Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To provide effective and efficient emergency services To provide effective and efficient emergency services
Number of awareness sessions conducted for the community
48 18 48 72 32 96
To provide a safe and secure environment for the community
Number of fire prevention inspections conducted
600 606 600 900 439 1 200
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Employees – Emergency Services Years 1 (2015) Year 0 (2016)
Job Level Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
Chief Fire Officer & Deputy 1 1 1 0 0Fire Officers 47 46 44 2 40-3 0 0 0 0 04-6 1 3 3 0 07-9 6 7 5 2 2910-12 24 26 26 0 013-15 0 0 0 0 016-18 0 0 0 0 019-20 3 3 3 0 0
Total 82 86 82 4 5
Financial Performance: Fire Services 2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R2 664 852 R5 241 232 R2 851 720 R6 271 911 16%
Expenditure:
Firefighters - - - -
Other employees R27 115 267 R29 479 295 R30 128 054 R29 895 730 1% Repairs and Maintenance R2 105 369 R2 338 545 R2 483 545 R2 223 883 -5%
Other R9 870 866 R9 950 979 R9 687 370 R7 635 518 -30%Total Operational Expenditure R39 091 503 R41 768 819 R42 298 969 R39 755 131 -5%Net Operational Expenditure R36 426 651 R36 527 587 R39 447 249 R33 483 220 -9%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.21.5
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Capital Expenditure: Fire Services 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure
% Variance
from Adjusted Budget
Total Project Value
Total (All) R5 002
000 R4 965 000 R10 529
575 -112%
RESCUE JACKS R70 000 R49 797 R49 796 0% R49 797
SKID UNITS R62 000 R50 000 R45 656 9% R50 000
REPLACE MERCEDES FIRE ENGINE
R3 200 000 R3 200 000 R3 190 721 0% R3 200 000
REPLACE FURNITURE & EQUIPMENT R10 000 R10 000 R9 291 7% R10 000 REPLACE FIRE EQUIPMENT R70 000 R70 203
R66 272 6% R70 203
NEW FIRE EQUIPMENT R40 000 R35 000 R26
948 23% R35 000
EMERGENCY VEHICLES & EQUIPMENT - - R6 067 247 100% - REPLACE GARAGE DOORS AT FIRE STATIONS R500 000 R500 000 R495 000 1% R500 000
REPLACE EMERGENCY VEHICLES (INSURANCE)
R1 050 000 R1 050 000 R578 644 45% R1 050 000
Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.21.6
COMMENT ON THE PERFORMANCE OF FIRE SERVICES AND DISASTER MANAGEMENT
The final disaster management plan is approved by Council during the 2015/2016 financial year (SC08/06/2016). Training of councillors, administration staff, and community members is in progress to ensure a resilient community. The expansion of the vehicle fleet, equipment, and personnel is kept within the available budget.
An additional fire station is envisaged to be established; it will serve the Mhluzi area. Satellite stations are also planned for Kranspoort, the industrial area in Middelburg, and the Komati Power Station area, to comply with the South African National Standards 10090 of 2003 requirements.
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COMPONENT H: SPORT AND RECREATION
This component includes community parks, sports fields, sports halls, stadiums, swimming pools, and campsites.
3.20. PARKS, SPORT, AND RECREATION
INTRODUCTION TO SPORT AND RECREATION
The Physical and Environmental Department provides a wide range of services to the community. This reaches from the administration of sports and recreational facilities to the maintenance of all parks and recreational facilities and resorts such as Middelburg Dam.
The service delivery priorities are to provide and maintain sports facilities, parks, municipal swimming pools, resorts, and public open spaces, as well as the seasonal maintenance of pavements and all Council-owned open areas. Where necessary, pesticides, herbicides, and arboriculture are applied to problem areas. These priorities were met through maintaining all facilities by cutting grass, removing weeds, planting trees, pruning trees, and selectively applying chemicals. Seasonal employees were appointed, and EPWP projects were introduced to ensure job creation and a safe environment.
SERVICE STATISTICS FOR SPORT AND RECREATION FACILITIES
Aerobics 01 Badminton 03 Basketball 05 Bowls 02 Cricket 01 Gymnastics 01 Hockey 01 Jukskei 36 Karate 02 Korfball 06 Marathon 03 Netball 08 Parks 93
Pigeon clubs 02 Rugby 02 Soccer (grass fields) 09 Soccer fields 30 Squash 02 Tennis 20 Volleyball 03 Wrestling 01
T 3.23.1
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Sport and Recreation Policy Objectives Taken from IDP Service Objectives Outline
Service Targets
2014/2015 2015/2016 2016/2017 Target Actual Target Actual
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To provide new parks while upgrading existing parks and open areas according to prioritized community needs
Number of parks and open spaces upgraded or developed
2 parks and open spaces developed. 2 existing upgraded
5 parks developed. 1 park upgraded
2 parks and open spaces developed. 2 existing upgraded
4 existing parks upgraded
7 upgrading projects completed
2 public open spaces upgraded. 2 public open spaces developed by June 2017
To contribute towards the mitigation of climate change impacts
Number of trees planted and propagated in the MP313 area
5 000 trees planted in the MP313 area.
8 000 propagated trees by June 2015
6 390 trees planted. 19 100 trees propagated
5 000 trees planted in the MP313 area.
8 000 propagated trees by June 2015
5 000 trees planted in the MP313 area.
8 000 propagated trees
4 436 trees planted in the MP313 area.
8 100 propagated trees
5 000 trees planted in the MP313 area by June 2017. 8 000 trees propagated in the MP313 area by June 2017
To provide new sport and recreation facilities while upgrading existing facilities according to prioritised community needs
Number of sporting facilities developed or upgraded
1 new graded soccer field developed in previously disadvantaged area by June 2015
2 graded soccer fields constructed
1 new graded soccer field developed in previously disadvantaged area by June 2015
1 new graded soccer field developed
2 new graded soccer fields developed
2 new graded soccer fields developed in previously disadvantaged areas by June 2017
T 3.23.2
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Employees – Sport and Recreation Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 2 2 2 0 04-6 0 0 0 0 07-9 8 10 9 1 1010-12 10 12 11 1 813-15 5 6 5 1 1716-18 39 41 40 1 219-20 87 91 90 1 1
Total 151 162 157 5 3
Financial Performance: Parks, Sport, and Recreation
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R4 771 916 R3 901 740 R3 652 178 R3 630 047 -7%
Expenditure:
Employees R25 428 989 R29 826 000 R28 491 446R27 941
346 -7% Repairs and Maintenance R4 833 004 R12 464 119 R12 952 244
R10 792 885 -15%
Other R25 043 669 R22 005 599 R21 129 685R18 060
724 -22%Total Operational Expenditure R55 305 662 R64 295 718 R62 573 375
R56 794 955 -13%
Net Operational Expenditure R50 533 746 R60 393 978 R58 921 197
R53 164 908 -14%
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.23.4
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Capital Expenditure: Parks, Sport, and Recreation
Capital Projects
2015/2016 Budget Adjustmen
t Budget
Actual Expenditure
% Variance
from Adjusted Budget
Total Project Value
Total (All) R8 573 000 R8 706 935 R8 316 826 4%
PARKS VEHICLES TRACTOR 55 KW R300 000 R300 000 R276 368 8% R300 000
REFURBISH SPORT CLUBHOUSES - R138 935 R135 763 2% R138 935
LAWNMOWER (PAVEMENTS) R105 000 R100 000 R99 020 1% R100 000
LAWNMOWER TRACTOR (PAVEMENTS) R500 000 R500 000 R412 100 18% R500 000
POOL EQUIPMENT MIDDELBURG/MHLUZI R80 000 R80 000 R74 470 7% R80 000
FENCE & GATES KEES TALJAARD R350 000 R350 000 R218 748 38% R350 000
NEW PLAYING EQUIPMENT R100 000 R100 000 R97 063 3% R100 000
LDV ONE TON R180 000 R180 000 R174 704 3% R180 000
BRUSHCUTTERS AND CHAINSAWS R118 000 R118 000 R115 905 2% R118 000
REPLACE VEHICLES R740 000 R740 000 R730 197 1% R740 000
REPLACE PLAYING EQUIPMENT R100 000 R100 000 R97 063 3% R100 000
OR TAMBO STREET LANDSCAPE & NEW DEVELOPMENT R200 000 R200 000 R183 944 8% R200 000
REPLACE WALKBEHIND MOWERS R70 000 R70 000 R69 810 0% R70 000
RECONSTRUCT KORFBALL COURTS R250 000 R250 000 R213 333 15% R250 000
BASIC SPORT FACILITIES LOW-INCOME AREAS R2 500 000 R2 500 000 R2 499 985 0% R2 500 000
DESIGN AND DEVELOP MALL GARDEN R300 000 R300 000 R299 564 0% R300 000
UPGRADE LIONS PARKS R400 000 R400 000 R399 838 0% R400 000
FIELD MARKING EQUIPMENT R35 000 R35 000 R28 916 17% R35 000
EQUIPMENT & TOOLS R40 000 R40 000 R20 696 48% R40 000
UPGRADE VAN BLERK PLEIN R700 000 R700 000 R699 329 0% R700 000
UPGRADE RECREATION FACILITIES R80 000 R80 000 R79 820 0% R80 000
UPGRADE SPORT FACILITIES R200 000 R200 000 R166 020 17% R200 000
UPGRADE FENCE RECREATION FACILITIES R425 000 R425 000 R424 325 0% R425 000
UPGRADE WALKWAYS R500 000 R500 000 R499 940 0% R500 000
ERECT FENCING AT PARKS R300 000 R300 000 R299 905 0% R300 000 Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate).
T 3.23.5
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COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES
This component includes corporate policy offices, financial services, human resource (HR) services, ICT services, and property services.
INTRODUCTION TO CORPORATE POLICY OFFICES AND OTHERS
All policies have to serve at Council and procedure manuals serve at Management Committees for their endorsement. Other working documents are approved at directorate and department level depending on the effects and the stretch of the effects, as to how many departments are affected.
Most of the policies and guiding documents are in the following directorates and/or departments: Finance (14), Human Capital Management (33), Information Communication Technology (37), and Council has 40 by-laws.
T 3.24
3.21. EXECUTIVE AND COUNCIL
This component includes the executive office: Mayor, councillors, and Municipal Manager.
INTRODUCTION TO EXECUTIVE AND COUNCIL
The executive is composed of the Executive Mayor, who is elected by other councillors during the first council sitting. The Executive Mayor then appoints MMCs from amongst the members of Council. In addition to the Executive Mayor, the executive is also made up of MMCs. They assist the Executive Mayor to execute his duties.
The municipal Council has 29 ward councillors and 29 proportional representative councillors. For Council to take a decision, it needs a simple majority, where the meeting forms a quorum i.e. 50% of councillors plus one councillor.
T 3.24.1
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The Executive and Council Policy Objectives Taken from IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To promote effective community participation
Procurement of mayoral vehicle
N/A N/A N/A 1 vehicle 1 vehicle N/A
Coordination and facilitation of Mayoral Outreaches
6 6 6 6 6 6
T 3.24.3
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Financial Performance: The Executive and Council
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Varianc
e to Budget
Total Operational Revenue R46 912
130 R57 503 329 R59 478 624 R55 526 689 -4%
Expenditure:
Employees R24 241
279 R36 281 638 R30 345 552 R28 007 727 -30%
Repairs and Maintenance R470 937 R762 510 R771 210 R552 223 -38%
Other R55 550
065 R58 289 194 R57 820 097 R64 867 714 10%Total Operational Expenditure
R80 262 282 R95 333 342 R88 936 859 R93 427 665 -2%
Net Operational Expenditure
R33 350 152 R37 830 013 R29 458 235 R37 900 976 0%
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.24.5
Capital Expenditure: The Executive and Council Year 0
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure % Variance
from Adjusted Budget
Total Project Value
Total (All) R996 500 R1 798 500 R864 246 52%
BULK FILING CABINETS R125 000 R125 000 R69 459 44% R125 000
FURNITURE R3 000 R35 000 R24 583 30% R35 000EXECUTIVE SUPPORT VEHICLE R850 000 R1 590 000 R729 842 54% R1 590 000FURNITURE & OFFICE EQUIPMENT R3 500 R3 500 - 100% R3 500
OFFICE FURNITURE R15 000 R15 000 R12 296 18% R15 000FURNITURE & OFFICE EQUIPMENT - R30 000 R28 066 6% R30 000Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.24.6
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COMMENT ON THE PERFORMANCE OF THE EXECUTIVE AND COUNCIL
The department managed to successfully implement their projects as per the SDBIP. The legal services had a challenge with the procurement of the Executive Support vehicle due to under-budgeting. T 3.24.7
3.22. FINANCIAL SERVICES
INTRODUCTION TO FINANCIAL SERVICES
The directorate is responsible for the function of budgetary and accounting, expenditure and revenue management, and maintenance of the financial system. Financial management strategies are important to guide the municipality to maximise the available financial resources to ensure long-term financial viability through the following strategies:
● Manage revenue, expenditure, assets, and liabilities in a responsible manner. ● Well-thought-out budgetary and financial planning processes in line with budget and reporting regulation. ● Effective supply chain management. ● Effective cash flow management.
T 3.25.1
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Debt Recovery
Details of the Types of Account
Raised and Recovered
2013/2014 2014/2015 2015/2016 Actual for Accounts
Billed in Year
Proportion of Accounts Value Billed that Were Collected in the
year (%)
Billed in Year
Actual for Accounts
Billed in Year
Proportion of Accounts
Value Billed that Were
Collected (%)
Estimated Outturn for Accounts Billed in
Year
Estimated Proportion of
Accounts Billed that
Were Collected (%)
Property Rates R273 586 515
R252 475 384 (92%) R287 879 131 R287 879 131
R264 219 930 (92%) R314 696 093
R283 674 020 (90%)
Electricity – B R7 243 654
R6 372 599 (88%) R7 332 286 R7 332 286
R6 291 198 (86%) R8 180 266
R7 071 432 (87%)
Electricity – C R453 967 869
R436 988 927 (96%) R489 155 095 R489 155 095
R471 568 497 (96%) R541 847 558
R522 034 222 (96%)
Water – B R928 509
R663 695 (71%) R1 119 393 R1 119 393
R792 907 (71%) R1 290 318
R933 603 (72%)
Water – C R72 560 994
R67 580 152 (93%) R88 039 735 R88 039 735
R81 576 172 (93%) R102 524 042
R94 359 285 (92%)
Sanitation R48 421 693
R44 539 204 (92%) R52 625 498 R52 625 498
R48 087 831 (91%) R56 212 019
R50 589 256 (91%)
Refuse R47 798 925
R43 908 108 (92%) R54 809 211 R54 809 211
R50 316 282 (92%) R62 314 625
R56 968 192 (90%)
Other B = Basic; C = Consumption. See Chapter 6 for the Auditor-General’s rating of the quality of the financial accounts and the systems behind them. T 3.25.2
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Financial Service Policy Objectives Taken from IDP Service Objectives Outline Service
Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To manage revenue in an efficient and responsible manner
% of amounts billed collected
Above 98% 100.52% Above 98% Above 98% 100.31% Above 98%
To maintain clean and effective governance
Compliance with AG clean audit
Clean Audit Unqualified with matters
Clean Audit Clean Audit Clean Audit
Clean Audit
To identify and investigate inaccurate meter readings/consumptions
Number of meter reading based on estimation instead of actual meter reading
Reduce meter readings with estimations by 250
362 more meters to be read
2 838 less meters estimated from June 2015
2 838 less meters estimated from June 2015
Reduce by 250 meters
Reduce by 250 meters
To ensure efficient, effective cash flow management
Debt coverage ratio
Maintain above 10
30.04 Maintain above 10
Maintain above 10
58:1 Maintain above 10
To ensure efficient, effective cash flow management
Cost coverage ratio
Maintain above 2
1:5.7 Maintain above 2
Maintain above 2
6:1 Maintain above 2
To maintain a comprehensive and uniform valuation roll
% of supplementary taxes implemented
100% 100% 100% 100% 100% 100%
T 3.25.3
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Employees – Financial Services Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 3 6 5 1 174-6 14 20 15 5 257-9 11 14 12 2 1410-12 25 28 27 1 413-15 23 25 24 1 416-18 1 1 1 0 019-20 2 2 2 0 0
Total 79 96 86 10 10
Financial Performance: Financial Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R376 632 022 R396 387 922 R442 358 246 R390 464 817 -2%
Expenditure:
Employees R28 904 764 R35 867 514 R35 013 772 R32 836 970 -9% Repairs and Maintenance R1 951 386 R2 319 868 R2 237 868 R2 038 226 -14%
Other R99 689 736 R62 041 690 R103 976 284 R55 831 393 -11%Total Operational Expenditure R130 545 885 R100 229 072 R141 227 924 R90 706 589 -10%Net Operational Expenditure -R246 086 137 -R296 158 850 -R301 130 322 -R299 758 228 1%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.25.5
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Capital Expenditure: Financial Services 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure Variance
from Original Budget
Total Project Value
Total (All) R515 000 R522 000 R1 258 371 -141%
OFFICE EQUIPMENT & FURNITURE R70 000 R74 000 R53 890 27% R74 000FURNITURE & OFFICE EQUIPMENT R80 000 R80 000 R77 975 3% R80 000FENCING AT KOMATI PAYPOINT - R7 000 R7 000 0% R7 000INSTALLATION OF ALARM SYSTEM R50 000 R46 000 R4 821 90% R46 000REPLACE VEHICLE R275 000 R275 000 R244 033 11% R275 000SHELVES R40 000 R40 000 R39 954 0% R40 000REPLACE INSURED ASSETS - - R830 698 100% -
Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.25.6
COMMENT ON THE OVERALL PERFORMANCE OF FINANCIAL SERVICES
The projects above are for service delivery requirements to ensure all functions are performed in the Finance Department. Eighty-two per cent (82%) of the capital budget has been spent, and one project has not been completed – the installation of the alarm system.
T 3.25.7
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3.23. HUMAN RESOURCE SERVICES
INTRODUCTION TO HUMAN RESOURCE SERVICES
The Human Capital Management Department of the Steve Tshwete Local Municipality is focused on providing the best personnel services through fair and transparent processes and procedures. It is also focused on effective recruitment procedures, training and empowering staff, and providing expert and professional advice to staff and management on human resources-related issues.
The Human Resources Department maintained its strategy during 2015/2016 to recruit qualified and competent staff to fill vacancies. Structured interviews were conducted together with work sampling-based tests to assist with the selection of the best candidates for appointment. Verification of qualifications, working record/history, possible fraudulent activities, and criminal record are being done for selected positions through an independent service provider before appointments are made. This prevented the municipality from appointing staff without the necessary skills, competencies, and qualifications.
In addition to the foregoing, a Workplace Skills Plan is being compiled, submitted to the Local Government Sector Education Training Authority (LGSETA) on an annual basis, and implemented accordingly to attend to the most critical skills development needs. It is usually complemented by the bursary scheme, which caters for longer-term qualification strategies.
The Local Labour Forum, Staff Wellness Meetings, and Human Resources Development Meetings were being planned to take place on a monthly basis.
SERVICE STATISTICS FOR HUMAN RESOURCE SERVICES
During the 2015/2016 financial year, 27 new posts were created within the Steve Tshwete Local Municipality. The staff complement for the 2015/2016 period consisted of 1 477 permanent positions, of which 1 372 posts are filled, whereas the services of 60 employees were terminated due to factors such as retirement and resignations.
T 3.26.2
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Human Resource Services Policy Objectives Taken from IDP Service Objectives Outline Service Targets 2014/2015 2015/2016 2016/2017 Target Actual Target Actual Target
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current
Year (viii) (i) (ii) (iii) (iv) (v) (vi) (vii)
To ensure compliance with the EEA
2 employees from EEA target groups to be employed at the three highest levels
2 5 2 2 3 2
1 EE Plan to be submitted to the Department of Labour by the end of October annually
1 EE Plan submission
1 EE Plan submission
1 EE Plan submission
1 1 1
To support and promote total well-being of the staff
3 Staff Wellness activities to be implemented 3 activities
2 activities performed
3 activities 3 activities 2 Acts & 2 quarterly reports
3
To capacitate employees in order to enhance service delivery
9 senior managers attending the national Minimum Competency Programme 4 100% 4 4 4 9 0.4% of payroll budget to be spent annually by June on Workplace Skills Plan
0.4% of payroll 0.4%
0.4% of payroll 0.4% 0.42 0.4 (100%)
To maintain a healthy relationship with labour
18 activities to enhance labour relations annually 18 30 18 18 15 18
To create a safe and healthy environment for personnel
5 activities to be conducted annually for OHS Policy 5 10 5 5 20 5
To develop and maintain a personnel structure that will ensure effective and sufficient service delivery
3 levels of the reviewed organogram to be implemented Level 1 to 3 Level 1 to 3 Level 1 to 3 Level 1 to 3 8
T 3.25.3
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Employees – Human Resources Services Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number) Vacancies (%)
0-3 2 3 2 1 334-6 6 8 7 1 137-9 2 3 3 0 010-12 2 2 2 0 013-15 1 1 1 0 016-18 0 0 0 0 019-20 1 1 1 0 0
Total 14 18 16 2 11
Financial Performance: Human Resource Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance to
Budget
Total Operational Revenue R609 664 R672 272 R679 372 R593 394 -13%
Expenditure:
Employees R5 286 386 R6 641 170 R6 595 951 R6 367 455 -4% Repairs and Maintenance R41 066 R86 400 R72 987 R54 696 -58%
Other R5 434 948 R6 554 572 R5 773 573 R4 880 660 -34%Total Operational Expenditure R10 762 400 R13 282 142 R12 442 511 R11 302 810 -18%Net Operational Expenditure R10 152 737 R12 609 870 R11 763 139 R10 709 416 -18%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.26.5
Capital Expenditure: Human Resource Services 2015/2016
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure % Variance
from adjusted budget
Total Project Value
Total (All) R12 000 R12 000 R11 762 2%
OFFICE FURNITURE R12 000 R12 000 R11 762 2% R12 000Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.26.6
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COMMENT ON THE PERFORMANCE OF HUMAN RESOURCE SERVICES OVERALL
Furniture and office equipment were HR projects. An amount of R11 762 was spent for the necessary furniture on the SDBIPs, which means that 98% of the budgeted capital expenditure of R12 000 was spent. The capital items included a water dispenser, digital safe, microwave oven, and two office chairs. Operational expenditure was 92.2%.
T 3.26.7
3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES
This component includes Information and Communication Technology (ICT) services.
INTRODUCTION TO ICT SERVICES
Information Communication Technology Services Department provides a platform to support ICT systems and ICT services to end users of STLM and to the STLM community by extension.
The priority has been for ICT to be an enabler. This includes setting systems and providing services that enable various departments in the municipality to provide their products and services to the community by hosting such systems on ICT infrastructure.
We have continued to host financial, human resources, electrical, civil engineering, planning, traffic, and a call centre to enable departments to provide efficient and reliable products and services. We have improved our server infrastructure and networking through the provision of backup and retentions services, introducing new buildings to municipal network infrastructure. We have also improved our wireless network capacity, provided tools of trade to our users, introduced a mobile app to improve communication, continued the use of SMSs to communicate with the community, provision of telecommunication services and data services, and enabling a platform for our users.
T 3.27.1
SERVICE STATISTICS FOR ICT SERVICES
● Ninety-eight per cent (98%) wireless network availability ● Ninety per cent (90%) monthly full backups generated ● Four (4) ICT Services incidents reports generated quarterly ● Hundred per cent (100%) of information received published on the website and intranet.
T 3.27.2
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ICT Services Policy Objectives Taken from IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
*Current Year
*Following Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) Provisioning
of ICT
equipment
Provide
computers,
printers,
servers,
scanners,
projectors,
phones,
UPSes, etc
4 reports on
provisioning,
supply of IT
equipment,
and updated
asset
register
4 reports on
provisioning,
supply of IT
equipment
and updated
asset
register.
4 quarterly
reports on
provisioning
of ICT
equipment
4 quarterly
reports on
provisioning
of ICT
equipment
4 quarterly
reports on
provisioning
of ICT
equipment
100%
capital
budget
spent on
provisioning
of ICT
equipment
by June
2017
100%
capital
budget
spent on
provisioning
of ICT
equipment
by June
2017
100%
capital
budget
spent on
provisionin
g of ICT
equipment
by June
2017
ICT systems
maintenance
and end
user
support.
Provide end
user
maintenance
and support
4 reports on
100%
attended
calls, and
95%
resolved
calls to be
generated
4 reports on
100%
attended
calls, and
95%
resolved
calls to be
generated
4 quarterly
dashboard
reports on
incidents
responded
to in 10 min
and
resolved
incidents in
8 hours to
be
generated
4 quarterly
dashboard
reports on
incidents
responded
to in 10 min
and
resolved
incidents in
8 hours to
be
generated
4 quarterly
dashboard
reports on
incidents
responded
to in 10 min
and
resolved
incidents in
8 hours to
be
generated
4 500
incidents
reported and
resolved by
June 2017
4 500
incidents
reported and
resolved by
June 2017
4 500
incidents
reported
and
resolved by
June 2017
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ICT Services Policy Objectives Taken from IDP Service Objectives
Outline Service Targets
2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
*Current Year
*Following Year
Generation
of the
reports for
update of
municipal
website
Provide website
and intranet
services
4 reports to
be
generated
on the
update of
website
4 reports to
be
generated
on the
update of
website
4 quarterly
reports on
information
published
within 8
working
hours
4 quarterly
reports on
information
published
within 8
working
hours
4 quarterly
reports on
information
published
within 8
working
hours
12 reports on information published within 4 working hours
12 reports on information published within 4 working hours
12 reports on information published within 4 working hours
Provision
and
maintenance
of wireless,
data, and
radio
support
Provide radio
communication
services
4 reports on
95% service
availability,
maintenanc
e, and
support
4 reports on
95% service
availability,
maintenanc
e, and
support
4 quarterly
dashboard
reports on
daily service
availability,
maintenanc
e, and
support
4 quarterly
dashboard
reports on
daily service
availability,
maintenanc
e, and
support
4 quarterly
dashboard
reports on
daily service
availability,
maintenanc
e, and
support
4 reports on wireless network availability
4 reports on wireless network availability
4 reports on wireless network availability
T 3.27.3
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Employees – ICT Services Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 2 2 2 0 04-6 2 2 2 0 07-9 2 2 2 0 010-12 1 1 1 0 013-15 0 0 0 0 016-18 0 0 0 0 019-20 0 0 0 0 0
Total 7 7 7 0 0
Financial Performance: ICT Services
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R19 666 R966 900 R966 900 R970 204 0%
Expenditure:
Employees R2 799 659 R3 019 848 R3 322 630 R3 168 476 5% Repairs and Maintenance R3 964 075 R4 912 700 R4 500 000 R4 385 848 -12%
Other R8 475 725 R9 563 995 R11 517 752 R9 727 188 2%Total Operational Expenditure R15 239 460 R17 496 543 R19 340 382 R17 281 511 -1%Net Operational Expenditure R15 219 794 R16 529 643 R18 373 482 R16 311 308 -1%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.27.5
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Capital Expenditure: ICT Services 2015/2016
Capital Projects
2015/2016 Budget Adjustmen
t Budget
Actual Expenditure
% Variance
from Adjusted Budget
Total Project Value
Total (All) R2 352 000 R2 802 000 R2 573 103 8%
UPGRADE NETWORK BACKBONE INFRASTRUCTURE & VOIP R350 000 R450 000 R353 951 21% R450 000
UPS R180 000 R180 000 R160 049 11% R180 000SERVER – NEW IT SYSTEMS R210 000 R210 000 R207 638 1% R210 000COMMUNICATION (ADD RADIO LINKS TO EXTERNAL STATIONS) R350 000 R550 000 R528 250 4% R550 000
COMPUTER SYSTEMS R565 000 R565 000 R537 494 5% R565 000
PRINTERS R50 000 R80 000 R76 755 4% R80 000
SCANNERS R60 000 R53 500 R53 223 1% R53 500PROJECTOR & SCREEN R17 000 R17 000 R13 353 21% R17 000SURVEILANCE AT CIVIC CENTRE R125 000 R125 000 R124 738 0% R125 000INSTRUMENTS AND TOOLS FOR COMMUNICATION R35 000 R29 500 R15 732 47% R29 500
LAPTOPS R180 000 R312 000 R278 786 11% R312 000TWO-WAY RADIOS FOR ALL DEPARTMENTS R230 000 R230 000 R223 134 3% R230 000Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.27.6
COMMENT ON THE OVERALL PERFORMANCE OF ICT SERVICES
Since this was the final year of the IDP, most of the projects have been attained, and other projects were removed along the way and replaced with others during the review of the IDP. Capital projects for 2015/2016 are upgrade of network backbone infrastructure and VOIP, communication radio links, computer systems, and laptops. The only variation was that the projects were not completed in the months planned for on the SDBIP; however, the projects spent 89%, 97%, 97%, and 89% of the budgeted amount respectively.
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3.25. INTEGRATED DEVELOPMENT PLAN SERVICES
INTRODUCTION TO IDP SERVICES
The development of the IDP was guided by national and provincial imperatives. Council prides itself in public participation processes that ensure that its citizens’ inputs are taken into consideration during the planning and budget processes. The existing IDP structures ensure that the communities are in the know as far as municipal performance is concerned. Council strives to ensure that there is alignment between the IDP, Performance Management System (PMS), and budget in order to ensure that it meets its objectives.
T3.28.1
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IDP Services Policy Objectives Taken from IDP Service Objectives Outline Service
Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators *Previous
Year *Previous
Year *Current
Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To guide and inform the municipal planning, budget and management, and development actions
Develop and review the IDP of the organisation 1 1 1 1 1 1
T 3.28.3
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Development and Strategic Support (IDP and PMS) Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 3 3 3 0 04-6 0 1 0 1 1007-9 0 0 0 0 010-12 1 1 1 0 013-15 0 0 0 0 016-18 0 0 0 0 019-20 0 0 0 0 0
Total 4 5 4 1 20 Financial Performance: IDP Services 2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue - - - - 0%
Expenditure:
Employees R2 234 466 R2 603 871 R2 445 881 R2 052 276 -27%
Repairs and Maintenance - - - - 0%
Other R754 450 R964 435 R744 562 R499 242 -93%Total Operational Expenditure R2 988 917 R3 568 306 R3 190 443 R2 551 517 -40%
Net Operational Expenditure R2 988 917 R3 568 306 R3 190 443 R2 551 517 -40%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.28.5
Capital Expenditure: IDP Services Year 0
Capital Projects
2015/2016 Budget Adjustment
Budget Actual
Expenditure Variance
from Original Budget
Total Project Value
Total (All) R6 000 R15 000 R12 567 52%
FURNITURE R6 000 R15 000 R12 567 52% R15 000Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.28.6
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COMMENT ON THE OVERALL PERFORMANCE OF IDP SERVICES
Council adopted its 2015/2016 IDP as per legislative requirements. Furthermore, priorities identified in the IDP informed resource allocation (budget).
T 3.28.7
3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES
This component includes property, legal, risk management, and procurement services.
INTRODUCTION TO PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES
Property valuation: The department is responsible for providing an updated basis for the levying of property rates. During the 2015/2016 financial year, the 4th supplementary valuation roll for the 2013-2018 general valuation roll was compiled and submitted in January 2016. The department is also responsible for the alienation of Council’s properties as per the prescripts of the relevant legislation.
Legal and administration services: This is responsible for the provision of legal advice, ensuring legal compliance, and providing support services to Council. It also has the responsibility for contract management and administration and management of tenders.
Risk management services: The unit is responsible for providing guidance on risk mitigation strategies in line with the approved risk management strategy and policy. On an annual basis, the risk workshop is held to review organisational risk and new emerging risks to develop strategic and operational risk plans.
Procurement services: This unit is responsible for the acquisition of supplies and services in support of the municipality’s business. It ensures that all procurement processes are fair, equitable, competitive and cost effective and that it complies with the regulatory framework and consistent with all applicable legislation.
T 3.28.1
SERVICE STATISTICS FOR PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT
SERVICES
Tenders : 97 Contracts : 103 Supplementary valuations : 3 206 Policies : 38 By-laws : 2
T 3.28.2
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Property, Legal, Risk Management, and Procurement Services Policy Objectives Taken from IDP Service Objectives Outline Service Targets 2014/2015 2015/2016 2016/2017
Target Actual Target Actual Target
Service Indicators
*Previous Year *Previous
Year *Current
Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)To ensure compliance with the Fraud Prevention Plan
Number of activities implemented on Fraud Prevention Plan
4 4
4 4
4
To render effective secretariat services
Develop an annual schedule of Council, Mayoral, and other committees
1 1
1 1
1
To maintain a proper Records Management System
Review of the File Plan 1 1
1 1
1
Number of reports submitted in monitoring incoming and outgoing correspondence
6 6 6 6
6
To improve legal compliance
Number of activities to be undertaken to improve legal compliance
3
3
3 3
3
To promote cooperative governance
Number of activities undertaken to comply with King III Report
2
2
2 2
2
To maintain a comprehensive and uniform valuation roll
% of supplementary taxes implemented
100% 100% 100% 100% 100% 100%
Facilitate and coordinate risk management functions and processes
Number of strategic risk registers approved by Council 1 1 1 1 1 1
To fully comply with Supply Chain Regulation and National Treasury Guide on procurement processes
Number of compliant in-year reports submitted on time
4 quarterly reports, Annual reports, 12-monthly deviation reports 17
4 quarterly reports, Annual reports, 12-monthly deviation reports
4 quarterly reports, Annual reports, 12-monthly deviation reports 17
4 quarterly reports, Annual reports, 12-monthly deviation reports
T 3.28.3
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Employees – Property, Legal, and Risk Management Years 1 (2015) Year 0 (2016)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 5 6 6 0 04-6 10 12 10 2 177-9 12 14 13 1 710-12 11 11 11 0 013-15 2 2 2 0 016-18 0 0 0 0 019-20 6 5 5 0 0
Total 46 50 47 3 6
Financial Performance: Legal, Property, and Procurement
2015/2016
Details
2014/2015 2015/2016 Actual Original
Budget Adjustment
Budget Actual Variance
to Budget
Total Operational Revenue R2 607 622 R3 701 300 R 3 210 140 R2 988 920 -24%
Expenditure:
Employees R18 460 915 R17 991 890 R23 483 256 R22 237 875 19% Repairs and Maintenance R465 105 R843 160 R851 860 R599 138 -41%
Other R10 980 466 R19 930 946 R12 338 113 R10 225 628 -95%Total Operational Expenditure R29 906 485 R38 765 996 R36 673 229 R33 062 642 -17%Net Operational Expenditure R27 298 863 R35 064 696 R33 463 089 R30 073 721 -17%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.15.5
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Capital Expenditure:
Legal, Property, and Procurement 2015/2016
Capital Projects
2015/2016 Budget Adjustmen
t Budget
Actual Expenditure
Variance from
Original Budget
Total Project Value
Total (All) R613 000 R645 000 R543 725 16%
OFFICE FURNITURE R90 000 R90 000 R87 721 3% R90 000BULK FILING CABINETS R125 000 R125 000 R69 459 44% R125 000
FURNITURE R3 000 R35 000 R24 583 30% R35 000FURNITURE & OFFICE EQUIPMENT R80 000 R80 000 R77 975 3% R80 000
REPLACE VEHICLE R275 000 R275 000 R244 033 11% R275 000
SHELVES R40 000 R40 000 R39 954 0% R40 000Total project value represents the estimated cost of the project on approval by Council (including past and future expenditure as appropriate). T 3.25.6
COMMENT ON THE OVERALL PERFORMANCE OF PROPERTY SERVICES
All the departments managed to successfully implement their projects as per the SDBIP. Legal services had a challenge with the procurement of the executive support vehicle due to under-budgeting.
T 3.28.7
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COMPONENT J: ORGANISATIONAL PERFORMANCE SCORECARD
This component includes a performance summary of the Annual Performance Scorecard Report for the 2015/2016 financial year.
Refer to Appendix V for a full report.
KEY PERFORMANCE AREA TARGET TARGET ACHIEVED
TARGET NOT ACHIEVED
GOOD GOVENANCE & PUBLIC PARTICIPATION
16 16 100% 0 0%
MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
10 7 70% 3 30%
FINANCIAL VIABILITY AND SUSTAINABILITY
23 16 69.56% 7 30.44%
LOCAL ECONOMIC DEVELOPMENT
6 5 83.33% 1 16.67%
SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
28 21 75% 7 25%
SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
18 16 88.88% 2 11.12%
TOTALS
100 63 63% 25 37%
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CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II)
INTRODUCTION
To ensure that the organization’s effectiveness is increased, the municipality conducts a personnel needs analysis and makes the necessary provision in the Municipal Budget on an annual basis. To ensure effectiveness and efficiency within the organisation, the municipality annually develops a Workplace Skills Plan, after conducting a training needs analysis. The necessary training is then provided depending on available financial resources. Employees are also provided with all the necessary tools including, but not limited to, ICT tools, furniture, and machinery.
Necessary policies, systems, procedures, and mechanisms are put in place to ensure organizational development. These include, but are not limited to, recruitment, selection, training, discipline, and the retention of staff. Employees are developed as far as possible to assist them to function effectively as human beings and to reach their full potential.
Changes in business process and changing environment requires the organization to review its organizational structure on a regular basis.
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COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL
4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
Department Description
Year 2013/2014 Year 2014/2015 2015/2016
Vote Allocation
Approved Posts
Number of Employees
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Water (Water General)
560, 561, 562, 563, 564, 566, 567, 571,
575 76 60 78 72 6 8 81 74 7 9
Waste water (Sanitation and Public Toilets)
546, 547, 550, 552, 553, 410 96 93 130 118 12 9 132 118 14 11
Electricity 700 92 80 114 108 6 5 115 111 4 3 Waste Management 420, 425 161 156 190 179 11 6 196 187 9 5 Housing (Housing and Security) 452, 460 26 19 31 27 4 13 30 28 2 7 Roads (Road Transport, Licensing, and Taxi Terminals buildings)
300, 540, 542, 543,
557 139 123 161 145 16 10 161 146 15 9
Transport None 0 0 0 0 0 0 0 0 0 0 Planning (Development and Strategic Support IDP, Town Planning Services) 114, 502 22 20 22 20 2 9 23 20 3 13
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EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
Department Description
Year 2013/2014 Year 2014/2015 2015/2016
Vote Allocation
Approved Posts
Number of Employees
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Local Economic Development 124 1 1 1 1 0 0 1 1 0 0 Planning (Strategic & Regulatory) [Office of the Municipal Manager, Deputy Municipal Manager, Exec Director: Public Services, Exec Director: Infrastructure Services, Exec Director: Corporate Services, Exec Director: Financial Services, Internal Audit]
108, 109, 110, 111, 112, 113, 200(1) 18 14 19 15 4 21 19 15 4 21
Community and Social services (Gender and Social Development, Library, Youth Development, Events and Facility Management,
116, 117, 140, 161, 218, 221, 222, 505 68 66 77 74 3 4 82 74 8 10
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EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
Department Description
Year 2013/2014 Year 2014/2015 2015/2016
Vote Allocation
Approved Posts
Number of Employees
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Cemetery and Age Care)
Environmental Protection (Pollution control, Biodiversity, Landscape, and Environmental Health) 0 0 0 0 0 0 0 0 0 0
Health 400, 440, 441, 442 5 4 6 5 1 17 6 5 1 17
Security and Safety (Traffic, Emergency Services, and Street Lights)
310, 311, 515, 157 156 175 166 9 5 177 166 11 6
Sport and Recreation
530, 533, 539 122 115 160 151 9 6 162 157 5 3
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EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
Department Description
Year 2013/2014 Year 2014/2015 2015/2016
Vote Allocation
Approved Posts
Number of Employees
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Corporate Policy Offices and others (Legal and Admin, HCM, IT, Property and Evaluation, Communication, Project Management Unit, Mayoral admin, Civil engineering, Stores, Financial Data Processing, Municipal Buildings)
105, 118, 120, 121, 122 123, 126 141, 200, 205, 210, 230, 500, 555, 263 231 284 254 30 11 292 270 22 8
TOTAL 1 245 1 139 1 448 1 335 113 8 1 477 1 373 105 7
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Vacancy Rate: Year 0 (2014/2015) Vacancy Rate: Year 0 (2015/2016)
Designation
Total Approved Posts
Vacancies (Number)
Vacancies (%)
Total Approved Posts
Vacancies (Number)
Vacancies (%)
Municipal Manager 0 1 100 1 1 100Deputy Municipal Manager 1 0 0 1 0 0
CFO 1 0 0 1 0 0Other Section 57 Managers (excluding Finance) 2 1 50 3 2 67
Other Section 57 Managers (Finance) 0 0 0 0 0 0
Police Officers None None None None None None
Firefighters 46 0 0 47 3 6Senior Management – Level 13-15 (excluding Finance) {1-3} 36 7 19 46 8 17Senior Management – Level 13-15 (Finance) {1-3} 6 3 50 7 1 15Highly Skilled Supervision – Level 9-12 (excluding Finance) {4-6} 55 10 18 57 11 19Highly Skilled Supervision – Level 9-12 (Finance) {4-6} 28 8 29 28 7 25
Turnover Rate
Details
Total of Appointments as of the Beginning of the Financial Year
Terminations during the Financial Year
Turnover Rate (%)
2013/2014 153 146 95.4
2014/2015 122 89 6%
2015/2016 90 64 71%
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COMMENT ON VACANCIES AND TURNOVER
All vacancies are advertised in the press according to policies in this regard. All senior management positions are occupied. Appointments on an acting basis were made where there were vacancies occurred. Internal staff are at liberty to can apply for promotional positions if they meet the requirements in qualifications, skills, and experience. Internal promotions were done where our internal candidates were found to be meeting the requirements for the posts. The Employment Equity Plan is always taken into account when making appointments. The turnaround time for the filling of vacant posts varies depending on the scarcity of skills in the labour market, qualifications and experience required. The target is to fill a vacancy within three months.
The reason for turnover is mainly due to resignations, retirement, death, and dismissals. Employees mainly resign as a result of career advancement. We have an active Employee Assistance Programme in place and also had staff wellness events during the year. There is also a long service recognition system in place which is implemented in terms of the conditions of service and internal policies. Retention measures such as scarcity allowances have been introduced and are implemented. However, due to other institutions offering more benefits than we can afford, it is not always possible to retain scarce and skilled employees. T 4.1.4
COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE
INTRODUCTION TO MUNICIPAL WORKFORCE MANAGEMENT
An Employment Equity Plan has been developed and implemented and is annually reviewed. Annual reports on the implementation of the plan are sent to the Department of Labour at the end of September as required by law. A variety of policies were developed and implemented as indicated in Section 4.2 on policies.
T 4.2.0
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4.2. POLICIES
HR Policies and Plans No. Name of Policy Completed
(%) Reviewed
(%) Date Adopted by Council or Comment on Failure to
Do so 1 Affirmative Action 100% S51/06/2001 2 Attraction and Retention 100% 100% 3 Code of Conduct for
Employees 100% S01/01/2001
4 Delegation, Authorization, and Responsibility
100% C28/06/2012
5 Disciplinary Code and Procedures
100% M28/08/2010
6 Essential Services 100% LRA GN R1216 GG 18276 OF 12 SEP 1997
7 Employee Assistance/Wellness 100% M24/08/2002 8 Employment Equity Plan 100% EEA ACT 55 OF 1998
S51/06/2001 9 Exit Management (Part of
Retention Policy) 100% M08/07/2010
10 Grievance Procedures 100% MCA 01 MAY 2007 11 HIV/AIDS Policy 100% M06/03/2010 12 Human Resource and
Development 100% M44/05/2012
13 Information Technology 100% 07 AUGUST 2009 14 Job Evaluation 100% SM06/12/2012 15 Leave (According to Conditions
of Service) 100% MCA 01 MAY 2007
16 Occupational Health and Safety
100% 22 APRIL 2012
17 Official Housing 100% M17/05/2008 18 Official Journeys 100% S27/08/2000 19 Official Transport to attend
Funeral 100% M19/11/2011
20 Official Working Hours and Overtime
100% 01 MAY 2007
21 Organizational Rights 100% 01 MAY 2007 22 Payroll Deductions 100% MAIN COLLECTIVE
AGREEMENT BCEA 23 Performance Management and
Development 100% M08/08/2010
24 Recruitment, Selection, and Appointment
100% 100% M07/07/2010
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HR Policies and Plans No. Name of Policy Completed
(%) Reviewed
(%) Date Adopted by Council or Comment on Failure to
Do so 25 Remuneration, Scales, and
Allowances 100% MCA M05/08/2012
26 Resettlement 100% M07/07/2010 27 Sexual Harassment 100% M64/08/2006 28 Skills Development 100% ACT 97 OF 1998 29 Smoking Policy 100% S31/09/2001 30 Special Skills 100% M22/11/2006 31 Work Organization 100% C34/09/2012 32 Uniforms & Protective Clothing 100% 22 APRIL 2010 33 Other Policies/Procedures 33.1 Absence from Work without
Leave (Only procedures) 100% 2004/05/05
33.2 Accident and Incident Reporting Procedure
100% M04/11/2012
33.3 Acting Allowance Policy (Only draft)
100% Condition of Services C63/11/2013
33.4 Bereavement Policy 100% M19/11/2011 33.5 Bursary By-laws 100% C23/03/2011 33.6 Cellphones 100% M03/10/2004
M07/12/2010 M25/12/2012
33.7 Clocking Systems Policy 33.8 Conditions of Service 100% C63/11/2013 33.9 Education, Training, and
Development 100% M14/11/2009
33.10 Fraud Prevention Policy 100% 29/08/2012 17/03/2011
33.11 Performance Appraisal 100% M08/08/2010 33.12 Private Work Policy 100% 2012/11/19 Section 4 of
Code of Conduct for Municipal Staff. Schedule 2 Municipal Systems Act
33.13 Retention & Succession 100% M08/08/2010 08/07/2010
COMMENT ON WORKFORCE POLICY DEVELOPMENT
Workplace policies are developed and reviewed as and when necessary in consultation with labour as prescribed by the relevant pieces of labour legislation and signed collective agreements.
T 4.2.1.1
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4.3. INJURIES, SICKNESS, AND SUSPENSIONS
Number and Cost of Injury on Duty 2015/2016
Type of Injury
Injury Leave Taken (Days)
Employees Using Injury Leave (Number)
Proportion Employees Using Sick Leave (%)
Average Injury Leave per Employee (Days)
Total Estimated Cost
Required basic medical attention only 30 2 0.14% 15 R12 610Temporary total disablement 164 3 0.22% 55 R156 134
Permanent disablement - - 0 - -
Fatal - - 0 - -
Total 194 5 0.36% 70 R168 744
Number of Days and Cost of Sick Leave (Excluding Injury on Duty) 2015/2016
Salary Band
Total Sick Leave (Days)
Proportion of Sick Leave without Medical Certification (%)
Employees Using Sick Leave (Number)
Total Employees in Post (Number)
Average Sick Leave per Employee (Number)
Estimated cost
Lower Skilled (Level 14-20) 2 982 8.3% 305 696 3 Skilled (Level 11-13) 1 913 6.58% 178 244 2.7 Highly Skilled Production (Level 8-10) 1 801 11.4% 186 263 2.6 Highly Skilled Supervision (Level 4-7) 6 14 14.5% 84 122 2.3 Senior Management (Level 1-3) 1 64 18% 25 44 2.5
MM and S57 3
Total 7 310 58.78% 778 1 372 2.62
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T 4.3.3
COMMENT ON INJURY AND SICK LEAVE
Special sick leave is taken in the case of injury on duty. An Occupational Health and Safety (OHS) Policy is in place and displayed at all workplaces. All departments are required to follow this policy. Regular OHS inspections and safety audits are carried out during the year to identify any new health and safety risks. Departments were advised in terms of handling OHS matters. Training was done on a regular basis (e.g. first aid and safety representative).
Accidents and injuries on duty were investigated in terms of relevant legislation. Sick leave was monitored by HODs, and proper record was kept of all leave and sick leave taken. Where necessary, officials may be sent to medical practitioners appointed by Council for second opinions in cases of extended sick leave.
T 4.3.4
Number and Period of Suspensions Position Nature of
Alleged Misconduct
Date of Suspension
Details of Disciplinary Action Taken or Status of Case and Reasons Why not Finalised
Date Finalised
Personal Assistant N/A N/A N/A N/A
Personal Assistant N/A N/A N/A N/A
Secretary to the Mayor Dishonesty 07/11/2013 19/02/2016 Speakers’ Secretary Insubordination 01/11/2014 Case will not continue, since the
employee’s term of contract has ended
T 4.3.6
0.150.26
0.88
0.04
1.48
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
Lower skilled(Levels 1-2)
Skilled (Levels 3-5)
Highly skilledproduction (levels
6-8)
Highly skilledsupervision(levels 9-12)
Seniormanagement(Levels 13-15)
Average Sick Leave per Employee
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4.4. PERFORMANCE REWARDS
Performance Rewards By Gender
Designations Beneficiary profile
Gender Total Number of Employees
in Group
Number of Beneficiaries
Expenditure on Rewards –
Year 1
Proportion of Beneficiaries within Group
R’ 000 %
Lower Skilled (Level 1-2) Female 20 9 45%
Male 30 12
Total 50 21
Has the statutory municipal calculator been used as part of the evaluation process? Yes/No
T 4.4.1
COMMENT ON PERFORMANCE REWARDS
Performance management system is applied to Municipal Manager and Section 57 executive directors who report to the Municipal Manager. Assessments were done and bonuses paid to all managers who were assessed.
COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE
INTRODUCTION TO WORKFORCE CAPACITY DEVELOPMENT
The municipality affords employees an opportunity to study by providing bursaries. Annually, a skills gap analysis is conducted, Workplace Skills Plan developed, and training provided in terms thereof. Employees are also continuously sent to workshops and seminars to improve their capacity.
T 4.5.0
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4.5. SKILLS DEVELOPMENT AND TRAINING
Skills Matrix Management Level
Gender Employees in Post as at 30 June 2016
Number of Skills Employees Required and Actual as at 30 June 2016 Learnerships
Skills Programmes and Other
Short Courses Other Forms of Training Total
Number
Actual:End of
2014/2015
Actual:End of
2015/2016
2015/2016Target
Actual:End of
2014/2015
Actual:End of
2015/2016
2015/2016Target
Actual:End of
2014/2015
Actual:End of
2015/2016
2015/2016Target
Actual:End of
2014/2015
Actual:End of
2015/2016
2015/2016 Target
MM and S57 Female 2 0 0 0 0 0 0 0 0 0 0 0 0
Male 1 0 0 0 1 1 0 0 0 0 1 0
Councillors, senior officials, and managers
Female 39 2 0 0 3 2 2 3 8 2 3 11 4 Male 62 4 0 0 2 3 4 8 4 0 10 7
Technicians and associate professionals*
Female 11 0 0 0 0 0 0 2 1 2 0 1 2
Male 49 0 0 0 0 0 0 4 5 5 0 5 5
Professions Female 24 0 0 0 4 6 4 0 0 2 4 6 6 Male 32 0 0 0 3 1 0 0 4 3 5
Subtotal Female 66 0 0 0 7 8 6 6 9 6 7 18 12
Male 107 0 0 0 4 3 4 8 13 13 4 15 17 Total 173 6 0 0 11 11 10 13 22 19 11 33 29
*Registered with professional associate body, e.g. CA(SA)
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Financial Competency Development: Progress Report* Description A.
Total Number of Officials Employed by Municipality (Regulation 14(4)(a) and (c))
B. Total Number of Officials Employed by Municipal Entities (Regulation 1494)(a) and (c))
Consolidated:Total of A and B
Consolidated:Competency Assessments Completed for A and B (Regulation 14(4)(b) and (d))
Consolidated: Total Number of Officials With Performance C Agreements Who Comply with Regulation 16 (Regulation 14(4)(f))
Consolidated:Total Number of Officials That Meet Prescribed Competency Levels (Regulation 14(4)(e))
Financial Officials
79 N/A 79
Accounting Officer
1 N/A 1 0 1 1
Chief Financial Officer
1 N/A 1 0 1 1
Senior Managers
3 N/A 3 0 0 2
Any Other Financial Officials
12 N/A 12 0 0 8
Supply Chain Management Officials
15 N/A 15
Head of Supply Chain Units
1 N/A 1 0 1
Supply Chain Management – Senior Managers
3 N/A 3 0 0 3
Total 115 115 0 2 16
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Skills Development Expenditure
Management Level
Gender
Employees as at the
Beginning of the
Financial Year
Original Budget and Actual Expenditure on Skills Development – Year 1
Learnerships
Skills Programmesand Other Short
Courses
Other Forms of Training
Total
Number Original
Budget
Actual Original Budget
Actual Original Budget
Actual Original Budget
Actual
MM and S57 Female 2
Male 1 Legislators, senior officials, and managers
Female 39
Male 62 R28 500
Professionals Female 24
R119 200 R 12 539
Male 32 Technicians and associate professionals
Female 11
Male 49 Clerks
Female 171 R41 395 R251 920
Male 32 R12 780 Service and sales workers Female 54 R29 240
Male 97 R95 724 Plant and machine operators and assemblers
Female 12
Male 87 Elementary occupations Female 240 R8 176 R84 744
Male 540 R24 528 R22 302
Subtotal Female
Male
Total
COMMENTS ON SKILLS DEVELOPMENT AND RELATED EXPENDITURE AND THE FINANCIAL COMPETENCY REGULATIONS
Employees are trained as per the Workplace Skills Plan adopted by the employer in consultation with labour. However, financial constraints continuously prevent the full implementation of all the skills development needs. A concerted effort is made to ensure that all the relevant employees are trained to be compliant with the MFMA Competency Regulations.
T 4.5.4
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COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE
INTRODUCTION TO WORKFORCE EXPENDITURE
All the expenditure incurred should be in line with the approved budget. When the staff establishment is approved, provision is made in the budget for all the posts which can be filled and the time frames in respect thereof. No unfunded posts may be filled. The municipality ensures that it recruits employees that are capable of effectively rendering the service towards achieving its strategic goals.
T 4.6.0
4.6. EMPLOYEE EXPENDITURE
Source: MBRR SA22 T 4.6.1
COMMENT ON WORKFORCE EXPENDITURE
SDBIPs were developed and implemented for the operational as well as the capital budgets. STLM recruited and appointed qualified, experienced, and skilled employees. We also provided continuous training in terms of the Workplace Skills Plan and the bursary scheme.
T 4.6.1.1
19,000
20,000
21,000
22,000
23,000
24,000
25,000
26,000
Year -3 Year -2 Year -1 Year 0
Workforce Expenditure Trends (R' 000)
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Number of Employees Whose Salaries Were Increased Due to Their Positions Being Upgraded
Beneficiaries Gender Total Lower Skilled (Level 1-2) Female According to the 2015/2016 budget – None
Male According to the 2015/2016 budget – None
Skilled (Level 3-5) Female According to the 2015/2016 budget – None
Male According to the 2015/2016 budget – None
Highly Skilled Production (Level 6-8)
Female According to the 2015/2016 budget – None
Male According to the 2015/2016 budget – None
Highly Skilled Supervision (Level 9-12)
Female According to the 2015/2016 budget – None
Male According to the 2015/2016 budget – None
Senior Management (Level 13-16) Female According to the 2015/2016 budget – None
Male According to the 2015/2016 budget – None
MM and S57 Female According to the 2015/2016 budget – None
Male According to the 2015/2016 budget – None
Total 0 T 4.6.2
Employees Whose Salary Levels Exceed The Grade Determined By Job Evaluation
Occupation Number of Employees
Job Evaluation Level
Remuneration Level
Reason for Deviation
None None None None None
None None None None None
None None None None None
None None None None None
None None None None None
T 4.6.3
Employees Appointed to Posts Not Approved
Department Level Date of
Appointment Number
Appointed
Reason for Appointment When No Established Post Exists
None None None None None
None None None None None
None None None None None
None None None None None
None None None None None
T 4.6.4
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COMMENT ON UPGRADED POSTS AND THOSE THAT ARE AT VARIANCE WITH NORMAL PRACTICE
1. In terms of the policy of Council, no occupied post can be upgraded;
therefore, no employees had their salaries increased due to the positions
being upgraded.
2. The job evaluation process has not been completed yet, and employees
are paid in terms of the Industrial Council determination. As soon as the job
evaluation process has been finalised, the results thereof will be considered
for finalisation.
3. No employees are appointed to posts not approved, and no employees are
appointed to unfunded positions.
T 4.6.5
DISCLOSURES OF FINANCIAL INTERESTS
Refer to disclosures made by officials and councillors concerning their financial interests as required by PM Regulations 805 of 2006 as set out in Appendix J. Make other comments where appropriate.
T 4.6.6
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CHAPTER 5 – FINANCIAL PERFORMANCE
INTRODUCTION
This chapter contains information regarding financial performance and highlights specific accomplishments.
The chapter comprises three components:
Component A: Statement of Financial Performance
Component B: Spending against Capital Budget
Component C: Cash Flow Management and Investment
Component D: Other Financial Matters
The overall operating results achieved for the past financial year closed off with a surplus of R160.6 million compared to a budgeted surplus of R69.4 million. Operating revenue for the year is R1 420.1 billion (2015: R1 368.4 billion), which reflects an increase of 4%. The operating expenditure for the year is R1 259.6 million (2014: R1 262.9 million), which reveals a decrease of 0.27%.
The total capital expenditure capitalized for the year in respect of property, plant, and equipment amounted to R274.4 million. This includes R58 million from government grants, R22 million from public contributions and donations, and R155.4 million from own cash resources.
Cash and short-term investments increased by 18% to R485 million (2015: R410 million). The cash balance at financial year end was R80.5 million.
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COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE
INTRODUCTION TO FINANCIAL PERFORMANCE
Note: Statements of Revenue Collection Performance by vote and by source are included in Appendix G.
Operating revenue excluding capital grants and subsidies for the year is R1 301.1 million (2015: R1 255.8 million), which shows an increase of 3.6%. Included in the above figure are operating government grants to the amount of R125.4 million, which constitute 9.6% of total revenue.
Service charges jointly comprise 51% of total revenue and increased by R39.2 million from 2015 (R689.5 million) to R728.6 million in the reporting financial year, which is R44.4 million less than the adjusted budget (R773.2 million). Electricity remains the largest source of income and contributes 39% to municipal revenue.
Property rates constitute 24% of revenue and increased by 9% from the previous financial year.
Interest received has increased slightly from R24.3 million to R39.8 million, which can mainly be attributed to the interest rate increase during the year.
Revenue from fines decreased by R3.1 million, while the remaining revenue sources are R77.5 million less than the adjusted budget. This is mainly for the sale of land and additional main service contributions received.
The operating expenditure for the year is R1 259.6 million (2015: R1 262.9 million), which indicates a decrease of 0.27% from the previous financial year. The main expenditures are employee-related costs at R363.3 million, transfers and grants at R71.4 million, bulk purchases at R379.6 million, and depreciation at R164.7 million.
Repairs and maintenance increased by 20% to R65.2 million (2014: R54.4 million) and comprises 5.18% of total operating expenditure. Grant and subsidies paid increased by 11.9% from R63.8 million to R71.4 million as a result of additional free basic services which were provided to indigent households.
Capital expenditure for the year amount to R274.4 million. This includes capital grants of R58 million donated; property, plant, and equipment (PPE) to the amount of R22 million; and internally generated funds of R155.4 million.
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5.1. STATEMENTS OF FINANCIAL PERFORMANCE
Reconciliation of Table A1 Budget Summary
2015/2016 2014/2015
Description
Original Budget Budget Adjustments (i.t.o. s28 and
s31 of the MFMA)
Final adjustments
budget
Final Budget Actual Outcome
Variance Actual Outcome as a % of
Final Budget
Actual Outcome as a % of Original Budget
Restated Audited Outcome
1 2 3 4 5 6 7 8 9
Financial Performance
Property rates R301 305 502 R4 000 000 R305 305 502 R305 305 502 R308 610 464 R3 304 962 101% 102% R 282 793 098 Service charges R766 788 972 R6 389 788 R773 178 760 R773 178 760 R728 751 089 -R44 427 671 94% 95% R 689 564 771 Investment revenue R21 381 260 R1 000 000 R22 381 260 R22 381 260 R39 770 333 R17 389 073 178% 186% R 24 304 500 Transfers recognised – operational R126 295 300 R100 000 R126 395 300 R126 395 300 R125 385 666 -R1 009 634 99% 99% R 115 805 992 Other own revenue R147 159 773 R25 913 402 R173 073 175 R173 073 175 R98 609 545 -R74 463 630 57% 67% R 143 365 508
Total Revenue (excluding capital transfers and contributions)
R1 362 930 807 R37 403 190 R1 400 333 997 R1 400 333 997 R1 301 127 097 -R99 206 900 93% 95% R1 255 833 868
Employee costs R385 662 127 -R5 256 400 R380 405 727 R380 405 727 R363 305 145 -R17 100 582 96% 94% R 330 847 421 Remuneration of councillors R19 698 455 -R100 000 R19 598 455 R19 598 455 R19 089 604 -R508 851 97% 97% R 17 893 744 Debt impairment R17 323 239 -R 633 185 R16 690 054 R16 690 054 R8 293 281 -R8 396 773 50% 48% R 2 060 164 Depreciation
& asset impairment R157 228 228 R9 200 000 R166 428 228 R166 428 228 R164 684 230 -R1 743 998 99% 105% R 169 615 777 Finance charges R30 890 224 -R3 366 262 R27 523 962 R27 523 962 R8 391 097 -R19 132 865 30% 27% R 9 718 817
Materials and R380 168 395 R4 837 687 R385 006 082 R385 006 082 R379 618 097 -R5 387 985 99% 100% R 326 861 936
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180
2015/2016 2014/2015
Description
Original Budget Budget Adjustments (i.t.o. s28 and
s31 of the MFMA)
Final adjustments
budget
Final Budget Actual Outcome
Variance Actual Outcome as a % of
Final Budget
Actual Outcome as a % of Original Budget
Restated Audited Outcome
1 2 3 4 5 6 7 8 9
bulk purchases Transfers and Grants R67 662 998 R3 669 578 R71 332 576 R71 332 576 R71 439 309 R106 733 100% 106% R63 791 396 Other expenditure R344 191 436 R27 592 309 R371 783 745 R371 783 745 R244 755 183 -R127 028 562 66% 71% R342 147 691
Total Expenditure R1 402 825 102 R35 943 727 R 1 438 768 829 R1 438 768 829 R1 259 575 947 -R179 192 882 88% 90% R1 262 936 948 Surplus/(Deficit) -R39 894 295 R1 459 463 -R38 434 832 -R38 434 832 R41 551 150 R79 985 982 -108% -104% -R7 103 080
Transfers recognised – capital R62 170 240 R5 257 070 R67 427 310 R67 427 310 R58 046 226 -R9 381 084 86% 93% R58 991 232 Contributions recognised – capital & contributed assets R49 842 093 -R9 454 775 R40 387 318 R40 387 318 R60 973 026 R20 585 708 151% 122% R53 527 529
Surplus/ (Deficit) after capital transfers & contributions
R72 118 038 -R 2 738 242 R69 379 796 R69 379 796 R160 570 402 R91 190 606 231% 223% R105 415 681
Surplus/ (Deficit) for the year R72 118 038 -R2 738 242 R69 379 796 R69 379 796 R160 570 402 R91 190 606 231% 223% R105 415 681
Capital expenditure & funds sources Capital expenditure
Transfers recognised – capital R62 170 240 R47 782 322 R109 952 562 R109 952 562 R97 021 252 -R12 931 310 88% 156% R58 690 533
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2015/2016 2014/2015
Description
Original Budget Budget Adjustments (i.t.o. s28 and
s31 of the MFMA)
Final adjustments
budget
Final Budget Actual Outcome
Variance Actual Outcome as a % of
Final Budget
Actual Outcome as a % of Original Budget
Restated Audited Outcome
1 2 3 4 5 6 7 8 9
Public contributions
& donations - - - - R21 998 000 R21 998 000 R53 337 029
Borrowing R97 976 000 R26 731 786 R124 707 786 R124 707 786 -R124 707 786 0% 0% R85 236 752 internally generated funds R76 222 520 R12 995 088 R89 217 608 R89 217 608 R155 413 990 R66 196 382 174% 204% R68 900 618
Total sources of capital funds R236 368 760 R87 509 196 R323 877 956 R323 877 956 R274 433 242 -R49 444 714 85% 116% R266 164 932
Cash flows Net cash from (used) operating R317 619 010 -R 147 735 133 R169 883 877 R169 883 877 R362 131 181 R192 247 304 213% 114% R297 941 945 Net cash from (used) Investing -R391 249 180 R97 814 703 -R293 434 477 -R293 434 477 -R325 851 843 -R32 417 366 111% 83% -R261 521 927 Net cash from (used) financing R68 532 409 R46 039 771 R114 572 180 R114 572 180 -R11 064 328 -R125 636 508 -10% -16% -R11 460 936
Cash/cash equivalents at the year end R42 761 647 R16 586 157 R59 347 804 R59 347 804 R107 569 776 R48 221 971 181% 252% R82 354 766
T 5.1.1
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Financial Performance of Operational Services
Description
2014/2015 2015/2016 2015/201
6 Variance
Actual (R)
Original Budget
(R)
Adjustments Budget
(R)
Actual (R)
Original Budget
(R)
Adjustments Budget (R)
Operating Cost
Water 75 196 290 95 670 761 99 209 724 73 878 887 22.78% 25.53%
Waste Water (Sanitation) 68 404 845 88 598 540 89 577 188 68 634 607
22.53% 23.38%
Electricity 406 688 427 485 407 517 487 054 767 464 500 011 4.31% 4.63%
Waste Management 91 890 087 92 872 547 93 747 265 92 683 483 0.20% 1.13%
Housing 41 579 648 13 028 278 12 891 172 10 339 629 20.64% 19.79%
Component A: subtotal 683 759 297 775 577 643 782 480 116 710 036 617 8.45% 9.26%
Waste Water (Storm Water Drainage) - - - -
0 0
Roads 88 607 543 103 723 521 100 693 416 89 650 881 13.57% 10.97%
Transport 2 066 605 2 424 964 2 353 625 2 100 829 13.37% 10.74%
Component B: subtotal 90 674 148 106 148 485 103 047 041 91 751 710
13.56% 10.96%
Planning 9 248 611 13 936 811 13 442 785 8 983 940 35.54% 33.17%
Local Economic Development 3 773 417 4 804 276 4 857 709 3 773 078
21.46% 22.33%
Component B: subtotal 13 022 028 18 741 087 18 300 494 12 757 018
31.93% 30.29%
Planning (Strategic & Regulatory) - - - -
0 0
Local Economic Development - - - -
0 0
Component C: subtotal - - - -
0 0
Community & Social Services 161 444 455 134 278 192 182 471 075 114 740 695
14.55% 37.12%
Environmental Protection - - - -
0 0
Health 5 815 338 4 686 437 5 192 415 4 997 486 -6.64% 3.75%
Security and Safety 84 758 370 99 117 927 95 397 899 81 070 712 18.21% 15.02%
Sport and Recreation 55 305 661 64 295 718 62 573 375 56 794 955 11.67% 9.23%
Corporate Policy Offices and Other 168 157 650 199 984 613 189 306 414 187 426 753
6.28% 0.99%
Component D: subtotal 475 481 475 502 362 887 534 941 178 445 030 601
11.41% 16.81%
Total Expenditure 1 262 936 948 1 402 830 102 1 438 768 829 1 259 575 947 10.21% 12.45%
In this table operational expenditure total for each service as shown in the individual net service expenditure tables in chapter 3. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.
T 5.1.2
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COMMENT ON FINANCIAL PERFORMANCE
Total expenditure incurred was 10% less than the budgeted expenditure.
T5.1.3
5.2. GRANTS
Grant Performance
Description
2014/2015 2015/2016 2015/2016 Variance Actual Budget Adjustments
Budget Actual Original
Budget (%)
Adjustments Budget
(%)
Operating Transfers and Grants
National Government: R107 909 615 R124 441
760 R124 541 760 R124 193
032 0.20% 0.28%
Equitable share R103 556 000 R119 935
000 R120 035 000 R119 935
000 0% 0.08%
Municipal Systems Improvement R88 534 - - -
0 0
Department of Water
Affairs - - - -
Levy replacement - - - -
Other transfers/grants [insert description]
MIG R1 858 931 R1 923 760 R1 923 760 R1 777 490 7.60% 7.60%
EPWP R806 150 R983 000 R983 000 R955 803 2.77% 2.77%
FMG R1 600 000 R1 600 000 R1 600 000 R1 524 739 4.70% 4.70%
Provincial Government: R7 896 377 R913 540 R913 540 R252 634 72.35% 72.35%
Health subsidy - - - - 0 0
Housing R7 896 377 R913 540 R913 540 R252 634 72.35% 72.35%
Ambulance subsidy
Sports and Recreation
Other transfers/grants
Total Operating Transfers and Grants
R115 805 992 R125 355
300 R125 455 300
R124 445 666 0.73% 0.80%
Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. Full list of provincial and national grants available from published gazettes.
T 5.2.1
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COMMENT ON OPERATING TRANSFERS AND GRANTS
The equitable share is an unconditional grant, and the full gazetted amount of R119.9 million was received.
An amount R940 000 of the Municipal System Information Grant was appropriated on the budget for operating activities and was spent on an ICT Master Systems Plan.
The Finance Management Grant was utilised for the intern programme and for consultants to assist with the implementation of the new GRAP standards and compilation of an asset register. An amount of R1 524 743 was spent for the period.
The EPWP incentive grant is utilised for job creation projects. During the year, R955 803 was spent to employ temporary workers for street cleaning and cleaning of overgrown main streets. Moreover, R599 006 was spent for paving and kerbs in low-income areas.
The INEP grant is utilised to construct basic municipal infrastructure to provide basic services for the benefit of poor households.
An amount of R15.4 million was received, and R12 million was spent by 30 June 2016; the remainder was rolled over to the following financial year.
Grants Received From Sources Other Than Division of Revenue Act (DoRA) Details of Donor
Actual Grant
Actual Grant
2015/2016 Date Grant Terminates
Date Municipal
Contribution Terminates
Nature and Benefit from
the Grant Received Includes
Description of Any
Contributions in Kind
2014/2015 2015/2016 Municipal Contribution
Parastatals Foreign Governments/Development Aid Agencies Private Sector/Organisations Donations – Human Settlement R5 500 000
Transfer Station at Dennesig and Ext 49
Developers’ Donations R798 000
Land donated by developers
Donations
R15 700 000
Land donated by Department of Human Settlements
Provide a comprehensive response to this schedule T 5.2.3
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COMMENT ON GRANT PERFORMANCE
Ninety-six per cent (96%) of the 2015/2016 MIG allocation was spent by 30 June 2016. There were no roll-over funds for the 2015/2016 financial year.
5.3. ASSET MANAGEMENT
INTRODUCTION TO ASSET MANAGEMENT
Overview of Asset Management
The Asset Management Policy is developed to comply with all relevant legislative requirements and complies with the standards specified by the Accounting Standards Board. Asset management within the municipality is overseen by the Executive Director: Financial Services.
Financial Asset Register
The CFO established and maintained an asset register containing key financial data on each item of property, plant, or equipment that satisfies the criterion for recognition.
Organizing Asset Management, Staff Involved, and Delegations
The CFO is responsible to the Municipal Manager and needs to ensure that the financial investment in the municipality’s assets is safeguarded and maintained.
The Asset Manager must ensure that appropriate physical management and control systems are established and maintained for all assets in their area of responsibility and that the municipal resources assigned to them are utilized effectively, efficiently, economically, and transparently.
The Asset Champion must assist the Asset Manager in performing his/her functions and duties in terms of asset management.
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TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED 2015/2016
Asset 1
Name Boskrans Waste Treatment Plant
Description Upgrade Boskrans Waste Treatment Plant
Asset Type Infrastructure Sewerage Purification
Key Staff Involved Municipal Manager, Executive Director Infrastructure Services, Civil Engineer
Staff Responsibilities Oversee implementation of project and account for transaction
Asset Value
2012/2013 2013/2014 2014/2015 2015/2016
R19 234 711 R10 785 164 R11 353 456 R13 553 312
Capital Implications The asset was financed from own internal funds
Future Purpose of Asset Purification of sewerage
Describe Key Issues Construction work and management of tender Policies in Place to Manage Asset Yes
Asset 2
Name Road and Storm water
Description Construction of roads and storm water in low-income areas
Asset Type Roads Infrastructure
Key Staff Involved Executive Director: Infrastructure Services, PMU, Assistant Director: Roads & Storm Water
Staff Responsibilities Prepare and evaluate tender document, and monitor implementation of project
Asset Value
2012/2013 2013/2014 2014/2015 2015/2016
R23 031 982 R10 654 756 R31 288 918 R13 037 486
Capital Implications Project was funded from the Municipal Infrastructure Grant
Future Purpose of Asset Roads infrastructure in Kwazamokhule, Mhluzi, Tokologo, and Rural areas
Describe Key Issues Finalisation of tender process and weather conditions Policies in Place to Manage Asset Yes
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TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED 2015/2016 Asset 3
Name Nasaret
Description New substation
Asset Type Electricity Infrastructure
Key Staff Involved Executive Director: Infrastructure Services, PMU, Director: Electrical, Acting Assistant Director: Planning & Bulk Connection
Staff Responsibilities Prepare and evaluate tender document, and monitor implementation of project
Asset Value
2012/2013 2013/2014 2014/2015 2015/2016
R13 329 053
Capital Implications Funded from MIG
Future Purpose of Asset To provide services to residents in Newtown
Describe Key Issues Implementation of project by Rand Water and time constraints to complete services Policies in Place to Manage Asset Yes
T 5.3.2
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COMMENT ON ASSET MANAGEMENT
With reference to the three projects approved in the year, these projects were evaluated from a cost and revenue perspective, including municipal tax and tariff implications in accordance with Section 19(2)(a) and (b) and MSA Section 74(2)(d), (e) and (i).
The responsible implementing departments ensure that project files are maintained, and these files are readily accessible for audit inspection. Financial data regarding asset management may be sourced from MBRR Table A9.
T 5.3.3
Repairs and Maintenance Expenditure: 2015/2016
Original Budget
Adjustment Budget
Actual Budget
variance
Repairs and Maintenance Expenditure R74 127 890 R77 498
003 R65 224 669 12%
T 5.3.4
COMMENT ON REPAIRS AND MAINTENANCE EXPENDITURE
The aging infrastructure of the municipality in actual fact requires that larger amounts be made available for the maintenance and replacement of especially water pipes in the Mhluzi area. However, the pressure placed on budget provision for the extension of infrastructure to cater for new developments limits the availability of funds for maintenance purposes. The intention is to substantially increase maintenance expenditure in future budgets. The amount spent on repairs and maintenance is for materials only and decline proportionate to the budget considering the increases in other expenditures.
T 5.3.4.1
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5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS
1.9
1.8 1.8
2.1
1.5
1.6
1.7
1.8
1.9
2.0
2.1
2.2
2012/13 2013/14 2014/15 Current Year 2015/16
Liquidity Ratio
Liquidity Ratio – This ratio measures the extent to which the municipality has cash and short-term investments available to settle short-term liabilities. If the cash and short-term investmentsdo not exceed current liabilities, it means liquidity problems, i.e. insufficient cash to meet financialobligations. The higher the ratio, the better.
0.9
1.2
1.3
0.7
–
0.2
0.4
0.6
0.8
1.0
1.2
1.4
2012/13 2013/14 2014/15 Current Year 2015/16
Cost Coverage
Cost Coverage – It explains how many months expenditure can be covered by the cash andother liquid assets available to the municipality, excluding utilisation of grants. The norm isbetween 1 to 3 months. (Data used from MBRR SA8)
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190
8.4% 8.2%
9.9%
6.2%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
2012/13 2013/14 2014/15 Current Year 2015/16
Total Outstanding Service Debtors To Revenue
Total Outstanding Service Debtors To Revenue – It is calculated by dividing the total outstandingdebtors by the total annual revenue. A lower score is better. The ratio focuses on the proportionof amounts that are deemed to be recoverable as a percentage of annual billed revenue. Ittherefore only takes into account the major revenue sources that give rise to consumer debtors,excluding bad debts provisions and also indicates the effectiveness of credit control proceduresand enables assessment of the sufficiency of the provision for bad debts. The norm is 8.3%,which equates to the same as 30 days’ worth of outstanding debtors.
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191
25.5
30.8 28.4 28.9
–
5.0
10.0
15.0
20.0
25.0
30.0
35.0
2012/13 2013/14 2014/15 Current Year 2015/16
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 bythe municipality. (Data used from MBRR SA8)
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2.4%
2.0%1.8%
3.1%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
2012/13 2013/14 2014/15 Current Year 2015/16
Capital Charges to Operating Expenditure
Capital Charges to Operating Expenditure Ratio – This is calculated by dividing the sum of capitalinterest and principle paid by the total operating expenditure. The ratio indicates the cost requiredto service external interest on borrowings and redemption. It assesses the affordability of debtexpressed as a percentage of operating expenditure. The lower the ratio, the more the capacity ofthe municipality in taking up additional funding to invest in infrastructure projects. The norm is 6%.
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193
28.8%
25.7%
26.3%
27.2%
24.0%
24.5%
25.0%
25.5%
26.0%
26.5%
27.0%
27.5%
28.0%
28.5%
29.0%
2012/13 2013/14 2014/15 Current Year 2015/16
Employee Costs
Employee Costs – This measures what portion of the revenue was spent on paying employeecosts. It is calculated by dividing the total employee cost by the difference between total revenueand capital revenue.
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COMMENT ON FINANCIAL RATIOS
The liquidity ratio measures the extent to which the municipality has cash and short term investments available to settle short-term liabilities. The ratio has increased, meaning the municipality is able to settle its short-term liabilities with cash and short-term investments.
The cost coverage ratio indicates the time taken to pay for expenditure incurred; this has decreased. It thus indicates that we can pay creditors faster.
Total outstanding service debtors to revenue has decreased. This reveals that more accounts are recoverable in proportion to billed revenue.
Debt coverage ratio indicates the ease with which debt payments can be honoured. The municipality has a healthy debt coverage ratio.
Repairs and maintenance has increased. This highlights that more spending is being incurred on repairs and maintenance.
These ratios are derived from table SA8 of the MBRR.
T 5.4.9
5.1%
4.1% 4.3%
5.7%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
2012/13 2013/14 2014/15 Current Year 2015/16
Repairs & Maintenance
Repairs and Maintenance – This represents the propotion of operating expenditure spent and iscalculated by dividing the total repairs and maintenace. (Data used from MBRR SA8)
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COMPONENT B: SPENDING AGAINST CAPITAL BUDGET
COMMENTS ON SPENDING AGAINST CAPITAL BUDGET AND SOURCES OF FUNDING
Capital expenditure relates mainly to the construction of assets that will have value, lasting over many years. Capital expenditure is funded from grants, borrowings, and operating expenditures and surpluses.
During the financial year under review, capital expenditure amount to R274.4 million. The capital expenditure for the year has increased by 3% when compared to the previous year expenditure. From the 284 projects, 242 projects were completed, and 42 projects to the value of R57.4 million have been rolled over to the 2016/2017 financial year.
The capital expenditure realised on roads and storm water amounts of R59.5 million, water and sanitation amount to R84.5 million, electricity amounts to R52.4 million, and other capital expenditure amounts to R77.9 million. Capital on core infrastructure services constitutes 72% of total capital expenditure.
The capital budget was funded by internal cash reserves to the amount of R155.4 million. National and provincial government grants amount to R58 million, and public contributions amount to R28 million.
5.5. CAPITAL EXPENDITURE
18.37%
81.63%
-
200 000 000
400 000 000
600 000 000
800 000 000
1 000 000 000
1 200 000 000
1 400 000 000
1 600 000 000
R m
illio
n
Total Expenditure: 2015/2016
Capital Expenditure
Operating Expenditure
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196
5.6. SOURCES OF FINANCE
Capital Expenditure – Funding Sources
Details
2014/2015 2015/2016 Actual Original
Budget (OB) Adjustment
Budget Actual Adjustment
to OB Variance
(%)
Actual to OB
Variance (%)
Source of Finance
External loans R85 236 752 R97 976 000 R124 707
786 R86 449 612 27.28% -11.76% Public contributions and donations R53 337 029 - - R21 998 000 0.00% 0.00% Grants and subsidies R58 690 533 R62 170 240 R67 427 310 R58 046 226 8.46% -6.63%
District Municipality - - R42 525 252 R38 975 026 0.00% 0.00% Internal Funds (Own Revenue) R68 900 618
R 76 222 520 R89 217 608 R68 964 378 17.05% -9.52%
Total R266 164
932 R236 368
760 R323 877
956 R274 433
242 52.79% -27.92% Percentage of finance
External loans 32.0% 41.5% 38.5% 31.5% -7.1% -24.0% Public contributions and donations 20.0% 0.0% 0.0% 8.0% 0.0% 0.0% Grants and subsidies 22.1% 26.3% 20.8% 21.2% -20.8% -19.6%
District Municipality 0.0% 0.0% 13.1% 14.2% 0.0% 0.0% Internal Funds (Own Revenue) 25.9% 32.2% 27.5% 25.1% -14.6% -22.1% Capital expenditure Water and sanitation R69 072 975 R65 454 496
R120 445 848 R84 566 184 84.01% 29.20%
Electricity R48 477 623 R56 936 000 R62 924 614 R48 477 603 10.52% -14.86%
Housing R518 546 R500 000 R520 000 R518 546 4.00% 3.71% Roads and storm water R54 809 322 R52 310 000 R64 579 389 R59 509 809 23.46% 13.76%
Other R93 286 466 R61 168 264 R75 408 105 R81 361 100 23.28% 33.01%
Total R266 164
932 R236 368
760 R323 877
956 R274 433
242 145.27% 64.83% Percentage of expenditure Water and sanitation 26.0% 27.7% 37.2% 30.8% 34.3% 11.3%
Electricity 18.2% 24.1% 19.4% 17.7% -19.3% -26.7%
Housing 0.2% 0.2% 0.2% 0.2% -24.1% -10.7% Roads and storm water 20.6% 22.1% 19.9% 21.7% -9.9% -2.0%
Other 35.0% 25.9% 23.3% 29.6% -10.0% 14.6%
T 5.6.1
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External loans32%
Public contributions and
donations8%
Grants and subsidies
21%
District Municpality
14%
Internal Funds (Own Revenue)
25%
Percentage of Finance
Water and sanitation
31%
Electricity18%
Housing0%
Roads and storm water22%
Other29%
Percentage of Capital Expenditure
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COMMENT ON SOURCES OF FUNDING
The actual funding on external loans was less than the budget funding due to delays in some projects.
T 5.6.1.1
R -
R 20 000 000
R 40 000 000
R 60 000 000
R 80 000 000
R 100 000 000
R 120 000 000
R 140 000 000
Actual Original Budget(OB)
AdjustmentBudget
Actual
2014/2015 2015/2016
Source of Finance and Capital Expenditure
External loans Public contributions and donations
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5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS
Capital Expenditure of Five Largest Projects*
Name of Project Current: 2015/2016
Variance: Current
2015/2016
Original Budget
Adjustment Budget
Actual Expenditure
Original Variance (%)
Adjustment variance (%)
ROADS GENERAL – SLIPWAYS RIGHT TURN & INTERSECTION R6 500 000 R9 313 455 R9 313 372 -43% 0%
NAZARETH NEW SUBSTATION R9 000 000 R13 920 060 R13 329 053 -48% 4%NEW ROADS & STORM WATER LOW-INCOME AREAS R14 000 000 R14 000 000 R13 037 486 7% 7%ROADS RESEAL – MIDDELBURG/MHLUZI R8 400 000 R8 400 000 R8 391 352 0% 0%
ROCKDALE ELECTRIFICATION R10 060 000 R10 924 570 R9 755 664 3% 12%* Projects with the highest capital expenditure in 2015/2016
Name of Project A Roads General – Slipways Right Turn & Intersection Objective of Project To improve intersection due to increased traffic volumes and to minimise traffic congestion Delays Delays were encountered due to existing service within the working area
Future challenges Roads connecting to the intersection will require expansion or provision of additional lanes (R38, Dr Mandela Drive from Dr Beyers Naude to R555)
Anticipated citizen benefits Safe roads to citizens
Name of Project B Nasaret New Substation Objective of Project Access to electricity to Rockdale residents Delays The hard rock was the challenge during the excavation and trenching Future challenges The unavailability of bulk supply from Eskom Anticipated citizen benefits Rockdale residents Name of Project C New Roads & Storm water Low-income Areas
Objective of Project Construction of roads and storm water (Mhluzi x6, Tokologo, Kwazamokuhle x2, and Kwazamokuhle x6)
Delays None
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Capital Expenditure of Five Largest Projects*
Name of Project Current: 2015/2016
Variance: Current
2015/2016
Original Budget
Adjustment Budget
Actual Expenditure
Original Variance (%)
Adjustment variance (%)
Future challenges In some sections road servitude is too narrow or pedestrian pavements due encroachment Anticipated citizen benefits Mhluzi x6, Tokologo, Kwazamokuhle x2, and Kwazamokuhle x6 Name of Project D Roads Reseal – Middelburg/Mhluzi
Objective of Project To maintain maximum useful life of the road Delays No delays
Future challenges Inadequate storm water drainage should be addressed to prevent water from damaging the road; increased number of heavy vehicles passing through the CBD
Anticipated citizen benefits Preventative maintenance of these roads, resulting in roads that last longer and a smooth-riding surface
Name of Project E Rockdale Electrification
Objective of Project Access to electricity to Rockdale residents
Delays 1. The hard rock was the challenge during the excavation and trenching 2. The unavailability of top structures (houses)
Future challenges The unavailability of top structures (houses) Anticipated citizen benefits Rockdale residents
T 5.7.1
COMMENT ON CAPITAL PROJECTS
Variance is on the Rockdale electrification. The challenge with this project is the unavailability of houses to carry out the project.
T 5.7.1.1
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5.8. BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW
INTRODUCTION TO BASIC SERVICE AND INFRASTRUCTURE BACKLOGS
The need and cost of backlogs are the result of migration into the area, as well as the trend of families disaggregating into more than one household. The municipality addresses this challenge by spending as well as on new capital projects on providing new bulk infrastructure.
T 5.8.1
Service Backlogs as at 30 June 2015/2016
Households (HHs)
*Service Level above Minimum Standard **Service Level below Minimum
Standard No. HHs % HHs No. HHs % HHs
Water 73 670 99% 706 1%Sanitation 65 070 88% 8 325 12%Electricity 40 946 55.79% - -%Waste management 60 315 92.8% 4 656 7.7%Housing 71 022 15 692% 81.9% 8.1% T 5.8.2
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Municipal Infrastructure Grant (MIG)* Expenditure
Details
Budget
Adjustments
Budget
Actual
Variance Major Conditions Applied by Donor (continue below if
necessary)
Budget Adjustments
Budget
Infrastruc-ture – Road transport R14 000 000 R14 000 000 R13 037 486 -7.38% -7.38% Roads, Pavements & Bridges R14 000 000 R14 000 000 R13 037 486 -7.38% -7.38% Infrastruc-ture – Electricity R3 000 000 R3 000 000 R2 783 256 -7.79% -7.79% Street Lighting R3 000 000 R3 000 000 R2 783 256 -7.79% -7.79% Infrastruc-ture - Water R11 449 516 R8 980 536 R8 938 318 -28.09% -0.47%
Reticulation R11 449 516 R8 980 536 R8 938 318 -28.09% -0.47% Infrastruc-ture – Sanitation R5 507 960 R9 203 040 R8 970 165 38.60% -2.60%
Reticulation R5 507 960 R 9 203 040 R8 970 165 38.60% -2.60% Infrastruc-ture – Other R6 712 764 R5 636 664 R5 636 601 -19.09% 0.00% Waste Management R6 712 764 R5 636 664 R5 636 601 -19.09% 0.00% Other Specify: R7 423 760 R7 273 760 R6 823 543 -8.80% -6.60% Sports field & Stadia R2 500 000 R2 500 000 R2 499 985 0.00% 0.00% Community halls R500 000 R350 000 R307 018 -62.86% -14.00%
Cemeteries R2 500 000 R2 500 000 R2 239 050 -11.65% -11.65%
PMU Cost R1 923 760 R1 923 760 R1 777 490 -8.23% -8.23%
Total R48 094 000 R48 094 000 R46 189 369 -4.12% -4.12% *MIG is a government grant programme designed to fund a reduction in service backlogs, mainly, Water; Sanitation; Roads; and Electricity. Expenditure on new, upgraded, and renewed infrastructure is set out in Appendix M; also note the calculation of the variation. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. T 5.8.3
COMMENT ON BACKLOGS
The MIG funds have been used to construct new water networks and to provide sanitation for stands, as well as new roads and storm water for low-income areas. T 5.8.4
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COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS
INTRODUCTION TO CASH FLOW MANAGEMENT AND INVESTMENTS
Proper cash flow management is a critical element to ensure the municipality meets its obligations. A stable positive cash flow balance relative to the growth of the municipality is a good indication of the municipality financial position and health. Cash flow projections are done on a monthly basis, and cash not immediately required are invested for a better return on the short term.
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5.9. CASH FLOW
Cash Flow Outcomes
Description 2014/2015 2015/2016
Audited Outcome Original Budget Adjusted Budget Actual
CASH FLOW FROM OPERATING ACTIVITIES Receipts
Ratepayers and other R1 038 165 312 R1 091 392 475 R1 079 441 653 R1 236 713 034Government – operating R120 056 667 R189 619 569 R111 668 219 R125 385 666Government – capital R60 188 104 R45 770 680 R52 461 595 R58 046 226Interest R24 526 196 R22 191 409 R23 356 306 R22 193 358
Payments - - - -Suppliers and employees -R876 538 785 -R940 770 745 -R1 004 569 682 -R1 006 696 890Finance charges -R10 938 261 -R28 080 922 -R28 080 922 -R9 718 816Transfers and Grants -R57 517 288 -R62 503 456 -R64 393 292 -R63 791 397
NET CASH FROM/(USED) OPERATING ACTIVITIES R297 941 945 R317 619 010 R169 883 877 R362 131 181
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Proceeds on disposal of PPE R221 765 R150 000 R800 000 R128 571Decrease (increase) in non-current investments -R2 000 000 -R205 000 000 -R30 000 000 -R60 000 000
Payments
Capital assets -R259 743 692 -R186 399 180 -R264 234 477 -R265 980 414NET CASH FROM/(USED) INVESTING ACTIVITIES -R261 521 927 R -391 249 180 R -293 434 477 R -325 851 843
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Short-term loans R238 180 - - -Borrowing long term/refinancing - R80 000 000 R126 039 771 -
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Cash Flow Outcomes
Description 2014/2015 2015/2016
Audited Outcome Original Budget Adjusted Budget Actual
Increase (decrease) in consumer deposits - R5 241 810 R5 241 810 R1 890 403
Payments
Repayment of borrowing -R11 699 116 -R16 709 401 -R16 709 401 -R12 954 731NET CASH FROM/(USED) FINANCING ACTIVITIES -R11 460 936 R68 532 409 R114 572 180 -R11 064 328
NET INCREASE/(DECREASE) IN CASH HELD R24 959 083 -R5 097 761 -R8 978 420 R25 215 010Cash/cash equivalents at the year begin: R57 395 683 R47 859 408 R68 326 224 R82 354 766Cash/cash equivalents at the year-end: R82 354 766 R42 761 647 R59 347 804 R107 569 776
Source: MBRR A7 T 5.9.1
COMMENT ON CASH FLOW
The cash flow from operating activities indicates a positive cash flow of R362.1 million. Further, R325.8 million was utilized on investment activities mainly to purchase property, plant, and equipment to the value of R265.9 million. Investments increased by R75 million from R410 million to R485 million. The cash flow from financing activities indicates an outflow of R11 million, which is mainly attributable to the repayments on borrowings.
Considering the above movements, the net cash position at financial year end is R107.6 million, which indicates an increase of 31%. The net cash position of the municipality has remained stable over the past three years. This is a good indication that the municipality has and will meet its obligations in the future.
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5.10. BORROWING AND INVESTMENTS
INTRODUCTION TO AND COMMENTS ABOUT BORROWING AND INVESTMENTS
External borrowings are obtained to supplement the municipal capital programme. During the financial year under review, no new external loans were taken up, resulting in borrowings decreasing by R11.7 million.
Surplus cash not immediately required for operations and cash backed internal reserves are invested on a short-term basis. Funds are only invested with A1 rating banks and according to the municipal investment policy. Despite a huge capital outflow funded from internal reserves over the past three years, the municipal investments have remained stable and have steadily increased from R410 million to R485 million. The cash inflow from the sale of serviced land is one of the contributing factors making the net cash position strong.
Actual Borrowings: 2013/2014 to 2015/2016
Instrument 2013/2014 2014/2015 2015/2016 Municipality
Long-Term Loans (annuity/reducing balance) R101 792
261 R88 837
530 R77 100
161
Municipality Total R101 792
261R88 837
530 R77 100
161 T 5.10.2
-
50
100
150
2013/2014 2014/2015 2015/2016
R m
illio
n
Actual Borrowings
Long-Term…
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Municipal and Entity Investments
Investment* type 2013/2014 2014/2015 2015/2016
Actual Actual Actual
Municipality Securities – National
Government Listed Corporate Bonds
Deposits – Bank R350 000
000 R410 000
000 R485 000
000
Municipality subtotal R350 000
000 R410 000
000 R485 000
000
Consolidated total: R350 000
000 R410 000
000 R485 000
000 T 5.10.4
COMMENT ON BORROWING AND INVESTMENTS
All grants (in cash or in kind) made to any form of organisation has been set out in full in Appendix R.
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COMPONENT D: OTHER FINANCIAL MATTERS
5.11. SUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT
The Council has developed an SCM Policy and practices in compliance with the guidelines set out by the Supply Chain Management Regulations, 2005, which was approved with effect from 1 March 2006. The new Preferential Procurement Regulations, 2011, with effect from 7 December 2011, was incorporated in the policy and adopted.
The SCM Policy incorporating the above-mentioned regulations, as well as all other relevant pieces of legislation, regulations, and circulars are annually reviewed during the budget process.
The municipality has established the three (3) bid committee system. No councillors are members of any committee of the committees handling supply chain processes.
The supply chain officials are currently attending accredited training modules to meet the requirements of the minimum competency levels. One senior and two supply chain officials are yet to complete the necessary competency levels.
T 5.12.1
5.12. GRAP COMPLIANCE
GRAP COMPLIANCE
GRAP is the acronym for Generally Recognized Accounting Practice. It provides the rules by which municipalities are required to maintain their financial accounts. Successful GRAP compliance will ensure that municipal accounts are comparable and more informative to the municipality. It will also ensure that the municipality is more accountable to its citizens and other stakeholders. Information on GRAP compliance is needed to enable National Treasury to assess the pace of progress and consider the implications.
The municipality fully complies with all the required GRAP standards as has been confirmed by the findings of the Auditor-General.
T 5.13.1
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CHAPTER 6 – AUDITOR-GENERAL AUDIT FINDINGS
INTRODUCTION
Note: The Constitution S188(1)(b) states that the functions of the Auditor-General includes the auditing and reporting on the accounts, financial statements, and financial management of all municipalities. Section 45 of the MSA further states that the results of performance measurement must also be audited annually by the Auditor-General. Section 121(3) of the MFMA required that the audit report be included in the annual report to be tabled.
Every municipality must for each financial year prepare annual financial statements which
fairly present the state of affairs of the municipality, its performance against its budget, its management of revenue, expenditure, assets and liabilities, its business activities, its financial results, and its financial position as at the end of the financial year; and
disclose the information required in terms of Sections 123, 124 and 125 of the MFMA.
Annual financial statements must be prepared within two months after the end of the financial year to which those statements relate and submit the statements to the Auditor-General for auditing.
The accounting officer is responsible to at least once per year measure and review the performance of the municipality. The results of the performance measurement must be audited annually by the Auditor-General. Therefore, the performance results are submitted with the annual financial statements.
The Auditor-General must audit the financial statements and performance results and submit an audit report to the accounting officer within three months of receipt of the statements.
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COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS
6.1. AUDITOR-GENERAL REPORTS PREVIOUS YEAR
Auditor-General Report on Financial 2014/2015 Audit Report Status*: Unqualified with other matters Non-compliance Issues Remedial Action Taken Expenditure management – Reasonable steps were not taken to prevent unauthorised expenditure as required by Section 62(1)(d) of the MFMA
Engage with Provincial and National Treasury on the issue of saleable land and budget for it in future
T 6.1.1
COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR
6.2. AUDITOR-GENERAL REPORT – CURRENT YEAR
Auditor-General Report on Financial Performance 2015/2016
Status of Audit Report: Clean audit report Non-compliance Issues Remedial Action Taken None Note:* The report’s status is supplied by the Auditor-General and ranges from unqualified (at best) to unqualified with other matters specified; qualified; adverse; and disclaimer (at worst). This table will be completed prior to the publication of the annual report but following the receipt of the Auditor-General Report on Financial Performance Year 0. T 6.2.1
AUDITOR-GENERAL REPORT ON THE FINANCIAL STATEMENTS: YEAR 2015 See Appendix W. T 6.2.3
COMMENTS ON AUDITOR-GENERAL’S OPINION FOR YEAR 2016 See Appendix X.
T 6.2.4
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COMMENTS ON MFMA SECTION 71 RESPONSIBILITIES
Section 71 of the MFMA requires municipalities to return a series of financial performance data to the National Treasury at specified intervals throughout the year.
I, E Wassermann, Chief Financial Officer, herewith confirms that the following data sets have been submitted to National Treasury according to the reporting requirements:
File Name Number
of Reports
Description
AC_M01-M12 12 Age Analysis of Creditors – Monthly
AD_M01-M12 12 Age Analysis of Debtors – Monthly
AM_Y 1 Capital Asset Management Information (Budget) – Annually
BEC_Y 1 Budget Evaluation Checklist (Budget) – Annually
BM_Q1-Q4 4
External debt created, repaid or redeemed and expected borrowing – Quarterly
BSAC_M01-M12 12 Statement of Financial Position Actuals – Monthly
BSAP_Y 1 Statement of Financial Position Audited Actuals – Annually
BS_Y 1 Statement of Financial Position (Budget) – Annually
CAA_M01-M12 12 Capital Actual Acquisition and Sources of Funding – Monthly
CA_Y 1 Capital Actual Acquisition and Sources of Funding (Budget) – Annually
CAAA_Y 1 Capital Acquisition and Sources of Funding Audited Actual – Annually
CFA_M01-M12 12 Cash Flow Statement Actuals/forecasts – Monthly
CFAA_Y 1 Cash Flow Statement Audited Actuals – Annually
CFB_Y 1 Cash Flow Statement Budget – Annually
FMG_M01-M12 12 Finance Management Grant – Monthly
GSG_Y 1 Grants and Subsidies Given(Budget) – Annually
GSR_Y 1 Grants and Subsidies Received (Budget) - Annually
INEG_M01-M12 12 Integrated National Electricity Grant – Monthly
LTC_Q1-Q4 4 Long-term Contracts – Quarterly
ME_Q1-Q4 4 Municipal Entities – Quarterly
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File Name Number
of Reports
Description
MFM1_Q1-Q4 4 MFMA Implementation and Monitoring Template – Quarterly
MIG_M01-M12 12 Municipal Infrastructure Grant – Monthly
MSIG_M01-M12 12 Municipal Systems Improvement Grant
NDPG_M1-M12 12 Neighbourhood Development Partnership Grant
OSA_M01-M12 12 Statement of Financial Performance Actuals – Monthly
OSAA_Y 1 Statement of Financial Performance Audited Actuals – Annually
OSB_Y 1 Statement of Financial Performance Budget – Annually
PWPG_M01-M12 12 Expanded Public Works Programme Integrated Grant – Monthly
RME_M01-M12 12 Repairs and Maintenance by Expenditure Types – Monthly
ROGS_M01-M12 12 Approved Rolled Over Grant Spending – Monthly
SP_Y 1 Strategic Plan/IDP Budget – Annually
REPORT OF AUDIT COMMITTEE FOR THE YEAR END 30 JUNE 2016 See Appendix G. T 6.2.3
213
GLOSSARY
Accessibility indicators
Explore whether the intended beneficiaries can access services or outputs.
Accountability documents
Documents used by executive authorities to give “full and regular” reports on the matters under their control to Parliament and provincial legislatures as prescribed by the Constitution. This includes plans, budgets, in-year reports, and annual reports.
Activities The processes or actions that use a range of inputs to produce the desired outputs and ultimately outcomes. In essence, activities describe “what we do”.
Adequacy indicators
The quantity of input or output relative to the need or demand.
Annual Report A report to be prepared and submitted annually based on the regulations set out in Section 121 of the Municipal Finance Management Act. Such a report must include annual financial statements as submitted to and approved by the Auditor-General.
Approved Budget The annual financial statements of a municipality as audited by the Auditor-General and approved by Council or a provincial or national executive.
Baseline Current level of performance that a municipality aims to improve when setting performance targets. The baseline relates to the level of performance recorded in a year prior to the planning period.
Basic municipal service
A municipal service that is necessary to ensure an acceptable and reasonable quality of life to citizens within that particular area. If not provided, it may endanger public health and safety or the environment.
Budget year The financial year for which an annual budget is to be approved – means a year ending on 30 June.
Cost indicators The overall cost or expenditure of producing a specified quantity of outputs. Distribution indicators
The distribution of capacity to deliver services.
Financial Statements
Includes at least a statement of financial position, statement of financial performance, cash flow statement, notes to these statements, and any other statements that may be prescribed.
General Key Performance Indicators
After consultation with Members of Executive Council (MECs) for local government, the Minister may prescribe general key performance indicators that are appropriate and applicable to local government generally.
Impact The results of achieving specific outcomes, such as reducing poverty and creating jobs.
Inputs All the resources that contribute to the production and delivery of outputs. Inputs are “what we use to do the work”. They include finances, personnel, equipment, and buildings.
Integrated Development Plan (IDP)
Set out municipal goals and development plans.
214
National Key Performance Areas
• Service delivery and infrastructure • Economic development • Municipal transformation and institutional development • Financial viability and management • Good governance and community participation
Outcomes The medium-term results for specific beneficiaries that are the consequence of achieving specific outputs. Outcomes should relate clearly to an institution’s strategic goals and objectives set out in its plans. Outcomes are “what we wish to achieve”.
Outputs The final products, or goods and services, produced for delivery. Outputs may be defined as “what we produce or deliver”. An output is a concrete achievement (i.e. a product such as a passport, an action such as a presentation or immunization, or a service such as processing an application) that contributes to the achievement of a Key Result Area.
Performance Indicator
Indicators should be specified to measure performance in relation to input, activities, outputs, outcomes, and impacts. An indicator is a type of information used to gauge the extent to which an output has been achieved (policy developed, presentation delivered, or service rendered).
Performance Information
Generic term for non-financial information about municipal services and activities. Can also be used interchangeably with performance measure.
Performance Standards
The minimum acceptable level of performance or the level of performance that is generally accepted. Standards are informed by legislative requirements and service-level agreements. Performance standards are mutually agreed criteria to describe how well work must be done in terms of quantity and/or quality and timeliness, to clarify the outputs and related activities of a job by describing what the required result should be. In this EPMDS, performance standards are divided into indicators and the time factor.
Performance Targets
The level of performance that municipalities and their employees strive to achieve. Performance targets relate to current baselines and express a specific level of performance that a municipality aims to achieve within a given time period.
Service Delivery Budget Implementation Plan
A detailed plan approved by the Mayor for implementing the municipality’s delivery of services, including projections of the revenue collected and operational and capital expenditure by vote for each month. Service delivery targets and performance indicators must also be included.
Vote One of the main segments into which a budget of a municipality is divided into for appropriation of money for the different departments or functional areas of the municipality. The Vote specifies the total amount that is appropriated for the purpose of a specific department or functional area.
Section 1 of the MFMA defines a “vote” as:
a) one of the main segments into which a budget of a municipality is divided for the appropriation of money for the different departments or functional areas of the municipality; and b) which specifies the total amount that is appropriated for the purposes of the department or functional area concerned.
STEVE TSHWETE MUNICIPALITY | APPENDICES 215
APPENDICES
APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE
FS Financial Services EHP Environmental Health & Public Facility Services RE Rules & Ethics CS Corporate Services SDH Spatial Development & Human Settlement MPAC Municipal Public Accounts Committee CPS Community Protection Services IS Infrastructure Development & Service Delivery PR Proportional Councillor
COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE
COUNCIL MEMBERS FULL TIME/PART TIME
COMMITTEE ALLOCATED WARD/PR
PARTY
Percentage Council Meetings
Attendance
Percentage Apologies for
non-attenance
SURNAME NAME SECTION 80
SECTION 79 15 meetings were
arranged %
%
1 Masina Michael Amos Full Time PR ANC (14) 93% (1/1) 100% 2 Mahlangu Ntombikayise Jeanette Full Time IS 21 ANC (10) 67% (4/5) 80% 3 Mathebula Elphus Fani Full Time FS 3 ANC (9) 60% (5/6) 83% 4 Motsepe Diphale Joseph Full Time EHP PR ANC (12) 80% (2/3) 67% 5 Nkadimeng Semakaleng Dorah Full Time SDH PR ANC (9) 60% (5/6) 83% 6 Nkosi Ernest Philile Full Time CPS 19 ANC (10) 67% (5/5) 100% 7 Pilodia Helena Full Time CS PR ANC (12) 80% (2/3) 67% 8 Xaba Robert Mphikeleli Full Time PR ANC (8) 53% (7/7) 100% 9 Ndala Busisiwe Paulina Full Time PR ANC (12) 80% (3/3) 100% 10 Hadebe Philemon Madoda Part Time EHP IS 26 ANC (14) 93% (1/1) 100% 11 Jele Eskie Agnes Part Time EHP CS ANC (12) 80% (2/3) 67% 12 Lukhele Sipho Azariah Part Time SDH CS 20 ANC (14) 93% (1/1) 100% 13 Mahlangu Thobile Blessed Part Time FS RE; IS PR ANC (10) 67% (4/5) 80% 14 Malinga Obedient Part Time CPS 5 ANC (14) 93% (1/1) 100% 15 Manzini Lemeko Isaac Part Time CS RE; CPS 27 ANC (14) 93% (1/1) 100% 16 Masilela Peter Jika Part Time IS MPAC; CS PR ANC (9) 60% (4/6) 67% 17 Matshiane Johan Part Time EHP MPAC; FS 7 ANC (13) 87% (2/2) 100% 18 Mbatiwe Michael Part Time CS SDH 25 ANC (10) 67% (4/5) 80%
STEVE TSHWETE MUNICIPALITY | APPENDICES 216
COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE
COUNCIL MEMBERS FULL TIME/PART TIME
COMMITTEE ALLOCATED WARD/PR
PARTY
Percentage Council Meetings
Attendance
Percentage Apologies for
non-attenance
SURNAME NAME SECTION 80
SECTION 79 15 meetings were
arranged %
%
19 Mkhuma Lali Elijah Part Time CPS IS 6 ANC (12) 80% (3/3) 100% 20 Mnguni Mmamotsana Refilwe Part Time IS FS PR ANC (13) 87% (2/2) 100% 21 Mnguni Muka Thandi Elizabeth Part Time CS SDH PR ANC (8) 53% (4/7) 57% 22 Mnguni Sonto Martha Part Time CPS MPAC; SDH PR ANC (13) 87% (1/2) 50% 23 Monareng Kweba Nellah Part Time SDH RE; CS PR ANC (12) 80% (2/3) 67% 24 Motebu Matthews Sipho Part Time IS MPAC; FS 22 ANC (12) 80% (3/3) 100% 25 Morufane Thabang Nathaniel Part Time CS SDH; EHP 28 ANC (12) 80% (0/3) 0% Mtshweni Zabakona David Part Time IS CS PR ANC (14) 93% (1/1) 100% 26 Khanyile Doctor Stephans Part Time RE 2 ANC (8/13) 62% (2/5) 40% 27 Mathibela Maria Part Time SDH EHP 29 ANC (14) 93% (1/1) 100% 28 Nyambi Mgevu Edward Part Time CPS IS 4 ANC (11) 73% (4/4) 100% Sekgwele Marumo Jim Part Time IS EHP 17 ANC (11) 73% (3/4) 75% 29 Selala Mpoetse Josiah Part Time FS MPAC; IS; RE 23 ANC (11) 73% (3/4) 75% 30 Selala Martha Thandi Part Time EHP; SDH EHP PR ANC (9) 60% (3/6) 50% 31 Shongwe Petrus Mduduzi Part Time FS CPS PR ANC (10) 67% (4/5) 80% 32 Skhosana Doctor Joseph Part Time CPS FS; RE 1 ANC (10) 67% (4/5) 80% 33 Skosana Badanile Christinah Part Time CS EHP 8 ANC (10) 67% (4/5) 80% 34 Skosana Johannes Part Time FS SDH 9 ANC (15) 100% 35 Tau Precious Poppy Part Time CPS MPAC; EHP 24 ANC (10) 67% (3/5) 60% 36 Thwala Phumaphi Irene Part Time FS MPAC; FS 18 ANC (11) 73% (4/4) 100% 37 Zitha Sonto Sarah Part Time EHP MPAC; CPS PR ANC (14) 93% (0/1) 0% 38 Mokoena Ben Hamelton
(Resigned) Part Time PR COPE (9/13) 69% (3/4) 75%
39 Du Toit Elizabeth Part Time CS RE PR DA (13) 87% (2/2) 100& 40 Dyason Johann Part Time IS IS 16 DA (15) 100% 41 Grobler Anna Sophia Part Time SDH SDH PR DA (14) 93% (1/1) 100% 42 Longman Deborah Maleoto Part Time EHP EHP 10 DA (12) 80% (2/3) 67% 43 Mobango Palesa Part Time EHP; CPS CPS PR DA (12) 80% (3/3) 100% 44 Mogola Sophia Mamy Part Time EHP EHP; RE PR DA (14) 93% (1/1) 100% 45 Ndlangamandla Thokozane Goodwill
(Resigned) Part Time SDH SDH PR DA (2/2) 100%
46 Msimango Gloria Zanele Part Time SDH SDH PR DA (9/11) 82% (1/2) 50% 47 Niemann Hendrik Frederick Part Time IS MPAC 12 DA (14) 93% (1/1) 100%
STEVE TSHWETE MUNICIPALITY | APPENDICES 217
COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE
COUNCIL MEMBERS FULL TIME/PART TIME
COMMITTEE ALLOCATED WARD/PR
PARTY
Percentage Council Meetings
Attendance
Percentage Apologies for
non-attenance
SURNAME NAME SECTION 80
SECTION 79 15 meetings were
arranged %
%
48 Mlambo Ngcede Joseph Part Time SDH PR DA (11) 73% (3/4) 75% 49 Sithole Paulina Nicolene Part Time CS PR DA (13) 87% (1/2) 50% 50 Pretorius Jozua Petrus Part Time FS; IS FS; IS 14 DA (15) 100% 51 Van Zyl Thomas Nicolas Part Time CPS CS PR DA (12) 80% (1/3) 33% 52 Romijn Gysbertus Hendrik
Ernest Part Time CS CS PR DA (14) 93% (1/1) 100%
53 Roos Stephanus Johannes Part Time FS MPAC; FS PR DA (12) 80% (2/3) 67% 54 Struwig Ammelia Part Time CPS MPAC 11 DA (14) 93% (1/1) 100% 55 Langeveld Trevor Robert Part Time RE 15 DA (7) 47% (5/8) 63% 56 Wait Susan-Mari Part Time FS CPS 13 DA (12) 80% (3/3) 100% 57 Uys Karel Philippus Jacob Part Time FS PR FF+ (10) 67% (5/5) 100% 58 Langeveld Trevor Robert Part Time RE 15 DA (12) 80% (3/3) 100%
STEVE TSHWETE MUNICIPALITY | APPENDICES
218
APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES
Committees (other than Mayoral/Executive Committee) and Purposes of Committees Purpose of Committee
Section 79 committees Purpose of Committee
Corporate Services
To monitor and the activities of the MMC and the relevant administrative department in respect of administration, Human Resource and Education activities. To advise council through the Mayoral Committee on improvements that could be effected.
Financial Services
To monitor and the activities of the MMC and the relevant administrative department in respect of finance and auditing activities. To advise council through the Mayoral Committee on improvements that could be effected.
Infrastructure Development and Service Delivery
To monitor and the activities of the MMC and the relevant administrative department in respect of Infrastructure Development and Service Delivery activities.
To advise council through the Mayoral Committee on improvements that could be effected.
Spatial Development, Human Settlement and Housing Administration
To monitor and the activities of the MMC and the relevant administrative department in respect of Human Settlement and Agriculture activities. To advise council through the Mayoral Committee on improvements that could be effected.
Community Protection Services
To monitor and the activities of the MMC and the relevant administrative department in respect of Traffic Emergency, Transport, Safety & Security activities.
To advise council through the Mayoral Committee on improvements that could be effected.
Environmental health, public facilities and cultural services
To monitor and the activities of the MMC and the relevant administrative department in respect of Environmental health, public facilities and cultural services activities. To advise council through the Mayoral Committee on improvements that could be effected.
Municipal public account committee
To ensure that municipal finances are properly managed and to advice council through the Mayoral Committee on improvements on ways and means whereby utilising and monitoring of municipal expenditure and income management can be improved.
Rules and ethics committee To consider and recommend to Council on matters relating to conduct of councillors.
STEVE TSHWETE MUNICIPALITY | APPENDICES 219
Section 80: Portfolio Committee Purpose of Committee
Corporate Services
To advise and assist the Executive Mayor in respect of operational issues regarding Administration, Human Resource & Education.
Financial Services To advise and assist the Executive Mayor in respect of operational issues regarding Financial services matters
Infrastructure Development and Service Delivery
To advise and assist the Executive Mayor in respect of operational issues regarding Infrastructure Development and Service Delivery
Spatial Development, Human Settlement and Housing Administration
To advise and assist the Executive Mayor in respect of operational issues regarding Town Planning, Human Settlement and Housing Administration.
Community Protection Services
To advise and assist the Executive Mayor in respect of operational issues regarding Traffic Emergency, Transport, Safety & Security
Environmental health, public facilities and cultural services
To advise and assist the Executive Mayor in respect of operational issues regarding Environmental health, public facilities and cultural services
STEVE TSHWETE MUNICIPALITY | APPENDICES 220
APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE
Third tier structure
Directorate Director (State title) Manager (State name)
Office of the Executive Mayor
Personal Assistant to the Mayor Mr S Mnguni
Deputy Director in the Office of the Mayor Ms D Mngomezulu
Manager: Youth Development Mr M Masemola
Manager: Gender & Social Development Ms L Legabi
Office of Municipal Manager
Deputy Municipal Manager Mr SM Mnguni (Acting) MM
Director Development & Strategic Support Ms SS Madlopha
Assistant Director IDP Ms NP Mabuza
Assistant Director LED Mr M Nkosi
Assistant Director Internal Audit Mr J Ramphisa
Assistant Director Risk Management Mr F Selolo
Assistant Director PMS Mr J Silas
Corporate services
Director Human Capital Management Mr M Khumalo
Director Legal & Administration Mr M Masilela
Director Property Valuation Services Mr J Victor
Director Information Communication Technology Mr S Mothiba
Assistant Director Administration R L Bronkhorst
Assistant Director Legal Services Mr T Mokoena
Assistant Director: Stakeholder Liason Mr Mthethwa
Assistant Director Communication & Stakeholder Liaison
Ms P Magutle
Community services
Deputy Director Emergency Services Mr A Mashiloane
Deputy Director Traffic, Law Enforcement and Security Services
Ms P Mkosi
Director Public Safety Vacant since 01/01/15
Assistant Director Cultural Services Mr S Xulu
Director Environmental & Solid Waste Management Ms R Makondzo
Infrastructure services
Director Town Planning &Human Settlement Mr M Mahamba
Director Civil Engineering Services Vacant
Deputy Director: Civil Engineering Services Mr PR Bouwer
Assistant Director: Rural Areas Mr S Mbatha
Assistant Director: Water Services Mr L Badiroang
Assistant Director: Roads & Storm water Ms LG Silolo
Assistant Director: Water Quality Mr CM Makgatha
Assistant Director Buildings & Fleet Management Ms S Msebe
STEVE TSHWETE MUNICIPALITY | APPENDICES 221
Director Electrical Engineering Vacant
Director Physical Environmental Development Ms D Lambrechts
Deputy Director Project & Programme Management Ms T Janse Van Ransburg
Financial services Deputy Director Financial Services Ms Maryam Tayob
Assistant Director budget Office Mr B J Booyens Assistant Director SCM Unit Mr PL van der Merwe Assistant Director financial statements and assets Ms F E Khoza Assistant Director Treasury Office Ms P Melato
Spill-over schedule of 3 tiers not included in in chapter 2
STEVE TSHWETE MUNICIPALITY | APPENDICES 222
APPENDIX D – FUNCTIONS OF MUNICIPALITY
Municipal Functions
Constitution Schedule 4, Part B functions: Function Applicable to Municipality (Yes/No)*
Air pollution Yes Building regulations Yes Childcare facilities Yes Electricity and gas reticulation Yes Firefighting services Yes Local tourism Yes Municipal airports Yes Municipal planning Yes Municipal health services Yes Municipal public transport Yes Storm water management systems in built-up areas Yes Trading regulations Yes Water and sanitation services limited to potable water supply systems and domestic waste-water and sewage disposal systems
Yes
Beaches and amusement facilities No
Billboards and the display of advertisements in public places Yes Cemeteries, funeral parlours and crematoria Yes Cleansing Yes Control of public nuisances Yes Control of undertakings that sell liquor to the public Yes Facilities for the accommodation, care and burial of animals Yes Fencing and fences Yes Licensing of dogs Yes Licensing and control of undertakings that sell food to the public Yes Local amenities Yes Local sport facilities Yes Markets Yes Municipal abattoirs Yes Municipal parks and recreation Yes Municipal roads Yes Noise pollution Yes Pounds Yes Public places Yes Waste removal, waste dumps and solid waste disposal Yes Street trading Yes Street lighting Yes Traffic and parking Yes
STEVE TSHWETE MUNICIPALITY | APPENDICES
173
APPENDIX E –WARD REPORTING
WCM - Ward Committee Meetings - 152
WGM –Ward General Meetings – 122
Ward Councillor Meetings
July
14
Aug 15
Sep
t 14
Oct 15
No
v 14
Dec 15
Jan
15
Feb 16
Mar
15
Apr 16
May
15
June 16 Total
1
Cllr DJ Skhosana
WCM 06/08/2015 17/10/2015 04/12/2015 02/02/2016 05/04/2016 21/06/2016 06
WGM - 06/10/2015 07/12/2015 12/02/2016 07/04/2016 21/062016 05
2 Cllr DS Khanyile
WCM 08/08/2015 15/10/2015 - - - - 01
WGM 09/08/2015 - - - - 01
3
Cllr EF Mathebula
WCM 03/08/2015 10/10/2015 - 17/02/2016 - - 06
WGM 03/08/2015 25/10/2015 - 21/02/2016 - - 05
4
Cllr EF Mathebula
WCM 04/08/2015 07/10/2015 02/12/2015 02/02/2016 08/06/2016 06
WGM 05/08/2015 08/10/2015 02/12/2015 09/02/2016 04/04/2016 08/06/2016 06
5
Cllr ME Nyambi
WCM 06/08/2015 07/10/2015 22/11/2015 27/01/2016 05/04/2016 - 05
WGM 13/08/2015 - 12/12/2015 27/01/2016 09 - 03
6 Cllr LE Mkhuma
WCM 06/08/2015 08/10/2015 03/12/2015 29/01/2016 - - 06
WGM 18/08/2015 21/10/2015 06/12/2015 05/02/2016 08/04/2016 - 04
7
Cllr O Malinga
WCM 26/08/2015 18/10/2015 13/12/2015 07/02/2016 - 21/062016 06
WGM 26/08/2015 18/10/2015 13/12/2015 07/02/2016 24/04/2016 - 05
8 Cllr LE Mkhuma
WCM 02/08/2015 07/10/2015 05/12/2015 11/02/2016 24/04/2016 - 06
WGM 02/08/2015 18/10/2015 05/12/2015 - 14/04/2016 - 06
9
Cllr J Skosana
WCM 09/08/2015 11/10/2015 29/11/2015 06/02/2016 21/04/2016 - 06
WGM 16/08/2015 09/10/2015 06/02/2016 02/04/2016 - 06
10 Cllr J Matshiane
WCM 06/08/2015 13/10/2015 01/12/2015 03/02/2016 02/04/2016 - 06 WGM 16/08/2015 13/10/2015 - 14/02/2016 03/04/2016 - 04
11
Cllr BC Skosana
WCM 03/08/2015 05/11/2015 01/12/2015 04/02/2016 28/04/2016 - 06
WGM 03/08/2015 05/11/2015 01/12/2015 04/02/2016 - - 05
12 Cllr HF Niemann WCM 06/08/2015 07/10/2015 09/12/2015 03/02/2016 - - 06
WGM 06/08/2015 07/10/2015 09/12/2015 03/02/2016 06/04/2016 - 05
13 Cllr J Skosana
WCM 06/08/2015 13/10/2015 03/12/2015 05/02/2016 06/04/2016 - 05
WGM 06/08/2015 13/10/2015 03/12/2015 05/02/2016 07/04/2016 - 03
STEVE TSHWETE MUNICIPALITY | APPENDICES 174
Ward Councillor Meetings
July
14
Aug 15
Se
pt
14 Oct 15
No
v 14
Dec 15
Jan
15
Feb 16
Mar
15
Apr 16
May
15
June 16 Total
14
Cllr DM Longman
WCM 06/08/2015 01/10/2015 03/12/2015 04/02/2016 07/04/2016 02/06/2016 06 WGM 06/08/2015 01/10/2015 03/12/2015 04/02/2016 07/04/2016 02/06/2016 04
15
Cllr A Struwig
WCM 12/08/2015 13/10/2015 08/12/2015 03/02/2016 07/04/2016 - 05 WGM 12/08/2015 13/10/2015 08/12/2015 03/02/2016 07/04/2016 - 05
16
Cllr J Dyason WCM 11/08/2015 08/10/2015 03/12/2015 04/02/2016 - 07/06/201 06 WGM 11/08/2015 - 03/12/2015 04/02/2016 06/04/2016 07/06/2016 05
17
Cllr HF Niemann
WCM 04/08/2015 08/10/2015 09/12/2015 - - - 06
WGM 12/08/2015 09/10/2015 11/12/2015 - 12/04/2016 - 05
18 Cllr SM Wait
WCM 10/08/2015 14/10/2015 - 03/02/2016 12/04/2016 - 06
WGM 20/08/2015 22/10/2015 - 09/02/2016 - - 03
19
Cllr JP Pretorius
WCM 18/08/2015 14/10/2015 - 03/02/2016 - 15/06/2016 02 WGM 20/08/2015 15/10/2016 - - - - -
20
Cllr T Langeveld
WCM 06/08/2015 13/10/2015 03/12/2015 04/02/2016 - 05 WGM 13/08/2015 13/10/2015 03/12/2015 11/02/2016 14/04/2016 05
21
Cllr J Dyason
WCM 12/08/2015 14/10/2015 07/12/2015 05/02/2016 14/04/2016 - 06 WGM 19/08/2015 17/10/2015 15/12/2015 09/02/2016 13/04/2016 - 06
22
Cllr MJ Sekgwele
WCM 06/08/2015 05/10/2015 - 03/02/2016 27/04/2016 - 06 WGM 27/07/2015 15/10/2015 - 03/03/2016 05/04/2016 - 03
23
Cllr PI Thwala
WCM 18/08/2015 08/10/2015 - 08/02/2016 - 09/06/2016 05
WGM - 08/10/2015 - 10/02/2016 - 09/06/2016 04
24 Cllr EP Nkosi
WCM 10/08/2015 08/10/2015 - 21/02/2016 - - 04
WGM 10/08/2015 11/10/2016 - 21/02/2016 20/04/2016 - 04
25 Cllr MM Mbatiwe WCM 05/08/2015 10/10/2015 - - 21/04/2016 - 06
WGM 09/08/2015 11/11/2015 - - - - 03
26 Cllr SA Lukhele
WCM 05/08/2015 07/10/2015 09/12/2015 03/02/2016 - 09/06/2016 06 WGM 05/08/2015 07/10/2015 09/12/2015 03/02/2016 13/04/2016 09/06/2016 06
27
Cllr NJ Mahlangu
WCM 06/08/2015 05/10/2015 30/11/2015 02/02/2016 13/04/2016 - 06 WGM 13/08/2015 19/11/2015 08/12/2015 04/02/2016 - - 05
28
Cllr MS Motebu
WCM 01/08/2015 06/10/2015 06/12/2015 - - - 03 WGM 03/08/2015 07/10/2015 06/12/2015 - 03/04/2016 - 03
29
Cllr MJ Selala
WCM 09/08/2015 07/10/2015 06/12/205 06/02/2016 03/04/2016 - 03
WGM 14/08/2015 11/10/2015 08/12/2015 07/02/2016 05/04/2016 - 03
STEVE TSHWETE MUNICIPALITY | APPENDICES 175
APPENDIX F –WARD INFORMATION
Wards 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Water
Households with minimum service delivery
1159
3025
1864
1203
1246
1829
1257
2874
763
3369
3247
3682
2012
181
166 2
1838
737
1287
173
1122
1610
86
3384
439
387
62
135
6629
409
Households without minimum service delivery
19
617
173
763
107
279
238
716
559 89 22 63 2 1 5 1
189
1635 2 14 7 4 6 55 2 46 7
2117 76
1400
Total Households* 1178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
44
3916
627
2252
6705
1809
Sanitation
Households with minimum service delivery
1150
3024
1750
1072
114
1672
1195
2794
250
3364
3232
3674
1986
1789
165
1259
710
1278
1726
1117
1594
866
3394
434
3730
582 52
6496
202
Households without minimum service delivery
28
618
287
895
212
436
299
840
1073 93 36 70 48 38 2
769
1663 12 19 12 2 45 5
186 45
2200
209
1607
Total Households* 1178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
44
3916
627
2252
6705
1809
Electricity
Households with minimum service delivery
116
2
305
6
184
5
111
127
7
190
3
136
6
280 63
8
339
2
321
7
370
2
200
5
180
2
165
4
171
8
225
5
128
0
162
111
2
159
4
860
339
0
438
385
6
623
208
5
655
7
707
Households without minimum service delivery
18 586
19 855 76 205
128
833
687 66 5 44 29 24 18 31 117 10 125 18 2 7 49 3 60 4
167
148
110
Total Households*
1178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
44
3916
627
2252
6705
1809
Waste
Households with minimum service delivery
1159
2999
1702
1066
1117
1486
1119
2770 36
3286
3223
3643
1927
1756
1648
1077
1840
110
1689
1126
1590
867
3365
434
3869
477
1829
6390
430
Households without minimum service delivery
19
643
335
900
237
622
375
862
1286
172 45
10
107 70 23
95
532
189 55 3 25 0 75 7 48
15
423
315
1378
Total Households* 1178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
44
3916
627
2252
6705
1809
STEVE TSHWETE MUNICIPALITY | APPENDICES 176
Top Four Service Delivery Priorities
1.U
pgra
ding
of i
nfor
mal
set
tlem
ent-
add
ition
al c
omm
unal
sta
nds,
toile
ts w
ithin
the
stan
ds a
nd e
lect
ricity
1.S
erv
iced
land
sta
nds
1.W
aste
con
tain
ers
and
dum
ping
site
s in
Ext
2
1. C
omm
unity
ha
ll
1. jo
b cr
eatio
n
1. J
ojo
tank
s fo
r B
linkp
an s
tatio
n
1.C
emet
ery
at S
ikhu
luliw
e V
illag
e
1.C
omm
unity
hal
l
2.M
PC
C in
Som
aphe
pha
1.al
loca
tion
of r
esid
entia
l sta
nds
in N
asar
et
1.S
choo
l at M
idde
lbur
g E
xt 1
8
1. T
arrin
g of
str
eet
s in
Aer
ora
nd w
est
1. U
pgra
ding
of t
he s
tree
ts, a
lot o
f the
str
eets
hav
e p
otho
les.
1 T
he r
oad
surf
ace
of H
ospi
tal s
tree
t is
very
une
ven
and
need
s at
tent
ion
(re
- se
alin
g).
1.F
enci
ng b
etw
een
spr
ingb
ok a
nd S
tosf
berg
roa
d
1.S
peed
hum
ps a
t Jap
ie G
reyl
ing,
Nja
la S
wa
rt a
nd D
F M
alan
str
eet
(aro
und
Den
nisi
g La
ersk
ool
1.T
owns
hip
esta
blis
hmen
t – p
rocl
aim
& d
evel
op
1.S
torm
wat
er
Bey
ers
Nau
de
1.S
kills
Dev
elop
men
t Cen
tre
at O
ld T
hush
anan
g S
choo
l
1. S
peed
hum
ps K
gam
e M
abol
oka
and
Sam
Fis
her
( cn
r F
ishe
r an
d 8
th s
tree
t)
1.S
torm
wat
er
drai
nage
for
Nka
bind
e st
reet
from
Thu
sana
ng
1.R
epla
cem
ent o
f sew
er p
ipes
at
Mat
sim
ela
and
Mot
sepe
Str
eet
1. O
pen
area
bet
wee
n C
hro
mev
ille
& A
valo
n to
be
mad
e av
aila
ble
for
stan
ds.
1.R
eloc
atio
n of
peo
ple
from
Val
bank
and
Uitk
yk
1.11
091
and
110
43 a
t ext
8 s
ewer
age
pipe
s ne
ede
d
1.U
pgra
ding
of t
he
sew
er s
yste
m fr
om s
tand
817
9-8
198
1.P
rimar
y sc
hool
bet
wee
n an
d N
ew
tow
n an
d E
xt 2
1. P
rimar
y sc
hool
.
1.W
ate
r –h
ouse
con
nect
ion
STEVE TSHWETE MUNICIPALITY | APPENDICES 177
2.T
arrin
g of
the
Mar
opa,
Ma
hlas
e, M
phut
hi, T
lou
and
Mas
hego
str
eets
2. R
DP
hou
se
2. C
hurc
h si
tes
in H
endr
ina
2. C
linic
Kom
ati
2. R
DP
Hou
ses
Alz
u an
d S
IS
2. P
aypo
int/
Ven
din
g m
achi
ne.
2.M
pcc
at S
ikhu
luliw
e V
illag
e
2.C
linic
in R
ockd
ale
3.E
xpan
sion
of t
he r
eser
voir
2.Y
outh
dev
elop
men
t cen
tre
2.ta
rrin
g of
roa
ds a
t Mid
delb
urg
Ext
18
2. W
iden
ing
of a
cces
s ro
ads
arou
nd th
e M
idde
lbur
g M
all (
Bet
hal
Ro
ad a
s w
ell a
s D
r. M
ande
la D
rive)
.
2. A
reas
to b
e bu
ilt a
t cer
tain
poi
nts
for
haw
kers
an
d jo
b se
eker
s.
2M
inid
umpi
ngsi
tes
for
gard
enre
fuse
inG
holfs
ig
2.A
dditi
onal
abl
utio
n se
rvic
es a
t the
Olif
ant R
iver
2.H
igh
mas
t lig
ht a
t the
str
eam
be
twee
n K
anon
kop
and
Den
nesi
g a
nd a
lso
in th
e pa
rk b
etw
een
Den
nes
igLa
ersk
ool a
nd S
aver
ite S
hopp
ing
cen
tre
2. C
onst
ruct
ion
of a
ram
p in
136
8 D
ipha
lane
str
eets
and
107
2 M
ande
la D
rive
2.U
pgra
ding
Blo
ck 6
Rea
bota
to fa
mily
uni
t 2.
Sto
rm w
ate
r dr
aina
ge a
t Gog
o n
ambu
yisa
and
Mat
lapa
, mai
n an
d B
aloi
2. Im
prov
e st
orm
wat
er d
rain
age
at N
gcob
o st
r
2.S
pend
hum
ps
2.S
torm
wat
er
pipe
s at
Bas
hele
and
Mat
sim
ela
and
Mag
agul
a st
reet
2. S
peed
hum
ps a
t Cho
cola
te S
tree
t, Ith
emba
and
Phi
ndan
i str
eets
.
2. N
eed
for
resi
den
tial s
tand
s.
2.11
032
ext 8
mud
dy h
ouse
s ar
e flo
oded
2. R
DP
hou
ses
on
all v
acan
t sta
nds
2.S
occe
r fie
ld b
etw
een
Ne
wto
wn
and
Ext
2
2.S
tan
dby
clin
ic
2.W
ate
rbor
ne to
ilets
insi
de h
ouse
s
STEVE TSHWETE MUNICIPALITY | APPENDICES 178
3.U
pgra
ding
of t
he
stad
ium
at K
wa
zam
okuh
le
3.R
DP
hou
se
3.S
tree
ts li
ghts
in H
endr
ina
3.E
lect
ricity
in th
e fa
rms
3. R
ecre
atio
n fa
cilit
y in
Pul
lens
hope
3. N
eed
job
opp
ort
uniti
es.
3.C
linic
at
Rie
tkui
l
3.P
layi
ng g
rou
nd
4 E
xpan
sion
of t
he r
eser
voir
3.R
ebor
t at
Ada
ilaid
e S
tree
t (
entr
ance
to
Nas
are
seco
nd 1
)
3.co
mm
unity
hal
l at M
idde
lbur
g E
xt 1
8
3.S
tree
t n
ames
on
Ker
bing
in
Aer
oran
d w
est
(Ne w
Sec
tion)
3.U
pgra
ding
of
Van
Ble
ikpl
ein,
esp
ecia
lly th
e to
ilets
3. S
tree
t lig
hts
be lo
wer
ed in
Hos
pita
l Str
eet
3.Li
ghts
for
the
cric
ket f
ield
3.U
pgra
ding
of d
uck
pond
3.R
esea
ling
of r
oad
s an
d pa
ving
bet
wee
n fla
ts
3.R
e op
enin
g of
the
old
5 g
ate
Tsh
eony
ane
scho
ol
3.F
ootb
all
grou
nd
at t
he l
ower
pa
rt o
f M
hluz
i R
ive
and
Kle
in O
lifan
t Riv
er a
nd o
ld S
onn
y bo
ys fo
ot b
al
3.S
mal
l brid
ge b
etw
een
Vuk
a S
ect
ion
at E
xt 1
3.S
talls
at t
he fo
urw
ay o
f Man
del
a D
rive
3. H
igh
mas
t lig
hts
at 1
656
Ella
Str
eet.
3. B
ulk
was
te c
onta
iner
s be
twe
en M
alan
dule
an
dZ
ikhu
phul
eP
rimar
yS
choo
l
3. H
ousi
ng
3. G
uard
rai
ls n
eed
ed in
the
brid
ge
of E
xt 8
3.R
DP
hou
ses
on
all v
acan
t sta
nds
3.C
onst
ruct
ion
of r
oad
betw
een
New
tow
n an
d E
xt 2
3.S
atel
lite
Pol
ice
stat
ion
3.C
emet
ery
for
Pie
t Tlo
u
4.S
ew
er,
wat
er
and
elec
tric
ity
retic
ulat
ion
for
Ext
2
Maf
red
(Esk
omst
ands
)4.
Add
ition
al T
oile
ts in
the
info
rma
l set
tlem
ent
4. S
erv
iced
land
for
hous
ing
deve
lopm
ent i
n H
end
rina
4.S
port
s gr
ound
Kom
ati
4. u
pgra
ding
Lib
rary
faci
lity
Pul
lens
hope
4. r
eque
st fo
r hi
gh
scho
ol in
Blin
kpan
4.A
cces
s to
roa
d S
ikhu
luliw
e V
illag
e
4.P
ark
are
as
4.H
igh
mas
t at
Som
aphe
pha
4.re
al p
ark
with
ligh
ts a
nd to
ilets
4.M
obile
Clin
ic
4.S
torm
wat
er
drai
nage
sys
tem
s
4. U
pgra
ding
of s
torm
wat
er
pipe
s in
CB
D a
rea
4. A
spe
ed h
ump
in W
es S
tree
t be
twee
n H
ospi
tal
and
Eeu
fees
stre
et
4.Li
ghts
for
lion
park
4.
You
th
faci
litie
s (s
port
s,
libra
ry,
educ
atio
nal/s
ocia
l) to
expl
ore
yout
h ta
lent
.
4.S
peed
hum
ps M
akua
str
eet a
nd
Ern
est s
tree
t 4.
Foo
tbal
l gro
und
at th
e lo
wer
par
t of M
hluz
i Riv
er a
nd K
lei n
Olif
ant R
iver
and
old
Son
ny
boys
foo
t bal
l gro
und
4.S
tree
t lig
ht a
t G
ogo
Nam
buyi
sa +
Mas
ina
and
Mar
edst
reet
4. S
tall
for
ent
rep
rene
urs
in N
elso
n M
ande
la D
rive.
4. S
peed
hum
ps a
t M
oeta
nalo
str
eets
and
Xul
u a
nd E
llen
Nhl
apho
4. N
amin
g an
d re
nam
ing
of s
tree
ts.
Str
eet
num
bers
to
be
inse
quen
ce
Pos
t box
es
4. M
any
stre
ets
need
sto
rm w
ate
r dr
aina
ges
and
tarr
e dro
ads
at E
xt 6
an
d 8
4. J
ob c
reat
ion
4.T
arre
d ro
ad a
nd
spee
d hu
mps
4.R
DP
hou
ses
on
empt
y st
ands
Housing: to date about 10 000 RDPs have been built around Steve Tshwete and currently there are about 28 496 people in the municipal waiting list.
STEVE TSHWETE MUNICIPALITY | APPENDICES
179
APPENDIX G: RECOMMENDATIONS OF THE AUDIT COMMITTEE
Steve Tshwete Local Municipality
2015/2016
Annual Audit committee report
STEVE TSHWETE MUNICIPALITY | APPENDICES 180
REPORT OF THE AUDIT COMMITTEE FOR THE FINANCIAL YEAR ENDED 30 JUNE 2016
1. INTRODUCTION
Nkangala District Municipality and its local municipality have opted for a Shared Audit Committee Service. The Audit Committee was established in terms of Section 166 paragraph 6(a) of the Municipal Finance Management Act (MFMA), Act No.56 of 2003. The Committee reports that it has adopted appropriate formal terms of reference as contained in its charter, and carried out its functions in compliance with the terms of reference as approved by Council during the current financial year.
Statutory Requirements
Section 166 of the MFMA clearly states that each municipality must have an Audit Committee. The Audit Committee is an independent advisory body that advises council, political office-bearers, accounting officer, and staff of the municipality on the following:
Internal financial control and internal audits;
Risk management;
Accounting policies; The adequacy, reliability, and accuracy of financial reporting and information; Performance management Effective governance; Compliance with the MFMA, the annual Division of Revenue Act (DoRA) and any
other applicable legislation; Performance evaluation; Any other issues referred to by the municipality; Review annual financial statements so as to provide authoritative and credible view
of the financial position, on overall compliance with MFMA, DORA, etc. Respond to Council on any matter raised by the Auditor-General (AGSA); and Carry out such investigations into financial affairs of the municipality as may be
prescribed from time to time.
The principles of King III Report customized to municipal environment advice that the Audit Committee should:
Ensure that combined assurance model is applied to provide a coordinated approach to all assurance activities;
Satisfy itself of the expertise, resources and experience of the municipality Finance Function;
Be responsible for overseeing of Internal Audit ; and Be integral component of the risk management process.
2. COMMITTEE MEMBERSHIP AND ATTENDANCE OF MEETINGS
STEVE TSHWETE MUNICIPALITY | APPENDICES 181
The members of the Committee are all independent and have the required qualifications, skills and knowledge; which includes legal, business management, risk management, accounting and financial management. The Committee should have a minimum of four (4) meetings during a financial year as per its approved terms of reference. There were seven (7) meetings held during the financial year ended 30 June 2016, which included special meetings. The Audit Committee met in terms of the approved municipal calendar of Steve Tshwete Local Municipality. The following deals with the attendance of the Audit Committee by members:
Name of Member Ordinary Meetings
Special meetings
Total
Mr MA Mmapheto (Chairperson) 3 2 5 Mr V Chuene 4 3 7
Mr L Lankalebalele 4 3 7 Mr L Thubakgale 3 1 4 Mr MG Mathabathe 2 3 5
The following although not members of the Audit Committee, have standing invitation to Audit Committee meetings:
(i) The Accounting Officer (ii) The Chief Financial Officer (iii) The Section 56 Managers/Departmental Heads (iv) The Auditor-General (v) The National Treasury (vi) Mpumalanga Provincial Treasury (vii) Mpumalanga Department of Cooperative Governance (viii) South African Local Government (ix) Internal Audit (Secretariat function)
3. AUDIT COMMITTEE RESPONSIBILITIES
3.1. INTERNAL AUDIT
The Internal Audit Unit of Steve Tshwete Local Municipality (STLM) is co-sourced to PricewaterhouseCoopers (PWC) for the financial year reported, the contract of the service provider ended in June 2016. The Audit Committee is of the opinion that Internal Audit Unit is operating effectively to meet its mandate and has considered the risk pertinent to the municipality in their audit plan. The municipality’s Internal Audit Unit provides the Audit Committee and management with reasonable assurance that the internal controls are appropriate and effective, in line with the provisions of the MFMA, and the requirements per South Africa’s Code on Corporate Governance. This is achieved by means of continuous risk assessments, as well as the identification of corrective actions and suggested enhancements
STEVE TSHWETE MUNICIPALITY | APPENDICES 182
to the controls and processes in respect of key risk areas identified. During the year under review several instances of non-compliance with regulations, policies and procedures were reported by the Internal Audit Unit which could result in weaknesses in the functioning of controls. Management should continue to address the findings raised by Internal Audit before be escalated to external Audit reports. Management needs to deal with matters raised by the Auditor-General and followed up by Internal Audit to reclaim the clean audit opinion.
Vacant critical positions in the municipality which are: Executive Director: Corporate Services; Executive Director: Infrastructure Services; Deputy Director: Licensing; Municipal Manager; Director: Electrical Services; and Director: Civil Engineering should be escalated to the political leadership of the municipality as it is viewed as a serious light by committee and has a strong implication on service delivery. Management should put controls in place to ensure that Disciplinary Board is functioning as required by the municipal regulations. The STLM ICT Department should benchmark with the Nkangala District on ICT Audit Action Plan. There should be Social Network policy. The municipality needs to put an action plan in place to address the shortcomings on the audit opinion. Investment committee should be established to manage the all investments of the municipality.
3.2. EFFECTIVENESS OF INTERNAL CONTROLS
The system of internal control was not entirely effective during the year under review as compliance with prescribed policies and procedures were lacking in certain instances. During the year under review, several instances of non-compliance were reported by both internal and external auditors that resulted from a breakdown in functioning of internal controls. The Audit Committee also noted a slow progress in responding to Internal Audit queries which might lead to matters of emphasis in the reports of the Auditor-General.
To ensure that the clearing of internal audit findings receive attention at the highest level, the Audit Committee has requested internal audit reports to be a standing item on the agenda of management meetings. The Audit Committee has also urged management to draw up action plan to address issues raised by the Auditor-General in the management letters and audit report. This plan is a standing item in the AC meetings. The following issues relating to performance Management have also been raised by the Audit Committee:
Performance agreements and assessments should be concluded for all management. Training on SMART indicators and targets should be conducted. The PMS Policy should be submitted to the Council for approval. The annual report should be developed in line with Circular 63 of the National Treasury The remedial actions on performance reports should be put in place on the non-
achieved targets
STEVE TSHWETE MUNICIPALITY | APPENDICES 183
3.3. RISK MANAGEMENT
The STLM has the Chief Risk Officer in the Office of the Municipal Manager to coordinate Risk Management activities in the municipality.
In workshop held on July 2016, the STLM embarked on a wide enterprise risk assessment for strategic and operational risks that might have impact on achieving the desired organizational objectives. The Audit Committee recommended the following:
The accounting officer should capacitate Risk Management Unit and solicit support from the District to ensure the functional Risk Management
3.4. QUARTERLY FINANCIAL REPORTS
The Audit Committee reviewed the Quarterly Performance Information Reports and Quarterly Financial Reports required in terms of relevant prescripts. The quality of the quarterly reports submitted by management during the year in terms of Section 71 of the MFMA was acceptable.
3.5. EVALUATION OF ANNUAL FINANCIAL STATEMENTS
On the meeting held on the 29 August, the Audit Committee has reviewed and discussed with the management the draft Annual Financial Statements (AFS) to be submitted to the Auditor-General.
The Audit Committee has:
Assessed the fair presentation and disclosure, consistent application of accounting policies and compliance with National Treasury guidelines, MFMA and Generally Recognised Accounting Principles (GRAP).
provided comments and recommended corrections to management prior to the submission of Financial Statements to the Auditor-General
Held discussions with the Auditor-General and the Accounting Officer on the AFS. Reviewed the Auditor-General’s audit report, management letter and management’s
response. Reviewed the external auditors’ report and management’s response; Reviewed any significant adjustments resulting from external audit queries and
accepted unadjusted audit differences.
The Audit Committee concurs and accepts the conclusions of the Auditor-General on the Annual Financial Statements and is of the opinion that the audited Annual Financial Statements be accepted and read together with the report of the Auditor-General.
STEVE TSHWETE MUNICIPALITY | APPENDICES 184
4. CONCLUSION
The Audit Committee acknowledges the cooperation and assistance by the district municipality and Internal Audit unit of Steve Tshwete Local Municipality for coordinating the activities of the Committee. We also wish to acknowledge the commitment shown by the Acting Municipal Manager and management of Steve Tshwete Local Municipality in strengthening corporate governance and hoping to reclaim the clean audit outcomes.
Municipal Audit Committee Recommendations Date of Committee Committee recommendations during Recommendations adopted (enter
Yes) If not adopted (provide explanation)
2014/2015
November 2015
The Chairperson/Member of the Audit Committee should form part of the short listing and Interviews process during the appointment of the Senior Internal Auditors to enable the Internal Audit unit to implement the plan. Yes
March 2016 The Steve Tshwete ICT Department should benchmark with the Nkangala District on ICT Audit Action Plan. Yes
January 2016
The remedial actions on Performance Reports should be put in place on the non-achieved targets. The annual report should be developed in line with Circular 63 of the National Treasury. Yes
March 2016 The PMS Policy should be submitted to the Council for approval. Yes
July 2015 The accounting officer should capacitate Risk Management Unit and solicit support from the District to ensure the functional Risk Management. Yes
July 2015 Performance agreements and assessments should be concluded for all management. Training on SMART indicators and targets should be conducted. Yes
July 2015 Related ICT policies should be clustered with the others. There should be Social Network policy.
May 2016 Steve Tshwete Local Municipality need to have investment committee
May 2016 The Audit committee requested the CFO to submit the investment policy to Audit Committee meeting for noting.
May 2016 The MSP (Master System Plan) should be submitted to the Audit Committee meeting. Yes
March 2016 Management should put controls in place to ensure that Disciplinary Board is functioning as required by the municipal regulations.
March 2016
The security guards should be provided in strategic places to avoid burglary around the municipality. The municipality needs to put an action plan in place to address the shortcomings on the audit opinion. yes
March 2016
The matter of vacant critical positions in the municipality which are: - Executive Director: Corporate Services. - Executive Director: Infrastructure Services. - Deputy Director: Licensing - Municipal Manager - Director : Electrical services - Director: civil Engineering Should be escalated to the political leadership of the municipality as it is viewed in the serious light by the Committee and has strong implications on service delivery.
Mr MA Mmapheto Chairperson of the Audit Committee March 2017
STEVE TSHWETE MUNICIPALITY | APPENDICES 185
APPENDIX H: LONG-TERM CONTRACTS AND PUBLIC-PRIVATE PARTNERSHIP
Long Term Contracts (20 Largest Contracts Entered into during 2015/2016 )
Name of Service Provider (Entity or Municipal
Department)
Description of Services Rendered by the Service
Provider
Start Date of Contra
ct
Expiry date of
Contract
Project manager
Contract Value
Utilities World Pre-paid vending service provider
T H.1
APPENDIX I – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE
The municipality does not have any entities and no service providers
STEVE TSHWETE MUNICIPALITY | APPENDICES
178
APPENDIX J – DISCLOSURE OF FINANCIAL INTEREST Abbreviations FS: Financial Services CPS: Community Protection Services IS: Infrastructure Development & Service Delivery CS: Corporate Services EHP: Environmental Health, Public Facilities & Cultural Services SDH: Spatial Development, Human Settlement & Housing Administration MMC: Member of Mayoral Committee PR: Proportional Councillor
DISCLOSURE OF FINANCIAL INTERESTS
PERIOD: 1 JULY 2015 – 30 JUNE 2016
POSITION SURNAME NAME
Description of Financial Interest (Nil/or details)
1 Executive Mayor (PR)
Masina Michael Amos Nil
2 MMC: IS (Ward 21)
Mahlangu Ntombikayise Jeanette Nil
3 MMC: FS (Ward 3)
Mathebula Elphus Fani Nil
4 MMC: EHP (PR)
Motsepe Diphale Joseph Owner – vacant land – JS287 Middelburg Pension – Old Mutual
5 MMC: SDH (PR)
Nkadimeng Semakaleng Dorah Nil
6 MMC: CPS (Ward 19)
Nkosi Ernest Philile Nil
7 MMC: CS (PR)
Pilodia Helena Thos Begbie Employees Trust (Non Profitable Trustee) Owner of residential property in Aerorand
8 Speaker (PR)
Xaba Robert Mphikeleli Landlord – Residential Erf 4876 Ext 2
9 Chief Whip (PR)
Ndala Busisiwe Paulina Nil
10 Ward 1 Skhosana Doctor Joseph Nil 11 Ward 2 Khanyile Doctor Stephans Nil 12 Ward 4 Nyambi Mgevu Edward Nil 13 Ward 5 Malinga Obedient Nil 14 Ward 6 Mkhuma Lali Elijah Nil 15 Ward 7 Matshiane Johan Nil 16 Ward 8 Skosana Badanile Christinah Construction Company: Mkhokhotshelwa (Pty) Ltd 17 Ward 9 Skosana Johannes Employee: Shanduka
Close Corporation : 1Blackman Services & Supplies 18 Ward 10 Longman Deborah Maleoto Pension - GEPF 19 Ward 11 Struwig Ammelia Nil 20 Ward 12 Niemann Hendrik Frederick Owner - Residential stand in Aerorand
Employee: Pro-Eng Consulting Engineers 21 Ward 13 Wait Susan-Mari Close Corporation – Steptique Retail
STEVE TSHWETE MUNICIPALITY | APPENDICES 179
DISCLOSURE OF FINANCIAL INTERESTS
PERIOD: 1 JULY 2015 – 30 JUNE 2016
POSITION SURNAME NAME
Description of Financial Interest (Nil/or details)
Sanmaris Clothing – Sole Member Member of Wait Family Trust Owner – 2 Residential properties in Groenkol
22 Ward 14 Pretorius Jozua Petrus Owner/Landlord Residential property – Golfsig 23 Ward 15 Langeveld Trevor Robert Future Achievers Academy Trust – Black community school 24 Ward 16 Dyason Johann Owner residential property – Kanonkop 25 Ward 17 Sekgwele Marumo Jim Financial interest in business undertaking - Streettrading 26 Ward 18 Thwala Phumaphi Irene Close Corporation – YWBN
Mnyamande Trust 27 Ward 20 Lukhele Sipho Azariah Pension – Provident Fund 28 Ward 22 Motebu Matthews Sipho Close Corporation – Diratilwe Trading and Projects 29 Ward 23 Selala Mpoetse Josiah Special Pension 30 Ward 24 Tau Precious Poppy Nil 31 Ward 25 Mbatiwe Michael Owner – Industrial Stand in Mhluzi Ext 2 32 Ward 26 Hadebe Philemon Madoda Nil 33 Ward 27 Manzini Lemeko Isaac Trust Shareholder – Pawa Assets 34 Ward 28 Morufane Thabang Nathaniel Nil Ward 29 Mathibela Maria Nomgqibelo Nil 35 PR Mahlangu Thobile Blessed Nil PR Jele Eskie Agnes Luvuno Trust Investment 36
PR Masilela
Peter Jika
Employee: Eskom Arnot Close Corporation : Aptali Funeral Services
37 PR Mnguni Mmamotsana Refilwe Nil 38 PR Mnguni Muka Thandi Elizabeth Representative at NDM 39 PR Mnguni (Malipeng) Sonto Martha Nil 40 PR Monareng Kweba Nellah Nil 41 PR Mtshweni Zabakona David Nil 42 PR Selala Martha Thandi Nil 43 PR Shongwe Petrus Mduduzi Nil 44 PR Zitha Sonto Sarah Nil 45 PR Mokoena Ben Hamelton (resigned on 27 May 2016) Sole member - Breakeven Guesthouse
Trustee Mokoena Family Trust Director - HEDC 2 Residential: Arafat Special Pension
46 PR Du Toit Elizabeth Owner of Residential property – Cape Agulhas Owner of Vacant land – Cape Agulhas
47 PR Grobler Anna Sophia Trustee – Grobler Family Trust Dietetic Practitioner – Grobler & Ass Owner – Residential property in Clubville
STEVE TSHWETE MUNICIPALITY | APPENDICES 180
DISCLOSURE OF FINANCIAL INTERESTS
PERIOD: 1 JULY 2015 – 30 JUNE 2016
POSITION SURNAME NAME
Description of Financial Interest (Nil/or details)
48 PR Mobango Palesa Nil 49 PR Mogola Sophia Mamy Nil 50 PR Ndlangamandla Thokozane Goodwill (resigned on
2 September 2015) Nil
51 PR Msimango Gloria Zanele (replaced Cllr Ndlangamandla) Nil 52 PR Mlambo Ngcede Joseph Close Corporation - Fastice Building Contractor Trucking Scrap Metal 53 PR Sithole Paulina Nicolene Nil 54 PR Van Zyl Thomas Nicolaas Nil 55 PR Romijn Gysbertus Hendrik Ernest Trustee – English Medium High School Trust Fund
Owner of residential property: Golfsig State Pension
56 PR Roos Stephanus Johannes 100% shares in R en W Drankwinkel (Pty) Ltd Owner of residential property in Golfsig
57 PR Uys Karel Philippus Jacob Nil 58 PR Uys Karel Philippus Jacob Nil
STEVE TSHWETE MUNICIPALITY | APPENDICES
181
APPENDIX K(I) – REVENUE COLLECTION PERFORMANCE BY VOTE
Revenue Collection Performance by Vote
Vote Description
2014/2015 Current: 2015/2016 2015/2
016Variance
Actual Original Budget
Adjusted Budget
Actual Original
Budget
Adjustments Budge
t Vote 1 - Executive &
Council R 46 912 130 R 57 503 329 R 59 478 624 R 55 526 689 -3% -7%
Vote 2 - Budget & Treasury R 324 972 502R 339 903
781R 344 710
481R 364 628
070 7% 6%
Vote 3 - Corporate Services R 80 786 326 R 90 611 521
R 113 615 354 R 35 405 458
-61% -69%
Vote 4 - Planning Development R 1 791 876 R 6 073 097 R 2 856 547 R 18 096 962
198% 534%
Vote 5 - Health Services R 294 099 R 299 700 R 299 700 R 491 561 64% 64%
Vote 6 - Community & Social Services R 3 264 182 R 4 493 558 R 4 338 358 R 4 186 425
-7% -4%
Vote 7 - Human Settlements R 8 095 221 R 1 107 434 R 1 107 434 R 452 630
-59% -59%
Vote 8 - Public Safety R 14 586 398 R 22 665 597 R 19 657 470 R 25 953 430 15% 32%
Vote 9 - Sport & Recreation R 4 771 916 R 3 901 740 R 3 652 178 R 3 630 047
-7% -1%
Vote 10 - Waste Management R 92 676 254
R 105 843 698
R 107 642 499
R 113 681 670
7% 6%
Vote 11 - Waste Water Management R 103 005 469
R 103 873 863
R 105 478 317 R 95 497 956
-8% -9%
Vote 12 - Road Transport R 71 475 379 R 50 651 382 R 48 609 284 R 45 938 019 -9% -5%
Vote 13 - Water R 94 321 800R 118 332
358R 123 915
857R 125 152
230 6% 1%
Vote 14 - Electricity R 521 399 079R 569 682
082R 572 786
522R 531 505
203 -7% -7%
Total Revenue by Vote R1 368 352 629R1 474 943
140R1 508 148
625R1 420 146
349 -4% -6%
Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A3 T K.1
STEVE TSHWETE MUNICIPALITY | APPENDICES 182
APPENDIX K(II) – REVENUE COLLECTION PERFORMANCE BY SOURCE
Revenue Collection Performance by Source
Description
2014/2015 2015/2016 2015/201
6Variance
Actual Original Budget
Adjustments Budget
Actual Original Budget
Adjustments Budge
t
Property rates R 282 793
098R 301 305
502R 305 305
502 R 308 610 464 2% 1%
Service Charges - electricity revenue
R 485 127 055
R 538 663 982
R 542 468 352 R 501 660 536
-7% -8%
Service Charges - water revenue R 69 267 051 R 81 422 403 R 82 923 704 R 79 250 474
-3% -4%
Service Charges - sanitation revenue R 65 266 509 R 68 300 892 R 68 785 009 R 68 678 824
1% 0%
Service Charges - refuse revenue R 69 904 155 R 78 401 695 R 79 001 695 R 79 161 256
1% 0%
Rentals of facilities and equipment R 32 125 451 R 35 867 521 R 16 756 840 R 17 361 356
-52% 4%
Interest earned - external investments R 24 304 500 R 21 381 260 R 22 381 260 R 39 770 333
86% 78%
Interest earned - outstanding debtors R 2 111 143 R 1 967 516 R 1 967 516 R 2 860 040
45% 45%
Fines R 13 868 678 R 16 949 165 R 13 996 165 R 17 015 677 0% 22%
Licences and permits R 9 225 372 R 8 909 130 R 8 919 630 R 8 852 341 -1% -1%
Agency services R 15 909 082 R 15 295 120 R 15 595 120 R 17 659 784 15% 13%
Transfers recognised - operational
R 115 805 992
R 126 295 300
R 126 395 300 R 125 385 666
-1% -1%
Other revenue R 67 537 005 R 68 021 321R 115 687
904 R 33 371 773 -51% -71%
Gains on disposal of PPE R 2 588 777 R 150 000 R 150 000 R 1 488 576
892% 892%
Environmental Protection Total Revenue (excluding capital transfers and contributions)
R1 255 833 868
R 1 362 930 807
R 1 400 333 997
R 1 301 127 097
-5% -7%
Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A4. T K.2
STEVE TSHWETE MUNICIPALITY | APPENDICES 183
APPENDIX L – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG
Conditional Grants: excluding MIG
Details
Budget Adjustments Budget
Actual Variance Purpose of Grant
Budget Adjustments
Budget
Equitable Share 119 935 000 119 935 000 119 935 000 0% 0%
The purpose of the grant is to provide free basic services to indigent households.
Finance Management grant
1 600 000 1 600 000 1 524 743 -5% -5%
This grant is used to promote and support reforms to municipal financial management and to fund the internship programme.
Municipal Systems Improvement
940 000 940 000 940 000 0% 0%
This grant is used to build in-house capacity and to stabilise institutional and government systems as well as to implement and support ward committee system.
EPWP 1 583 000 1 583 000 1 554 809 -2% -2%
This grant is used for a special performance-based incentive to create job opportunities to previously unemployed people.
Municipal Infrastructure Grant
48 094 000 48 094 000 46 189 369 -4% -4%
This grant is used for basic municipal infrastructure to provide basic services for the benefit of poor households
INEP 15 400 000 15 400 000 12 048 302 -22% -22%
This grant is used to address the electrification backlog of occupied residential dwellings and the installation of bulk infrastructure.
Total
STEVE TSHWETE MUNICIPALITY | APPENDICES 184
COMMENT ON CONDITIONAL GRANTS EXCLUDING MIG
Purpose for grants are indicated next to each grant
STEVE TSHWETE MUNICIPALITY | APPENDICES 185
APPENDIX M (I, II) – CAPITAL EXPENDITURE -NEW ASSETS PROGRAMME AND UPGRADE/RENEWAL PROGRAMME
Capital Expenditure - New Assets Programme* Description 2014/201
5 2015/2016 Planned Capital expenditure
Actual Original Budget
Adjustment
Budget
Actual Expendit
ure
2016/2017
2017/2018
2018/2019
Capital expenditure by Asset Class Infrastructure - Total
R 131 668 849
R 3 150 000
R 1 295 900
R 157 761 347
R 143 721 354
R190 139 210
R 181 262 715
Infrastructure: Road transport - Total
R 44 701 746 R - R -
R 49 172 945
R 52 272 000
R 49 015 460
R 49 514 370
Roads, Pavements & Bridges
R 38 207 699 R - R -
R 42 678 898
R 43 372 000
R 37 635 460
R 40 554 370
Storm water R 6
494 047 R - R - R 6
494 047 R 8 900
000 R 11
380 000 R 8 960
000 Infrastructure: Electricity - Total
R 38 661 692 R - R -
R 38 695 961
R 13 744 354
R 34 352 500
R 15 662 625
Transmission & Reticulation
R 35 701 710 R - R -
R 35 735 979
R 8 204 354
R 29 902 500
R 11 162 625
Street Lighting
R 2 959 982 R - R -
R 2 959 982
R 5 540 000
R 4 450 000
R 4 500 000
Infrastructure: Water - Total
R 29 366 133 R - R -
R 45 031 651
R 15 725 000
R 43 885 000
R 49 782 620
Dams & Reservoirs R - R - R -
R 15 493 210 R -
R 4 250 000
R 4 750 000
Water purification
R 6 521 603 R - R -
R 6 396 031 R - R - R -
Reticulation R 22
844 530 R - R - R 23
142 410 R 15
725 000 R 39
635 000 R 45
032 620 Infrastructure: Sanitation - Total
R 12 957 606 R - R -
R 18 291 819
R 58 670 000
R 61 686 250
R 65 583 100
STEVE TSHWETE MUNICIPALITY | APPENDICES 186
Reticulation R 12
706 106 R - R - R 12
706 106 R 11
670 000 R 1 686
250 R 5 583
100 Sewerage purification
R 251 500 R - R -
R 5 585 713
R 47 000 000
R 60 000 000
R 60 000 000
Infrastructure: Other - Total
R 5 981 672
R 3 150 000
R 1 295 900
R 6 568 971
R 3 310 000
R 1 200 000
R 720 000
Waste Management
R 5 780 617
R 2 000 000
R 888 900
R 6 367 916
R 2 310 000
R 200 000
R 220 000
Transportation R - R - R - R - R - R -
R 500 000
Other R 201
055 R 1 150
000 R 407
000 R 201
055 R 1 000
000 R 1 000
000 R - Community - Total
R 7 819 932
R 8 645 000
R 8 581 000
R 7 819 932
R 9 340 000
R 19 426 500
R 23 627 400
Parks & gardens
R 580 571
R 600 000
R 600 000
R 580 571
R 1 805 000
R 2 210 000
R 2 115 700
Sportsfields & stadia
R 2 499 985
R 2 500 000
R 2 500 000
R 2 499 985
R 2 000 000
R 2 000 000
R 2 000 000
Swimming pools R - R - R - R - R - R - R - Community halls
R 307 018
R 500 000
R 350 000
R 307 018
R 500 000
R 10 000 000
R 7 299 000
Libraries R - R - R - R - R - R - R - Recreational facilities R - R - R - R - R - R - R -
Fire, safety & emergency R - R - R - R - R - R - R - Security and policing
R 673 835
R 1 115 000
R 1 111 000
R 673 835
R 1 785 000
R 1 286 500
R 1 362 700
Cemeteries R 3
758 523 R 3 930
000 R 4 020
000 R 3
758 523 R 3 250
000 R 3 930
000 R 10
850 000 Table continued next page
STEVE TSHWETE MUNICIPALITY | APPENDICES 187
Table continued from previous page
Capital Expenditure - New Assets Programme* Description
2014/2015
2015/2016 Planned Capital expenditure
Actual Original Budget
Adjustm
ent Budget
Actual Expendit
ure
2016/201
7
2017/201
8
2018/201
9
Capital expenditure by Asset Class
Heritage assets - Total R - R - R - R - R - R - Investment properties - Total R - R - R - R - R - R -
Other assets
R 13 895 794
R 6 835 000
R 13 523 420
R 33 996 641
R 9 188 500
R 7 642 500
R 7 372 685
General vehicles
R 2 102 488
R 705 000
R 1 415 000
R 1 372 646
R 1 140 000 R -
R 520 000
Specialised vehicles
R 6 067 247 R - R -
R 6 067 247
R 1 700 000 R - R -
Plant & equipment
R 1 765 704
R 2 945 000
R 5 288 000
R 1 590 852
R 4 291 000
R 4 052 000
R 5 234 350
Computers - hardware/equipment
R 580 576
R 1 222 000
R 1 345 500
R 1 194 825
R 1 598 000
R 1 646 250
R 1 214 560
Furniture and other office equipment
R 474 139
R 543 000
R 656 000
R 643 326
R 459 500
R 479 250
R 403 775
Civic Land and Buildings
R 2 796 027
R 850 000
R 4 188 920
R 2 880 132 R - R - R -
Other Buildings
R 109 613
R 570 000
R 630 000
R 109 613 R -
R 1 465 000 R -
Other Land R - R - R - R 20
138 000 R - R - R - Agricultural assets R - R - R - R - R - R - Biological assets R - R - R - R - R - R -
Intangibles R - R - R - R - R 1 700
000 R - R -
STEVE TSHWETE MUNICIPALITY | APPENDICES 188
Computers - software & programming R - R - R - R -
R 1 700 000 R - R -
Total Capital Expenditure on new assets
R 153 384 575
R 18 630 000
R 23 400 320
R 199 577 920
R 163 949 854
R217 208 210
R 212 262 800
Specialised vehicles
R 6 067 247 R - R -
R 6 067 247
R 1 700 000 R - R -
Refuse R - R - R - R - R 1 700
000 R - R -
Fire R 6
067 247 R - R - R 6
067 247 R - R - R - * Note: Information for this table may be sourced from MBRR (2009: Table SA34a) T M.1
Capital Expenditure - Upgrade/Renewal Programme*
Description
2014/2015
2015/2016 Planned Capital expenditure
Actual Original Budget
Adjustment
Budget
Actual Expendit
ure
2016/2017
2017/2018
2018/2019
Capital expenditure by Asset Class Infrastructure - Total
R 46 505 217
R 5 540 764
R 5 507 764
R 46 140 684
R 38 125 000
R 46 184 300
R 41 742 850
Infrastructure: Road transport -Total
R 10 272 259 R - R -
R 10 501 547
R 13 450 000
R 13 600 000
R 11 800 000
Roads, Pavements & Bridges
R 10 272 259 R - R -
R 10 501 547
R 13 450 000
R 13 600 000
R 11 800 000
Storm water R - R - R - R - R - R - R - Infrastructure: Electricity - Total
R 12 163 607 R - R -
R 12 163 607
R 16 550 000
R 20 639 300
R 12 580 000
Transmission & Reticulation
R 11 179 669 R - R -
R 11 179 669
R 15 000 000
R 19 739 300
R 11 680 000
STEVE TSHWETE MUNICIPALITY | APPENDICES 189
Street Lighting
R 983 938 R - R -
R 983 938
R 1 550 000
R 900 000
R 900 000
Infrastructure: Water - Total
R 8 920 926 R - R -
R 8 623 046
R 5 890 000
R 6 260 000
R 9 147 100
Dams & Reservoirs
R 29 770 R - R -
R 29 770
R 80 000 R - R -
Water purification R - R - R - R - R - R - R -
Reticulation R 8
891 156 R - R - R 8
593 276 R 5 810
000 R 6 260
000 R 9 147
100 Infrastructure: Sanitation - Total
R 14 563 672 R - R -
R 9 355 030
R 1 550 000
R 1 175 000
R 2 670 000
Reticulation R 119
477 R - R - R 119
477 R 230
000 R 235
000 R 240
000 Sewerage purification
R 14 444 195 R - R -
R 9 235 553
R 1 320 000
R 940 000
R 2 430 000
Infrastructure: Other - Total
R 584 753
R 5 540 764
R 5 507 764
R 5 497 454
R 685 000
R 4 510 000
R 5 545 750
Waste Management
R 584 753
R 5 540 764
R 5 507 764
R 5 497 454
R 685 000
R 4 510 000
R 5 545 750
Other R - R - R - R - R - R - R -
Community R 6
065 317 R 6 585
000 R 6 730
935 R 6
065 317 R 5 515
000 R 7 335
000 R 7 180
000 Parks & gardens
R 1 696 170
R 1 700 000
R 1 700 000
R 1 696 170
R 780 000
R 1 300 000
R 2 730 000
Sportsfields & stadia
R 594 936
R 830 000
R 968 935
R 594 936
R 1 650 000
R 2 350 000
R 3 400 000
Swimming pools R - R - R - R - R - R - R - Community halls R - R - R - R - R - R - R -
Libraries R - R - R - R - R - R - R - Recreational facilities R - R - R - R - R - R - R -
Fire, safety & emergency
R 495 000
R 500 000
R 500 000
R 495 000 R - R - R -
Security and policing
R 2 960 561
R 3 155 000
R 3 162 000
R 2 960 561
R 3 085 000
R 3 685 000
R 1 050 000
Cemeteries R 318
650 R 400
000 R 400
000 R 318
650 R - R - R - Heritage assets R - R - R - R - R - R -
Buildings Other
STEVE TSHWETE MUNICIPALITY | APPENDICES 190
Table continued next page Table continued from previous page
Capital Expenditure - Upgrade/Renewal Programme*
Description
2014/201
5 2015/2016 Planned Capital expenditure
Actual Original Budget
Adjustm
ent Budget
Actual Expendit
ure
2016/201
7
2017/201
8
2018/201
9
Capital expenditure by Asset Class
Investment properties R - R - R - R - R - R - Housing development Other assets
R 20 318 501
R 29 006 500
R 35 098 070
R 22 649 321
R 22 851 000
R 26 661 000
R 22 979 425
General vehicles
R 5 219 769
R 6 360 000
R 7 046 070
R 5 949 611
R 4 925 000
R 5 395 000
R 5 200 000
Specialised vehicles
R 3 769 365
R 11 320 000
R 11 755 000
R 3 769 365
R 5 000 000
R 10 000 000
R 8 200 000
Plant & equipment
R 6 289 596
R 7 282 000
R 8 886 930
R 6 473 015
R 9 493 000
R 7 928 000
R 5 662 425
Computers - hardware/equipment
R 1 628 923
R 740 000
R 1 072 000
R 1 014 674
R 1 390 000
R 530 000
R 890 000
Furniture and other office equipment
R 133 720
R 54 500
R 86 500
R 893 236
R 76 000
R 588 000
R 450 000
Civic Land and Buildings
R 3 277 128
R 3 250 000
R 6 251 570
R 4 549 420
R 1 967 000
R 2 220 000
R 2 177 000
Other Buildings R - R - R - R - R - R -
R 400 000
Other Land R - R - R - R - R - R - R - Agricultural assets R - R - R - R - R - R - Biological assets R - R - R - R - R - R -
Intangibles R - R - R - R - R 750
000 R - R -
STEVE TSHWETE MUNICIPALITY | APPENDICES 191
Computers - software & programming R - R - R - R -
R 750 000 R - R -
Total Capital Expenditure on renewal of existing assets
R 72 889 035
R 41 132 264
R 47 336 769
R 74 855 322
R 67 241 000
R 80 180 300
R 71 902 275
Specialised vehicles
R 3 769 365
R 11 320 000
R 11 755 000
R 3 769 365
R 5 000 000
R 10 000 000
R 8 200 000
Refuse R - R 6 600
000 R 7 035
000 R - R 5 000
000 R 5 500
000 R 6 000
000
Fire R 3
769 365 R 4 720
000 R 4 720
000 R 3
769 365 R - R 4 500
000 R 2 200
000 * Note: Information for this table may be sourced from MBRR (2009: Table SA34b) T M.2
226 273
610 59 762
26470 737
089274 433
242231 190
854297 388
510 284 165
075
APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 2015
Capital Programme By Project: Capital Project Responsibl
e Department
Project Number
Original Budget
Adjustment Budget
Actual Variance
Original
Budget%
Variance Adjusted Budget%
Upgrade Network Backbone Infrastructure & Voip
Ict Services 0000001
R350 000 R450 000 R353 951 1% -21%
Expansion Fontein Cemeteries
Roads & Storm water 0000012
R800 000 R800 000 R799 995 0% 0%
Upgrade Old Age Flats Municipal Buildings 0000013
R400 000 R400 000 R383 425 -4% -4%
Replace 11kv Switchgear Electricity 0000029 R - R1 300 000 R714 739 100% -45%
Develop Cemeteries Rural/Low Income Areas
Roads & Storm water 0000066
R2 500 000 R2 500 000 R2 239
050 -10% -10%
Sanitation Kwaza Ext 8(400 Stands)
Civil Engineer - Sewer 0000070
R 2 200 560 R 2 895
640 R 2 895
640 32% 0%
Parks Vehicles Tractor 55kw
Parks & Recreation 0000080
R 300 000 R 300 000 R 276
368 -8% -8%
STEVE TSHWETE MUNICIPALITY | APPENDICES 192
Refurbish Sport Clubhouses
Municipal Buildings 0000129
R - R 138 935 R 135
763 100% -2%
Water Network Kwaza Ext 8 (400 Stands)
Civil Engineer - Water 0000150
R 1 852 316 R 4 174
766 R 4 132
548 123% -1%
Electrification Rockdale Ext 2
Electricity 0000162
R 9 876 000 R 5 710
000 R 4 294
018 -57% -25%
Lawnmower (Pavements) Parks & Recreation 0000203
R 105 000 R 100 000 R 99
020 -6% -1%
Paving & Kerbs - Hendrina/Kwaza
Roads & Storm water 0000205
R 200 000 R 200 000 R 195
435 -2% -2%
Rescue Jacks Emergency Services 0000209
R 70 000 R 49 797 R 49
796 -29% 0%
New Roads-Kranspoort Roads & Storm water 0000218
R 1 300 000 R 1 300
000 R 1 287
555 -1% -1%
New Garages For 6 Vehicles
Electricity 0000241
R - R 394 484 R 387
741 100% -2%
Upgrade Traffic Signals - Control & Synchronisation
Traffic 0007150
R 900 000 R 1 156
000 R 229
288 -75% -80%
Lawnmower Tractor (Pavements)
Parks & Recreation 0007257
R 500 000 R 500 000 R 412
100 -18% -18%
New Networks Aerorand West
Civil Engineer - Sewer 0007323
R - R 1 900
000 R 1 474
825 100% -22%
Surbsurface Drains Hendrina Kwaza
Roads & Storm water 0007328
R 350 000 R 350 000 R 347
736 -1% -1%
RDP House Connections Newtown/Kwaza/X24/X6
Electricity 0007423
R 160 000 R 160 000 R 45
211 -72% -72%
Ups Ict Services 0007526
R 180 000 R 180 000 R 160
049 -11% -11%
Server - New It Systems Ict Services 0008003
R 210 000 R 210 000 R 207
638 -1% -1%
Upgrade Buildings: Air Conditioners Civic Centre
Municipal Buildings 0008006
R 100 000 R 100 000 R 96
020 -4% -4%
Traffic-calming Measures In Mp313 Area
Traffic 0008013
R 300 000 R 300 000 R 299
788 0% 0%
Vehicle Replacement Traffic 0008015
R 1 000 000 R 1 000
000 R 957
168 -4% -4%
Purchase Motorbikes X 6 Human Settlement 0008021
R 150 000 R 150 000 R 149
870 0% 0%
Skid Units Emergency Services 0008024
R 62 000 R 50 000 R 45
656 -26% -9%
Pool Equipment Middelburg/Mhluzi
Parks & Recreation 0008025
R 80 000 R 80 000 R 74
470 -7% -7%
Fence & Gates Kees Taljaard
Parks & Recreation 0008029
R 350 000 R 350 000 R 218
748 -38% -38%
New Playing Equipment Parks & Recreation 0008032
R 100 000 R 100 000 R 97
063 -3% -3%
Bridges - Upgrading (Bms)
Roads & Storm water 0008039
R 400 000 R 400 000 R 398
909 0% 0%
Roads New - Aerorand Wes
Roads & Storm water 0008042
R 8 000 000 R 8 000
000 R 7 999
133 0% 0%
Replace Old Sewerline Middelburg/Mhluzi
Civil Engineer - Sewer 0008049
R 140 000 R 126 000 R 119
477 -15% -5%
STEVE TSHWETE MUNICIPALITY | APPENDICES 193
Replace Sewer Pumps - Pumpstations
Civil Engineer - Sewer 0008053
R 420 000 R 420 000 R 409
942 -2% -2%
Install Bulk Flow Meters Civil Engineer - Water 0008055
R 65 000 R 65 000 R 52
242 -20% -20%
Replace Old Water Pipes Middelburg
Civil Engineer - Water 0008057
R 1 530 000 R 2 300
000 R 1 253
094 -18% -46%
Upgrade Vaalbank Wtp Equipment
Civil Engineer - Water 0008061
R 510 000 R 1 710
000 R 1 645
148 223% -4%
Replace Old Water Pipes Hendrina/Kwaza
Civil Engineer - Water 0008062
R 125 000 R 125 000 R 115
269 -8% -8%
Replace Vehicles For Water And Sewer
Civil Engineer 0008066
R 780 000 R 743 035 R 743
035 -5% 0%
Replacement Of Ppm’s Electricity 0008068
R 150 000 R 150 000 R 146
345 -2% -2%
Replace Meter Kiosks Electricity 0008071
R 200 000 R 200 000 R 190
721 -5% -5%
Install Ring Main Units Electricity 0008077
R 700 000 R 700 000 R 700
000 0% 0%
Network Reinforcement (Replace Cable )
Electricity 0008079
R 1 200 000 R 1 200
000 R 624
616 -48% -48%
Maintaining Infrastructure Assets At Kwaza Wwtw
Civil Engineer - Sewer 0008089
R 200 000 R 200 000 R 144
611 -28% -28%
Refurbish Infrastructure Assets Blinkpan Wwtw
Civil Engineer - Sewer 0008091
R 200 000 R 300 000 R 127
164 -36% -58%
Refurbish Infrastructure Assets Komati Wwtw
Civil Engineer - Sewer 0008092
R 200 000 R 350 000 R 208
084 4% -41%
Upgrade of Existing High Masts
Electricity 0008098
R 200 000 R 400 000 R 363
709 82% -9%
Ldv ‘S Replacement Electricity 0008108
R 950 000 R 950 000 R 777
615 -18% -18%
Replace Fencing Airfield Municipal Buildings 0008127
R 1 500 000 R 1 500
000 R 1 410
200 -6% -6%
Ldv One Ton Parks & Recreation 0008131
R 180 000 R 180 000 R 174
704 -3% -3%
Paving & Kerbs - Villages & Rural
Roads & Storm water 0008144
R 200 000 R 200 000 R 198
040 -1% -1%
Paving & Kerbs - Middelburg
Roads & Storm water 0008145
R 250 000 R 250 000 R 240
024 -4% -4%
Roads General - Taxi Lay-bys
Roads & Storm water 0008147
R 300 000 R 300 000 R 299
999 0% 0%
Communication(Add Radio Links To External Stations
Ict Services 0008157
R 350 000 R 550 000 R 528
250 51% -4%
Replace Old Water Meters
Civil Engineer - Water 0008163
R 200 000 R 200 000 R 198
759 -1% -1%
Treatment Plants Hendrina/Kwaza
Civil Engineer - Water 0008164
R 20 000 R 20 000 R 19
420 -3% -3%
Outfall Sewer Lines: Mall & German Development
Civil Engineer 0008169
R 450 000 R 450 000 R - -100% -100%
STEVE TSHWETE MUNICIPALITY | APPENDICES 194
Gholfsig Supply Area Electricity 0008170
R - R 1 700
000 R 1 159
552 100% -32%
Extension 11: Industrial Erven Connections & Munis
Electricity 0008176
R 1 000 000 R 850 000 R 849
090 -15% 0%
Storm water - Aerorand Wes
Roads & Storm water 0008180
R 2 000 000 R 2 000
000 R 1 997
491 0% 0%
Sewerage Connections Civil Engineer - Sewer 0008184
R 205 020 R 105 020 R 58
424 -72% -44%
Polisher Stakeholder 0008187
R 185 000 R 150 000 R 145
794 -21% -3%
Electrical Connections Pre Paid
Electricity 0008189
R 2 060 000 R 2 060
000 R 1 674
733 -19% -19%
Bulk Connections Electricity 0008190 R 400 000 R 400 000 R - -100% -100%
Purchase Books Education And Libraries 0008192
R 440 000 R 440 000 R 345
030 -22% -22%
Asphalt Cutter Roads & Storm water 0008196
R 25 000 R 25 000 R 21
490 -14% -14%
Computer Systems Ict Services 0008197
R 565 000 R 565 000 R 537
494 -5% -5%
Printers Ict Services 0008198
R 50 000 R 80 000 R 76
755 54% -4%
Scanners Ict Services 0008199
R 60 000 R 53 500 R 53
223 -11% -1%
New Water Connections Civil Engineer - Water 0008201
R 850 000 R 1 400
000 R 1 258
246 48% -10%
Portable Guard Houses (1)
Security 0008202
R 32 000 R 32 000 R 29
910 -7% -7%
Replace Mini Substations Electricity 0008206
R 800 000 R 800 000 R 751
444 -6% -6%
Replace Mv Cable Electricity 0008212
R 2 000 000 R 1 290
000 R 1 271
440 -36% -1%
Roads New - Hendrina Roads & Storm water 0008219
R 1 900 000 R 1 900
000 R 1 796
203 -5% -5%
Roads General - Slipways Right Turn & Intersection
Roads & Storm water
0008221 R 6 500 000
R 9 313 455
R 9 313 372
43% 0%
Nasaret New Substation Electricity 0008224
R 9 000 000 R 13 920
060 R 13 329
053 48% -4%
Sanitation Services-Rural Settlements - Biological
Civil Engineer - Sewer 0008236
R 900 000 R 894 000 R 893
335 -1% 0%
Replace Valves In Bulk Supply Lines
Civil Engineer - Water 0008255
R 210 000 R 710 000 R 318
881 52% -55%
Water Services: Rural Area
Civil Engineer - Water 0008256
R 235 000 R 335 000 R 297
880 27% -11%
Electrical Connections Bulk
Electricity 0008275
R 850 000 R 850 000 R 847
389 0% 0%
Executive Support Vehicle
Legal & Admin 0008296
R 850 000 R 1 590
000 R 729
842 -14% -54%
Furniture & Equipment Traffic 0008300 R 8 000 R 8 000 R 7 037 -12% -12%
Replace Pump At Middelburgdam Pumpstation
Civil Engineer 0900062
R 860 000 R 700 000 R - -100% -100%
STEVE TSHWETE MUNICIPALITY | APPENDICES 195
Upgrading Boskrans Waste Treatment Plant Equipment
Civil Engineer - Sewer 0900063
R 150 000 R 150 000 R 145
693 -3% -3%
Brushcutters And Chainsaws
Parks & Recreation 0900064
R 118 000 R 118 000 R 115
905 -2% -2%
Replace Mercedes Fire Engine
Emergency Services 0900087
R 3 200 000 R 3 200
000 R 3 190
721 0% 0%
80 Mm Water Pump Civil Engineer - Water 0900096
R 32 000 R 32 000 R 29
920 -7% -7%
Stihl Brushcutters Civil Engineer - Water 0900105
R 20 000 R 15 000 R 13
383 -33% -11%
Office Furniture Human Resources 0900131
R 12 000 R 12 000 R 11
762 -2% -2%
Office Furniture Parks & Recreation 0900159
R 90 000 R 90 000 R 87
721 -3% -3%
Furniture Legal & Admin 0900181
R - R 70 000 R 59
820 100% -15%
Roll-On Roll-Off Containers
Solid Waste Management 0900206
R 200 000 R 165 000 R 144
016 -28% -13%
Roads Reseal - Middelburg/Mhluzi
Roads & Storm water 0900212
R 8 400 000 R 8 400
000 R 8 391
352 0% 0%
Roads Reseal - Rural And Eskom Towns
Roads & Storm water 0900214
R 1 000 000 R 1 000
000 R 999
727 0% 0%
Upgrade Boskrans Sewer Plant
Civil Engineer - Sewer 0900244
R 20 000 000
R 26 600 000
R 8 093 170
-60% -70%
Replace Equipment Roads & Storm water 0900251
R 30 000 R 30 000 R 27
970 -7% -7%
Furnitur & Office Equipment
Finance 0900260
R 80 000 R 80 000 R 77
975 -3% -3%
Replace Vehicles Parks & Recreation 1000004
R 740 000 R 740 000 R 730
197 -1% -1%
Replace Playing Equipment
Parks & Recreation 1000050
R 100 000 R 100 000 R 97
063 -3% -3%
Firearms Traffic 1000060
R 40 000 R 36 000 R 31
213 -22% -13%
Furniture Education And Libraries 1000069
R 80 000 R 80 000 R 69
601 -13% -13%
Storm water Middelburg Roads & Storm water 1000076
R 1 000 000 R 1 000
000 R 999
169 0% 0%
Purchase Of 1.75 Cub Containers
Solid Waste Management 1000080
R 350 000 R 350 000 R 346
800 -1% -1%
Edge Beams - Primary/Secondary Routes
Roads & Storm water
1000097 R 250 000 R 250 000
R 249 880
0% 0%
New Equipment Roads Roads & Storm water 1000103
R 50 000 R 50 000 R 39
635 -21% -21%
Storm water Railway Line Roads & Storm water 1000106
R 1 000 000 R 1 000
000 R 998
265 0% 0%
Storm water Kranspoort Roads & Storm water 1000107
R 500 000 R 500 000 R 474
481 -5% -5%
Bulk Filing Cabinets Legal & Admin 1000118
R 125 000 R 125 000 R 69
459 -44% -44%
STEVE TSHWETE MUNICIPALITY | APPENDICES 196
Rigid Die Set Civil Engineer - Water 1000127
R 50 000 R 50 000 R 43
805 -12% -12%
Mine Water Project Woestalleen Hendrina Pipeline
Civil Engineer - Water 1000131
R 2 000 000 R 1 270
000 R 971
824 -51% -23%
Replace Old Water Meters
Civil Engineer - Water 1000132
R 800 000 R 1 200
000 R 1 199
755 50% 0%
Replace Old Water Meters
Civil Engineer - Water 1000133
R 140 000 R 200 000 R 187
665 34% -6%
Storm water Hendrina Roads & Storm water 1000150
R 900 000 R 900 000 R 881
943 -2% -2%
Furniture Legal & Admin 1000155
R 3 000 R 35 000 R 24
583 719% -30%
Rondebosch Sub Electricity 1000170
R - R 2 210
000 R 2 200
885 100% 0%
Upgrade And Install New Air Conditioners
Municipal Buildings 1000188
R 150 000 R 135 000 R 130
020 -13% -4%
Projector & Screen Ict Services 1000193
R 17 000 R 17 000 R 13
353 -21% -21%
Purchase Tools Municipal Buildings 1000205
R 100 000 R 100 000 R 87
639 -12% -12%
Vaalbank Water Treatment Plant
Civil Engineer - Water 1000217
R 3 500 000 R 12 610
000 R 6 396
031 83% -49%
New Vehicle Ldv Security 1000219
R 250 000 R 250 000 R 246
540 -1% -1%
Alarm System Security 1000255 R 108 000 R 108 000 R - -100% -100%
Furniture & Equipment - Bulk Filers
Electricity 1000277
R 8 000 R 8 000 R 4 556 -43% -43%
Fencing Outdoor Equipment T3
Electricity 1000278
R 70 000 R 70 000 R 57
895 -17% -17%
Office Equipment & Furniture
Finance 1000282
R 70 000 R 74 000 R 53
890 -23% -27%
Or Tambo Street Landscape & New Development
Parks & Recreation
1000288 R 200 000 R 200 000
R 183 944
-8% -8%
Purchase Of Street Bins Solid Waste Management 1000289
R 78 000 R 70 000 R 66
020 -15% -6%
Replace Old Water Pipes Villages
Civil Engineer - Water 1000299
R 105 000 R 230 000 R 163
616 56% -29%
New Mpcc’s Municipal Buildings 1000303
R - R 350 000 R 307
018 100% -12%
6m3 Tipper Truck Solid Waste Management 1100046
R 800 000 R 825 000 R 819
188 2% -1%
Fences At The Pumpstations
Municipal Buildings 1100054
R 400 000 R 400 000 R 352
383 -12% -12%
Flatbed Truck 1.3 Ton Civil Engineer 1100070
R 400 000 R 613 930 R 611
950 53% 0%
Upgrade Kwaza Waste Water Treatment Plant
Civil Engineer - Sewer 1100081
R 1 500 000 R 260 000 R 251
500 -83% -3%
Subsurface Drainage Villages
Roads & Storm water 1100089
R 300 000 R 300 000 R 294
962 -2% -2%
STEVE TSHWETE MUNICIPALITY | APPENDICES 197
Road New Presidentsrus Roads & Storm water 1100098
R 1 500 000 R 1 500
000 R 1 500
000 0% 0%
Storm water Presidentsrus
Roads & Storm water 1100100
R 500 000 R 500 000 R 500
000 0% 0%
Brushcutters Civil Engineer - Water 1100109
R 15 000 R 15 000 R 13
383 -11% -11%
Replace Walkbehind Mowers
Parks & Recreation 1100110
R 70 000 R 70 000 R 69
810 0% 0%
Reconstruct Korfball Courts
Parks & Recreation 1100127
R 250 000 R 250 000 R 213
333 -15% -15%
Concrete Mixer Roads & Storm water 1100128
R 25 000 R 25 000 R 21
920 -12% -12%
Equipment Roads & Storm water 1100129
R 20 000 R 25 000 R 19
770 -1% -21%
Upgrade Mechanical And Electrical Equipment
Civil Engineer - Water 1100133
R 80 000 R 80 000 R 33
486 -58% -58%
Electrification Industrial Park
Electricity 1100161
R 1 000 000 R 1 000
000 R 886
079 -11% -11%
Replace Seven 88kv Breakers
Electricity 1100163
R - R 40 000 R 34
289 100% -14%
Equipment Electricity 1100174
R 220 000 R 220 000 R 208
922 -5% -5%
Replace Furniture & Equipment
Emergency Services 1100195
R 10 000 R 10 000 R 9 291 -7% -7%
Replace Fire Equipment Emergency Services 1100199
R 70 000 R 70 203 R 66
272 -5% -6%
New Fire Equipment Emergency Services 1100200
R 40 000 R 35 000 R 26
948 -33% -23%
Replace Redundant Equipment
Civil Engineer - Sewer 1100203
R 35 000 R 30 000 R 29
920 -15% 0%
Replace Plant & Equipment
Civil Engineer - Water 1100207
R 30 000 R 30 000 R 29
920 0% 0%
Paving & Kerbs Low Income Areas Epwp
Roads & Storm water 1100212
R 600 000 R 600 000 R 599
006 0% 0%
Basic Sport Facilities Low Income Areas
Parks & Recreation 1100213
R 2 500 000 R 2 500
000 R 2 499
985 0% 0%
Bulk Water Supply Rockdale
Civil Engineer - Water 1100215
R - R 163 859 R 10 479
300 100% 6295%
Replace Plant & Equipment
Civil Engineer - Water 1100216
R 62 000 R 62 000 R 60
060 -3% -3%
New Network-Industrial Parks
Civil Engineer - Water 1100217
R - R 239 097 R 29
035 100% -88%
Upgrade Access Control Civiv Centre
Security 1100234
R 250 000 R 2 849
984 R 1 622
993 549% -43%
Office Furniture Legal & Admin 1200003
R 15 000 R 15 000 R 12
296 -18% -18%
Furniture & Office Equipment
Mm Office 1200007
R - R 30 000 R 28
066 100% -6%
Furniture Dev & Strat Support 1200010
R 6 000 R 15 000 R 12
567 109% -16%
STEVE TSHWETE MUNICIPALITY | APPENDICES 198
Instruments And Tools For Communication
Ict Services 1200014
R 35 000 R 29 500 R 15
732 -55% -47%
Laptops Ict Services 1200016
R 180 000 R 312 000 R 278
786 55% -11%
Two Way Radios For All Departments
Ict Services 1200019
R 230 000 R 230 000 R 223
134 -3% -3%
Design And Develop Mall Garden
Parks & Recreation 1200043
R 300 000 R 300 000 R 299
564 0% 0%
Upgrade Lions Parks Parks & Recreation 1200045
R 400 000 R 400 000 R 399
838 0% 0%
Purchase 20.5m3 Refuse Compactor
Solid Waste Management 1200046
R 6 600 000 R 7 035
000 R - -100% -100%
Purchase Of 6m3 Skip Containers
Solid Waste Management 1200052
R 200 000 R 175 000 R 171
933 -14% -2%
New Sewer Networks For Hendrina
Civil Engineer - Sewer 1200061
R 600 000 R 750 000 R 48
366 -92% -94%
Sanitation Mafube Village Civil Engineer - Sewer 1200064
R - R 695 368 R 683
143 100% -2%
Sanitation Rockdale Phase 2
Civil Engineer - Sewer 1200066
R - R 692 296 R 577
848 100% -17%
Application For Wateruse Licences Wwtw
Civil Engineering 1200069
R - R 148 075 R - 0% -100%
Upgrading Of Service Centre
Municipal Buildings 1200070
R 600 000 R 600 000 R 589
386 -2% -2%
Camera Municipal Buildings 1200075
R 6 500 R 6 500 R 6 426 -1% -1%
Water Rockdale Phase Civil Engineer - Water 1200078
R - R 61 330 R 51
336 100% -16%
Township Development For Dennesig North
Town Planning 1200079
R - R 8 000 R 7 922 100% -1%
Upgrading Pump Line Between Vaalbank Wtw And Skiet
Civil Engineer - Water 1200082
R 1 750 000 R 2 400
000 R 2 370
925 35% -1%
Replace Plant & Equipment
Civil Engineer - Water 1200084
R 200 000 R 200 000 R 108
098 -46% -46%
Field Marking Equipment Parks & Recreation 1200092
R 35 000 R 35 000 R 28
916 -17% -17%
Security Cameras At Sub Electricity 1200098
R 175 000 R 175 000 R 120
451 -31% -31%
Replace Stolen Services Electricity 1200100
R 600 000 R 600 000 R 597
391 0% 0%
Asco Lv Cables Electricity 1200101
R 1 200 000 R 935 000 R 817
150 -32% -13%
Streetlighting Fitting Upgrade
Electricity 1200109
R 900 000 R 1 300
000 R 595
704 -34% -54%
Street Lights Main Entrance Roads Electricity 1200110
R 750 000 R 750 000 R - -100% -100%
Highmast Lighting Low Income Areas
Electricity 1200112
R 3 000 000 R 3 000
000 R 2 783
256 -7% -7%
New Roads & Storm water Low Income Areas
Roads & Storm water 1200116
R 14 000 000
R 14 000 000
R 13 037 486
-7% -7%
STEVE TSHWETE MUNICIPALITY | APPENDICES 199
Replace Cables In Problem Areas
Electricity 1200120
R 3 000 000 R 3 715
000 R 2 084
146 -31% -44%
Township Development For Newtown
Town Planning 1200144
R - R 62 000 R - 0% -100%
Electrification Of Newtown 1a
Electricity 1300012
R 2 730 000 R 2 730
000 R 1 262
099 -54% -54%
Surveilance At Civic Centre
Ict Services 1300032
R 125 000 R 125 000 R 124
738 0% 0%
Equipment & Tools Parks & Recreation 1300042
R 40 000 R 40 000 R 20
696 -48% -48%
New Sanitation For Newtown Ext 1a
Civil Engineer - Sewer 1300047
R 3 307 400 R 6 307
400 R 6 074
525 84% -4%
New Water Network For Newtown
Civil Engineer - Water 1300057
R 3 097 200 R 4 805
770 R 4 805
770 55% 0%
Upgrade Buildings: Airconditioners
Municipal Buildings 1300061
R 30 000 R 25 000 R 24
020 -20% -4%
Newtown Proclaimed Electricity 1300062
R 5 340 000 R 4 475
500 R 2 292
638 -57% -49%
Equipment Traffic 1300071
R 140 000 R 132 500 R 115
959 -17% -12%
Firearm Safes Traffic 1300072 R 8 000 R 8 000 R 6 774 -15% -15%
Installation Of Alarm System
Finance 1300091
R 50 000 R 46 000 R 4 821 -90% -90%
Township Development Kwaza Ext 9 On Vaalbank 177 I
Town Planning
1300093 R - R 201 000
R 102 950
100% -49%
Mhluzi Upgrade Electricity 1400024
R 400 000 R 400 000 R 386
956 -3% -3%
Rockdale Electrification Electricity 1400031
R 10 060 000
R 10 924 570
R 9 755 664
-3% -11%
Highmast Lights Electricity 1400039
R 220 000 R 180 000 R 176
726 -20% -2%
Fencing At Komati Paypoint
Municipal Buildings 1400044
R - R 7 000 R 7 000 100% 0%
Upgrading Of Mhluzi Offices
Municipal Buildings 1400056
R 300 000 R 300 000 R 277
356 -8% -8%
Fencing At Municipal Services Center; Middelburg
Municipal Buildings
1400062 R 260 000 R 260 000
R 255 000
-2% -2%
Construction Of Carports At Service Centre
Municipal Buildings 1400063
R 250 000 R 399 984 R 360
363 44% -10%
New Mpcc Municipal Buildings 1400067
R 500 000 R - R - -100% 0%
Construction Of Transfer Station At Sikhululiwe
Solid Waste Management 1400083
R 1 800 000 R 723 900 R 723
900 -60% 0%
Pound Shelves Traffic 1400090
R 30 000 R 30 000 R 23
270 -22% -22%
Filing Cabinets Traffic 1400096
R 30 000 R 30 000 R 26
350 -12% -12%
Information Signs Traffic 1400097 R 60 000 R - R - -100% 0%
New Security Systems Security 1400102 R 100 000 R 100 000 R - -100% -100%
Elevated Storage Tank: Koornforntein
Civil Engineer - Water 1400105
R - R 64 768 R 29
770 100% -54%
STEVE TSHWETE MUNICIPALITY | APPENDICES 200
Replace Vehicles For Roads
Civil Engineer 1400115
R 780 000 R 743 035 R 743
035 -5% 0%
Emergency Vehicles & Equipment
Emergency Services 1400136
R - R - R 6 067
247 100% 100%
Replace Ride On Roller Civil Engineer 1500001
R - R 340 000 R 334
958 100% -1%
New Pedestrian Roller Civil Engineer 1500002
R 220 000 R 160 000 R 133
095 -40% -17%
Energy-efficient Retrofittings
Municipal Buildings 1500014
R 280 000 R 280 000 R 262
156 -6% -6%
Upgrade Van Blerk Plein Parks & Recreation 1500020
R 700 000 R 700 000 R 699
329 0% 0%
Renovation Of Cemetery Building-Bhimy Damane Str &
Municipal Buildings
1500028 R 400 000 R 400 000
R 318 650
-20% -20%
Expansion Phumolong Cemetery
Roads & Storm water 1500029
R 450 000 R 450 000 R 449
933 0% 0%
Township Development At Somaphepha
Town Planning 1500031
R 150 000 R 136 000 R 90
183 -40% -34%
30 Seater Bus Solid Waste Management 1500035
R - R 710 000 R 707
369 100% 0%
Generators Municipal Buildings 1500057
R 1 000 000 R 780 000 R 775
760 -22% -1%
Upgrading Of Electricity At Civic Centre
Municipal Buildings 1500060
R - R 2 991
570 R 208
508 100% -93%
Ublution Facilities (Toilets)
Municipal Buildings 1500061
R - R 60 000 R 56
433 100% -6%
Office Furniture & Equipment Led 1500063
R 1 500 R 1 500 R - -100% -100%
Replace Old Water Pipes Mhluzi
Civil Engineer - Water 1500069
R 1 550 000 R 2 150
000 R 2 018
475 30% -6%
Move Meter To Street Civil Engineer - Water 1500070
R 370 000 R 800 000 R 714
595 93% -11%
Construction Of Carports At Hendrina Workshop
Municipal Buildings 1500073
R - R 194 468 R 136
204 100% -30%
Replace Vehicle Finance 1500076
R 275 000 R 275 000 R 244
033 -11% -11%
Upgrading Of Vaalbank Waterworks Buildings
Municipal Buildings 1500078
R 400 000 R 400 000 R 330
214 -17% -17%
Upgrading Of Sleeping Quaters Presidentsrus
Municipal Buildings 1500079
R - R 10 000 R 8 747 100% -13%
Purhase Land For Doornkop Re-Settlement
Town Planning 1500087
R - R 3 000
000 R 3 000
000 100% 0%
Furniture & Office Equipment
Pmu 1600001
R 2 000 R 2 000 R 1 730 -14% -14%
Upgrade Themba Masango Building
Municipal Buildings 1600009
R 200 000 R 200 000 R 196
830 -2% -2%
Shelves Finance 1600014
R 40 000 R 40 000 R 39
954 0% 0%
Construction Of Public Ablution Facilities
Municipal Buildings 1600017
R 570 000 R 570 000 R 53
180 -91% -91%
Extension Of Middelburg Landfill Site
Solid Waste Management 1600018
R 4 912 764 R 4 912
764 R 4 912
701 0% 0%
STEVE TSHWETE MUNICIPALITY | APPENDICES 201
Upgrade Nasaret Old Cemetery
Parks & Recreation 1600020
R 500 000 R 500 000 R 453
758 -9% -9%
Upgrade Ligting At Cemeteries
Electricity 1600021
R 180 000 R 270 000 R 269
545 50% 0%
Replace Garage Doors At Fire Stations
Municipal Buildings 1600023
R 500 000 R 500 000 R 495
000 -1% -1%
Upgrade Recreation Facilities
Parks & Recreation 1600024
R 80 000 R 80 000 R 79
820 0% 0%
Upgrade Sport Facilities Parks & Recreation 1600025
R 200 000 R 200 000 R 166
020 -17% -17%
Upgrade Fence Recreation Facilities
Parks & Recreation 1600026
R 425 000 R 425 000 R 424
325 0% 0%
Upgrade Walkways Parks & Recreation 1600029
R 500 000 R 500 000 R 499
940 0% 0%
Erect Fencing At Parks Parks & Recreation 1600030
R 300 000 R 300 000 R 299
905 0% 0%
Replacement Of Kerb-Inlets Middelburg Mhluzi
Roads & Storm water 1600031
R 300 000 R 300 000 R 282
311 -6% -6%
Plant & Equipment Roads & Storm water 1600033
R 10 000 R 3 000 R 2 504 -75% -17%
Survey Equipment Roads & Storm water 1600034
R 300 000 R 300 000 R 231
104 -23% -23%
Replacement Of Kerb-Inlets Eskom Towns
Roads & Storm water 1600037
R 200 000 R 200 000 R 199
960 0% 0%
Upgrade Access To Municipal Buildings
Municipal Buildings 1600045
R 150 000 R 150 000 R 22
891 -85% -85%
Replace Roofing At Service Centre.
Municipal Buildings 1600046
R 300 000 R 300 000 R 289
057 -4% -4%
Storm water Management On Municipal Buildings
Roads & Storm water
1600047 R 300 000 R 300 000
R 295 646
-1% -1%
Replace Roofing Mhluzi Hedc.
Municipal Buildings 1600048
R 300 000 R 300 000 R 264
253 -12% -12%
Upgrade Buildings At Krugerdam Water Works
Municipal Buildings 1600054
R 350 000 R 350 000 R 348
960 0% 0%
Waternetwork From Middelburg Mine To Pienaardam
Civil Engineer - Water 1600059
R 5 000 000 R 4 000
000 R 129
432 -97% -97%
Replace Vehicle Civil Engineer 1600060
R 760 000 R 760 000 R 750
173 -1% -1%
Furniture & Office Equipment
Electricity 1600061
R 7 000 R 7 000 R 4 775 -32% -32%
Replacement Of Stolen Services (Streetlights)
Electricity 1600063
R 100 000 R 100 000 R 24
525 -75% -75%
Replace Emergency Vehicles (Insurance)
Emergency Services 1600068
R 1 050 000 R 1 050
000 R 578
644 -45% -45%
Replace Ldv Human Settlement 1600070
R 350 000 R 370 000 R 368
676 5% 0%
Upgrade Of Offices And Security
Municipal Buildings 1600071
R - R 180 000 R 153
110 100% -15%
Purchase Land Rockdale Town Planning 1600073
R - R 730 000 R 640
000 100% -12%
STEVE TSHWETE MUNICIPALITY | APPENDICES 202
Water Network Doornkop Civil Engineer - Water 1600074
R - R 5 257
000 R 987
039 100% -81%
Alarm System Traffic & Security 1600075
R - R 11 500 R 8 567 100% -26%
Refurbish Crafters Market Stalls
Municipal Buildings 1600077
R - R - R 1 272
292 100% 100%
Drop Safe Licencing Emergency Services
1600072 R - R 40 000 R 69
005 100% 100%
Second Phase Boskrans Civil Engineer - Sewer
1700035 R - R - R 5 585
713 100% 100%
Portrait None 1600076 R - R - R 29
000 100% 100%
Replace Insured Assets Finance 1600079 R - R - R 830
698 100% 100%
Develop New Transfer Stations
Solid Waste Management
1600080 R - R - R 5 500
000 100% 100%
Donated Land Town Planning
1600081 R - R - R 798
000 100% 100%
Donated Land Provincial Town Planning
1600082 R - R - R 15 700
000 100% 100%
Roads;Bridges And Storm water Ext18
Roads & Storm water
1400131 R - R 4 184
375 R 5 662
977 100% 100%
New 10ml Reservoir Rietfontein
Civil Engineer - Water
1100218 R - R - R 15 493
210 100% 100%
1100218 R - R - R - 100% 100%
R 220 717
260 R 281 419
438 R 274 433
242 20% -3%
STEVE TSHWETE MUNICIPALITY | APPENDICES 203
APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR
Capital Programme BY Project BY Ward: 2015/2016
Capital Project Ward(S) AFFECTED
Amount Works COMPLE
TED (Yes/No)
Newtown Proclaimed 17 2 292 638.00 Partially
Purchase Land Rockdale Rockdale 640 000.00 Yes
Water Network Doornkop Doornkop 987 039.00 Partially
Replace Seven 88kv Breakers All 34 289.00 Yes
Alarm System Hendrina 8 567.00 Yes
Purchase Books 22;29;10;19;24;10;3; 345 030.00 Yes
Furniture 24;3;19;10;7 69 601.00 Yes
Upgrade And Install New Air Conditioners 24;19;12;29 130 020.00 Yes
Upgrade Buildings: Air Conditioners Civic Centre Ward 12 96 020.00 Partially
Furniture 1; 3; 10; 18; 24; 2 59 820.00 Yes
New MPCC’S 29 307 018.00 Yes
New Water Network For Newtown 17 4 805 770.00 Yes
Upgrade Buildings: Air conditioners 3 24 020.00 Yes
Extension 11: Industrial Erven Connections & Munis 19 849 090.00 Yes
Upgrade Traffic Signals - Control & Synchronization 10 & 12 229 288.00 Partially
Traffic-calming Measures In Mp313 Area 1;2;3;10;22;27;25;21 299 788.00 Yes
Vehicle Replacement All 957 168.00 Yes
Portable Guard Houses (1) 10 29 910.00 Yes
New Vehicle LDV All 246 540.00 Yes
Roll-On Roll-Off Containers 3 144 016.00 Yes
Purchase Of 1.75 Cub Containers 3;13;14;15 346 800.00 Yes
Purchase Of Street Bins 3;4;5;7;13;14 66 020.00 Yes
Mhluzi Upgrade 18 AND 19 386 956.00 Yes
HIGH MAST Lights 6 176 726.00 Yes
Purchase Motorbikes X 6 All 149 870.00 Yes
Expansion Fontein Cemeteries 11 799 995.00 Yes
Upgrading Of Mhluzi Offices 18 277 356.00 Yes
Develop Cemeteries Rural/Low Income Areas 3 2 239 050.00 Yes
Rescue Jacks All 49 796.00 Yes
Skid Units All 45 656.00 Yes
Fencing At Municipal Services Center; Middelburg 13 255 000.00 Yes
Construction Of Carports At Service Centre 13 360 363.00 Yes
Replace Mercedes Fire Engine All 3 190 721.00 Yes
STEVE TSHWETE MUNICIPALITY | APPENDICES 204
Refurbish Sport Clubhouses 15 135 763.00 Yes
Fence & Gates Kees Taljaard 15 218 748.00 Yes
Reconstruct Korfball Courts 15 213 333.00 Yes
Replace Vehicles For Roads 1;2;3;4;5;6;7;9 743 035.00 Yes
New Playing Equipment 19 97 063.00 Yes
Replace Playing Equipment 10; 15 97 063.00 Yes
Elevated Storage Tank: Koornforntein 5 29 770.00 Yes
Or Tambo Street Landscape & New Development 13 183 944.00 Yes
Bridges - Upgrading (BMS) 20 398 909.00 Yes
Roads New - Aerorand Wes 12 7 999 133.00 Yes
Paving & Kerbs - Middelburg 12 240 024.00 Yes
Roads General - Taxi Lay-bys 10;12;15 299 999.00 Yes
Storm water - Aerorand Wes 12 1 997 491.00 Yes
Roads General - Slipways Right Turn & Intersection 11 9 313 372.00 Yes
Rockdale Electrification 8 9 755 664.00 Partially
Construction Of Transfer Station At Sikhululiwe 7 723 900.00 Yes
Roads Reseal - Middelburg/Mhluzi 10;11;12;14;15;16;17 8 391 352.00 Yes
Storm water Middelburg 18 999 169.00 Yes
Edge Beams - Primary/Secondary Routes 14 249 880.00 Yes
New Equipment Roads All 39 635.00 Yes
Storm water Railway Line 12 998 265.00 Yes
Storm water Kranspoort 29 474 481.00 Yes
Paving & Kerbs - Hendrina/Kwaza 2 195 435.00 Yes
Subsurface Drains Hendrina Kwaza 3 347 736.00 Yes
Roads New - Hendrina 3 1 796 203.00 Yes
Replace Equipment 1;2;3;4;5;6 27 970.00 Yes
Storm water Hendrina 3 881 943.00 Yes
New Roads-Kranspoort 29 1 287 555.00 Yes
Paving & Kerbs - Villages & Rural 4 198 040.00 Yes
Roads Reseal - Rural And Eskom Towns 4;5;6 999 727.00 Yes
Subsurface Drainage Villages 5 294 962.00 Yes
Road New Presidentsrus 28 1 500 000.00 Yes
Storm water Presidentsrus 28 500 000.00 Yes
Sanitation Kwaza Ext 8(400 Stands) 3 2 895 640.00 Yes
Refurbish Infrastructure Assets Blinkpan WWTW 5;6; 127 164.00 Yes
Refurbish Infrastructure Assets Komati WWTW 5;6; 208 084.00 Yes
Sanitation Services-Rural Settlements - Biological 4;5;6;7;8;9;29 893 335.00 Yes
Sewerage Connections All 58 424.00 Yes
Replace Sewer Pumps - Pumpstations 17 409 942.00 Yes
Upgrading Boskrans Waste Treatment Plant Equipment 17; 27 145 693.00 Yes
STEVE TSHWETE MUNICIPALITY | APPENDICES 205
Maintaining Infrastructure Assets At Kwaza WWTW 1;2;3; 144 611.00 Yes
Upgrade Kwaza Waste Water Treatment Plant 1;2;3; 251 500.00 Yes
Upgrade Old Age Flats Ward 12 383 425.00 Yes
Replace Fencing Airfield Ward 16 1 410 200.00 Partially
Replace Old Water Pipes Middelburg 13;16;11 1 253 094.00 Partially
Replace Old Water Meters All 1 199 755.00 Yes
Upgrade Vaalbank WTP Equipment 11 1 645 148.00 Yes
Replace Valves In Bulk Supply Lines 15; 11;16 318 881.00 Partially
Upgrade Mechanical And Electrical Equipment 11 33 486.00 Yes
New Water Connections 8; 10; 11 - 29 1 258 246.00 Yes
Water Network Kwaza Ext 8 (400 Stands) 3 4 132 548.00 Yes
Replace Old Water Pipes Hendrina/Kwaza 1; 2; 3 & 4 115 269.00 Yes
Replace Old Water Meters 1; 2; 3 & 4 198 759.00 Yes
80 Mm Water Pump 1;2;3;4; 29 920.00 Yes
Mine Water Project Woestalleen Hendrina Pipeline 1 971 824.00 Partially
Water Services: Rural Area 4; 6; 7 & 9 297 880.00 Yes
Replace Old Water Meters 5;6;7 187 665.00 Yes
Replace Old Water Pipes Villages 5;6;7 163 616.00 Yes
Treatment Plants Hendrina/Kwaza 1;2;3 19 420.00 Yes
Replace Vehicles For Water And Sewer 8 To 28 743 035.00 Yes
Replace 11kv Switchgear 16 714 739.00 Partially
Electrification Rockdale Ext 2 8 4 294 018.00 Partially
RDP House Connections Ntown/Kwaza/X24/X6 17; 27; 21; 23; 2 45 211.00 Yes
Replace Meter Kiosks 13 190 721.00 Yes
Install Ring Main Units 13.11 700 000.00 Yes
Network Reinforcement (Replace Cable ) 16; 15 AND 3 624 616.00 Partially
Gholfsig Supply Area 14 1 159 552.00 No
Replace Mini Substations 3 AND 11 751 444.00 Yes
Replace MV Cable 15 1 271 440.00 Yes
Nasaret New Substation 10; 8 13 329 053.00 Yes
Rondebosch Sub 10 2 200 885.00 Yes
Fencing Outdoor Equipment T3 17; 11 57 895.00 Yes
Electrification Industrial Park 11 886 079.00 Yes
Upgrade Of Existing High Masts 17;27 363 709.00 Yes
Replace Furniture & Equipment All 9 291.00 Yes
Replace Fire Equipment All 66 272.00 Yes
New Fire Equipment All 26 948.00 Yes
Replace Plant & Equipment 1;2;3 29 920.00 Yes
Paving & Kerbs Low Income Areas Epwp 26;25 599 006.00 Yes
Replace Plant & Equipment 11 60 060.00 Yes
STEVE TSHWETE MUNICIPALITY | APPENDICES 206
New Network-Industrial Parks 13 29 035.00 Yes
Design And Develop Mall Garden 11 299 564.00 Yes
Upgrade Lions Parks 15 399 838.00 Yes
Purchase Of 6m3 Skip Containers 12;16 171 933.00 Yes
New Sewer Networks For Hendrina 3 48 366.00 Partially
Sanitation Mafube Village 7 683 143.00 Yes
Sanitation Rockdale Phase 2 8 577 848.00 Yes
Upgrading Of Service Centre 14 589 386.00 Yes Upgrading Pump Line Between Vaalbank WTW And Skiet 11 2 370 925.00 Yes
Replace Plant & Equipment 11 108 098.00 Yes
Asco LV Cables 15 817 150.00 Yes
Street lighting Fitting Upgrade 11 595 704.00 Yes
High mast Lighting Low Income Areas 7; 9; 25; 22 2 783 256.00 Yes
New Roads & Storm water Low Income Areas 1;2;8;28; 13 999 976.00 Yes
Replace Cables In Problem Areas 12 2 084 146.00 Partially Township Development Kwaza Ext 9 On Vaalbank 177 I 3 102 950.00 No
Replace Ride On Roller All 334 958.00 Yes
New Pedestrian Roller All 133 095.00 Yes
Upgrade Van Blerk Plein 13 699 329.00 Yes
Renovation Of Cemetery Building-Bhimy Damane Str & 14 318 650.00 Partially
Expansion Phumolong Cemetery 28 449 933.00 Yes
Township Development At Somaphepha 9 90 183.00 Partially
Upgrading Of Electricity At Civic Centre 12 208 508.00 Yes
Ablution Facilities (Toilets) 6 56 433.00 Yes
Replace Old Water Pipes Mhluzi 22;19;18 2 018 475.00 Partially
Move Meter To Street 1-3; 10-16; 18-27 714 595.00 Yes
Purchase Land For Doornkop Re-Settlement 17 3 000 000.00 Yes
Upgrade Nasaret Old Cemetery 10 453 758.00 Yes
Upgrade Lighting At Cemeteries 13 269 545.00 Yes
Upgrade Recreation Facilities 15 79 820.00 Yes
Upgrade Sport Facilities 18 166 020.00 Yes
Upgrade Fence Recreation Facilities 20 424 325.00 Yes
Upgrade Walkways 24 499 940.00 Yes
Replacement Of Kerb-Inlets Middelburg Mhluzi 11;13;20;21 282 311.00 Yes
Replacement Of Kerb-Inlets Eskom Towns 4;5 199 960.00 Yes
Water network From Middelburg Mine To Pienaardam 1-3; 10-16; 18-27 129 432.00 Partially
Replacement Of Stolen Services (Streetlights) All 24 525.00 Yes
Second Phase Boskrans Boskrans 5 585 713.00 Yes
T O
STEVE TSHWETE MUNICIPALITY | APPENDICES 207
APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS
Service Backlogs: Schools and Clinics 2015/2016 Establishments lacking basic services Water Sanitation Electricity Solid Waste
Collection
Schools (NAMES, LOCATIONS)
Middelburg Laerskool x x x x
Laerskool Staatpresident CR Swart x x x x
Kanonkop Laerskool x x x x
Future achievers x x x x
Dennisig Laerskool x x x x
Eastdene Primary School x x x x
Mthombeni Public School x x x x
Zikhuphule Primary School x x x x
Elusindisweni SP School x x x x
Reatlagile LP School x x x x
Mhluzi Lp School x x x x
Laerskool Rietkuil x x x x
Koorenfontein Laeskool
Maziya Primary School x x x x
Hendrina Primary School x x x x
Mvuzo Primary School x x x x
Thushanang HP School x x x x
Tshwenyane HP School x x x x
Makhathini Lp School x x x x
Manyano Lp School x x x x
Arnot Colliety Primary borehole Biological toilets x x
Mphephethe School x x x x
Tsiki Naledi School x x x x
Eikeboom Primary School x x x x
Alex Benjamin Secondary School x x x x
Middelburg Hoerskool x x x x
Tegniese Hoerskool x x x x
Nasaret Combined school x x x x
Kragveld Skool
Steelcrest High School x x x x
LD Moetanelo School x x x x
Eastdene Indian High School x x x x
Kanonkop Hoerskool x x x x
STEVE TSHWETE MUNICIPALITY | APPENDICES 208
Sofunda Secondary School x x x x
Mpanama Comprehensive High School x x x x
Ekwazini High School x x x x
Hoerskool Hendrina x x x x
Kwazamokuhle Secondary School x x x x
Moses Magagula Christian School x x x x
ST Peters Christian School x x x x
Sozama School x x x x
Nkangala FET College x x x x Clinics (NAMES, LOCATIONS)
Civic Centre clinic x x x x
Mhluzi Ext 4 (Smunye) clinic x x x x
Mhluzi Ext 6 clinic x x x x
Avalon-Newtown Parkhome x x x x
Nasaret clinic x x x x
Eastdene clinic x x x x
Hendrina Clinic x x x x
Kwazamokuhle clinic x x x x
Newtown clinic x x x x
Doornkop clinic x x x x
Sr Mashiteng Clinic x x x x
Pullenshope Clinic
Midmed Hospital x x x x
Middelburg Hospital x x x x
T P
STEVE TSHWETE MUNICIPALITY | APPENDICES 209
APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION
Service Backlogs Experienced by the Community where another Sphere of Government is the Service Provider (where the municipality whether or not act on agency basis) Services and
Locations Impact of backlogs
Clinics: Ward 1,4, 6,7,8,11,28 requested clinics People travelling long distances to access health care
Housing: Ward 1,2,3,5 ,24,26,29 requested RDPs Increasing waiting list
Ward 9,24,29, requested residential stands Increased demand for land
Licensing and Testing Centre: Service provided by the municipality N/A
Reservoirs Service provided by the municipality N/A Schools (Primary and High):
Requests for primary/high school schools in ward 4,6,10,12,27,28,29
Sports Fields: Service provided by the municipality N/A
APPENDIX R – DECLARATION OF GRANTS MADE BY THE MUNICIPALITY
Declaration of Loans and Grants made by the municipality: All Organisation or Person in receipt of
Loans */Grants* provided by the municipality
Nature of project Conditions attached to
funding
Value
Total Amount committed over
previous and future years
2015/2016
Business linkage
the centre provide a link to third parties in order to support, advise and assist SMMES as well as corporate companies enquires
annual and monthly expenditure report must be submitted to the accounting officer of the municipality R300 000 R 1 020 000
M/burg tourist info centrum
the chamber is incurring monthly expenses in respect of the tourist information centre that are administered for the benefit of the town
annual and monthly expenditure report must be submitted to the accounting officer of the municipality R 330 000 R1 020 000
Animal protection SPCA.
to assist the SPCA with animal care as
annual and monthly expenditure report R 650 000 R2 500 000
STEVE TSHWETE MUNICIPALITY | APPENDICES 210
part of the municipality function
must be submitted to the accounting officer of the municipality
forever resort loskop marathon
50 km race that starts from Steve Tshwete municipal office in Middelburg to loskop dam
annual expenditure report must be submitted to the accounting officer of the municipality R30 000 R395 000
operational grant
Ad Hoc grant and support to municipal recreation club
annual expenditure report must be submitted to the accounting officer of the municipality R253 000 R920 000
R1 563 000 R5 855 000 * Loans/Grants - whether in cash or in kind T R
APPENDIX S – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71
All Declaration of returns were made on time
APPENDIX T – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT
National and Provincial Outcomes for Local Government Outcome/Output Progress to date(2015/2016) Number or
Percentage Achieved
Output: Improving access to basic services:
Water 262 Households provided with new water connections in wards 3,6,7,8,10,11, 12, 13,14,15,16,17,18,22,23,26,29 262
sanitation 235 Householdsprovided with new sanitation connections in wards 3,8,10,11, 12,13,14,15,16,17,19,20,23,25 235
Electricity 683 new households were electrified in ward 8-16 and wards 18-25 683
New Roads 7,563 km of new roads were constructed in ward 2,3,12,14,16,25,28,29 7.56 km
Storm water drainages
3,789 km of storm water drainages constructed in ward 2,3,12,14,15,16,19,25 3.78 km
Waste removal 1176 new households received the service in ward 8, 10 and 21 1176
Output: Implementation of the Community Work Programme
For the 2015/2016 financial year about R10, 604,552 was budgeted for on the CWP and the following wards were identified for the implementation; 1, 2, 3, 4, 7, 9 and 29 targeting 1000 participants. The CWP is operating in the social and health, Environment, Agriculture, construction and Education
1000 jobs created
Output: Deepen democracy through a refined Ward Committee model
STEVE TSHWETE MUNICIPALITY | APPENDICES 211
29 Ward committees were established 29 Ward operational plans were developed 16 Mayoral Outreaches took place 100%
Output: Administrative and financial capability Administrative capabilities
Out of the 1477 approved posts, about 1372 positions were filled yielding a vacancy rate of on 7.1%
employees were trained on various training including the CPDM, Project Management, etc 306
Financial capabilities
During the year our budget expectations were fully realised. We budgeted for income amounting to R1 474 943 140 and expenditure of R1 402 830 102. By the close of books at the end of the year we have obtained an income of R1 372 359 215 and we spent R1 277 233 022 giving us a surplus of R95 126 193
R95 126 193 Surplus
For the year we achieved an average payment rate in excess of 98% 98%
Clean audit Opinion from the Auditor-General for 2015/2016 Audit process in progress
Although we did not spend our full annual capital budget, we have been able to maintain our spending to 79% (2015: 79%). Serious attempts have to be made to ensure that the entire capital budget is fully spent each year.
0%
STEVE TSHWETE MUNICIPALITY | APPENDICES
261
APPENDIX U – ANNUAL PERFORMANCE REPORT
ANNUAL PERFORMANCE REPORT
2015 –2016 FINANCIAL YEAR
STEVE TSHWETE MUNICIPALITY | APPENDICES 262
KPA: GOOD GOVENANCE & PUBLIC PARTICIPATION
Strategic Objective: The Provision Of Legal, Administrative and Secretarial ServicesObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To ensure compliance with Fraud Prevention Plan
Number of activities implemented on Fraud Prevention Plan
4 Activities implemented on Fraud Prevention Plan
4 Activities to be implemented on fraud prevention annually by June 2016
Awareness training for the code of conduct training , Directors on a disciplinary code of conduct awareness on forbidden conduct in terms of the disciplinary code, continuation of the fraud hotline
4 Activities on Fraud Prevention were implemented as follows: - Fraud Plan was
a standing item on the agenda of Ward Committee/Community meetings
- Fraud workshop - Quarterly
reports on actions taken in response to the Hotline complaints submitted
- Quarterly reports on application of disciplinary procedures conducted and submitted to the AMM
- Agenda of Ward Committee/Community meetings
- Attendance registers for fraud prevention workshop
- Statistics report from the service provider
- Tax invoices from service provider
- Quarterly reports on application of disciplinary procedures
A1
N/A N/A
To render effective secretariat services
Develop an annual schedule of Council, Mayoral and other Committees
Schedule served before Council as per C10/11/2014
Annual schedule developed by 31 March 2016
Ensure that Annual Schedule is submitted
Schedule served before Council as per C14/11/2015
- Annual Schedule - Council Resolution A2
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 263
KPA: GOOD GOVENANCE & PUBLIC PARTICIPATION
Strategic Objective: The Provision Of Legal, Administrative and Secretarial ServicesObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To maintain proper Records Management System
Review of the File Plan
The file plan was approved by Council as per Resolution M04/02/2015
File Plan to be reviewed annually
Maintain proper Records Management System
File plan was reviewed and adopted by Council in September 2015. M08/09/2015
-Reviewed File Plan & Council Resolution A3
N/A N/A
Number of reports submitted in monitoring incoming & outgoing correspondence
11 Reports submitted
6 Reports annually in monitoring incoming & outgoing correspondence
Monitoring of the incoming and outgoing correspondence
9 reports on monitoring incoming & outgoing correspondence were submitted to AMM
Acknowledgement of receipt by the office of the AMM A4
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 264
KPA: GOOD GOVENANCE & PUBLIC PARTICIPATION
Strategic Objective: The Provision Of Legal, Administrative and Secretarial ServicesObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To improve legal compliance
Number of activities to be undertaken to improve legal compliance
4 Activities 3 Legal compliance activities annually
Legal compliance
14 Activities on legal compliance activities were implemented on the following issues: - 4 updates on
legal compliance register
- 4 Quarterly reports on legal compliance
- 4 Reports on new legislation submitted to Council (Resolutions SC24/07/2015 & SM06/08/2015 SC04/12/2015 & SC01/01/2016 )
- 4 Reminders on legal compliance and monthly reports thereof submitted.
- Legal compliance register
- Council Resolutions
- Letters of reminders
- Monthly and Quarterly Reports
A5
N/A
N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 265
KPA: GOOD GOVENANCE & PUBLIC PARTICIPATION
Strategic Objective: The Provision Of Legal, Administrative and Secretarial ServicesObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To promote cooperative Governance
Number of activities undertaken to comply with King III report
2 Activities conducted
2 Activities on king III compliance to be implemented annually
Promote cooperative Governance
5 Activities on King III compliance implemented as follows: - 26 Mayoral
Committee meetings were held
- 5 Audit Committee meetings were held
- 2 Risk Committee meetings were held
- Municipal Code was placed on the Municipal Intranet
- 1 ICT Steering Committee meeting was held
- Report on meetings held
- Attendance registers
- Minutes - Municipal
Code placed on the Municipal Intranet
A6
N/A N/A
To promote the involvement of stakeholders in Council affairs in order to ensure regular consultation
Number of Pro forma agendas to Ward Committees
6 Pro forma agendas per Ward Committee
6 Pro forma agendas per Ward Committee annually
Involvement of the community and /or stakeholders in Council affairs
6 Pro-forma agendas have been prepared per Ward Committee
Pro-forma agendas for Ward Committees A7
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 266
KPA: GOOD GOVENANCE & PUBLIC PARTICIPATION
Strategic Objective: The Provision Of Legal, Administrative and Secretarial ServicesObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
between Council and the community
Number of reports submitted to Section 79 Political Monitoring Committees
11 Reports submitted
6 Reports per Ward Committee on matters raised annually
Involvement of the community and /or stakeholders in Council affairs
6 Reports have been submitted to Sec 79 Political Committee on matters raised
Reports served at Monitoring Committees A8
N/A N/A
To encourage and improve communication
Number of activities implemented on Communication Policy
3 Activities implemented
2 Activities on Communication Policy implemented annually by June 2016
Improved communication
3 Activities on Communication Policy implemented as follows: - 69 media
releases were issued to local, provincial and national media
- 90 radio slots were conducted
- 3 Community Newsletter were produced
- Attendance registers
- Media releases - Articles
published - Community
Newsletters A9
N/A N/A
Number of residents registered in the SMS database
12 400 registered
6000 Households/residents to be registered by June 2016.
Community database
8350 Number of households/residents registered by June 2016
Database Reports A10
N/A N/A
Number of Local Communicators Forum activities coordinated to improve Inter Governmental Relations
6 Local Communicators Forum activities coordinated
3 Local Communicators Forum activities coordinated annually
Improve Inter Governmental Relations
11 Local Communicators Forum activities held
- One Integrated Service Delivery Imbizo was held
- Attendance Registers
- Agendas & Minutes
- Report A11
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 267
KPA: GOOD GOVENANCE & PUBLIC PARTICIPATION
Strategic Objective: The Provision Of Legal, Administrative and Secretarial ServicesObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To market municipal programmes and projects
Number of activities to market the municipality
Five (5) activities to market the municipality implemented
2 Marketing activities to be implemented annually
Approved marketing strategy and improved marketing
11 Marketing activities implemented
- Copy Magazines
- Articles published
A12
N/A N/A
To promote customer care
Number of activities undertaken to improve Customer Care
3 Activities were implemented to promote Customer Care
3 Customer Care activities annually
Promote Customer Care
4 Activities were implemented to promote Customer Care
Service complaint feedback reports A13
N/A N/A
To ensure proper coordination of all municipal events
Number of annual Events Calendars developed
1 Events Calendar was developed.
1 Events Calendar developed by June 2016
Proper coordination of all municipal events
Annual Event Calendar developed by 20.06.2016
Developed annual Events Calendar A14
N/A N/A
To ensure that all properties within the municipal area are valued for rating purposes
1 Supplementary Valuation Roll was submitted by 30 June 2014
3rd Supplementary Valuation Roll was submitted to AMM on 30 January 2015
1 Activity undertaken to ensure the valuation of all properties by June 2016
Annual Supplementary Valuation Roll General Valuation Roll
4th Supplementary Valuation Roll submitted to the AMM on 29 January 2016
Supplementary Valuation Roll A15
N/A N/A
To guide and inform the municipal planning, budget, management and development actions
Develop and review the IDP of the organisation
Existence of an adopted IDP SC30/03/2015
1 Annually developed and adopted IDP by May 2016
Monitoring of the incoming and outgoing correspondence
Reviewed and adopted IDP by May 2016 (SC31/03/2016 & SCSC30/05/2016)
Council Resolution Approved IDP A16
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 268
KPA: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENTStrategic Objective: The Provision Of Effective, Efficient And Transformed Human CapitalObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To ensure compliance with the EEA
* Number of employees from EEP target groups employed in the three highest levels of management in compliance with the approved EEP
5 Employees from EEA target group employed
2 Employees from EEA target groups to be employed at the three highest levels by June 2016
Employment in three highest levels of management reflects the composition of the population of MP313 as expected by the EEP
4 Appointments - 2 Financial
Services - 1 Human
Capital Management
- 2 Legal Services
Appointment letters
B1
N/A
N/A
Submission of the EE Plan to the Department of Labour
EE Report submitted on 22 September 2014
EE Plan submitted to the Department of Labour by the end October annually
Employment in three highest levels of management reflects the composition of the population of MP313 as expected by the EEP
EE Report submitted to DoL on 30 September 2015
- Acknowledgement of receipt by the Department of Labour
- Council Resolution B2
N/A N/A
To support and promote the total well being of the staff
Number of activities to be Implemented as per EWP
2 Activities implemented
3 Staff Wellness activities to be implemented by June 2016
Arranged activities to improve the well-being of the employees
2 Staff Wellness activities implemented. - ICAS EAP
report - Staff wellness
day 29 April 2016
Staff wellness day function conducted. - Programme - Invitation B3
The planned AIDS day was postponed due to strike action
The activity will be conducted in the 2016/2017 year as a separate activity
STEVE TSHWETE MUNICIPALITY | APPENDICES 269
KPA: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENTStrategic Objective: The Provision Of Effective, Efficient And Transformed Human CapitalObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To capacitate employees in order to enhance service delivery
% of budget allocation spent on skills development of Councillors
R110 868 out of R112 000 budgeted = 100% spent on Skills development for Councillors 28 Councillors underwent training
100% of allocated budget spent on Councillors annually
Productive workforce and Councillors
Not achieved - Report on Councillors trained - Budget expenditure B4
No Councillor training was approved due to Local Government Elections Preparations
Councillor Training has been planned and will be implemented in the 2016/2017 financial year
To capacitate employees in order to enhance service delivery
*% of a Municipality’s budget actually spent on implementing its Workplace Skills Plan
R1 687 603 out of R1 667 603 = 101% was spent on the Skills Development Plan (Number of employees trained- 297) 0.4% of the payroll budget spent to date
0,4% of payroll budget to be spent annually by June on the Workplace Skills Plan.
Productive workforce and Councillors
- 93.3% of the allocated budget has already been spent by June 2016
- 420 Employees have been trained
- Report on Training - Enrollment forms -Budget expenditure B5
The budget was adjusted with the aim of conducting team building for the Local Labour Forum members
Team building has been planned for the 2016/2017 financial year
Number of activities to enhance labour relations
30 Activities to enhance labour relations
18 Activities to enhance labour relations annually
Enhance labour relations through initiated activities
29 Activities to enhance labour relations by June 2016 conducted. - 9 LLF - 9 HRD - 10 Staff
Wellness - Local labour
training
- Minutes of Local Labour Forum and subcommittee meetings
- Agendas - Attendance
registers B6
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 270
Number of activities to be coordinated in terms of the OHS Policy
10 Activities are coordinated
5 OHS activities to be conducted annually by June 2016
Activities to be coordinated in terms of the OHS Policy
12 OHS activities were conducted by June 2016 - 3 X Sec 16(2)
appointees appointed
- 4 X OHS level 2 meetings held
- Draft Emergency Evacuation Plan circulated for inputs
- 3 X OHS Management Training
- Medical examinations for Hepatitus B
- OHS Checklist - OHS Audit
Report - Cross-over
Contingency Plan (2015)
- Contractor’s Induction
- 6 Safety-talks held
- 3 OHS Inspections were conducted
- Internal Auditor’s findings on OHS issues
- Appointment letters
- Reports on OHS compliance
- Agendas - Safety-talks
registers - OHS Audit
Report - OHS Checklist - Internal Auditor’s
findings - OHS Training - Emergency
Evacuation Plan - Proof of payment B7
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 271
KPA: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENTStrategic Objective: The Provision Of Effective, Efficient And Transformed Human CapitalObjective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To develop and maintain a personnel structure that will ensure effective and sufficient service delivery
Number of levels to which PMS will be cascaded
PMS cascaded up to level 3
PMS to be cascaded to levels 1 to 3 by June 2016
Productive workforce
Cascading of PMS implemented up to Level 3 as per Resolution M34/10/2012
Council Resolution B8
N/A N/A
KPA: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENTStrategic Objective: The Provision Of Effective and Efficient Support Services
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To ensure effective and efficient Information Communication and Technology
Number of reports generated on the update of municipal website
8 Reports generated on the update of municipal website
4 Reports on website update to be generated annually
Update of municipal website
4 Quarterly reports on website update were generated
Quarterly reports B9
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 272
KPA: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENTStrategic Objective: The Provision Of Effective and Efficient Support Services
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To provide a secure IT infrastructure which delivers appropriate level of data confidentiality, integrity and availability
Number of activities to be performed in the maintenance of information communication and technology infrastructure
6 Activities to be performed
5 Activities to be performed in the maintenance of ICT infrastructure annually
Effective and efficient Information Communication and Technology
5 Activities were performed in the maintenance of ICT infrastructure in the following areas: - ICT Risk
Register updated
- Track IT Report - Asset
movement forms & asset register
- Website publication report & register
- Monthly backup reports conducted
- Risk Register - Track IT Report - Asset
movement forms & Asset Register
- Website publication report & register
- Backup report B10
N/A N/A
KPA FINANCIAL VIABILITY Strategic Objective: To Continue With Accountable And Developmental Orientated Monetary Management To Sustain A Sound Fiduciary Position
Performance Objective
Key Performance
Indicator
Baseline Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To manage revenue in an efficient and responsible manner
% decrease in doubtful outstanding debts
% doubtful debts of total debtors’ book as at 30 June 2015
Uncollectible outstanding debts i.e. 150 days and older reduced by 2% by June 2016
Decrease doubtful debts
Debt older than 150 days increase with 18.1%
Debtors age analysis and summary sheet C1
Difficult economic conditions
Monitor and follow up on amounts increasing on age analysis. Investigate
STEVE TSHWETE MUNICIPALITY | APPENDICES 273
KPA FINANCIAL VIABILITY Strategic Objective: To Continue With Accountable And Developmental Orientated Monetary Management To Sustain A Sound Fiduciary Position
Performance Objective
Key Performance
Indicator
Baseline Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
sundry debtor increases
% of amounts billed collected
Average payment rate for financial year as at June 2015 i.e 100.52%
Average payment rate maintained at above 98%
Billing reports with analysis schedule
Average payment rate 100,31%
Payment rate schedule according to billing C2
N/A N/A
% of debtors to revenue ratio
7.67% debtors’ turnover ratio as at June 2015
Debtors to revenue ratio maintained at below 8%
Debtors billing reports with analysis schedule
Debtors to revenue ratio at 9.21%
Debtors to revenue schedule C3
N/A N/A
To maintain a comprehensive and uniform Valuation Roll
% of supplementary taxes implemented
100% of supplementary valuations implemented as at June 2015
100% supplementary valuations implemented within 30 days from notice
Implementation of supplementary valuations
3460 Interim valuations implemented, i.e 100%
Report from Valuation department C4
N/A N/A
To ensure compliance with prescribed accounting standards and legislation
% compliance to GRAP reporting framework (Financially unqualified)
100% compliance to accounting standards, clean audit. No material misstatements no non-compliance to legislation
100% compliance to GRAP reporting framework per gazetted framework for 2014/2015 financial year
Compliance with prescribed accounting standards and legislation
Financial Statements submitted 31 August 2015
AFS and copy of statements submitted C5
N/A N/A
To maintain clean and effective governance
Compliance to AG key clean audit controls by 2014
Clean audit received 2013/2014 financial year
Maintain clean audit status for 2014/2015 financial year
To maintain clean and effective governance
Unqualified with matters
Audit report and Council item C6
One technical matter raised on unauthorized expenditure
Engage with Accountant General on matter
STEVE TSHWETE MUNICIPALITY | APPENDICES 274
KPA FINANCIAL VIABILITY Strategic Objective: To Continue With Accountable And Developmental Orientated Monetary Management To Sustain A Sound Fiduciary Position
Performance Objective
Key Performance
Indicator
Baseline Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To ensure compliance with budget and reporting regulations
Number of compliant In-year reports submitted on time
12 Monthly reports 4 Quarterly reports 1 Mid-year Budget and Performance Assessment report
12 Monthly reports 4 Quarterly reports 1 Mid-year Budget and Performance Assessment report which are compliant and submitted on time
Sound budgetary and financial reporting processes
- 12 Monthly reports submitted, (M01/07/2015, SM17/08/2015, M01/09/2015, M01/11/2015, M01/12/2015, M03/01/2016, M01/02/2016, M01/03/2016 M01/04/2016 M01/05/2016) M01/06/2016 M01/07/2016 - 4 Quarterly report (SC32/07/2015 SC16/10/2015, C08/01/2016) SC14/04/2016 C27/07/2016 - 1 Mid-year assessment report
- Copy of Council Resolutions, Reports available on request NB: December 2015 monthly report (14 Jan 2016) and second quarter report (19 Jan 2016) to serve before Council C7
N/A
N/A
% compliance to budget & reporting regulation framework
Annual budget 100% compliant and submitted according to regulations (38/05/2015)
100% compliant and funded annual budget submitted by May 2016.
Budget submission & Council Resolution. Inputs on Budget by NT & Provincial Treasury
Budget Time Table submitted, SM21/08/2015, Draft Budget Table on 31 March 2016 Final Budget approved C36/05/2016 SDBIP M02/06/2016 C35/05/2016 Section 19 report
Budget timetable Resolution SM21/08/2015, Tabled budget Resolution and budget document, Approved budget C36/05/2016, SBIP M02/06/2016, C35/05/2016 Section 19 report C8
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 275
KPA FINANCIAL VIABILITY Strategic Objective: To Continue With Accountable And Developmental Orientated Monetary Management To Sustain A Sound Fiduciary Position
Performance Objective
Key Performance
Indicator
Baseline Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To fully comply with Supply Chain Regulation and National Treasury Guide on procurement processes
Number of compliant In-year reports submitted on time
4 Quarterly reports Annual reports 12 Monthly deviation reports
4 Quarterly reports Annual reports 12 Monthly deviation reports
Transparent and fair procurement processes
4 Quarterly Report (C25/07/2015 M12/10/2015 M05/01/2016), M08/05/2016 12 Monthly reports (C3/07/2015, SC05/08/2015, C19/09/2015 C04/01/2016 C06/01/2016 C07/01/2016 C03/02/2016 C05/02/2016 C10/03/2016), C12/06/2016 C13/06/2016 C35/06/2016 1 Annual Report C25/07/2015
Copy of Resolution C9
N/A N/A
Reduce turnaround time on Supply Chain comments on tenders
Turnaround time for comments as at 30 June 2015 +- 15,04 working days
Reduce turnaround time on comments on tender reports to be within 10 working days from receipt by departments
Transparent and fair procurement processes
16,60 days on comments on tender reports
Tender report C10
Tender documents that are going between SCM and the Departments for clarity
This is a new process and will be rectified as time passes and Departments get used to the process and the Tender document
To comply with the municipal minimum competency level
Increase number of compliant senior personnel with minimum
4 Additional Senior personnel compliant to municipal minimum competency
3 Additional compliant senior personnel by 30 June 2016 and ad-hoc training to 12 employees (levels 4-12)
Improve skills and competency profile
12 Employees commence with CPMD, Accountant Assets, Chief accountant consumers
Copy of registration and confirmation C11
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 276
KPA FINANCIAL VIABILITY Strategic Objective: To Continue With Accountable And Developmental Orientated Monetary Management To Sustain A Sound Fiduciary Position
Performance Objective
Key Performance
Indicator
Baseline Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
competency levels
levels as at June 2015
(Hendrina), 5 interns
To maintain and upgrade the existing financial operations and procedures to provide an efficient functionality
Number of improved controls, procedures and systems instituted
15 Development and/or upgrade of management systems by 30 June 2015
8 Development of controls and procedures reviewed by June 2016
Improved controls, procedures and systems instituted
Procedure for reporting insurance claims and dates for compliance on various reporting
Copy of 2 procedures C12
Time and resources
Action plan for all directorates to complete
Number of Budget Related Policy reviews
3 New policies 5 Amended policies 9 Unchanged policies (C38/05/2015)
Review of 10 Budget Related policies
Review of budget related policies
1 New policy plus review of 10 policies and 9 unchanged policies
Extract from budget document C13
N/A N/A
To identify and investigate inaccurate meter readings/consumptions
Number of meter reading based on estimation instead of actual meter reading
362 more meters average for fourth quarter, i.e. 8,6% increase 24857 more meters for the year
Reduce meter readings with estimations by 250
Report on meters billed on actual readings
2838 less meters estimated from June 2015 i.e 6,27% reduction
Meter report C14
N/A N/A
To extend service delivery to the community
Number of payment channels available to consumers
SLA of payment facilities for internet
Internet vending and payment with 2 media campaigns
SLA agreements on new facilities
C45/07/2016 – Approval for internet vending
Council Resolution C15
N/A N/A
To alleviate poverty to
improve quality of household life
% of allocated equitable share implemented for free basic services
11,48% more allocated in 2015/2016
Additional 5% of allocated equitable share to be utilized for free basic services
Assistance to poor households
22,88% more equitable share used for free basic services compared to 2014/2015
Allocated equitable share report C16
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 277
KPA FINANCIAL VIABILITY Strategic Objective: To Continue With Accountable And Developmental Orientated Monetary Management To Sustain A Sound Fiduciary Position
Performance Objective
Key Performance
Indicator
Baseline Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To ensure efficient, effective cash flow management
% of municipality capital budget actually spent on capital projects identified in terms of IDP for finance directorate
78,5% of actual capital expenditure spent on projects identified in IDP by June 2015
95% of actual capital expenditure on approved capital projects in the 2014/2015 IDP
Utilize financial resources towards actual implementation of IDP projects
R274 433 242 spent of R323 877 956 i.e 84.7% of Capex
Capex sheet for AFS C17
Procurement process and outstanding EIA’s delay that projects could not be completed
Implementation of procurement plans and monitoring systems
Debt coverage ratio
Debt coverage ratio (30.04) as at 30 June 2015
Debt coverage ratio maintained at above 10 at any given time
Improve cash/liquidity position
Debt Coverage 58:1
Debt coverage calculation C18
N/A N/A
Cost coverage ratio
1:5.7 Cost coverage ratio as at 30 June 2015
Cost coverage ratio increased to above 2 at any given time
Improve cash/liquidity position
Debt Coverage ratio 6.:1
Cost coverage calculation C19
N/A N/A
Secure new external loan for capital programme over next MTRF
No external loan. Tender advertised
New external loan facility compliant to reporting requirements at best rate by 30 June 2016
New external loan facility compliant to reporting requirements
External loan not secure
N/A
Sufficient cash flow resources for 2015/2016 resulted that no loan were taken up
New loan advertisements for 2016/2017
To manage, control and maintain all
assets of the municipality
% asset verification according to inventory lists
80% of assets on inventory lists verified.
95% of assets verified according to inventory lists
Asset verification according to inventory lists
Not achieved N/A All relevant processes were completed but insufficient data for credible data
Investigate and update moveable register and systems to provide credible data
STEVE TSHWETE MUNICIPALITY | APPENDICES 278
KPA FINANCIAL VIABILITY Strategic Objective: To Continue With Accountable And Developmental Orientated Monetary Management To Sustain A Sound Fiduciary Position
Performance Objective
Key Performance
Indicator
Baseline Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
% Increase of OPEX allocated to repairs and maintenance.
5.3% allocated for maintenance on the 2014/2015 budget. 1.3% increase
1% increase of OPEX budget to be allocated on repair & maintenance
Maintain economic life of assets
7,4% increase in repairs & maintenance
Budget Schedules C20
Budget Constraints and tariff limitations
N/A
% reduction in annual stock take differences
Stock differences reduce with 3.1% and number of items with differences reduce with 17,9%. C09/08/2015
5% reduction in annual stock take differences
Improve controls of safeguarding and issuance of inventory
4,2% improvement in stock take differences
Stock Report 2015/2016 C21
N/A N/A
KPA: : LOCAL ECONOMIC DEVELOPMENT
Strategic Objective: To contribute towards a better life for the society by coordinating sustainable social and economic developmental programmes.
Objective KPI Baseline
Indicators Year Target
Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To create a conducive environment for business investment and growth for job creation
Number of LED related Summits coordinated
4 LED related Summits -2 x Investor breakfasts/symposiums 04 Nov & 26 Nov 2014 -DTI Incentive Summit -Job Summit
2 LED related Summits coordinated by June 2016.
Job creation and poverty alleviation
4 LED related Summits held - Udliwanondlebe
– 31 July 2015 - Franchise Expo
– 22 - 23 October 2015
- Township economy and
- Attendance registers
- Advert - Programme D1
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 279
KPA: : LOCAL ECONOMIC DEVELOPMENT
Strategic Objective: To contribute towards a better life for the society by coordinating sustainable social and economic developmental programmes.
Objective KPI Baseline
Indicators Year Target
Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
Forum industries 25 February 2016
- Job Summit23 June 2016
Number of skills development programmes coordinated
5 training programmes: -Pig Management for small farmers -Fertilization of vegetables crop -Tourism Crash Training Nedbank SMME Training -NYDA Training: Start UP - PwC Women in Business Training: Faranani Training
1 Skills development programme coordinated by June 2016.
Skills in Agriculture, Business, Technical and Tourism sector
3 Skills Development Programmes coordinated - NEDBANK
SMME Training 28 September to 1 October 2015
- NEDBANK Training 5 to 9 October
- Community Works Programme trainings
Attendance registers D2
N/A N/A
Development of LED Strategy
Draft LED Strategy
LED Strategy developed by Dec 2015.
Job creation and poverty alleviation
LED Strategy approved by Council: C29/05/2016
Council Resolution LED Strategy D3
N/A N/A
Number of FET jobs created to improve the level of employment.
242 Person Year of Employment created (FTEs)
152 FTEs by end of March 2016
Job creation, skills development & Poverty alleviation
658 FTEs by 31 March 2016
FTE PMU report D4
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 280
KPA: : LOCAL ECONOMIC DEVELOPMENT
Strategic Objective: To contribute towards a better life for the society by coordinating sustainable social and economic developmental programmes.
Objective KPI Baseline
Indicators Year Target
Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
Number of participants recruited Community Work Programme
966 Participants recruited by 30 June 2015
1100 Participants (recruited – not recruited) but maintained by 30 March 2016
Job creation, skills development & Poverty alleviation
1003 Participants maintained within the CWP Programme
CWP Progress report D5
Participants securing alternative employment opportunities
Recruitment of participants in Hendrina Ward 6 identified as a new area for additional recruitment
To contribute towards a better life for the community by coordinating sustainable socio-economic development programmes
Number of LED Structures that are established in line with the LED Strategy
4 Working Groups/Committees were established
1 LED Structure established in line with the LED Strategy & its Pillars by June 2016
LED Structures established in line with the LED Strategy & its Pillars
2 LED Structures established - Local Reference
Committee on CWP
- Mining Houses Forums
- Minutes - Attendance
registers - Terms of
references D6
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 281
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: to provide municipal building and facilities while upgrading existing ones Objective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To promote the construction of green buildings that minimise wastage of scarce resources thus ensuring a low carbon footprint
Number of municipal building facilities upgraded
Seven (7) buildings and facilities upgraded
3 Municipal buildings and facilities to be upgraded by June 2016
Safe and secure municipal buildings
- 3 Municipal buildings and facilities upgraded:
- Upgrading at Vergeet my nie old age,
- Replacement of roof at Vaalbank waterworks
- Upgrading at Krugerdam sleeping quarters projects has been completed
- Progress reports - Close-out
reports - Certificate of
completion - Payment
certificates E1
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 282
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: to provide municipal building and facilities while upgrading existing ones Objective KPI Current
Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
Number of municipal building retrofitted
8 Buildings partially retrofitted by June 2015
3 Buildings partially retrofitted by June 2016
Energy-efficient buildings
8 Municipal buildings retrofitted
- Boskrans waste water plant
- Kruger Dam Hostel
- Kruger Dam caretaker house
- Vaalbank Hostel - Vaalbank Office - Hendrina Water
Purification Plant
- Hendrina Waste Water Treatment Plants are partially retrofitted with heat pumps, water saving shower roses and water restrictors on the basin taps.
- Installation of two (2) x 20 meter high masts with LED flood light fittings at Service Centre, Middelburg
- Reports - Photo’s - Progress reports E2
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 283
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: to ensure provision of affordable and sustainable basic services by upgrading existing and providing new infrastructure.
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To provide new cemeteries while upgrading existing cemeteries according to prioritised community needs
Number of cemeteries upgraded or developed
5 Cemetery upgrading projects implemented by June 2015
4 Cemetery upgrading projects implemented by June 2016
Improved quality of cemeteries throughout the MP313 area Improved access to cemeteries
5 Cemeteries were upgraded - Fontein
Cemetery - Phomolong
Cemetery - Nasaret Old
Cemetery - Bhimmy
Damane cemetery
- Totius Street cemetery
- Project completion certificate
- Invoices - Payment
certificates - Payment
certificates
E3
N/A N/A
1 New Cemetery developed and operating by 2016. (Pullenshope)
Improved quality of cemeteries throughout the MP313 area Improved access to cemeteries
EIA study conducted and completed for Pullenshope cemetery
Payment certificates E4
ROD (Record of Decision) not yet issued
Due to the lengthy time frames the final documentation will only be issued in the 2016/2017 FY
STEVE TSHWETE MUNICIPALITY | APPENDICES 284
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: to ensure development of stable and sustainable communities through the provision and maintenance of accessible and reliable municipal assets and facilities.
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To provide new parks while upgrading existing parks and open areas according to the prioritised needs
Number of parks and open spaces developed or upgraded
4 Parks and open spaces developed as at June 2015
2 Parks and open spaces developed in Mhluzi, Kwaza/Hendrina and outlying towns
Increased capacity of Parks and Open spaces Developed parks and open areas closer to the communities
2 Parks and open spaces developed - Lions park
developed - Mall gardens
developed
- Invoices - Payment
Certificate E5
N/A N/A
2 existing Parks upgraded as at June 2015
2 existing parks upgraded in Middelburg, Mhluzi, Kwaza/Hendrina and outlying towns by June 2016 (Upgrade of landscaping, planting of trees, placing/replacing of playing equipment, fencing & amenities like braai, receptacles and benches)
Increased capacity of Parks and Open spaces Developed parks and open areas closer to the communities
4 existing parks upgraded - play equipments
installed at 25th Ave Park Rietkuil.
- play equipments installed at C/O Hoog and Luttig Street Park.
- Upgrading of Van Blerk Plain fence.
- Ext 7 Park Mhluzi, Walkway
- Payment Certificate
- Invoices E6
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 285
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To ensure all development and services comply with the evolving “green evolution” in order to reduce the carbon foot print
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To contribute towards the mitigation of climate change impacts.
Number of trees planted and propagated in the MP313
Planting of 5012 trees
5000 trees planted in the MP313 area by June 2016
Healthy and aesthetically acceptable environment
4436 Trees planted as at June 2016
Departmental Records E7
Due to the drought and extreme heat survival rate of trees would have been below economical.
The remainder of the trees will be planted in the new financial year should rainfall patterns normalize
Propagate 19100 trees as at June 2015
8000 propagated trees by June 2016.
Healthy and aesthetically acceptable environment
8100Trees Propagated as at June 2016
Departmental Records E8
N/A N/A
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To Promote Healthy Lifestyles Through Provision Of Sport And Recreation Facilities Accessible To All Communities
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To provide new sport and recreation facilities while upgrading existing facilities according to prioritised community needs
Number of sporting facilities developed or upgraded
2 New Graded soccer fields developed as at June 2015
1x New Graded soccer fields and 2x Basic multipurpose facilities developed in previously disadvantaged areas by June 2016
Increased capacity of sports facilities
2 New Graded Soccer fields Ext 6 and in Tokologo 2 Multipurpose facilities developed in Tokologo and Ext 6
- Invoice - Progress reports - Payment
Certificate
E9
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 286
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To ensure provision of affordable and sustainable basic services by upgrading existing and providing new infrastructure
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To ensure a clean and healthy environment through the provision of regular refuse removal services to existing and new developments
% of HHs with access to solid waste removal services
60218 of HHs with provided with waste removal services. Additional 3235 houses at Rockdale i.e. 92.68% by June 2015.
% (95%) of HHs (64971) serviced by June 2016
Improved cleanliness at household level Improved cleanliness in the neighbourhood
95.76% (60218+1997=62215) of HHs provided with waste removal services 62215/64971=95.76% Additional of 1997 HHs
Consumer accounts status report
E10
N/A N/A
Number of HHs provided garden waste removal services
15016 HHs provided with drums and garden waste removal services at June 2015
10 000 HHs provided with garden waste removal services by June 2016
Improved cleanliness at household level
5876 HHs provided with garden waste removal services
Waste removal report
E11
The extension of services could only allow the reported figure because the allocation of RDP houses
As the area expand the service will be expanded to meet the target
Number of commercial, institutional and Industrial centres with access to solid waste removal services
8 Additional commercial centres serviced as at June 2015
4 Additional commercial centres to be serviced by June 2016
Improved cleanliness at commercial, industrial and Institutional centres
17 Additional commercial centres were serviced
Reports on additional commercial services
E12
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 287
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To ensure provision of affordable and sustainable basic services by upgrading existing and providing new infrastructure
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
% compliance with landfill site permits conditions.
75% Compliance with permit conditions as at June 2015
92% compliance with permit conditions by 2016
Well-functioning landfill complying to permit conditions
74.5% compliance with permit conditions
Audit Report
E13
Landfill site is under construction /upgrade
To be completed first quarter 2016/2017
Number of transfer stations constructed
5 Transfer stations constructed by June 2014
3 Transfer stations constructed in Rockdale, Sikhululiwe, Aerorand and Kanonkop
Waste Minimisation
1 waste transfer station completed at Middelburg Ext: 49
Report on transfer stations constructed
E14
Sikhululiwe Transfer Station still under construction 50% multiyear project. To be completed 2016/2017
To be completed 2016/2017
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To ensure all development and services comply with the evolving “green evolution” in order to reduce the carbon foot print
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperfor
mance
Corrective Measure
To ensure compliance with national legislation/policies by reducing the amount of waste disposed at landfill sites through the implementation of appropriate waste minimisation strategies
Number of waste minimisation projects
2 Waste minimisation projects implemented by June 2015
1 Waste minimisation projects i.e recycling at municipal offices and separation at source (Gholfsig) implemented by June 2016
Waste Minimisation
1 Waste minimisation projects implemented in conjuction with Coca-Cola Shanduka Beverages at three schools in Mhluzi
Progress report E15
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 288
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERYStrategic Objective: To ensure provision of affordable and sustainable basic services by upgrading existing and providing new infrastructure.
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To provide efficient and sustainable electricity supply to the consumers throughout the municipal area
Number of HHs with access to electricity in the licensed area.
928 Connections done (39 753 out of 64 971) 61.19%
as at 30 June 2015
Increased by 353 HHs (61.71% , 40099 out of 64971 ) of HHs electrified in the STLM by June 2016.
New electrified formal dwellings Satisfied community High revenue income
692 connected (39753+692) 40 445 connections done out of 64 971 (62.25%)
-Electricity connection report E16
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 289
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERYStrategic Objective: To ensure provision of affordable and sustainable basic services by upgrading existing and providing new infrastructure.
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
% of area outages successfully restored within 4 hours.(other than equipment failure)
Total number of outage restored within 4 hours: 144 Total number of outage: 213 (144/213) x100 = 67.61%
83% of area outages to be successfully restored within 4 hours by June 2016
Shorter system downtime
Total number of outages restored within 4 hours= 265 Total number of outages= 376 265/376=70%
- Record of all lodged outage complaints. -Faults analysis report. E17
A lot of forced power interruption due to underground faults
All identified cables are repaired and commissioned as the matter of urgency.
% of area outages successfully restored within 12 hours (Equipment failure e.g. switchgear, minisubs, transformers)
Total number of outage restored within 12 hours: 2 out of 2 was successfully restored within 12 hours = 100%
75% of area outages to be restored successfully restored within 12 hours by June 2016
Shorter system downtime
Total number of outage restored within 12 hours: 1 out of 5 was successfully restored within 12 hours = 1/5=20%
-Record of all lodged outages complaints. -Faults analysis report E18
Delay due to non-availability of compatible equipment
Proper planning will be done to cater for such outages
To provide efficient and sustainable electricity supply to the consumers throughout the municipal area
Number of free basic services consumers registered for free basic electricity
100% indigent consumers registered for free basic electricity 100% of 1378 Converted consumers from 40A to 20A
300 basic services consumers registered for free basic electricity annually
Free basic electricity
857 indigent consumers registered for free basic electricity
Free basic electricity Report E19
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 290
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To Ensure Compliance To Blue Drop Requirements In A Sustainable Way By Maintaining A High Quality Service Throughout The MP313 Area.
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To provide quality and sufficient water supply and an environment not harmful to human health or well being.
% of HHs (64971) with accesstocleanand safe drinkingwater.
Currently 101.13% of STLM total HH’s (64971+ 1217HHs) have access to water services by June 2015
99.89% HHs (64971) provided with access to water services by June 2016.
Sustainable service provision to all consumers at affordable tariffs
Additional 278HHs i.e.100.43% (64971+278 new connections =65249) 65249/64971=100.43%
-Departmental Reports -New consumer accounts E20
N/A N/A
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To ensure compliance with green water requirements in a sustainable way by maintaining a high quality service throughout the MP313 area.
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To ensure provision of new sanitation infrastructure while upgrading existing infrastructure
% of HHs with Access to basic decent sanitation
99.18%HHs (64971) provided
with sanitation by June 2016
97.5% HHs (64971) provided with sanitation by June 2016
Sustainable sanitation facilities for all citizens in the MP313 area
Additional 253HHs i.e. 98.29% 63606+253 new connections =63859 connections done out of 64971 98.29%
-Departmental Reports - Close-out report from service provider E21
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 291
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY Strategic Objective: To ensure provision of affordable and sustainable basic services by upgrading existing and providing new infrastructure
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To ensure provision of new roads and storm water infrastructure while upgrading existing infrastructure
Number of Km of new tarred roads and storm water Constructed
11.159 Km new tarred roads Constructed by end of June 2015
8 Km of new tarredroads Constructed byend of June 2016
Improving roadusage andsafety for allusers
7.563 Km new tarred roads constructed by end of June 2016
Departmental Reports on new tarred roads E22
The yearly target could not be achieved with approved budget amount
Ensure that the adjusted yearly targets are submitted for approval during the adjustment budget
5.903 km new storm water drainage installed by June 2015
5 km of new storm water drainage installed by June 2016
Improving roadusage andsafety for allusers
3.963 km new storm water drainage installed by June 2016
Departmental Reports on new storm water drainage installed E23
The yearly target could not be achieved with approved budget amount.
Ensure that the adjusted yearly targets are submitted for approval during the adjustment budget
Number of Km of gravel roads graded and bladed
158.8 Km of fgravel roadsgraded in ruraand urban areasas at June 2015
125 km of gravellroads in rural andurban areas gradedby June 2016.
Improve riding quality and safety
186.77 kmof gravel roads graded in rural and urban areas as at June 2016
Departmental Reports on gravel roads graded E24
N/A N/A
KPA: INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERYStrategic Objective: To ensure management on the bulk water loss in all water systems.
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June
2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
% of water loss in all water systems
29.47% litres of water lossby June 2015
25% Water loss by June 2016
Reduced water loss
28.79% Water loss
Water loss report E25
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 292
To provide quality and sufficient water supply and an environment not harmful to human health or well being.
Hours take to respond to a water pipe burst
4.52 hours to repair water pipe burst by June 2015.
5 hours to repair water pipe burst by June 2016
Improving respond to a water pipe burst
4.26 hours taken to repair water pipe burst
Monthly Pipe Burst Reports E26
N/A N/A
Ensure contribute to climate change
Floodline master plan
Floodline master plan
Protect the community in flooding
Floodline master plan was drafted.
Draft Flood line Master Plan E27
N/A N/A
KPA: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Objective: To contribute towards a healthy, well informed and environmentally safe community
Objective KPI Baseline Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
-Reason for underperform
ance
Corrective Measure
To create safe and healthy environment
Number of water samples collected for water quality
2212 Water samples collected as at June 2015
1200 Water samples to be collected by June 2016
Quality water not harmful to human health and well being
2114 Water samples collected as at June 2016
Regen Waters Report E28
N/A N/A
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENTStrategic Objective: to ensure coordinated rural and urban planning and development within MP313 area of jurisdiction in order to meet the needs of the communities in a sustainable manner
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperformance
Corrective Measure
To ensure orderly spatial planning and sustainable development within the municipal area towards the
Number of notices issued for illegal building activities
347 Notices were issued for illegal building activities issued as at 30/06/2015
200 Notices for illegal building activities served by June 2016
Orderly spatial and building planning
499 Notices issued
Copies of issued transgression notices F1
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 293
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENTStrategic Objective: to ensure coordinated rural and urban planning and development within MP313 area of jurisdiction in order to meet the needs of the communities in a sustainable manner
Objective KPI Current Baseline
Indicators
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperformance
Corrective Measure
integration of communities
Number of notices issued for illegal land uses.
173 Notices for illegal land uses issued as at 30/06/2015
100 Notices for illegal land uses issued by June 2016
Orderly spatial and building planning
292 Notices issued
Copies of issued transgression notices F2
N/A N/A
To ensure orderly spatial planning and sustainable development within the municipal area towards the integration of communities
Number of established townships
11 Townships planned and approved as at 30/06/2013
2 townships established by 30 June 2016
Newly created stands
-Dennesig North township was registered on 21 June 2016 -Approval of Newtown General Plan by the Surveyor-General is still awaited
Proclamation notices General Plans Registration Certificates F3
- Amendment and resubmission of the SG diagram due to encroachment to adjacent property delayed the approval - Third amendment of SG diagram due to incorrectly installed engineering services by the service provider
-Latest amended SG diagram submitted to SG office for approval in May 2016
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT Strategic Objective: To provide safety and security to human lifeObjectives KPI Baseline
Indicator Year Target Output
Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To ensure effective coordination and implementation of housing provision
Number of consumers educated
545 Consumers educated by June 2015
1000 Consumers to be educated by June 2016
Approved consumers educated on housing matters
1196 Consumers educated by June 2016
Attendance register F4
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 294
To prevent illegal occupation of land
Number of notices issued
139 Notices to be issued by June 2015
100 Notices to be issued by June 2016
Orderly spatial planning
139 Notices issued by June 2016
Notices issued F5
N/A N/A
Number of illegal structures demolished
27 Illegal structures demolished
10 Illegal structures to be demolished by June 2016
Orderly spatial planning
24 Illegal structures demolished by June 2016
Shack demolishing report F6
N/A N/A
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENTStrategic Objective: To provide safety and security to human life Objective KPI Baseline
Indicator Year Target Output
Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To provide effective and efficient emergency services
Number of awareness sessions conducted for the community
18 Awareness sessions conducted by June 2015
24 Awareness sessions conducted by June 2016
Provision of effective and efficient emergency services
24 Awareness sessions on fire and emergencies conducted by June 2016
Report on awareness sessions on fire and emergencies F7
N/A N/A
To provide a safe and secure environment to the community
Number of fire prevention inspections conducted
606 Fire prevention inspections conducted by June 2015
300 Fire prevention inspections to be conducted by June 2016
Contribution to a safe and secured environment
350 Fire prevention inspections conducted by June 2016
Report on fire prevention inspections F8
N/A N/A
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENTStrategic Objective: To provide safety and security to human lifeObjective KPI Current
Baseline Indicator
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
STEVE TSHWETE MUNICIPALITY | APPENDICES 295
To improve road safety
Number of new traffic-calming measures installed
21 New speed humps to be installed by June 2015
8 New speed humps to be installed by June 2016
To improve traffic flow
25 New speed humps were installed
Report on the installed Speed Humps Invoices F9
N/A N/A
To improve the free flow of traffic
Number of new traffic signals installed
4 New traffic signals installed as at June 2015
2 New traffic signals installed by 2016
To improve traffic flow
4 New traffic signals installed
Report on the installed traffic signals Invoices F10
N/A N/A
To provide an effective and efficient law enforcement
Number of road traffic law enforcement campaigns conducted
642 Road traffic law enforcement operations conducted as at June 2015
350 Road traffic law enforcement operations to be conducted by June 2016
Law enforcement operations
535 Road traffic law enforcement operations conducted by June 2016
Report on road traffic law enforcement operations F11
N/A N/A
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT Strategic Objective: To contribute towards a healthy, well informed and environmentally safe community Objective KPI Current
Baseline Indicator
Year Target Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To educate the community about the Library Services
Number of marketing campaigns for the Library Services
8 Marketing campaigns were conducted as at June 2015
4 Marketing campaigns to be conducted at the end of 4 successive by June 2016
Marketing campaigns for the Library Services
4 marketing campaigns on Library Services were conducted
-Report by HOD -Attendance register F12
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 296
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENTStrategic Objective: To contribute towards a better life for the Communities by Coordinating Sustainable Social and Economic Developmental Programmes
Objective KPI Baseline
Indicators Year Target
Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To contribute towards improving quality life through integrated services for the children, women, person’s with disability and the elderly persons HIV and AIDS
Number of activities initiated to develop Guidelines for the Mainstreaming of Special Programmes, adopted by the Council and implemented
Draft guidelines
Developed Guidelines for the mainstreaming of Special Programmes
Improved quality of life for children, women, persons with disability and elderly persons
Developed Draft Gender & Social Development Framework (Guideline)
Draft Guidelines for the mainstreaming of Special Programmes F13
Not submitted to Council due to the proclamation of various functions to other Sector Departments
Had to re-visit the Guideline, thus the current draft.
4 Activities held for Women, Children and people with disabilities
2 Activities implemented by June 2016
Improved quality of life for children, women, persons with disability and elderly persons
2 Activities were implemented: - Launch of
Operation Vuka Sisebente on 20 October 2016
- Early Childhood Development Graduation Ceremony - 135 graduates
Attendance register and programme attached F14
N/A N/A
Number of Activities initiated to Develop the HIV and AIDS Strategy for 2012-2016 adopted by the Council and implemented
Draft Developed 2010-2016 STLM HIV and AIDS Strategy 4 Activities conducted to initiated the development of an HIV and AIDS Strategy
Developed Strategy on HIV and AIDS by December 2015
Clear implementation of guidelines on HIV and AIDS programmes
Resolution M05/11/2014
Copy of the resolution attached, refer to previous attachments F15
N/A N/A
2 Activities implemented there on by June 2016
Clear implementation of guidelines on HIV and AIDS programmes
3 Activities were implemented: - LAC Secretariat
Forum - Local World
Aids day - HCT Outreach
Attendance register and programme attached F16
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 297
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENTStrategic Objective: To contribute towards a better life for the Communities by Coordinating Sustainable Social and Economic Developmental Programmes
Objective KPI Baseline
Indicators Year Target
Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
To initiate programmes directed at combating crimes substance abuse and social decay of youth
Number of social programmes initiated and implemented to address the well being of youth
11 Activities conducto address the welbeing of the Youth
5 Programmes implemented to address the well-being of youth by June 2016.
Programmes initiated and implemented to address the well-being of youth
13 Activities were implemented: - Sport Indaba - Ward 6 Sport
tournament - Regional Sport
Indaba - 1Wellness
Outreach Programme TOP 4
- Nkangala Mayors Cup
- Local Mayors Cup
- Basketball Club Development
- Indigenous games
- Election dialogue
- Youth dialogue - Youth month
launch - Moral decay
dialogue - January CHE
Masilela arts festival
Reports, Attendance Register, Programme F17
N/A N/A
To address the needs and challenges of young men and women by accommodating their specific issues relating to
Number of programmes created to assist youth in improving their livelihoods.
8 Programmes implemented to assist youth in improving their livelihood
4 Programmes implemented to assist youth in improving their livelihood by June 2016
Programmes created to assist youth in improving their livelihoods.
9 Programmes were implemented to assist youth in improving their livelihood: - Schools Debate
league - School Visit
Report, Attendance Register F18
N/A N/A
STEVE TSHWETE MUNICIPALITY | APPENDICES 298
KPA: SPATIAL PLANNING AND COMMUNITY DEVELOPMENTStrategic Objective: To contribute towards a better life for the Communities by Coordinating Sustainable Social and Economic Developmental Programmes
Objective KPI Baseline
Indicators Year Target
Output Indicators
Actual Performance as at 30 June 2016
Evidence (annexure)
Reason for underperform
ance
Corrective Measure
youth development
- Cross Over - Mayoral
Academic Awards
- Annual Career Expo
- Entrepreneur outreach Somapepha, Mhluzi, Hendrina,
- National Youth Service learner ship interviews
- NYDA office launch at HEDC
- Graduate seminar
STEVE TSHWETE MUNICIPALITY | APPENDICES 299
_________________________________________ _________________
Acting Municipal Manager Date
KEY PERFORMANCE AREA TARGET TARGET ACHIEVED
TARGET NOT ACHIEVED
GOOD GOVENANCE & PUBLIC PARTICIPATION
16
16
100% 0 0%
MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
10 7 70% 3 30%
FINANCIAL VIABILITY AND SUSTAINABILITY
23 16 69.56% 7 30.44%
LOCAL ECONOMIC DEVELOPMENT
6 5 83.33% 1 16.67%
SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
28 21 75% 7 25%
SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
18 16 88.88% 2 11.12%
TOTALS
100 63 63% 25 37%
STEVE TSHWETE MUNICIPALITY | APPENDICES 300
APPENDIX V: AUDITOR-GENERAL’S REPORT 2015/2016
APPENDIX W: SENIOR OFFICIALS COMMENTS ON THE AUDITOR-GENERAL’S REPORT 2015/2016
VOLUME II: ANNUAL FINANCIAL STATEMENTS 2015/2016