reports/201819/201718 … · ii contents contents

DRAFT ANNUAL REPORT 2017/18

The number one African City in Service Delivery, Innovation and

Good Governance

ii

CONTENTS

CONTENTS .................................................................................................................................................................... ii

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

COMPONENT A: EXECUTIVE MAYOR’S FOREWORD ........................................................................ 1

1.1. EXECUTIVE MAYOR’S FOREWORD ................................................................................................................... 1

COMPONENT B: EXECUTIVE SUMMARY ............................................................................................ 3

MUNICIPAL MANAGER’S FOREWORD ...................................................................................................................... 3

1.2. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW .................................................. 5

1.3. SERVICE DELIVERY OVERVIEW ....................................................................................................................... 10

1.4. FINANCIAL HEALTH OVERVIEW ..................................................................................................................... 12

1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW ............................................................................................. 14

1.6. AUDITOR(GENERAL’S REPORT ....................................................................................................................... 14

1.7. STATUTORY ANNUAL REPORT PROCESS ........................................................................................................ 15

CHAPTER 2 – GOVERNANCE ................................................................................................................................. 18

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ............................................. 18

2.1. POLITICAL GOVERNANCE ............................................................................................................................... 19

2.2. ADMINISTRATIVE GOVERNANCE ................................................................................................................... 22

COMPONENT B: INTERGOVERNMENTAL RELATIONS ................................................................... 24

2.3. INTERGOVERNMENTAL RELATIONS ............................................................................................................... 24

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ............................................... 26

2.4. PUBLIC MEETINGS ......................................................................................................................................... 27

2.5. IDP PARTICIPATION AND ALIGNMENT........................................................................................................... 28

COMPONENT D: CORPORATE GOVERNANCE ................................................................................ 29

2.6. RISK MANAGEMENT ...................................................................................................................................... 30

2.8. SUPPLY CHAIN MANAGEMENT ...................................................................................................................... 32

2.9. BY(LAWS ........................................................................................................................................................ 33

2.10. WEBSITES ....................................................................................................................................................... 33

2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES .......................................................................................... 34

CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) ..................... 37

iii

COMPONENT A: BASIC SERVICES .................................................................................................... 37

3.1. WATER PROVISION ........................................................................................................................................ 39

3.2. WASTE WATER (SANITATION) PROVISION .................................................................................................... 45

3.3. ELECTRICITY ................................................................................................................................................... 51

3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE COLLECTIONS, WASTE DISPOSAL, STREET

CLEANING, AND RECYCLING) ......................................................................................................................... 59

3.5. HOUSING ....................................................................................................................................................... 69

3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT ............................................................................................ 73

COMPONENT B: ROAD TRANSPORT AND Storm water drainage .................................................. 75

3.7. ROADS ............................................................................................................................................................ 76

3.8. WASTE WATER (STORM WATER DRAINAGE) ................................................................................................... 83

3.9. TRANSPORT (LICENSING) SERVICES ................................................................................................................. 85

3.10. COMPONENT C: PLANNING AND DEVELOPMENT.................................................................. 89

3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING ................................................................................... 90

3.11. LOCAL ECONOMIC DEVELOPMENT ................................................................................................................ 95

COMPONENT D: COMMUNITY AND SOCIAL SERVICES ................................................................ 100

3.12(A). LIBRARIES ................................................................................................................................................ 101

3.12(B). MUNICIPAL BUILDINGS ............................................................................................................... 106

3.13. CEMETERIES AND CREMATORIUMS ............................................................................................................ 110

3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES .................................................................. 114

3.15. YOUTH DEVELOPMENT ................................................................................................................................ 118

COMPONENT E: ENVIRONMENTAL PROTECTION ......................................................................... 122

3.16. POLLUTION CONTROL .................................................................................................................................. 122

SERVICE STATISTICS FOR ENVIRONMENTAL PROTECTION ...................................................... 122

COMPONENT G: TRAFFIC, SECURITY, AND SAFETY .............................................................................................. 124

3.18. TRAFFIC AND SECURITY ............................................................................................................................... 124

3.19. FIRE SERVICES AND DISASTER MANAGEMENT ............................................................................................ 129

COMPONENT H: SPORT AND RECREATION .................................................................................. 133

3.20. PARKS, SPORT, AND RECREATION ............................................................................................................... 133

COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES ................................... 140

iv

3.21. EXECUTIVE AND COUNCIL ........................................................................................................................... 141

3.22. FINANCIAL SERVICES .................................................................................................................................... 144

3.23. HUMAN RESOURCE SERVICES ..................................................................................................................... 147

3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES .............................................................. 151

3.25. INTEGRATED DEVELOPMENT PLAN SERVICES ............................................................................................. 158

3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES .................................................. 161

COMPONENT J: ORGANISATIONAL PERFORMANCE SCORECARD ........................................... 166

CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II) .................................................................................................................................................................................. 167

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL ........................................... 167

4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES ...................................................................................... 167

COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE ...................................................... 172

4.2. POLICIES ....................................................................................................................................................... 173

4.3. INJURIES, SICKNESS, AND SUSPENSIONS ..................................................................................................... 175

4.4. PERFORMANCE REWARDS ........................................................................................................................... 177

COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE ............................................... 178

4.5. SKILLS DEVELOPMENT AND TRAINING .......................................................................................................... 179

COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE ................................................. 184

4.6. EMPLOYEE EXPENDITURE ............................................................................................................................ 184

CHAPTER 5 – FINANCIAL PERFORMANCE ...................................................................................................... 187

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ................................................. 187

5.1. STATEMENTS OF FINANCIAL PERFORMANCE .............................................................................................. 189

5.2. GRANTS ........................................................................................................................................................ 194

5.3. ASSET MANAGEMENT ................................................................................................................................. 196

5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS ................................................................ 199

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET ............................................................ 203

5.5. CAPITAL EXPENDITURE ................................................................................................................................ 204

5.6. SOURCES OF FINANCE ................................................................................................................................. 206

5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS ........................................................................................ 209

5.8. BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW ................................................................ 210

v

COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS ............................................ 213

5.9. CASH FLOW .................................................................................................................................................. 214

5.10. BORROWING AND INVESTMENTS ............................................................................................................... 216

COMPONENT D: OTHER FINANCIAL MATTERS ............................................................................. 218

5.11. SUPPLY CHAIN MANAGEMENT .................................................................................................................... 218

5.12. GRAP COMPLIANCE ..................................................................................................................................... 218

CHAPTER 6 – AUDITOR(GENERAL AUDIT FINDINGS .................................................................... 219

COMPONENT A: AUDITOR(GENERAL OPINION OF FINANCIAL STATEMENTS .......................... 220

6.1. AUDITOR(GENERAL REPORTS PREVIOUS YEAR............................................................................................ 220

COMPONENT B: AUDITOR(GENERAL OPINION CURRENT YEAR ................................................ 221

6.2. AUDITOR(GENERAL REPORT – CURRENT YEAR ........................................................................................... 221

GLOSSARY ................................................................................................................................................................ 223

APPENDICES 225

APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE ...... 225

APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES ....................................................... 228

APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE .......................................................... 230

APPENDIX D – FUNCTIONS OF MUNICIPALIty ............................................................................... 232

APPENDIX E –WARD REPORTING ................................................................................................... 233

APPENDIX F –WARD INFORMATION ............................................................................................... 237

APPENDIX F seven largest capital projects .................................................................................... 242

APPENDIX G: RECOMMENDATIONS OF THE AUDIT COMMITTEE ............................................... 243

APPENDIX H: LONG(TERM CONTRACTS AND PUBLIC(PRIVATE PARTNERSHIP ...................... 247

APPENDIX I – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE .............. 247

APPENDIX J – DISCLOSURE OF FINANCIAL INTEREST................................................................ 250

APPENDIX K(I) – REVENUE COLLECTION PERFORMANCE BY VOTE ......................................... 253

APPENDIX K(II) – REVENUE COLLECTION PERFORMANCE BY SOURCE .................................. 255

APPENDIX L – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG ......................................... 256

vi

APPENDIX M (i, II) – CAPITAL EXPENDITURE (NEW ASSETS PROGRAMME AND Upgrade/Renewal Programme ................................................................................. 258

APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 2018 ............................................... 266

APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR .................... 288

APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS ........................ 301

APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION ........ 303

APPENDIX R – DECLARATION OF GRANTS MADE BY THE MUNICIPALITY ............................... 304

APPENDIX S – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71 ...... 304

APPENDIX T – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT .............. 305

vii

ABBREVIATIONS AND ACRONYMS ABET Adult Basic Education and Training B(BBEE Broad(Based Black Economic Empowerment CBD Central Business District CBO Community(Based Organisation CCIFSA Creative Culture Industries Federation of South Africa CDW Community Development Worker CETA Construction Education and Training Agency CFO Chief Financial Officer CHBC Community Home(Based Care COGTA Department of Cooperative Governance and Traditional Affairs COP 17 17th Conference of the Parties CRR Capital Replacement Reserve CWP Community Works Programme DoRA Division of Revenue Act EEA Employment Equity Act EPWP Expanded Public Works Programme ESKOM Electricity Supply Commission FBS Free Basic Services FMG Financial Management Grant GAMAP Generally Accepted Municipal Accounting Practice GDP Gross Domestic Product GIS Geographic Information System GRAP Generally Recognised Accounting Practice HH Household HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome HOD Head of Department HR Human Resource HRD Human Resource Development ICT Information and Communication Technology IDP Integrated Development Plan IEM Integrated Environmental Management IGR Intergovernmental Relations INEP Integrated National Electrification Programme ISDF Integrated Spatial Development Framework ISRDP Integrated Sustainable Rural Development Programme ITP Integrated Transport Plan IWMP Integrated Waste Management Plan KPA Key Performance Area KPI Key Performance Indicator KPR Key Performance Results LED Local Economic Development LGDS Local Government Development Services LGSETA Local Government Sector Education Training Authority LM Local Municipality LRAD Land Reform for Agricultural Development LRC Local Reference Committee M&E Monitoring and Evaluation MDG Millennium Development Goals MEC Member of Executive Council MFMA Municipal Finance Management Act MIG Municipal Infrastructure Grant MM Municipal Manager

viii

MMC Member of the Mayoral Committee MP313 Steve Tshwete Municipality (Middelburg Municipality 313) MPAC Municipal Public Accounts Committee MPCC Multi(Purpose Community Centre MSA Local Government Municipal Systems Act MSA Local Government Structures Act MSIG Municipal Systems & Implementation Grant MSP Master System Plan MVA Mega Volt Amp NAFCOC National African Federated Chamber of Commerce and Industry NDM Nkangala District Municipality NDOT National Department of Transport NDP National Development Plan NEMA National Environmental Management Act NEPAD New Partnership for Africa’s Development NER National Electricity Regulator NGO Non(Governmental Organisation NSDP National Spatial Development Perspective NWMS National Waste Management Strategy OB Operational Budget OHS Occupational Health and Safety ORHVS Operating Regulations for High Voltage Systems OVS Operation Vuka Sisebente PGDS Provincial Growth and Development Strategy PHC1 Primary Health Care PHD2 Provincial Health Department PMS Performance Management System PPP Public(Private Partnership RDP Reconstruction Development Programme REDS Regional Electricity Distribution System ROD Record of Decision RSC Regional Service Council SABS South African Bureau of Standards SACOB South African Chamber of Business SALGA South African Local Government Association SANAC South African National AIDS Council SANS South African National Standards SAPS South African Police Service SCADA Supervisory Control and Data Acquisition SCM Supply Chain Management SDBIP Service Delivery Budget Implementation Plan SDF Spatial Development Framework SDP Skills Development Plan SETA Sector Education Training Authority SG Surveyor(General SLA Service Level Agreement SMME Small, Medium and Micro Enterprises STLM Steve Tshwete Local Municipality VAT Value(Added Tax WPSP White Paper on Strategic Planning WSA Water Services Authority WWTW Waste Water Treatment Works FTE Full Time Equivalent

Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18

1

CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY

COMPONENT A: EXECUTIVE MAYOR’S FOREWORD

1.1. EXECUTIVE MAYOR’S FOREWORD

EXECUTIVE MAYOR’S FOREWORD2017/2018 marks the second term of our municipality after the 2016 local government election which was a huge success. During this year under review, the municipality had moved just a step towards attaining our vision, which is:

“The number one African city in service delivery, innovation and good governance”

The municipality has been religiously adopting its reviewed IDP and Budget within the specified timeframe which allowed for proper monitoring of all priorities as outlined in the IDP. Section 79 which is the political monitoring committee as well as Section 80 comprises of the Portfolio Committees are tasked with the responsibility to oversee the oversight outcome reports based on the municpal performance reporting system. This proces had allowed all committees of council to be abreast with all the challenges and projects implement within the year under review hence overall performance on capital expenditure is sitting at above 92% and 100 % on MIG spending. Although the municipality is still faced with the economic downfall as the whole country is affected by such, greater strides have been made to reachout to all our communities including rural and farming communities with regards to services delivery. Major challenges which occurred around water provision in Hendrina and surrounding areas were resolved within a short space of time to allow continuous service delivery. The municipality managed to handover over 250 title deeds to our previously disadvantaged communities, ensuring that dignity is restored to the municipal’s constinuency . This is achieved through observing good inter(governmental relations with other spheres of government. The municipality participated actively in the Premiers Coordinating Forum, Munmec’s, the Chief Financial Officers Forum, SALGA, Local Government Communicators Forum and the District Mayor’s Forum. Quarterly meetings were counitiously held as resolved by council that all ward councillors should convene community meetings two weeks after each ordinary council sitting and outreach meetings. Issues raised by ward committees were reported to all the profolio committees of council on a quaterly basis. The enlarged benefit of having implemented the Operation Vuka Sisebente (OVS) programme is significally showing positive results, all stakeholders from national and private sectors are now closer to our communities where they are need the most. This financial year under review, the municipality has implemented the Mscoa for the first time. Although that process had teething problems; with the capable and dedicated staff compliment that have shown high levels of commitment throughout the years. On the same breath gratitude must


2

be extended to all municipal employees for their service excellence. According to the community satisfaction survey conducted for the 2017/18 financial year over 76% indicated that their happy with the general service delivery at the municipality. As part of the future action of the office of the Executive Mayor, an executive decision has been taken that this office will be extended to Kwazamokuhle and Hendrina through frequnt visitation by the office. This process will enable the office to reachout to this contituency as often as possible. In conclusion, my office would like to acknowledge the loss of dedicated men and women in the municipality whom we lost to death. We wish to extend the message of condolences to their families and may their souls rest in eternal peace. To those employees who have retired, we wish them an undisturbed retirement. We would like them to enjoy their resting period after serving this municipality with distinction. ______________________ Cllr BJ Tolo Executive Mayor


3

COMPONENT B: EXECUTIVE SUMMARY

MUNICIPAL MANAGER’S FOREWORD

MUNICIPAL MANAGER’S OVERVIEW

The 2017/18 Annual Report reflects the tremendous achievements and priorities which are aligned to the Back to Basics principles.

During the year under review, our budget expectations were not fully realized. We budgeted for income amounting to R 1 459 686 632 and expenditure of R 1 442 230 697. By the close of our books at the end of the year, we had obtained an income of R1 473 413 338, and we spent R 1 367 477 000, resulting in a surplus of R 95 373 477. Included in income are capital grants & public contributions amounting to R 215 196 765.

The municipality received an unqualified audit opinion with matters on procurement and contract management, expenditure management and material adjustments for the year ending 30 June 2018. Based on the Auditor General opinion a detailed audit action plan developed and monitored on a monthly basis to track compliance and resolving all outstanding issues. This has since made it possible for the municipality to be at above 95% in resolving all the matters raised by AG.

During the 2017/2018 financial year, the municipality continued to comply with the King IV principles. Wherein, Council committees were established with proper terms of reference instituted, annual schedule of meetings and activities officiated, and separation of powers made clear. These committees were established to frequently monitor the implementation of Council resolutions and activities. The municipality has also identified strategic risks which it continues to monitor on quarterly basis. These risks include amongst others, fraud and corruption, labour unrest and environmental pollution. We have put in place control measure to mitigate these identified risks

In addition, council continue to encourage and empower communities and stakeholders with regard to decision(making, implementation, and monitoring. This is done through ward participatory systems such as community consultation meeting and council events e.g. Izimbizo, Budget indaba, Mayoral outreaches, various stakeholders’ forums, and the introduction of Operation Vuka Sisebente projects (OVS). We will continue to deepen our relationships with our key stakeholders. More importantly, public participation remains a critical pillar to our governance.

The municipality continues to face challenges in certain areas. This include ageing water systems infrastructure and use of asbestos(cement pipes. The municipality is addressing these challenges. These challenges are being addressed in order to minimise water distribution challenges and disruption of services However, the complete eradication of old infrastructure is hampered by dwindling resources. During the period under review the Municipality had to function without key executive officials namely the Municipal Manager, Executive Directors for both Corporate and


4

Infrastructure Services (Section 56 Managers). The Municipal Manager was seconded to stabilise the administrative leadership of the municipality.

On behalf of the administration of Steve Tshwete Local Municipality, we wish to express our profound gratitude to the political leadership provided by the Executive Mayor and his executive council. Without their support, leadership and oversight very little would have been achieved under the period in review. Our staff continues to play an important role in ensuring that service delivery is accelerated as our people demand that we expeditiously discharge our mandate. We shall continue accelerating the delivery of services through service delivery innovations.

_______________________________

BM Khenisa

Acting Municipal Manager


5

1.2. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW

Introduction

According to Statistic South Africa, in 2016 the municipality had a population of 278 749 with a 4.4% annual population growth rate. The population for 2030 is estimated at more or less 410 000 people given the historic population growth per annum which will put pressure on the existing infrastructure, increased demand for basic service delivery and also sustainable job creation in the long run. The unemployment rate of Steve Tshwete decreased slightly from 19.7% in 2011 to 17.3% in 2016. The municipality has over 86 000 formal households with access to basic municipal services. The main economic activities are coal mining, manufacturing, trade, community services, and agriculture, with an average of 1% economic growth.

This a Category B municipality comprising of 58 elected councillors (29 ward representatives and 29 proportional representation).

The political head of the Municipality is the Executive Mayor who is working alongside six (6) Members of the Mayoral Committee (MMCs) elected in terms of Section 60 of the Municipal Systems Act. Council established the Section 80 committees comprising of six (6) councillors tasked with the oversight role on behalf of the Executive Mayor. Furthermore, Council established eight (8) Section 79 committees to play a political oversight role on the functions of Council. These committees included the Municipal Public Accounts Committee (MPAC) and the Rules and Ethics Committee.

The Speaker of the Council played a role of being the Chairperson of the Council and leading the process of public participation in consultation with the Executive Mayor. The Council Whip assists the Speaker with councillor’s affairs and ensuring that all pieces of legislation, policies, and procedures are observed. Council further established other independent committees, namely, the Audit Committee shared with Nkangala District Municipality (NDM) and the Risk Committee that plays a more technical role in assisting Council in executing its functions.

The administration role of the municipality is headed by the Acting Municipal Manager currently acting as the Accounting Officer. He is assisted by four (4) executive directors (Section 56 employees) and a staff complement of over 1 400 with proper organisational structure and job descriptions. The delegation of authority document was approved by Council and is being implemented.

The community is involved in the functions of the Council through established ward committees chaired by ward councillors and administratively supported by municipal officials and community development workers (CDWs). There is a system developed for all items to and from ward committees in order to find a structured way to Council.


6

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.


7

Figure 1: Steve Tshwete Locality Map


8

Population Distribution by Age 2011 Census and 2016 Community Survey

Age 2001 2016

Male Female Total Male Female Total Age: 0(4 11 127 11 117 22 245 12203 12468 24671Age: 5(9 9 048 9 059 18 107 10871 11482 22353Age: 10(19 18 147 17 979 36 127 23011 21201 44212Age: 20(29 27 298 22 452 49 750 32901 28511 61411Age: 30(39 20 730 17 388 38 118 28296 22062 50358Age: 40(49 15 061 14 239 29 300 18248 16953 35201Age: 50(59 10 785 9 610 20 395 13125 10215 23341Age: 60(69 4 836 4 979 9 816 5219 5880 11099Age: 70+ 2 377 3 597 5 974 1619 2802 4421Total 119 411 110 421 229 831 146079 132671 278749

HOUSEHOLDS

The population size in terms of the 2016 Community survey was 278 749, and the number of households was 86 713. This yields an average household size of 3.4 persons per household. The community survey indicated that the municipal population grows by 4.4% per annum.

Socio(economic Status

Year Unemployment Rate Proportion of

Households with No Income

HIV/AIDS Prevalence

2011 19.7% 13% 43%

2015 16.4% 52.3%

Overview of Neighborhoods within ‘Name of Municipality’

Settlement Type Households Population

Towns

Middelburg 23 563

Hendrina 682

Subtotal 24 245 0

Townships

Mhluzi 22 401

Kwazamokuhle 5 874

Subtotal 28 275 0

Rural settlements & Villages


9

Overview of Neighborhoods within ‘Name of Municipality’

Settlement Type Households Population

Piet Tlou 1 352/300

Rietkuil 1 107

Blinkpan 445

Hope 144

Pullenshope 1120

Sizanane Former Mapimpane/Piet Tlou 818

Komati 642/300

Kranspoort 197/326

Somaphepa 325

Sikhululiwe 415

Subtotal 5 681 0

Informal settlements

Doornkop CPA 4 500/5 577

Newtown 4 000/8 364

Kwazamokuhle informal area 850/778

Others Presidentsrus/Rural farms/Informal settlements 4 900/16 503

Subtotal 14 250 0

Total 724 511/73 670 0 T 1.2.6

Natural Resources

Major Natural Resource Relevance to Community

Coal Power, Empowerment, Work Opportunities

Water (Dams) Consumption, Industrial Use and Agriculture, Recreation

Land Human Settlement, Agriculture and Industries, Business

USE OF NATURAL RESOURCES AND LOCAL ECONOMIC DEVELOPMENT

The Steve Tshwete economy is the second(most dominant in the Nkangala region. Economic activities vary from mining, power generation, metallurgic industries, dry land and subsistence agriculture to eco(tourism. The strong manufacturing industry is dependent on the relatively cheap supply of coal. Coal mining is mainly carried out by opencast techniques, high extraction underground operations, and conventional board and underground pillar operations. The coal mines also provide essential fuel to the local power stations of Hendrina, Komati, and Arnot. Major industries in the Middelburg area include Columbus Steel, Middelburg Ferrochrome, Kanhym Feedlot, and Twizza.


10

The agriculture, mining, and manufacturing sectors are the main contributors to economic growth and employment creation in the municipality. There is competition for land between the agricultural sector and the mining sector.

Industrial investment within the municipality is increasing at a high rate, which, with other economic spin(offs contribute to the Municipal Local Economic Development.

COMMENT ON BACKGROUND DATA

The municipality uses the 2016 census data as the basis for planning together with the STLM administrative data. The agriculture, mining, and manufacturing sectors are the main contributors to economic growth and employment creation in the municipality. There is competition for land between the agricultural sector and the mining sector. T 1.2.8

1.3. SERVICE DELIVERY OVERVIEW

SERVICE DELIVERY INTRODUCTION

As a Water Services Authority (WSA), the municipality is mandated to provide water and sanitation services to all communities within its area of jurisdiction. The municipality is both a Water Services Authority and Water Service Provider. The municipality did not perform Section 78 of the Municipal Systems Act.

Currently, the provision of water services in Middelburg Town and Mhluzi are achieved through bulk water abstraction from Middelburg Dam, purification, storage, and distribution. Sanitation services rendered include sewerage collection, treatment, and disposal. Hendrina Town and Kwazamukuhle Township are served with portable water supplied by Optimum Coal Mine. In rural areas where bulk water services are not available yet, water supplies are provided through boreholes supplemented by water tankering, whereas basic sanitation services are in the form of biological toilets.

The municipality strives to achieve and sustain water services in the manner that satisfies the Blue and Green Drop Certification Programme of the Department of Water and Sanitation. Rapid developments and population increase in Middelburg and surroundings have necessitated the expansion of the main water and wastewater treatment works, namely, Vaalbank WTW and Boskrans Waste Water Treatment Works (WWTW). The upgrading at the Vaalbank WTP included construction of two new rapid sand filters, a distribution box and related pipework and was handed to the municipality in November 2016. As part of the multi(year project, two contractors were appointed for construction of the new Inlet Works. The civil contractor commenced from April 2016, whereas the mechanical & electrical contractor commenced from January 2017, and the new Inlet Works are expected to be commissioned


11

by September 2017. A section of the maturation ponds was also refurbished as the Boskrans WWTW. All upgrading and refurbishment work are aimed at improving the effluent quality as well as the Green Drop Certification Programme score of the municipality.

Furthermore, those who are indigent continue to benefit from the 10 kL free basic water and basic sanitation services. To create an enabling environment for economic growth, the municipality continues to provide and maintain new municipal road networks. These include streets in both urban and rural areas – surfaced and gravelled. Minor district roads that serve small communities are also maintained due to irregular maintenance by the relevant authorities. The majority of municipal roads are tarred and paved, with gravel roads comprising only 16% of all municipal roads. The condition of most roads is fair to good.

As a NERSA licence holder, the municipality supplies, upgrades, and maintains electricity to all formal townships in accordance with the license conditions. The total energy loss for the 2016/2017 financial year was 10.35%, which is in line if not better than the national average. The municipality will ensure that all energy meters are regularly monitored to detect and correct any losses. Monthly free basic energy (50 kWh) is provided to indigents. The local economy is the second(most dominant in the Nkangala region. Mining, manufacturing, and agriculture are the main contributors to our economic growth and job creation although the retail sector and service industries are also starting to show considerable growth.

The opening of the Mhluzi Mall and the development of several service industries have contributed largely to the continuous economic expansion. During the year under review, the municipality acquired the remaining +/(160 industrial stands in Middelburg Ext 33, which will enable the municipality to attract industrial investment through the provision of appropriate incentives.

Proportion of Households with Minimum Level of Basic services

Municipality Services Total Number of HHs

Number of HHs with Access

% Number of HHs without Access

%

Steve Tshwete LM Water 86713 83 468 96.25% 3245 3.75%

Steve Tshwete LM Sanitation 86713 80 736 93% 5977 7%

Steve Tshwete LM Electricity 86713 79638 91% 7075 9%

Steve Tshwete LM Refuse removal

86713 73939 85.26%%

12774 14.74%

Service Total municipal km of roads

Km of roads constructed to date

% Total km of gravel roads

%


12

Steve Tshwete LM Roads and Stormwater

823 696.74 81.3 153.77 18%

COMMENT ON ACCESS TO BASIC SERVICES

Although the above graph indicates that the provision of basic services is steadily increasing, the number of informal households is simultaneously increasing at a substantial rate, especially in areas such as Doornkop, Newtown, and Kwazamokuhle. This influx is steadily increasing the pressure on Council’s resources for the provision of basic services. T 1.3.3

1.4. FINANCIAL HEALTH OVERVIEW

The municipality is one of the fastest(growing municipalities in the country within the average of 4.9% population growth; this is also placing additional pressure on our resources. During the year under review, our budget expectations were not fully realized. We budgeted for income amounting to R 1 459 686 632 and expenditure of R 1 442 230 697. By the close of our books at the end of the year, we had obtained an income of R1 258 216 573 (excluding capital grants received and public contributions), and we spent R 1 367 477 000, resulting in a surplus of R 95 373 477. Capital grants & public contributions was R 215 196 765. For the 2017/2018 financial year, the municipality received an unqualified audit opinion with matters on procurement and contract management, expenditure management and material misstatements from the Auditor(General. It should be mentioned that the Auditor(General this year not only concentrated on financial matters but also focused on performance management, thereby ensuring that almost all service delivery objectives are fully implemented. The implementation of the capital budget increased to 92% (2017: 84%) by the end of 2018 amounting to R268 129 046. Serious attempts have to be made to ensure that the entire capital budget is fully spent each year.

Financial Overview: 2017/2018

Details Original budget Adjustment Budget Actual

Income: R R R

Grants 215,169,338

271,307,802 215,196,765

Taxes, Levies and tariffs

1,067,236,337

1,077,884,253

1,071,785,497

Other 127,101,381

110,645,050

186,431,077

Sub Total 1,409,507,056

1,459,686,623

1,473,413,339

Less: Expenditure 1,421,172,670

1,442,230,237

1,348,039,861


13

Net Total* (11,665,614)

17,456,386

95,373,478

* Note: surplus/(defecit) T 1.4.2

Operating Ratios

Detail %

Employee Cost 34%

Repairs & Maintenance 5,5%

Finance Charges & Impairment 2% T 1.4.3

COMMENT ON OPERATING RATIOS

Employee Costs constituted 34% of the total operating budget. The Organogram of Council is reviewed on an annual basis and only positions that are affordable are funded on the structure. Repairs and Maintenance amounted to 5,5%, but the figure only includes materials. Overall, the municipal assets are in a good state of health. Finance Charges and Redemption contributes 2% to total operating costs. This low percentage enables the municipality to take up additional external funding whenever the need arises. The national norm in this regard is 10% of the operational budget.

T 1.4.3

Total Capital Expenditure: 2015/2016 to 2017/2018

Detail 2015/2016 2016/2017 2017/2018

Original Budget 217,042,522 236,368,760 282,174,766

Adjustment Budget 300,092,819 323,877,956 290,154,333

Actual 266,164,932 274,433,242 268,129,046

Capital Expenditure % 88.69% 84.73% 92.40% T 1.4.4


14

COMMENT ON CAPITAL EXPENDITURE

During the financial year under review, the original budget of R282,174,770 was adjusted to R290,154,333. The table indicates that 92% of the capital budget was implemented. From the 288 projects, 244 projects were completed, and projects to the value of R15,2 million were rolled over to the 2018/2019 financial year. This means that 84% of projects planned were successfully implemented. T 1.4.5.1

1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW

ORGANISATIONAL DEVELOPMENT PERFORMANCE

The municipal organisation structure provides for 1 529 permanent positions. By financial year end, 1 397 positions were filled, with a staff turnover of 2.7%. New appointments are made taking into consideration the implementation of the Employment Equity Act 55, 1998. According to the demographic profile of the municipality, black employees constitute 92.4%, coloured 2.4%, Asian 0.5 %, and white 4.7%. Male and female employees constitute 64.1% and 35.9% respectively.

The Acting Municipal Manager is the head of Administration assisted by four (4) Executive Directors, who are responsible for the departments under their directorates.

The Executive Mayor is the political head and is assisted by six Members of the Mayoral Committee.

1.6. AUDITOR(GENERAL’S REPORT

-

50 000 000

100 000 000

150 000 000

200 000 000

250 000 000

300 000 000

350 000 000

2015/2016 2016/2017 2017/2018

Total Capital Expenditure

Original Budget Adjustment Budget Actual


15

AUDITOR(GENERAL’S REPORT: 30 JUNE 2018

The municipality received an unqualified audit opinion with matters on procurement and contract management, expenditure management and material mistatements for the year ending 30 June 2018. The financial statements fairly represent in all material respects the financial position and performance of the municipality. During the year under review, the municipality maintained and improved the following key steps: a) Governance • Functional Internal Audit and Council • Quarterly performance reviews • Functional Audit Committee • Legislation compliance b) Financial Management • Record(keeping and document management • Adherence to reporting requirements • Generally Recognized Accounting Practice (GRAP) compliance to accounting standards • Monthly balancing of registers and control accounts • Good relationship with Auditor(General Based on the audit report and management letter, corrective measures will be implemented through a credible audit action plan with deadlines on matters raised to address identified inefficiencies before the next audit. The municipality remains committed to achieving clean audits. T 1.6.1

1.7. STATUTORY ANNUAL REPORT PROCESS


16

No. Activity Time frame

1

Consideration of next financial year’s Budget and IDP process plan. Except for the legislative content, the process plan should confirm in(year reporting formats to ensure that reporting and monitoring feeds seamlessly into the Annual Report process at the end of the Budget/IDP implementation period

July 2

Implementation and monitoring of approved Budget and IDP commences (In(year financial reporting)

3 Finalise the 4th Quarter Performance Report for the previous financial year

4 Submit draft Annual Report including Annual Financial Statements and Performance Report to Auditor(General

August 5

Annual Performance Report as submitted to Auditor(General to be provided as input to the IDP Analysis Phase

6 Auditor(General audits Annual Report including Annual Financial Statements and Performance data

September( October

7 Municipalities receive and start to address the Auditor(General’s findings

8 Commencement of draft Budget/IDP finalisation for next financial year. Annual Report and Oversight Reports to be used as input

9 Receive management letter and provide final comments on findings November

10 Auditor(General submits audit opinion

11 Mayor tables Annual Report and audited Financial Statements to Council complete with the Auditor(General’s Report

January

12 Audited Annual Report is made public and representation is invited February

13 Oversight Committee assesses Annual Report

14 Council adopts Oversight Report March

15 Council tables next financial year Budget/IDP and invites public representation

16 Oversight Report is made public April

17 Oversight Report is submitted to relevant national and provincial stakeholders and legislature

18 Council approves next financial year Budget/IDP May

19 Make public approved Budget and IDP June

20 Finalize Service Delivery Budget Implementation Plan (SDBIP) and Performance Agreements for next financial year

21 Make public SDBIP and Performance Agreements July

COMMENT ON THE ANNUAL REPORT PROCESS


17

The municipality compiles its annual report with the guidance of the Municipal Finance Management Act (MFMA) and adopted it on time, having obtained information for the planning and budgeting processes for the subsequent year. This ensures proper planning. The alignment between IDP, Budget, and Performance Management Systems continues to be one of management’s priorities.

T 1.7.1.1

Chapter 3 – Service Delivery Performance (Report Part I) ANNUAL REPORT – 2017/18

18

CHAPTER 2 – GOVERNANCE

INTRODUCTION TO GOVERNANCE

The highest decision(making body of the Municipality is the Council. It constitutes public representatives elected during municipal elections as per the Electoral Act and the Constitution of the Republic of South Africa

Once Council is instituted, the Speaker, Chief Whip, and the Executive Mayor are designated. The Executive Mayor then appoints Members of the Mayoral Committee (MMCs) from amongst the elected Councillors.

The Executive Mayor is assisted by six (6) Members of the Mayoral Committee.

Section 79 Committees, assist Council in executing its responsibilities. These committees include Portfolio Committees, Municipal Public Accounts Committee, Ward Committees, and other sub(committees.

Furthermore, Administrative Committees comprises of the Audit Committee, Risk Committee, Information and Communication Technology (ICT) Steering Committee, Executive Management Committee and Management Committee. These committes assist Council wwith governance issues and are chaired by the Acting Municipal Manager (AMM) who is also the Accounting Officer. Sub(committee and other meetings such as departmental meetings, etc, are chaired by the Heads of Departments (HoDs) respectively.

T 2.0.1

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO POLITICAL AND ADMINISTRATIVE GOVERNANCE

Section 151 (3) of the Constitution states that the Council of a municipality has the right to govern its own initiative and the local government affairs of the local community.

The Steve Tshwete Municipality is a Category B municipality situated in the Nkangala District of Mpumalanga Province. The political structure of the Steve Tshwete Local Municipality comprises of a municipal council consisting of fifty eight (58) councillors and is chaired by the Speaker. The municipality has a mayoral executive system.

The Acting Municipal Manager is the administrative head and acts as a link between politicians and the administration. The Municipal Manager is supported by four executive directors.


19

2.1. POLITICAL GOVERNANCE

INTRODUCTION TO POLITICAL GOVERNANCE

The Speaker is the chairperson of Council meetings in accordance with the approved rules of order. This is a full(time appointment linked to a term office.

The Council Whip monitors councilors from various political parties to ensure that they carry out their duties in a responsible manner. The Council Whip deals with the well(being and monitor attendance of all councilors to meetings.

The municipal council consists of fifty eight (58) councillors, i.e. twenty nine (29) ward councillors and twenty nine (29) proportional councillors. Council has an Executive Mayoral System inclusive of Section 79 and 80 committees.

Section 79 committees of the Council have been established in accordance with the terms of reference of such committees determined by Council. They are chaired by non(executive councillors and provide general oversight and monitoring of the Municipal service delivery mandate.

Section 80 Committees assist and report direct to the Executive Mayor. The Executive Mayor appoints a Mayoral Committee Member as chairperson for each committee.

The Audit Committee was established by Nkangala District Municipality. Although, is shared by Steve Tshwete Local Municipality and other Municipalities based within the Nkankala region. The Audit Committee meets at least four times a year and is an independent advisory body that advises Council, political office(bearers, the Accounting Officer, and the management of the municipality on matters related to internal control, internal audit, risk management, accounting policies, reliability and accuracy of financial reporting and information, performance management, effective governance, compliance with the MFMA, and the Division of Revenue Act. It also provides comments to the MPAC and Council on the annual report.

MPAC is a Section 79 oversight committee comprising of non(executive councillors, with a specific purpose of providing oversight over the executive functionaries of Council. Whilst, also ensure good financial governance in the municipality. MPAC make separate recommendations and comments on the annual report to Council through the Mayoral Committee.


20

POLITICAL STRUCTURE

THE EXECUTIVE COMMITTEE

EXECUTIVE MAYORALD M.A. Masina Up to march 2018

Responsible for performing Council’s executive functions

EXECUTIVE MAYORCllr Tolo From April 2018– to date

Responsible for performing Council’s executive functions

SPEAKER Cllr A.M Mabena

Chairperson of Council

CHIEF WHIP

Cllr SD Nkadimeng Manage councillors and maintain discipline in Council

MEMBERS OF THE MAYORAL COMMITTEE

Cllr D.J. Motsepe

MMC: Infrastructure Development & Service Delivery

Cllr MTE Mnguni

MMC: Spatial Development, Human Settlement, and Housing Administration


21

Cllr Mashiane

MMC: Environmental Health, Public Facilities, and Cultural Services

Cllr JM Michell

MMC: Community Protection Services

Cllr SM Malapeng

MMC: Corporate Services

Cllr JM Kgalema

MMC: Finance and Local Economic Development

COUNCILORS

Steve Tshwete Local Municipality (STLM) comprises of fifty eight (58) councillors in which twety nine (29) councillors are ward representatives and another twenty nine (29) are proportional representation. There are nine (9) full(time councilors, namely, the Executive Mayor , one (1) Council Speaker, one (1) Council Whip, and six (6)MMCs. Refer to Appendix A where a full list of councillors can be found (including committee allocations and attendance at council meetings).

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

T 2.1.2 POLITICAL DECISION (TAKING

Council is chaired by the Speaker. Whilst, policy decisions and resolutions are taken by the Council per recommendation from the Executive Mayor.


22

The Executive Mayor and six (6) Mayoral Committee Members are required to execute council resolutions. The MMCs are also required to resolve matters delegated to the Executive Mayor by Council.

An administration is headed by the Acting Municipal Manager and four (4) Executive Directors together they are responsible for the implementation of Council and Mayoral Committee resolutions. Reports regarding policy matters and non(delegated administrative matters are prepared by the administration and submitted to the Mayoral Committee together with recommendations from the Acting Municipal Manager. At the Mayoral Committee, reports are considered and recommendations or resolutions formulated by the Executive Mayor from subsequent submissions to the Council. T 2.1.3

2.2. ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO ADMINISTRATIVE GOVERNANCE

The administration is led by the Acting Municipal Manager, who is appointed in terms of Section 54 of the Municipal Systems Act. The acting Municipal Manager is employed on a contract basis, which includes an annual performance agreement with performance objectives, targets, and procedures for evaluating performance. The Municipal Manager is also the Accounting Officer of the municipality.

The Acting Municipal Manager and the four (4) Executive Directors implement council resolutions, advise Council and its committees, and oversee the Integrated Developent Plan (IDP), Budget planning and implementation processes. There are functions that are delegated by Council to the Acting Municipal Manager, who, in turn, sub(delegated certain functions to the Executive Directors respectively. Under their leadership, municipal officials are assigned with the task to attend community consultative meetings and report in management meetings on plans and progress in addressing community issues.

T 2.2.1


23

TOP ADMINISTRATIVE STRUCTURE FUNCTION

ACTING MUNICIPAL MANAGER Mr S.M. Mnguni

Up to October 2017

Head of administrative support to Municipal Manager’s office – second in charge to the MM

ACTING MUNICIPAL MANAGERSMr B.M. Khenisa From November 2017(to date

Head of administrative support to Municipal Manager’s office – second in charge to the MM

ACTING EXECUTIVE DIRECTOR:

CORPORATE SERVICES

Mr S Mothibe

Provides corporate services to ensure efficient support of organisational processes

EXECUTIVE DIRECTOR: INFRASTRUCTURE

SERVICES

Micheal Lelaka

Up to June 2018

Provisions infrastructure development, maintenance, and service delivery to ensure sustainable services to all communities

EXECUTIVE DIRECTOR: COMMUNITY

SERVICES

Ms C Hlatshwayo

Renders integrated community services to all of the municipality’s communities

EXECUTIVE DIRECTOR: FINANCE

SERVICES

Ms E Wassermann

Provides and manages financial services to ensure financial viability, compliance, and reporting


24

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.


25

PROVINCIAL INTERGOVERNMENTAL STRUCTURE OFFICE OF THE PREMIER – It focuses on cooperative and good governance through the

provision of advice and information, coordination, monitoring, and support to local government.

PROVINCIAL TREASURY – The functions of provincial treasuries are to promote

cooperative government amongst role players and assist National Treasury in implementing the MFMA, monitor municipal budgets and outcomes, analyse in(year reports, and take intervention measures to assist municipalities that breach the MFMA. Provincial Treasury has established various units to assist and monitor the municipality. These units specialise in revenue enhancement, assets, accounting standards, and in(year reporting. Through the Munimec meeting and Technical Munimec meetings, various municipal issues in the province are discussed to formulate solutions and plans to improve governance and service delivery. These meetings were conducted quarterly during the financial year.

COGTA MPUMALANGA – To assist and guide in building a clean, effective, efficient,

responsive, and accountable local government. Strengthen partnerships between local government and communities and ensure municipalities meet their mandate of providing basic services.

SALGA – It is the official representative of local government, an employer’s organization for all municipalities, and sits as the employer in the South African Local Government Bargaining Council.

RELATIONSHIPS WITH MUNICIPAL ENTITIES

The municipality does not have any municipal entities.

T 2.3.3

DISTRICT INTERGOVERNMENTAL STRUCTURES

The Nkangala District Municipality has a supporting role to play in the planning and coordinating of activities within its boundaries to ensure the provision of services in the district. It is therefore imperative that the capital allocations from the district be based on community needs. These projects are implemented by the district municipality and transferred to the municipality on completion. For the financial year under review, projects to the value of R25.9 million were transferred to the municipality.


26

The district municipality also assists the municipality with the establishment of the District Shared Audit Committee. This Audit Committee performs both the function of financial and performance auditing. Through this initiative, the municipalities in the district save substantially on the cost of the Audit Committee member’s fees, reimbursement costs, and indirect costs such as printing of agendas, delivery, and taking of minutes.

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION

OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION

The following is done by the municipality to ensure widespread and conducive stakeholder participation and accountability:

Media such as local newspapers, ward community meetings, local radio stations, municipal bills, and local communicators forum are utilised to inform communities and stakeholders of Council’s activities.

All messages/information is conveyed in a language/s understood by the general community.

The venues and times for public meetings are well communicated. Furthermore, the municipality ensures that meetings are held at such times convenient for all stakeholders.

Adequate time is allowed for the community, representatives of organisations, and business to report back to their relevant forums and make inputs.

Council meetings are open to the public, and residents are invited to attend. Important documents such as IDP, Budget, and Valuation roll are available at all public libraries within the municipal area.

Ward committee and ward community bi(monthly meetings are convened and serve as a platform for interaction, engagement, and sharing of information.

Various forum’s exists on local, district and provincial level

At least six Mayoral Outreaches were held during the year throughout the municipal area.

CDWs act as a link between government and the community.


27

2.4. PUBLIC MEETINGS

COMMUNICATION, PARTICIPATION, AND FORUMS On a regular basis, the municipality engages the community at consultation meetings in an effort to provide feedback on progress in relation to the level of development. It also does this to gather inputs from communities in relation to service delivery needs and to disseminate information on the roles and responsibilities of the municipality.

The Mayoral Outreach Programme is regarded as another form of community consultation. Four Mayoral Outreach meetings were scheduled for the financial year, but eventually as many as 11 were held. The main purpose of this consultation is to ensure that the political principals get closer to the communities and afford members of the community a chance to voice their needs.

The ward committee structures are used to narrow the gap between the municipality and communities, since ward committees have the knowledge and understanding of the residents and communities they represent. Community development workers act as a link between accessing communities in relation to community development initiatives/programmes.

The IDP forum is constituted by councillor representatives from business organisations, mining companies, NGOs/CBOs, government departments, agricultural organisations, parastatal organisations, and stakeholder representatives of unorganised groups. The representatives are given an opportunity to represent community interests and contribute knowledge and ideas, building consensus and support for the planning process itself and ensuring a broader ownership of the outcomes.

Weekly media briefings are held to update the media about the latest information of the municipality. A bulk SMS system is used to disseminate prompt information to the community. Quarterly integrated community izimbizo were held to market and educate the community about government programmes and services. Weekly radio slots were utilised to inform and educate the community about municipal programmes and projects. Quarterly community newsletters were produced and distributed throughout the municipality.

Both the IDP and Multi(year Budget process for the period 2015/2016 was open to the public for comment. The documents were available for inspection at all municipal libraries and on the municipal website: www.stlm.gov.za.


28

WARD COMMITTEES

The purpose of the ward committee system is to provide a channel for public participation and general interaction between the community and Council. The municipality has an intensive community consultation process that is done at ward level in line with the community(based planning approach. This process stimulates participatory governance by affording community members a fair opportunity to deliberate on issues affecting them in their respective wards. Moreover, this approach was implemented to inevitably include the local community in decision(making, planning, and generally allowing them to play an active part in their own development. To facilitate this community consultation process, 29 ward committees were established, chaired by the ward councillor, and supported by 10 ward committee members. The ward councillor ensures that the interests of all people in the ward are presented in Council. Ward committees meet monthly to discuss, amongst other things, resolutions taken by Council. Appendix E provides details on the effectiveness of the ward committees.

2.5. IDP PARTICIPATION AND ALIGNMENT

2017/2018 Public Meetings

Nature and Purpose of

Meeting

Date of Events

Number of Participating

Municipal Councillors

Number of Participating

Municipal Administrators

Number of Community Members Attending

Issue Addressed

(Yes/No)

Dates and Manner of

Feedback Given to Community

Mayoral Outreach (Doornkop)

20/08/2017

7

4

335

Service Delivery

Bimonthly

Mayoral Outreach (Sikhululiwe)

27/08/2017

4

5

125

Service Delivery

Bimonthly

Mayoral Outreach (Pullenshope)

17/09/2017

5

1

139

Service Delivery

Bimonthly

Mayoral Outreach (Komati)

12/11/2017

7

1

105

Service Delivery

Bimonthly

Mayoral Outreach (Newtown)

10/12/2017

11

2

285

Service Delivery

Bimonthly

Mayoral Outreach (Adelaide Tambo)

04/03/2018 14

4

122

Issuing of Title Deeds

Bimonthly


29

IDP Participation and Alignment Criteria* Yes/No

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

Does the IDP have priorities, objectives, key performance indicators (KPIs), and development strategies?

Yes

Does the IDP have multi(year targets? Yes

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

Does the budget align directly to the KPIs in the strategic plan? Yes

Do the IDP KPIs align to the Section 57 managers? Yes

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

Do the IDP KPIs align with the provincial KPIs on the 12 outcomes? Yes

Were the indicators communicated to the public? Yes

Were the four(quarter aligned reports submitted within the stipulated time frames to the Auditor(General (AG)?

Yes

*Section 26 Municipal Systems Act 2000

COMPONENT D: CORPORATE GOVERNANCE

OVERVIEW OF CORPORATE GOVERNANCE

The municipality has implemented a system of corporate governance that encourages the effective, efficient, and economic use of resources towards better service delivery and ensures accountability and responsibility for the stewardship of those resources. This governance framework supports sound financial decision(making, ensuring affordable services to the community, guiding funding and financing priorities, and facilitating performance monitoring and review.

During the year under review, the following key governance responsibilities were functional:

Internal audit function, which operates in terms of an approved internal audit plan.

Audit Committee, which operates in accordance with approved terms of reference.

A risk assessment was conducted, which includes a risk management strategy and monitoring of key risks according to a risk register.

An approved Fraud Prevention Plan exists.

A strategic plan was prepared and approved for the financial year, which forms the basis for performance monitoring against the SDBIP, the municipal mandate, predetermined objectives, outputs, indicators, and targets.

A performance management system is in place.


30

An approved system of delegations exists to maximise administrative and operational efficiency and to provide for adequate checks and balances as required in terms of Section 59 to 65 of the Municipal Systems Act 32 of 2000.

2.6. RISK MANAGEMENT

RISK MANAGEMENT

Section 62(1) (c) (i) of the Municipal Finance Management Act compels the accounting officer to establish and maintain, among others, a system of managing risks faced by the municipality. The STLM has in place a system of risk management for the municipality to provide some assurance that risks across all functions and levels, that may have an impact on the achievement of objectives, are adequately and proactively anticipated and mitigated.

Risk Management processes are coordinated, supported and championed by the Risk Management Department, led by the Chief Risk Officer. The governance model of operation of the STLM’s systems of managing risk a decentralized one, wherein departments are responsible for performing risk identification, evaluation, mitigation and reporting processes. STLM’s has in place a shared service of Risk Committee and Audit Committee with the District Municipality. The Risk Committee, which comprises of independent external members, is responsible for overseeing the entire risk management system of the municipality. STLM’s Audit Committee also supports the Risk Committee in its risk oversight role.

The effective management of risk is prioritised to ensure that business risks across the organisation are identified and managed on an ongoing basis for the achievement of the municipality’s “the number one African city in service delivery and good governance”. The risk categories have been aligned to the strategic objectives in order to identify those risks that directly affect and/or impede the municipality’s ability to achieve those strategic and business objectives.

During the risk assessment process, management took into account the following five (6) key performance areas (KPAs):

KPA 1: Good Governance and Public Participation

KPA 2: Municipal Transformation and Organisational Development

KPA 3: Financial Viability

KPA 4: Local Economic Development

KPA 5: Service Delivery and Infrastructure Development

KPA 6: Spatial and Community Development


31

Risk management in the municipality is guided and monitored by various committees at Council and administrative levels. These committees include the Senior Management Committee, Risk Management Committee, and the Audit Committee. Additionally, the municipality appointed a Chief Risk Officer as part of the reasonable steps taken to maintain an effective, efficient, and transparent system of financial and general risk management.

Council has adopted the Risk Management Policy, Risk Management Strategy, Risk implementation Plan and Risk registers (strategic and operational) that enable management to proactively identify and respond appropriately to all significant risks that could impact business objectives. In line with the approved Risk Management Policy and Risk Management Strategy, a top(down approach has been adopted in developing the risk profiles of the organisation. The results of the strategic and operational assessments were used to compile a risk register.

The top five risks identified in the municipality are as follows:

1. Fraud and corruption,

2. Labour unrest,

3. HIV/AIDS,

4. Lack of capacity in IT section and

5. Environmental pollution

FRAUD AND ANTI(CORRUPTION STRATEGY

Fraud Prevention and Response Plan Policy as well as National Anti – Corruption Strategy to curb fraud and corruption. An Anti(Fraud toll free hotline has been launched to help combat fraud and corruption in partnership with the Presidential Hotline. The hotline is a National shared service. The hotline provides an opportunity to anyone wishing to report anonymously on unethical activities or dishonest behaviour that affects the municipality. Fraud Hotline number is 0800 701701. Steve Tshwete Municipality is committed to maintaining the highest standards of honesty, integrity and ethical conduct and has adopted a zero tolerance to fraud and corruption. Any fraud and corruption committed against the municipality is a major concern to the council Draft Whistle Blowing Policy.


32

2.8. SUPPLY CHAIN MANAGEMENT

OVERVIEW OF SUPPLY CHAIN MANAGEMENT

The Council has developed a Supply Chain Management (SCM) Policy and practices in compliance with the guidelines set out by the Supply Chain Management Regulations, 2005, which was approved with effect from 1 March 2006. The new Preferential Procurement Regulations, 2017, with effect from 1 April 2017, were incorporated into the policy and adopted. The SCM Policy incorporating the above(mentioned regulations, as well as all other relevant pieces of legislation, regulations, and circulars, are annually reviewed during the budget process. The newly adopted CSD (Central Supplier Database) was implemented as from 1 July 2016 as where a supplier has to be registered on CSD before he/she can be used. The Supply Chain Management Policy was again reviewed during 2017/2018 and was tabled at Council on 31 May 2018. This policy will guide all SCM role(players relative to Sections 47 and 48 of the MFMA SCM Regulations. SCM is centralized and the municipality has established the three (3) bid committee system. No councillors are members of a committee of the committees handling supply chain processed. During the year under review, 201 items were considered, of which 133 were successfully adjudicated. Supply chain officials attend accredited training modules to meet the requirements of the minimum competency levels. During the year, stock items to the value of R43,7 million were purchased, while R19,6 million worth of stock items was issued for operations, a total of 2 655 orders were placed to the value of R89,8 Million. Two hundred and eighty four (184) contracts above R100 000 were awarded, with the B(BBEE status level contributions below.

B(BBEE Status Level Number AmountNo Certificate 37 R 31,300,781 Level 1 92 R 425,116,093 Level 2 8 R 41,376,682 Level 3 2 R 6,428,842 Level 4 9 R 1,849,290

During the year under review, the normal procurement process has to be deviated from in 147 (2017:465) instances to the amount of R5,1 million (2017: R56,9 million) as per Section 40 of the Supply Chain Management Policy. These deviations constitute 5,8% of the total procurement transaction as follows:


33

Deviation Number Amount

Emergency 18 R1,106,847

Sole Suppliers 12 R 977,328

Impractical or impossible to follow the process

117 R3,164,842

2.9. BY(LAWS

Newly Developed

Revised

Public Participation Conducted Prior to

Adoption of By(laws (Yes/No)

Dates of Public Participation

By(laws Gazetted* (Yes/No)

No Standing Rules

of Orders By(laws

Yes 26/08/2016 to

30/09/2016 Yes

COMMENT ON BY(LAWS

Note: MSA 2000 Section 11(3) (m) provides municipal councils with the legislative authority to pass and implement by(laws for the betterment of the community within the terms of the legislation. The by(laws were advertised as per legislation in the local media for public comments and inputs, which were then consolidated into a report to Council for consideration and approval. The enforcement thereof will be implemented by the Law Enforcement Division within the Community Services Directorate.

T 2.9.1.1

2.10. WEBSITES

Municipal Website: Content and Currency of Material

Documents Published on the Municipality Website Yes/No Publishing Date

Current annual and adjustment budgets and all budget(related documents

Yes After approval by Council

All current budget(related policies Yes Annually


34

Municipal Website: Content and Currency of Material

Documents Published on the Municipality Website Yes/No Publishing Date

The previous annual report (2014) Yes Annually

The annual report (2015) published/to be published Yes After approval by Council All current performance agreements required in terms of Section 57(1)(b) of the Municipal Systems Act (2000) and resulting scorecards

Yes Annually

All service delivery agreements Yes After approval by Council

All long(term borrowing contracts Yes After approval by Council

All supply chain management contracts above R200 000 Yes After approval by Council

An information statement containing a list of assets over a prescribed value that have been disposed of in terms of Section 14(2) or (4) during 2014


Contracts to which subsection (1) of Section 33 apply, subject to subsection (3) of that section


All quarterly reports tabled in the Council in terms of Section 52 (d) during Year 2014


T 2.10.1COMMENT ON MUNICIPAL WEBSITE CONTENT AND ACCESS

ICT Services as a support function within the municipality works with other directorates and departments to ensure that services reach the community through such facilities as community libraries and multi(purpose community centres (MPCCs). Furthermore, access has been increased by ensuring upwards and backwards compatibility of our systems, to ensure that anyone with a device that can process data and that has access to the Internet can open and access our website content. The municipality should monitor and report on the use of its website by the public, for example, by measuring the number of hits on the website.

T 2.10.1.1

2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES

PUBLIC SATISFACTION LEVELS

The municipality is committed to increasing service delivery, which required a deeper insight into the level of satisfaction of its citizenry. To do this, STLM has undertaken to conduct a Community Satisfaction Survey. This survey was conducted across all 29 wards and also looked at the informal and formal business sector.

T 2.11.1


35

Satisfaction Surveys Undertaken During: 2017/2018 Subject Matter of Survey Survey Method Survey Date No. of People

Included in Survey

Survey Results

Indicating Satisfaction or

Better (%)*

Overall satisfaction

(a) Municipality Fieldwork

1 April ( 31 May 2018

130068%

(b) Municipal Service Delivery Fieldwork 1 April ( 31

May 2018 1300

72%

(c) Mayor Fieldwork 1 April ( 31

May 2018 1300

48%

Satisfaction with:

(a) Waste Collection Fieldwork 1 April ( 31

May 2018 1300

82%

(b) Road and Storm water Fieldwork 1 April ( 31

May 2018 1300

63%

(c) Electricity Supply Fieldwork 1 April ( 31

May 2018 1300

84%

(d) Water Supply Fieldwork 1 April ( 31

May 2018 1300

71%

(e) Sanitation Fieldwork 1 April ( 31

May 20181300

73%

(f) Information supplied by municipality to the public

Fieldwork 1 April ( 31 May 2018

130069%

T 2.11.2

COMMENT ON SATISFACTION LEVELS

The final analysis of the community satisfaction survey produced a rating of 3,3 on the customer first scale from 1 – 5. The overall satisfaction and unsatisfactory levels of the Municipality can be summarised as follows: ▪ The enhancement of communication levels between the Municipality and the community be given attention.

▪ Water supply is a recurring key concern in several wards, including the tariffs being charged. The Business ( sector resonated with the same views

▪ Improvements of the sanitation and sewerage services particularly in ward 17 and in the Business ( sector should be investigated.

▪ Electricity supply services have also been highlighted as a dominant concern. Many households and the Business ( sector have challenges with ‘’ sudden cut(offs’’ and excessive charges.

▪ Street Lights and Road maintenance have yet again been highlighted as concerns that need prioritisation.


36

▪ Developmental local government needs to be given priority particularly around social and economic upliftment of the communities through enhanced LED programmes.

▪ The Municipality is encouraged to foster partnerships with Government programmes particularly around Youth Development and Job Creation initiatives.

Overall the Municipality’s’ performance levels are rated as ‘’ satisfactory’’ based on the total results according to the customer satisfaction index.

Departments have been made aware of the above areas that need improvement and are expected to come up with an action plan as to how they plan to improve on the above.


37

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

COMPONENT A: BASIC SERVICES

INTRODUCTION TO BASIC SERVICES

The main basic services rendered by the infrastructure services directorate of this municipality include water, sanitation, and electricity. The municipality is both a WSA and Water Service Provider; hence, it is mandated to provide water and sanitation to its community.

The funding for the provision of basic services is sourced from internal reserves, municipal infrastructure, and INEPT funding, particularly for the development of low(income areas. The municipality provides free 6 kL of water per household to all consumers in its water supply area. Indigents are receiving free basic water up the 10 kL and free basic sanitation. All consumers in urban areas are connected to the water network with yard connections. Residents in the rural villages and informal settlements are receiving water and sanitations services free of charge. Residents on farms who do not get water from the farm owner are being provided with water through water tankers – also as free basic services. The daily demand for water by the households and various sectors has resulted in the permitted water extraction from the Middelburg Dam being exceeded.

The municipality also provides new infrastructure while upgrading existing infrastructure. It also strives to achieve and sustain water services in the manner that meets the standard requirements of Blue Drop and Green Programme of the Department of Water and Sanitation. Phase I of the Boskrans Waste Water Treatment Works has been completed to address the demand owing to the rapid growth of the town.

The municipality purchases electricity from Eskom and then distributes and sells the electricity to the consumers in its licensed area. Some 50 kWh of electricity is provided to the indigents free of charge on a monthly basis. There is still a backlog of 14.4% of households that do not have access to electricity. The affected households are mainly farm dwellers.

New road networks are provided, while existing ones are maintained to improve linkages and enhance economic growth. In general, the condition of the municipal roads is fair to good. Road congestion is being experienced due to growth of the town. Trucks passing through the town and those hauling coal contribute to traffic congestion.

Currently, 82.86% of the households have access to water(borne sanitation, while rural and farm dwellers have access to biological toilets or pit latrine/pit toilet.

Phase I upgrade of the Boskrans Waste Water Treatment Works is completed and will improve the effluent quality and Green Drop Certification requirements. Phase II of the upgrading which comprises new inlet works, raw sewerage pump station, and new BNR reactor has commenced and is at the design stage.


38

There has been increasing demand for basic services due to increasing population growth; hence, Middelburg has been declared one of the fast(growing mining towns within the Province.

Some 400 stands in Newtown and 395 stands in Kwazamokuhle Ext 8 have been serviced, while 170 stands in Rockdale and 133 stands in Aerorand West were serviced.

CONCLUSION

The following are the main challenges facing the municipality pertaining to provision of basic services:

Because of farm owners who refuse farm dwellers access to water supply, this could make it difficult to meet the target of 100% access to potable water.

About 16 093 farm dwellers are below the minimum service level of sanitation.

The municipality has exceeded the permitted water extraction quota from the dam.

Drought calls for the investigation of an alternative water source, which is a costly exercise.

Aging infrastructure resulting in frequent power interruptions and water losses due to continuous water pipe bursts was estimated at 28% in the previous financial year.

RECOMMENDATIONS

As much as the municipality is doing well in addressing the issues of provision of basic services within its limited resources, not all challenges of basic service provision have been addressed. Therefore, the following is recommended:

Operating budget for planned maintenance should be prioritised as opposed to capital budget.

Investigation in terms of Section 78 of the Municipal Systems Act should be conducted for provision of services including provision of services to some of the holiday towns such as Kranspoort.

The draft Roads Master Plan and Local Integrated Transport Plans (ITPs) should be reviewed and implemented as a matter of urgency.

A Long(term Infrastructure Plan should be compiled and adopted with the aim of addressing all service provision(related issues.

T 3.1.0

This component includes water; waste water (sanitation); electricity; roads and Stormwater,

sports, parks and recreation, municipal buildings, cemeteries, waste management; and

housing services; and a summary of free basic services.


39

3.1. WATER PROVISION

INTRODUCTION TO WATER PROVISION

Our strategy is to provide quality potable water to all households within the municipality. The aim is to encourage the operators of the Eskom Water Systems to maintain their Blue Drop status. Workshops and training of personnel are regularly provided to our personnel to keep them up to date with technology and provide assistance to other municipalities.

The challenges faced in our water systems are the aging infrastructure and increased population. Reclaimed mine water from Middelburg Mines (South 32) has been identified as an additional water source to augment the water supplies in Middelburg Town.

T 3.1.1

Total Use of Water by Sector (cubic meters)

Agriculture Business Industrial Domestic Unaccountab

le Water Losses

Welfare & Schools

Municipal

2016/2017 3 486 2 805 299 66 218 8 595 805 3 886 922 351 133 340 097

2017/2018 231 517 6 493 310 7 996 378 45 247 169 8 048 092 4 078 054 6 742 865

T 3.1.2

COMMENT ON WATER USE BY SECTOR

Currently, the daily water demand from all sectors exceeds the permitted volume from the Middelburg Dam. The municipality has the infrastructure to supply treated sewerage effluent to some of the industries which will be done when the upgrading of the Boskrans WWTW is completed. Raw water from Middelburg Dam is currently supplied to Columbus SS, Ferro Chrome, and Molare Piggery. The construction of infrastructure for the supply of reclaimed mine water from South 32 is currently in the plan and design. The availability of the reclaimed mine water will relieve the water demand to some extent and will benefit the whole of Middelburg. Because of the limited yield of the Klein Olifants River, the mine water is the considerable alternative source

T 3.1.2.2


40

Water Service Delivery Levels Households

Description 2016/2017 2017/2018

Actual Actual Target

No. No. No.

Water: (above min level) 73 395 83 468 86 720

Minimum Service Level and Above (percentage) 99.9% 96.25% 100%

Water: (below min level)

Total number of households* 73 395 83 468 86 720* ( To include informal settlements ** (based on the previous census *** (growth experienced from 2011 to date T 3.1.3

Access To Water

Access to Water

Proportion of Households with Access to Water

Points*

Proportion of Households with Access to Piped

Water

Proportion of Households

Receiving 6 kL Free#

2015/2016 99.9% 99.9% 100% 2016/2017 100% 99.9% 100%2017/2018 100% 96.25% 100%

T 3.1.5* Means access to 25 litres of potable water per day supplied within 200 m of a household and with a minimum flow of 10 litres per minute

# 6 000 litres of potable water supplied per formal connection per month


41

Water Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2016/17 2017/18 2018/2019 Target Actual Target Actual Target

Service Indicators *Previous

Year *Previous

Year *Current

Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To provide quality and sufficient water supply and an environment not harmful to human health or well(being

% of HHs (64 971) with access to clean and safe drinking water

100%

100.3%

100.3% 96.25%

*96.25%

96%

% of water loss in all water systems 25% 23.1% 23.1% 21% ( (

Hours taken to respond to a water pipe burst

5 4.03 5 5 3.69 5

T 3.1.6.


42

Employees ( Water Years 1( (2017) YEAR 0 (2018)

Job Level Employee number Posts Number

Employee number Vacancies Vacancies %

0(3 3 3 2 1 33

4(6 5 5 5 0 0

7(9 9 22 8 14 64

10(12 18 23 18 5 22

13(15 5 7 4 3 43

16(18 1 1 1 0 0

19(20 47 50 47 3 6

Total 88 111 85 26 23

Financial Performance 2017/2018 Water Services

Details

2016/2017 2017/2018 Actual Original

Budget Adjustment

Budget Actual Varianc

e to Budget

Total Operational Revenue

R110,080.581

R100,917,874

R96,280,806

R100,568,678 (0,3%)

Expenditure:

Employees

R22,821,220

R28,177,260

R29,916,749

R27,065,505 (3,9%) Repairs and Maintenance

R5,511,453

R6,507,906

R6,253,271

R5,058,765 (22,3%)

Other

R46,847,839

R51,474,473

R60,001,233

R50,178,534 (2,5%)Total Operational Expenditure

R75,180,512

R86,159,639

R96,171,253

R82,302,804 (4,5%)

Net Surplus/ (Deficit)

R34,900,069

(R14,758,235

R109,553

R18,265,874 23,7%

Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.1.8


43

Capital Expenditure Water Services

CAPITAL PROJECTS

2017/2018

Budget Adjustment

Budget Actual

Expenditure

% Variance

from Adjusted budget

Total Project Value

Total All R 24,439,500 R 40,883,143 R 27,676,794 (32.3%) Install bulk flow meters (560/...)

R 420,000 R 599,000 R 325,664 (45.6%) R 599,000

Water Distri M/Burg Replace Old Water Pipes (560/..

R 1,700,000 R 1,700,000 R 94,575 (94.4%) R 1,700,000

Replace Equipment Vaakbank WTW (561/...)

R 550,000 R 550,000 R 364,029 (33.8%) R 550,000

Water Distr Repl Water Pipes Hendrina/Kwaza (566/..

R 100,000 R 200,000 R 28,700 (85.7%) R 200,000

Water Distr Repl Water Meters Hendrina/Kwaza (566/.

R 180,000 R 180,000 R 178,274 (1.0%) R 180,000

New water connections (565/...)

R 830,500 R 830,500 R 828,320 (0.3%) R 830,500

Replace Valves & Other Items Bulk Supply Line: 561

R 200,000 R 325,000 R 37,623 (88.4%) R 325,000

Water Villages Water Services Rural Areas (567/...

R 250,000 R 333,500 R 160,829 (51.8%) R 333,500

Replace Pump Vaalbank WTW (561/...)

R 720,000 R 720,000 R 584,823 (18.8%) R 720,000

Replace Water Pump (566/...)

R 34,000 R 34,000 R 27,600 (18.8%) R 34,000

Replace Stihl Brushcutters (564/...)

R 20,000 R 20,000 R 17,400 (13.0%) R 20,000

Replace Underwater Pressure Drill (560/...)

R 60,000 R 60,000 R 52,000 (13.3%) R 60,000

Mine Water project Woestalleen Hendrina ppln (566/.

0.0%

Water Distr M/Burg Repl Old Water Meters (560/...)

R 840,000 R 840,000 R 827,166 (1.5%) R 840,000


44

Water Replace Water Meters Eskom Towns (567/...)

R 160,000 R 160,000 R 159,518 (0.3%) R 160,000

Replace Fences At Reservoirs (561/...)

R 750,000 R 750,000 R 747,354 (0.4%) R 750,000

Vaalbank WTP Plan & design upgrading of elec (561/)

R 97,210 R 97,210 0.0% R 97,210

Replace Sandfilters Kruger Dam (563/...)

R 120,000 R 112,500 R 88,526 (21.3%) R 112,500

Water Distrib Replace Pipes Villages (567/...)

R 150,000 R 234,600 R 100,702 (57.1%) R 234,600

Replace Equipment Kruger dam WTW (563/...)

R 120,000 R 127,500 R 114,287 (10.4%) R 127,500

Replace Plant & Equipment (560/...)

R 60,000 R 55,935 R 53,200 (4.9%) R 55,935

Upgrade Pipeline Vaalbank & Skietbaan (560/...)

R 2,500,000 R 2,500,000 (100.0%) R 2,500,000


R 2,060,000 R 5,560,000 R 3,235,706 (41.8%) R 5,560,000

Water network Newtown (560/...)

R 1,313,400 R 1,313,400 0.0% R 1,313,400

Water Distr Replace Water Pipes Mhluzi (560/...)

R 1,800,000 R 1,869,100 R 548,645 (70.6%) R 1,869,100

Water Distribution Move Meters To Street (560/...)

R 350,000 R 350,000 R 307,330 (12.2%) R 350,000

Construction of reservoir at Kwaza x9 (571/...)

R 7,915,000 R 328,298 R 328,298 0.0% R 328,298

New 2ml reservoir Rietkuil (567/...)

R 500,000 R 300,000 (100.0%) R 300,000

Water network M/burg x33 (560/...)

R 750,000 R 998,800 R 616,788 (38.2%) R 998,800

Upgrade Skietbaan/Graspan Bulk line (560/...)

R 113,800 R 43,732 (61.6%) R 113,800

Chlorine Booster station (561/...)

R 150,000 R 150,000 R 118,395 (21.1%) R 150,000

Water Purification Refurbish Uitkyk Reservr (561/..

R 200,000 R 200,000 R 174,079 (13.0%) R 200,000

Paving & stormwater Vaalbank WTP (561/...)

R 450,000 R 450,000 R 447,423 (0.6%) R 450,000

Elec Fencing Reservoirs & Pump Stations (564/...)

R 300,000 R 300,000 R 230,676 (23.1%) R 300,000


45

Storage Area at Vaalbank WTW (561/...)

R 200,000 R 200,000 R 168,563 (15.7%) R 200,000

Drilling of Boreholes Somaphepha (567/...)

R 500,000 R 447,489 (10.5%) R 500,000

Refurbish Hendrina WTW (571/...)

R 8,606,301 R 8,606,301 0.0% R 8,606,301

Re(instatement of raw water supply line(bulk (566)

R 3,000,000 R 1,391,950 (53.6%) R 3,000,000

Refurbish Hendrina WTW pumpstation (571)

R 5,393,699 R 4,558,548 (15.5%) R 5,393,699

New water meters RDP Newtown W17: 560

R 820,000 R 251,671 (69.3%) R 820,000

Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.1.9

COMMENT ON THE OVERALL WATER SERVICES PERFORMANCE

According to the 2016 community survey the number of Household has increased from 64 971 to 82 638 HH, this implies that the number of household has increased by 17 847 from 2011 CENSUS. The municipality is planning to achieve 95% of HH having access to water base on the 2016 community survey for 2017/18 FY. Our five(year target is to provide 99.9% of HHs with access to water services. Failure to meet the target could arise from farm owners who refuse to supply farm dwellers with water and continuous uncontrolled influx. Upgrading of the pump line from Vaalbank Water Treatment Works to Skietbaan Reservoir site commenced towards the end of the 2017/2018 financial year. This additional bulk supply pipe line will transfer treated water to service Mhluzi and Middelburg in response to the increasing water demand.

T 3.1.10

3.2. WASTE WATER (SANITATION) PROVISION

INTRODUCTION TO SANITATION PROVISION

The municipality is committed to ensuring provision of new sanitation infrastructure while upgrading existing infrastructure within MP313 areas. Currently, 82.86%% of Steve Tshwete Local Municipality households have access to water(borne sanitation, whereas rural and farm dwellers have access to biological toilets or pit latrine which are continually maintained by the municipality.

Phase I upgrade of the Boskrans Waste Water Treatment Works is completed and will contribute towards the improvement of the effluent quality and Green Drop Certification requirements. Phase II of the upgrading which comprises new inlet works, raw sewerage pump station, and new BNR reactor has commenced and is at the design stage.


46

T 3.2.1

Sanitation Service Delivery Levels

*Households

Description Ref

2015/2016 2016/2017 2017/2018

Outcome Outcome Actual Target Actual

No. No. No. No. No.

(2017/18) Sanitation/sewerage: (above minimum level)

Flush toilet (connected to sewerage) 38 606 38 881 38 881 38 952 39 718

Flush toilet (with septic tank) 415 422 4220.00

(422) 422 Chemical toilet Biological 10 832 10 932 10 969 11 009 10 979 Pit toilet (ventilated) 0 0 0 0 0 Other toilet provisions (above

min. service level) Minimum Service

Level and Above (subtotal) 49 853 50 235 50 272 50 383 51 119 Minimum Service

Level and Above (percentage) 68% 68% 63% 63% 63.3%

Sanitation/sewerage: (below minimum level)

Bucket toilet (No bucket system) 00 00 0.00 0.00 0.00

Other toilet provisions (below min. service

level) No toilet provisions Below Minimum

Service Level (sub( total farm dwellers) 29 707 29 607 29 607 29 647 29 617 Below Minimum

Service Level (percentage)

46% 40% 37% 35.8% 36.7%

Total households

64 560 73 670 79 879 80 0030 80 736

*Total number of households (including informal settlements) T 3.2.3


47

Access to Sanitation

Proportion of Households with Access to Sanitation

2015/2016 73 670 2016/2017 80030 2017/2018 80736


48

Waste Water (Sanitation) Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2016/2017 2017/2018 2018/2019

Target Actual Target Actual Target

Service Indicators*Previous

Year *Previous

Year *Current

Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) Provision of toilets within standard

Additional Households (HHs) provided with minimum sanitation during the year (Number of HHs remaining without minimum sanitation at year end) Informal settlements & farm dwellers

100

16 164

100

16 164

100

16 164

71

16 093

706

15 387

200

15 187

T 3.2.6


49

Employees ( Sanitation (Waste Water) Years 1 (2017) YEAR 0 (2018)



0(3 1 1 1 0 0

4(6 1 2 2 0 0

7(9 8 30 8 22 73

10(12 17 34 17 17 50

13(15 7 9 7 2 22

16(18 13 15 13 2 13

19(20 64 73 66 7 10

Total 111 164 114 50 30

Financial Performance : Sanitation Services

2017/2018

Details


Budget Adjustment


e to Budget

Total Operational Revenue R97,997,281 R79,725,327 R86,771,094 R87,873,659 10,2%

Expenditure:

Employees Rr36,176,324 R39,012,719 R38,691,816 R34,520,974 (11,5%)Repairs and Maintenance R5,729,276 R7,235,141 R7,048,623 R5,131,440 (29,1%)

Other R22,665,240 R26,009,758 R26,507,775 R20,731,381 (20,2%)Total Operational Expenditure R64,570,840 R72,257,618 R72,248,214 R60,383,794 (16,4%)Net Surplus/ (Deficit) R33,426,441 R7,467,709 R14,522,880 R27,489,864 268,1%

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

Actual. T 3.2.8


50

Capital Expenditure : Sanitation Services

R' 000

Capital Projects

2017/2018 Budget Adjustment

Budget Actual

Expenditure %

Variance from

adjusted budget

Total Project Value

Total All R 53,843,346 R27,023,350 R24,988,460 (7,5%)

Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...

R165,000 R 125,000 R 62,400 (50.1%) R 125,000

Replace Pumps (552/...)

R410,000 R 450,000 R353,546 (21.4%) R 450,000

Replace Equipment Kwaza WWTW (553/...)

R 400,000 R400,000 R 326,865 (18.3%) R400,000

Refurbish Blinkpan WWTW

R 150,000 R 150,000 R 118,497 (21.0%) R 150,000

Refurbish Komati WWTW (547/...)

R 180,000 R 300,000 R 155,716 (48.1%) R 300,000

Sewerage Connections (551/...)

R188,350 R 188,350 R 28,024 (85.1%) R 188,350

Rural Sanitation (547/...)

R 900,000 R2,280,000 R2,205,858 (3.3%) R2,280,000

Replace Boskrans WWTW Equipment (552/...)

R 150,000 R 150,000 R 10,600 (92.9%) R 150,000

Upgrade Boskrans Sewer Plant (552/...)

R9,999,996 R 3,082,734 R 2,470,216 (19.9%) R 3,082,734

Sanitation For Newtown X1A (550/...)

R162,500 R 162,500 0.0% R162,500

Upgrading sleeping quarters Presidents water (547/.

R 350,000 R 350,000 R345,228 (1.4%) R 350,000

Design & construction WWTW (547/...)

R 130,000 R 94,900 (27.0%) R 130,000

Sewerage Network X 33 (550/...)

R 700,000 R 1,100,000 R 545,294 (50.4%) R 1,100,000


51

Boskrans WWTW Phase 2 (552/...)

R40,000,000 R17,904,766 R17,904,766 0.0% R17,904,766

Outfall Sewer Lines Mall &German Dev (550/

R 250,000 R 250,000 R 204,050 (18.4%) R 250,000


COMMENT ON THE OVERALL PERFORMANCE OF SANITATION SERVICES

The aim is to ensure provision of new sanitation infrastructure while upgrading existing infrastructure. The department is serviced more than 400 stands in Newtown. In addition, 395 stands have also been serviced in Kwazamokuhle Ext 8, 170 stands in Rockdale, and 133 stands in Aerorand West. Planning for servicing of Kwamokuhle Extension 9 will be in the next financial year. Phase I upgrade of the Boskrans Waste Water Treatment Works has been completed. The new Inlet Works under Phase II upgrading was completed in November 2017, and commissioning of the works commenced in December 2017. T 3.2.10

3.3. ELECTRICITY

INTRODUCTION TO ELECTRICAL ENGINEERING

The Electrical Engineering Services Department is licensed to supply the following areas with electricity: Middelburg, Hendrina, Kwazamokuhle, Doornkop (Piet Tlou), Komati, Blinkpan, and Koornfontein. The structure of the department comprises the following divisions: Customer Services and Connections, Substation Automation, and Planning and Designs.

Customer Services and Connections Division’s functions are as follows:

Tariffs determination and management

Management of not more than 80A electrical connections and meters

Premises electrical installation safety compliance

Implementation of the Free Basic Electricity Policy

Streetlight maintenance

Substation Automation Division’s functions are as follows:

Management and implementation of all types of electrical maintenance

Operating in terms of the Operating Regulations for High Voltage Systems (ORHVS)


52

Continuity of supply, and safety of personnel and equipment

Preparations of annual reports in terms of NERSA requirements

Power outage management

Maintenance of Electrical Network and equipment

Planning and Design Division’s functions are as follows:

Implementation of capital projects

Preparation and approval of electrical designs

Compilation and implementation of IDP, Budget, and SDBIP

Project management

Management of the Supervisory Control and Data Acquisition (SCADA) system

The main planning strategies for the department are as follows:

Installation of bulk infrastructure to cater for services

Increasing the supply capacity of substations in response to increasing demand

Implementation of the Electricity master plan

Installation and upgrade of infrastructure and equipment to render a service

Providing infrastructure and connections to all new developments when required

Implementing the Free Basic Electricity Policy

Discouraging tampering by using real(time monitoring systems

Developing a policy and encouraging the utilisation of alternative energy

Contributing towards the mitigation of climate change impacts by reducing carbon emissions

In line with the above(listed strategies, the following were achieved:

Electrification of 100 stands in Kwazamokuhle Extension 8

Electrification of 200 Stands in Newtown

Infrastructure was upgraded by replacing meter boxes, replacement of an MV and LV cable in order to ensure reliability of power supply.

Installation of high masts in Mhluzi (x6) and (x3) in Kwazamokuhle Extension 8.

Upgrade of highmasts lights in Mhluzi, Kwazamokuhle and Newtown T 3.10.1


53

Electricity Service Delivery Levels Households

Description 2014/2015

2015/2016

2016/2017

2017/2018

Actual Actual Actual Actual No. No. No. No.

Energy: (above minimum level) Electricity (at least min. service level) 2 450 3 566 3 450 3 265Electricity – prepaid (min. service level) 37 857 37 380 37 066 36 891 Minimum Service Level and Above (subtotal) 40 307 40 946 40 516 40 958

Minimum Service Level and Above (percentage) 62.04% 55.79% 46.72% 51,43

Energy: (below minimum level) Electricity (<min. service level) 0 0 0 0Electricity – prepaid (<min. service level) 0 0 0 0Other energy sources 0 0 0 0

Below Minimum Service Level (subtotal) 0 0 0 0 Below Minimum Service Level (percentage) 0 0 0 0

Total number of households 64 971 73 395 76 715 79638 T 3.3.3


54

Electricity Service Policy Objectives Taken From IDP Service Objectives

Outline Service Targets 2016/2017 2017/2018 2018/19

Target Actual Target Actual TargetService

Indicators*Previous

Year *Previous

Year *Current

Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)To ensure the provision of affordable and sustainable basic services by upgrading existing infrastructure and providing new infrastructure To provide efficient and sustainable electricity supply to consumers throughout the municipal area

% of HHs with access to electricity in the licensed area 60.8%

(321 additional

household)

283 additional household

51,4% (450 additional household)

450

additional household



% of area outages successfully restored within 4 hours (other than equipment failure)

83% 81% 85% 75% 68% 75%% of area outages successfully restored within 12 hours (equipment failure, e.g. switchgear, mini(substations, transformers

75%

20% 80% 82%

No equipment

failure encountere

d during 2017/18 financial

year 82%5 of free basic services consumers regester for free basic electricity

100% 302 Consumer

s

100% 300 Consumer

s

126 Consumer

s

100%


55

Employees ( Electrical Services Years 1( (2017) YEAR 0 (2018)



0(3 3 4 4 0 0

4(6 6 7 5 2 29

7(9 34 37 34 3 8

10(12 17 19 18 1 5

13(15 1 1 1 0 0

16(18 17 19 18 1 5

19(20 29 29 25 4 14

Total 107 116 105 11 9

Financial Performance : Electricity Services

2017/2018

Details


Budget Adjustment


e to Budget


R556,122,250

R550,555,645

R555,925,668

R540,053,711 (1,9%)

Expenditure:

Employees

R39,696,580

R44,008,519

R44,999,922

R43,491,290 (1,2%) Repairs and Maintenance

R22,651,161

R27,017,772

R27,942,124

R23,033,060 (14,7%)

Other

R439,399,432

R461,438,268

R460,139,878

R446,313,680 (3,3%)Total Operational Expenditure

R501,747,173

R532,464,559

R533,081,924

R512,838,030 (3,6%)

Net Surplus/ (deficit)

R54,375,077

R18,091,086

R22,843,744

R27,215,682 50,4%



56

Capital Expenditure : Electricity Services

Capital Projects

2017/2018

Budget Adjustment Budget

Actual Expenditure

% Variance

from adjusted budget

Total Project Value

Total All R65,538,000 R70,772,992 R68,342,903 (3%)

RDP House connections Ntown/Kwaza/x24/x6 (700)

R 20,000 R20,000 (100%) R20,000

LV Replace Meter Kiosk W13 (700/...)

R200,000 R200,000 R190,618 (5%) R200,000

(MV Ring Main Units at Switching Gear W13 (700/...)

R1,200,000 R1,136,605 R1,130,205 (1%) R1,136,605

Network reinforcement Replace cables (700/...)

R4,021,822 R4,021,822 0% R4,021,822

MV Networks HT Links W17 (700/...)

R7,104,000 0%

( LV Upgrade Existing High Masts W17 (731/...)

R200,000 R320,000 R309,297 (3%) R320,000

( LV Electrical Connections Prepaid (710/...)

R1,650,000 R1,650,000 R1,552,208 (6%) R1,650,000

MV Networks Bulk Connections Ward 23 (700/...)

R400,000 (100%) R400,000

(HV Feasibility Study Verdoorn S/station (700/...)

R500,000 0%

Electrical Connections Bulk (710/...)

R800,000 R2,380,000 R1,966,848 (17%) R2,380,000


R240,000 R240,000 0% R240,000


R5,736,000 R34,227,319 R34,222,484 0% R34,227,319


R1,236,000 0%


R100,000 R160,000 R160,000 0% R160,000


57


R200,000 R480,000 R480,000 0% R480,000


R100,000 R160,000 R160,000 0% R160,000


R400,000 R800,000 R799,979 0% R800,000


R300,000 R320,000 R320,000 0% R320,000

( MV Replace Mini Substations W15 (700/...)

R3,650,000 R3,010,447 R3,009,506 0% R3,010,447

( LV Electrical Connections Bulk Whole Mun(710/...)

R413,000 R413,000 (100%) R413,000

LV Networks Electrification Kwaza x8 W3 (700/...)

R1,029,132 R1,029,132 0% R1,029,132

Replace Furniture & Equipment (700/...)

R30,000 R32,800 R30,293 (8%) R32,800

Fencing Outdoor Equipment (700/...)

R85,000 R85,000 R82,736 (3%) R85,000

Feasibility Study Upgrade lang S/station (700/...)

R380,000 0%

Replace Equipment (700/...)

R230,000 R322,200 R286,136 (11%) R322,200

Hendrina substation W3 (700/...)

R400,000 0%

LV Networks Replace Stolen Services (700/...)

R200,000 R200,000 (100%) R200,000

ASCO LV Cables (700/...)

R400,000 0%

( MV Replace Stolen Services (700/...)

R400,000 R400,000 (100%) R400,000

( LV Streetlights Main Entrances ( W14 (731/...)

R1,200,000 0%

LV Highmasts Low income areas W2 (731/...)

R750,000 R1,010,002 R1,010,002 0% R1,010,002

LV Highmasts Low Income Areas W24 (731/...)

R500,000 R330,000 R330,000 0% R330,000


R750,000 R660,000 R660,000 0% R660,000


58


R1,000,000 R999,990 R999,990 0% R999,990

( MV Replace Cables W11 (700/...)

R8,000,000 0%

LV Streetlights install additional fittingsW21(731)

R260,000 R243,458 (6%) R260,000

MV Networks Electrification Newtown W27 (700/...)

R4,850,000 R2,978,627 R2,978,626 0% R2,978,627

LV Networks Electrification Newtown W27 (700/...)

R2,067,080 R1,887,111 (9%) R2,067,080

( LV Mhluzi Cables W18 (700/...)

R400,000 0%

Replace 88KV Cable (700/...)

R500,000 0%

Replace Stolen Services (Streetlights) (700/...)

R100,000 R100,000 R38,485 (62% R100,000

( MV Replace Faulty Equipment (700/...)

R1,100,000 R4,177,257 R4,177,256 0% R4,177,257

New intake substation W3 (700/...)

R400,000 0%

Electrical Software Programme (700/...)

R250,000 R155,000 (100%)) R155,000

MV Switching station Newtown W17 (700/...)

R2,880,000 R3,149,151 R3,149,151 0% R3,149,151

MV Networks Bulk Connections W23 (700/...)

R7,356,000 0%


R5,748,000 0%


R1,620,000 0%

MV Networks Electrification Kwaza x8 W3 (700/...

R2,200,000 R2,877,560 R2,877,560 0% R2,877,560



59

COMMENT ON THE OVERALL PERFORMANCE OF ELECTRICITY SERVICES

In line with the above(listed strategies, the following were achieved:

Electrification of 100 stands in Kwazamokuhle Extension 1

Electrification of 200 Stands and provision of link in Newtown

Infrastructure was upgraded by replacing meter boxes, replacement of an MV and LV cable in order to ensure reliability of power supply.

Installation of high masts in Mhluzi (x6) and (x3) in Kwazamokuhle Extension 8.Installation of streetlights in Dr Mandela Road.

Upgrade of streetlights Newtown, Mhluzi and Kwazamokuhle

3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE

COLLECTIONS, WASTE DISPOSAL, STREET CLEANING, AND RECYCLING)

INTRODUCTION TO ENVIRONMENTAL AND WASTE MANAGEMENT

Waste removal service

The total number of households with access to waste removal services is 73939, which brings the total percentage of households with access to waste removal service to 85.26%. The Municipal service extends to all Municipal towns and Eskom towns but excludes the mining towns – which are self(serviced – Somaphepha, Mafube, and rural areas. Waste removal service is also provided at Kranspoort and Sikhululiwe Village using a communal waste storage facility or bins. The Middelburg area is experiencing spatial growth, both residential and business areas. As a result, the current departmental resources are under pressure to meet the demand for waste collection.

The garden waste removal service is provided through private contractors, and a total of about 20876 households are beneficiaries of the project with a total budget of about R11 Million. The service will be maintained in the following areas within the Municipality during the 2018/2019 financial year: Mhluzi, Hlalamnandi, Nasaret, Middelburg Ext 24, and Rockdale.

The street cleaning and clearing of illegal dumping

The street cleaning and clearing of illegal dumping services is done by permanent and temporary employees for all the streets in towns, main entrances, and open spaces. Temporary employees are appointed to assist with street cleaning services. The garden service project incorporates street cleaning in certain identified areas. The clearing of illegal dumping is done through Municipal officials and private contractors.


60

Waste storage and disposal

Currently, there are nine (9) waste transfer stations within the Municipality which are located in Hendrina, Komati, Rietkuil, Doornkop, Dennisig, Rockdale, Middelburg Ext 49, Sikhululiwe and Bankfontein. There is one class B permitted landfill site in Middelburg. The Middelburg landfill site was extended due to the challenge experienced with the spatial growth and lack of air space at the landfill site. Construction of about 9 160m2 disposal cell was done in the 2017/2018 financial year through MIG funds.

Recycling

There only is one buy(back centre in Mhluzi, and reclamation activities are taking place at the landfill site in Middelburg. A total of 1903 tons of recyclables were processed at the Buy back centre and a total of 6505 tons were reclaimed at the landfill site for 2017/18 finacial year. The Municipality also has a database of informal recyclers within the Municipal area.

Environmental education and awareness

A total of 12 awareness campaigns were conducted during the course of the financial year.

Measures taken to improve performance include the acquisition of additional equipment (three rear(end loading compactors) annually and appointment of additional personnel to meet the increasing demand for waste management services. They also include the introduction of the garden waste removal service which is incorporated with street cleaning in historically disadvantaged areas; five companies were appointed for a period of 12 months and the contract was extended with few months.

All indigent households, including those at informal settlements (Newtown), are provided with a kerbside waste collection service at least once a week. Where there is no kerbside waste collection services, bulk containers are provided in certain areas at strategic points for collection by the Municipality.


61

Solid Waste Service Delivery Levels Households

Description 2016/2017 2016/2017 2017/2018

Solid Waste Removal: (Minimum level)

Removed at least once a week 62284 67086 73939

Minimum Service Level and Above (subtotal) 62284 67086 73939

Minimum Service Level and Above (percentage) 95.86% 77.4 % 85.26%

Solid Waste Removal: (Below minimum level) Removed less frequently than once a week Using communal waste dump Using own waste dump Other rubbish disposal No rubbish disposal 2687 19627 12774

Below Minimum Service Level (subtotal) 2687 19627 12774

Below Minimum Service Level (percentage) 4.14 22.6% 14.74%

Total number of households 64 971 86713 86713

T 3.4.2

Waste Management Service Policy Objectives Taken From IDP

Service Objectives Outline Service Targets

2016/2017 2017/2018 2018/2019 Target Actual Target Actual

Service Indicators *Previous Year

*Previous Year

*Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To ensure a clean and healthy environment through the provision of regular waste removal services to existing and new developments *% of HHs with access to solid waste removal services

HHs with access to waste removal services by June 2018

96.3% 64971 of HH with waste removal service by June 2017

62284 of HH with access to solid waste removal services by June 2017 additional of 69 HH, 0.1% increase 95.86%.

96.3% 64971 of HH with waste removal service by June 2017

85.38% of HH with access to solid waste removal services (0.46% (400) additional) serviced by June 2018

85.26% of HH with access to solid waste removal services (295 additional) by June 2018

85.38% of HH with access to solid waste removal services (0.46% (400) additional) serviced by June 2018

% of additional commercial, institutional, and industrial centres with access to solid waste removal services

additional commercial, institutional, and industrial centres serviced by June 2018

4 Additional commercial centres to be serviced by June 2017.

2 additional commercial centres serviced by June 2017

4 Additional commercial centres to be serviced by June 2017.

04 new businesses with access to solid waste removal services buy June 2018

04 new businesses with access to solid waste removal services by June 2018

04 new businesses with access to solid waste removal services by June 2018

Number of households provided with garden waste services

HHs provided with garden waste services

20876 HH Maintained with garden waste removal services by June 2017

20876 HH maintained with Garden waste removal services by June 2017


20876 existing HH maintained with garden waste removal services by June 2018




63





*Previous Year

*Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) % compliance with permit conditions (Landfill site)

compliance with permit conditions

78% compliance with permit conditions by June 2017


92.2 % Compliance with permit conditions as at 31 March 2017

93% compliance with permit conditions by 2018

80% compliance with permit conditions by 2018


% compliance with permit conditions (Transfer stations)

compliance with permit conditions and standards

Report not available at a time of reporting



70 % compliance with permit conditions by June 2018

52.75 % compliance with permit conditions by June 2018

70 % compliance with permit conditions by June 2018

% progress towards feasibility of a new landfill site

progress towards feasibility of a new landfill site by June 2018

Project completed

Project completed

Project completed

Project completed

Project completed

Not targeted

To ensure maintenance of greenest municipality status

Number of GMC reports submitted to Province

GMC reports submitted to Province

4 reports submitted to Province

4 reports submitted to Province by June 2017

4 reports submitted to Province by June 2017

4 reports submitted to province by June 2018



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


64





*Previous Year

*Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) Number of waste minimization projects

waste minimization projects established by June 2018

1 waste minimisation project established by June 2017



1 Waste minimization project implemented in partnership with private organisations by June 2018

1 Waste minimization project implemented in partnership with Coca Cola Beverages South Africa by June 2018

1 Waste minimization project implemented in partnership with private organisations by June 2018

To contribute towards the growth of the green economy through implementation of waste projects Number of Full Time Equivalent (FTE) jobs created to improve the level of employment

FTEs created by the end of June 2018

80 FTE’s jobs created in the waste sector by end of June 2017

131.59 FTE’s jobs created in the waste sector by end of June 2017



148.53 FTE’s jobs were created in the waste section by June 2018


To ensure that people are aware of the impact of waste on their health, well(being, and the environment


65





*Previous Year

*Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) Number of environmental awareness campaigns conducted

Awareness campaigns to be conducted by June 2018

12 Awareness

campaigns to be conducted by June 2017

64 environme

ntal awareness campaigns conducted June 2017

12 awareness campaigns to be conducted by June 2017

12 environmental public participation sessions conducted in 5 public areas, 4 schools and 3 wards by June 2018

12 environmental public participation sessions conducted by June 2018

12 environmental public participation sessions conducted in 5 public areas, 4 schools and 3 wards by June 2018

Employees ( Solid Waste Management Years 1( (2017) YEAR 0 (2018)



0(3 1 1 1 0 04(6 2 2 2 1 507(9 2 2 2 0 010(12 7 7 7 1 1413(15 22 23 21 2 916(18 9 10 9 1 1019(20 151 156 151 5 3

Total 194 201 193 10 5

Financial Performance : Solid Waste Management

Services

2017/2018

Details


Budget Adjustment


e to Budget


R93,311,909

R98,561,283

R101,617,438

R101,202,339

3%

Expenditure:

Employees

R42,027,072

R48,598,773

R47,769,211

R46,710,832 (4%)

Repairs and Maintenance

R3,315,210

R3,567,221

R3,230,869

R2,762,931

(23%)

Other

R33,143,289

R34,789,629

R35,716,072

R33,267,387(4%)

Total Operational Expenditure

R78,485,572

R86,955,623

R86,716,152

R85,741,150

(1%)


R14,826,337

R11,605,660

R14,901,286

R15,461,189

33%



67

Capital Expenditure : Waste Management Services

Capital Projects


Budget Actual

Expenditure % Variance


Total Project Value

Total All R

12,605,000 R

14,380,023 R

14,256,826 (1%)

New LDV

(420/...) R

500,000 R

987,775 R

319,500 (68%)

R 987,775

Replace 1.75 Cub Meter Container

(420/...)

R 165,000

R 160,204

R 142,989

(11%) R

160,204

Replace Street Bins (420/...)

R 80,000

R 80,000

R 67,850

(15%) R

80,000 New Skip

Loader Truck (420/...)

R

1,524,633 R

1,524,633 0%

R 1,524,633

6m3 Tipper truck (420/...)

R 1,450,000

R 1,232,650

R 1,221,350

(1%) R

1,232,650 20.5m3 Refuse

compactor (420/...)

R 3,500,000

R 3,271,900

R 3,271,900

0% R

3,271,900

Upgrade Waste Transfer Station

Hendrina (422/...)

R 200,000

R 171,050

R 171,050

0% R

171,050

Extend Middelburg Landfill Site

(430/...)

R 6,000,000

R 5,949,994

R 5,949,994

0% R

5,949,994

New Trailer For Containers

(420/...)

R 500,000

R 500,000

R 392,150

(22%) R

500,000

Guardhouse Rietkuil Waste Transf Station

(422/...)

R 70,000

0%

Palisade Gate Dennesig

Waste Transf Station (422/)

R 140,000

R 119,500

R 119,500

0% R

119,500

Replace Street bins (420/...)

R

150,000 R

128,700 (14%)

Guardhouse Rietkuil Waste

Transfer station (422/...

R

232,317 R

222,233 R

150,000


68

Rehablitation Landfill Site:

430

R 724,977

R 232,317

R 724,977


COMMENT ON THE OVERALL PERFORMANCE OF ENVIRONMENTAL AND WASTE

MANAGEMENT

Waste collection: An additional 295 HHs were provided with the waste collection service and 04 new businesses were serviced in 2017/18.The department is aiming to increase access to waste removal services by 400 HH and 4 businesses in 2018/2019 financial year. The service is also inundated with challenges posed by inadequate resources and an aging fleet and the rate at which the development is growing. To address these challenges, a detailed investigation will be carried out to ascertain the status quo and make recommendations for improvement.

In addition, the Municipality will be replacing the aged fleet every year. The department will maintain garden waste services at 20 876 in the 2018/2019 financial year. The service could not be extended to other areas due to shortage of resources. The Municipality is investigating alternative methods of providing the service that can include the collection of garden waste.

Street cleaning service: Street cleaning was done by own and temporary personnel through the EPWP programme. 10 temporary personnel were appointed for street cleaning. Street cleaning and litter picking is also done by garden waste contractors. The Shortage of staff is making it difficult to maintain the Town, open spaces, parks and streets clean at all times.

Illegal dumping: The clearing of illegal dumping is done through Municipal officials and private contractors. The Municipality is failing to keep the area clean and free of illegal dumping due to shortage of resources. Awareness campaigns are conducted as per the Departmental schedule in order make people aware of the impacts and consequences of illegal dumping. Illegal dumping within the Municipal area is increasing at an alarming rate.

Waste storage and disposal facilities: Currently, there are nine (9) waste transfer stations within the Municipality which are located in Hendrina, Komati, Rietkuil, Doornkop, Dennisig, Rockdale, Middelburg Ext 49, Sikhululiwe and Bankfontein. There is one class B permitted landfill site in Middelburg. The Middelburg landfill site was extended due to the challenge experienced with the spatial growth and lack of air space at the landfill site.

The absence of a landfill site in Hendrina increases transport costs for the disposal of waste in Middelburg landfill. There is a need for a landfill site to cater for Hendrina and surrounding areas. Middelburg landfill site has an airspace of approximately 6 years. Investigation is currently underway for the establishment of landfill sites in Hendrina and Middelburg.


69

The closure of Eskom disposal site in Rietkuil has put a lot of pressure on the transfer station and also increase illegal dumping in the area. The transfer station does not have a capacity to handle the quantities of incoming waste. Investigation is being done to upgrade the existing transfer station or to establish a bigger facility.

There is a need to establish waste transfer stations in areas such as Presidentrust and Kranspoort to reduce the haulage costs for the disposal of waste at Middelburg landfill site.

Awareness and waste minimization programmes: Twelve (12) awareness campaigns were done in the 2017/2018 financial year. One waste minimization project was done in partnership with Coca(Cola Beverages South Africa. Waste minimization project is planned to be implemented at Sikhululiwe waste transfer station. There is a need for buy back in Hendrina and a material reclamation facility in Middelburg to improve recycling.

3.5. HOUSING

INTRODUTION TO HOUSING SERVICES

Steve Tshwete Local Municipality subscribes to the notion of integrated and sustainable human settlements. Therefore the identification and acquisition of well(located land, adequate access to municipal services, social and economic annuities including transport services continued to be the key determinant to achieve high levels of integration and sustainable human settlements. Steve Tshwete Local Municipality was granted level 2 accreditation status therefore imply that the Municipality is expected to perform Level 1 accreditation functions which entail beneficiary management, subsidy budget planning and allocation and Level 2 accreditation functions which entail full programme and project management in addition to the level 1 accreditation functions. In the 2016/2017 financial year 525 housing opportunities have been allocated to qualifying beneficiaries. Subsequently in the 2017/2018 financial year 316 housing opportunities have been allocated to qualifying beneficiaries. It is important to highlight: that the number of housing opportunities per financial year is directly dependent on the number of housing subsidies approved. Perhaps it is also relevant to state that 1389 housing beneficiaries have benefitted from the housing consumer education programme through one on one sessions and interactive workshops during the year under review. Further to the above, the inter(governmental framework that advocates cooperation and collaboration amongst the different spheres of Government to deliver services that the citizenry is entitled to is very critical to promote efficient and effective housing delivery. As a result the Municipality has not experienced community upheavals due to fair administrative practises and strict adherence to transparency. However the mismatch between housing delivery and housing demands continues to be a source for grave concern for the Municipality in general and the Department of Human Settlements in particular. It is also worth mentioning that the private sector enterprises (e.g. South32 Coal, Exxaro Coal and Wescoal Mining) contribution


70

to reduce the backlog through their social labour plans initiatives has been noted with the greatest commendation. The Municipality has been actively participating in the processes that led to the development and publishing of the Human Settlements white paper that would eventually lead to the promulgation of the Human Settlements Act in the near future.

T 3.5.2

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

(including in formal and informal settlements)

Households in formal settlements

Percentage of HHs in formal settlements

2015/2016 66 799 55 759 83.4% 2016/2017 86 713 71 022 81,9% 2017/2018 86 714 71.338 82%

T 3.5.2


71

Housing Service Policy Objectives Taken From IDP Service Objectives Outline Service

Targets 2016/2017 2017/2018 2018/2019



Year*Previous

Year*Current

Year*Current

Year(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)

To provide safety and security to human life To ensure effective coordination and implementation of housing provision

Number of consumers educated

1 000 1 880 1 880 500 316 500

To prevent illegal occupation of land

Number of notices issued 100 127 127

100 110 110

Number of illegal structures demolished

10 72 72 20 19 20

T 3.5.3


72

Employees ( Housing Years 1( (2017) YEAR 0 (2018)



0(3 1 1 1 0 04(6 2 2 2 0 07(9 4 5 5 0 010(12 19 22 19 3 1413(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0

Total 26 30 27 3 10

Financial Performance : Housing Services

2017/2018

R'000

Details


Budget Adjustment

Budget Actual Variance

to Budget


R318,229

R1,500

R742,274

R558,073

37105%

Expenditure:

Employees

R9,739,324

R11,889,833

R10,784,006

R9,869,265 (17%


R879,519

R232,555

R344,558

R202,804

(13%)

Other

R1,697,269

R1,968,386

R2,234,421

R979,420 (50%)


R12,316,112

R14,090,774

R13,362,985

R11,051,488

(22%)


(R11,997,883)

(R14,089,274)

(R12,620,711)

(R10,493,416

(26%)


Capital Expenditure : Housing Services

Capital Projects


Budget Actual

Expenditure %

Variance from

adjusted budget

Total Project Value

Total All R365,000 R 1,059,000 R 1,016,655 (4%)


73

Replace motorbikes (460/...)

R365,000 R 365,000 R 326,955 (10%) R 365,000

New LDV (454/...)

R 332,000 R 330,500 0% R 332,000

New LDV (454/...)

R 332,000 R 330,500 0% R 332,000

New Sign Boards (452/...)

R 30,000 R 28,700 (4%) R 30,000


COMMENT ON THE OVERALL PERFORMANCE OF HOUSING SERVICES The Department of Housing Services overall performance for 2017/2018 financial year is satisfactory. However serious delays by to hand over houses caused by procurement challenges in some of the projects hampered the housing delivery performance. In order to avert unnecessary community protests that generally happen due to lack of information the Department resolved to upscale the implementation of housing consumer education initiatives It must be borne in mind that STLM is implementing all National and Provincial programmes delegated to the Municipality in terms of the as for the Municipality Accreditation framework developed by the National Department of Human Settlements

3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT

INTRODUCTION TO FREE BASIC SERVICES AND INDIGENT SUPPORT

The purpose of the indigent policy is to implement the national initiative to improve the lives of indigents and to improve access to free basic services. The policy is aimed at providing a social safety net to relieve poverty within communities.

The indigent policy has three (3) parts, namely:

physical access to the municipal services;

functional and maintenance of services provided; and

access to services must be properly targeted.

The Council does not have a social welfare division to keep a register of and to evaluate all applications for indigent support. A control system linked to the demand for electricity current (circuit breaker size) must be operated and maintained. This means that all residential consumers for whom it is possible to receive electricity current limited to and controlled by a 20(amp circuit breaker qualify for the free services.


74

The following free basic services are provided to qualifying indigents:

50 kWh (units) of free basic electricity per month

10 kL of free water per month

100% rebate on assessment rates

the waste removal rate in respect of indigents, which will be fully discounted

the sewerage rate in respect of indigents, which will be fully discounted

T 3.6.1

YEAR Free Basic Water

Free Basic Sanitation

Free Basic Electricity

Free Basic Refuse

2014/2015 13,783

17,730

16,237

17,286

2015/2016 14,326

18,107

16,801

17,642

2016/2017 14,452

17,738

16,707

17,227

2017/2018 14,220 18,090 16,473 17,581

-

2 000

4 000

6 000

8 000

10 000

12 000

14 000

16 000

18 000

20 000

Free Basic Water Free Basic Sanitation Free Basic Electricity Free Basic Refuse

Hou

seho

lds

('000

)

Free Basic Household Services

2014/2015

2015/2016

2016/2017

2017/2018

Data sourced from MBRR A10


75

Free Basic Service Policy Objectives Taken From IDP Service Objectives

Outline Service Targets

2016/2017 2017/18


Service Indicators

*Previous

Year

*Previous

Year *Current

Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) Provision of alternative support to low(income households that receive all free basic services

Number of indigent households

18 000

17 738 18 000 18 000 18 090 18 000

T 3.6.5

Financial Performance : Cost to Municipality of Free Basic Services Delivered

2017/2018

Services Delivered

2016/2017 2017/2018 Actual Budget Adjustment


e to Budget

Water

R26,575,466

R29,522,124

R24,243,461

R22,123,474 (25%)

Waste Water (Sanitation)

R17,822,580

R20,025,800

R20,206,784

R20,336,703

2%

Electricity

R8,061,524

R8,827,932

R8,227,932

R8,004,498 (9%)

Waste Management (Solid Waste)

R22,590,691

R24,769,835

R25,283,674

R25,436,846

3%

Total

R75,050,261

R83,145,691

R77,961,851

75,901,521 (9%)

T 3.6.4

COMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT

The municipality has a self(managing indigent support system where indigent residents decide for themselves whether they will be able to manage with only a 20(amp electricity supply. The number of indigents decreased during the year by 369 to 17 738 mainly due to the review of the indigent register to remove those that do not qualify for the support. Indigent relief is annually provided from an equitable share to the amount of R70.1 million. T 3.6.6

COMPONENT B: ROAD TRANSPORT AND STORM WATER DRAINAGE


76

This component includes roads and waste water (storm water drainage).

3.7. ROADS

INTRODUCTION TO ROADS

The strategy is to ensure the provision of road infrastructure and storm water infrastructure while upgrading existing infrastructure in all new developments and existing areas as well as maintaining existing roads. The current baseline is at 77.45 km of new roads constructed through capital budget funding. Municipal funds are utilized for the construction of roads in middle( and high(income areas, while the MIG is utilised for construction of new roads in low(income areas. T 3.7.1

Gravel Road Infrastructure Kilometres

Total gravel roads

New gravel roads constructed

Gravel roads upgraded to tar

Gravel roads graded/maintained

2015/2016 174.64 0 7.56 186.772016/2017 162.44 3.96 7.51 190.402017/2018 153.77 0 8.67 220.26 T 3.7.2

Tarred Road Infrastructure

Kilometres

Total tarred roads

New tar roads

Existing tar roads re(tarred *(rebuild roads)

Existing tar roads re(sheeted

*(resealed roads)

Tar roads maintained

2015/2016 653.81 7.563 0.00 9.33

2016/2017 668.07 7.511 0.28 7.08

2017/2018 696.74 8.674 0.459 22.086 T 3.7.3

Cost of Construction/Maintenance

Gravel Tar

New Gravel – Tar Maintained New Reworked Maintained 2015/2016 R37 447 830 R812 220 R37 447 8302016/2017 R60 000 R48 745 899 R39 758 339 R2 250 000 R9 700 0002017/2018 R51 288 920 R51 288 920 R3 210 000 R12 000 000.00 T 3.7.4


77

Road Service Policy Objectives Taken From IDPService Objectives


2016/2017 2017/2018 2018/2019

Target Actual Target Actual Service

Indicators *Previous

Year *Previous

Year *Current

Year *Current

Year (i) (ii) (iii) (iv) (v) (vi) (vii) (viii)

To ensure provision of affordable and sustainable basic services by upgrading existing infrastructure and providing new infrastructure To ensure the provision of new roads and storm water infrastructure while upgrading existing infrastructure

kms of newly tarred roads constructed kms of new storm water systems constructed

7.00

4.00

7.51

5.82

7.00

4.00

7.00

4.00

8..674

7.735

7 4

kms of gravel roads graded and bladed 150.00 194.40 150 150 220.26 150


78

Employees ( Roads and Stormwater Years 1( (2017) YEAR 0 (2018)



0(3 1 3 2 1 33

4(6 3 3 3 0 0

7(9 3 4 4 0 0

10(12 8 7 6 1 14

13(15 5 4 4 0 0

16(18 7 7 6 1 14

19(20 62 73 69 4 5

Total 89 101 94 7 7

Financial Performance : Road Services

2017/2018

Details


Budget Adjustment


e to Budget


R21,375,420

R16,933,695

R26,520,222

R26,497,201

56%

Expenditure:

Employees

R16,195,734

R21,130,078

R22,155,001

R21,457,903 2%


R3,622,592

R5,414,422

R5,422,096

R5,068,236

(6%)

Other

R55,091,887

R61,899,990

R61,079,201

R46,458,890 (25%)


R74,910,213

R88,444,490

R88,656,299

R72,985,030

(17%)


(R53,534,793)

(R71,510,795)

(R62,136,077)

(R46,487,829)

(35%)



79

Capital Expenditure : Road Services

Capital Projects


Budget Actual

Expenditure %

Variance from adjuste

d budget

Total Project Value

Total All R56,638,920 R 69,485,249 R 69,376,397 0%

Paving & Kerbs Hendrina & Kwaza W1(542/...)

R 200,000 R 200,000 R 193,196 (3%) R 200,000

Roads Middelburg Replace Road Barriers (540/...)

R 100,000 R

100,000 R 98,780 (1%)

R 100,000

Upgrade Bridges (540/...)

R 200,000 R 200,000 R 199,046 0% R 200,000

Roads Aerorand West W12(540/...)

R 12,000,000 R 13,370,000 R 13,369,924 0% R 13,370,000

Paving & Kerbs Villages & Rural W4(543/...)

R 200,000 R 200,000 R 193,366 (3%0 R 200,000

Replace Paving & Kerbs (540/...)

R 250,000 R 250,000 R 249,899 0% R 250,000

( Roads New Taxi Laybyes W1 (540/...)

R 100,000 R 100,000 R 99,273 (1%) R 100,000

Roads Hendrina W3(542/...)

R 2,200,000 R 2,110,000 R 2,105,938 0% R 2,110,000


R 100,000 R 100,000 R 99,273 (1%) R 100,000


R 100,000 R 100,000 R 99,273 (1%) R 100,000

(Roads Middelburg Reseal Roads M/burg W17 (540/...)

R 500,000 R 311,778 R 311,778 0% R 311,778

( Reseal Roads Hendrina/Kwaza Ward 2 (542/...)

R 300,000 R 296,539 R 296,539 0% R 296,539

Reseal Roads Rural & Eskom Towns (543/...)

R 1,500,000 R 1,532,506 R 1,532,505 0% R 1,532,506


R 170,000 R 155,000 R 154,420 0% R 155,000

(Roads Middelburg

R 500,000 R 179,003 R 179,003 0% R 179,003


80

Reseal Roads M/burg W20 (540/...) (Roads Middelburg Reseal Roads M/burg W21 (540/...)

R 500,000 R 374,345 R 374,345 0% R 374,345


R 1,200,000 R 185,881 R 185,801 0% R 185,881


R 500,000 R 887,650 R 887,649 0% R 887,650


R 1,200,000 R 2,133,654 R 2,133,654 0% R 2,133,654


R 500,000 R 283,048 R 283,047 0% R 283,048


R 500,000 R 1,612,539 R 1,612,539 0% R 1,612,539


R 500,000 R 142,690 R 142,690 0% R 142,690

( Roads Middelburg Reseal Roads M/burg W8 (540/...)

R 500,000 R 308,390 R 308,390 0% R 308,390


R 500,000 R 1,058,107 R 1,048,106 (1%) R 1,058,107


R 500,000 0%


81


R 1,100,000 R 794,345 R 794,171 0% R 794,345


R 500,000 R 398,681 R 398,681 0% R 398,681


R 700,000 R 665,324 R 633,249 (5%) R 665,324


R 500,000 R 499,541 R 473,645 (5%) R 499,541

Middelburg Reseal Roads W28

R 110,150 R 92,221 (16%) R 110,150

Middelburg Reseal Roads W19 (540/...)

R 225,829 R 221,557 (2%) R 225,829

Edge Beams( Primary/Secondary Routes (540/...)

R 250,000 R 250,000 R 250,000 0% R 250,000

Roads Middelburg Rebuild Roads M/burg (540/...)

R 3,000,000 0%

Roads Rebuild M/burg W19 (540/...)

R 3,210,000 R 3,209,899 0% R 3,210,000

Roads Presidentsrus (543/...)

R 3,000,000 R 3,195,000 R 3,194,882 0% R 3,195,000

New Equipment (542/...)

R 20,000 R 24,772 R 24,772 0% R 24,772

Paving & Kerbs Low income areas (540)

R 1,270,000 R 1,270,000 R 1,269,742 0% R 1,270,000

( Roads & Stormwater Low Income Areas W28 (540/...)

R 3,000,000 R 4,114,054 R 4,114,054 0% R 4,114,054


R 3,000,000 R 9,238,208 R 9,238,208 0% R 9,238,208


R 2,000,000 R 8,143,884 R 8,143,884 0% R 8,143,884

( Roads & Stormwater Low

R 1,000,000 R 3,114,903 R 3,114,903 0% R 3,114,903


82

Income Areas W1 (540/...) Roads & Stormwater Low Income Areas W23 (540/...)

R 2,419,720 0%

Upgrade Taxi Ranks Middelburg (557/...)

R 800,000 0%

Replacement Machinery & Equipment (540/...)

R 90,000 R 100,228 R 105,472 5% R 100,228

Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...)

R 60,000 R 60,000 R 59,927 0% R 60,000


R 40,000 R 40,000 R 39,893 0% R 40,000


R 40,000 R 40,000 R 39,894 0% R 40,000


R 20,000 R 20,000 R 19,999 0% R 20,000


R 20,000 R 20,000 R 19,999 0% R 20,000


R 60,000 R 60,000 R 59,926 0% R 60,000


R 40,000 R 40,000 R 39,894 0% R 40,000


R 20,000 R 20,000 R 19,999 0% R 20,000

Upgrade Parking Area Civic Centre W11(540/...)

R 1,200,000 R 1,200,000 R 1,199,900 0% R 1,200,000

Roads x18 Hope City W11(540/...)

R 7,669,200

R 6,439,200 R

6,439,192 0% R 6,439,200



83

COMMENT ON THE OVERALL PERFORMANCE OF ROADS

A total of 7.51 km of new roads in the MP313 area were constructed using municipal capital funds and MIG funds as per the forecast budget. The priority is to construct roads in newly developed areas such as Aerorand, Middelburg Ext 18, Mhluzi, Tokologo, Middelburg Ext 24, Rockdale, Hendrina, and Kwazamokuhle, Kranspoort areas. Challenges arise from the influx of heavy vehicles using the internal roads for access to the main roads such as the N11 to Hendrina and Groblersdal and R555 Emalahleni to Stoffberg and R35 to Bethal and R104 to Belfast. The high volume of heavy vehicles passing through Hendrina to Ermelo, Carolina, and Bethal from provincial and national roads is challenge that is also faced at Hendrina.

T 3.7.10

3.8. WASTE WATER (STORM WATER DRAINAGE)

INTRODUCTION TO STORM WATER DRAINAGE

Storm water drainage is installed with every new road constructed. For the 2017/2018 financial year, 7.735km of new storm water drainage was installed. The storm water in low(income areas is funded by the MIG. Middle( income and high(income areas are funded from the Council’s own capital budget. In the informal settlements, gravel V(drains are constructed as and when required. T 3.9.1

Storm Water Infrastructure Kilometres

Total Storm water measures

New Storm water measures

Storm water measures upgraded

Storm water measures

maintained 2015/2016 318.70 3.83 0 352016/2017 322.53 5.82 0 328.352017/2018 328.35 7.735 0 336.08

T 3.9.2

Cost of Construction/Maintenance Storm Water Measures New Upgraded Maintained 2015/2016 R10 375 226 0 R300 0002016/2017 R14 676 736 0 R420 0002017/2018 R14 818 635 0 R0

T 3.9.3

Storm Water Policy Objectives Taken From IDP Service Objectives Outline

Service Targets

2016/2017 2017/2018 2018/2019

Target Actual Target Actual

Service Indicators

*Previous

Year

*Previous Year

*Current Year

*Current Year


84

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To ensure provision of new roads and storm water infrastructure while upgrading existing infrastructure To ensure the provision of new roads and storm water infrastructure while upgrading existing infrastructure

Kilometers of storm water drainage systems constructed

4 5.82 4 4 7.735 4

Financial Performance :

Road Services 2017/2018

R'000

Details


Budget Adjustment


e to Budget


R21,375,420

R16,933,695

R26,520,222

R26,497,201

56%

Expenditure:

Employees

R16,195,734

R21,130,078

R22,155,001

R21,457,903 2%


R3,622,592

R5,414,422

R5,422,096

R5,068,236

(6%)

Other

R55,091,887

R61,899,990

R61,079,201

R46,458,890 (25%)


R74,910,213

R88,444,490

R88,656,299

R72,985,030

(17%)

Net Operational Expenditure

(R53,534,793)

(R71,510,795)

(R62,136,077)

(R46,487,829)

(35%)


Capital Expenditure : Stormwater Services

Capital Projects


Budget Actual

Expenditure %


d budget

Total Project Value

Total All R 15,080,000 R 14,818,653 R 14,807,188 0%

Stormwater Kwaza x2 (542/...)

R 600,000 R 600,000 R 598,880 0% R 600,000


85

Subsurface Drains Hendrina/Kwaza (542/...))

R 350,000 R 350,000 R 348,470 0% R 350,000

Stormwater Villages (543/...)

R 500,000 R 500,000 R 498,650 0% R 500,000

Stormwater Aerorand West (540/...)

R 6,000,000 R 6,000,000 R 5,999,915 0% R 6,000,000

Stormwater Middelburg/Mhluzi W27 (540/...)

R 700,000 0%


R 350,000 R 1,050,000 R 1,049,114 0% R 1,050,000


R 700,000 0%

Stormwater Hendrina (542/...)

R 630,000 R 510,000 R 508,204 0% R 510,000

Stormwater Presidentsrus (543/...)

R 750,000 R 750,000 R 745,795 (1%) R 750,000

Stormwater Middelburg x18 W11(540/...)

R 1,500,000 R 1,360,000 R 1,359,900 0% R 1,360,000

Stormwater Mhluzi W21(540/...)

R 3,000,000 R 2,998,653 R 2,998,653 0% R 2,998,653


R 700,000 R 699,607 0% R 700,000

COMMENT ON OVERALL PERFORMANCE OF STORM WATER DRAINAGE

The municipality has targeted 20 km of new storm water drainage for the five (5) financial years from 2017/2018. The installation of storm water drainage will be funded using the municipal capital budget, funds from the district municipality, and the MIG. The municipality faces a challenge in some of the developed areas like Mhluzi and Kwazamokuhle and its extensions where there is no adequate stormwater drainage system. A request for funding to MIG in order to address the backlog has been submitted for approval. T3.9.9

3.9. TRANSPORT (LICENSING) SERVICES

INTRODUCTION TO TRANSPORT (LICENSING) SERVICES

Steve Tshwete Licensing and Testing Services carries out the licensing and testing function in terms of the Service Level Agreement entered into between Steve Tshwete Local Municipality and Mpumalanga Provincial Department of Community Safety, Security & Liaison. Steve


86

Tshwete is having two centres: Middelburg also offers vehicle testing services, and Hendrina does not offer such services due to inadequate facility. Licensing Department offers the following services: 1. Vehicle Registrations and Renewal of Vehicle Licenses. 2. Issuing of learners and drivers licenses. 3. Issuing of roadworthy certificates and professional driving permits. 4. Conversion of foreign drivers licenses into South African licenses. 5. Issuing of instructor certificates, business licenses and dog licenses. 6. Fitting of microdot on the motor vehicles. 7. Issuing of motor trade numbers, temporary and special permits. 8. Deregistration of motor vehicles. 9. Maintaining 7 working days turnaround time for the processing of learners and drivers licenses. CHALLENGES ARE AS FOLLOWS: 1. Population has increased therefore there is also an increased demand for licensing services, but the facilities have not been upgraded to meet the customers’ demands. 2. There is a need to upgrade the existing facilities and to build the new one as our Municipality is the fastest growing town. 3. Inadequate new eye testing machines to process the application for learners, driver’s licenses and professional driving licenses. 4. Shortage of personnel especially at the testing station, currently there is only one Management Representative, who is the supervisor and there is no one to assist him. The supervisor is expected to compile a report giving the monthly statistics on vehicles tested for roadworthy. Additional personnel is required in order to improve service delivery.

T 3.23

(Licensing Service Policy Objectives Taken From IDP

2016/17 2017/2018 2018/20

19

Target Actual Target Actual Actual Target

Service indicators

Previous year

Actual

Previous year

Current year

Actual

Estimated

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

Number of vehicles registered

vehicles to be registered by June 2018

28000 23298 28 000 21303 21303 25000


87

within the municipal area Number of vehicles licensed within the municipal area

vehicles to be licensed by June 2018 118200 109137 118200 113534 113534

115000

Number of applications processed for drivers licenses

application to be processed for drivers licenses by June 2018

14000 11463 14000 9542 9542 11000

Number of drivers license issued and converted

drivers licenses to be issued by June 2018

24000 22360 24000 23860 23860 25000

Number of learners license applications processed

applications to be processed for learners licenses by June 2018

13000 17509 13000 17335 17335 18000

Number of learners licenses issued

Learners licenses to be issued by June 2018

11000 13228 11000 13511 13511 15000

Number of vehicles tested for roadworthiness

Vehicles to be tested for roadworthiness by June 2018

1600 1856 1600 1720 1720 `1800

Financial Performance : Transport(Licensing)

Services

2017/2018

Details


Budget Adjustment


e to Budget


R29,503,035

R27,212,518

R26,360,025

R30,916,108

14%

Expenditure:

Employees

R17,020,418

R19,399,585

R19,137,272

R18,027,338 (7%)


R205,965

R281,075

R283,075

R161,239

(43%)

Other

R1,764,690

R2,779,215

R2,871,220

R1,510,981 (46%)


88


R18,991,073

R22,459,875

R22,291,567

R19,699,558

(12%)


R10,511,962

R4,752,643

R4,068,458

R11,216,550

136%


Capital Expenditure : Transport(Licensing) Services 2017/2018

Capital Projects


Budget Actual

Expenditure

Variance from original budget

Total Project Value

Total All

R1,673,000

R1,817,000

R1,537,504 (15%)

Traffic Calming Measures (310/...)

R350,000

R350,000

R348,619

0%

R350,000 Replace vehicles (310/...)

R1,150,000

R1,150,000

R931,203

(19%)

R1,150,000 Replace Furniture & Office Equipment (310/...)

R55,000

R55,000

R50,941

(7%)

R55,000

Alcohol Testing Equipment (310/...)

R36,000

R180,000

R132,125

(27%)

R180,000

Shelves for the pound: 310

R40,000

R40,000

R35,405

(11%)

R40,000 Filing cabinets: 310

R42,000

R42,000

R39,211 (7%)

R42,000


COMMENT ON THE PERFORMANCE OFTRANSPORT (LICENSING) SERVICES

The department had numerous challenges regarding eye test machines which were out of order from time to time which led to poor service and unhappy customers. This has dented the image of the municipality as the Licensing Department was considered as one of the most performing department within the Province.


89

3.10. COMPONENT C: PLANNING AND DEVELOPMENT

This component includes planning and local economic development.

INTRODUCTION TO PLANNING AND DEVELOPMENT

The economic base of this municipality is built mainly on mining, agriculture, manufacturing, and retail trade sectors respectively. These sectors are the major employers of the people living within this municipality. The existing mines that still have lifespans ranging between 5 and 30 years are seen as opportunity from an economic point of view. However, the challenge is that the mining and manufacturing economies are not green development and hence contribute to unsustainable development. These economies contribute to emission of carbon footprints, destruction of high(potential lands, and water and atmospheric pollution. The road networks are under serious pressure due to increasing traffic volumes owing to the continued economic development and population growth.

The concept of green buildings is not yet grasped by many public members; as a result there are only a few energy(efficient buildings. The huge initial costs of designing green buildings and retrofitting of energy(efficient equipment to the existing buildings are the main deterrents. Therefore municipality has, in partnership with ICLEI, developed Green Buildings Guidelines which are already being implemented.

The municipal owned land is not big enough to accommodate the demand for proclaimed and serviced land owing to the high population growth and economic growth. This is demonstrated by the mushrooming of informal settlement and land grab mainly close to areas where there are work opportunities. The National Department of Human Settlement has assisted to municipality to develop a policy and strategy on upgrading of informal settlement in an effort to reduce and control the rapid growth of informal settlements. The Mpumalanga Department of Human Settlement and Steve Tshwete Local Municipality have purchased a piece of land measuring 557 hectares in extent in order to develop an integrated human settlement to comprise residential units in excess of 6000.

The Spatial Development Framework has been reviewed mainly to be aligned with the development principles advocated by the Spatial Planning and Land Use Management Act No. 16 of 2013 which are spatial justice, spatial sustainability, efficiency, spatial resilience and good administration. In addition, the objective is also to extend the urban edge with an objective to unlock potential of strategically located additional farm portions to address the demand for serviced land. Another reason to review the SDF was to align it with the following planning resource documents:

(2016 Community Survey (Recent Land Audit commissioned by the Nkangala District Municipality (Rural Development Plan commissioned by the Nkangala District Municipality (National Upgrading of Informal Settlement Programme T 3.10


90

3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING

INTRODUCTION TO PLANNING

The main planning strategies for the municipality are as follows:

Regulation of land uses and building activities through enforcement of the Municipal Spatial Development Framework and the Steve Tshwete Town Planning Scheme, 2004, as well as the National Building Regulations and Building Standards Act No. 103 of 1977. Spatial Planning and Land Use Management Act No 16 of 2013 and Steve Tshwete By(law on Spatial Planning and By(law, 2016.

Establishment of integrated human settlements to provide residential, business, industrial, and institutional sites to address the demand by the community

Promote spatial transformation to correct the historically segregated and low density and mono functional towns.

Formalisation of informal settlements.

Creation of rural villages.

Formulation and enforcement of densification policy.

Encouragement of mixed land use.

Promotion of infill development.

Formulation of long term development plans.

Enforcement of green building principles.

In line with the aforementioned strategies, the following were achieved:

Newtown Extension Township and Kwazamokuhle Extension 9 Township were registered. The latter townships are designed and planned in a manner upholds the principles of integrated human settlement as advocated by the Breaking New Ground Housing Plan for integrated and sustainable human settlements. The settlement addresses the demand for residential, business, institutional, industrial, educational, and recreational stands and the need for security of tenure for the households who are currently residing at Newtown informal settlement.

With the assistance of the Nkangala District Municipality and Department of Human Settlement, the process of establishment of integrated human settlements known as Newtown Extension 01, Rondebosch Integrated Human Settlement and Upgrading of Newtown Informal Settlement were was commenced with. All required specialist studies were conducted and subsequently an application for township establishment was submitted to Council for approval.


91

838 transgression notices were issued to discourage illegal building work and illegal land uses. This was followed by the submission and approval of 100 consent use applications in compliance with the issued transgression notices.

3.10.1

Detail Formalization of Townships Rezoning Built Environment

2016/2017 2017/2018 2016/2017 2017/2018 2016/2017 2017/2018Planning application received

2 2 36 37 1550 1387

Determination made in year of receipt

0 0 9 8 1280

1247(62 receipt in previous

year)Determination made in following year

2 2 27 28 142 202

Applications withdrawn

0 0 1 1 128 0

Applications outstanding at year end

2 2 26 28 142 202

T 3.10.2


92

Planning Policy Objectives Taken From IDPService Objectives Outline Service

Targets 2016/2017 2017/2018 2018/2019



Year *Previous

Year *Current

Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) To ensure coordinated rural and urban planning and development within MP313 area of jurisdiction in order to meet the needs of the communities in a sustainable manner

To ensure orderly spatial planning and sustainable development within the municipal area towards the integration of communities

Number of notices issued for illegal building activities

220 447 220 150 527 150

Number of notices issued for illegal land uses

100 181 100 100 311 100

Number of established townships

3 1 3 2 0 2


93

Employees ( Town Planning Years 1( (2017) YEAR 0 (2018)



0(3 2 2 2 0 04(6 3 4 4 0 07(9 8 10 9 1 1010(12 3 5 4 1 2013(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0

Total 16 21 19 2 10

Financial Performance : Planning Services

2017/2018

Details


Budget Adjustment


e to Budget


R37,662,473

R1,319,253

R1,941,894

R2,222,509

68%

Expenditure:

Employees

R7,322,082

R9,568,574

R9,053,225

R8,685,366 (9%)


R3,000

R3,000 (100%)

Other

R2,322,217

R3,888,108

R3,829,163

R1,528,448(61)%)


R9,644,299

R13,459,682

R12,885,388

R10,213,814

(24%)

Net Surplus/ (deficit)

R28,018,174

(R12,140,429)

(R10,943,494)

(R7,991,305)

(34%)



94

Capital Expenditure : Planning Services 2017/2018

Capital Projects


Budget Actual

Expenditure %Varianc

e from adjusted budget

Total Project Value

Total All

R220,000

R297,800

R218,232 (27%)

Filing Cabinets (502/...)

R10,000

0%

Township development Somaphepha (502/...)

R60,800

R20,348 (67%)

R60,800

Township Establishment Rockdale North (502/...)

R210,000

R237,000

R197,884

(17%)

R237,000


COMMENT ON THE OVERALL PERFORMANCE OF PHYSICAL PLANNING

There are two (2) township establishment capital projects implemented in the 2017/2018 financial year, namely Development of 300 Stands at Somaphepha Village and Rockdale North Extension 1. The priority for the latter projects is to create additional residential, business, institutional, and industrial stands in order to address the demand and contribute to the economic growth of the municipality.

The By(Law on Spatial Planning and Land Use Management was promulgated and the Spatial Planning and Land Use Act No 13 of 2013 is being implemented.

The five(year targets for this section are as follows:

Establishment of two (2) integrated and sustainable human settlements

Adoption of densification policy

Upgrading of 5 informal settlements

Purchasing of additional hectares of land for the establishment of integrated human settlements and rural village to address the demand for serviced and creation of a conducive environment for economic growth to take place within the municipal area.

Establishment of 3 additional rural villages.


95

The budgetary provision for attaining the foregoing targets will be borne by the municipality. When needs are financial in nature, assistance including grants, will be sourced from the relevant government departments.

The achievements attained thus far are as follows:

Obtaining approval of Dennesig North Extension 01 Township by the Municipal Planning Tribunal. Pegging of the township and framing it into a general plan were also realised.

Registration of Newtown Extension Township and Kwazamokuhle Extenstion 9 Township.

Draft for review and alignment of the Municipal Spatial Development Framework with the Spatial Planning and Land Use Management Act No. 16 of 2013 and Steve Tshwete By(law on Spatial Palnning and Land Use Management Act, 2016 was produced.

Draft policy on Development Charges as required by the SPLUMA was done.

3.11. LOCAL ECONOMIC DEVELOPMENT

LOCAL ECONOMIC DEVELOPMENT

The final LED strategy was approved by Council in May 2016 with Council resolution number C29/05/2016; the implementation of the strategy then commenced.

The defunctional LED Forum was resuscitated in November 2016 and is now fully functional with active sub committees. Government and business are forming part of the executive committee. Ten LED Forum Executive Committee meetings were held in 2017.

Breakfast session with businesses was held in 2017 by the office of the Mayor; municipal long term plans were presented for business to give their input. Tourism exhibition was held in partnership with Middelburg Chamber of Commerce and Industry at the Middelburg Mall. Crafters from the Little Elephant projects displayed and exhibited their art and beads.

Business training for women in business was conducted by Business Skills SA and sponsored by PwC. Further training was conducted by Liberty Life on basic financial literacy for Community Works Program and EPWP participants in January 2017.

A regional hospital is being built next to Middelburg Mall increasing the footprint of socio(economic infrastructure around the industries and the N4 Corridor. The municipality is coordinating the project steering committee in order ensure that some of the procurement and employment opportunities are accessed by local residents.

The property between the Sasol fuel station and Mhluzi Mall has been designated as a flea market and will be housing the Galitos and Dunlop containers, as part of the township economic revitalization strategy. The district municipality is supporting this strategy (township revitalization) by establishing car wash projects in Mhluzi.


96

Five companies have been shortlisted in an effort to establish a hotel and conferencing facility in Mhluzi. Land has been designated next the Middelburg Mall for this purpose; accessible to the N4 and N11 Corridors.

A five hectare land has been made available by the municipality in order to expand the steel incubation program. The expanded program will included welding and the tooling initiatives.

T 3.11.1

Economic Activity by Sector Sector 2014/2015 2015/2016 2016/2017

Agriculture, forestry, and fishing

Installation of hydroponic structures

Establishment of an agriculture incubation (Fortune 40) by DARDLEA on a mine rehabilitated land – Elandspruit

Establishment of a rabbit breeding project on N11

Mining and quarrying

Revival of Londani Mine along N4 Acquisition of Nungu Mine by SBS Mining Establishment of the new mining site by Mafube Coal (Lifex Project) Kleinfontein Colliery has been given mining permit to establish its operation in Vaalbank area

Manufacturing Expansion of the Volvo

Babcock plantAllocation of land for the expansion of the skills incubation program

Wholesale and retail trade

Expansion of Middelburg Mall

Expansion of the Eastdene complex

Establishment of the flea market between Mhluzi Mall and Sasol garage. The Galitos and Dunlop containers will be located on this property.

Finance & property Expansion of Mid(Med Hospital

Establishment of a boutique hotel at Riverside Estate conferencing centre Establishment of the regional hospital next to Middelburg Mall A private healthcare facility is being constructed in Dennesig

Government, community, and social services

( Investment Summit ( Investor Breakfast ( Investor Symposium ( LED Strategy Draft adoption

( Franchise Expo LED Roundtable discussion ( LED Strategy approval ( Township Economy and Industries ( Job Skills Summit ( Skills Audit and Profiling

Upgrading of the D20 road to Olifants River Lodge – 15 km of the road is now tarred

Infrastructure services

Hydroponic structures in Mhluzi, Ext 24, and Magasyn

Expansion of the tourism centreUpgrade of facilities of the Little Elephant 160 industrial stands acquired


97

T 3.11.2

Economic Employment by Sector Jobs

Sector 2014/2015 2015/20

16 2016/2017 No. No.

Wholesale and retail trade 350 50 Government, community, and social services 1 000 1 003 966 Total 1 350 1053 966 T 3.11.3

Jobs Created during 2014/2015 by LED Initiatives (Excluding EPWP Projects) Total Jobs

Created/Top 3 Initiatives

Jobs Created Jobs Lost/Displaced

by Other Initiatives

Net Total Jobs Created

in Year

Method of Validating Jobs Created/Lost

No. No. No.

Total (all initiatives) 2014/2015 1 092 126 966 Work/payroll register 2015/2016 1 003 0 1 003 Work/payroll register 2016/2017 976

Job Creation through EPWP* Projects

Details

EPWP Projects Jobs Created through EPWP

Projects No. No.

2014/2015 2422015/2016 6312016/2017 *Extended Public Works Programme T 3.11.6


98

Local Economic Development Policy Objectives Taken From IDP Service Objectives

Outline Service Targets 2015/2016 2016/2017 2017/2018



Year *Previous

Year *Current

Year *Current


To contribute towards a better life for society by coordinating sustainable, social, and economic developmental programmes To create a conducive environment for business investment and growth for job creation

Number of LED related summits coordinated 2

4 0 0 0 0

Number of skills development programmes coordinated 1 3 1 3 3 0Development of LED strategy 1 1 0 0 0 0Number of FET jobs created to improve the level of employment 450 69.5 Number of participants recruited in Community Work Programme 1 100 1 003 1100 1150 976 976

To contribute towards a better life for the community by coordinating sustainable socio(economic development programmes

Number of LED structures that are established in line with the LED strategy

1 LED Stakeholders Forum

2 Stakeholders Forums

1 LED Forum establishment

1 LED Forum establishment

1 LED Forum established 0

T 3.11.7


99

Employees – LED Years 1 (2016) Year 0 (2017)

Job Level

Number of Employees

Number of Posts

Number of Employees

Vacancies (Number)

Vacancies (%)

0(3 1 1 1 0 04(6 0 0 0 0 07(9 0 0 0 0 010(12 0 0 0 0 013(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0

Total 1 1 1 0 0

Financial Performance : Local Economic

Development Services

2017/2018

Details


Budget Adjustment


e to Budget


R75,700 0.00%

Expenditure:

Employees

R582,232

R4,133,892

R4,282,710

R4,031,944 (2%)


0%

Other

R491,956

R1,040,772

R1,750,558

R844,604 (19%)


R1,074,188

R5,174,664

R6,033,268

R4,876,548

(6%)


(R1,074,188)

(R5,174,664)

(R5,957,568)

(R4,876,548)

(6%)



100

Capital Expenditure : Economic Development Services 2017/2018

Capital Projects

2017/2018 Budget Adjustmen

t Budget

Actual Expenditu

re

%Variance from

adjusted

budget

Total Project Value

Total All

R13,000

R13,000

R10,500 (19%)

Replace Furniture & Office Equipment (114/...)

R10,000

R10,000

R7,894

(21%)

R10,000 Replace Furniture & Office Equipment (124/...)

R3,000

R3,000

R2,606

(13%)

R3,000


COMMENT ON THE PERFORMANCE OF LOCAL ECONOMIC DEVELOPMENT

EPWP and CWP have contributed positively in maintaining a safety net for the poor communities and alleviating poverty where it matters the most. About 242 full(time equivalent jobs were created through our LED initiative while the CWP has maintained and training of all the participants. To date, about 1003 participants are still active with some minimal challenges absenteeism from time to time. The tendencies of absenteeism is crippling the programme and through the Local Reference Committee (LRC), a resolution was taken to recruit more participants who will stay on the waiting list to avert the problem of none expenditure due to absenteeism.

COMPONENT D: COMMUNITY AND SOCIAL SERVICES

This component includes libraries and archives, art museums and galleries, community halls, cemeteries and crematoriums, childcare, aged care, social programmes, and theatres.

INTRODUCTION TO COMMUNITY AND SOCIAL SERVICES

Community services is responsible for providing the services as follows: Traffic and Security, Licensing, Fire & Rescue, Solid Waste & Environmental Management, Information, Sport, Art and Culture, and Housing. The core departmental functions are as follows:


101

1. Solid Waste & Environmental Management Services Refuse collection for households and businesses, refuse storage and removal of illegal dumping, the picking and regulation of private companies involved in waste removal and private storage. 2. Libraries, Sports, Arts and Culture Provision of information to the public through the libraries. Contribution to nation building and recreation through Sports, Arts and Culture. 3. Fire & Rescue Services Firefighting and prevention, including Disaster Management. Rescue life emanating from the accidents. Hazardous material transport of storage regulation e.g. Licensing. 4. Traffic & Security Services Provision of road safety for pedestrians and vehicles. Traffic law enforcement and control of street trading (including public transport control). Funeral and VIP escorts. Security Services ensure that the municipality facilities are safe for staff and the public. Ensure procurement of private security contractors and monitor their performance. 5. Licensing Services Responsible for licensing for vehicles and learner driver testing; as well as vehicles, businesses and the approval of applications for the posters on the street pavements. 6. Housing Services Responsible for the selection of beneficiaries for low cost housing, staff and the public rental of municipal residential facilities including informal settlement. Law enforcement against land invasion and demolishing the shacks emanating from it.

3.12(A). LIBRARIES

INTRODUCTION TO LIBRARIES FACILITIES

The library operates with the mission of providing comprehensive resources and services in support of the research, and teaching and learning needs of the community. The libraries’ top 3 priorities are the following:

Visiting schools in rural areas: Services were taken to schools that are in rural/remote areas, that were previously disadvantaged, and that did not have school libraries. Schools were assisted with the establishment of functioning libraries. The library liaised with relevant stakeholders to donate containers that can be used as libraries. This further involves communities that have no access to libraries at all. Because of the information


102

provided to schools, the matric pass rate has increased, especially at schools that did not previously have library services

Visiting Old Age Homes and conducting home visits to render library services to senior

citizens in the municipality. Running marketing campaigns in the community to make the public aware of the

services rendered by libraries and providing information based on community needs. After every campaign, questionnaires were designed to evaluate performance, as to whether expectations were realised. Our campaigns are structured in such a manner that they are rolled out in different areas in the municipality.

Supporting the Cultural and Creative Industries Federation of South Africa (CCIFSA)

events: The CCIFSA event was officially launched during the 2016/17 financial year. The purpose was to support the artistic community within the MP313 to be their own architects in taking their future into their own hands. This translated into active citizens who will be agents of the change they want to see.


103

Libraries Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016 2016/2017 2017/2018 Target Actual Target Actual


Year *Previous

Year *Current

Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To visit schools within the MP313 area to render library services

Assisting as many schools as possible and improve usage of library material

80 84 80 80 82 60

To visit Old Age Homes Rendering library services to senior citizens

161 161 144 144 133 130

To run marketing campaigns

Making the community aware of the services offered and instilling a reading culture in the community

4 4 4 4 4 4

To put up displays for monthly awareness

Putting up displays for monthly awareness in current issues and themes

431 431 360 132 160 160

To support quarterly CCIFSA events

Supporting artists in being self(sufficient and well developed

4 4

4 4 4 4

To monitor the running of the Special Library at the Middelburg Centre of Excellence

Ensuring that the library is fully functional and utilised

12 12 12 12 11 12

To monitor the running of the Special Library at the 4SAI Battalion Military Base

Ensuring that the library is fully functional and utilised

New Indicator

New Indicator

New Indicator

New Indicator

New Indicator

12


104

Employee ( Cultural Services (Library) Years 1( (2017) YEAR 0 (2018)



0(3 1 1 1 0 04(6 0 0 0 0 07(9 4 5 4 1 2010(12 28 29 26 3 1013(15 0 1 0 1 10016(18 0 0 0 0 019(20 2 1 0 1 100

Total 35 37 31 6 16

Financial Performance : Libraries; 2017/2018

R'000

Details


Budget Adjustment


e to Budget


R120,996

R157,800

R164,000

R170,209

8%

Expenditure:

Employees

R8,716,121

R10,391,609

R9,670,828

R8,928,604 (14%)


R431,164

R504,819

R618,487

R418,690

(17%)

Other

R1,973,109

R2,184,346

R2,301,941

R1,862,429 (15%)


R11,120,394

R13,080,774

R12,591,256

R11,209,723

(14%)


(R10,999,399)

(R12,922,974)

(R12,427,256)

(R11,039,514)

(15%)



105

Capital Expenditure : Libraries; 2017/2018

Capital Projects


Budget Actual

Expenditure %Variance


Total Project Value

Total All

R612,000 R1,852,000 R1,767,737 (4.5%)

Purchase Library Books (140/...)

R440,000

R440,000 R429,820 (2.3%)

R440,000

Purchase Library Books: 140

R440,000 R389,140 (11.6%)

R440,000

Upgrad Library Facilities (140/...)

R150,000

R950,000 R927,197 (2.4%)

R950,000


R22,000

R22,000 R21,580 (1.9%)

R22,000


COMMENT ON THE PERFORMANCE OF LIBRARIES

In the 2017/2018 financial year, there has been an increase in the number of people visiting the library and making use of library facilities in the MP313 area.

The library marketing campaigns that were launched had a positive impact in terms of how the community views libraries and how library services are rendered. Outreach programmes were run throughout the year, thus enhancing the effective and efficient library services that are provided to the community.

The CCIFSA was launched during the 2015/2016 financial year. Its role is to advocate and promote the cultural diversity and heritage within the municipality.

The 4SAI Battalion Special Library was launched in 2016/17 financial year catering for the Military Army community.

All libraries are equipped with more computers and free Wi(Fi with the assistance of the Department of Arts & Arts.

Mzanzi Library Online (MLO) programme rendered by the National library was launched in 2017/18 financial year. This assists users in accessing online information easier. 70% of


106

libraries were provided with computers, laptops, tablets 2 (Cyber(cadets) personnel were deployed by the National library to facilitate this project.

The allocated budget has been utilised to its maximum, ensuring that the vision of the municipality is accomplished.

3.12(B). MUNICIPAL BUILDINGS

INTRODUCTION TO MUNICIPAL BUILDINGS This department is responsible for the planning and provision of new municipal buildings, maintenance, and cleaning of various facilities. These include pay points, libraries, community halls, municipal offices, service centres, Thusong centres, dumping site offices, public ablutions and taxi ranks, flats, and other leased municipal buildings. The strategies of this department are as follows: (Implementing programmes to upgrade existing municipal buildings and facilities (Constructing new facilities for enhanced service delivery (Constructing facilities closer to the communities (Installing and implementing security measures that minimise vandalism and theft at municipal buildings (Raising awareness of energy saving for users of municipal buildings (Ensuring continuous usage of green materials for energy(saving retrofits on new and existing buildings (Contributing towards the mitigation of climate change impacts by reducing carbon emissions The service delivery priorities are to interact smoothly with the community and other departments without disturbance to ensure accurate implementation of planning, construction and maintenance of municipal buildings and facilities while adhering to the National Building Regulations Act while observing project management principles and further ensure that good quality work is achieved. SERVICE STATISTICS OFFICES, CLINIC BUILDINGS, LIBRARIES, SPORT BUILDINGS, PAY POINTS, LEASED BUILDINGS, AND COMMUNITY HALLS (10 Pay points (10 Libraries (6 Community halls (5 Municipal offices (2 Service centres (3 Thusong Centres (1 Dumping site office and 4 mini(site offices (Approximately 230 flats and other leased municipal buildings

T 3.12.2


107

Municipal Buildings Other Policy Objectives Taken From IDP Service Objectives


2016/2017 2017/2018 2018/2019

Target Actual Target Actual TargetService Indicators

*Previous Year*Previous Year *Current Year

*Current Year(viii)

(i) (ii) (iii) (iv) (v) (vi) (vii) Provide accessible Municipal Building Facilities

Number of new municipal buildings and facilities constructed

Designs of Somaphepha Thusong Centre completed by June 2017



One new building facility designed by June 2018 (Nazareth Taxi Facility

Appointment of service provider to design one new building facility (Nazareth Taxi Facility

Designs of Rockdale and Kwaza Thusong Centres and Nazareth Taxi Facility completed by June 2019

Number of municipal buildings infrastructure plan

1 Draft Municipal buildings master plan completed by June 2017



Municipal buildings master plan completed and adopted by June 2018

Municipal buildings master plan completed and adopted by June 2018

None

Number of municipal building facilities upgraded.

3 Municipal buildings and facilities upgraded and adapted by June 2017 ( Mhluzi HEDC, Indoor Sports Facility(Kees Taljaard, Traffic Office &Stores(Services Centre)



3 Municipal buildings and facilities upgraded by June 2018 ((Ext 7 paypoint (24 hours (Ndondo Mampane fire station)

3 Municipal buildings and facilities upgraded by June 2018 ((Ext 7 paypoint (Ndondo Mampane fire station and Ext 8 Waste water works)

5 Municipal buildings and facilities upgraded by June 2019 ((Upgrade workshop at Service Centre, Upgrade old age Flats, Install generators, Replace roofs at HEDC, Reconstruct Floors at Eric Jiyane hall, Upgrade Sleeping Quarters)


108

Employees ( Building and Fleet Management Years 1( (2017) YEAR 0 (2018)


Employee number Vacancies

Vacancies %

0(3 1 3 2 1 33

4(6 2 4 4 0 0

7(9 3 3 3 0 0

10(12 3 5 5 0 0

13(15 1 4 2 2 50

16(18 0 1 1 0 0

19(20 69 89 88 1 1

Total 79 109 105 4 4

Financial Performance :Municipal Buildings Etc 2017/2018

Details

2016/2017 2017/2018 Actual Original Budget Adjustment


to Budget


R2,773,036 R41,152,946 R 71,293,269 61,256,802 49%

Expenditure: Employees

R16,040,776 R14,705,687 R15,398,773 15,754,297 7%


R3,157,050 R4,144,442 R4,029,303 3,406,237 (18%)

Other R17,154,650 R29,595,816 R31,585,870 28,948,536 (2%)Total Operational Expenditure

R36,352,477 R48,445,945 R51,013,946 48,109,071 (1%)


(R33,579,440) (R7,292,999) R20,279,323 R13,147,730 (280%)

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

T 3.22.5


109

Capital Expenditure Year 0: Municipal Buildings, Etc

Capital Projects


Budget Actual

Expenditure %

Variance from

adjusted budget

Total Project Value

Total All R 11,055,000 R 8,477,560 R 7,044,272 (17%)

Upgrade Old Age Flats (221/...)

R 400,000 R 400,000 R 391,308 (2%) R 400,000

Replace Airconditioners At Civic Centre (150/...)

R 90,000 R 290,000 R 289,982 0% R 290,000

Replace Fence At Airfield (555/...)

R 2,300,000 R 2,300,000 R 2,241,900 (3%) R 2,300,000

Replace Tools For Cleaning Buildings (555/...)

R 190,000 R 190,000 R 166,578 (12%) R 190,000

Purchase new vehicle (555/...)

R 312,600 R 311,100 0% R 312,600

Replace Air Conditioners At Hendrina/Kwaza (154/...

R 75,000 R 75,000 R 57,116 (24%) R 75,000

Sealing Of Roof (153/...)

R 1,000,000 R 1,600,000 R 646,687 (60%) R 1,600,000

Replace Internal Fencing Service Centre (554/...)

R 500,000 R 500,000 R 467,005 (7%) R 500,000

Carports At Service Centre (554/...)

R 200,000 R 162,502 (19%) R 200,000

Replace Roof At Service Centre (554/...)

R 550,000 R 100,000 R 76,000 (24%) R 100,000

Replace Roofing At Mhluzi HEDC (555/...)

R 650,000 R 100,000 R 91,000 (9%) R 100,000

Upgrade Offices & Security (150/...)

R 400,000 R 383,644 R 270,160 (30% R 383,644

Upgrade electricity meter at Mhluzi HEDC (555/...)

R 226,820 R 100,800 (56%) R 226,820

Air Conditioner Adelaide Thambo (555/...)

R 500,000 R 500,000 R 498,106 0% R 500,000

Fixed Property Upgrade

R 1,000,000 0%


110

Electricity HEDC (555/...) Service Centre Upgrade Solid Waste Stores (554/...)

R 400,000 R 80,000 R 62,452 (22%) R 80,000

Replace Roof At Civil Centre (150/...)

R 400,000 0%

Replace Roller Shutters Service Centre (554/...)

R 400,000 R 400,000 R 395,200 (1%) R 400,000

Replace aluminium windows (150/...)

R 200,000 R 200,000 R 196,880 (2%) R 200,000

Fence At Civic Centre (150/...)

R 2,000,000 R 619,496 R 619,496 0% R 619,496

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

T 3.22.6

COMMENT ON THE PERFORMANCE OF MUNICIPAL BUILDINGS

The Municipal Building Services reached the targeted performance as indicated in the SDBIP and Departmental Performance Plan of the said financial years.

3.13. CEMETERIES AND CREMATORIUMS

INTRODUCTION TO CEMETERIES AND CREMATORIUMS

Currently, eight (8) cemeteries are maintained in Middelburg area and four (4) in Hendrina and Kwazamokuhle. The new cemetery at Hendrina/Kwaza is operational but development of roads and ablutions are still in progress. The community in the rest of the incorporated areas in the Steve Tshwete Local Municipality area utilises the cemeteries in the nearest vicinity.

The service delivery priorities are to provide and maintain cemeteries, to continuously update and keep record of cemetery registers – also captured on electronic database. Plan and develop future cemeteries to ensure that sufficient space is available. Another priority is to maintain and upgrade the existing equipment, vehicles, system, and procedures to ensure a quality service to the community.

The foregoing priorities were met through maintaining all cemeteries by cutting grass, removal of weeds, and planting of trees. The database is kept up to date, and the cemetery registers are updated regularly. Areas were identified where possible suitable land will be used to develop new cemeteries all over the MP313 area to bring the facilities closer to communities. The vehicles and machinery were maintained and repaired where necessary. EPWP projects were introduced to clean cemeteries on a ad(hoc basis, and through that, local people received an income and cemeteries were cleaned.


111

SERVICE STATISTICS FOR CEMETERIES AND CREMATORIUMS

Number of Burials

Phumolong 775 Fontein 210

Nasaret 140 Voortrekker 18 Hendrina/Kwaza 199

Avalon and Crossroads 02 T 3.13.2


112

Cemeteries and Crematoriums Policy Objectives Taken From IDP

Service Objectives


2016/2017 2017/2018 2018/19



Year

*Previous Year

*Current Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)

To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs

Number of cemeteries upgraded or developed

4 cemetery upgrading projects implemented by June 2017

4 cemetery upgrading projects implemented by June 2017

4 projects implemented to upgrade cemeteries for 2016/17 financial year.

3 cemetery upgrading projects implemented by June 2018. ((Fontein cemetery ablutions (Phumolong roads (Kwaza/ Hendrina roads [New development])

4x Upgrading projects at Fontein Ablutions, Phumolong road, Kwaza/ Hendrina roads [New development]) Nasaret Cemetery Fence. (Funds became available on the adjustment Budget)

1 cemetry

To provide new cemeteries while upgrading existing cemeteries according to prioritised community needs

Number cemeteries upgraded

2 cemetery upgrading projects implemented by June 2019. ((Nasaret cemetery ablutions (Kwaza/ Hendrina roads [New development])

T 3.13.3


113

Employees ( Cemeteries Years 1( (2017) YEAR 0 (2018)



0(3 0 0 0 0 04(6 0 0 0 0 07(9 0 0 0 0 010(12 1 1 1 0 013(15 1 1 1 0 016(18 2 2 2 0 0

19(20 15 15 15 0 0

Total 19 19 19 0 0

Financial Performance : Cemetories and

Crematoriums

2017/2018

Details



to Budget


R2,722,539

R2,504,300 R2,604,300 R2,843,239 14%


R3,678,671

R4,248,381 R4,639,574 R4,616,960 9%


R261,997

R387,724 R347,884 R257,150 (34%)

Other

R2,966,355 R3,523,510 R3,103,909 R3,054,321 (13%)


R6,907,022

R8,159,615 R8,091,367 R7,928,431 (3%)


(R4,184,483)

(R5,655,315)

(R5,487,067)

(R5,085,191)

(10%)



114

Capital Expenditure : Cemetories and Crematoriums 2017/2018

Capital Projects


Budget Actual

Expenditure %


d budget

Total Project Value

Total All

R2,900,000

R3,699,899

R3,684,988 0%

Develop Cemeteries Low Income Areas (505/...)

R2,000,000

R1,999,899

R1,999,899

0%

R1,999,899

Expansion Phumolong Cemetery (505/...)

R450,000

R450,000

R449,973

0%

R450,000

( Develop New Cemeteries (505/...)

R800,000

R800,000 0%

R800,000

Replace Roof Fontein Str Cemetery Ablutions (505/..

R450,000

R450,000

R435,116

(3%)

R450,000


COMMENT ON THE OVERALL PERFORMANCE OF CEMETERIES AND CREMATORIUMS

Priority was given to the development of new cemeteries and the maintenance of existing cemeteries according to the IDP and available allocated budgets. The targets set in the five(year IDP schedule will be met provided that the budget allocations are approved and suitable land is available for future development. Current variances on budgets are caused by savings or value(added tax (VAT) not claimed back from the South Africa Revenue Service.

3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES

INTRODUCTION TO SPECIAL PROGRAMMES

The Gender and Social Development Unit aims to ensure effective and efficient management of institutional mechanisms for social and economic empowerment, equalization of opportunities, and access to resources for various individuals and organizations.

These include gender, children, persons with disability, elderly persons, and those affected and infected by HIV and AIDS issues including organizations working with special programs.


115

The aim of the programmes is to work with and strengthen collaboration with relevant departments, the private sector, labour, and civil society in mainstreaming issues related to the targeted groups at Steve Tshwete Local Municipality.

AIDS STRATEGY

Gender and Social Development managed to align and implement the 2012 (2016 AIDS Strategy and the Implementation Plan, which was adopted by the Council with Resolution M05/11/2014. The new 2017 – 2022 AIDS Strategy is launched by the Deputy President, the Implementation Plan must be developed and needs to be taken to the Council for approval. Local Aids Council are held quarterly and chaired by the Executive Mayor. HIV/AIDS prevalence in Steve Tshwete Local Municipality managed to decreased from 52,3% to 43,1% according to the antenatal survey from the Department of Health.

CHILDREN

Child Ambossador for Steve Tshwete Local Municipality since 2013 managed to represent the Province and was in the front page of In session (monthly magazine of the Parliament of Republic of South Africa), was awarded a bursary for 2017 by Nkangala District is now studying at the UCT. Steve Tshwete municipality participated in availing a land and involving private sector to donate an infrastructure which is 98% complete. Gender and Social Development also managed to request funding on behalf of 20 ECD Centre’s which was R500 000 00 and they received R25 000.00 each in December 2016. Child Welfare had no transport but through the municipality they managed to get a Polo VW car which was handed by the Executive Mayor in 2016 July, for services in Doornkop, extension 24 and Rockdale.

NGO’S

The municipality through this office, donated municipal buildings (ward 18) to Petra Home Base Care, used also as an office for Civil Society Organisation, a stand for Healing Hands in ext. 24 (ward 8) dealing with Orphans and Vulnerable Children. Donated land to Stimulation Centres (ward 1 & 25) for Children with disability.


116

Childcare, Aged Care, and Social Programmes Policy Objectives Taken from IDP

Service Objectives Outline Service Targets 2015/2016 2016/2017 2017/2018 Target Actual Target Actual Target


Year

*Previous Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) Service Objective To contribute towards improving quality of life through integrated services for children, women, persons with disabilities, the elderly, and persons living with HIV and AIDS

Number of activities initiated to develop guidelines for the Mainstreaming of Special Programmes adopted by the Council and implemented

1 2 3 4 1

1

Number of activities initiated to develop the HIV and AIDS Strategy for 2012(2016 adopted by the Council and implemented 3 2 4 4 1

1


117

Employees – Childcare, Aged care, and Social Programmes Years 1 (2016) Year 0 (2017)

Job Level

Number of Employees

Number of Posts

Number of Employees

Vacancies (Number)

Vacancies (%)

0(3 1 1 1 0 04(6 1 0 0 0 07(9 0 1 1 0 010(12 0 0 0 0 013(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0

Total 2 2 2 0 0

Financial Performance : Child Care; Aged Care; Social

Programmes

2017/2018

Details


Budget Adjustment


to Budget


R338,559 R344,679 R344,853 2%

Expenditure:

Employees R936,809 0% Repairs and Maintenance

R479,245 R469,693 R431,737 (10%)

Other R2,387,086 0%Total Operational Expenditure

R3,323,894 R479,245 R469,693 R431,737 (10%)


(R3,323,894) (R140,686) (R125,014) (R86,884) (38%)


COMMENT ON THE PERFORMANCE OF CHILDCARE, AGED CARE, AND SOCIAL PROGRAMMES

In as far as planning and performance for special programmes the municipality is improving, although it is faced with various challenges developing as a result of migration for employment opportunities, which does not single out social issues. This includes issues such as poverty, unemployment and inequality, the issue of substance abuse escalating, high prevalence of HIV/AIDS, and vulnerable and orphaned children. Community Survey 2016 indicators show increasing poverty and increasing population of children between the ages of 0 to 9 as well as


118

the youth of Steve Tshwete Local Municipality. Nevertheless, the collective responsibility of the local municipality, stakeholders, and civil society will focus on providing services for the special groups through the War Rooms entailed in the Operation Vuka Sisebente and other stakeholder forums.

3.15. YOUTH DEVELOPMENT

INTRODUCTION TO YOUTH DEVELOPMENT

The biggest challenges facing the municipality is high rate of unemployment, substance abuse and HIV/AIDS infection amongst young people. Another major challenge is the limited financial resources available to coordinate Youth Development Programmes.

This challenge can be best resolved by introducing mainstreaming of youth development in all departments in the municipality and the strengthening of private public partnership in order to maximize youth participation in the economy.

Youth development is the ongoing growth process in which all young people are engaged in attempting to:

meet their basic personal and social needs to be safe, feel cared for, valued, useful, and spiritually grounded;

build their skills, talent, and competencies that allow them to function and contribute in their daily lives; and

Provide guidance on educational, economic, development art & cultural, and sports development, including income generation and wealth creating activities

Youth development also refers to engaging young women and men in developmental activities as participants in decision (making processes and as beneficiaries. The target youth as per the National Youth Policy is young people between the ages of 14 and 35.

In addressing youth development, the municipality is focusing on the following areas:

Education and skills development

Health care , well(being and combating substance abuse

Sports, recreation art & culture

Economic participation and transformation

Moral regeneration, social cohesion and nation building

Based on the above(mentioned focus areas through private(public partnership, we are awarding bursaries on an annual basis to well(deserving students who come from previously disadvantaged


119

communities. Thus far, we have awarded 10 students with bursaries in the 2017/2018 financial year.

In partnership with the department of social development the municipality has five youth development centers in the following area:

1. Mhluzi: Colour my world Youth Development Centre 2. Mhluzi: Transformers house Youth Development Centre 3. Doornkop: Tseladimatlapa Youth Development Centre 4. Somaphepha : Khuphukani Youth Development Centre 5. Hendrina : kwazamokuhle Youth Development Centre

The Youth Development Centres focuses on the following objectives

Career guidance through one(on(one sessions and also visiting schools Online job application and bursary application Job preparedness workshops Entrepreneurship development workshop (expo) Life skills


120

Youth Management Policy Objectives Taken from IDP Service Objectives


2016/17 2017/2018 2018/19


Service Indicators

*Previous Year*Previous Year *Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii)

Address the challenges of

youth

Number of social programs initiated

and implemented to address the

well(being of youth.

5 11 12 12 19 12

Number of programmes created to assist youth in improving their livelihoods.

4 9 9 6 13 6

T 3.15.3


121

Employees ( Youth Affairs Years 1( (2017) YEAR 0 (2018)



0(3 1 1 0 1 1004(6 0 0 0 0 07(9 1 0 0 0 010(12 2 2 2 0 013(15 0 0 0 0 016(18 0 0 0 0 0

19(20 0 0 0 0 0

Total 4 3 2 1 33

Financial Performance : Youth Management

2017/2018

Details


Budget Adjustment


e to Budget


R1,515,000

R60,904 0%

Expenditure:

Employees

R2,708,653

R2,940,712

R2,642,045

R2,662,108 (9%)


R6,957 0%

Other

R574,129

R1,478,732

R2,165,823

R2,148,080 45%


R3,282,782

R4,426,401

R4,807,868

R4,810,188

9%


R3,282,782

R4,426,401

R3,292,868

R4,749,285

7%


COMMENT ON OVERALL PERFORMANCE OF YOUTH MANAGEMENT

The overall performance of the Youth Management Unit was impressive. One of the pinnacle moment was the adoption of the draft Integrated Youth Development Strategy which proposes mainstreaming as the strategic approach for youth development in the municipality. The strategy seeks to create a framework within which all youth –related work in Steve Tshwete could be coordinated and linked in all the departments.

The Esther Mahlangu foundation assisted the municipality with two bursaries.

Recreation, sport development, art and culture programmes were held in the following areas:

mayor’s fun day: cosmos park in Hendrina January ‘Che’’ Masilela art festival cosmos hall in Hendrina.

in promoting health care and combating substance abuse, the municipality hosted a successful dialogue on substance abuse at Somaphepha Village .The municipality hosted a successful Youth Summit and the 2018/2019 youth development programmes will be informed by those resolutions.


122

COMPONENT E: ENVIRONMENTAL PROTECTION

3.16. POLLUTION CONTROL

INTRODUCTION TO NUISANCE INSPECTIONS: PREMISES INSPECTIONS

The priorities of the environmental management services section are to ensure a safe and healthy environment for the community through the following:

• Ensure compliance with environmental legislation through monitoring and enforcement. (Air, water, land).

• Give technical input on environmental issues with regard to new developments.

• Water monitoring

• Environmental pollution control

• Facilitate pauper’s burials

• Scrutinizing building plans

• Control & monitoring of hazardous substances.

Inspection of premises and public facilities.

Investigation of complaints and addressing nuisance control. T 3.19.1

SERVICE STATISTICS FOR ENVIRONMENTAL PROTECTION

1870 water samples were collected for quality testing in accordance with SANS 241 standards.

All complaints regarding vector and rodents infestation were investigated, and all nuisances were removed.

All complaints received were attended to, and when necessary, notices were issued. All building plans received were scrutinised and approved. 30 pauper burials were done. All environmental impact assessment report were noted and comments given to

relevant stakeholder. Monitoring were done in all hazardous substances spillages occurred around the

municipality.

T 3.19.2

Health inspections Policy Objectives Taken From IDP


123


2016/2017 2017/2018 2018/19

Target Actual Target Actual*Current

Year Service Indicators

*Previous Year *Previous

Year *Current


premises inspection 600 370

Complaints attended 100 100 100 100 100

Pest control and nuisance 100 100 100 100 100

Tobacco control 100 100

Financial Performance : Health

Inspection and Etc 2017/2018

Details


Budget Adjustment


to Budget


R228,223 302,000 268,200 346,518.96 15%

Expenditure:

Employees R286,158 2,963,146 1,862,444.00 893,803.05 (70% Repairs and Maintenance

R372,287 202,500 202,500.00 161,368.62 (20%

Other R3,844,537 3,113,425 3,349,013.00 2,398,583.16 (23%


4,502,983 6,279,071 5,413,957.00 3,453,754.83 (45%


4,274,759 5,977,071 5,145,757.00 3,107,235.87 (48%



124

Capital Expenditure : Health Inspection 2017/2018

R' 000

Capital Projects


Budget Actual

Expenditure %


d budget

Total Project Value

Total All (

199,700 175126 (12%

Equipment to Monitor Air pollution (400/...)

(

199,700

175,126 (12%

175,126


COMMENT ON THE PERFORMANCE OF ENVIRONMENTAL PROTECTION

Training and mentoring was given to the student from different university on environmental issues. Vacant stands that create a nuisance to the community were attended to. Food premises inspections target couldn’t be achieved due to devolution process.

Target for 2017/18 were not set as the health service is transferred to Nkangala District Municipality and going forward.

The department developed the control of undertakings that sell liquor to the public by(laws and it was approved by the council.

Review of environmental management policy was done and awaiting council approval.

Procurement of service provider to develop Air quality management plan done and draft plan currently on public participation stage.

COMPONENT G: TRAFFIC, SECURITY, AND SAFETY

This component includes Traffic, Security and Firefighting services, and Disaster Management.

3.18. TRAFFIC AND SECURITY


125

INTRODUCTION TO TRAFFIC AND SECURITY

The main function of Traffic Services is to make the roads safe and ensure the free flow of traffic at all times. This is done through visible law enforcement, speed enforcement, road safety campaigns, installation of traffic calming measures and road awareness programmes. Selective law enforcement is done at all accident zones where different law enforcement duties are conducted. Traffic Wardens are deployed at different areas to control the flow of traffic in congested intersections and to assist scholars to cross busy intersections. Road accidents remain a challenge for the municipality however law enforcement interventions are introduced wherein drunken driving operations are conducted and high accident prone areas are patrolled.

Security Services is responsible for the safeguarding of all municipal property and personnel. It is also responsible for monitoring private security companies that provide security services to the municipality

Traffic and Security Services Data

Details 2017/2018 2017/2018 2018/2019

Actual No. Estimated

No. Actual No. Estimated

No.

1 Number of road traffic accidents during the year 2942 2990 2967 2945

2 Number of by(law infringements attended 85 90 110 130

3 Number of traffic officers in the field on an average day 32 32 32 32

4 Number of traffic officers on duty on an average day 37 37 37 37

T 3.20.2


126

Traffic and Security Services Policy Objectives Taken from IDP Service Objectives


2016/2017 2017/2018 2018/19


Service Indicators

*Previous

Year

*Previous

Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) To provide safety and security to human life To improve road safety

Number of new traffic(calming measures installed

20 32 32 15 48 50

To improve the free flow of traffic

Number of new traffic signals installed

0 0 0 0 0 0

To provide effective and efficient law enforcement

Number of road traffic law enforcement campaigns conducted

650 1004 1004 1020 770 650 T 3.20.3


127

Employee ( Public Safety: Licensing and Testing

Years 1( (2017) YEAR 0 (2018)

Job Level Employee number

Posts Number

Employee number

Vacancies

Vacancies %

0(3 1 1 1 0 04(6 0 0 0 0 07(9 20 24 21 3 1310(12 31 31 29 2 613(15 4 4 4 0 016(18 0 0 0 0 019(20 2 2 2 0 0

Total 58 62 57 5 8

Financial Performance : Traffic and Security

Services

2017/2018

R'000

Details


Budget Adjustment


e to Budget


18,197,563.7

11,477,360.0

12,812,460.0

18,515,393.4 61%

Expenditure: Other employees

28,030,838.7

30,286,053.0

30,150,428.0

28,693,769.4 (5%


3,446,744.6

4,011,824.0

3,951,824.0

3,060,128.9 (24%

Other 27,017,041.3

11,116,167.0

11,248,629.0

2,356,802.8 (79%


58,494,625

45,414,044

45,350,881

34,110,701 (25%


40,297,061

33,936,684

32,538,421

15,595,308 (54%



128

Capital Expenditure : Traffic and Security Service 2017/2018

R' 000

Capital Projects


Budget Actual

Expenditure %


d budget

Total Project Value

Total All 2,549,000

3,176,300

2,567,269 (19%


350,000

350,000

348,619 0%

348,619

Replace vehicles (310/...)

1,150,000

1,150,000

931,203 (19%

931,203

Portable Guard House (311/...)

76,000

76,000

62,039 (18%

62,039


55,000

55,000

50,941 (7%

50,941


36,000

180,000

132,125 (27%

132,125


40,000

40,000

35,405 (11%

35,405

Filing cabinets: 310

42,000

42,000

39,211 (7%

39,211

Digital Monitoring Measures (311/...)

800,000

800,000

622,610 (22%

622,610

Digital Monitoring Measures (311/...) (

483,300

345,116 (29%

345,116


COMMENT ON THE PERFORMANCE OF TRAFFIC AND SECURITY

public transport remains the challenge for the municipality wherein there is lack of public transport facilities and taxi violence in certain areas, this is caused by the lack of public transport enforcement


129

3.19. FIRE SERVICES AND DISASTER MANAGEMENT

INTRODUCTION TO FIRE SERVICES AND DISASTER MANAGEMENT

The Steve Tshwete Local Municipality provides Fire, Rescue, and Disaster Management services to a community of about 278749 inhabitants. The municipality performs firefighting in respect of permanent structures, informal settlements, as well as vehicle(related fires. It also attends to vehicle accidents, hazardous material incidents, rescue services inclusive of rope rescue, water rescue, high(angle rescue, and structural collapse, and trench rescue.

Fire prevention forms an integral part of the daily functions of the service, not only fire safety but also disaster management activities to ensure a safer community. The department also makes use of a 24(hour information centre that is fully computerized including an emergency control centre situated at the fire station. Dangers surrounding veld fires resulted in the establishment of a Fire Protection Association, and this is properly supported by the municipality in providing fire equipment (Skid Units) for making fire breaks between the municipal boundaries and private land.

Being part of the Nkangala District Municipality local authorities’ area of jurisdiction, these services are not only rendered inside the MP313 area but also rendered outside STLM’s area – but within the entire Nkangala area on a regular basis.

SERVICE STATISTICS FOR FIRE, RESCUE, AND DISASTER MANAGEMENT

Middelburg Hendrina

Motor vehicle accidents 934 146 Pedestrian accidents 72 09 Fires 440 104 Rescue 46 12 Special services 80 55

Fire Services Data No. Details 2015/2016 2016/2017

Actual No. Estimated No. Actual No. 1 Total fires attended during the year 560 530 5442 Total of other incidents attended during

the year 1 262 1200 13543 Average turnout time – urban areas 11 minutes 8 minutes 11 minutes4 Average turnout time – rural areas 24 minutes 20 minutes 24 minutes5 Firefighters in post at year end 58 60 586 Total fire appliances at year end 28 31 287 Average number of appliances off the road

during the year 6 3 6


130

Fire Service Policy Objectives Taken from IDP Service Objectives Outline

Service Targets


Service Indicators

*Previous

Year

*Previous

Year *Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To provide effective and efficient emergency services To provide effective and efficient emergency services

Number of awareness sessions conducted for the community

72 32 24 24 35 11

To provide a safe and secure environment for the community

Number of fire prevention inspections conducted

900 439 350 300 340 310


131

Years 1( (2017) YEAR 0 (2018)



Chief Fire officer & Depurt 1 1 1 0 0Fire Officers 48 49 49 0 00(3 0 0 0 0 04(6 3 3 3 0 07(9 6 0 0 0 010(12 26 26 26 0 013(15 0 5 5 0 016(18 0 0 0 0 0

19(20 3 3 3 0 0

Total 87 87 87 0 0

Financial Performance : Fire Services

2017/2018

R'000

Details



e to Budget


275,776

587,538

797,898

475,890 (19%

Expenditure:

Fire fighters 33,090,674

36,123,776

38,329,631

37,517,643 4%

Other employees

(

1,277,676

1,242,822

1,369,329 7%


2,365,200

2,446,501

2,224,750

1,820,752 (26%

Other 8,089,481

8,919,440

8,390,965

7,237,185 (19%


43,545,355

48,767,393

50,188,168

47,944,909 (2%


43,269,579

48,179,855

49,390,270

47,469,018 (1%



132

Capital Expenditure : Fire Services 2017/2018

R' 000

Capital Projects


Budget Actual

Expenditure %


d budget

Total Project Value

Total All 3,127,000

3,127,000

2,634,814 (16%

Replace Jaws Rescue Set (515/...)

500,000

500,000

353,319 (29%

353,319

Replace 4x4 veld fire vehicles (515/...)

500,000

500,000

433,758 (13%

433,758

Furniture & office equipment (515/...)

25,000

25,000

24,900 0%

24,900

Disaster Management Workstations/Equipment (515/...

450,000

450,000

283,668 (37%

283,668

Replace Fire Equipment (515/...)

62,000

62,000

59,142 (5%

59,142

New Fire Equipment (515/...)

40,000

40,000

33,800 (16%

33,800

Replace Garage Doors At Fire Station (515/...)

600,000

600,000

538,459 (10%

538,459

Upgrade fence at middelburg Fire Station (515/...)

700,000

500,000

462,770 (7%

500,000

Upgrade Rest Rooms((515/...)

250,000

450,000

444,998 (1%

450,000


COMMENT ON THE PERFORMANCE OF FIRE SERVICES AND DISASTER MANAGEMENT

On the approved Disaster Management Plan six (6) risks were identified of which the following Flood preventionfor was prioritised for 2017/2018 financial year. Training of councilors, administration staff, and community members is in progress to ensure a resilient community. The expansion of the vehicle fleet, equipment, and personnel is kept within the available budget.

An additional fire stations is envisaged to be established at Rockdale area which will serve the eastern area of the town and In Mhluzi to serve the western part of the town. Satellite station is also planned for the Piet Tlou area to comply with the South African National Standards 10090 of 2003 requirements.


133

COMPONENT H: SPORT AND RECREATION

This component includes community parks, sports fields, sports halls, stadiums, swimming pools, and campsites.

3.20. PARKS, SPORT, AND RECREATION

INTRODUCTION TO SPORT AND RECREATION

The Physical and Environmental Department provides a wide range of services to the community. This reaches from the administration of sports and recreational facilities to the maintenance of all parks and recreational facilities and resorts such as Middelburg Dam.

The service delivery priorities are to provide and maintain sports facilities, parks, municipal swimming pools, resorts, and public open spaces, as well as the seasonal maintenance of pavements and all Council(owned open areas. Where necessary, pesticides, herbicides, and arboriculture are applied to problem areas. These priorities were met through maintaining all facilities by cutting grass, removing weeds, planting trees, pruning trees, and selectively applying chemicals. Seasonal employees were appointed, and EPWP projects were introduced to ensure job creation and a safe environment.

SERVICE STATISTICS FOR SPORT AND RECREATION FACILITIES

Aerobics 01 Badminton 03 Basketball 05 Bowls 02 Cricket 01 Gymnastics 01 Hockey 00 Jukskei 36 Karate 02 Korfball 06 Marathon 03 Netball 08 Parks 97

Pigeon clubs 02 Rugby 02 Soccer (grass fields) 10 Soccer fields 32 Squash 02 Tennis 20 Volleyball 03 Wrestling 01

T 3.23.1


134

Parks Sport and Recreation Policy Objectives Taken from IDP




*Previous Year

*Current Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)To provide new parks while upgrading existing parks and open areas according to prioritized community needs

Number of parks and open spaces upgraded or developed

2 Parks and open spaces developed 2 Existing parks and open spaces upgraded



2 Parks developed by June 2018 (( Stand number 7740 Ext 23 Middelburg (Develop Park Rockdale) 3 Existing parks and open spaces upgraded by June 2018 ((Fence at Park 9866 Ext 18 (Van Blerk Plane (Park 1259 Moetanalo Street)

2x Park developments Stand number 7740 Ext 23 Middelburg Develop Park Rockdale 5x Upgrading Projects. Van Blerk plane upgrade, Fence at Park 9866 Ext 18, Park 1259 Moetanalo Street, Ext 2 Park fence, Pongola Park Fence. (Funds became available on the adjustment Budget)

To provide new parks while upgrading existing parks and open areas according to prioritized community needs

Number of open spaces developed

3 Open spaces developed. (Kwaza Ext 7, Newtown and Erf 3882 Mhluzi)

To provide new parks while upgrading existing parks and open areas according to prioritized community needs

Number of parks upgraded.

6 Existing parks upgraded by June 2019 ((Fence at Park Ext 18


135

(Playing equipment at Park Ext 2 Mhluzi (Playing equipment OR Tambo Park Mhluzi (Upgrade Civic Garden (Upgrade Mafred Park (Upgrade park 2544 Gholfsig )

To contribute towards the mitigation of climate change impacts

Number of trees planted and propagated in the MP313 area

5 000 trees planted in the MP313 area. 8 000 propagated trees



4000 trees planted in the MP313 area by June 2018 8000 trees propagated in the MP313 area by June 2018

Q4 2935 + 693 + 957 + 1175 trees planted Q4 2440 + 3465 + 2542 trees propagated

Contribute towards the mitigation of climate change impacts

Number of trees planted in the MP313.

4000 trees planted in the MP313 area

Contribute towards the mitigation of climate change impacts

Number of trees propagated in the MP313

8000 trees propagated in the MP313 area

To provide new sport and recreation facilities while upgrading existing facilities according to prioritised community needs

Number of sporting facilities developed or upgraded

2 x New Graded soccer fields

2 new graded soccer fields. Multi(purpose court and Skateboard park

2 New Graded soccer fields and 2 Basic multipurpose facilities developed in previously disadvantaged

5 basic sports facilities developed in previously disadvantaged areas by June 2018.

5 x Multipurpose, Netball, Basic Soccer field and Skate park at Rockdale Multipurpose court at Mhluzi Park Q3 2x Multipurpose court at Pongola


136

areas by June 2017

(( Multipurpose Netball and Skate park at Rockdale (Multipurpose at Pongola Park (Multipurpose at Park 7740 Ext 23 Middelburg) 4x Facilities to be upgraded by June 2018 (1.Eastdene tennis court 2. Themba Senamela Stadium upgrade 3.Kees Taljaard lights upgrade 4.Bicycle lanes at Klein Olifants)

Park, 5aside Soccer Park 7740 EXT 23 Middelburg 3 x Upgrades Eastdene tennis court Themba Senamela Stadium upgrade Kees Taljaard lights upgrade 2 x Upgrading projects. Bicycle Lane, Themba Senamela courts, (Funds became available on the adjustment Budget)

To provide new sport and recreation facilities while upgrading existing facilities according to the prioritized community needs

Number of sporting facilities developed

5 Basic sport facilities developed by March 2019 (Newtown( Multipurpose and Soccer field, Kwaza( Multipurpose and Soccer field. Multipurpose Eco Park [Cosmos Kwaza/Hendrina])


137

To provide new sport and recreation facilities while upgrading existing facilities according to the prioritized community needs

Number of sporting facilities upgraded

4 Facilities to be upgraded by June 2019 (1.Themba Senamela Tennis court 2. Themba Senamela Stadium upgrade 3.Nasaret Stadium Upgrade 4. Upgrade Ablutions at Middelburg Dam)

T 3.23.2


138

Employees ( Sport and Recreation Years 1( (2017) YEAR 0 (2018)



0(3 2 2 2 0 04(6 0 0 0 0 07(9 8 10 9 1 1010(12 11 13 12 1 813(15 4 19 16 3 1616(18 40 41 40 1 219(20 87 90 85 5 6

Total 152 175 164 11 6

Financial Performance : Parks, Sport and Recreation

2017/2018

R'000

Details


Budget Adjustment


e to Budget


4,744,935.60

9,875,465.00

9,939,430.00

10,163,574.41 3%

Expenditure:

Employees 32,434,108.80

33,506,077.00

32,829,996.00

32,819,142.50 (2%


11,641,113.52

12,011,573.00

12,449,849.00

12,350,367.50 3%

Other 17,256,168.19

15,071,174.00

13,218,306.00

12,866,418.68 (15%


61,331,391

60,588,824

58,498,151

58,035,929 (4%


56,586,455

50,713,359

48,558,721

47,872,354 (6%



139

Capital Expenditure : Parks, Sport and Recreation

Capital Projects


Budget Actual

Expenditure %


d budget

Total Project Value

Total All 11,995,500

13,161,485

13,120,704 0%

Replace Synthetic Tennis Courts Kees Taljaard (530/

R 200,000

R 139,650

R 139,650 0%

R 139,650

Renovations Mhluzi Stadium Pavillion (530/...)

R 2,000,000

R 1,999,996

R 1,999,996 0%

R 1,999,996

Develop Park C/O Pongola & Kammannassie Aero (533/.

R 700,000

R 1,200,000

R 1,200,000 0%

R 1,200,000

Lawn Mower Sidewalks (533/...)

R 115,500

R 114,600

R 105,000 (8%

R 105,000

Pool Equipment Middelburg/Mhluzi (530/...)

R 100,000

R 126,450

R 126,450 0%

R 126,450

Refurbish Swimming Pool Kees Taljaard (530/...)

R 200,000

R 200,000

R 171,832 (14%

R 171,832

Brushcutters & Chainsaws

R 120,000

R 120,000

R 117,122 (2%

R 117,122

Replace Playing Equipment( (533/...)

R 310,000

R 310,000

R 309,900 0%

R 309,900

Develop Park Rural & Low Income Areas (533/...)

R 2,000,000

R 1,999,893

R 1,999,893 0%

R 1,999,893

Basic Sport Low Income Areas (530/...)

R 3,000,000

R 2,999,996

R 2,999,996 0%

R 2,999,996

Upgrade Rugby stadium lights (530)

R 1,000,000

R 673,300

R 673,300 0%

R 673,300

Upgrade Van Blerk Plein( (533/...)

R 600,000

R 600,000

R 599,996 0%

R 599,996

Fence at Parks (533/...)

R 350,000

R 1,050,000

R 1,050,000 0%

R 1,050,000


140

Bicycle & Run Lanes at Klein Olifants (533/...)

R 1,300,000

R 1,300,000

R 1,300,000 0%

R 1,300,000

replace Temba Senamela Stadium Courts (530/...) R (

R 326,700

R 326,700 0%

R 326,700

Replace furniture & office equipment: 533 R (

R 900

R 869 (3%

R 869


COMMENT ON THE OVERALL PERFORMANCE OF SPORTS PARKS AND RECREATION Priority was given to the development of new and the maintenance of existing parks and sports facilities according to the IDP and available budgets. The target set in the 5 year IDP schedule will be met provided that the budget allocation are approved and suitable land is available for future development. Current variance on budget are caused by savings or VAT not claimed back from the South African Revenue Services.

COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES

This component includes corporate policy offices, financial services, human resource (HR) services, ICT services, and property services.

INTRODUCTION TO CORPORATE POLICY OFFICES AND OTHERS

All policies have to serve at Council and procedure manuals serve at Management Committees for their endorsement. Other working documents are approved at directorate and department level depending on the effects and the stretch of the effects, as to how many departments are affected.

Most of the policies and guiding documents are in the following directorates and/or departments: Finance (14), Human Capital Management (33), Information Communication Technology (37), and Council has 40 by(laws. T 3.24


141

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


142

The Executive and Council Policy Objectives Taken from IDP Service Objectives


2015/2016 2016/2017 2017/2018

Target Actual Target Actual TargetService Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) To promote effective community participation

Coordination and facilitation of Mayoral Outreaches

6 6 6 6 6 6

T 3.24.3


143

Financial Performance : The Executive and Council

2017/2018

R'000

Details

2016/2017 2017/2018Actual Original

Budget Adjustment


e to Budget


70,592,033

78,881,118

74,928,158

82,222,606 4%


37,781,765

27,953,203

29,285,306

35,084,028 26%


542,693

98,723

56,113

44,399 (55%

Other 58,867,223

37,797,489

39,366,536

40,500,339 7%


97,191,681

65,849,415

68,707,955

75,628,766 15%


26,599,647

(13,031,703

(6,220,203

(6,593,840 (49%


Capital Expenditure : The Executive and

Council Year 0

R' 000

Capital Projects


Budget Actual

Expenditure

% Varian

ce from

adjusted

budget

Total Project Value

Total All 223,000

223,000

185,716 (17%

Furniture & Office Equipment (110/...)

25,000

4,000

3,869 (3%

3,869


144


18,000

18,000

11,377 (37%

11,377

Furniture & office equipment: 105

180,000

201,000

170,470 (15%

170,470


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


145

Debt Recovery R' 000

Details of the types of account raised

and recovered

2016/2017 2017/2018 2018/2019 Actual for accounts

billed in year

Proportion of

accounts value

billed that were

collected in the year

%

Billed in Year

Actual for accounts

billed in year

Proportion of

accounts value

billed that were

collected %

Estmated outturn for accounts

billed in year

Estimated Proportion of

accounts billed that were collected

%

Property Rates R287 879 131 R287 879 131 R314 696 093 R306 879 137 R340 745 485 (90%)Electricity ( B R7 332 286 R7 332 286 R8 180 266 R7 487 175 R8 642 038 (87%) Electricity ( C R489 155 095 R489 155 095 R541 847 558 R552 605 694 R552 605 694 (96%)Water ( B R1 119 393 R1 119 393 R1 290 318 R998 918 R1 374 344 (73%)Water ( C R88 039 735 R88 039 735 R102 524 042 R74 986 073 R84 695 508 (89%) Sanitation R52 625 498 R52 625 498 R56 212 019 R53 643 559 R60 199 572 (89%) Refuse R54 809 211 R54 809 211 R62 314 625 R67 809 107 R61 701 008 (91%)Other B( Basic; C= Consumption. See chapter 6 for the Auditor General's rating of the quality of the financial Accounts and the systems behind them. T 3.25.2


146

Employees ( Financial Services

Years 2( (2015) Year (1 (2016) Year 0 (2017)

Job Level

Employee number

Posts Number

Employee number

Vacancies

Vacancies %

Posts Number

Employee number

Vacancies

Vacancies %

0(3 3 6 5 1 17 5 3 2 404(6 14 20 15 5 25 21 19 2 107(9 11 14 12 2 14 14 11 3 2110(12 25 28 27 1 4 27 26 1 413(15 23 25 24 1 4 28 27 1 416(18 1 1 1 0 0 1 1 0 0

19(20 2 2 2 0 0 2 2 0 0

Total 79 96 86 10 10 98 89 9 9

Financial Performance : Financial Services

2017/2018

R'000

Details


Budget Adjustment


e to Budget


396,889,444

373,994,559

381,459,420

401,339,849 7%

Expenditure:

Employees 35,841,618

35,805,365

33,476,132

33,487,838 (6%


2,687,593

3,492,489

3,640,931

3,537,177 1%

Other 39,755,646

36,398,782

42,379,698

36,748,280 1%


78,284,857

75,696,636

79,496,761

73,773,295 (3%


(318,604,587

(298,297,923

(301,962,659

(327,566,555 10%



147

Capital Expenditure : Financial Services 2017/2018

R' 000

Capital Projects

2017/2018 Budget Adjustme

nt Budget

Actual Expendit

ure

Variance from

original budget

Total Project Value

Total All 256,000

2,266,100

1,832,302 (19%


73,500

43,500

38,616 (11%

38,616

Replace vehicle (200/...) 175,000

175,000

174,551 0%

174,551

Alarm System Redundant Asset Store (200/...)

7,500

7,500

( (100%

(

Replace current financial system (205/...)

(

1,586,757

1,169,000 (26%

1,169,000

Upgrade paypoint x7 (200/...) (

423,343

423,343 0%

423,343

New Furniture and equipment (200/..) (

30,000

26,792 (11%

26,792


COMMENT ON THE OVERALL PERFORMANCE OF FINANCIAL SERVICES

The projects above are for service delivery requirements to ensure all functions are performed in the Finance Department. Sixty nine per cent (69%) of the capital budget has been spent, 1 of the projects that have not been completed is the printer project, and the new printers were not required due to the migration to a new financial system.

T 3.25.7

3.23. HUMAN RESOURCE SERVICES

INTRODUCTION TO HUMAN RESOURCE SERVICES The Human Capital Management Department of the Steve Tshwete Local Municipality is focused on providing the best personnel services through fair and transparent processes and procedures. It is also focused on effective recruitment procedures, training and empowering staff, and providing expert and professional advice to staff and management on human resources(related issues. The Human Resources Department maintained its strategy during 2015/2016 to recruit qualified and competent staff to fill vacancies. Structured interviews were conducted together with work sampling(based tests to assist with the selection of the best candidates for


148

appointment. Verification of qualifications, working record/history, possible fraudulent activities, and criminal record are being done for selected positions through an independent service provider before appointments are made. This prevented the municipality from appointing staff without the necessary skills, competencies, and qualifications. In addition to the foregoing, a Workplace Skills Plan is being compiled, submitted to the Local Government Sector Education Training Authority (LGSETA) on an annual basis, and implemented accordingly to attend to the most critical skills development needs. It is usually complemented by the bursary scheme, which caters for longer(term qualification strategies. The Local Labour Forum, Staff Wellness Meetings, and Human Resources Development Meetings were being planned to take place on a monthly basis.

SERVICE STATISTICS FOR HUMAN RESOURCE SERVICES

During the 2017/2018 financial year, 74 new posts were created within the Steve Tshwete Local Municipality. The staff complement for the 2017/2018 period consisted of 1 590 permanent positions, of which 1 414 posts are filled, whereas the services of 61 employees were terminated due to factors such as retirement and resignations. T 3.26.2


149

Human Resource Services Policy Objectives Taken from IDP

Service Objectives Outline Service Targets 2016/2017 2017/2018 2018/19 Target Actual Target Actual Target


Year

*Previous Year

*Current Year

*Current Year (viii)

(i) (ii) (iii) (iv) (v) (vi) (vii)To ensure compliance with the EEA

2 employees from EEA target groups to be employed at the three highest levels

2 2 2 2 2 2

1 EE Plan to be submitted to the Department of Labour by the end of October annually

1 1 1 1 1 1

To capacitate employees in order to enhance service delivery

Number of WSP developed and submitted

1 1 1 1 1 1

To create a safe and healthy environment for personnel

5 activities to be conducted annually for OHS Policy

12 28 12 10 20 10

T 3.25.3


150

Employees ( Human Resources Services Years 1( (2017) Year 0 (2018)



Vacancies %

0(3 3 3 3 0 04(6 7 8 7 1 137(9 3 4 2 2 5010(12 2 2 1 1 5013(15 0 1 1 0 016(18 0 0 0 0 019(20 1 1 1 0 0

Total 16 19 15 4 21

Financial Performance : Human Resource Services

2017/2018

R'000

Details


Budget Adjustment


e to Budget


308,085

785,638

940,742

883,004 12%

Expenditure:

Employees 7,371,406

8,808,820

9,236,139

8,188,860 (7%


57,486

89,250

89,250

56,039 (37%

Other 4,954,673

5,982,609

6,217,505

4,709,721 (21%


12,383,565

14,880,679

15,542,894

12,954,620 (13%


12,075,479

14,095,041

14,602,152

12,071,616 (14%



151

Capital Expenditure : Human Resource Services 2017/2018

R' 000

Capital Projects

2017/2018 Budget Adjustme

nt Budget

Actual Expenditu

re

% Variance


Total Project Value

Total All 17,000

337,000

164,700 (51%


17,000

17,000

( (100%

(

HR software & fingerprint readers (141/...)

(

320,000

164,700 (49%

164,700


T 3.26.6

COMMENT ON THE PERFORMANCE OF HUMAN RESOURCE SERVICES OVERALL

Furniture and office equipment were HR projects. An amount of R11 762 was spent for the necessary furniture on the SDBIPs, which means that 98% of the budgeted capital expenditure of R12 000 was spent. The capital items included a water dispenser, digital safe, microwave oven, and two office chairs. Operational expenditure was 92.2%.

T 3.26.7

3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES

This component includes Information and Communication Technology (ICT) services.

INTRODUCTION TO ICT SERVICES

Information Communication Technology Services Department provides a platform to enable the Municipality to use ICT systems and ICT services to provide the much needed services to the Community of Steve Tshwete Local Municipality.

ICT Services functions includes setting systems and providing services that enable various departments in the municipality to provide their products and services to the community by hosting such systems on ICT infrastructure.

We have continued to host financial, human resources, electrical, civil engineering, planning, audit, records, communication, traffic and call centre systems to enable departments to provide efficient and reliable products and services. We have improved our server infrastructure and networking through the provision of backup and retentions services, introducing new buildings to municipal network infrastructure. We have also improved our wireless network capacity,


152

provided tools of trade to our users, introduced a mobile app to improve communication, continued the use of SMSs to communicate with the community, provision of telecommunication services and data services, and enabling a platform for our users.

We have improved on our ICT Governance and put in Governance structures in place, while ensuring that we cut on bureaucratic tape. We have implemented mCGICTPF, developed and implementing the ICT Master Systems Plan. Increased systems available.

SERVICE STATISTICS FOR ICT SERVICES.

● Ninety(eight percent (94%) wireless network availability. ● Ninety nine percent (99%) restoration of backups. ● Ninety nine percent ICT Services (99%) incidents reports generated resolved ● Hundred percent (100%) of information received published on the website and Intranet. ● Eighty five percent (85%) availability of Servers, routers, switches and other

hardware. ● Ninety percent (90%) availability of telephony services. ● Ninety five percent (95%) availability of internet services. ● Ninety five percent (95%) availability of email services. ● Hundred percent (100%) ICT Governance structures meetings and workshops. ● Hundred percent (100%) response to all ICT related Audit queries. ● Ninety five percent (95%) of all calls responded within SLA times.

T 3.27.2


153

ICT Services Policy Objectives Taken from IDP Service Objectives


2016/2017 2017/2018 2018/19


Service Indicators

*Previous Year*Previous Year

*Current Year

*Following Year

(x) (i) (ii) (iii) (iv) (v) (vi) (vii) Provisioning of ICT equipment

Provide computers, printers, servers, scanners, projectors, phones, UPSes, etc

100% capital budget spent on provisioning of ICT Equipment by June 2017.

53% capital budget spent.

63 PC’s. 23 Notebooks, 1 QNAP NAS 5 printers for

cashiers. 1 all in one

printer 15 hard drives.

2 projector 5 WAN wireless

connection. 1 brother labelling machine.

5 OKI and 2 epson printers. 1 scanner and

1 server. 7 phones.

1 mini projector.

100% capital budget spent on provisioning of ICT Equipment by June 2017.

3 million capital

budget spent on

provisioning of ICT

Equipment by June 2018.

R 3 336 905 capital budget spent on

provisioning of ICT Equipment.

84%. 83% capital budget

spent. UPS – R103295.40. Big UPS R 444800. Two way Radios –

R 68625. Office Furniture –

R 10795.73. Laptops – R 212000.

Computers – R 520000. Server –

R 1227706.96. Projector and screen –

R 51000 Scanners – R 30000

External Communication –

R 348682. Backbone Infrastructure

– R 320000.

R 11 000 000 capital budget

spent on provisioning of ICT Equipment by June 2019.

ICT systems maintenance

Provide end user

4500 incidents reported and

5889 incidents reported and 5881 resolved.



4966 incidents reported and resolved by June 2018.



154



2016/2017 2017/2018 2018/19


Service Indicators


*Current Year

*Following Year

(x) (i) (ii) (iii) (iv) (v) (vi) (vii) and end user support.

maintenance and support

resolved by June 2016.




Generation of the reports for update of municipal website

Provide website and intranet services

12 reports on information published within 4 working hours.

12 reports on information published within 4 working hours. 505 quotation adverts, 108 tenders, 19 vacancy adverts, 28 notices published on Municipal website 68 Media Releases.

12 reports on information published within 4 working hours.505 quotation adverts, 108 tenders, 19 vacancy adverts, 28 notices published on Municipal website 68 Media Releases.

12 reports on information published within 4 working hours.



Provision and

maintenance of

wireless, data,

and radio

support

Provide radio

communicatio

n services

4 reports on wireless network availability

Wireless Network Average Availability: 96% Fire Station: 97% Vaalbank: 98%Libraries: 99% Infrastcurture: 99%

4 reports on wireless network availability

Wireless Network Average Availability: 96% Fire Station: 97% Vaalbank: 98% Libraries: 99%

Wireless Network Average Availability: 94% Fire Station: 92% Vaalbank: 99% Libraries: 99% Infrastcurture: 99% PayPoints: 99% Service Center: 99% Hendrina: 92% Golfsig: 99%

Wireless Network Average Availability: 96% Fire Station: 97% Vaalbank: 98% Libraries: 99% Infrastcurture: 99% PayPoints: 98%


155



2016/2017 2017/2018 2018/19


Service Indicators


*Current Year

*Following Year

(x) (i) (ii) (iii) (iv) (v) (vi) (vii) PayPoints: 98% Service Center: 99% Hendrina: 98% Golfsig: 98% Kanonkop: 98%

Infrastcurture: 99% PayPoints: 98% Service Center: 99% Hendrina: 98% Golfsig: 98% Kanonkop: 98%

Kanonkop: 99% Service Center: 99% Hendrina: 98% Golfsig: 98% Kanonkop: 98%

T 3.27.3


156

Employees ( ICT Services Years 1( (2017) Year 0 (2018)



0(3 1 2 2 0 04(6 2 3 3 0 07(9 2 9 8 1 1110(12 3 3 2 1 3313(15 0 0 0 0 016(18 0 0 0 0 019(20 0 0 0 0 0

Total 8 17 15 2 12

Financial Performance : ICT Services

2017/2018

R'000

Details


Budget Adjustment


e to Budget


27,801

29,750

29,750

29,810 0%

Expenditure:

Employees 3,707,136

4,508,648

6,838,004

6,832,870 52%


5,108,607

4,088,070

2,533,610

2,418,063 (41%

Other 7,641,731

9,701,698

9,080,161

4,018,972 (59%


16,457,474

18,298,416

18,451,775

13,269,906 (27%


16,429,672

18,268,666

18,422,025

13,240,096 (28%



157

Capital Expenditure : ICT Services 2017/2018

R' 000

Capital Projects 2017/2018Budget Adjustment

Budget Actual

Expenditure

% Variance


Total Project Value

Total All 3,590,000

4,028,000

3,432,540

(15%

Backbone Infrastructure & VOIP (122/...)

300,000

358,273

358,273

0% 358,273

Computer equipment UPS (122/...) (Incorrect)

(

458,166

445,344

(3% 445,344

Server New IT Systems (122/...) 1,800,000

1,721,561

1,227,707

(29% 1,227,707

Communication To External Facilities (122/...)

350,000

350,000

348,682

0% 348,682

Computer Systems (122/...) 600,000

584,000

582,677

0% 582,677

Renewal Printers (122/...) 30,000

30,000

27,873

(7% 27,873

Scanners (122/...) 75,000

33,000

30,000

(9% 30,000

Projector & Screen (122/...) 40,000

61,000

44,384

(27% 44,384


15,000

30,000

22,646

(25% 22,646

Renewal Laptops (122/...) 180,000

212,000

186,507

(12% 186,507

Replace 2 Way Radios (122/...) 80,000

70,000

68,625

(2% 68,625

Computer Equip UPS (122/...) 120,000

120,000

89,822

(25% 120,000


T 3.27.6

COMMENT ON THE OVERALL PERFORMANCE OF ICT SERVICES

Since this was the final year of the IDP, most of the projects have been attained. Capital projects for 2017/2018 are upgrade of network backbone infrastructure and VOIP, communication radio links, increase of storage project, UPS, computer systems, and laptops. The only variation was that the projects were not completed in the months planned for on the SDBIP.


158

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


159

IDP Services Policy Objectives Taken from IDP Service Objectives Outline Service

Targets 2016/2017 2017/2018 2018/19



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


160

Development and strategic Support (IDP, PMS,) Years 1( (2017) YEAR 0 (2018)



Vacancies %

0(3 3 3 3 0 04(6 0 1 1 0 07(9 0 0 0 0 010(12 1 1 1 0 013(15 0 0 0 0 016(18 0 0 0 0 019(20 1 0 0 0 0

Total 5 5 5 0 0

Financial Performance : IDP Services 2017/2018 R'000

Details


Budget Adjustment


e to Budget


(

(

(

( 0%

Expenditure:

Employees 2,708,653

(

(

( 0%


(

(

(

( 0%

Other 574,129

(

(

( 0%


3,282,782

(

(

( 0%


3,282,782

(

(

( 0%


COMMENT ON THE OVERALL PERFORMANCE OF IDP SERVICES Council adopted its 2017/2018 IDP as per legislative requirements. Furthermore, priorities identified in the IDP informed resource allocation (budget).

T 3.28.7


161

3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES

This component includes property, legal, risk management, and procurement services.

INTRODUCTION TO PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES

Property valuation: The department is responsible for providing an updated basis for the levying of property rates. During the 2015/2016 financial year, the 4th supplementary valuation roll for the 2013(2018 general valuation roll was compiled and submitted in January 2016. The department is also responsible for the alienation of Council’s properties as per the prescripts of the relevant legislation.

Legal and administration services: This is responsible for the provision of legal advice, ensuring legal compliance, and providing support services to Council. It also has the responsibility for contract management and administration and management of tenders.

Risk management services: The unit is responsible for providing guidance on risk mitigation strategies in line with the approved risk management strategy and policy. On an annual basis, the risk workshop is held to review organisational risk and new emerging risks to develop strategic and operational risk plans.

Procurement services: This unit is responsible for the acquisition of supplies and services in support of the municipality’s business. It ensures that all procurement processes are fair, equitable, competitive and cost effective and that it complies with the regulatory framework and consistent with all applicable legislation.

SERVICE STATISTICS FOR PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES

Tenders : 97 Contracts : 103 Supplementary valuations : 3 206 Policies : 38 By(laws : 2

T 3.28.2


162

Property, Legal, Risk Management, and Procurement Services Policy Objectives Taken from IDP Service Objectives Outline Service Targets 2016/2017 2017/18 2018/19 Target Actual Target Actual Target


Year *Previous

Year *Current

Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)To ensure compliance with the Fraud Prevention Plan

Number of activities implemented on Fraud Prevention Plan

4

To render effective secretariat services

Develop an annual schedule of Council, Mayoral, and other committees

1 1 1 1 1 1

To maintain a proper Records Management System

Review of the File Plan 1 1 1 1 1 1

Number of reports submitted in monitoring incoming and outgoing correspondence

6 11 11 11 11 12

To improve legal compliance

Number of activities to be undertaken to improve legal compliance

5

5

5 4 4 4

To promote cooperative governance

Number of activities undertaken to comply with King III Report

5

5

5 5

5

5

To maintain a comprehensive and uniform valuation roll

% of supplementary taxes implemented

100% 100% 100% 100% 100% 100%

Facilitate and coordinate risk management functions and processes

Number of strategic risk registers approved by Council 1 1 1 1 1 1


163

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


Annual reports,



Annual reports,



Annual reports,



Annual reports,



Annual reports,


T 3.28.3

Chapter 4 – Organization Development Performance ANNUAL REPORT – 20172018

164

Employees – Property, Legal, and Risk Management Years 1 (2016) Year 0 (2017)

Job Level

Number of Employees

Number of Posts

Number of Employees

Vacancies (Number)

Vacancies (%)

0(3 5 6 6 0 04(6 10 12 10 2 177(9 12 14 13 1 710(12 11 11 11 0 013(15 2 2 2 0 016(18 0 0 0 0 0

19(20 6 5 5 0 0

Total 46 50 47 3 6

Financial Performance : Legal, Property and Procurement

2017/2018

R'000

Details


Budget Adjustment


to Budget

Total Operational Revenue 2,924,158 3,413,865 3,404,285 2,066,589 (65%

Expenditure:

Employees 24,544,697 34,401,297 33,124,361 32,062,925 (7% Repairs and Maintenance 560,801 7,007,174 6,833,850 623,388 (1024%

Other 10,912,991 26,094,528 30,972,049 35,835,376 27%Total Operational Expenditure 36,018,489 67,502,999 70,930,260 68,521,689 1%Net Operational Expenditure 33,094,331 64,089,134 67,525,975 66,455,099 4%Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.15.5


165

Capital Expenditure : Legal, Property and Procurement 2017/2018

R' 000

Capital Projects


Budget Actual

Expenditure

Variance from

original budget

Total Project Value

Total All 6,340,500

7,857,200

7,372,439 (6%

Replace Tractor 55KW( 539/...) 350,000

310,000

309,540 0%

309,540

Replace vehicles for water & sewer (575/...)

900,000

900,000

898,160 0%

898,160

Furniture & Office Equipment: 230 85,000

85,000

46,554 (45%

46,554

Furniture & Office Equipment: 230 85,000

85,000

46,554 (45%

46,554

Replace Vehicles (539/...) 400,000

366,800

366,300 0%

366,300

Bulk Filing Cabinets (120/...) 200,000

163,000

162,291 0%

162,291


10,000

6,000

4,605 (23%

4,605

Replace tractor at Boskrans WWTW (575/...) (

640,000

630,000 (2%

630,000

Camera((123/...) 8,000

8,000

6,974 (13%

8,000

Civil Fleet 3 Ton Crew Cab For Roads (575/...) (

450,000

445,077 (1%

450,000

Replace Tractors (539/...) 350,000

310,000

309,540 0%

310,000

Walkbehind Mowers 70,000

70,000

66,399 (5%

70,000

Replace Backactor (575/...) 1,000,000

1,000,000

925,140 (7%

1,000,000

Replace Compressor (539/...) 350,000

433,200

376,650 (13%

433,200

Replace Venter Test Trailer (750/...) 1,450,000

1,450,000

1,250,136 (14%

1,450,000

Steam Cleaner (539/...) 70,000

62,200

58,185 (6%

62,200

Equipment & Tools (539/...) 82,500

83,100

81,687 (2%

83,100

Fencing Around Main Store Yard (230/...)

100,000

100,000

99,000 (1%

100,000

Upgrade Paint Store (230/...) 200,000

189,900

168,740 (11%

189,900


166

Replace vehicles for roads (575/...) 450,000

450,000

449,080 0%

450,000

Furniture & Office Equipment (120/...) 100,000

141,000

140,552 0%

141,000

Video Camera (121/...) 20,000

20,000

19,500 (3%

20,000

Aerial Photos & Pictometry ( 474,000

473,775 0%

474,000

Shelves At SCM (230/...) 60,000

60,000

38,000 (37%

60,000


COMMENT ON THE OVERALL PERFORMANCE OF PROPERTY SERVICES

All the departments managed to successfully implement their projects as per the SDBIP. Legal services had a challenge with the procurement of the executive support vehicle due to under(budgeting. T 3.28.7

COMPONENT J: ORGANISATIONAL PERFORMANCE SCORECARD

This component includes a performance summary of the Annual Performance Scorecard Report for the 2017/2018 financial year.

Refer to Appendix V for a full report.

Commented [SM1]: nfirm

Commented [SM2]:


167

CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II)

INTRODUCTION

To ensure that the organization’s effectiveness is increased, the municipality conducts a personnel needs analysis and makes the necessary provision in the Municipal Budget on an annual basis. To ensure effectiveness and efficiency within the organisation, the municipality annually develops a Workplace Skills Plan, after conducting a training needs analysis. The necessary training is then provided depending on available financial resources. Employees are also provided with all the necessary tools including, but not limited to, ICT tools, furniture, and machinery.

Necessary policies, systems, procedures, and mechanisms are put in place to ensure organizational development. These include, but are not limited to, recruitment, selection, training, discipline, and the retention of staff. Employees are developed as far as possible to assist them to function effectively as human beings and to reach their full potential.

Changes in business process and changing environment requires the organization to review its organizational structure on a regular basis.

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL

4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES


168

EMPLOYEE TOTALS, TURNOVER, AND VACANCIES

Department Description

2015/2016 2016/2017 2017/2018

Vote Allocation

Approved Posts

Number of Employees

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Water (Water General)

500, 560, 561, 562, 563, 564, 566, 567, 571, 575 81 74 84 73 11 13 111 85 26 23

Waste water (Sanitation and Public Toilets)

546, 547, 550, 552, 553, 410 132 118 139 121 18 13 173 123 50 29

Electricity 700 115 111 111 108 3 3 116 105 11 9Waste Management 420, 425 196 187 202 195 7 4 203 193 10 5 Housing (Housing and Security) 452, 460 30 28 30 26 4 13 30 27 3 10 Roads (Road Transport, Licensing, and Taxi Terminals buildings)

300, 540, 542, 543,

557 161 146 169 155 14 8 172 160 12 7

Transport None 0 0 0 0 0 0 0 0 0 0Planning (Development and Strategic Support IDP, Town Planning Services) 114, 502 23 20 25 22 3 12 25 23 2 8Local Economic Development 1 1 1 1 1 0 0 1 1 0 0


169



2015/2016 2016/2017 2017/2018

Vote Allocation

Approved Posts

Number of Employees

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Planning (Strategic & Regulatory) [Office of the Municipal Manager, Deputy Municipal Manager, Exec Director: Public Services, Exec Director: Infrastructure Services, Exec Director: Corporate Services, Exec Director: Financial Services, Internal Audit]

110,118, 111, 112, 113, 109, 109 19 15 20 16 4 20 24 21 3 13

Community and Social services (Gender and Social Development, Library, Youth Development, Events and Facility Management (Community Halls), Cemetery and Age Care)

117, 140, 116, 161 505 82 74 81 74 7 9 81 72 9 11

Environmental Protection (Pollution control, Biodiversity, Landscape, and None 0 0 0 0 0 0 0 0 0 0


170



2015/2016 2016/2017 2017/2018

Vote Allocation

Approved Posts

Number of Employees

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Environmental Health)

Health 400, 440, 441, 442 6 5 7 4 3 43 7 5 2 29

Security and Safety (Traffic, Emergency Services, and Street Lights)

310, 311, 515, 177 166 178 171 7 4 180 172 8 4

Sport and Recreation

530, 533, 539 162 157 162 153 9 6 175 164 11 6

Corporate Policy Offices and others (Legal and Admin, HCM, IT, Property and Evaluation, Communication, Mayoral admin, Stores, Financial Data Processing, Municipal Buildings)

105, 120, 121, 122 123, 126 141, 200, 205, 210, 230, 555, 292 270 308 278 30 11 292 263 29 10

TOTAL 1 477 1 373 1529 1397 132 8 1590 1414 176 11


171

Vacancy Rate: Year 1 (2016/2017)

Vacancy rate year 0: 2017/2018

Designation

Total Approved Posts

Vacancies

Vacancies %

Total Approved Posts

Vacancies

Vacancies %

Municipal Manager 1 1 100 1 1 100

Deputy Municipal Manager

1

0 0

1 1 100

CFO 1 0 0 1 0 0

Other Section 57 Managers (excluding Finance)

3

2 67 3 1 33

Other Section 57 Managers (Finance)

0

0 0

0

0

0

Police Officers None None None None None None

Firefighters 54 1 2 54 0 0

Senior Management – Level 13(15 (excluding Finance) {1(3}

47

7 15 49 4 9

Senior Management – Level 13(15 (Finance) {1(3}

7

1 15 6 2 33

Highly Skilled Supervision – Level 9(12 (excluding Finance) {4(6}

63

4 6 63 5 8

Highly Skilled Supervision – Level 9(12 (Finance) {4(6}

30

6 20 34 5 15

Turnover Rate 2017/2018

Details

Total of Appointments as of the Beginning of the Financial Year

Terminations during the Financial Year

Turnover Rate (%)

2015/2016 90 64 71%

2016/2017 102 37 36.2%

2017/2018 123 61 4.3%


172

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


173

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


174

HR Policies and PlansNo. Name of Policy Completed

(%) Reviewed

(%) Date Adopted by

Council or Comment on Failure to Do so

23 Performance Management and Development

100% M08/08/2010

24 Recruitment, Selection, and Appointment

100% 100% M07/07/2010

25 Remuneration, Scales, and Allowances

100% MCA M05/08/2012

26 Resettlement 100% M07/07/2010 27 Sexual Harassment 100% M64/08/2006 28 Skills Development 100% ACT 97 OF 1998 29 Smoking Policy 100% S31/09/2001 30 Special Skills 100% M22/11/2006 31 Work Organization 100% C34/09/2012 32 Uniforms & Protective

Clothing 100% 22 APRIL 2010

33 Other Policies/Procedures 33.1 Absence from Work without

Leave (Only procedures) 100% 2004/05/05

33.2 Accident and Incident Reporting Procedure

100% M04/11/2012

33.3 Acting Allowance Policy (Only draft)

100% Condition of Services C63/11/2013

33.4 Bereavement Policy 100% M19/11/2011 33.5 Bursary By(laws 100% C23/03/2011 33.6 Cellphones 100% M03/10/2004

M07/12/2010 M25/12/2012

33.7 Clocking Systems Policy 33.8 Conditions of Service 100% C63/11/2013 33.9 Education, Training, and

Development 100% M14/11/2009

33.10 Fraud Prevention Policy 100% 29/08/2012 17/03/2011

33.11 Performance Appraisal 100% M08/08/2010 33.12 Private Work Policy 100% 2012/11/19 Section 4 of

Code of Conduct for Municipal Staff. Schedule 2 Municipal Systems Act

33.13 Retention & Succession 100% M08/08/2010 08/07/2010


175

COMMENT ON WORKFORCE POLICY DEVELOPMENT

Workplace policies are developed and reviewed as and when necessary in consultation with labour as prescribed by the relevant pieces of labour legislation and signed collective agreements.

T 4.2.1.1

4.3. INJURIES, SICKNESS, AND SUSPENSIONS

Number and Cost of Injury on Duty 2017/2018

Type of Injury

Injury Leave Taken (Days)

Employees Using Injury Leave (Number)

Proportion Employees Using Sick Leave (%)

Average Injury Leave per Employee (Days)

Total Estimated Cost

Required basic medical attention only 1 days 1 Employee 8877 1 Days R1202.24Temporary total disablement 41 days 4 Employees 10.2 Days R64163.72

Permanent disablement None

Fatal None

Total 42 Days 3 Employees8877

Employees 11.2 R65365.96

Number of Days and Cost of Sick Leave (Excluding Injury on Duty) 2017/2018

Salary Band

Total Sick Leave (Days)

Proportion of Sick Leave without Medical Certification (%)

Employees Using Sick Leave (Number)

Total Employees in Post (Number)

Average Sick Leave per Employee (Number)

Estimated cost

Lower Skilled (Level 14(20) 3433

226 days

6.6% 345 720 9.91 daysSkilled (Level 11(13) 2323

209 days 8.99% 172 237 13.5 days

Highly Skilled Production (Level 8(10) 2016

310 days 15.37% 205 259 9.8 days

Highly Skilled 960

135 days 14% 102 145 9.4 days


176

Supervision (Level 4(7)

Senior Management (Level 1(3) 154

26days 16.88% 28 49 5.5 days

MM and S57 0 0% 0 4 0 days

Total 8875 906 days

10.2% 852 1414 9.92 days

T 4.3.3

COMMENT ON INJURY AND SICK LEAVE

Special sick leave is taken in the case of injury on duty. An Occupational Health and Safety (OHS) Policy is in place and displayed at all workplaces. All departments are required to follow this policy. Regular OHS inspections and safety audits are carried out during the year to identify any new health and safety risks. Departments were advised in terms of handling OHS matters. Training was done on a regular basis (e.g. first aid and safety representative).

Accidents and injuries on duty were investigated in terms of relevant legislation. Sick leave was monitored by HODs, and proper record was kept of all leave and sick leave taken. Where necessary, officials may be sent to medical practitioners appointed by Council for second opinions in cases of extended sick leave.

T 4.3.4

Number and Period of Suspensions 2017/2018 Position Nature of

Alleged Misconduct

Date of Suspension

Details of Disciplinary Action Taken or Status of Case and Reasons Why not Finalised

Date Finalised

9.8

12.9

10.7

7.4 7.3 7

0

2

4

6

8

10

12

14

Lower Skilled(Level 14‐20)

Skilled (Level11‐13)

Highly SkilledProduction(Level 8‐10)

Highly SkilledSupervision(Level 4‐7)

SeniorManagement(Level 1‐3)

MM and S57

Average Number of Days Sick Leave (excluding IOD)


177

Assistant Director Negligence and Assault

2018/03/14 Disciplinary hearing finalised on awaiting an outcome only

2018/07/04

T 4.3.6

Performance Rewards By Gender 2017/2018 Designations Beneficiary profile

Gender Total Number of Employees in Group

Number of Beneficiaries

Expenditure on Rewards –

Year 1

Proportion of Beneficiaries within Group

R’ 000 %

Section 54 M 1 1 = Acting None

F 0

Section 56 M 5 2

1 = acting None

F 2 None

Others managers M 55 31 None

F 16 None

Total Has the statutory municipal calculator been used as part of the evaluation process?

Yes/No

T 4.4.1

4.4. PERFORMANCE REWARDS

COMMENT ON PERFORMANCE REWARDS

Performance management system is applied to Municipal Manager and Section 57 executive directors who report to the Municipal Manager. Assessments were done and bonuses paid to all managers who were assessed.


178

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


179

4.5. SKILLS DEVELOPMENT AND TRAINING


180

Skills MatrixManagement Level

Gender

Employees in Post as at 30 June 2017

Number of Skills Employees Required and Actual as at 30 June 2018Learnerships

Skills Programmes and

Other Short Courses

Other Forms of Training Total

Number Actual: End

of 2016/1

7

Actual: End

of 2017/2

018

2017/2018

Target

Actual:End of 2016/17

Actual: End of 2017/20

18

2017/2018 Target

Actual: End

of 2016/

17

Actual: End of 2017/20

18

2017/2018

Target

Actual:End of 2016/17

Actual: End of

2017/2018

2017/2018 Target

MM and S57

Female

Male

Councilors, senior officials, and managers

Female

1 1 10 6 7 1 10

Male 1 6 2 14 9 16 2

Technicians and associate professionals*

Female

12 2 45 165 2 5 4 45 182

Male 13 4 153 220 4 21 24 8 174 257

Professions

Female

1 4 2 8 1 5 2 9

Male 8 10 8 5 13 10 8 Subtotal Femal

e 1 13 6 48 183 9 5 16 48 201

Male 1 13 18 165 242 18 21 24 37 186 279 Total 2 26 24 213 425

52 21 29 53 234 480

*Registered with professional associate body, e.g. CA(SA)


181

Financial Competency Development: Progress Report*Description

A. Total Number of Officials Employed by Municipality (Regulation 14(4)(a) and (c))

B. Total Number of Officials Employed by Municipal Entities (Regulation 1494)(a) and (c))

Consolidated: Total of A and B

Consolidated: Competency Assessments Completed for A and B (Regulation 14(4)(b) and (d))

Consolidated: Total Number of Officials With Performance C Agreements Who Comply with Regulation 16 (Regulation 14(4)(f))

Consolidated: Total Number of Officials That Meet Prescribed Competency Levels (Regulation 14(4)(e))

Financial Officials

Accounting Officer

1 0 1 0 1 1

Chief Financial Officer

1 0 1 0 1 1

Senior Managers

5 0 5 0 0 4

Any Other Financial Officials

11 0 11 0 0 7

Supply Chain Management Officials

Head of Supply Chain Units

1 0 1 0 0 1

Supply Chain Management – Senior Managers

2 0 2 0 0 2

Total 21 0 21 0 2 16


182


183

Skills Development Expenditure

Management Level

Gender

Employees as at the

Beginning of the

Financial Year

Original Budget and Actual Expenditure on Skills Development – Year 1 Learnership Skills Programmes

and Other Short Courses

Other Forms of Training

Total

Number Original Budget

Actual Original Budget



Actual

MM and S57 Female 2

Male 1 Legislators, senior officials, and managers

Female 29 58500 52000 55625 114125 52000

Male 49 58500 52000 55625 41463 32813 2529 146938 95992Professionals Female 25 55625 23155 32813 4990 88437 28145

Male 29 55625 14735 55625 6519 111250 21254Technicians and associate professionals

Female 17 85625 7778 55625 141250 7778

Male 119 65625 10353 65625 47310 131250 57663Clerks Female 202 95625 78050 45625 17328 141250 95378

Male 59 75625 48719 45625 121250 48719Service and sales workers

Female 54 20000 102192 85625 78295 45625 4332 151250 184819

Male 97 131250 132741 85625 79535 45625 17328 262500 229604Plant and machine operators and assemblers

Female 6 45625 3889 65625 9643 111250 13532

Male 67 45625 3889 65625 59959 131250 63848Elementary occupations Female 240 95625 89120 131250 72253 226875 161355

Male 540 95625 89102 272500 269533 368125 358635Subtotal Female 575 78500 154192 519375 280268 376563 108546 974438 543006

Male 961 189750 184741 479375 287795 583438 403178 1252563 875714

Total 1536 268250 338933 998750 568064 960000 511724 2227000 1418721


184

COMMENTS ON SKILLS DEVELOPMENT AND RELATED EXPENDITURE AND THE FINANCIAL COMPETENCY REGULATIONS

Employees are trained as per the Workplace Skills Plan adopted by the employer in consultation with labour. However, financial constraints continuously prevent the full implementation of all the skills development needs. A concerted effort is made to ensure that all the relevant employees are trained to be compliant with the MFMA Competency Regulations.

T 4.5.4

COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE

INTRODUCTION TO WORKFORCE EXPENDITURE

All the expenditure incurred should be in line with the approved budget. When the staff establishment is approved, provision is made in the budget for all the posts which can be filled and the time frames in respect thereof. No unfunded posts may be filled. The municipality ensures that it recruits employees that are capable of effectively rendering the service towards achieving its strategic goals. T 4.6.0

4.6. EMPLOYEE EXPENDITURE

Source: MBRR SA22 T 4.6.1

19,000

20,000

21,000

22,000

23,000

24,000

25,000

26,000

Year -3 Year -2 Year -1 Year 0

Workforce Expenditure Trends (R' 000)


185

COMMENT ON WORKFORCE EXPENDITURE

SDBIPs were developed and implemented for the operational as well as the capital budgets. STLM recruited and appointed qualified, experienced, and skilled employees. We also provided continuous training in terms of the Workplace Skills Plan and the bursary scheme.

T 4.6.1.1

Number of Employees Whose Salaries Were Increased Due to Their Positions Being Upgraded

Beneficiaries Gender Total Lower Skilled (Level 1(2) Female According to the 2017/2018 budget – None

Male According to the 2017/2018 budget – None

Skilled (Level 3(5) Female According to the 2017/2018 budget – None


Highly Skilled Production (Level 6(8)

Female According to the 2017/2018 budget – None


Highly Skilled Supervision (Level 9(12)

Female According to the 2017/2018 budget – None


Senior Management (Level 13(16) Female According to the 2017/2018 budget – None


MM and S57 Female According to the 2017/2018 budget – None


Total 0 T 4.6.2

Employees Whose Salary Levels Exceed The Grade Determined By Job Evaluation

Occupation Number of Employees

Job Evaluation Level

Remuneration Level

Reason for Deviation

None

T 4.6.3

Employees Appointed to Posts Not Approved

Department Level Date of

Appointment Number

Appointed

Reason for Appointment When No Established Post Exists

None

T 4.6.4


186

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

Chapter 5 – Financial Performance ANNUAL REPORT – 20718

187

CHAPTER 5 – FINANCIAL PERFORMANCE

INTRODUCTION

This chapter contains information regarding financial performance and highlights specific accomplishments.

The chapter comprises three components:

Component A: Statement of Financial Performance

Component B: Spending against Capital Budget

Component C: Cash Flow Management and Investment

Component D: Other Financial Matters

The overall operating results achieved for the past financial year closed off with a surplus of R148.0 million compared to a budgeted surplus of R 42.1 million. Operating revenue for the year is R1 454.7 billion (2016: R1 420.1 billion), which reflects a increase of 2%. The operating expenditure for the year is R1 306.7 billion (2016: R1 259.6 billion), which reveals a decrease of 4%.

The total capital expenditure capitalized for the year in respect of property, plant, and equipment amounted to R321.0 million. This includes R89.1 million from government grants, and R189.7 million from own cash resources.

Cash and short(term investments decreased by 0.61% to R482 million (2016: R485 million). The cash balance at financial year end was R 83.9 million.

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE

INTRODUCTION TO FINANCIAL PERFORMANCE

Note: Statements of Revenue Collection Performance by vote and by source are included in Appendix G.

Operating revenue excluding capital grants and subsidies for the year is R1 338.5 billion (2016: R1 301.1 billion), which shows a decrease of 1.7%. Included in the above figure are operating government grants to the amount of R141.1 million, which constitute 10.7% of total revenue.

Service charges jointly comprise 55% of total revenue and increased by R43.7 million from 2016 (R 680.1 million) to R723.8 million in the reporting financial year, which is R5.4 million less than the adjusted budget (R729.3 million). Electricity remains the largest source of income and contributes 40% to municipal revenue.


188

Property rates constitute 23% of revenue and increased by 6.44% from the previous financial year.

Interest received has increased from R39.8 million to R47.9 million, which can mainly be attributed to the interest rate increase during the year.

Revenue from fines decreased by R1.3 million from the previous year, while the remaining revenue sources are R36.1 million less than the adjusted budget. This is mainly for the sale of land / erven that did not materialize.

The operating expenditure for the year is R1 306.7 billion (2016: R1 259.6 billion), which indicates a increase of 3.74% from the previous financial year. The main expenditures are employee(related costs at R417.5 million, bulk purchases at R410.8 million, and depreciation at R157.9 million.

Repairs and maintenance increased by 8% to R73.4 million (2016: R 67.9 million) and comprises 6% of total operating expenditure. Grant and subsidies paid increased by 0.5% from R5.2 million to R5.9 million as a result of additional free basic services which were provided to indigent households.

Capital expenditure for the year amount to R321.0 million. This includes capital grants of R89.0 million and internally generated funds of R189.6 million.


189

5.1. STATEMENTS OF FINANCIAL PERFORMANCE

Reconciliation of Table A1 Budget Summary

2017/2018 2016/201

7

Description

Original Budget

Budget Adjustm

ents (i.t.o. s28 and s31 of the

MFMA)

Final adjustme

nts budget

Final Budget

Actual Outcome

Variance Actual

Outcome as %

of Final Budg

et

Actual

Outcome as %

of Original

Budget

Restated Audited

Outcome

1 2 3 4 5 6 7 8 9 Financial Performance

Property rates

R 322,145,304

R 3,406,897

R 325,552,201

R 325,552,201

R 332,769,107

R 7,216,906 102% 103%

R 309,753,630

Service charges

R 745,091,033

R 7,241,019

R 752,332,052

R 752,332,052

R 739,016,391

R (13,315,661 98% 99%

R 723,831,162

Investment revenue

R 12,285,300

R 516,930

R 12,802,230

R 12,802,230

R 14,817,210

R 2,014,980 116% 121%

R 47,867,886

Transfers recognised ( operational

R 215,169,338

R 3,501,262

R 218,670,600

R 218,670,600

R 214,641,582

R (4,029,018 98% 100%

R 141,123,061

Other own revenue

R 114,666,081

R 35,663,459

R 150,329,540

R 150,329,540

R 171,973,026

R 21,643,486 114% 150%

R 100,403,410

Total Revenue (excluding capital transfers and contributions)

R 1,409,357,056

R 50,329,567

R 1,459,686,623

R 1,459,686,623

R 1,473,217,315

R 13,530,692

101% 105% R 1,322,979,149


190

Employee costs

R 486,042,929

R 955,430

R 486,998,359

R 486,998,359

R 472,560,480

R (14,437,879 97% 97%

R 417,546,634

Remuneration of councillors

R 21,291,599

R 584,493

R 21,876,092

R 21,876,092

R 21,891,024

R 14,932 100% 103%

R 19,588,849

Debt impairment

R 16,188,288

R (

R 16,188,288

R 16,188,288

R (2,147,961

R (18,336,249 (13% (13%

R 29,180,141

Depreciation & asset impairment

R 164,836,871

R (

R 164,836,871

R 164,836,871

R 164,396,580

R (440,291 100% 100%

R 157,925,811

Finance charges

R 21,115,922

R (4,761,754

R 16,354,168

R 16,354,168

R 10,978,889

R (5,375,279 67% 52%

R 18,639,974

Materials and bulk purchases

R 426,940,474

R 1,066,940

R 428,007,414

R 428,007,414

R 420,114,535

R (7,892,879 98% 98%

R 410,753,825

Transfers and grants R 1,995,000

R 30,000

R 2,025,000

R 2,025,000

R 1,819,386

R (205,614 90% 91%

R 5,963,573

Other expenditure

R 284,148,725

R 23,387,708

R 307,536,433

R 307,536,433

R 258,114,168

R (49,422,265 84% 91%

R 247,066,722

Total Expenditure

R 1,422,559,808

R 21,262,817

R 1,443,822,625

R 1,443,822,625

R 1,347,727,101

R (96,095,524 93% 95%

R 1,306,665,529

Surplus/(Deficit)

R (13,202,752

R 29,066,750

R 15,863,998

R 15,863,998

R 125,490,214

R 109,626,216 791%

(950%

R 16,313,620

Transfers recognised ( capital

R 52,304,720

R 332,000

R 52,636,720

R 52,636,720

R 52,634,862

R (1,858 100% 101%

R 49,604,679

Contributions recognised ( capital & contributed assets

R (

R 482

R 482

R 482

R 482

R ( 100%

#DIV/0!

R 82,098,785

Surplus/(Deficit) after capital transfers & contributions

R 39,101,968

R 29,399,232

R 68,501,200

R 68,501,200

R 178,125,558

R 109,624,358

260% 456% R 148,017,084


191

Surplus/(Deficit) for the year

R 39,101,968

R 29,399,232

R 68,501,200

R 68,501,200

R 178,125,558

R 109,624,358 260% 456%

R 148,017,084

Capital expenditure & funds sources Capital expenditure

Transfers recognised ( capital R 52,304,720

R 482,000

R 52,786,720

R 52,786,720

R 52,763,562

R (23,158 100% 101%

R 89,031,323

Public contributions & donations R (

R (

R (

R (

R (

R (

R 42,312,141

Borrowing

R 134,789,996

R (7,042,791

R 127,747,205

R 127,747,205

R (127,747,205 0% 0%

R 101,863,599

Internally generated funds

R 95,080,050

R 14,540,358

R 109,620,408

R 109,620,408

R 215,018,307

R 105,397,899 196% 226%

R 87,802,248

Total sources of capital funds

R 282,174,766

R 7,979,567

R 290,154,333

R 290,154,333

R 267,781,869

R (22,372,464 92% 95%

R 321,009,311

Cash flows

Net cash from (used) operating

R 167,822,486

R 15,242,017

R 183,064,503

R 183,064,503

R 206,766,677

R 23,702,174 113% 123%

R 369,427,029

Net cash from (used) investing

R (264,230,020

R (25,979,313

R (290,209,333

R (290,209,333

R (290,209,333

R ( 100% 110%

R (325,851,843

Net cash from (used) financing

R 129,113,448

R (6,963,391

R 122,150,057

R 122,150,057

R 122,150,057

R ( 100% 95%

R (11,064,328

Cash/cash equivalents at the year end

R 56,205,025

R 42,701,781

R 98,906,807

R 98,906,807

R 122,608,980

R 23,702,174 124% 218%

R 114,865,624

T 5.1.1


192

Financial Performance of Operational Services

R '000

Description 2016/2017 2017/2018

2017/2018

Variance

Actual Original Budget Adjustments

Budget Actual

Original Budget

Adjustments Budget

Operating Cost

Water (34,900,069

(14,758,235

693,388

(14,922,087

1.11% (2252.05%

Waste Water (Sanitation) (33,426,441

(7,467,709

(14,392,961

(27,458,078

267.69% 90.77%

Electricity (56,063,945

(18,091,086

(23,100,624

(32,967,109

82.23% 42.71%

Waste Management (14,826,337

(11,605,660

(14,748,114

(18,195,657

56.78% 23.38%

Housing 11,693,017

14,089,274

12,620,711

10,945,147

(22.32% (13.28%

Component A: sub(total (127,523,774

(37,833,416

(38,927,600

(82,597,783

118.32% 112.18%

Waste Water (Stormwater Drainage) ( ( ( (

0.00% 0.00%

Roads 40,821,644

60,033,435

49,323,617

40,289,731

(32.89% (18.32%

Transport 2,201,187

(4,752,643

(4,068,458

(11,206,366

135.79% 175.45%

Component B: sub(total 43,022,831

55,280,792

45,255,159

29,083,365

(47.39% (35.73%

Planning (28,018,174

14,180,671

12,986,340

10,740,058

(24.26% (17.30%

Local Economic Development 4,356,969

5,174,664

5,957,568

4,944,957

(4.44% (17.00%

Component B: sub(total (23,661,205

19,355,335

18,943,908

15,685,016

(18.96% (17.20%

Planning (Strategic & Regulatary) ( ( ( ( 0.00% 0.00%

Local Economic Development ( ( ( ( 0.00% 0.00%


193

Component C: sub(total ( ( ( ( 0.00% 0.00%

Community & Social Services 120,947,765

24,737,764

22,924,593

22,283,197

(9.92% (2.80%

Enviromental Proctection ( ( ( ( 0.00% 0.00%

Health 4,274,760

5,977,071

5,145,757

3,107,236

(48.01% (39.62%

Security and Safety 79,234,119

82,116,539

81,928,691

63,064,326

(23.20% (23.03%

Sport and Recreation 56,586,455

50,713,359

48,558,721

47,872,354

(5.60% (1.41%

Corporate Policy Offices and Other

(272,610,436

166,410,773

(303,580,079

(255,541,314

(253.56% (15.82%

Component D: sub(total (11,567,338

329,955,506

(145,022,317

(119,214,201

(136.13% (17.80%

Total Expenditure (119,729,485

366,758,217

(119,750,850

(157,043,603

(142.82% 31.14%

In this table operational income is offset against operational expenditure leaving a net operational expenditure total for each service as shown in the individual net service expenditure tables in chapter 3. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. T 5.1.2

COMMENT ON FINANCIAL PERFORMANCE

The actual performance indicates less expenditure was incurred than the budget, resulting in a favourable variance.


194

5.2. GRANTS

Grant Performance R' 000

Description

2016/2017 2017/2018 2017/2018

Variance

Actual Budget Adjustments

Budget


(%)

Adjustments

Budget (%)

Operating Transfers and Grants

National Government:

R 141,035,603

R 87,654,153

R 83,184,130

R 81,124,158 (8.05% (2.54%

Equitable share

R 136,037,000

R 83,145,691

R 77,961,851

R 75,901,521

(9.54% (2.71%

Municipal Systems Improvement

R (

R (

R (

R (

0.00% 0.00%

Department of Water Affairs

R (

R (

R (

R (

0.00% 0.00%

Levy replacement R (

R (

R (

R (

0.00% 0.00%

Other transfers/grants [insert description]

MIG R 2,406,989

R 1,308,462

R 2,022,279

R 2,022,279

35.30% 0.00%

EPWP R 966,614

R 1,500,000

R 1,500,000

R 1,500,358

0.02% 0.02%

FMG R 1,625,000

R 1,700,000

R 1,700,000

R 1,700,000

0.00% 0.00%

Provincial Government:

R 87,458

R (

R 390,874

R 207,741 100.00% (88.15%

Health subsidy R (

R (

R (

R (

0.00% 0.00%

Housing R 87,458

R (

R 390,874

R 207,741

100.00% (88.15%

Ambulance subsidy

Sports and Recreation

Other transfers/grants [insert description]

Total Operating Transfers and Grants

R 141,123,061

R 87,654,153

R 83,575,004

R 81,331,898

(7.77% (2.76%


195

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. Full list of provincial and national grants available from published gazettes. T 5.2.1

COMMENT ON OPERATING TRANSFERS AND GRANTS

The equitable share is an unconditional grant, and the full gazetted amount of R136.0 million was received.

The Finance Management Grant was utilised for the intern programme and for consultants to assist with the implementation of the new GRAP standards and compilation of an asset register. An amount of R1 625 000 was spent for the period.

The EPWP incentive grant is utilised for job creation projects. During the year, R966 614 was spent to employ temporary workers for street cleaning and cleaning of overgrown main streets.

Grants Received From Sources Other Than Division of Revenue Act (DoRA) Details of Donor Actual

Grant Actual Grant

2017/2018

Date Grant

terminates

Date Municip

al contribu

tion terminat

es

Nature and benefit from the grant

received, include description of any

contributions in kind 2016/2017 2017/2

018 Municip

al Contribu

tion Private Sector / Organisations DONATIONS HUMAN SETTLEMENT

(

Transfer station at dennesig and ext 49

DEVELOPERS DONATIONS

36,282,068

Land donated by developers

DONATIONS 2,607,135

Electricity donation by developers

DONATIONS EQUIPMENT

8,000 Equipment donated

MPCC DONATION 3,414,938

MPCC donated by mafube

MINE DONATION 10,000

Glencore mine donation

NKANGALA DISTRICT MUNICIPALITY 39526644

Donation by district municipality

Provide a comprehensive response to this schedule T 5.2.3

COMMENT ON GRANT PERFORMANCE

Hundred per cent (100%) of the 2017/2018 MIG allocation was spent by 30 June 2017. There were no MIG roll(over funds for the 2016/2017 financial year.


196

5.3. ASSET MANAGEMENT

Overview of Asset Management

The Asset Management Policy is developed to comply with all relevant legislative requirements and complies with the standards specified by the Accounting Standards Board. Asset management within the municipality is overseen by the Executive Director: Financial Services.

Financial Asset Register

The CFO established and maintained an asset register containing key financial data on each item of property, plant, or equipment that satisfies the criterion for recognition.

Organizing Asset Management, Staff Involved, and Delegations

The CFO is responsible to the Municipal Manager and needs to ensure that the financial investment in the municipality’s assets is safeguarded and maintained.

The Asset Manager must ensure that appropriate physical management and control systems are established and maintained for all assets in their area of responsibility and that the municipal resources assigned to them are utilized effectively, efficiently, economically, and transparently.

The Asset Champion must assist the Asset Manager in performing his/her functions and duties in terms of asset management.

TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED 2017/2018

Asset 1

Name Boskrans Waste treatment Plant

Description Upgrade Boskrans Waste Treatment Plant_ Construction of New 45 Ml/d capacity Inlet Works (work in progress)

Asset Type Infrastructure Sewerage Purification

Key Staff Involved Municipal Manager, Executive Director Infrastructure Services, Civil Engineer Dept

Staff Responsibilities Oversee implementation of project, account for transaction.

Asset Value

2014/2015 2015/2016 2016/2017 2017/2018 R 10,785,164

R 13,553,312

R 30,139,688

R 17,904,766

Capital Implications The asset was financed from own internal funds

Future Purpose of Asset Wastewater treatment

Describe Key Issues Construction work and management of tender Policies in Place to Manage Asset Yes

Asset 2

Name Roads Aerorand West Ward 12


197

Description Construction of roads in Aerorand West

Asset Type Roads Infrastructure

Key Staff Involved Executive Direcor Infrastructure Services, PMU, Assistant Director Roads & Stormwater

Staff Responsibilities Prepare & evaluate tender document, Monitor implementation of project

Asset Value

2014/2015 2015/2016 2016/2017 2017/2018 R 7,999,033

R 7,999,133

R 12,497,465

R 13,369,924

Capital Implications The asset was financed from own internal funds

Future Purpose of Asset Roads infrastructure in Aerorand West

Describe Key Issues Policies in Place to Manage Asset Yes

Asset 3

Name MV Networks HT Links Ward 27

Description Construction of 11kV Switching Station and Installation of Primary Links between Mhluzi main and Newtown substation.

Asset Type Electrical Infrastructure

Key Staff Involved Executive Direcor Electrical Engineering, Assistant Director Electrical Engineering

Staff Responsibilities Prepare & evaluate tender document, Monitor implementation of project

Asset Value

2014/2015 2015/2016 2016/2017 2017/2018

R 34,222,484

Capital Implications The asset was financed from borrowings

Future Purpose of Asset Electrical Infrastructure in Newtown.

Describe Key Issues Policies in Place to Manage Asset Yes

T 5.3.2

COMMENT ON ASSET MANAGEMENT

With reference to the three projects approved in the year, these projects were evaluated from a cost and revenue perspective, including municipal tax and tariff implications in accordance with Section 19(2)(a) and (b) and MSA Section 74(2)(d), (e) and (i).

The responsible implementing departments ensure that project files are maintained, and these files are readily accessible for audit inspection. Financial data regarding asset management may be sourced from MBRR Table A9.T 5.3.3


198

Repair and Maintenance Expenditure: 2017/2018

R' 000

Original Budget

Adjustment Budget

Actual Budget

variance

Repairs and Maintenance Expenditure 90,080,780 88,549,780 75,269,362 16%

T 5.3.4

COMMENT ON REPAIRS AND MAINTENANCE EXPENDITURE

The aging infrastructure of the municipality in actual fact requires that larger amounts be made available for the maintenance and replacement of especially water pipes in the Mhluzi area. However, the pressure placed on budget provision for the extension of infrastructure to cater for new developments limits the availability of funds for maintenance purposes. The intention is to substantially increase maintenance expenditure in future budgets. The amount spent on repairs and maintenance is for materials only and decline proportionate to the budget considering the increases in other expenditures.

T 5.3.4.1


199

5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS

4.52%

5.29% 5.56%

6.38%6.38%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

2012/2013 2013/2014 2014/2015 2015/16

Repair & Maintenance % of OPEX

This graph indicates repair & maintenance as a percentage of operational

1.8 2.1 2.0

2.2

–

0.5

1.0

1.5

2.0

2.5

2014/15 2015/16 2016/17 Current Year 2017/18

Liquidity Ratio

Liquidity Ratio – This Ratio measures the extent to which the Municipality has Cash and Short Term Investments available to settle Short-term Liabilities. If the Cash and Short Term Investments do not exceed Current Liabilities it means liquidity problems i.e. insufficient cash to meet financial obligations. The higher the ratio the better.


200

1.3

1.1 1.0 1.0

–

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

2014/15 2015/16 2016/17 Current Year 2017/18

Cost Coverage

Cost Coverage– It explains how many months expenditure can be coveredby the cash and other liquid assets available to the Municipality excluding utilisation of grants. The norm is between 1 to 3 months. (Data used from MBRR SA8)

10.3%9.7%

9.0%

6.9%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

2014/15 2015/16 2016/17 Current Year 2017/18

Total Outstanding Service Debtors To Revenue

Total Outstanding Service Debtors To Revenue – It is calculated by dividing the total outstanding debtors by the total annual revenue. A lower score is better. The ratio focuses on the proportion of amounts that are deemed to be recoverable as a percentage of Annual Billed Revenue. It therefore only takes into account the major revenue sources that give rise to Consumer Debtors, excluding Bad Debts Provisions and also indicates the effectiveness of Credit Control procedures and enables assessment of the sufficiency


201

20.7 18.0

25.9 24.1

–

5.0

10.0

15.0

20.0

25.0

30.0

2014/15 2015/16 2016/17 Current Year 2017/18

Debt Coverage

Debt Coverage– The number of times debt payments can be accomodated within Operating revenue (excluding grants) . This in turn represents the ease with which debt payments can be accomodated by the municipality

Data used from MBRR SA8


202

1.9%

1.8%

2.1%

1.8%

1.6%

1.7%

1.8%

1.9%

2.0%

2.1%

2.2%

2014/15 2015/16 2016/17 Current Year 2017/18

Capital Charges to Operating Expenditure

Capital Charges to Operating Expenditure ratio is calculated by dividing the sum of capital interest and principle paid by the total operating expenditure. The Ratio indicates the cost required to service external Interest on borrowings and Redemption. It

27.5%29.4%

31.6%34.8%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

2014/15 2015/16 2016/17 Current Year 2017/18

Employee Costs

Employee cost – Measures what portion of the revenue was spent on paying employee costs. It is calculated by dividing the total employee cost by the difference between total revenue and capital revenue.


203

COMMENT ON FINANCIAL RATIOS

The liquidity ratio measures the extent to which the municipality has cash and short term investments available to settle short(term liabilities. The ratio has increased, meaning the municipality is able to settle its short(term liabilities with cash and short(term investments.

The cost coverage ratio indicates the time taken to pay for expenditure incurred; this has decreased. It thus indicates that we can pay creditors faster.

Total outstanding service debtors to revenue has decreased. This reveals that more accounts are recoverable in proportion to billed revenue.

Debt coverage ratio indicates the ease with which debt payments can be honoured. The municipality has a healthy debt coverage ratio.

Repairs and maintenance has decreased. This highlights that less spending has been incurred on repairs and maintenance.

These ratios are derived from table SA8 of the MBRR.

T 5.4.9

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET

COMMENTS ON SPENDING AGAINST CAPITAL BUDGET AND SOURCES OF FUNDING

Capital expenditure relates mainly to the construction of assets that will have value, lasting over many years. Capital expenditure is funded from grants, borrowings, and operating expenditures and surpluses.

During the financial year under review, capital expenditure amount to R277.9 million. The capital expenditure for the year has increased by 1% when compared to the previous year expenditure. From the 264 projects, 203 projects were completed, and 43 projects to the value of R34.4 million have been rolled over to the 2017/2018 financial year.

The capital expenditure realised on roads and storm water amounts of R70.5 million, water and sanitation amount to R105.8 million, electricity amounts to R39.5 million, and other capital expenditure amounts to R62.1 million. Capital on core infrastructure services constitutes 78% of total capital expenditure.

The capital budget was funded by internal cash reserves to the amount of R189.3 million. National and provincial government grants amount to R88.6 million.


204

5.5. CAPITAL EXPENDITURE

R million Original Budget Adjustment Budget

Un(audited Full Year Total

Original Budget variance

Adjusted Budget Variance

Capital Expenditure 282,174,766

290,154,333

267,781,869 5.1% 7.7%

282,174,766

290,154,333

267,781,869 5.1% 7.7%

Operating Expenditure 1,422,559,808

1,443,822,625

1,347,727,101 5.3% 6.7%

1,422,559,808

1,443,822,625

1,347,727,101 5.3% 6.7%

Total expenditure 1,704,734,574

1,733,976,958

1,615,508,970 5.2% 6.8%

Water and sanitation 78,282,846

67,910,558

52,669,319 32.7% 22.4%

Electricity 65,538,000

70,772,992

68,342,903 (4.3% 3.4%

Housing 365,000

727,000

686,155 (88.0% 5.6%

Roads, Pavements, Bridges and storm water

71,718,920

84,303,902

84,183,585 (17.4% 0.1%

Other 66,270,000

66,439,881

61,899,907 6.6% 6.8%

282,174,766

290,154,333

267,781,869 5.1% 7.7%

External Loans 134,789,996

127,747,205

118,639,344 12.0% 7.1%

Internal contributions 95,080,050

109,620,408

96,378,963 (1.4% 12.1%

Grants and subsidies 52,304,720

52,786,720

52,763,562 (0.9% 0.0%

Other

( (

(

282,174,766

290,154,333

267,781,869 5.1% 7.7%

External Loans 62,210,000

111,591,291

66,765,898 (7.3% 40.2%

Grants and subsidies 56,725,760

67,880,333

99,714,807 (75.8% (46.9%

Investments Redeemed

( (

(

Statutory Receipts (including VAT)

( (

(

Other Receipts 150,540,100

168,615,558

96,378,963 36.0% 42.8%

207,265,860

236,495,891

196,093,770 5.4% 17.1%

Salaries, wages and allowances 507,334,528

508,874,451

494,451,504 2.5% 2.8%


205

Cash and creditor payments #REF! #REF! 82,354,766 #REF! #REF!

Capital payments 207,265,860

236,495,891

196,093,770 5.4% 17.1%

Investments made #REF! #REF! 597,711,609 #REF! #REF!

External loans repaid

( (

11,699,116

Statutory Payments (including VAT)

(

(

(

Other payments

( (

(

Txxx


206

5.6. SOURCES OF FINANCE

Capital Expenditure ( Funding Sources:

Details


Budget (OB)

Adjustment Budget

Actual Actual to AB Variance (%)

Actual to OB Variance (%)

Source of finance

External loans

R 101,863,599

R 134,789,996

R 127,747,205

R 118,639,344 (7.13%

(11.98%

Public contributions and donations

R 42,312,141

R (

R (

R ( 0.00% 0.00%

Grants and subsidies R 49,504,679

R 52,304,720

R 52,786,720

R 52,763,562 (0.04% 0.88%

District Municpality R 39,526,644

R (

R (

R ( 0.00% 0.00%

Internal Funds (Own Revenue)

R 87,802,248

R 95,080,050

R 109,620,408

R 96,378,963

(12.08% 1.37%

Total

R 321,009,311

R 282,174,766

R 290,154,333

R 267,781,869

(19.25% (9.74%

Percentage of finance

External loans 31.7% 47.8% 44.0% 44.3% 37.0%123.0

%Public contributions and donations 13.2% 0.0% 0.0% 0.0% 0.0% 0.0%

Grants and subsidies 15.4% 18.5% 18.2% 19.7% 0.2% (9.0%

District Municpality 12.3% 0.0% 0.0% 0.0% 0.0% 0.0%Internal Funds (Own Revenue) 27.4% 33.7% 37.8% 36.0% 62.7% (14.0%

Capital expenditure

Water and sanitation R 69,072,975

R 78,282,846

R 67,910,558

R 52,669,319

(13.25%

(32.72%

Electricity R 48,477,623

R 65,538,000

R 70,772,992

R 68,342,903 7.99% 4.28%

Housing R 518,546

R 365,000

R 727,000

R 686,155

99.18%

87.99%

Roads and storm water R 54,809,322

R 71,718,920

R 84,303,902

R 84,183,585

17.55%

17.38%

Other

R 101,554,776

R 66,270,000

R 66,439,881

R 61,899,907 0.26% (6.59%

Total

R 274,433,242

R 282,174,766

R 290,154,333

R 267,781,869

111.72%

70.33%

Percentage of expenditure


207

Water and sanitation 25.2% 27.7% 23.4% 19.7% (11.9% (46.5%

Electricity 17.7% 23.2% 24.4% 25.5% 7.1% 6.1%

Housing 0.2% 0.1% 0.3% 0.3% 88.8%125.1

%

Roads and storm water 20.0% 25.4% 29.1% 31.4% 15.7% 24.7%

Other 37.0% 23.5% 22.9% 23.1% 0.2% (9.4%

T 5.6.1

External loans44%

Public contributions and donations

0%

Grants and subsidies20%

District Municpality0%

Internal Funds (Own Revenue)

36%

Percentage of Finance

Water and sanitation

20%

Electricity26%

Housing0%

Roads and storm water31%

Other23%

Percentage of Capital Expenditure


208

COMMENT ON SOURCES OF FUNDING

The actual funding on external loans was less than the budget funding due to delays in some projects.

T 5.6.1.1

R ‐

R 50 000 000

R 100 000 000

R 150 000 000

Actual Original Budget(OB)

AdjustmentBudget

Actual

2016/2017 2017/2018

Source of Finance and Capital Expenditure

External loans


209

5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS

Capital Expenditure of 5 largest projects* R' 000

Name of Project

Current: 2017/2018 Variance: Current

2017/2018

Original Budget

Adjustment Budget

Actual Expenditu

re

Original Variance

(%)

Adjustment

variance (%)


R 12,000,000

R 13,370,000

R 13,369,924 11% 0%


R 5,736,000

R 34,227,319

R 34,222,484 497% 0%


R 3,000,000

R 9,238,208

R 9,238,208 100% 0%


R 40,000,000

R 17,904,766

R 17,904,766 100% 0%

Refurbish Hendrina WTW (571/...) R (

R 8,606,301

R 8,606,301 0% 0%

* Projects with the highest capital expenditure in 2017/2018 Name of Project ( A Roads Aerorand West W12(540/...) P0008042

Objective of Project Roads infrastructure in Aerorand West Delays

Future Challenges

Anticipated citizen benefits Roads in Aerorand West

Name of Project ( B MV Networks HT Links W27 (700/...) P0008356

Objective of Project Construction of 11kV Switching Station and Installation of Primary Links between Mhluzi main and Newtown substation.

Delays

Future Challenges Anticipated citizen benefits Mhluzi

Name of Project ( C ( Roads & Stormwater Low Income Areas W6 (540/...) P1200146

Objective of Project Construction of roads and Stormwater in Rockdale Ward 6 Delays None, Completed Future Challenges None Anticipated citizen benefits New Roads and Stormwater in Rockdale Name of Project ( D Boskrans WWTW Phase 2 (552/...) P1700035


210

Objective of Project

Construct new inlet works and a new pump station at the Boskrans WWTW. The constructed units will enable the wastewater treatment

Delays None

Future Challenges None

Anticipated citizen benefits Whole Middelburg and Mhluzi Name of Project ( E Refurbish Hendrina WTW (571/...) P1800104

Objective of Project

Refurbish Water Supply Infrastructure. Reinstate the Hendrina water treatment system to ensure security of water supplies in Hendrina and Kwazamokuhle.

Delays Delays in manufacturing od site(specific equipmentFuture Challenges None Anticipated citizen benefits Hendrina and Kwazamokuhle

T 5.7.1

COMMENT ON CAPITAL PROJECTS

Variance is on the Rockdale electrification. The challenge with this project is the unavailability of houses to carry out the project. T 5.7.1.1

5.8. BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW

INTRODUCTION TO BASIC SERVICE AND INFRASTRUCTURE BACKLOGS

The need and cost of backlogs are the result of migration into the area, as well as the trend of families disaggregating into more than one household. The municipality addresses this challenge by spending as well as on new capital projects on providing new bulk infrastructure. T 5.8.1

Service Backlogs as at 30 June 2017/2018 Households (HHs)

*Service Level above Minimum Standard **Service Level below Minimum

Standard No. HHs % HHs No. HHs % HHs

Water 86713 83 468 96.25% 3245

Sanitation 86713 80 736 93% 5977

Electricity 86713 79638 91% 7075 Waste management

86713 73939 85.26%% 12774

Housing 71 022 81,9% 12 480 14.4% T 5.8.2


211

COMMENT ON BACKLOGS

The MIG funds have been used to construct new water networks and to provide sanitation for stands, as well as new roads and storm water for low(income areas. T 5.8.4

Municipal Infrastructure Grant (MIG)* Expenditure

Details

Budget Adjustments

Budget

Actual Variance Major conditio

ns applied

by donor

(continue below

if necessa

ry)

Budget

Adjust(ments

Budget

Infrastructure ( Road transport

R 14,419,720

R 27,609,702

R 27,609,702

91.47% 0.00%

Roads, Pavements & Bridges

R 11,419,720

R 24,611,049

R 24,611,049

115.51% 0.00%

Storm water R 3,000,000

R 2,998,653

R 2,998,653 0.00% 0.00%

Infrastructure ( Electricity R 3,000,000

R 2,999,992

R 2,999,992 0.00% 0.00%

Generation Transmission &

Reticulation R (

R (

R ( 0.00% 0.00%

Street Lighting R 3,000,000

R 2,999,992

R 2,999,992 0.00% 0.00%

Infrastructure ( Water R 7,915,000

R 1,641,698

R 1,641,698

(79.26% 0.00%

Dams & Reservoirs R 7,915,000

R 328,298

R 328,298 0.00% 0.00%

Water purification R (

R (

R ( 0.00% 0.00%

Reticulation R (

R 1,313,400

R 1,313,400

#DIV/0! 0.00%

Infrastructure ( Sanitation R (

R 162,500

R 162,500

#DIV/0! 0.00%

Reticulation R (

R 162,500

R 162,500

#DIV/0! 0.00%

Sewerage purification R (

R (

R ( 0.00% 0.00%

Infrastructure ( Other R 6,200,000

R 6,121,044

R 6,121,044

(1.27% 0.00%

Waste Management R 6,200,000

R 6,121,044

R 6,121,044

(1.27% 0.00%

Transportation R (

R (

R ( 0.00% 0.00%


212

Gas R (

R (

R ( 0.00% 0.00%

Other Specify:

R 19,022,279

R 12,022,063

R 12,022,063

(36.80% 0.00%

Parks & Gardens R (

R (

R (

#DIV/0! #DIV/0!

Sportsfield & Stadia R 7,000,000

R 6,999,885

R 6,999,885 0.00% 0.00%

Community halls R 8,000,000

R 1,000,000

R 1,000,000

(87.50% 0.00%

Recreational facilities R (

R (

R ( 0.00% 0.00%

Security and policing R (

R (

R ( 0.00% 0.00%

Cemeteries R 2,000,000

R 1,999,899

R 1,999,899

(0.01% 0.00%

General vehicles R (

R (

R ( 0.00% 0.00%

Specialised vehicles(Refuse)

R (

R (

R ( 0.00% 0.00%

Specialised vehicles(Fire) R (

R (

R ( 0.00% 0.00%

Plant & equipment R (

R (

R ( 0.00% 0.00%

Computers ( hardware/equipment

R (

R (

R ( 0.00% 0.00%

Furniture and other office equipment

R (

R (

R ( 0.00% 0.00%

Civic Land and Buildings R (

R (

R ( 0.00% 0.00%

Other Buildings R (

R (

R ( 0.00% 0.00%

Other Land R (

R (

R ( 0.00% 0.00%

Computers ( software & programming

R (

R (

R ( 0.00% 0.00%

PMU Cost R 2,022,279

R 2,022,279

R 2,022,279 0.00% 0.00%

Total

R 50,556,999

R 50,556,999

R 50,556,999 0.00% 0.00%

* MIG is a government grant program designed to fund a reduction in service backlogs, mainly: Water; Sanitation; Roads; Electricity. Expenditure on new, upgraded and renewed infrastructure is set out at Appendix M; note also the calculation of the variation. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. T 5.8.3


213

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.


214

5.9. CASH FLOW

Cash Flow Outcomes

Description 2016/2017 2017/2018

Audited Outcome Original Budget Adjusted Budget Actual

CASH FLOW FROM OPERATING ACTIVITIES Receipts

Ratepayers and other R 1,236,713,034 R 1,147,878,061 R 1,190,262,631 R 1,193,478,489 Government ( operating R 141,123,061 R 162,864,618 R 165,883,880 R 214,641,582 Government ( capital R 49,604,679 R 52,304,720 R 52,786,720 R 52,634,862 Interest R 22,193,358 R 46,309,657 R 50,753,392 R 65,097,245

Payments Suppliers and employees R (1,006,696,890 R (1,218,423,648 R (1,258,242,952 R (1,306,287,225 Finance charges R (9,718,816 R (21,115,922 R (16,354,168 R (10,978,889 Transfers and Grants R (63,791,397 R (1,995,000 R (2,025,000 R (1,819,386

NET CASH FROM/(USED) OPERATING ACTIVITIES R 369,427,029 R 167,822,486 R 183,064,503 R 206,766,677 CASH FLOWS FROM INVESTING ACTIVITIES Receipts

Proceeds on disposal of PPE R 128,571 R (55,250 R (55,000 R (55,000 Decrease (increase) in non(current investments R (60,000,000 R 18,000,000 R ( R (

Payments Capital assets R (265,980,414 R (282,174,770 R (290,154,333 R (290,154,333

NET CASH FROM/(USED) INVESTING ACTIVITIES R (325,851,843 R (264,230,020 R (290,209,333 R (290,209,333 CASH FLOWS FROM FINANCING ACTIVITIES Receipts

Short term loans R ( R ( R ( R ( Borrowing long term/refinancing R ( R 134,790,000 R 129,826,609 R 129,826,609 Increase (decrease) in consumer deposits R 1,890,403 R 5,765,991 R 3,765,991 R 3,765,991

Payments Repayment of borrowing R (12,954,731 R (11,442,543 R (11,442,543 R (11,442,543

NET CASH FROM/(USED) FINANCING ACTIVITIES R (11,064,328 R 129,113,448 R 122,150,057 R 122,150,057


215

NET INCREASE/ (DECREASE) IN CASH HELD R 32,510,858 R 32,705,914 R 15,005,228 R 38,707,401

Cash/cash equivalents at the year begin: R 82,354,766 R 23,499,111 R 83,901,579 R 83,901,579 Cash/cash equivalents at the year end: R 114,865,624 R 56,205,025 R 98,906,807 R 122,608,980

Source: MBRR A7 T 5.9.1

COMMENT ON CASH FLOW

The cash flow from operating activities indicates a positive cash flow of R362.1 million. Further, R325.8 million was utilized on investment activities mainly to purchase property, plant, and equipment to the value of R265.9 million. Investments increased by R75 million from R410 million to R485 million. The cash flow from financing activities indicates an outflow of R11 million, which is mainly attributable to the repayments on borrowings.

Considering the above movements, the net cash position at financial year end is R107.6 million, which indicates an increase of 31%. The net cash position of the municipality has remained stable over the past three years. This is a good indication that the municipality has and will meet its obligations in the future.


216

5.10. BORROWING AND INVESTMENTS

INTRODUCTION TO AND COMMENTS ABOUT BORROWING AND INVESTMENTS

External borrowings are obtained to supplement the municipal capital programme. During the financial year under review, no new external loans were taken up, resulting in borrowings decreasing by R11.7 million.

Surplus cash not immediately required for operations and cash backed internal reserves are invested on a short(term basis. Funds are only invested with A1 rating banks and according to the municipal investment policy. Despite a huge capital outflow funded from internal reserves over the past three years, the municipal investments have remained stable and have decreased from R485 million to R482 million. The cash inflow from the sale of serviced land is one of the contributing factors making the net cash position strong.

Actual Borrowings: 2015/2016 to 2017/2018 R' 000

Instrument 2015/2016 2016/2017 2017/2018 Municipality

Long(Term Loans (annuity/reducing balance) 77,100,161

66,765,898

183,012,266

Municipality Total 77,100,161 66,765,898 183,012,266 T 5.10.2

Municipal and Entity Investments R' 000

Investment* type 2015/2016 2016/2017 2017/2018

-

50

100

150

2015/2016 2016/2017 2017/2018

R m

illio

n

Actual Borrowings

Long-Term…


217

Actual Actual Actual

Municipality Deposits ( Bank 485,000,000 482,000,000 597,711,609

Municipality sub(total 485,000,000 482,000,000 597,711,609 Consolidated total: 485,000,000 482,000,000 597,711,609 T 5.10.4

COMMENT ON BORROWING AND INVESTMENTS

All grants (in cash or in kind) made to any form of organisation has been set out in full in Appendix R.


218

COMPONENT D: OTHER FINANCIAL MATTERS

5.11. SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT

The Council has developed an SCM Policy and practices in compliance with the guidelines set out by the Supply Chain Management Regulations, 2005, which was approved with effect from 1 March 2006. The new Preferential Procurement Regulations, 2017, with effect from 1 April 2017, was incorporated in the policy and adopted.

The SCM Policy incorporating the above(mentioned regulations, as well as all other relevant pieces of legislation, regulations, and circulars are annually reviewed during the budget process.

The municipality has established the three (3) bid committee system. No councillors are members of any committee of the committees handling supply chain processes.

The supply chain officials are currently attending accredited training modules to meet the requirements of the minimum competency levels. One senior and two supply chain officials are yet to complete the necessary competency levels.

T 5.12.1

5.12. GRAP COMPLIANCE

GRAP COMPLIANCE

GRAP is the acronym for Generally Recognized Accounting Practice. It provides the rules by which municipalities are required to maintain their financial accounts. Successful GRAP compliance will ensure that municipal accounts are comparable and more informative to the municipality. It will also ensure that the municipality is more accountable to its citizens and other stakeholders. Information on GRAP compliance is needed to enable National Treasury to assess the pace of progress and consider the implications.

The municipality fully complies with all the required GRAP standards as has been confirmed by the findings of the Auditor(General.

T 5.13.1

Chapter 6 – Auditor-General Audit Findings ANNUAL REPORT – 2017/18

219

CHAPTER 6 – AUDITOR(GENERAL AUDIT FINDINGS

INTRODUCTION

Note: The Constitution S188(1)(b) states that the functions of the Auditor(General includes the auditing and reporting on the accounts, financial statements, and financial management of all municipalities. Section 45 of the MSA further states that the results of performance measurement must also be audited annually by the Auditor(General. Section 121(3) of the MFMA required that the audit report be included in the annual report to be tabled.

Every municipality must for each financial year prepare annual financial statements which

fairly present the state of affairs of the municipality, its performance against its budget, its management of revenue, expenditure, assets and liabilities, its business activities, its financial results, and its financial position as at the end of the financial year; and

disclose the information required in terms of Sections 123, 124 and 125 of the MFMA.

Annual financial statements must be prepared within two months after the end of the financial year to which those statements relate and submit the statements to the Auditor(General for auditing.

The accounting officer is responsible to at least once per year measure and review the performance of the municipality. The results of the performance measurement must be audited annually by the Auditor(General. Therefore, the performance results are submitted with the annual financial statements.

The Auditor(General must audit the financial statements and performance results and submit an audit report to the accounting officer within three months of receipt of the statements.


220

COMPONENT A: AUDITOR(GENERAL OPINION OF FINANCIAL STATEMENTS

6.1. AUDITOR(GENERAL REPORTS PREVIOUS YEAR

Auditor(General Report on Financial Performance 2016/2017

Status of Audit Report: Unqualified audit opinion with matters Non(compliance Issues Remedial Action TakenProcurement and contract management:

An audit plan will detail the remedial action to be put in place to rectify the findings.

1. Some goods and services with a transaction value below R 200 000 were procured in contravention of Supply Chain Management regulation 17 (a) and (c).

Heads of Departments will be encouraged to apply Supply Chain regulations when procuring goods and services as well as Supply Chain officials to ensure that all documentation is obtained from suppliers and adherence to the Supply Chain Policy.

2. Some goods and services with a transaction value above R 200 000 were procured in contravention of Supply Chain Management regulation 19 (a). Deviations were approved in contravention of Supply Chain Management regulation 36 (1)

Heads of Departments will be encouraged to apply Supply Chain regulations when procuring goods and services as well as Supply Chain officials to ensure that all documentation is obtained from suppliers and adherence to the Supply Chain Policy. Deviations will be scrutinised to ensure that they are only signed only in cases where it is impractical to invite competitive bids.

3. Bid documentation for the procurement of commodities designated for local content and production did not stipulate the minimum threshold for local production and content, as required by Preferential Procurement Regulation 9 (1)

Future Bid documentation will be amended to include compliance to regulation 9 (1)

Note:* The report’s status is supplied by the Auditor(General and ranges from unqualified (at best) to unqualified with other matters specified; qualified; adverse; and disclaimer (at worst). This table will be completed prior to the publication of the annual report but following the receipt of the Auditor(General Report on Financial Performance Year 0. T 6.2.1


221

COMPONENT B: AUDITOR(GENERAL OPINION CURRENT YEAR

6.2. AUDITOR(GENERAL REPORT – CURRENT YEAR

AUDITOR(GENERAL REPORT ON THE FINANCIAL STATEMENTS: YEAR 2016 See Appendix W. T 6.2.3

COMMENTS ON AUDITOR(GENERAL’S OPINION FOR YEAR 2017 See Appendix X.

T 6.2.4

COMMENTS ON MFMA SECTION 71 RESPONSIBILITIES

Section 71 of the MFMA requires municipalities to return a series of financial performance data to the National Treasury at specified intervals throughout the year.

I, E Wassermann, Chief Financial Officer, herewith confirms that the following data sets have been submitted to National Treasury according to the reporting requirements:

File Name Number

of Reports

Description

AC_M01(M12 12 Age Analysis of Creditors – Monthly

AD_M01(M12 12 Age Analysis of Debtors – Monthly

AM_Y 1 Capital Asset Management Information (Budget) – Annually

BEC_Y 1 Budget Evaluation Checklist (Budget) – Annually

BM_Q1(Q4 4

External debt created, repaid or redeemed and expected borrowing – Quarterly

BSAC_M01(M12 12 Statement of Financial Position Actuals – Monthly

BSAP_Y 1 Statement of Financial Position Audited Actuals – Annually

BS_Y 1 Statement of Financial Position (Budget) – Annually

CAA_M01(M12 12 Capital Actual Acquisition and Sources of Funding – Monthly

CA_Y 1 Capital Actual Acquisition and Sources of Funding (Budget) – Annually

CAAA_Y 1 Capital Acquisition and Sources of Funding Audited Actual – Annually


222

File Name Number

of Reports

Description

CFA_M01(M12 12 Cash Flow Statement Actuals/forecasts – Monthly

CFAA_Y 1 Cash Flow Statement Audited Actuals – Annually

CFB_Y 1 Cash Flow Statement Budget – Annually

FMG_M01(M12 12 Finance Management Grant – Monthly

GSG_Y 1 Grants and Subsidies Given(Budget) – Annually

GSR_Y 1 Grants and Subsidies Received (Budget) ( Annually

INEG_M01(M12 12 Integrated National Electricity Grant – Monthly

LTC_Q1(Q4 4 Long(term Contracts – Quarterly

ME_Q1(Q4 4 Municipal Entities – Quarterly

MFM1_Q1(Q4 4 MFMA Implementation and Monitoring Template – Quarterly

MIG_M01(M12 12 Municipal Infrastructure Grant – Monthly

MSIG_M01(M12 12 Municipal Systems Improvement Grant

NDPG_M1(M12 12 Neighbourhood Development Partnership Grant

OSA_M01(M12 12 Statement of Financial Performance Actuals – Monthly

OSAA_Y 1 Statement of Financial Performance Audited Actuals – Annually

OSB_Y 1 Statement of Financial Performance Budget – Annually

PWPG_M01(M12 12 Expanded Public Works Programme Integrated Grant – Monthly

RME_M01(M12 12 Repairs and Maintenance by Expenditure Types – Monthly

ROGS_M01(M12 12 Approved Rolled Over Grant Spending – Monthly

SP_Y 1 Strategic Plan/IDP Budget – Annually

REPORT OF AUDIT COMMITTEE FOR THE YEAR END 30 JUNE 2016 See Appendix G. T 6.2.3

223

GLOSSARY

Accessibility indicators

Explore whether the intended beneficiaries can access services or outputs.

Accountability documents

Documents used by executive authorities to give “full and regular” reports on the matters under their control to Parliament and provincial legislatures as prescribed by the Constitution. This includes plans, budgets, in(year reports, and annual reports.

Activities The processes or actions that use a range of inputs to produce the desired outputs and ultimately outcomes. In essence, activities describe “what we do”.

Adequacy indicators

The quantity of input or output relative to the need or demand.

Annual Report A report to be prepared and submitted annually based on the regulations set out in Section 121 of the Municipal Finance Management Act. Such a report must include annual financial statements as submitted to and approved by the Auditor(General.

Approved Budget The annual financial statements of a municipality as audited by the Auditor(General and approved by Council or a provincial or national executive.

Baseline Current level of performance that a municipality aims to improve when setting performance targets. The baseline relates to the level of performance recorded in a year prior to the planning period.

Basic municipal service

A municipal service that is necessary to ensure an acceptable and reasonable quality of life to citizens within that particular area. If not provided, it may endanger public health and safety or the environment.

Budget year The financial year for which an annual budget is to be approved – means a year ending on 30 June.

Cost indicators The overall cost or expenditure of producing a specified quantity of outputs. Distribution indicators

The distribution of capacity to deliver services.

Financial Statements

Includes at least a statement of financial position, statement of financial performance, cash flow statement, notes to these statements, and any other statements that may be prescribed.

General Key Performance Indicators

After consultation with Members of Executive Council (MECs) for local government, the Minister may prescribe general key performance indicators that are appropriate and applicable to local government generally.

Impact The results of achieving specific outcomes, such as reducing poverty and creating jobs.

Inputs All the resources that contribute to the production and delivery of outputs. Inputs are “what we use to do the work”. They include finances, personnel, equipment, and buildings.

Integrated Development Plan (IDP)

Set out municipal goals and development plans.

224

National Key Performance Areas

• Service delivery and infrastructure • Economic development • Municipal transformation and institutional development • Financial viability and management • Good governance and community participation

Outcomes The medium(term results for specific beneficiaries that are the consequence of achieving specific outputs. Outcomes should relate clearly to an institution’s strategic goals and objectives set out in its plans. Outcomes are “what we wish to achieve”.

Outputs The final products, or goods and services, produced for delivery. Outputs may be defined as “what we produce or deliver”. An output is a concrete achievement (i.e. a product such as a passport, an action such as a presentation or immunization, or a service such as processing an application) that contributes to the achievement of a Key Result Area.

Performance Indicator

Indicators should be specified to measure performance in relation to input, activities, outputs, outcomes, and impacts. An indicator is a type of information used to gauge the extent to which an output has been achieved (policy developed, presentation delivered, or service rendered).

Performance Information

Generic term for non(financial information about municipal services and activities. Can also be used interchangeably with performance measure.

Performance Standards

The minimum acceptable level of performance or the level of performance that is generally accepted. Standards are informed by legislative requirements and service(level agreements. Performance standards are mutually agreed criteria to describe how well work must be done in terms of quantity and/or quality and timeliness, to clarify the outputs and related activities of a job by describing what the required result should be. In this EPMDS, performance standards are divided into indicators and the time factor.

Performance Targets

The level of performance that municipalities and their employees strive to achieve. Performance targets relate to current baselines and express a specific level of performance that a municipality aims to achieve within a given time period.

Service Delivery Budget Implementation Plan

A detailed plan approved by the Mayor for implementing the municipality’s delivery of services, including projections of the revenue collected and operational and capital expenditure by vote for each month. Service delivery targets and performance indicators must also be included.

Vote One of the main segments into which a budget of a municipality is divided into for appropriation of money for the different departments or functional areas of the municipality. The Vote specifies the total amount that is appropriated for the purpose of a specific department or functional area.

Section 1 of the MFMA defines a “vote” as:

a) one of the main segments into which a budget of a municipality is divided for the appropriation of money for the different departments or functional areas of the municipality; and b) which specifies the total amount that is appropriated for the purposes of the department or functional area concerned.

STEVE TSHWETE MUNICIPALITY | APPENDICES 225

APPENDICES

APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE

FS Financial Services EHP Environmental Health & Public Facility Services RE Rules & Ethics CS Corporate Services SDH Spatial Development & Human Settlement MPAC Municipal Public Accounts Committee CPS Community Protection Services IS Infrastructure Development & Service Delivery PR Proportional Councillor

COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE : JULY 2017 TO JUNE 2018

COUNCIL MEMBERS FULL TIME/PART TIME

COMMITTEE ALLOCATED WARD/PR

PARTY

Percentage Council Meetings

Attendance

Parentage Apologies for non(attenance

SURNAME NAME SECTION 80 SECTION 79 20 meetings were

arranged %

%

1 Masina (Resigned end of March 2018)

Michael Amos Full Time PR ANC (14/15) 93% (0/1) 0

1 Tolo (Elected on 11/04/2018)

Bagudi Jonathan Full Time PR ANC (4/4) 100% 0

2 Matshiane Johan Full Time IDS/ACEH (interchanged from May 2018)

7 ANC (17) 85% (3/3) 100%

3 Kgalema Mondli Itumeleng Full Time FS 20 ANC (20) 100% 04 Motsepe Diphale Joseph Full Time ACEH/IDS

(interchanged from May 2018) PR ANC (19) 95% (1/1) 100%

5 Mnguni Muka Thandi Elizabeth Full Time SDH PR ANC (17) 85% (2/3) 67%6 Mitchell Johanna Magdalena Full Time CS

(until April 2018)

IDS (from May 2018)

CSS (from May 2018)

8 ANC (19) 95% (1/1) 100%

7 Mkhuma Nobesuthu Catherine Full Time IDS (until Apr 2018) CS (from May 2018)

MPAC; CSS (until April 2018)

4 ANC (14) 70% (6/6) 100%

8 Malepeng Sonto Martha Full Time CSS PR ANC (15) 75% (5/5) 100%9 Mabena Andries Mavula Full Time PR ANC (20) 100% 010 Nkadimeng Semakaleng Dorah Full Time PR ANC (18) 90% (2/2) 100%11 Skhosana Doctor Joseph Part Time CSS FS 1 ANC (19) 95% (1/1) 100% 12 Masina Musawenkosi Part Time CS MPAC

FS (from July 2017)

2 ANC (20) 100% 0

13 Mahlangu Lindiwe Khelina Part Time CSS 3 ANC (19) 95% (1/1) 100%14 Mphego Manakedi Caroline Part Time CSS ACEH;

MPAC (from May 2018)

5 ANC (20) 100% 0

15 Motloung Thapelo Sarrel Part Time ACEH MPAC; IDS 6 ANC (20) 100% 0





PARTY


Attendance



arranged %

%

16 Skosana Johannes Part Time CSS RE; IDS 9 ANC (16) 80% (2/4) 50% 17 Mnisi Thabo Petrus Part Time ACEH 10 ANC (20) 100% 0 18 Struwig Ammelia Part Time ACEH MPAC 11 DA (15) 75% (4/5) 80%19 Niemann Hendrik Frederick Part Time CSS RE 12 DA (17) 85% (3/3) 100%20 Wait Susan(Mari Part Time CS CS 13 DA (18) 90% (2/2) 100%21 Pretorius Jozua Petrus Part Time IDS IDS 14 DA (19) 95% (1/1) 100% 22 De Klerk Helena Gertruida Part Time FS 15 DA (17) 85% (3/3) 100% 23 Dyason Johann Part Time IDS IDS 16 DA (19) 95% (1/1) 100%24 Sekgwele Marumo Jim Part Time ACEH MPAC; IDS 17 ANC (19) 95% (1/1) 100%25 Motsepe Elphus Thabo Part Time CS SDH 18 ANC (19) 95% (1/1) 100%26 Mamogale Ratsatsi Grencenia Part Time SDH 19 ANC (19) 95% (1/1) 100% 27 Masilela Petros Mhlonishwa Part Time IDS RE; FS 21 ANC (19) 95% (1/1) 100% 28 Motau Thabo Patric Part Time SDH RE; FS 22 ANC (17) 85% (3/3) 100% 29 Zondo Linah Joyce

Ntombikayise Part Time SDH ACEH 23 ANC (17) 85% (3/3) 100%

30 Paul Dion Leonard Part Time CSS 24 ANC (20) 100% 0 31 Mbatiwe Michael Part Time CS FS (until July 2017)

CSS (from May 2018)

25 ANC (17) 85% (3/3) 100%

32 Skhosana Mandla Marks Part Time SDH CS; RE 26 ANC (19) 95% (1/1) 100% 33 Mahlangu Abram Mbete Part Time IDS ACEH;

CSS (until April 2018)

27 ANC (20) 100% 0

34 Morufane Thabang Nathaniel Part Time FS CS; SDH 28 ANC (20) 100% 0 35 Mathibela Maria Nomgqibelo Part Time ACEH CS 29 ANC (20) 100% 0 36 Marumo Asaph Bhekumuzi Part Time MPAC; IDS PR ANC (19) 95% (1/1) 100%37 Vilakazi Rose Part Time FS SDH PR ANC (20) 100% 038 Xaba Robert Mphikeleli Part Time FS MPAC; CS PR ANC (19) 95% (1/1) 100%39 Bruiners Elias Morgan Part Time FS FS PR DA (20) 100% 040 Du Toit Elizabeth Part Time CSS CSS PR DA (18) 90% (2/2) 100% 41 Grobler Anna Sophia Part Time ACEH PR DA (15) 75% (5/5) 100%42 Mobango Palesa Part Time RE;

(until Dec 2017)

SDH (from Oct 2017)

PR DA (20) 100% 0





PARTY


Attendance



arranged %

%

43 Mogola Sophia Mamy Part Time ACEH ACEH PR DA (18) 90% (2/2) 100% 44 Phasha Khulong Justice Part Time SDH PR DA (18) 90% (2/2) 100% 45 Romijn Gysbertus Hendrik

Ernest Part Time CS CS PR DA (20) 100% 0

46 Roos Stephanus Johannes Part Time SDH MPAC PR DA (20) 100% 047 Sithole Paulina Nicolene Part Time SDH

(until Aug 2017)SDH (until Aug 2017)

PR DA (1/5) 20% (4/5) 80%

47 Thabatha Anele Odwa Part Time SDH (from Nov 2017)

RE (from Jan 2018)

PR DA (12/12) 100% 0

48 Stuurman Daniel Andries Part Time FS MPAC PR DA (20) 100% 049 Van Zyl Thomas Nicolas Part Time CSS PR DA (20) 100% 050 Duvenhage Johannes Petrus Part Time MPAC PR FF+ (18) 90% (1/2) 50% 51 Uys Karel Philippus Jacob Part Time PR FF+ (17) 85% (1/3) 34%52 Mailola Poppy Part Time IDS IDS PR EFF (9) 45% (8/11) 72% 53 Mangcotywa Akhona Part Time CS CS PR EFF (9) 45% (10/11) 91%54 Hadebe Maria Part Time RE PR EFF (11) 55% (8/9) 89%55 Masemola Lebogang Clement Part Time FS MPAC; FS PR EFF (7) 35% (11/13) 85%56 Mosoma Christina Makhosi Part Time ACEH ACEH PR EFF (8) 40% (12/12) 100%57 Mthombeni Johanna Ntombizodwa Part Time SDH SDH PR EFF (12) 60% (8/8) 100% 58 Sebesho Enos Part Time CSS CSS PR EFF (14) 70% (6/6) 100%

228

APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES

Committees (other than Mayoral/Executive Committee) and Purposes of Committees Purpose of Committee

Section 79 committees Purpose of Committee

Corporate Services

To monitor and the activities of the MMC and the relevant administrative department in respect of administration, Human Resource and Education activities. To advise council through the Mayoral Committee on improvements that could be effected.

Financial Services

To monitor and the activities of the MMC and the relevant administrative department in respect of finance and auditing activities. To advise council through the Mayoral Committee on improvements that could be effected.

Infrastructure Development and Service

To monitor and the activities of the MMC and the relevant administrative department in respect of Infrastructure Development and Service Delivery activities.

To advise council through the Mayoral Committee on improvements that could be effected.

Spatial Development, Human Settlement and Housing Administration

To monitor and the activities of the MMC and the relevant administrative department in respect of Human Settlement and Agriculture activities. To advise council through the Mayoral Committee on improvements that could be effected.

Community Protection Services

To monitor and the activities of the MMC and the relevant administrative department in respect of Traffic Emergency, Transport, Safety & Security activities.

To advise council through the Mayoral Committee on improvements that could be effected.

Environmental health, public facilities and cultural services

To monitor and the activities of the MMC and the relevant administrative department in respect of Environmental health, public facilities and cultural services activities. To advise council through the Mayoral Committee on improvements that could be effected.

Municipal public account committee

To ensure that municipal finances are properly managed and to advice council through the Mayoral Committee on improvements on ways and means whereby utilising and monitoring of municipal expenditure and income management can be improved.

Rules and ethics committee To consider and recommend to Council on matters relating to conduct of councillors.

Section 80: Portfolio Committee Purpose of Committee

229

Corporate Services

To advise and assist the Executive Mayor in respect of operational issues regarding Administration, Human Resource & Education.

Financial Services To advise and assist the Executive Mayor in respect of operational issues regarding Financial services matters

Infrastructure Development and Service

To advise and assist the Executive Mayor in respect of operational issues regarding Infrastructure Development and Service Delivery

Spatial Development, Human Settlement and Housing Administration

To advise and assist the Executive Mayor in respect of operational issues regarding Town Planning, Human Settlement and Housing Administration.

Community Protection Services

To advise and assist the Executive Mayor in respect of operational issues regarding Traffic Emergency, Transport, Safety & Security

Environmental health, public facilities and cultural services

To advise and assist the Executive Mayor in respect of operational issues regarding Environmental health, public facilities and cultural services

230

APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE

Third tier structure

Directorate Director (State title) Manager (State name)

Office of the Executive Mayor

Personal Assistant to the Mayor Mr P Nkosi

Deputy Director in the Office of the Mayor Ms D Mngomezulu

Manager: Youth Development Mr P Nkosi (Acting)

Manager: Gender & Social Development Ms L Legabi

Office of Municipal Manager

Acting Municipal Manager Mr B Khenisa (Secondment – COGTA)

Deputy Municipal Manager Mr SM Mnguni (Acting) MM

Director Development & Strategic Support Ms SS Madlopha

Assistant Director IDP Ms NP Mabuza

Assistant Director LED Mr M Nkosi

Assistant Director Internal Audit Mr L Dolo

Assistant Director Risk Management Mr N Tjia

Assistant Director PMS Mr J Silas

Corporate services

Director Human Capital Management Mr M Khumalo

Director Legal & Administration Mr M Masilela

Director Property Valuation Services Mr J Victor

Director Information Communication Technology Mr S Mothiba

Assistant Director Administration Mr L Bronkhorst

Assistant Director Legal Services Mr T Mokoena

Assistant Director: Stakeholder Liason Mr Mthethwa

Assistant Director Communication & Stakeholder Liaison

Ms P Magutle

Community services

Deputy Director Emergency Services Mr A Mashiloane

Deputy Director Traffic, Law Enforcement and Security Services

Ms P Mkosi

Director Public Safety Vacant since 01/01/15

Assistant Director Cultural Services Mr S Xulu

Director Environmental & Solid Waste Management Ms A Masia

Infrastructure services

Director Town Planning &Human Settlement Mr M Mahamba

Director Civil Engineering Services Vacant

Deputy Director: Civil Engineering Services Mr PR Bouwer

Assistant Director: Rural Areas Mr S Mbatha

Assistant Director: Water Services Mr L Badiroang

Assistant Director: Roads & Storm water Ms LG Silolo

231

Assistant Director: Water Quality Mr CM Makgatha

Assistant Director Buildings & Fleet Management Ms S Msebe

Director Electrical Engineering M I Khalaki

Director Physical Environmental Development Ms D Lambrechts

Deputy Director Project & Programme Management Ms T Janse Van Ransburg

Financial services

Deputy Director Financial Services Vacant

Assistant Director budget Office Mr B J Booyens Assistant Director SCM Unit Mr PL van der Merwe Assistant Director financial statements and assets Ms F E Khoza Assistant Director Treasury Office Ms P Melato

Spill(over schedule of 3 tiers not included in in chapter 2

232

APPENDIX D – FUNCTIONS OF MUNICIPALITY

Municipal Functions

Constitution Schedule 4, Part B functions: Function Applicable to Municipality (Yes/No)*

Air pollution Yes Building regulations Yes Childcare facilities Yes Electricity and gas reticulation Yes Firefighting services Yes Local tourism Yes Municipal airports Yes Municipal planning Yes Municipal health services Yes Municipal public transport Yes Storm water management systems in built(up areas Yes Trading regulations Yes Water and sanitation services limited to potable water supply systems and domestic waste(water and sewage disposal systems

Yes

Beaches and amusement facilities No

Billboards and the display of advertisements in public places Yes Cemeteries, funeral parlours and crematoria Yes Cleansing Yes Control of public nuisances Yes Control of undertakings that sell liquor to the public Yes Facilities for the accommodation, care and burial of animals Yes Fencing and fences Yes Licensing of dogs Yes Licensing and control of undertakings that sell food to the public Yes Local amenities Yes Local sport facilities Yes Markets Yes Municipal abattoirs Yes Municipal parks and recreation Yes Municipal roads Yes Noise pollution Yes Pounds Yes Public places Yes Waste removal, waste dumps and solid waste disposal Yes Street trading Yes Street lighting Yes Traffic and parking Yes

233

APPENDIX E –WARD REPORTING WCM: Ward Committee Meetings: WGM: Ward General Meetings:

Ward Councillor Meetings Aug 17 No of Commu

nity member

s attende

d

Oct 17 Community

members

attended

Dec 17 No of Commu

nity member

s attende

d

Feb 18 No of Communi

ty members attended

Apr 18 No of Community members attended

June 18 No of Communi

ty members attended

1

Cllr DJ Skhosana

WCM 07/08/2017

02/10/17 ( 30/01/18 12/04/2018 -

WGM 09/08/2017

10/10/17 ( 02/02/18 ( (

2

Cllr M Masina

WCM 30/08/2017

02/10/17 ( 05/02/18 ( 14/06/2018

WGM 09/08/2017

05/10/17 ( 06/02/18 ( 14/06/2018

3

Cllr LK Mahlangu

WCM 07/08/2017

05/10/17 14/12/2017 31/01/18 12/04/2018 04/06/2018

WGM 10/08/2017

06/10/17 12/12/2017 01/02/18 12/04/2018 04/04/2018

4

Cllr NC Mkhuma

WCM 07/08/2017

( 04/12/2017 05/02/18 10/04/2018 10/06/2018

WGM 07/08/2017

( 11/12/2017 08/02/18 ( 13/06/2018

5

Cllr MC Mphego

WCM 06/08/2017

07/10/17 05/12/2017 08/02/18 07/04/2018 05/06/2018

WGM 06/08/2017

07/10/17 09/12/2017 08/02/18 07/04/2018 10/06/2018

6

Cllr TS Motloung

WCM 01/08/2017

05/10/17 ( 31/02/18 ( 13/06/2018

WGM 06/08/2017

( ( 03/02/18 ( 24/06/2018

7

Cllr J Matshiane

WCM 06/08/2017

11/10/17 13/12/2017 28/01/18 15/04/2018 (

WGM 06/08/2017

( ( 29/01/18 17/04/2018 (

8

Cllr JM Mitchell

WCM 02/08/2017

( 14/12/2017 31/01/18 05/04/2018 06/06/2018

WGM 02/08/2017

10/10/17 14/12/2017 01/02/18 09/04/2018 12/06/2018

234


nity member

s attende

d

Oct 17 Community

members

attended

Dec 17 No of Commu

nity member

s attende

d


ty members attended



ty members attended

9

Cllr J Skosana

WCM 06/08/2017

30/09/17 02/12/2017 10/02/18 15/04/2018 09/06/2018

WGM 06/08/2017

01/10/17 03/12/2017 11/02/18 15/04/2018 09/06/2018

10

Cllr TP Mnisi WCM 14/08/2017

03/10/17 30/11/2017 03/02/18 05/04/2018 03/06/2018

WGM 14/08/2017

08/10/17 04/12/2017 11/02/18 08/04/2018 10/06/2018

11

Cllr A Struwig

WCM 14/08/2017

19/10/17 18/12/2017 08/02/18 10/04/2018 20/06/2018

WGM 22/08/2017

19/10/17 ( 15/02/18 18/04/2018 20/06/2018

12

Cllr HF Niemann

WCM 08/08/2017

04/10/17 06/12/2017 07/02/18 04/04/2018 06/06//2018

WGM 04/10/17 06/12/2017 07/02/18 04/04/2018 06/06/2018

13

Cllr SM Wait WCM 03/08/2017

03/10/17 05/12/2017 30/02/18 03/04/2018 06/06/2018

WGM 03/08/2017

03/10/17 05/12/2017 30/02/18 03//04/2018 06/06/2018

14

Cllr JP Pretorius

WCM 03/08/2017

03/10/17 07/12/2017 01/02/18 10/04/2018 (

WGM ( 07/12/2017 01/02/18 10/04/2018 (

15

Cllr HG De Klerk

WCM 01/08/2017

03/10/17 05/12/2017 ( 03/04/2018 05/06/2018

WGM 01/08/2017

03/10/17 05/12/2017 ( 03/04/2018 05//06/2018

16

Cllr J Dyason WCM 10/08/2017

04/10/17 29/11/2017 01/02/18 10/04/2018 05/06/2018

WGM 10/08/2017

04/10/17 29/11/2017 01/02/18 10/04/2018 05/06/2018

17

Cllr MJ Sekgwele

WCM 03/10/17 06/12/2017 06/02/18 03/04/2018 (

WGM 13/10/17 ( 09/02/18 13/04/2018 (

18

Cllr ET Motsepe

WCM 05/08/2017

03/10/17 05/12/2017 08/02/18 13/04/2018 12/06/2018

WGM 07/08/2017

11/10/17 14/12/2017 08/02/18 13/04/2018 14/06/2018

19

Cllr RG Mamogale

WCM 02/08/2017

28/09/17 01/12/2017 01/02/18 02/04/2018 02/06/2018

235


nity member

s attende

d

Oct 17 Community

members

attended

Dec 17 No of Commu

nity member

s attende

d


ty members attended



ty members attended

WGM 02/80/2017

04/10/17 06/12/2017 06/02/18 10/04/2018 06/06/2018

20

Cllr MI Kgalema

WCM ( 04/12/2017 ( 10/04/2018 07/06/2018

WGM ( 07/12/2017 ( 12/04/2018 14/06/2018

21

Cllr PM Masilela

WCM 06/08/2017

07/10/17 10/12/2017 04/02/18 08/04/2018 10/06/2018

WGM 06/80/2017

06/10/17 10/12/2017 04/02/18 08/04/2018 10/06/2018

22

Cllr TP Motau WCM 25/08/17 ( ( 04/04/2018 (

WGM 25/08/17 ( ( 06/04/2018 (

23

Cllr LJN Zondo

WCM 03/08/2017

05/10/17 07/12/2017 06/02/18 12/04/2018 07/06/2018

WGM 03/80/2017

06/10/17 07/12/2017 06/02/18 12/04/2018 07/06/2018

24

Cllr DL Paul WCM 04/08/2017

05/10/2017

12/12/2017 06/02/18 05/04/2018 08/06/2018

WGM 04/08/2017

05/10/17 12/2017 06/02/18 05/04/2018 08/06/2018

25

Cllr MM Mbatiwe

WCM 02/08/2017

29/09/17 ( 31/01/18 08/04/2018 (

WGM 05/08/2017

( ( ( 08/04/2018 (

26

Cllr MM Skhosana

WCM 02/08/2017

03/10/17 13/12/2017 14/02/18 16/04/2018 14/06/2018

WGM 10/08/2017

19/10/17 14/12/2017 14/02/18 17/04/2018 14/06/2018

27

Cllr AM Mahlangu

WCM 12/10/17 08/12/2017 04/02/18 08/04/2018 (

WGM 10/10/17 12/12/2017 ( 12/04/2018 (

28

Cllr TN Morufane

WCM 01/08/2017

30/09/17 07//12/2017 01/02/18 05/04/2018 07/06/2018

WGM 04/08/2017

01/09/17 10/12/2017 04/02/18 08/04/2018 10/06/2018

29

WCM 01/08/2017

05/10/17 11/12/2017 01/02/18 05/04/2018 10/06/2018

236


nity member

s attende

d

Oct 17 Community

members

attended

Dec 17 No of Commu

nity member

s attende

d


ty members attended



ty members attended

Cllr MN Mathibela

WGM 05/08/2017

07/10/17 13/12/2017 03/02/18 14/04/2018 24/06/2018

237

APPENDIX F –WARD INFORMATION

Wards 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29Water

Households with minimum service delivery

1159

3025

1864

1203

1246

1829

1257

2874 76

3

3369

3247

3682

2012

1811

1662

1838 73

7

1287

1731

1122

1610 86

1

3384 43

9

3871 62

1

135

6629 40

9

Households without minimum service delivery

19 617

173

763

107

279

238

716

559 89 22 63 21 15 11 189

1635

2 14 7 4 6 55 2 46 7

2117 76

1400

Total Households* 11

78

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615 86

7

3439 44

1

3916 62

7

2252

6705

1809

Sanitation


1150

3024

1750

1072

1141

1672

1195

2794 25

0

3364

3232

3674

1986

1789

1651

1259 71

0

1278

1726

1117

1594 86

6

3394 43

4

3730 58

2 52

6496 20

2


28 618

287

895

212

436

299

840

107

3 93 36 70 48 38 21 769

166

3 12 19 12 21 1 45 5

186 45

220

0

209

160

7


78

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615 86

7

3439 44

1

3916 62

7

2252

6705

1809

Electricity


1162

3056

1845

1111

1277

1903

1366

2801 63

8

3392

3217

3702

2005

1802

1654

1718

2255

1280

1621

1112

1594 86

0

3390 43

8

3856 62

3

2085

6557 70

7


18 586

191

855 76 205

128

833

687 66 51 44 29 24 18 311

117 10 125 18 21 7 49 3 60 4

167

148

1101


78

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615 86

7

3439 44

1

3916 62

7

2252

6705

1809

Waste


1159

2999

1702

1066

1117

1486

1119

2770 36

3286

3223

3643

1927

1756

1648

1077

1840

1101

1689

1126

1590 867

3365 434

3869 477

1829

6390 430


19 643

335

900

237

622

375

862

1286 17

2 45 101

107 70 23 951

532

189 55 3 25 0 75 7 48 151

423

315

1378


78

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615 867

3439 441

3916 627

2252

6705

1809

238

Ward 1 Ward 2 Ward 3 Ward 41. Formalization of informal settlements to access basic services.

1. Electrification of informal settlements

1. Community Hall

1. Agri(village for farm dwellers

2. Upgrading of Kwazamokuhle stadium

2. Resettlement of informal settlements to serviced land

2. Serviced residential stands 2. Toilets at rural areas

3. Tarring of roads and Speed Humps

3. Container toilets for informal settlements with 24 hour security for operation 24 hrs

3. Speed humps

3. Community Hall

4. Servicing of Eskom stands in Kwazamokuhle Ext 2 (water, sanitation & electricity)

4. Serviced residential stands 4. Street lights at Snyman Street in Hendrina

4. High mast lights at Komati/Blinkpan and Koornfontein

5. Thusong Centre at Cosmos Multipurpose Centre

5. High mast lights and street lights in the informal settlements

5. High mast lights at Malfred and in Makhosini Street

5. Church sites at Komati

Ward 5 Ward 6 Ward 7 Ward 8 1. Establishment of an Agri (Village 1. Serviced residential stands in

Rockdale 1. Access road to Sikhululiwe village.

Serviced residential stands in Nasaret

2. Cemetery 2. Community Hall Rockdale 2 Cemeteries at Sikhululiwe village and Rietkuil

Tarring of roads in Ext 24

3. Community Hall 3. Tarring of roads in Rockdale 3. Tarring of roads at Sikhululiwe village.

Storm Water drains in Ext 24 and in Fortnapier Street No 1

4. Church sites 4. Construction of pedestrian bridge between Ext 24 & Rockdale down the stream next to the kraals by the pipes.

4. High Mast at Rietkuil Street Lights in Ext 24

5. Electrification for farm residents 5. Sewer drainage system in Rockdale

5. Alternative source of water at Sikhululiwe village and Access water to all the farm communities

Cemetery with ablution facilities

Ward 9 Ward 10 Ward 11 Ward 12Water pipes in the 300 pegged stands

Community Hall Paving or tarring of the Taxi rank at the OK Supermarket (Mineralia)

Tarring of gravel roads in Aerorand West

Biological toilets in the 300 pegged stands

Toilets at Marikana Slipway/robot/stop sign at Jeppe & Mandela Street

Storm water drainage systems in the new area in Aerorand West

239

RDPs in Somaphepha High mast lights 3. speed humps

High mast lights at all parks, Athlone dam and open area along the stream between Hexrivier and Mandela streets.

Church sites in Somaphepha RDP Houses Repairs to the road and paving by the entrance at the OK supermarket (Mineralia)

4. Street lights

Cemeteries Serviced residential stands to build Robot at Hector & Mandela street 5. Taxi facility and dustbins on open area from Midwater Centre

Ward 13 Ward 14 Ward 15 Ward 16Physical Infrastructure 1. High mast lights Installation of Floodlights at the Cricket

Stadium for night cricket 1. Ten (100m high mast lights

Water supply 2. Resealing of streets:

Installation of 1X High mast light at Lions Park c/o Lillian Ngoyi and Oribi Street.

Tarring of roads in Dennesig

Sanitation 3. Paving of streets

Upgrading of the whole of Kanonkop’s old water supply system

2 x paved walkways

Electricity supply 4. speed hump Upgrading of storm water drainage in the area.

informal Taxi Rank between the R555 and Sipres Avenue in Kanonkop need to be developed with the necessary amenities (water, toilets etc.) for the users

Roads 5. Upgrade the water reticulation system for the supply of up to standard quality water. To avoid so many pipe bursts

Building of concrete fence between Springbok Street and Meyer Street (Stoffberg Road) is still a priority.

More refuse bins at parks and green areas and notice boards that read: NO DUMPING, No Quads, No Motorcycles & Vehicles in parks

240

Ward 21 Ward 22 Ward 23 Ward 24 Storm water drainage at the street (Mavuso Street and Mandela Drive)

Serviced residential stands 1. Storm water drains Storm Water Drainage -

High mast lights at Ext 23 and Mashiteng Street

Storm water drainage in streets: ( 2. Park at Jamaica Section Kerb stones along streets i

Construction of a barrier wall on perimeter of Ext 23 on Beyers Naude Street

High mast at 1656 Ellah Street & Bashele street

3. Tarring of the streets High mast lights

Paving of the passages Road network to connect Bashele Street and Chromeville Flats

4. Resealing of streets Serviced residential stands

Speed Humps Street lights in dark streets 5. Speed Humps Church stands Wards 25 Wards 26 Ward 27 Ward 28Upgrading of sewer pipes Serviced residential stands Water and sanitation Tarring of roads in tokologo Upgrading of street lights to LED lighting

Tarring of road – 34th Street Electrification of all outline stands with lease agreements

Serviced residential stands

Roads and stormwater between ext 8 and 6

3. Stormwater drainages Construction of a connecting road from Newtown to Ext 2

High mast lights in Tokologo and Malope village

Speed hump next to 10367 and next to stand 11200

Establishment of Parks (Ikageng Street) MPCC Centre Additional streets and passages in Tokologo

Ward 17 Ward 18 Ward 19 Ward 20Parks and Sports Centre Storm water drainage at Protea Street Street lights at the streets( Tlou Street;

Nhlanhla Street; Maredi Street; Masina street; Harmans Street; Gogo Nambuyisa Street

Street lights at Sibanyoni Street

Street lights at the new area Speed Humps at Lekoko Street and Reabota Street

Storm water drainage Storm water drainage at(The pool; Ikageng Street; Kgame Street; Metsi Street; Masemola Street)

Paving on sidewalk next to the main road in to Newtown

24 hour clinic Business stands at Crossroads Replacement of Asbestos pipes

Pound for straying animals Conversion of Block 6 at Reabota into family units

Speed Humps at Sam Fischer Selala and Tlale Street

Walking bridge at Eloffriver for children to Elusindisweni Primary School

Speed Humps on busy roads in Newtown

Renovation of the building next to Sizabaswele Home into a Skills Development Centre

Paving of pavement at Malema street Paving at: ( Masemola Street ( Sam Fischer Street

241

5. Residential stands at Rietfontein J285 Storm Water drainage systems Speed Humps between Ext 4, 5, Tokologo and Malope village

Ward 29 Water connection in the yards in Piet Tlou village Grave yard Tarring of roads Extension of tap water in the streets Electrification in Doornkop (CPA land)

Housing: to date about 10 492 RDPs have been built around Steve Tshwete and currently there are about 18047 people in the municipal waiting list.

242

APPENDIX F SEVEN LARGEST CAPITAL PROJECTS

STEVE TSHWETE

Capital Projects: Seven Largest in 2017/2018 (Full List at Appendix O)

R' 000

No. Project Name and detail WARD Start Date End Date Total Value

1 MV Networks HT Links W27 (700/...) 27

0000/00 0000/00 34,222,484

2 Boskrans WWTW Phase 2 (552/...) Boskrans

0000/00 0000/00 17,904,766

3 Roads Aerorand West W12 (540/...) 12

0000/00 0000/00 13,369,924

4 ( Roads & Stormwater Low Income Areas W6 (540/...)

6 0000/00 0000/00

9,238,208 5 Refurbish Hendrina WTW (571/...)

Hendrina 0000/00 0000/00

8,606,301 6 ( Roads & Stormwater Low Income

Areas W2 (540/...) 2

0000/00 0000/00 8,143,884

7 Roads x18 Hope City W11 (540/...) 11

0000/00 0000/00 6,439,192

T F.1

243

APPENDIX G: RECOMMENDATIONS OF THE AUDIT COMMITTEE

MUNICIPAL AUDIT COMMITTEE

Date of the AC meeting

Committee recommendations during the 2017/2018 FY

Recommendations adopted (Enter yes) if not adopted provide explanation

14 Aug 2017 1. That critical vacancy budgeted for filled

including Chief Risk Officer. Yes

2. That a framework on combined assurance should be developed. Yes

3. That suppliers be paid within 30 days as MFMA prescripts. Yes

4. That the Quarterly financial report be noted Yes

29 Aug 2017 5. That corrections recommended be rectified on

the Annual Financial Statement. Yes

13 Nov 2017 1. That the risk management committee report for

quarter ending 30 September 2017 be noted. Yes

2. That whistleblowing policy be developed. Yes

3. That internal audit progress report be noted. Yes

4. That Internal Audit Methodology be approved with no changes. Yes

5. That the Internal Audit Charter be approved and recommended for further approval by Council Yes

6. That progress on implementation of Council resolution be noted. Yes

7. That litigation register be noted. Yes

8. That cost benefit analysis be conducted on matters litigations matters undertaken to determine value for money.

Yes

9. That the contract management policy be noted and further recommended for approval. Yes

10. That the information and communication technology governance framework policy progress report be noted.

Yes

244

11. That disaster recovery site be established. No. The second DR site to be outsource d in the 2018/2019 FY.

12. The vacancy report be noted. Yes

13. That the finance quarterly report ending September 2017 be noted. Yes

14. That the audit action plan as at 30 September be noted. Yes

15. That the investment policy be noted and recommended for further approval. Yes

16 Nov 2017 16. That the performance report for the 1st quarter

2017/2018 be noted. Yes

22 Feb 2018 1. That the the progress report on Council

resolution should indicate timeframes and be separated in financial years to track unimplemented resolutions.

Yes

2. That the vacancy report be summarized indicate position filled and vacant. Yes

3. The municipality benchmark with other municipalities or financial sectors on the development of the investment policy.

Yes

4. That expenditure report to date on spent legal fees versus the matter with attorneys be developed.

Yes

5. That management submit insurance report to the committee. Yes

6. That items served in the Risk Management Committee also be tabled to the Audit Committee.

Yes

24 Feb 2018 7. The Mid(Year Performance Report for the

2017/2018 financial year has been noted Yes

14 May 2018 1. That the approval of internal audit progress for

3rd quarter 2017/2018 financial year be noted. Yes

2. That the municipal directorates to report to the committee on plans to address or resolve audit findings quarterly.

Yes

3. That the internal audit charter for 2018/19 be approved and recommend to Council for adoption.

Yes

245

4. That the Combined Assurance Policy Framework be approved and recommended for Council adoption.

5. That implementation plans to realise the combined assurance policy framework be instituted.

Yes

6. That the Internal Audit Methodology be approved.

7. That in implementation of the methodology awareness be made with management on the reviewed document.

Yes

8. That the financial report be approved. 9. That a report on circumstance relating to the

loss of Jaws of Life be prepared. Yes

No. Investigation on the loss being conducted

10. That progress on the audit action be noted and mitigations applied by management to resolve AGSA findings.

Yes

11. That the Investment policy be noted and recommend to Council for adoption. Yes

12. That the ICT governance framework policy progress report be noted. Yes

13. That the Risk Management Steering Committee present the report in the Special Audit Committee.

14. That the report of the Chairperson be accompanied by the annexures referring to the report.

Yes

Yes

15. That a benchmark on the litigation cost breakdown with District municipalities for proper reporting.

16. That the litigation cost breakdown and report be noted.

Yes

Yes

17. That the vacancy report be noted. Yes

18. That the progress report on the implementation of Council resolution be noted. Yes

2 June 2019 19. That the 3rd quarter performance progress report

be noted. Yes

20. That the IDP be noted. Yes

21. That the SBBIP be noted and recommended to Council. Yes

246

22. That the MTREF be noted. Yes

23. That the ICT policies and frameworks be noted and recommended to Council for adoption. Yes

24. That the Annual Report be noted. Yes

25. That the risk management committee report be noted. Yes

Legend

Q1 Recommendations (Jul – Sep 2017) = 5

Q2 Recommendations (Oct – Dec 2017) = 16

Q3 Recommendations (Jan – Mar 2018) = 7

Q4 Recommendations (Apr – Jun 2018) = 25

247

APPENDIX H: LONG(TERM CONTRACTS AND PUBLIC(PRIVATE PARTNERSHIP

Long Term Contracts (20 Largest Contracts Entered into during

2017/2018 )

R' 000Name of Service Provider (Entity or Municipal

Department)

Description of Services Rendered by the Service

Provider

Start Date of Contra

ct

Expiry date of Contra

ct

Projectmanager

Contract Value

Utilities World

Pre(paid vending service provider

2(Jan(13

31(Dec(21

L Bruwer / P Taljaard

1,444,608.00

T H.1

APPENDIX I – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE

ELECTRICAL SERVICES

S/N Consultant/Contracto

r

Contractual Period

Expected Expire date

Project Description

Amount Progress Remedial Action

1 Mayivuthe Contractors

10 Months Nov(18 P0008356(MV Networks HT Links W27 (700/...)

31 078 275

99% completed

Busy with snag list


3 Months Feb(18 P0008079(Network reinforcement Replace cables (700/...)

4 021 822

Completed None


5 Months May(18 P0008370 ( MV Replace Mini Substations W15 (700/...)

2 982 450

Completed None


3 Months Mar(18 P1300012(MV Networks Electrification

2 896 546

Completed None

248

Newtown W27 (700/...)


3 Months Jan(18 P1900014 MV Networks Electrification Kwaza x8 W3 (700/...

2 877 560

Completed None

MUNICIPAL BUILDINGS

S/N Consultancy/ Contractor ( Firm Name

Contractual Period

Expected Expiry Date

Progress Remedial Action

Contractual Value

1 Khonza Izwe Consulting cc

2017/18 2019/20 Structural Designs, Architectural plans, procurement documents for the contractor and Site supervision and monitoring

None R18,0mill

2 Bijojo Traders cc

2017/18 2017/18 Fencing at The Airfield ( Completed

None R2,3mil

3 Kelnorda Trading

LCD Aluminium

2017/18 2017/18 Upgrading at the fire station ( Completed

None R170 000

R185 000

4 Excellent Electrical

2017/18 2017/18 Upgrading at the fire station ( Completed

None R1,5mil

5 Auto Door 2017/18 2017/18 Installation ( Completed

None R300 000.00

249

6 Nomsa Electrical

2017/18 2017/18 The award was made in June and therefore the contractor was could complete the work

The work will be completed in 2018/19

R1,577mil

250

APPENDIX J – DISCLOSURE OF FINANCIAL INTEREST

Abbreviations FS: Financial Services CS: Community Safety IDS: Infrastructure Development Services CSS: Corporate and Support Services ACEH: Arts, Culture and Environmental Health SDH: Spatial Development and Human Settlement MMC: Member of Mayoral Committee PR: Proportional Councillor

DISCLOSURE OF FINANCIAL INTERESTS

PERIOD: 1 JULY 2017 TO 30 JUNE 2018

POSITION SURNAME NAME Description of Financial Interest

(Nil/or details) 1 Executive Mayor (PR)

(resigned end of March 2018) Masina Michael Amos

1 Executive Mayor (PR)

(elected on 11/04/2018) Tolo Bagudi Jonathan Shares – Sanlam

Multichoice Landlord – Flats Mhluzi Pension ( Sanlam

2 MMC: IS/ACEH (interchanged from May 2018) (Ward 7)

Matshiane Johan Nil

3 MMC: FS (Ward 20)

Kgalema Mondli Itumeleng Shares – Faulu Trading Director – Faulu Trading

4 MMC: ACEH/IDS (PR) (interchanged from May 2018)

Motsepe Diphale Joseph Shares – Motlabaile Member of Close Corporation – Motlabaile Enterprise Director – Motlabaile Enterprise

5 MMC: SDH (PR) Mnguni Muka Thandi Elizabeth Nil 6 MMC: CS (until Apr 2018)

(Ward 8) Mitchell Johanna Magdalena Director: Thushanang Stimulation Centre

Tiny Bubbles Creche GEPF Disability Pension

7 MMC: CCS (PR) Malepeng Sonto Martha Nil 8 Speaker (PR) Mabena Andries Mavula Director: Vulajabu Mining

Board member : Isindebele Language (travelling allowance)

9 Chief Whip (PR) Nkadimeng Semakaleng Dorah Nil 10 Ward 1 Skhosana Doctor Joseph Nil

251




(Nil/or details) 11 Ward 2 Masina Musawenkosi Shares – Amabhunu Amnyama Coop

Jozeweni (Pty) Ltd12 Ward 3 Mahlangu Lindiwe Khelina Nil 13 MMC : CS (from May 2018)

(Ward 4) Mkhuma Nobesuthu Catherine Nil

14 Ward 5 Mphego Manakedi Caroline Nil 15 Ward 6 Motloung Thapelo Sarrel Shares – Sasol Inzalo

Vodacom Yeboyethu Owner of Close Corporation ( Sefefong Trading Enterprise

16 Ward 9 Skosana Johannes Nil 17 Ward 10 Mnisi Thabo Petrus Paid employment : Lover’s Corner Taver 18 Ward 11 Struwig Ammelia Nil 19 Ward 12 Niemann Hendrik Frederick Employee : Pro(Eng Consulting Engineers

Owner – Residential Stand – Aerorand 20 Ward 13 Wait Susan(Mari Financial interest in Hyper Liq

Owner – Property – Shelly Beach 21 Ward 14 Pretorius Jozua Petrus Owner/Landlord residential property – Gholfsig 22 Ward 15 De Klerk Helena Gertruida Owner – Residential property – Aerorand 23 Ward 16 Dyason Johann Owner – Residential property 24 Ward 17 Sekgwele Marumo Jim Nil 25 Ward 18 Motsepe Elphus Thabo Close Corporation – HSMT (Pty) Ltd 26 Ward 19 Mamogale Ratsatsi Grencenia Nil 27 Ward 21 Masilela Petros Mhlonishwa Shares – Hamba Industrial

Ockymcota Trading Hamba Uzobuye Cleaning Services

28 Ward 22 Motau Thabo Patric Director – Motau(Shiteng Geranal Trading 29 Ward 23 Zondo Linah Joyce Ntombikayise Old Mutual Policy 30 Ward 24 Paul Dion Leonard Nil 31 Ward 25 Mbatiwe Michael Owner – Industrial stand ( Mhluzi 32 Ward 26 Skhosana Mandla Marks Nil 33 Ward 27 Mahlangu Abram Mbete Nil 34 Ward 28 Morufane Thabang Nathaniel Nil 35 Ward 29 Mathibela Maria Nomgqibelo Nil

252




(Nil/or details) 36 PR Marumo Asaph Bhekumuzi Close Corporation – Izwelethu Trading (Pty) Ltd

Employee : Rotek Engineering37 PR Vilakazi Rose Nil 38 PR Xaba Robert Mphikeleli Nil39 PR Bruiners Elias Morgan Director : Nada (Drug Awareness) 40 PR Du Toit Elizabeth Residential property – Western Cape41 PR Grobler Anna Sophia Employee – Grobler & Ass Dietitians

Owner – Residential property ( Clubville 42 PR Mobango Palesa Nil 43 PR Mogola Sophia Mamy Nil 44 PR Phasha Khulong Justice Member of Close Corporation – Nozinja Security

Director : GNRC Nozinja Security Gifts received: Laptops, chair, table & cabinet

45 PR Romijn Gysbertus Hendrik Ernest Owner of residential property – Golfsig Pension ( GEPF

46 PR Roos Stephanus Johannes Shares – R&W Drankwinkel (Pty) Ltd Director – R&W Drankwinkel (Pty) Ltd Owner of residential property – Gholfsig

47 PR Sithole Paulina Nicolene (passed away in Aug 2017)

47 PR Thabatha Anele Odwa (from Nov 2017) Nil48 PR Stuurman Daniel Andries Nil 49 PR Van Zyl Thomas Nicolaas Nil50 PR Duvenhage Johannes Petrus Nil 51 PR Uys Karel Philippus Jacob Nil52 PR Mailola Poppy 53 PR Mangcotywa Akhona Child grant 54 PR Hadebe Maria Nil 55 PR Masemola Lebogang Clement Nil56 PR Mosoma Christina Makhosi Nil 57 PR Mthombeni Johanna Ntombizodwa Nil 58 PR Sebesho Enos Nil

253

APPENDIX K(I) – REVENUE COLLECTION PERFORMANCE BY VOTE

Revenue Collection Performance by Vote

Vote Description

2016/2017 Current: 2017/2018 2017/2018

Variance


Adjusted Budget

Actual Original

Budget

Adjustments Budget

Vote 1 ( Executive & Council

R 70,592,03

3

R 78,881,11

8

R 74,928,15

8

R 82,222,60

6

4% 10%

Vote 2 ( Budget & Treasury

R 376,842,3

29

R 418,211,3

70

R 455,774,2

74

R 463,581,6

13

11% 2%

Vote 3 ( Corporate Services

R 29,474,35

9

R 28,377,90

6

R 27,713,21

7

R 32,910,55

0

16% 19%

Vote 4 ( Planning Development

R 37,662,47

3 R

3,341,533 R

4,039,874 R

4,234,398

27% 5%

Vote 5 ( Health Services

R 228,224

R 302,000

R 268,200

R 346,519

15% 29%

Vote 6 ( Community & Social Services

R 7,921,807

R 11,607,44

2 R

6,384,762 R

5,387,052

(54% (16%

Vote 7 ( Human Settlements

R 318,229

R 1,500

R 742,274

R 13,282

785% (98%

Vote 8 ( Public Safety

R 22,087,90

0 R

587,538 R

797,898 R

475,890

(19% (40%

Vote 9 ( Sport & Recreation

R 4,744,936

R 9,875,465

R 9,939,430

R 10,163,57

4

3% 2%

Vote 10 ( Waste Management

R 93,311,90

9

R 98,561,28

3

R 101,464,2

66

R 101,049,1

67

3% 0%

Vote 11 ( Waste Water Management

R 97,997,28

1

R 79,725,32

7

R 86,641,17

5

R 87,743,74

0

10% 1%

Vote 12 ( Road Transport

R 50,878,45

5

R 28,411,05

5

R 39,332,68

2

R 45,012,59

5

58% 14%

Vote 13 ( Water

R 110,080,5

81

R 100,917,8

74

R 95,477,86

5

R 99,765,73

8

(1% 4%

Vote 14 ( Electricity

R 552,542,0

98

R 550,555,6

45

R 556,182,5

48

R 540,310,5

92

(2% (3%

254

Total Revenue by Vote

R 1,454,682,

614

R 1,409,357,

056

R 1,459,686,

623

R 1,473,217,

315

5% 1%

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A3 T K.1

255

APPENDIX K(II) – REVENUE COLLECTION PERFORMANCE BY SOURCE

Revenue Collection Performance by Source

Description

2016/2017 2017/2018 2017/2018

Variance


Adjustments

Budget

Actual Original

Budget

Adjustments Budget

Property rates

R 309,753,630

R 322,145,304

R 325,552,201

R 332,769,107

3% 2%

Service Charges ( electricity revenue

R 529,484,025

R 535,775,805

R 542,047,946

R 524,372,215

(2% (3%

Service Charges ( water revenue

R 77,008,478

R 83,231,482

R 78,480,450

R 82,505,756

(1% 5%

Service Charges ( sanitation revenue

R 55,616,239

R 59,234,813

R 62,518,061

R 63,352,353

7% 1%

Service Charges ( refuse revenue

R 61,722,420

R 66,848,933

R 69,285,595

R 68,786,067

3% (1%

Rentals of facilities and equipment

R 15,411,119

R 1,689,823

R 1,871,811

R 2,158,782

28% 15%

Interest earned ( external investments

R 47,867,886

R 46,309,657

R 50,753,392

R 65,097,245

41% 28%

Interest earned ( outstanding debtors

R 3,425,188

R (

R (

R (

0% 0%

Fines

R 18,316,692

R 11,697,925

R 13,085,434

R 18,846,661

61% 44%

Licences and permits R 8,893,633

R 8,636,500

R 7,771,300

R 8,707,796

1% 12%

Agency services

R 20,345,495

R (

R (

R (

0% 0%

Transfers recognised ( operational

R 141,123,061

R 215,169,338

R 218,670,600

R 214,641,582

0% (2%

Other revenue

R 27,988,307

R 58,617,476

R 89,649,833

R 91,979,752

57% 3%

Gains on disposal of PPE

R 6,022,976

R (

R (

R (

0% 0%

Enviromental Proctection

Total Revenue (excluding capital

R 1,322,979,149

R 1,409,357,056

R 1,459,686,623

R 1,473,217,315

5% 1%

256

transfers and contributions)

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A4. T K.2

APPENDIX L – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG

Conditional Grants: excluding MIG

Details

Budget Adjustments Budget

Actual Variance Purpose of Grant

Budget Adjustments Budget

Equitable Share

43,024,356 42,100,847 41,728,703 (3% (1%

The purpose of the grant is to provide free basic services to indigent households.

Finance Management grant

1,700,000 1,700,000 1,700,000 0% 0%

This grant is used to promote and support reforms to municipal financial management and to fund the internship programme.

EPWP 1,500,000 1,500,000 1,500,358 0% 0%

This grant is used for a special performance(based incentive to create job opportunities to previously unemployed people.

Municipal Infrastructure Grant

1,308,462 2,022,279 2,022,279 55% 0%

This grant is used for basic municipal infrastructure to provide basic services for the benefit of poor households

INEP ( ( ( 0% 0%

This grant is used to address the electrification backlog of occupied residential dwellings and the installation of bulk infrastructure.

Total

257

* This includes Neighbourhood Development Partnership Grant, Public Transport Infrastructure and Systems Grant and any other grant excluding Municipal Infrastructure Grant (MIG) which is dealt with in the main report, see T 5.8.3. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. Obtain a list of grants from national and provincial government.

T L

COMMENT ON CONDITIONAL GRANTS EXCLUDING MIG

Purpose for grants are indicated next to each grant

258

APPENDIX M (I, II) – CAPITAL EXPENDITURE (NEW ASSETS PROGRAMME AND UPGRADE/RENEWAL PROGRAMME

Capital Expenditure ( New Assets Programme* Description

2016/2017 2017/2018 Planned Capital expenditure


Adjustment

Budget

Actual Expendit

ure

2018/2019

2019/2020

2019/2021

Capital expenditure by Asset Class Infrastructure ( Total

R 173,586,351

R 156,298,270

R 151,432,540

R 146,993,498

R 166,630,124

R 201,734,383

R 148,272,825

Infrastructure: Road transport ( Total

R 58,131,034

R 53,588,920

R 66,763,902

R 66,732,296

R 43,071,000

R 57,265,620

R 59,046,016


R 42,441,102

R 38,508,920

R 51,945,249

R 51,925,108

R 35,161,000

R 40,655,620

R 45,489,120

Storm water

R 15,689,932

R 15,080,000

R 14,818,653

R 14,807,188

R 7,910,000

R 16,610,000

R 13,556,896

Infrastructure: Electricity ( Total

R 23,540,302

R 46,863,000

R 54,606,861

R 52,906,570

R 43,013,004

R 61,351,038

R 49,954,704

Transmission & Reticulation

R 17,410,812

R 42,663,000

R 51,346,869

R 49,663,120

R 38,813,004

R 58,451,038

R 44,294,700

Street Lighting

R 6,129,490

R 4,200,000

R 3,259,992

R 3,243,450

R 4,200,000

R 2,900,000

R 5,660,004

Infrastructure: Water ( Total

R 32,366,876

R 11,015,500

R 6,289,998

R 4,677,448

R 21,017,120

R 32,719,225

R 20,419,605

Dams & Reservoirs

R 14,986,726

R (

R (

R (

R (

R 10,000,000

R (

Water purification

R 5,735,798

R 8,515,000

R 928,298

R 894,116

R 6,700,000

R 8,100,000

R (

259

Reticulation

R 11,644,352

R 2,500,500

R 5,361,700

R 3,783,332

R 14,317,120

R 14,619,225

R 20,419,605

Infrastructure: Sanitation ( Total

R 56,336,995

R 41,788,350

R 21,765,616

R 20,941,342

R 37,360,000

R 43,810,000

R 8,535,000

Reticulation

R 25,840,807

R 1,788,350

R 3,860,850

R 3,036,576

R 7,360,000

R 13,810,000

R 8,535,000

Sewerage purification

R 30,496,188

R 40,000,000

R 17,904,766

R 17,904,766

R 30,000,000

R 30,000,000

R (

Infrastructure: Other ( Total

R 3,211,144

R 3,042,500

R 2,006,163

R 1,735,842

R 22,169,000

R 6,588,500

R 10,317,500

Waste Management

R 2,449,543

R 70,000

R 232,317

R 222,233

R 250,000

R 800,000

R 6,000,000

Other R 761,601

R 2,972,500

R 1,773,846

R 1,513,609

R 21,919,000

R 5,788,500

R 4,317,500

Community ( Total

R 12,634,229

R 18,150,000

R 13,149,788

R 13,148,380

R 18,035,000

R 34,559,000

R 26,270,000

Parks & gardens

R 1,762,801

R 4,350,000

R 5,549,893

R 5,549,893

R 2,000,000

R 4,750,000

R 4,750,000

Sportsfields & stadia

R 1,999,940

R 3,000,000

R 2,999,996

R 2,999,996

R (

R 5,300,000

R 3,400,000

Swimming pools

R (

R (

R (

R (

R (

R (

R (

Community halls

R 4,214,938

R 8,000,000

R 1,000,000

R 1,000,000

R 11,000,000

R 19,000,000

R 12,000,000

Libraries R (

R (

R (

R (

R 450,000

R 464,000

R 470,000

Recreational facilities

R (

R (

R (

R (

R (

R (

R (

Fire, safety & emergency

R (

R (

R (

R (

R (

R (

R (

Security and policing

R 1,412,285

R 350,000

R 350,000

R 348,619

R 2,885,000

R 3,045,000

R 3,650,000

Cemeteries R 3,244,265

R 2,450,000

R 3,249,899

R 3,249,872

R 1,700,000

R 2,000,000

R 2,000,000

260

Table continued next page Table continued from previous page

Capital Expenditure ( New Assets Programme*

Description



Adjustm

ent Budget

Actual Expendit

ure

2018/201

9

2019/202

0

2019/202

1

Capital expenditure by Asset Class

Heritage assets ( Total

R (

R (

R (

R (

R (

R (

Investment properties ( Total

R (

R (

R (

R (

R (

R (

Other assets

R 46,987,095

R 4,963,000

R 9,520,472

R 8,290,753

R 38,732,000

R 7,776,100

R 4,230,300

General vehicles

R 1,146,519

R 1,000,000

R 4,107,008

R 3,322,960

R 18,150,000

R 3,950,000

R (

Specialised vehicles

R (

R (

R (

R (

R (

R (

R (

Plant & equipment

R 2,196,754

R 1,696,000

R 1,867,837

R 1,823,150

R 12,625,000

R 2,681,100

R 3,330,000


R 5,426,104

R 885,000

R 1,700,439

R 1,481,205

R 7,065,000

R 830,000

R 615,300


R 323,663

R 1,382,000

R 1,845,188

R 1,663,438

R 892,000

R 315,000

R 285,000

Civic Land and Buildings

R 1,185,472

R (

R (

R (

R (

R (

R (

Other Buildings

R 426,515

R (

R (

R (

R (

R (

R (

261

Other Land

R 36,282,068

R (

R (

R (

R (

R (

R (

Agricultural assets

R (

R (

R (

R (

R (

R (

Biological assets

R (

R (

R (

R (

R (

R (

Intangibles R 750,000

R 800,000

R 1,283,300

R 967,726

R (

R (

R (


R 750,000

R 800,000

R 1,283,300

R 967,726

R (

R (

R (

Total Capital Expenditure on new assets

R 233,957,675

R 180,211,270

R 175,386,100

R 169,400,357

R 223,397,124

R 244,069,483

R 178,773,125


R (

R (

R (

R (

R (

R (

R (

Refuse R (

R (

R (

R (

R (

R (

R (

Fire R (

R (

R (

R (

R (

R (

R (

* Note: Information for this table may be sourced from MBRR (2009: Table SA34a) T M.1

Capital Expenditure ( Upgrade/Renewal Programme*

Description



Adjustment

Budget

Actual Expendit

ure

2018/2019

2019/2020

2019/2021

Capital expenditure by Asset Class Infrastructure ( Total

R 43,729,538

R 70,214,996

R 78,855,918

R 67,639,189

R 102,678,720

R 99,513,000

R 100,616,600

Infrastructure: Road transport (Total

R 13,413,984

R 16,750,000

R 16,465,655

R 16,372,454

R 12,663,500

R 26,827,200

R 17,523,000


R 13,413,984

R 16,750,000

R 16,465,655

R 16,372,454

R 12,663,500

R 26,827,200

R 17,523,000

262

Storm water

R (

R (

R (

R (

R (

R (

R (

Infrastructure: Electricity ( Total

R 18,222,586

R 18,035,000

R 15,811,131

R 15,119,904

R 48,432,220

R 45,364,100

R 69,451,700

Transmission & Reticulation

R 16,177,347

R 16,735,000

R 13,571,131

R 12,890,628

R 34,039,420

R 35,964,100

R 66,751,700

Street Lighting

R 2,045,239

R 1,300,000

R 2,240,000

R 2,229,276

R 14,392,800

R 9,400,000

R 2,700,000

Infrastructure: Water ( Total

R 6,914,595

R 9,480,000

R 27,028,210

R 18,424,152

R 23,526,000

R 24,406,600

R 10,647,400

Dams & Reservoirs

R 28,720

R 300,000

R 300,000

R 230,676

R (

R 800,000

R (

Water purification

R (

R 1,150,000

R 15,247,210

R 14,352,055

R 4,425,000

R 3,265,000

R 1,040,000

Reticulation R 6,885,875

R 8,030,000

R 11,481,000

R 3,841,421

R 19,101,000

R 20,341,600

R 9,607,400

Infrastructure: Sanitation ( Total

R 4,721,637

R 10,944,996

R 4,107,734

R 3,237,610

R 12,167,000

R 2,490,100

R 2,549,500

Reticulation R 69,148

R 945,000

R 1,025,000

R 767,394

R 2,887,000

R 858,850

R 860,700

Sewerage purification

R 4,652,489

R 9,999,996

R 3,082,734

R 2,470,216

R 9,280,000

R 1,631,250

R 1,688,800

Infrastructure: Other ( Total

R 456,736

R 15,005,000

R 15,443,188

R 14,485,069

R 5,890,000

R 425,000

R 445,000

Waste Management

R 456,736

R 6,340,000

R 6,240,544

R 6,965,521

R 5,890,000

R 425,000

R 445,000

Other R (

R 8,665,000

R 9,202,644

R 7,519,548

R (

R (

R (

Community

R 6,478,487

R 7,036,000

R 7,386,646

R 7,202,953

R 16,070,300

R 17,237,000

R 16,600,000

263

Parks & gardens

R 753,130

R 1,110,000

R 1,110,000

R 1,081,728

R 1,885,000

R 2,435,000

R 530,000

Sportsfields & stadia

R 1,444,308

R 3,200,000

R 3,139,646

R 3,139,646

R 5,825,000

R 6,095,000

R 8,630,000

Swimming pools

R (

R (

R (

R (

R (

R (

R (

Community halls

R 445,368

R 500,000

R 111,000

R 111,000

R 4,050,000

R 1,050,000

R 400,000

Libraries R 591,085

R 150,000

R 950,000

R 927,197

R 250,000

R (

R (

Recreational facilities

R (

R (

R (

R (

R (

R (

R (

Fire, safety & emergency

R (

R 1,550,000

R 1,550,000

R 1,446,227

R 2,410,000

R 6,332,000

R 5,725,000

Security and policing

R 3,165,233

R 76,000

R 76,000

R 62,039

R 1,300,300

R 1,325,000

R 1,315,000

Cemeteries R 79,363

R 450,000

R 450,000

R 435,116

R 350,000

R (

R (

Heritage assets

R (

R (

R (

R (

R (

R (

Buildings Other Table continued next page Table continued from previous page

Capital Expenditure ( Upgrade/Renewal Programme* R '000

Description

2016/2017

2017/2018 Planned Capital expenditure


Adjustm

ent Budget

Actual Expendit

ure

2018/201

9

2019/202

0

2019/202

1

Capital expenditure by Asset Class

Investment properties

R (

R (

R (

R (

R (

R (

Housing development

264

Other assets

R 35,422,286

R 22,372,500

R 26,783,524

R 21,698,427

R 32,263,400

R 28,583,075

R 37,920,600

General vehicles

R 4,962,900

R 9,090,000

R 9,171,350

R 8,888,579

R 15,720,000

R 15,470,000

R 15,360,000


R 16,436,344

R (

R (

R (

R (

R (

R (

Plant & equipment

R 9,870,653

R 10,319,000

R 14,730,637

R 10,503,808

R 12,615,400

R 12,526,975

R 22,139,600


R 1,606,756

R 2,610,000

R 2,547,561

R 2,024,764

R 3,730,000

R 450,000

R 290,000


R 491,238

R 353,500

R 333,976

R 281,276

R 198,000

R 136,100

R 131,000

Civic Land and Buildings

R 2,054,395

R (

R (

R (

R (

R (

R (

Agricultural assets

R (

R (

R (

R (

R (

R (

Biological assets

R (

R (

R (

R (

R (

R (

Intangibles R 1,421,325

R (

R (

R (

R (

R (

R (


R 1,421,325

R (

R (

R (

R (

R (

R (

Total Capital Expenditure on renewal of existing assets

R 87,051,636

R 99,623,496

R 113,026,088

R 96,540,569

R 151,012,420

R 145,333,075

R 155,137,200


R 16,436,344

R (

R (

R (

R (

R (

R (

Refuse

R 15,495,500

R (

R (

R (

R (

R (

R (

Fire R 940,844

R (

R (

R (

R (

R (

R (

265

* Note: Information for this table may be sourced from MBRR (2009: Table SA34b) T M.2

321,009,3

11 279,834,

766 288,412,

188 265,940,9

26 374,409,

544 389,402,

558 333,910,3

25

266

APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 2018

Capital Programme by Project: Capital Project Responsible

Department Project Number

Original Budget

Adjustment Budget

Actual Variance

original

Budget %

Variance adjusted

budget %

Backbone Infrastructure & VOIP (122/...)

Information Technology

P0000001

R 300,000

R 358,273

R 358,273

19% 0%

Upgrade Old Age Flats (221/...)

Property Services P0000013

R 400,000

R 400,000

R 391,308

(2% (2%


Cemeteries Funeral Parlours and Crematoriums P0000066

R 2,000,000

R 1,999,899

R 1,999,899

0% 0%

Replace Tractor 55KW( 539/...)

Fleet Management P0000080

R 350,000

R 310,000

R 309,540

(12% 0%


Sports Grounds and Stadiums

P0000121

R 200,000

R 139,650

R 139,650

(30% 0%

Renovations Mhluzi Stadium Pavillion (530/...)

Sports Grounds and Stadiums P0000134

R 2,000,000

R 1,999,996

R 1,999,996

0% 0%


Community Parks (including Nurseries) P0000178

R 700,000

R 1,200,000

R 1,200,000

71% 0%

Lawn Mower Sidewalks (533/...)


R 115,500

R 114,600

R 105,000

(9% (8%

Paving & Kerbs Hendrina & Kwaza W1(542/...)

Roads

P0000205

R 200,000

R 200,000

R 193,196

(3% (3%

Replace Jaws Rescue Set (515/...)

Fire Fighting and Protection P0000211

R 500,000

R 500,000

R 353,319

(29% (29%

Replace 4x4 veld fire vehicles (515/...)


R 500,000

R 500,000

R 433,758

(13% (13%

Equipment to Monitor Air pollution (400/...)

Health Services

P0007162

R (

R 199,700

R 175,126

0% (12%

Stormwater Kwaza x2 (542/...)

Roads P0007307

R 600,000

R 600,000

R 598,880

0% 0%

267

Subsurface Drains Hendrina/Kwaza (542/...))

Roads

P0007328

R 350,000

R 350,000

R 348,470

0% 0%


Electricity

P0007423

R 20,000

R 20,000

R (

(100% (100%



P0007526

R (

R 458,166

R 445,344

0% (3%

Server New IT Systems (122/...)

Information Technology P0008003

R 1,800,000

R 1,721,561

R 1,227,707

(32% (29%


Property Services

P0008006

R 90,000

R 290,000

R 289,982

222% 0%


Police Forces Traffic and Street Parking Control P0008013

R 350,000

R 350,000

R 348,619

0% 0%

Replace vehicles (310/...)


R 1,150,000

R 1,150,000

R 931,203

(19% (19%

New LDV (420/...)

Solid Waste Removal P0008018

R 500,000

R 987,775

R 319,500

(36% (68%

Replace motorbikes (460/...)

Informal Settlements

P0008021

R 365,000

R 365,000

R 326,955

(10% (10%

Pool Equipment Middelburg/Mhluzi (530/...)

Recreational Facilities

P0008025

R 100,000

R 126,450

R 126,450

26% 0%


Roads

P0008035

R 100,000

R 100,000

R 98,780

(1% (1%

Upgrade Bridges (540/...)

Roads P0008039

R 200,000

R 200,000

R 199,046

0% 0%


Roads P0008042

R 12,000,000

R 13,370,000

R 13,369,924

11% 0%


Sewerage

P0008049

R 165,000

R 125,000

R 62,400

(62% (50%

Replace Pumps (552/...)

Waste Water Treatment P0008053

R 410,000

R 450,000

R 353,546

(14% (21%

268

Install bulk flow meters (560/...)

Water Distribution P0008055

R 420,000

R 599,000

R 325,664

(22% (46%


Water Distribution

P0008057

R 1,700,000

R 1,700,000

R 94,575

(94% (94%

Replace Equipment Vaakbank WTW (561/...)

Water Treatment

P0008061

R 550,000

R 550,000

R 364,029

(34% (34%

Water Distr Repl Water Pipes Hendrina/Kwaza (566/..

Water Distribution

P0008062

R 100,000

R 200,000

R 28,700

(71% (86%

Replace vehicles for water & sewer (575/...)

Fleet Management

P0008066

R 900,000

R 900,000

R 898,160

0% 0%

LV Replace Meter Kiosk W13 (700/...)

Electricity P0008071

R 200,000

R 200,000

R 190,618

(5% (5%


Electricity

P0008077

R 1,200,000

R 1,136,605

R 1,130,205

(6% (1%


Electricity

P0008079

R (

R 4,021,822

R 4,021,822

0% 0%



R 7,104,000

R (

R (

(100% 0%

Replace Equipment Kwaza WWTW (553/...)

Waste Water Treatment

P0008089

R 400,000

R 400,000

R 326,865

(18% (18%

Refurbish Blinkpan WWTW

Sewerage P0008091

R 150,000

R 150,000

R 118,497

(21% (21%

Refurbish Komati WWTW (547/...)

Sewerage P0008092

R 180,000

R 300,000

R 155,716

(13% (48%


Street Lighting and Signal Systems P0008098

R 200,000

R 320,000

R 309,297

55% (3%

Replace Fence At Airfield (555/...)

Property Services

P0008127

R 2,300,000

R 2,300,000

R 2,241,900

(3% (3%

Airconditioners At Testing Station (300/...)

Licensing and Regulation P0008129

R 50,000

R 46,455

R 40,750

(19% (12%

Stormwater Villages (543/...)

Roads P0008140

R 500,000

R 500,000

R 498,650

0% 0%

Paving & Kerbs Villages & Rural W4(543/...)

Roads P0008144

R 200,000

R 200,000

R 193,366

(3% (3%

269

Replace Paving & Kerbs (540/...)

Roads P0008145

R 250,000

R 250,000

R 249,899

0% 0%


Roads P0008147

R 100,000

R 100,000

R 99,273

(1% (1%

Communication To External Facilities (122/...)


P0008157

R 350,000

R 350,000

R 348,682

0% 0%

Water Distr Repl Water Meters Hendrina/Kwaza (566/.

Water Distribution

P0008163

R 180,000

R 180,000

R 178,274

(1% (1%

Stormwater Aerorand West (540/...)

Roads P0008180

R 6,000,000

R 6,000,000

R 5,999,915

0% 0%

Sewerage Connections (551/...)

Sewerage P0008184

R 188,350

R 188,350

R 28,024

(85% (85%

Replace Polisher (161/...)

Community Halls and Facilities P0008187

R 40,000

R 40,000

R 38,009

(5% (5%

( LV Electrical Connections Prepaid (710/...)


R 1,650,000

R 1,650,000

R 1,552,208

(6% (6%

MV Networks Bulk Connections Ward 23 (700/...)


R (

R 400,000

R (

0% (100%

Purchase Library Books (140/...)

Libraries and Archives P0008192

R 440,000

R 440,000

R 429,820

(2% (2%

Purchase Library Books: 140


R (

R 440,000

R 389,140

0% (12%

Computer Systems (122/...)


R 600,000

R 584,000

R 582,677

(3% 0%

Renewal Printers (122/...)


R 30,000

R 30,000

R 27,873

(7% (7%

Scanners (122/...)


R 75,000

R 33,000

R 30,000

(60% (9%

New water connections (565/...)

Water Distribution

P0008201

R 830,500

R 830,500

R 828,320

0% 0%

Portable Guard House (311/...)

Security Services P0008202

R 76,000

R 76,000

R 62,039

(18% (18%

Upgrad Library Facilities (140/...)


R 150,000

R 950,000

R 927,197

518% (2%

Roads Hendrina W3(542/...)

Roads P0008219

R 2,200,000

R 2,110,000

R 2,105,938

(4% 0%

(HV Feasibility Study Verdoorn S/station (700/...)


R 500,000

R (

R (

(100% 0%

Rural Sanitation (547/...)

Sewerage P0008236

R 900,000

R 2,280,000

R 2,205,858

145% (3%

Replace Valves & Other Items

Water Treatment P0008255

R 200,000

R 325,000

R 37,623

(81% (88%

270

Bulk Supply Line: 561 Water Villages Water Services Rural Areas (567/...

Water Distribution

P0008256

R 250,000

R 333,500

R 160,829

(36% (52%

Electrical Connections Bulk (710/...)


R 800,000

R 2,380,000

R 1,966,848

146% (17%



R 55,000

R 55,000

R 50,941

(7% (7%

Furniture & office equipment (515/...)


R 25,000

R 25,000

R 24,900

0% 0%


Recreational Facilities

P0008345

R 200,000

R 200,000

R 171,832

(14% (14%


Electricity

P0008354

R (

R 240,000

R 240,000

0% 0%



R 5,736,000

R 34,227,319

R 34,222,484

497% 0%



R 1,236,000

R (

R (

(100% 0%



R 100,000

R 160,000

R 160,000

60% 0%



R 200,000

R 480,000

R 480,000

140% 0%



R 100,000

R 160,000

R 160,000

60% 0%



R 400,000

R 800,000

R 799,979

100% 0%



R 300,000

R 320,000

R 320,000

7% 0%

271


Roads P0008364

R 100,000

R 100,000

R 99,273

(1% (1%


Roads P0008365

R 100,000

R 100,000

R 99,273

(1% (1%

( MV Replace Mini Substations W15 (700/...)


R 3,650,000

R 3,010,447

R 3,009,506

(18% 0%


Electricity

P0008382

R 413,000

R 413,000

R (

(100% (100%

Replace Pump Vaalbank WTW (561/...)

Water Treatment

P0900059

R 720,000

R 720,000

R 584,823

(19% (19%



P0900063

R 150,000

R 150,000

R 10,600

(93% (93%

Brushcutters & Chainsaws


R 120,000

R 120,000

R 117,122

(2% (2%

Replace Water Pump (566/...)


R 34,000

R 34,000

R 27,600

(19% (19%

Replace Stihl Brushcutters (564/...)

Water Storage

P0900105

R 20,000

R 20,000

R 17,400

(13% (13%


Human Resources

P0900131

R 17,000

R 17,000

R (

(100% (100%

Furniture & Office Equipment Halls (161/...)


R 115,000

R 115,000

R 106,797

(7% (7%


Roads

P0900212

R 500,000

R 311,778

R 311,778

(38% 0%


Roads P0900213

R 300,000

R 296,539

R 296,539

(1% 0%

Reseal Roads Rural & Eskom Towns (543/...)

Roads P0900214

R 1,500,000

R 1,532,506

R 1,532,505

2% 0%

Upgrade Boskrans Sewer Plant (552/...)


P0900244

R 9,999,996

R 3,082,734

R 2,470,216

(75% (20%


Roads P0900251

R 170,000

R 155,000

R 154,420

(9% 0%

272

Furniture & Office Equipment: 230

Supply Chain Management

P0900260

R 85,000

R 85,000

R 46,554

(45% (45%


Roads

P0900261

R 500,000

R 179,003

R 179,003

(64% 0%


Roads

P0900262

R 500,000

R 374,345

R 374,345

(25% 0%


Roads

P0900263

R 1,200,000

R 185,881

R 185,801

(85% 0%


Roads

P0900264

R 500,000

R 887,650

R 887,649

78% 0%


Roads

P0900265

R 1,200,000

R 2,133,654

R 2,133,654

78% 0%


Roads

P0900266

R 500,000

R 283,048

R 283,047

(43% 0%


Roads

P0900267

R 500,000

R 1,612,539

R 1,612,539

223% 0%


Roads

P0900268

R 500,000

R 142,690

R 142,690

(71% 0%

( Roads Middelburg Reseal Roads M/burg W8 (540/...)

Roads

P0900269

R 500,000

R 308,390

R 308,390

(38% 0%


Roads

P0900270

R 500,000

R 1,058,107

R 1,048,106

110% (1%

273


Roads

P0900271

R 500,000

R (

R (

(100% 0%


Roads

P0900272

R 1,100,000

R 794,345

R 794,171

(28% 0%


Roads

P0900273

R 500,000

R 398,681

R 398,681

(20% 0%


Roads P0900274

R 700,000

R 665,324

R 633,249

(10% (5%


Roads P0900275

R 500,000

R 499,541

R 473,645

(5% (5%

Middelburg Reseal Roads W28

Roads P0900276

R (

R 110,150

R 92,221

0% (16%

Middelburg Reseal Roads W19 (540/...)

Roads P0900277

R (

R 225,829

R 221,557

0% (2%

Replace Vehicles (539/...)


R 400,000

R 366,800

R 366,300

(8% 0%

Replace Playing Equipment( (533/...)


R 310,000

R 310,000

R 309,900

0% 0%


Libraries and Archives

P1000069

R 22,000

R 22,000

R 21,580

(2% (2%


Roads P1000076

R 700,000

R (

R (

(100% 0%


Roads P1000077

R 350,000

R 1,050,000

R 1,049,114

200% 0%


Roads P1000078

R 700,000

R (

R (

(100% 0%

Replace 1.75 Cub Meter Container (420/...)

Solid Waste Removal

P1000080

R 165,000

R 160,204

R 142,989

(13% (11%


Roads

P1000097

R 250,000

R 250,000

R 250,000

0% 0%

274

Bulk Filing Cabinets (120/...)

Administrative and Corporate Support P1000118

R 200,000

R 163,000

R 162,291

(19% 0%


Roads

P1000119

R 3,000,000

R (

R (

(100% 0%

Roads Rebuild M/burg W19 (540/...)

Roads P1000120

R (

R 3,210,000

R 3,209,899

0% 0%

Replace Underwater Pressure Drill (560/...)

Water Distribution

P1000129

R 60,000

R 60,000

R 52,000

(13% (13%


Water Distribution

P1000131

R (

R (

R (

0% 0%


Water Distribution

P1000132

R 840,000

R 840,000

R 827,166

(2% (2%


Water Distribution

P1000133

R 160,000

R 160,000

R 159,518

0% 0%

Upgrade Telemetry system (561/...)

Water Treatment

P1000137

R (

R (

R (

0% 0%

Stormwater Hendrina (542/...)

Roads P1000150

R 630,000

R 510,000

R 508,204

(19% 0%



R 10,000

R 6,000

R 4,605

(54% (23%

LV Networks Electrification Kwaza x8 W3 (700/...)

Electricity

P1000173

R (

R 1,029,132

R 1,029,132

0% 0%

Projector & Screen (122/...)


R 40,000

R 61,000

R 44,384

11% (27%

Replace Tools For Cleaning Buildings (555/...)

Property Services

P1000205

R 190,000

R 190,000

R 166,578

(12% (12%

Replace Fences At Reservoirs (561/...)

Water Treatment

P1000207

R 750,000

R 750,000

R 747,354

0% 0%


Water Treatment

P1000217

R (

R 97,210

R 97,210

0% 0%

275

Replace tractor at Boskrans WWTW (575/...)

Fleet Management

P1000244

R (

R 640,000

R 630,000

0% (2%

Camera((123/...) Valuation Service P1000250

R 8,000

R 8,000

R 6,974

(13% (13%


Electricity

P1000277

R 30,000

R 32,800

R 30,293

1% (8%

Fencing Outdoor Equipment (700/...)


R 85,000

R 85,000

R 82,736

(3% (3%


Finance

P1000282

R 73,500

R 43,500

R 38,616

(47% (11%

Bulk filing cabinets: 300


R 35,000

R 25,087

R 25,087

(28% 0%


Licensing and Regulation

P1000286

R 50,000

R 45,776

R 45,775

(8% 0%

Replace Street Bins (420/...)


R 80,000

R 80,000

R 67,850

(15% (15%

Replace Sandfilters Kruger Dam (563/...)

Water Treatment

P1000298

R 120,000

R 112,500

R 88,526

(26% (21%

Water Distrib Replace Pipes Villages (567/...)

Water Distribution

P1000299

R 150,000

R 234,600

R 100,702

(33% (57%


Fire Fighting and Protection

P1000301

R 450,000

R 450,000

R 283,668

(37% (37%

Feasibility Study Upgrade lang S/station (700/...)


R 380,000

R (

R (

(100% 0%

New Skip Loader Truck (420/...)


R (

R 1,524,633

R 1,524,633

0% 0%



P1100042

R 15,000

R 30,000

R 22,646

51% (25%

6m3 Tipper truck (420/...)


R 1,450,000

R 1,232,650

R 1,221,350

(16% (1%

Civil Fleet 3 Ton Crew Cab For Roads (575/...)

Fleet Management

P1100071

R (

R 450,000

R 445,077

0% (1%

Roads Presidentsrus (543/...)

Roads P1100098

R 3,000,000

R 3,195,000

R 3,194,882

6% 0%

276

Stormwater Presidentsrus (543/...)

Roads P1100100

R 750,000

R 750,000

R 745,795

(1% (1%

Replace Tractors (539/...)


R 350,000

R 310,000

R 309,540

(12% 0%

Walkbehind Mowers


R 70,000

R 70,000

R 66,399

(5% (5%

New Equipment (542/...)

Roads P1100129

R 20,000

R 24,772

R 24,772

24% 0%


Water Treatment

P1100133

R 120,000

R 127,500

R 114,287

(5% (10%

Replace Backactor (575/...)

Fleet Management

P1100148

R 1,000,000

R 1,000,000

R 925,140

(7% (7%



R 230,000

R 322,200

R 286,136

24% (11%

Hendrina substation W3 (700/...)


R 400,000

R (

R (

(100% 0%

Replace Fire Equipment (515/...)


R 62,000

R 62,000

R 59,142

(5% (5%

New Fire Equipment (515/...)


R 40,000

R 40,000

R 33,800

(16% (16%



R 2,000,000

R 1,999,893

R 1,999,893

0% 0%

Paving & Kerbs Low income areas (540)

Roads P1100212

R 1,270,000

R 1,270,000

R 1,269,742

0% 0%

Basic Sport Low Income Areas (530/...)

Roads P1100213

R 3,000,000

R 2,999,996

R 2,999,996

0% 0%



R 60,000

R 55,935

R 53,200

(11% (5%


Water Distribution

P1200006

R 17,000

R 17,000

R 12,200

(28% (28%


Governance Function

P1200007

R 25,000

R 4,000

R 3,869

(85% (3%


Municipal Manager Town Secretary and Chief Executive P1200010

R 10,000

R 10,000

R 7,894

(21% (21%

277

Renewal Laptops (122/...)

Corporate Wide Strategic Planning (IDPs LEDs) P1200016

R 180,000

R 212,000

R 186,507

4% (12%

Replace 2 Way Radios (122/...)


R 80,000

R 70,000

R 68,625

(14% (2%

20.5m3 Refuse compactor (420/...)


P1200046

R 3,500,000

R 3,271,900

R 3,271,900

(7% 0%

Replace Compressor (539/...)

Solid Waste Removal

P1200047

R 350,000

R 433,200

R 376,650

8% (13%

Purchase new vehicle (555/...)


R (

R 312,600

R 311,100

0% 0%


Property Services

P1200082

R 2,500,000

R 2,500,000

R (

(100% (100%


Water Distribution

P1200084

R 2,060,000

R 5,560,000

R 3,235,706

57% (42%

Upgrade Rugby stadium lights (530)

Water Treatment

P1200088

R 1,000,000

R 673,300

R 673,300

(33% 0%



R 200,000

R 200,000

R (

(100% (100%

ASCO LV Cables (700/...)


R 400,000

R (

R (

(100% 0%

( MV Replace Stolen Services (700/...)


R 400,000

R 400,000

R (

(100% (100%


Electricity

P1200118

R 3,000,000

R 4,114,054

R 4,114,054

37% 0%


Roads P1200133

R 36,000

R 180,000

R 132,125

267% (27%

( LV Streetlights Main Entrances ( W14 (731/...)


R 1,200,000

R (

R (

(100% 0%

LV Highmasts Low income areas W2 (731/...)


R 750,000

R 1,010,002

R 1,010,002

35% 0%



R 500,000

R 330,000

R 330,000

(34% 0%

278



R 750,000

R 660,000

R 660,000

(12% 0%



R 1,000,000

R 999,990

R 999,990

0% 0%

Township Development Newtown (502/...)


R (

R (

R (

0% 0%


Town Planning Building Regulations and Enforcement and City Engineer P1200146

R 3,000,000

R 9,238,208

R 9,238,208

208% 0%


Roads

P1200147

R 2,000,000

R 8,143,884

R 8,143,884

307% 0%


Roads

P1200148

R 1,000,000

R 3,114,903

R 3,114,903

211% 0%

( MV Replace Cables W11 (700/...)

Roads P1200157

R 8,000,000

R (

R (

(100% 0%

Roads & Stormwater Low Income Areas W23 (540/...)

Electricity

P1200158

R 2,419,720

R (

R (

(100% 0%

LV Streetlights install additional fittingsW21(731)

Roads P1200160

R (

R 260,000

R 243,458

0% (6%

Replace Venter Test Trailer (750/...)


R 1,450,000

R 1,450,000

R 1,250,136

(14% (14%

MV Networks Electrification Newtown W27 (700/...)

Fleet Management

P1300012

R 4,850,000

R 2,978,627

R 2,978,626

(39% 0%

Steam Cleaner (539/...)


R 70,000

R 62,200

R 58,185

(17% (6%

Equipment & Tools (539/...)


R 82,500

R 83,100

R 81,687

(1% (2%

Sanitation For Newtown X1A (550/...)

Fleet Management

P1300047

R (

R 162,500

R 162,500

0% 0%

279

Filing Cabinets (502/...)

Sewerage P1300053

R 10,000

R (

R (

(100% 0%

Water network Newtown (560/...)


R (

R 1,313,400

R 1,313,400

0% 0%

Replace vehicle (200/...)


R 175,000

R 175,000

R 174,551

0% 0%

Replace Air Conditioners At Hendrina/Kwaza (154/...

Finance

P1300061

R 75,000

R 75,000

R 57,116

(24% (24%


Property Services

P1300091

R 7,500

R 7,500

R (

(100% (100%

Township development Kwaza x9 Vaalbank 177I (502/)

Finance

P1300093

R (

R (

R (

0% 0%

LV Networks Electrification Newtown W27 (700/...)


R (

R 2,067,080

R 1,887,111

0% (9%


Electricity

P1400004

R 350,000

R 350,000

R 345,228

(1% (1%

( LV Mhluzi Cables W18 (700/...)

Sewerage P1400024

R 400,000

R (

R (

(100% 0%

Replace 88KV Cable (700/...)


R 500,000

R (

R (

(100% 0%

Fencing Around Main Store Yard (230/...)


R 100,000

R 100,000

R 99,000

(1% (1%

Upgrade Paint Store (230/...)

Supply Chain Management P1400048

R 200,000

R 189,900

R 168,740

(16% (11%

Sealing Of Roof (153/...)

Supply Chain Management P1400057

R 1,000,000

R 1,600,000

R 646,687

(35% (60%


Property Services

P1400062

R 500,000

R 500,000

R 467,005

(7% (7%

Carports At Service Centre (554/...)

Property Services

P1400063

R (

R 200,000

R 162,502

0% (19%

280

New MPCC Somaphepha (161/...)

Property Services

P1400067

R 8,000,000

R 1,000,000

R 1,000,000

(88% 0%

Upgrade Taxi Ranks Middelburg (557/...)

Community Halls and Facilities

P1400071

R 800,000

R (

R (

(100% 0%


Taxi Ranks P1400090

R 40,000

R 40,000

R 35,405

(11% (11%

Filing cabinets: 310


R 42,000

R 42,000

R 39,211

(7% (7%

Replace vehicles for roads (575/...)


R 450,000

R 450,000

R 449,080

0% 0%


Fleet Management

P1400121

R 100,000

R 141,000

R 140,552

41% 0%



R 18,000

R 18,000

R 11,377

(37% (37%

Furniture & office equipment: 105

Municipal Manager Town Secretary and Chief Executive P1400129

R 180,000

R 201,000

R 170,470

(5% (15%

Upgrade Van Blerk Plein( (533/...)

Mayor and Council

P1500020

R 600,000

R 600,000

R 599,996

0% 0%

Expansion Phumolong Cemetery (505/...)

Fleet Management

P1500029

R 450,000

R 450,000

R 449,973

0% 0%

Township development Somaphepha (502/...)


R (

R 60,800

R 20,348

0% (67%



R 800,000

R 800,000

R 622,610

(22% (22%

Halls Generator (161/...)

Town Planning Building Regulations P1500053

R 1,600,000

R 1,589,000

R 1,599,688

0% 1%

281

and Enforcement and City Engineer


Security Services

P1500063

R 3,000

R 3,000

R 2,606

(13% (13%

Video Camera (121/...)


R 20,000

R 20,000

R 19,500

(3% (3%


Corporate Wide Strategic Planning (IDPs LEDs) P1500069

R 1,800,000

R 1,869,100

R 548,645

(70% (71%


Marketing Customer Relations Publicity and Media Co(ordination P1500070

R 350,000

R 350,000

R 307,330

(12% (12%

Upgrade Waste Transfer Station Hendrina (422/...)

Water Distribution

P1500089

R 200,000

R 171,050

R 171,050

(14% 0%

Aerial Photos & Pictometry


R (

R 474,000

R 473,775

0% 0%

Shelves At SCM (230/...)


R 60,000

R 60,000

R 38,000

(37% (37%

Extend Middelburg Landfill Site (430/...)

Valuation Service

P1600018

R 6,000,000

R 5,949,994

R 5,949,994

(1% 0%

( Develop New Cemeteries (505/...)

Supply Chain Management

P1600022

R (

R 800,000

R 800,000

0% 0%


Solid Waste Disposal (Landfill Sites) P1600023

R 600,000

R 600,000

R 538,459

(10% (10%

Fence at Parks (533/...)


R 350,000

R 1,050,000

R 1,050,000

200% 0%


Fire Fighting and Protection

P1600033

R 90,000

R 100,228

R 105,472

17% 5%

Design & construction WWTW (547/...)

Community Parks

P1600038

R (

R 130,000

R 94,900

0% (27%

282

(including Nurseries)

Construction of reservoir at Kwaza x9 (571/...)

Roads

P1600041

R 7,915,000

R 328,298

R 328,298

(96% 0%

Replace Roof At Service Centre (554/...)

Sewerage P1600046

R 550,000

R 100,000

R 76,000

(86% (24%

Replace Roofing At Mhluzi HEDC (555/...)

Water Treatment

P1600048

R 650,000

R 100,000

R 91,000

(86% (9%

New 2ml reservoir Rietkuil (567/...)

Property Services

P1600057

R 500,000

R 300,000

R (

(100% (100%

1700062(Water network M/burg mine to Pienaardam (56

Property Services

P1600059

R (

R (

R (

0% 0%


Water Distribution

P1600063

R 100,000

R 100,000

R 38,485

(62% (62%

Upgrade Offices & Security (150/...)

Water Storage

P1600071

R 400,000

R 383,644

R 270,160

(32% (30%


Electricity

P1600072

R 60,000

R 60,000

R 59,927

0% 0%


Property Services

P1600073

R 40,000

R 40,000

R 39,893

0% 0%


Roads

P1600074

R 40,000

R 40,000

R 39,894

0% 0%


Roads

P1600075

R 20,000

R 20,000

R 19,999

0% 0%


Roads

P1600076

R 20,000

R 20,000

R 19,999

0% 0%


Roads

P1600077

R 60,000

R 60,000

R 59,926

0% 0%

Replace Kerb Inlets

Roads P1600078

R 40,000

R 40,000

R 39,894

0% 0%

283

Middelburg/Mhluzi W13 (540/...) Replace Kerb Inlets Middelburg/Mhluzi W21 (540/...)

Roads

P1600105

R 20,000

R 20,000

R 19,999

0% 0%

HR software & fingerprint readers (141/...)

Roads P1700003

R (

R 320,000

R 164,700

0% (49%

Community Halls Reconstruct Stage Floors (161/...)

Roads

P1700004

R 500,000

R 111,000

R 111,000

(78% 0%


Human Resources

P1700014

R 210,000

R 237,000

R 197,884

(6% (17%


Community Halls and Facilities

P1700017

R 450,000

R 450,000

R 435,116

(3% (3%

Sewerage Network X 33 (550/...)


R 700,000

R 1,100,000

R 545,294

(22% (50%



R 40,000,000

R 17,904,766

R 17,904,766

(55% 0%


Sewerage

P1700038

R (

R 226,820

R 100,800

0% (56%

Air Conditioner Adelaide Thambo (555/...)


P1700040

R 500,000

R 500,000

R 498,106

0% 0%

Water network M/burg x33 (560/...)

Property Services

P1700043

R 750,000

R 998,800

R 616,788

(18% (38%


Property Services

P1700044

R (

R 113,800

R 43,732

0% (62%

Handterminals for water meter installations (560/..

Water Distribution

P1700046

R (

R (

R (

0% 0%

284

( MV Replace Faulty Equipment (700/...)

Water Distribution

P1700053

R 1,100,000

R 4,177,257

R 4,177,256

280% 0%

Replace current financial system (205/...)

Water Distribution

P1700057

R (

R 1,586,757

R 1,169,000

0% (26%

New LDV (454/...)


R (

R 332,000

R 330,500

0% 0%

Fixed Property Upgrade Electricity HEDC (555/...)

Finance

P1800001

R 1,000,000

R (

R (

(100% 0%

Service Centre Upgrade Solid Waste Stores (554/...)

Housing

P1800003

R 400,000

R 80,000

R 62,452

(84% (22%

Replace Roof At Civil Centre (150/...)

Housing P1800005

R 400,000

R (

R (

(100% 0%

Replace Floor Covering Civic Centre (150/...)

Property Services

P1800006

R (

R (

R (

0% 0%


Property Services

P1800009

R 700,000

R 500,000

R 462,770

(34% (7%


Property Services

P1800013

R 400,000

R 400,000

R 395,200

(1% (1%

Upgrade Rest Rooms((515/...)


R 250,000

R 450,000

R 444,998

78% (1%

Replace aluminium windows (150/...)


R 200,000

R 200,000

R 196,880

(2% (2%

Fence At Civic Centre (150/...)


R 2,000,000

R 619,496

R 619,496

(69% 0%

New intake substation W3 (700/...)


R 400,000

R (

R (

(100% 0%

Electrical Software Programme (700/...)

Property Services

P1800025

R 250,000

R 155,000

R (

(100% (100%

New Internal Audit Software (108/...)

Property Services

P1800026

R 250,000

R 250,000

R 57,001

(77% (77%



R 30,000

R 39,101

R 29,950

0% (23%

New Trailer For Containers (420/...)


R 500,000

R 500,000

R 392,150

(22% (22%

Guardhouse Rietkuil Waste

Governance Function P1800029

R 70,000

R (

R (

(100% 0%

285

Transf Station (422/...) Palisade Gate Dennesig Waste Transf Station (422/)


P1800030

R 140,000

R 119,500

R 119,500

(15% 0%

Chlorine Booster station (561/...)


R 150,000

R 150,000

R 118,395

(21% (21%


Solid Waste Removal

P1800038

R 200,000

R 200,000

R 174,079

(13% (13%

Paving & stormwater Vaalbank WTP (561/...)

Solid Waste Removal

P1800039

R 450,000

R 450,000

R 447,423

(1% (1%


Water Treatment

P1800040

R 300,000

R 300,000

R 230,676

(23% (23%

Storage Area at Vaalbank WTW (561/...)

Water Treatment

P1800042

R 200,000

R 200,000

R 168,563

(16% (16%

Alarm System at Licensing Offices (300/...)

Water Treatment

P1800044

R 15,000

R 9,755

R 9,754

(35% 0%

Installation of Trellidoors (300/...)

Water Storage

P1800045

R 150,000

R 140,640

R 126,000

(16% (10%

Bicycle & Run Lanes at Klein Olifants (533/...)

Water Treatment

P1800053

R 1,300,000

R 1,300,000

R 1,300,000

0% 0%



R 1,200,000

R 1,200,000

R 1,199,900

0% 0%

replace Temba Senamela Stadium Courts (530/...)


P1800073

R (

R 326,700

R 326,700

0% 0%

Roads x18 Hope City W11(540/...)


R 7,669,200

R 6,439,200

R 6,439,192

(16% 0%

Stormwater Middelburg x18 W11(540/...)


R 1,500,000

R 1,360,000

R 1,359,900

(9% 0%

Outfall Sewer Lines Mall &German Dev (550/

Roads

P1800078

R 250,000

R 250,000

R 204,050

(18% (18%

Stormwater Mhluzi W21(540/...)

Roads P1800086

R 3,000,000

R 2,998,653

R 2,998,653

0% 0%

286

MV Switching station Newtown W17 (700/...)


R 2,880,000

R 3,149,151

R 3,149,151

9% 0%


Roads P1800089

R 7,356,000

R (

R (

(100% 0%


Roads P1800095

R 5,748,000

R (

R (

(100% 0%


Sewerage P1800096

R 1,620,000

R (

R (

(100% 0%


Roads P1800097

R (

R 483,300

R 345,116

0% (29%

New Sign Boards (452/...)


R (

R 30,000

R 28,700

0% (4%

Replace Street bins (420/...)


R (

R 150,000

R 128,700

0% (14%

Upgrade paypoint x7 (200/...)


R (

R 423,343

R 423,343

0% 0%

Guardhouse Rietkuil Waste Transfer station (422/...

Electricity

P1800102

R (

R 232,317

R 222,233

0% (4%

Drilling of Boreholes Somaphepha (567/...)

Security Services

P1800103

R (

R 500,000

R 447,489

0% (11%

Refurbish Hendrina WTW (571/...)

Housing P1800104

R (

R 8,606,301

R 8,606,301

0% 0%


Solid Waste Removal

P1800105

R (

R 3,000,000

R 1,391,950

0% (54%

Refurbish Hendrina WTW pumpstation (571)

Finance

P1800106

R (

R 5,393,699

R 4,558,548

0% (15%

New Furniture and equipment (200/..)

Solid Waste Removal

P1800107

R (

R 30,000

R 26,792

0% (11%

New water meters RDP Newtown W17: 560

Water Distribution

P1800108

R (

R 820,000

R 251,671

0% (69%

Replace furniture & office equipment: 533

Water Treatment

P1800109

R (

R 900

R 869

0% (3%

Rehablitation Landfill Site: 430


R (

R (

R 724,977

0% 0%

287

Laboroty Equipment: 560

Water Treatment P1800111

R (

R 4,065

R 4,065

0% 0%

Insurance Assets: Computer Equipment:250

Finance

P1800112

R (

R (

R 233,245

0% 0%

Insurance Assets: Machinery & Equipment: 250

Water Distribution

P1800113

R (

R (

R 43,040

0% 0%

MV Networks Electrification Kwaza x8 W3 (700/...


R 2,200,000

R 2,877,560

R 2,877,560

31% 0%

Computer Equip UPS (122/...)

Solid Waste Disposal (Landfill Sites) P1900043

R 120,000

R 120,000

R 89,822

(25% (25%



R (

R 700,000

R 699,607

#DIV/0!

0%

R 282,174,766

R 290,154,333

R 267,781,869

(5% (8%

288

APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR

Capital Programme by Project by Ward: 2017/2018

R' 000Capital Project Ward(s) affected Amount Works

completed

(Yes/No)

Backbone Infrastructure & VOIP (122/...) Whole of the Municipality

358,273.00

PARTIALLY

Upgrade Old Age Flats (221/...) Whole of the Municipality

391,308.00 YES


Whole of the Municipality

1,999,899.00 YES

Replace Tractor 55KW( 539/...) Whole of the Municipality

309,540.00 YES



139,650.00 YES

Renovations Mhluzi Stadium Pavillion (530/...) Whole of the Municipality

1,999,996.00 YES



1,200,000.00 YES

Lawn Mower Sidewalks (533/...) Whole of the Municipality

105,000.00 YES

Paving & Kerbs Hendrina & Kwaza W1(542/...) Hendrina

193,196.00 YES

Replace Jaws Rescue Set (515/...) Whole of the Municipality

353,319.00 YES

Replace 4x4 veld fire vehicles (515/...) Whole of the Municipality

433,758.00 YES

Equipment to Monitor Air pollution (400/...) Whole of the Municipality

175,126.00

PARTIALLY

Stormwater Kwaza x2 (542/...) Hendrina 598,880.00 YES

Subsurface Drains Hendrina/Kwaza (542/...)) Hendrina 348,470.00 YES



( NO



445,344.00 YES

Server New IT Systems (122/...) Whole of the Municipality

1,227,707.00 YES



289,982.00 YES

Traffic Calming Measures (310/...) Whole of the Municipality

348,619.00 YES

Replace vehicles (310/...) Whole of the Municipality

931,203.00 YES

New LDV (420/...) Whole of the Municipality

319,500.00 YES

Replace motorbikes (460/...) Whole of the Municipality

326,955.00 YES

289

Pool Equipment Middelburg/Mhluzi (530/...) Whole of the Municipality

126,450.00 YES



98,780.00 YES

Upgrade Bridges (540/...) Whole of the Municipality

199,046.00 YES

Roads Aerorand West W12(540/...) Whole of the Municipality

13,369,924.00 YES



62,400.00 YES

Replace Pumps (552/...) Whole of the Municipality

353,546.00 YES

Install bulk flow meters (560/...) Whole of the Municipality

325,664.00

PARTIALLY



94,575.00 YES

Replace Equipment Vaakbank WTW (561/...) Whole of the Municipality

364,029.00 YES

Water Distr Repl Water Pipes Hendrina/Kwaza (566/.. Hendrina

28,700.00 YES

Replace vehicles for water & sewer (575/...) Whole of the Municipality

898,160.00 YES

LV Replace Meter Kiosk W13 (700/...) Ward 13 190,618.00 YES

(MV Ring Main Units at Switching Gear W13 (700/...) Ward 13

1,130,205.00 YES



4,021,822.00 YES

MV Networks HT Links W17 (700/...) Ward 17

( NO

Replace Equipment Kwaza WWTW (553/...) Whole of the Municipality

326,865.00 YES

Refurbish Blinkpan WWTW Whole of the Municipality

118,497.00 YES

Refurbish Komati WWTW (547/...) Whole of the Municipality

155,716.00

PARTIALLY

( LV Upgrade Existing High Masts W17 (731/...) Ward 17

309,297.00 YES

Replace Fence At Airfield (555/...) Whole of the Municipality

2,241,900.00 YES

Airconditioners At Testing Station (300/...) Whole of the Municipality

40,750.00 YES

Stormwater Villages (543/...) Whole of the Municipality

498,650.00 YES

Paving & Kerbs Villages & Rural W4(543/...) Whole of the Municipality

193,366.00 YES

Replace Paving & Kerbs (540/...) Whole of the Municipality

249,899.00 YES

( Roads New Taxi Laybyes W1 (540/...) Ward 1 99,273.00 YES

Communication To External Facilities (122/...) Whole of the Municipality

348,682.00 YES

290

Water Distr Repl Water Meters Hendrina/Kwaza (566/. Hendrina

178,274.00 YES

Stormwater Aerorand West (540/...) Whole of the Municipality

5,999,915.00 YES

Sewerage Connections (551/...) Whole of the Municipality

28,024.00 YES

Replace Polisher (161/...) Whole of the Municipality

38,009.00 YES

( LV Electrical Connections Prepaid (710/...) Whole of the Municipality

1,552,208.00 YES

MV Networks Bulk Connections Ward 23 (700/...) Ward 23

( NO

Purchase Library Books (140/...) Whole of the Municipality

429,820.00 YES

Purchase Library Books: 140 Whole of the Municipality

389,140.00 YES

Computer Systems (122/...) Whole of the Municipality

582,677.00 YES

Renewal Printers (122/...) Whole of the Municipality

27,873.00 YES

Scanners (122/...) Whole of the Municipality

30,000.00 YES

New water connections (565/...) Whole of the Municipality

828,320.00 YES

Portable Guard House (311/...) Whole of the Municipality

62,039.00 YES

Upgrad Library Facilities (140/...) Whole of the Municipality

927,197.00 YES

Roads Hendrina W3(542/...) Hendrina 2,105,938.00 YES

(HV Feasibility Study Verdoorn S/station (700/...) Ward 11

( NO

Rural Sanitation (547/...) Whole of the Municipality

2,205,858.00 YES

Replace Valves & Other Items Bulk Supply Line: 561


37,623.00

PARTIALLY

Water Villages Water Services Rural Areas (567/...


160,829.00

PARTIALLY

Electrical Connections Bulk (710/...) Whole of the Municipality

1,966,848.00 YES



50,941.00 YES

Furniture & office equipment (515/...) Whole of the Municipality

24,900.00 YES



171,832.00 YES

(MV Ring Main Units at Switching Gear W11 (700/...) Ward 11

240,000.00 YES

MV Networks HT Links W27 (700/...) Ward 27 34,222,484.00 YES

MV Networks HT Links W20 (700/...) Ward 20

( NO

291


160,000.00 YES


480,000.00 YES


160,000.00 YES


799,979.00 YES


320,000.00 YES



( MV Replace Mini Substations W15 (700/...) Ward 15 3,009,506.00 YES



( NO

Replace Pump Vaalbank WTW (561/...) Whole of the Municipality

584,823.00 YES



10,600.00 YES

Brushcutters & Chainsaws Whole of the Municipality

117,122.00 YES

Replace Water Pump (566/...) Hendrina 27,600.00 YES

Replace Stihl Brushcutters (564/...) Whole of the Municipality

17,400.00 YES

Furniture & Office Equipment (141/...) Whole of the Municipality

( NO

Furniture & Office Equipment Halls (161/...) Whole of the Municipality

106,797.00 YES

(Roads Middelburg Reseal Roads M/burg W17 (540/...) Ward 17

311,778.00 YES

( Reseal Roads Hendrina/Kwaza Ward 2 (542/...) Ward 2

296,539.00 YES

Reseal Roads Rural & Eskom Towns (543/...) Whole of the Municipality

1,532,505.00 YES

Upgrade Boskrans Sewer Plant (552/...) Whole of the Municipality

2,470,216.00 YES

Replace Equipment (542/...) Hendrina 154,420.00 YES

Furniture & Office Equipment: 230 Whole of the Municipality

46,554.00 YES

Furniture & Office Equipment: 230 Whole of the Municipality

46,554.00 YES


179,003.00 YES


374,345.00 YES


185,801.00 YES

292


887,649.00 YES


2,133,654.00 YES


283,047.00 YES


1,612,539.00 YES


142,690.00 YES

( Roads Middelburg Reseal Roads M/burg W8 (540/...) Ward 8

308,390.00 YES


1,048,106.00 YES


( NO


794,171.00 YES


398,681.00 YES


633,249.00 YES


473,645.00 YES

Middelburg Reseal Roads W28 Ward 28 92,221.00 YES

Middelburg Reseal Roads W19 (540/...) Ward 19 221,557.00 YES

Replace Vehicles (539/...) Whole of the Municipality

366,300.00 YES

Replace Playing Equipment( (533/...) Whole of the Municipality

309,900.00 YES



21,580.00 YES

Stormwater Middelburg/Mhluzi W27 (540/...) Ward 27

( NO

Stormwater Middelburg/Mhluzi W23 (540/...) Ward 23 1,049,114.00 YES

Stormwater Middelburg/Mhluzi W25 (540/...) Ward 25

( NO

Replace 1.75 Cub Meter Container (420/...) Whole of the Municipality

142,989.00 YES



250,000.00 YES

Bulk Filing Cabinets (120/...) Whole of the Municipality

162,291.00 YES



( NO

Roads Rebuild M/burg W19 (540/...) Ward 19 3,209,899.00 YES

Replace Underwater Pressure Drill (560/...) Whole of the Municipality

52,000.00 YES

293



( NO



827,166.00 YES



159,518.00 YES

Upgrade Telemetry system (561/...) Whole of the Municipality

( NO

Stormwater Hendrina (542/...) Hendrina 508,204.00 YES



4,605.00 YES

LV Networks Electrification Kwaza x8 W3 (700/...) Ward 3

1,029,132.00 YES

Projector & Screen (122/...) Whole of the Municipality

44,384.00 YES

Replace Tools For Cleaning Buildings (555/...) Whole of the Municipality

166,578.00 YES

Replace Fences At Reservoirs (561/...) Whole of the Municipality

747,354.00 YES



97,210.00 YES

Replace tractor at Boskrans WWTW (575/...) Whole of the Municipality

630,000.00 YES

Camera((123/...) Whole of the Municipality

6,974.00 YES

Replace Furniture & Equipment (700/...) Whole of the Municipality

30,293.00 YES

Fencing Outdoor Equipment (700/...) Whole of the Municipality

82,736.00 YES



38,616.00 YES

Bulk filing cabinets: 300 Whole of the Municipality

25,087.00 YES

Bulk filing cabinets: 300 Whole of the Municipality

25,087.00 YES



45,775.00 YES

Replace Street Bins (420/...) Whole of the Municipality

67,850.00 YES

Replace Sandfilters Kruger Dam (563/...) Whole of the Municipality

88,526.00 YES

Water Distrib Replace Pipes Villages (567/...) Whole of the Municipality

100,702.00

PARTIALLY



283,668.00 YES

Feasibility Study Upgrade lang S/station (700/...) Ward 13

( NO

New Skip Loader Truck (420/...) Whole of the Municipality

1,524,633.00 YES



22,646.00 YES

294

6m3 Tipper truck (420/...) Whole of the Municipality

1,221,350.00 YES

Civil Fleet 3 Ton Crew Cab For Roads (575/...)


445,077.00 YES

Roads Presidentsrus (543/...) Whole of the Municipality

3,194,882.00 YES

Stormwater Presidentsrus (543/...) Whole of the Municipality

745,795.00 YES

Replace Tractors (539/...) Whole of the Municipality

309,540.00 YES

Walkbehind Mowers Whole of the Municipality

66,399.00 YES

New Equipment (542/...) Hendrina 24,772.00 YES



114,287.00 YES

Replace Backactor (575/...) Whole of the Municipality

925,140.00 YES

Replace Equipment (700/...) Whole of the Municipality

286,136.00 YES

Hendrina substation W3 (700/...) Ward 3

( NO

Replace Fire Equipment (515/...) Whole of the Municipality

59,142.00 YES

New Fire Equipment (515/...) Whole of the Municipality

33,800.00 YES



1,999,893.00 YES

Paving & Kerbs Low income areas (540) Whole of the Municipality

1,269,742.00 YES

Paving & Kerbs Low income areas (540) Whole of the Municipality

1,269,742.00 YES

Basic Sport Low Income Areas (530/...) Whole of the Municipality

2,999,996.00 YES

Replace Plant & Equipment (560/...) Whole of the Municipality

53,200.00 YES

Replace Furniture & Equipment (108/...) Whole of the Municipality

12,200.00 YES


3,869.00 YES



7,894.00 YES

Renewal Laptops (122/...) Whole of the Municipality

186,507.00 YES

Replace 2 Way Radios (122/...) Whole of the Municipality

68,625.00 YES

20.5m3 Refuse compactor (420/...) Whole of the Municipality

3,271,900.00 YES

Replace Compressor (539/...) Whole of the Municipality

376,650.00 YES

Purchase new vehicle (555/...) Whole of the Municipality

311,100.00 YES

295



( NO

Replace Plant & Equipment (561/...) Whole of the Municipality

3,235,706.00

PARTIALLY

Upgrade Rugby stadium lights (530) Whole of the Municipality

673,300.00 YES



( NO

ASCO LV Cables (700/...) Whole of the Municipality

( NO

( MV Replace Stolen Services (700/...) Whole of the Municipality

( NO

( Roads & Stormwater Low Income Areas W28 (540/...) Ward 28

4,114,054.00 YES

Alcohol Testing Equipment (310/...) Whole of the Municipality

132,125.00 YES

( LV Streetlights Main Entrances ( W14 (731/...) Ward 14

( NO

LV Highmasts Low income areas W2 (731/...) Ward 2 1,010,002.00 YES

LV Highmasts Low Income Areas W24 (731/...) Ward 24

330,000.00 YES


660,000.00 YES


999,990.00 YES

Township Development Newtown (502/...) Whole of the Municipality

( NO


9,238,208.00 YES


8,143,884.00 YES


3,114,903.00 YES

( MV Replace Cables W11 (700/...) Ward 11

( NO Roads & Stormwater Low Income Areas W23 (540/...) Ward 23

( NO

LV Streetlights install additional fittingsW21(731) Ward 21

243,458.00 YES

Replace Venter Test Trailer (750/...) Whole of the Municipality

1,250,136.00 YES

MV Networks Electrification Newtown W27 (700/...) Ward 27

2,978,626.00 YES

Steam Cleaner (539/...) Whole of the Municipality

58,185.00 YES

Equipment & Tools (539/...) Whole of the Municipality

81,687.00 YES

Sanitation For Newtown X1A (550/...) Whole of the Municipality

162,500.00 YES

Filing Cabinets (502/...) Whole of the Municipality

( NO

296

Water network Newtown (560/...) Whole of the Municipality

1,313,400.00 YES

Replace vehicle (200/...) Whole of the Municipality

174,551.00 YES

Replace Air Conditioners At Hendrina/Kwaza (154/... Hendrina

57,116.00 YES



( NO

Township development Kwaza x9 Vaalbank 177I (502/)


( NO

LV Networks Electrification Newtown W27 (700/...) Ward 27

1,887,111.00 YES



345,228.00 YES

( LV Mhluzi Cables W18 (700/...) Ward 18

( NO

Replace 88KV Cable (700/...) Whole of the Municipality

( NO

Fencing Around Main Store Yard (230/...) Whole of the Municipality

99,000.00 YES

Upgrade Paint Store (230/...) Whole of the Municipality

168,740.00 YES

Sealing Of Roof (153/...) Whole of the Municipality

646,687.00 YES



467,005.00 YES

Carports At Service Centre (554/...) Whole of the Municipality

162,502.00 YES

New MPCC Somaphepha (161/...) Whole of the Municipality

1,000,000.00 YES

Upgrade Taxi Ranks Middelburg (557/...) Whole of the Municipality

( NO

Shelves for the pound: 310 Whole of the Municipality

35,405.00 YES

Shelves for the pound: 310 Whole of the Municipality

35,405.00 YES

Filing cabinets: 310 Whole of the Municipality

39,211.00 YES

Filing cabinets: 310 Whole of the Municipality

39,211.00 YES

Replace vehicles for roads (575/...) Whole of the Municipality

449,080.00 YES


140,552.00 YES


11,377.00 YES

Furniture & office equipment: 105 Whole of the Municipality

170,470.00 YES

Furniture & office equipment: 105 Whole of the Municipality

170,470.00 YES

#N/A Whole of the Municipality

( NO

297

Upgrade Van Blerk Plein( (533/...) Whole of the Municipality

599,996.00 YES

Expansion Phumolong Cemetery (505/...) Whole of the Municipality

449,973.00 YES

Township development Somaphepha (502/...) Whole of the Municipality

20,348.00

PARTIALLY

Digital Monitoring Measures (311/...) Whole of the Municipality

622,610.00 YES

Halls Generator (161/...) Whole of the Municipality

1,599,688.00 YES



2,606.00 YES

Video Camera (121/...) Whole of the Municipality

19,500.00 YES



548,645.00

PARTIALLY



307,330.00 YES

Upgrade Waste Transfer Station Hendrina (422/...) Hendrina

171,050.00 YES

Aerial Photos & Pictometry Whole of the Municipality

473,775.00 YES

Shelves At SCM (230/...) Whole of the Municipality

38,000.00 YES

Extend Middelburg Landfill Site (430/...) Whole of the Municipality

5,949,994.00 YES

( Develop New Cemeteries (505/...) Whole of the Municipality

800,000.00 YES



538,459.00 YES

Fence at Parks (533/...) Whole of the Municipality

1,050,000.00 YES



105,472.00 YES

Design & construction WWTW (547/...) Whole of the Municipality

94,900.00

PARTIALLY

Construction of reservoir at Kwaza x9 (571/...) Whole of the Municipality

328,298.00 YES

Replace Roof At Service Centre (554/...) Whole of the Municipality

76,000.00 YES

Replace Roofing At Mhluzi HEDC (555/...) Whole of the Municipality

91,000.00 YES

New 2ml reservoir Rietkuil (567/...) Whole of the Municipality

( NO

1700062(Water network M/burg mine to Pienaardam (56


( NO



38,485.00 YES

Upgrade Offices & Security (150/...) Whole of the Municipality

270,160.00 YES

Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...) Ward 12

59,927.00 YES

298


39,893.00 YES


39,894.00 YES


19,999.00 YES


19,999.00 YES


59,926.00 YES


39,894.00 YES


19,999.00 YES

HR software & fingerprint readers (141/...) Whole of the Municipality

164,700.00 YES

Community Halls Reconstruct Stage Floors (161/...)


111,000.00

PARTIALLY



197,884.00

PARTIALLY



435,116.00 YES

Sewerage Network X 33 (550/...) Whole of the Municipality

545,294.00

PARTIALLY

Boskrans WWTW Phase 2 (552/...) Whole of the Municipality

17,904,766.00

PARTIALLY



100,800.00 YES

Air Conditioner Adelaide Thambo (555/...) Whole of the Municipality

498,106.00 YES

Water network M/burg x33 (560/...) Whole of the Municipality

616,788.00

PARTIALLY



43,732.00

PARTIALLY

Handterminals for water meter installations (560/..


( NO

( MV Replace Faulty Equipment (700/...) Whole of the Municipality

4,177,256.00 YES

Replace current financial system (205/...) Whole of the Municipality

1,169,000.00

PARTIALLY


330,500.00 YES


330,500.00 YES

Fixed Property Upgrade Electricity HEDC (555/...)


( NO

Service Centre Upgrade Solid Waste Stores (554/...)


62,452.00 YES

Replace Roof At Civil Centre (150/...) Whole of the Municipality

( NO

Replace Floor Covering Civic Centre (150/...) Whole of the Municipality

( NO

299



462,770.00 YES



395,200.00 YES

Upgrade Rest Rooms((515/...) Whole of the Municipality

444,998.00 YES

Replace aluminium windows (150/...) Whole of the Municipality

196,880.00 YES

Fence At Civic Centre (150/...) Whole of the Municipality

619,496.00 YES

New intake substation W3 (700/...) Ward 3

( NO

Electrical Software Programme (700/...) Whole of the Municipality

( NO

New Internal Audit Software (108/...) Whole of the Municipality

57,001.00 YES


29,950.00 YES

New Trailer For Containers (420/...) Whole of the Municipality

392,150.00 YES

Guardhouse Rietkuil Waste Transf Station (422/...)


( NO

Palisade Gate Dennesig Waste Transf Station (422/)


119,500.00 YES

Chlorine Booster station (561/...) Whole of the Municipality

118,395.00 YES



174,079.00 YES

Paving & stormwater Vaalbank WTP (561/...) Whole of the Municipality

447,423.00 YES



230,676.00 YES

Storage Area at Vaalbank WTW (561/...) Whole of the Municipality

168,563.00 YES

Alarm System at Licensing Offices (300/...) Whole of the Municipality

9,754.00 YES

Installation of Trellidoors (300/...) Whole of the Municipality

126,000.00 YES

Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality

1,300,000.00 YES

Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality

1,300,000.00 YES



1,199,900.00 YES



1,199,900.00 YES

replace Temba Senamela Stadium Courts (530/...)


326,700.00 YES

Roads x18 Hope City W11(540/...) Whole of the Municipality

6,439,192.00 YES

Stormwater Middelburg x18 W11(540/...) Whole of the Municipality

1,359,900.00 YES

300

Outfall Sewer Lines Mall &German Dev (550/ Whole of the Municipality

204,050.00 YES

Stormwater Mhluzi W21(540/...) Ward 21 2,998,653.00 YES

MV Switching station Newtown W17 (700/...) Ward 17 3,149,151.00 YES

MV Networks Bulk Connections W23 (700/...) Ward 23

( NO

MV Networks Bulk Connections W22 (700/...) Whole of the Municipality

( NO

MV Networks Bulk Connections W21 (700/...) Ward 21

( NO

Digital Monitoring Measures (311/...) Whole of the Municipality

345,116.00 YES

New Sign Boards (452/...) Whole of the Municipality

28,700.00 YES

Replace Street bins (420/...) Whole of the Municipality

128,700.00 YES

Upgrade paypoint x7 (200/...) Ward 24 423,343.00 YES

Guardhouse Rietkuil Waste Transfer station (422/...


222,233.00 YES

Drilling of Boreholes Somaphepha (567/...) Whole of the Municipality

447,489.00 YES

Refurbish Hendrina WTW (571/...) Whole of the Municipality

8,606,301.00 YES



1,391,950.00 YES

Refurbish Hendrina WTW pumpstation (571) Whole of the Municipality

4,558,548.00 YES

New Furniture and equipment (200/..) Whole of the Municipality

26,792.00 YES

New water meters RDP Newtown W17: 560 Ward 17 251,671.00 YES

Replace furniture & office equipment: 533 Whole of the Municipality

869.00 YES

Rehablitation Landfill Site: 430 Middelburg 724,977.00 YES

MV Networks Electrification Kwaza x8 W3 (700/... Ward 3

2,877,560.00 YES

Computer Equip UPS (122/...) Whole of the Municipality

89,822.00 YES

Stormwater Middelburg/Mhluzi W25 (540/...) Ward 25 699,607.00 YES

T O

301

APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS

Service Backlogs: Schools and Clinics 2015/2016 Establishments lacking basic services Water Sanitation Electricity Solid Waste

Collection

Schools (NAMES, LOCATIONS)

Middelburg Laerskool x x X x

Laerskool Staatpresident CR Swart x x X x

Kanonkop Laerskool x x X x

Future achievers x x X x

Dennisig Laerskool x x X x

Eastdene Primary School x x X x

Mthombeni Public School x x X x

Zikhuphule Primary School x x X x

Elusindisweni SP School x x X x

Reatlagile LP School x x X x

Mhluzi Lp School x x X x

Laerskool Rietkuil x x X x

Koorenfontein Laeskool

Maziya Primary School x x X x

Hendrina Primary School x x X x

Mvuzo Primary School x x X x

Thushanang HP School x x X x

Tshwenyane HP School x x X x

Makhathini Lp School x x X x

Manyano Lp School x x X x

Arnot Colliety Primary borehole Biological toilets X x

Mphephethe School x x X x

Tsiki Naledi School x x X x

Eikeboom Primary School x x X x

Alex Benjamin Secondary School x x X x

Middelburg Hoerskool x x X x

Tegniese Hoerskool x x X x

Nasaret Combined school x x X x

Kragveld Skool

Steelcrest High School x x X x

LD Moetanelo School x x X x

Eastdene Indian High School x x X x

Kanonkop Hoerskool x x X x

302

Sofunda Secondary School x x X x

Mpanama Comprehensive High School x x X x

Ekwazini High School x x X x

Hoerskool Hendrina x x X x

Kwazamokuhle Secondary School x x X x

Moses Magagula Christian School x x X x

ST Peters Christian School x x X x

Sozama School x x X x

Nkangala FET College x x X x Clinics (NAMES, LOCATIONS)

Civic Centre clinic x x X x

Mhluzi Ext 4 (Smunye) clinic x x X x

Mhluzi Ext 6 clinic x x X x

Avalon(Newtown Parkhome x x X x

Nasaret clinic x x X x

Eastdene clinic x x X x

Hendrina Clinic x x X x

Kwazamokuhle clinic x x X x

Newtown clinic x x X x

Doornkop clinic x x X x

Sr Mashiteng Clinic x x X x

Pullenshope Clinic

Midmed Hospital x x X x

Middelburg Hospital x x X x

T P

303

APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION

Service Backlogs Experienced by the Community where another Sphere of Government is the Service Provider (where the municipality whether or not act on agency basis) Services and

Locations Impact of backlogs

Clinics: Ward 1,4, 6,7,8,11,28 requested clinics People travelling long distances to access health care

Housing: Ward 1,2,3,5 ,24,26,29 requested RDPs Increasing waiting list

Ward 9,24,29, requested residential stands Increased demand for land

Licensing and Testing Centre: Service provided by the municipality N/A

Reservoirs Service provided by the municipality N/A Schools (Primary and High):

Requests for primary/high school schools in ward 4,6,10,12,27,28,29

Sports Fields: Service provided by the municipality N/A

304

APPENDIX R – DECLARATION OF GRANTS MADE BY THE MUNICIPALITY

Declaration of Loans and Grants made by the municipality:

All Organisation or Person in

receipt of Loans */Grants*

provided by the municipality

Nature of project Conditions attached to

funding

Value R' 000

Total Amount committed

over previous and future

years

2017/2018

BUSINESS LINKAGE

The centre provide a link to third parties in order to support, advise and assist smmes as well as corporate companies enquires

Annual and monthly expenditure report must be submitted to the accounting officer of the municipality

R 300,000

R 1,320,000

M/BURG TOURIST INF CENTRUM

The chamber is incurring monthly expenses in respect of the tourist information centre that are administered for the benefit of the town


R 400,000

R 1,350,000

ANIMAL PROTECTION SPCA.

To assist the spca with animal care as part of the municipality functions


R 850,000

R 3,150,000

FOREVER RESORT LOSKOP MARATHON

50km race that starts from steve tshwete municipal office in middelburg to loskop dam

Annual expenditure report must be submitted to the accounting officer of the municipality

R 45,000

R 425,000

OPERATIONAL GRANT

Ad hoc grant and support to municipal recreation club

Annual expenditure report must be submitted to the accounting officer of the municipality

R 160,000

R 1,173,000

R 1,755,000

R 7,418,000

* Loans/Grants ( whether in cash or in kind T R

APPENDIX S – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71

All Declaration of returns were made on time

305

APPENDIX T – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT

National and Provincial Outcomes for Local GovernmentOutcome/Output Progress to date(2017/2018) Number or

Percentage Achieved

Output: Improving access to basic services:

Water 830 Households provided with new water connections 830hh sanitation 706 Householdsprovided with new sanitation connections 706hh Electricity 546 new households were electrified 546hh

New Roads 8.674km of new roads were constructed 8.674km

Storm water drainages

7.735km of Stormwater was installed 7.735km

Waste removal 295 new households received the service in ward 3,6,17 295hh

Output: Implementation of the Community Work Programme

Local Economic Development

For the 2017/2018 financial year about R 10 729 886,01 was budgeted for on the CWP and the following wards were identified for the implementation; 1, 2, 3, 4, 5, 7, 9 and `29 targeting 1003 participants. The CWP is operating in the social and health, Environment, Agriculture, construction and Education

1003 jobs created

Output: Deepen democracy through a refined Ward Committee model

Public participation 29 Ward committees were established 29 Ward operational plans were developed 6 Mayoral Outreaches took place

100%

Output: Administrative and financial capability Administrative capabilities

The municipal organisation structure provides for 1 590 permanent positions. By financial year end, 1414 positions were filled, with a staff turnover of 4.3%.

4.3% turnover

Institutional development

employees were trained on various trainings 425

Financial capabilities During the year under review, our budget expectations were not fully realized. We budgeted for income amounting to R 1 461 661 776 and expenditure of R 1 442 559 808. By the close of our books at the end of the year, we had obtained an income of R1 258 575 734 (excluding capital grants received and public contributions), and we spent R 1 347 727 101, resulting in a surplus of R 178 125 558. Capital grants & public contributions was R 267 276 926.

R 157 607 918 Surplus

Average Payment rate

For the year we achieved an average payment rate in excess of 103% because some residence have paid in advance

103%

Audit opinion Unqualified with matters audit Opinion from the Auditor(General for 2016/2017

Unqualified

Capital expenditure Although we did not spend our full annual capital budget, we have been able to maintain our spending to 93% (2017: 83%). Serious attempts have to be made to ensure that the entire capital budget is fully spent each year.

93%

307 | P a g e

ANNUAL PERFORMANCE REPORT

2017-2018

308 | P a g e

1. KPA : GOOD GOVERANCE AND PUBLIC PARTICIPATION

KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:

2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration

Priority Area Performance Objectives (PO)

Key Performance

Indicator

Baseline 2017- 2018 Targets

Output Indicators

Actual Performance as at 30 June 2018

Evidence

(annexure)

Reason for underperforma

nce

Corrective Measure

PLANNED POE

Legal compliance

To promote institutional efficiency

Number of activities

undertaken to comply

with king IV report

5 Activities conducted on

King III compliance by

June 2017

2 Activities to be implemented on King IV annually

by December 2017

(Workshop for new councillors

and Legal compliance

register)

Promotion of good Corporate

Governance

5 Activities were implemented as follows

-Municipal Code was placed on the website 20 September 2017

-Monthly reports on Legal Compliance for were submitted.

- Quarterly report on Legal Compliance submitted.

- Monthly reports on Contract Management for October, November and December 2017

- were submitted, Jan, Feb & March, April, May, June 2018 were submitted.

Report on meetings held

Attendance Registers and minutes

Municipal Code placed on the municipal intranet

N/A N/A Report on meetings held

Attendance Registers and minutes

Municipal Code placed on the municipal intranet

309 | P a g e





Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

- King IV workshop held on 27 June 2018.

ACHIEVED

ANNEXURE A1

Rendering of Secretariat Services

To ensure Council meetings sit in terms of legislation

Develop an annual schedule of Council, Mayoral and other Committees

Annual schedule

developed by June 2017

Annual schedule for 2018-2019 of Council, Mayoral Committee & other committee meetings to be developed by June 2018

Annual schedule of meetings

Annual schedule was approved by Council in March 2018 per Resolution C03/03/2018.

ACHIEVED

Draft annual schedule

Council Resolution

ANNEXURE A2

N/A N/A Draft annual schedule

Council Resolution

Records Management

To Maintain proper records

Review of the File Plan

File Plan to be reviewed by June 2017.

File Plan to be reviewed by June

2018.

Maintained records

The reviewed file plan was approved in

Reviewed File Plan & Council Resolution

N/A N/A Reviewed File Plan & Council Resolution

310 | P a g e





Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

management system

management system

February 2018 per M27/02/2018

ACHIEVED

ANNEXURE A3

311 | P a g e


KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably

High level Strategic Alignment References: Vision 2040

2022 Strategic Objective: Provide For An Accountable Clean Effective Governance And Organisational Development


Key Performance

Indicator


Output Indicators Actual Performance as at 30 June 2018

Evidence

(annexure)

Reason for underperforman

ce

Corrective Measure

PLANNED POE

Public participation

Enhance communication platforms for active public participation in council matters

Number of public participation programmes implemented

4 public participation programmes implemented by June 2017

6 programmes to be implemented by June 2018

(Pro-foma Agenda, events calendar, annual community satisfaction survey, campaigns, mayoral outreach/ Imbizo, budget Indaba, State of Municipal Address )

Involvement of communities and stakeholders in Council affairs

6 programmes were implemented by June 2018:

- 06 pro-forma agenda

was developed. - 06 Mayoral Outreach

took place as follows: Doornkop (20/08/2017) Sikhululiwe (27/08/2017) Pullenshope (17/09/2017) Komati (12/11/2017) Newtown (10/12/2017) Adelaide Tambo (4/03/2018)

- Events Calendar - Annual Community

Satisfaction Survey - Budget Indaba (11

May 2018)

Pro-foma Agenda for Ward

Committees

Agendas & attendance registers

N/A N/A Pro-foma Agenda for

Ward Committees

Agendas & attendance

registers

312 | P a g e






Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

- State of Municipality Address (21 July 2017)

ACHIEVED

ANNEXURE A4

Public participation

Enhance communication platforms for active public participation in council matters

Number of public participation programmes implemented

04 Report on matters raised by ward committees were submitted by June 2017

04 Reports on Matters raised by Ward Committee submitted to Council by June 2018

Involvement of communities and stakeholders in Council affairs

04 Report on matters raised by ward committees were submitted by June 2018

ACHIEVED

Reports on Matters raised by Ward Committees

ANNEXURE A5

N/A N/A Reports on Matters

raised by Ward

Committees

313 | P a g e






Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Communication

Enhance communication platforms for active public participation in council matters.

Number of communication programmes implemented

8 communication programmes implemented by 2017

8 communication programmes

to be implemented by June 2018

1 Publications

2 Radio slots

3 TV interviews

4Communication

campaign

5 Bulk sms,

6Social media

Improved communication

8 Programmes were implemented as follows:

Listed below:

N/A N/A Listed below:

314 | P a g e






Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Digital News letters by June

2017

Digital News letters


- 11 Copies of newsletters

ACHIEVED

- Copies of newsletters

ANNEXURE A6

N/A N/A - Copies of

newsletters

Community Newsletters by

June 2017

Community Newsletters


- 3 Community Newsletters -Masakhane

Community Newsletters

N/A N/A Community Newsletters

315 | P a g e






Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

ACHIEVED ANNEXURE A7

Information Boards

Information Boards in Mhluzi, Middelburg & Hedrina


- Information Boards in Mhluzi, Middelburg & Hedrina

ACHIEVED

Pictures

ANNEXURE A8

N/A N/A Pictures

128 Media releases by 2017

120 media release


- 120 Media releases by 2018

ACHIEVED

Media releases

N/A N/A Media releases

316 | P a g e






Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

ANNEXURE A9

93 Radio Slots by 2017

40 Radio slots by June 2018


- 67 Radio slots conducted by June 2018

ACHIEVED

Attendance registers

Report on Radio Slots

ANNEXURE A10

N/A N/A Attendance registers

Report on Radio Slots

5 Local Communicator’s Forum meetings were

3 Local communicators workshops

Improved inter-governmental

relations

- 4 Local Communicator’s workshops attended by June 2017.



317 | P a g e






Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

held by June 2017.

coordinated by March 2018

ACHIEVED

ANNEXURE A11

6182 Residents were registered on the SMS System by June 2017

6000 HH registered on

SMS data base by June

2018

Database of community

- 6408 HH registered on SMS data base by June 2018

ACHIEVED

Reports on SMS registered

ANNEXURE A12

N/A N/A Reports on SMS

registered

318 | P a g e






Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Communication

New indicator 2 internal

communications

champions training by

March 2018

Enhance communication

platforms

- 2 Communication Champion Trainings took place.

- 11 July 2017 - 23 March 2018

ACHIEVED


ANNEXURE A13


Communication

New indicator 4 TV interviews

by June 2018

improved marketing

- 4 TV Interviews conducted by June 2018

ACHIEVED


ANNEXURE A14


319 | P a g e




Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

Strategic Planning

To guide and inform the municipal planning, budget,

management and

development actions

Develop and review the IDP of the

organisation

IDP was approved by Council on 30 May 2017 as per Council Resolution Number SC47/05/2017

Review a 5 year IDP

(2017/2022) by March 2018

Integrated Development Plan

Draft 2018/19 IDP was approved by Council in terms of Council Resolution No.: SC33/03/2018 on 27 March 2018

The final 2018/2019 IDP was approved by Council in terms of Council Resolution No.: C62/05/2018 on 31 May 2018

ACHIEVED

Council Resolution

Advert

Process plans

Draft and final IDPs

Schedule of community

participation

ANNEXURE A15

N/A N/A Process plans

Draft and final IDPs

Adverts

Schedule of community

participation

320 | P a g e




Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

Performance Management

Promote effective

governance processes and

planning

Number of levels to

which PMS will be

cascaded

PMS cascaded up to level 3 by June 2016

Cascade PMS from levels 4 -20

by September 2017

Promotion of good Corporate

Governance

The cascading of PMS from Level 4 -20 was

not achieved

PMS framework was approved by council No.: C62/05/2018 on 31 May 2018

NOT ACHIEVED

PMS framework

ANNEXURE A16

There are challenges

with labour as well as a lack

of a clear criteria to assess

employees working in

teams

Cascading of PMS from level 4 – 20 has been transferred to Human Capital directorate. A post has been established and the recruitment has commenced Extensive engagements to be held with labour

Performance plans

PMS framework


Promote effective


planning

Number of organisation

al performance

reports compiled

4 Organisational performance

reports submitted by June 2017

4 Organisational performance

reports compiled by June 2018

Promotion of good Corporate Governance

4 Organisational performance reports compiled by June 2018

ACHIEVED

Organisational performance

reports

N/A N/A Organisational

performance reports

321 | P a g e




Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

ANNEXURE A17


Promote effective


planning

Annual Review of

the Performance framework

Reviewed PMS

Framework 2017-2018

Annual Review of PMS

Framework by March 2018

Promotion of good Corporate Governance

The reviewed PMS Framework was approved by Council in terms of Council Resolution No.: C62/05/2018 on 31 May 2018

ACHIEVED

PMS Framework

Council Resolution

ANNEXURE A18

N/A N/A PMS Framework

Council Resolution

322 | P a g e

2. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT





Key Performance

Indicator



Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

Employment Equity

To ensure compliance with

the EEA

Number of employees employed in levels semi

and unskilled

jobs approved

EEP

New indicator 20 employees from

underrepresented target groups to be employed

at semi & unskilled levels by June 2018

Employment of underrepresented

target groups of the population of MP313 as expected by the

EEP

25 employees from underrepresented target groups were employed at semi & unskilled levels by June 2018

ACHIEVED

Appointment letters

ANNEXURE B1

N/A N/A Appointment letters

323 | P a g e






Key Performance

Indicator



Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

To ensure compliance with

the EEA

Number of employees from people

with disabilities

to be employed

1 Employee from people with disabilities was appointed by June 2017

1 employee from people with

disabilities to be employed

by June 2018

Employment of people with

disabilities of the population of MP313 as expected by the

EEP

1 Employee from people with disabilities was employed & started 01 June 2018

ACHIEVED

Appointment letters

ANNEXURE B2

N/A N/A Appointment letters

Skills development

Capacitate employees and councillors in

order to enhance service

delivery

Number of WSP

developed and

submitted

1 WSP developed and implemented by June 2017

WSP developed and submitted by

end April 2017

Productive workforce and

Councillors

WSP was developed and submitted to LGSETA on 30 April 2018 and was considered by Council per Resolution SM20/06/2018.

Council resolution

Acknowledgement letters from

LGSETA

N/A N/A Council resolution

Acknowledgement

letters from LGSETA

324 | P a g e






Key Performance

Indicator



Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

ACHIEVED ANNEXURE B3

Occupational Health and

Safety

Compliance with OHS Act

Number of initiatives on compliance with key points of OHS

17 Activities on OHS were implemented by June 2017

10 OHS activities to be implemented annually, i.e

-Evacuation Drill

- Contractors OHS Inductions

- Accident Investigations

- Safety Talks

Activities to be coordinated in terms

of the OHS Policy

20 OHS activities were implemented by June 2018: - Post Emergency

Evacuation Drill - 4 Contractors OHS

Inductions - 2 Accident

Investigations - 5 Safety Talks - Contractors Safety

Files Audit - OHS Inspection

Reports

OHS 20 key Compliance report with evidence

N/A N/A OHS 20 key Compliance report with evidence

325 | P a g e






Key Performance

Indicator



Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

- OHS Committee Level 2


- OHS Training - Medical Examination

- Safety File Audit - Accident Report - Legal Compliance Checklist

-

- 6 OHS Committee Level 1

- Event Safety Management Plan


- Incident Investigations

- 5 OHS Audits - OHS Induction - 2 Safety File Audits - Emergency

Evacuation Procedure Presentation

- Legal Compliance Checklist

- 2X Site visit inspections

- Medical Examination - OHS Induction

Contractors - OHS Training - Accident Report

ACHIEVED

ANNEXURE B4

326 | P a g e






Key Performance

Indicator



Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

Systems availability

ICT governance

To ensure continuity of ICT Services even during service

disruption

Develop a redundant Disaster

Recovery Site

Redundant site only at 24 hours centre

Develop a secondary redundant Disaster

Recovery Site by June 2018

Ensure

.

ICT continuity

Disaster Recovery Site to be outsourced. DR Site budget approved for 2018/2019 financial year.

NOT ACHIEVED

N/A

The DR site in Hendrina was not suitable because it was too close to radius of Middelburg.

Disaster Recovery Site to be outsourced. DR Site budget approved for 2018/2019 financial year

Redundancy test results

Systems availability

ICT governance

Effective and efficient ICT

aligned to organisational

strategy

Developed ICT strategy

Developed and approved ICT strategy

Annual review of the ICT strategy by March 2018

Effective and efficient Information Communication and

Technology

The ICT Strategy reviewed and approved by Council resolution

CSS03/06/2018

ACHIEVED

Council resolution

ANNEXURE B5

N/A N/A Council resolution

327 | P a g e






Key Performance

Indicator



Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

Valuation Provide a fair and equitable basis for rating of properties

Compiled and updated

Valuation Roll

2013/2018 valuation roll

Compile and submit new (2018/2023)

general valuation roll by March

2018

Updated Valuation Roll

The 2018/2023 General Valuation Roll was compiled and submitted on 31 January 2018.

ACHIEVED

Acknowledgement of receipt

Certified Valuation Roll

ANNEXURE B6

N/A N/A Acknowledgement of receipt

Certified Valuation

Roll

Provide a fair and equitable basis for rating of properties

Compiled and updated Valuation Roll

Compile and submit 1 annual supplementary valuation rolls

By March 2018

Implementation of supplementary

valuations

The 2013/2018 Supplementary Valuation Roll was compiled and submitted on 31 January 2018.

Acknowledgement of receipt

Certified supplementary valuation rolls

N/A N/A Acknowledgement of receipt

Certified supplement

ary

328 | P a g e






Key Performance

Indicator



Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

ACHIEVED

ANNEXURE B7

valuation rolls

329 | P a g e

3. KPA : FINANCIAL VIABILITY



2022 Strategic Objective: To Plan And Manage The Finance Of The Municipality To Achieve Financial Viability And Sustainability

Priority Area

Performance Objectives (PO)

Key Performance

Indicator


Output Indicators


Evidence

(annexure)

Reason for underperformance

Corrective Measure

PLANNED POE

Financial Services

To manage the finances of the municipality to ensure sound

financial viability

Decrease debt to revenue ratio to 18 times

Debt coverage ratio 66.89 as at 30 June 2017

Debt coverage ratio to decrease to 54:1 times by June 2018

Improve cash / liquidity position

Debt coverage ratio 69:1 as at 30 June 2018

ACHIEVED

Financial report

ANNEXURE C1

External loan only realise on 30 June 2018. First redemption and interest will realise on 31 Dec 2018

Ensure loan advances taken up by Dec 2018

Financial Statements

Cost coverage

ratio maintained to

above 2 at any given

time.

Cost coverage ratio 6:05 as at 30 June 2017

Cost coverage ratio 2:1 by June

2018

Improve cash / liquidity position

Cost coverage ratio 6:7 as at 30 June 2018

ACHIEVED

Monthly & quarterly reports on debtors

ANNEXURE C2

N/A N/A Monthly & quarterly reports on debtors

330 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

Financial Services

To manage revenue in an efficient and responsible

manner.

% Collection of debtors maintain

above 98%

100.14% Collection rate

as at 30 June 2017

98% Collection rate by June 2018

Billing reports with analysis schedule

102% Collection rate as at June 2018

ACHIEVED


ANNEXURE C3

N/A N/A Monthly & quarterly

reports on debtors

Outstanding debt to be less than

20% of total debtors

26.82% outstanding debt to total

debtors as at 30 June 2017

Outstanding debt less than 26% of total debtors by

June 2018

Decrease doubtful debts

46% of total debtors as at June 2018

NOT ACHIEVED


ANNEXURE C4

Estate account, Indigents and economic conditions

Establish Task team and follow targeted approach for highest debtors.

Monthly & quarterly

reports on debtors

Debtors to revenue ratio

to be less than 8%

Debtors to revenue ratio at

9.60% by 30 June 2017

Debtors to revenue ratio to be

less than 8% by June 2018

Debtors billing reports with

analysis schedule

Debtors to revenue ratio at 7.8% as at

June 2018

ACHIEVED

Monthly & quarterly

reports on debtors

N/A N/A Monthly & quarterly

reports on debtors

331 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

ANNEXURE C5

Financial Services

To manage, control and maintain all assets of the municipality

100% of movable assets exist in the municipality.

100% of movable

assets verified by 30 June

2017

Verify 100% of movable assets exist in the municipality by June 2018

Asset verification according to inventory lists

87% Asset verified as at June 2018

NOT ACHIEVED

Asset verification

report

ANNEXURE C6

Some assets could not be verified during verification process because they not be

located at the allocated registered

workstations

Establish Asset

Champions for regular

verifications and to

investigate the possibility of an electronic

movable assets system

Asset verification

report

332 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

To manage, control and maintain all

assets of the municipality

Repairs and maintenance to be 8% of

OPEX budget

Repairs and maintenance constitute 6%

of OPEX budget by 30

June 2017

Repairs and maintenance

constitute 7% of OPEX budget by

June 2018

Maintain economic life of assets

Repairs & Maintenance of

2018/2019 OPEX is 6.2%

NOT ACHIEVED

Budget document

ANNEXURE C7

Limited budget Improved budget

allocation and implementatio

n

Budget document

333 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

Financial Services

To ensure clean and effective

financial governance and compliance with

legislation framework

Unqualified audit report

Clean audit for 2015/2016

financial year

Clean audit for 2016/2017

financial year

To maintain clean and effective governance

Unqualified report with matters

NOT ACHIEVED

Audit Report and Audit Action Plan

ANNEXURE C8

The following were matter raised by the AG:

Procurement /SCM

Asset Management

AFS Disclosure Revenue

Management Human

Resources Management

Audit of Predetermined Objectives Human Resources Management

Human Resources Management

Establishment of technical

committee to monitor and review the

matters raised by AG

Audit Report and Audit

Action Plan

334 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

Human Resources Management

335 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

98% of matters

addressed in the audit

action plan

93% of weaknesses addressed in audit action

plan

98% of weaknesses

addressed in audit action plan by

June 2018

To maintain clean and effective governance

90% of weaknesses addressed by June

2018

NOT ACHIEVED


Action Plan

ANNEXURE C9

The outstanding weaknesses will be resolved with the

final AFS

Conditions assessment

conducted and asset awaited to be disposed

off.

Review of the FAR to be

GRAP compliant

Completed asset

verification and awaiting disposal and

write-off

Provide for asset


Action Plan

336 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

impairment in the FAR

Funded Budget

Funded & Compliant

Budget approved by May 2017

Funded & Compliant Budget approved by May

2018

Council Resolution

C4/05/2018

Budget submission &

Council Resolution. Inputs on Budget by NT

& Provincial Treasury

Council Resolution

C4/05/2018

ACHIEVED

Approved Annual Budget

ANNEXURE C9

N/A N/A Approved Annual Budget

90% of the municipality

Annual CAPEX

83% of the Annual Budget implemented


Annual CAPEX Budget be

Utilize financial resources towards

actual

91% CAPEX spend

ACHIEVED

Budget versus Actual report

N/A N/A AFS results

337 | P a g e





Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

budget be implemented

by 30 June 2017

implemented by June 2018

implementation of IDP projects

ANNEXURE C10

(Budget versus Actual)

Financial Services

To ensure clean and effective

financial governance and compliance with

legislation framework


Annual OPEX budget be

implemented

87% of the Annual Budget implemented on 30 June

2017


Annual OPEX Budget be

implemented by June 2018

Utilize financial resources towards

actual implementation of

IDP operations

94% OPEX spend

ACHIEVED

AFS results


ANNEXURE C11

Final expenditure for 30 June still to be

accrued

Follow up on invoices to

ensure payment before 30 June 2018

AFS results


Financial Services

To maintain and streamline supply

chain management processes to

improve service delivery

90% Compliance

and adherence to procurement

plan

New indicator 50% Compliance and adherence to procurement plan

by June 2018

Effective Supply chain management processes to improve service delivery

90% Compliance and adherence to procurement plan

ACHIEVED

Procurement Plan and

timeframes

ANNEXURE C12

N/A N/A Procurement Plan and

timeframes

338 | P a g e

4. KPA : LOCAL ECONOMIC DEVELOPMENT

KPA Goal : Promote Economic Growth through facilitation of investments and development of strategic infrastructure


2022 Strategic Objective: Facilitate the development of strategic infrastructure to unlock growth and job creation

Priority Area


Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Local Economic Developm

ent

Create a conducive environment for

economic growth

Number of LED catalyst

projects implemented

New Indicator 1 LED catalyst projects

coordinated by June 2018.

1

Establishment of a hotel and

conferencing facility

Conducive environment for

economic growth

The tender was advertised, bidders

was evaluated

NOT ACHIEVED

Advertised tender

ANNEXURE D1

The bidders to the tender did not meet the

total requirements of

the tender

Process to establish a hotel and conferencing facility will be re-

started in the year financial. With emphasis to

specific requirements on

the terms of references.

Business plans

Approved funding

Proposals

MoU

Create a conducive environment for

economic growth

Number of SLP projects implemented in line with

7 projects implemented by June 2017

10 SLP projects implemented by private Sector

SLP projects implemented by private Sector

12 MOUs signed on projects implemented by

Signed MoU

N/A N/A Approved SLP’s and Project list

339 | P a g e





Priority Area


Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

the IDP priorities

monitored by June 2018

private sector by June 2018

- 3 MOU signed with Exxaro (Construction of 33 housing units in Rockdale, MPCC Mafube – clinic, Housing –Rockdale)

- 1 Mcebo mine (Rockdale wall fence)

- 2 South 32 (Rockdale clinic, Housing units at Newtown)

- 1 Glencore mine (Installation of a booster pump at Hendrina)

ANNEXURE D2

340 | P a g e





Priority Area


Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

- 1 Mufube coal (First phase construction of the clinic in Sikhululiwe )

- 3 Goedehoop Colliery, Exxaro & Zonnebloem Colliery Glencore (Node D light industrial park)

- 1 Goedehoop (Mphephethe school classroom)

ACHIEVED

Promote Job Creation through EPWP and

CWP

No of jobs created

New indicator 200 jobs created through EPWP by

June 2018

Job creation, skills development and poverty alleviation

1474 jobs created through EPWP by June 2018

Reports of EPWP (FTE) opportunities

N/A N/A Reports of EPWP (FTE)

341 | P a g e





Priority Area


Key Performance

Indicator



Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

through EPWP

ACHIEVED

ANNEXURE D3

opportunities

Promote Job Creation through EPWP and

CWP

No of jobs created through CWP

974 of jobs created

through CWP by June 2017.

1200 of jobs created through CWP by June

2018.

Job creation, skills development and poverty alleviation

1279 jobs created through CWP by June 2018.

ACHIEVED

CWP Report

ANNEXURE D4

N/A N/A Report on CWP project (Site Report)

342 | P a g e

5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY

KPA Goal : Provision of sustainable and accessible basic service to all residence

High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities

Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

Sport and Recreation Facilities

Develop, maintain and upgrade recreational

facilities

Number of sporting facilities

developed or upgraded

2 New Graded soccer fields and 2 Basic multipurpose

facilities developed in

previously disadvantaged areas by June

2017

5 Basic sport facilities developed in previously disadvantaged areas by March 2018 (Rockdale- Multipurpose, Netball and Skate park), Multipurpose Pongola Park, Multipurpose at Park 7740 Ext 23)

Increased capacity of sports

facilities

5 Basic sports facilities developed as follows:

- Multipurpose, Netball, Basic Soccer field at Rockdale

- Skate park at Rockdale

- Multipurpose court at Mhluzi Park

- Multipurpose at Pongola Park

- Basic soccer at Park 7740 (5aSide)

ACHIEVED

Payment certificate

Photos

ANNEXURE E1

N/A. N/A Payment certificate

Photos

Develop, maintain and upgrade recreational

facilities

Number of parks and open spaces

developed or upgraded

3 Parks and open spaces developed as at June 2017

2 Parks developed at park at stand 7740 Ext 23 and Rockdale) by March 2018

Increased capacity of Parks and Open spaces

Developed parks and open areas

2 Parks developed as follows:

Final Payments

Photos

N/A N/A Final Payments

Photos

343 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

closer to the communities

- Rockdale Park

- Mhluzi Park 7740, Ext 23

ACHIEVED

ANNEXURE E2

Parks, Sport and Recreatio

n and Cemetery Facilities

Contribute towards the mitigation of climate change

impacts

Number of trees planted in the

MP313.

4612 Trees planted per

annum during the past 5 year period till 2017

4000 trees planted in the MP313 area

by June 2018

Healthy and aesthetically acceptable

environment

5760+8= 5768 trees planted in the MP313 area by June 2018

ACHIEVED

Departmental report

ANNEXURE E3

N/A N/A Departmental report

Electrification

Provide access to electrical services

Additional number of house hold connected to the grid

204 additional households connected by June 2017

659 additional households connected to the grid by June 2018

New electrified formal dwellings

Satisfied community

546 additional households connected by June 2018 NOT ACHIEVED

Departmental report for newly

connected households

Connections are depending on top structure and currently there are

Regular follow-ups to the

stakeholders so that the process can expedited.

Departmental report for

newly connected households

344 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

High revenue income

ANNEXURE

E4

no top structures to

connect. The backlog will be addressed as soon as the top structures are

completed.

Electricity Provide access to electric services

% Area outages successfully

restored within 4 hours. (other

than equipment failure)

80.97% of area outages

to be successfully

restored within 4 hours by June 2017

75% of area outages to be successfully

restored within 4 hours by June

2018

Shorter system downtime

Average: 96.00% of area outages were restored within 4 hours

ACHIEVED

Control room report

ANNEXURE E5

N/A N/A Control room report

Electricity Provide access to electric services

% of area outages

successfully restored

(Equipment failure e.g.

switchgear, mini-

20% of area outages

successfully restored within

12 hours by June 2016 (Equipment failure e.g.

82% of area outages

successfully restored within 12

hours by June 2018 (Equipment

failure e.g.

Shorter system downtime

Average: 91.03% of area outages were restored within 12 hours (equipment failures)

Control room report

N/A N/A Control room report

345 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

sub, transformers)

switchgear, mini-sub,

transformer) by June 2017

switchgear, mini-sub, transformers)

ACHIEVED ANNEXURE E6

Roads Plan and develop road infrastructure

to improve accessibility and

mobility for all road users

Maintain and expand road and

rail network

Number of Km new paved

surfaced roads constructed

7.589 Km of paved

surfaced roads constructed by

June 2017

7 Km paved surfaced roads constructed by

June 2018

Improving road usage and safety

for all users

8.674km paved surfaced roads constructed by June 2018

ACHIEVED

Completion certificate

ANNEXURE E7

N/A N/A Completion certificate

Storm water

drainage

Plan and develop road infrastructure



Number of Km of storm water

drains constructed

6.914 Km of storm water drains constructed by June 2017

4 Km of storm waterdrains constructed

by June 2018 Improving road

usage and safety for all users

7.735km of

storm water drains constructed by June 2018


ANNEXURE E8


346 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

ACHIEVED




Number of Km of gravel surface roads

graded

194.4 Km of gravel surface roads graded

and re-gravelled by June 2017

150 Km of gravel surface roads

graded by June 2018

Improving road usage and safety

for all users

216.26 km of roads gravelled by June 2018

ACHIEVED

Timesheets/ Quarterly report

ANNEXURE E9

N/A N/A Timesheets/ Quarterly

report




K m lane of re-surfaced roads

7.088 Km of lanes re -surfaced

roads by June 2017

7 Km of lanes of re -surfaced roads

by June 2018.

Improve riding quality and safety

22.061 km roads resurfaced by June 2018

ACHIEVED


ANNEXURE E10


Roads markings

To improve road safety

Number of traffic calming

measures installed

30 new traffic calming

measures

10 new traffic calming measures to be installed by

June 2018

Improved traffic flow

45 new traffic calming measures erected by June 2018

Practical Completion certificate

N/A N/A Practical Completion certificate

347 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

installed by June 2017

ACHIEVED

ANNEXURE E11

Water Quality

Ensure the safety of the public and

environment through

participation in the regulatory Blue &

Green Drop Certification Programme

Maintain and improve the Blue

Drop Score to >95%

Municipal Blue Drop Score- 97% BDS

Report as at June 2017

Monitor the quality of drinking water within 7 Blue Drop registered water supply system.

Good quality drinking water

All 7 Blue Drop registered water supply systems were monitored up to June 2018

ACHIEVED

Laboratory test result reports (Departmental reports)

ANNEXURE E12

N/A N/A Laboratory test result reports (Departmental reports)

Maintain and improve the Green Drop

Score to >95%

Green Drop Cumulative Risk Rating

Score 61.9%- GDS PAT

Report as at June 2017

Monitor effluent quality of the 4 Green Drop registered wastewater treatment works.

Effluent which will not contaminate the rivers and environment

All 4 Green Drop registered wastewater treatment works were monitored for effluent quality

Laboratory test result reports (Departmental reports)

N/A N/A Laboratory test result reports (Departmental reports)

348 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE


Water Provision

Ensure continuous water supply

services

Identify and develop

infrastructure for alternative water

sources

New Indicator Transfer reclaimed mine water from South 32 Mine to augment current water sources

(Signed Agreement concluded

between the Mine and Municipality)

Infrastructure for alternative water

sources

Draft Water supply agreement

NOT ACHIEVED

Signed Service Level

Agreement

ANNEXURE E14

Draft document still with South 32 for signing of the Service Level agreement (SLA)

Regular follow ups will be made

Signed Service Level Agreement

Wastewater

Treatment

Ensure continuous water supply

services

Increased waste treatment capacity

Boskrans Wastewater Treatment

Works is sole treatment facility for

Increased treatment capacity of all unit operations and processes to 45 Ml/d (New Pump House for 45Ml/d).

Improved waste treatment capacity

Contractor was appointed to implement the increased capacity

Appointment letter, Site handover certificate

N/A N/A Appointment letter, Site handover certificate

349 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

Middelburg/Mhluzi

Phase I project

completed: 20 Ml/d

secondary treatment

facility and 45 Ml/d sludge

handling facility.

Phase II under construction (new 45 Ml/d capacity inlet works, Jan

2017

(Q3- App

ointment of Contractor

Q4 -Contractor on site )


350 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

New Water

connections to

existing water

network

To provide quality and sufficient

water supply and create an

environment not harmful to human

health or wellbeing

% of HH with access to clean

and safe drinking water.

Currently 85.4% (74053)

of

STLM total HH’s have access to

water services by June 2017

95.3% HH with access to water services by June

2018

Sustainable service provision to all consumers

at affordable tariffs

Average 86.36% HH with access to water services by June 2018

74053+831=74884

74884/86713=86.36%

NOT ACHIEVED

Monthly Reports on new house

Connection and record of water

tankers delivering water

ANNEXURE E16

The planning of HH with access to water was incorrectly done with the baseline figures of the prior financial period

The planning will be aligned to the 2016 STATSA baseline on HH with access to water for proper planning to address the backlog

Monthly Reports on new house

Connection and record

of water tankers

delivering water

Sewer Connectio

ns

To provide quality and sufficient waterborne system or

chemical toilets.

% of HH with access to flush

or chemical toilets

Currently 81.9%

(71 018) of

STLM total HH’s have

access water born or

chemical toilets by June

82% HH with access to

Sanitation services by June 2018

Sustainable sanitation facilities for all citizens in the MP313 area

Average 82.83% HH with access to sanitation services by June 2018

71018+809=71827

Monthly Reports on new house Connections, and Chemical

toilets etc.

N/A N/A Monthly Reports on new house

Connections, and

Chemical toilets etc.

351 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

2017 71827/86713=82.83%

ACHIEVED

ANNEXURE E17

Sanitation Provide Decent Sanitation Facility

Provide Sanitation

Facility in the rural areas

80 Biological toilets installed

in the Rural areas by June

2017

Install additional 40 biological

toilets by June 2018

Sanitation facilities in the rural areas

10 units of biological toilets were installed by June 2018

NOT ACHIEVED

Payment certificate


Closeout reports.

ANNEXURE E18

There was a delay in the procurement planning processes.

Three service providers are appointed as and when for the period of 36 months

Payment certificate


Closeout reports.

352 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

To provide easily

accessible new

facilities that

accommodate

disabilities whilst

adapting, upgrading

and maintaining existing

ones

Provide accessible Municipal Building

Facilities

Number of municipal building

facilities

constructed

2 Designs of new buildings completed as at June 2017

One new building facility designed by June 2018 – Nasareth/ Middelburg Taxi Facility

Safe and secure municipal buildings

A service provider was appointed, but the designs were not completed. NOT ACHIEVED

(Appointment letter of service

provider)

ANNEXURE E19

There was a delay in the procurement planning processes

The Service provider has been appointed. The appointed Service provider will speed up the completion of the designs

Signed/completed

Designs

Number of municipal buildings

infrastructure plan

1 Draft Municipal buildings

master plan completed by

June 2017

Adopted Municipal buildings master

plan by June 2018


The Municipal buildings master plan was adopted by Council (Resolution No.:C62/05/2018)

ACHIEVED

Municipal Buildings Master

Plan

ANNEXURE E20

N/A N/A Municipal Buildings

Master Plan

353 | P a g e




Priority Area


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

Number of municipal

building facilities upgraded

3 Municipal buildings upgraded

- Kees Taljaard indoor Sports Facility

- Mhluzi HEDC roofing

- Traffic Offices upgrade at service centre by June 2017

3 Municipal buildings upgraded by June 2018 (Pay point at Adelaide Tambo Thusong Centre Mhluzi, Roofing at Mandla Masangu 24 hours and Doors at Ndondo Mampane Fire Station)


3 Municipal buildings upgraded by June 2018:

- Pay point at Adelaide Tambo Thusong Centre Mhluzi and

- Ndondo Mampane Fire Station

- Hendrina Fire Station

- Roofing at Mandla Masangu 24 hours (Not Completed)

ACHIEVED

Departmental report Completion certificate

ANNEXURE E21

N/A N/A Departmental report Completion certificate

354 | P a g e


KPA Goal : provision of sustainable and accessible basic service to all


2022 Strategic Objective: Provide safe and healthy environment for the community


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

Waste removal

To ensure a clean and

healthy community

% of HH with access to solid waste removal

services.

85% (73706) HH with

access to solid waste removal services as at June 2017

0.46% (400) additional HH

serviced by June 2018

Improved cleanliness at

household level

Improved cleanliness in the neighbourhood

(0.34%) 295 additional) serviced by June 2018 74001 of HH with access to solid waste removal services 73706+295=74001 74001/86713=85.34% 85.34%-85%=0.34%

NOT ACHIEVED

Report on new HH serviced

Application forms for new

services

ANNEXURE E22

A delay in handing over the

completed houses in Somaphepha due to lack of internal water

reticulation and sanitation

The service will provided to the new Household as soon as the beneficiaries

takes occupation of the properties

Report on new HH serviced

Application forms for

new services

Waste disposal


healthy environment

% compliance with landfill site

permits conditions.

92.2 % Compliance with permit

conditions as at 31 March

2017

93% compliance with permit

conditions by June 2018

Well-functioning landfill complying

to permit conditions


Audit report

The auditor focused more on issues related to the development of the new phase.

The audit will be done based on

old permit which requires that

external audit be

Audit report

355 | P a g e


KPA Goal : provision of sustainable and accessible basic service to all


2022 Strategic Objective: Provide safe and healthy environment for the community


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


Corrective Measure

PLANNED POE

NOT ACHIEVED

ANNEXURE E23

Refer to attached memo

conducted on operations

Waste removal


healthy environment

Number of HH maintained with garden waste

removal services

20876 HH maintained with garden

waste removal services by June 2017

20876 existing HH maintained with garden waste

removal services by June 2018

Improved cleanliness at

household level


ACHIEVED

Service providers

monthly report

ANNEXURE E24

None None Service providers monthly report

356 | P a g e

6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT

KPA Goal : Provision of residential, business, institutional, municipal industrial and public open space


2022 Strategic Objective: Plan and develop integrated and sustainable human settlements and rural areas


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Spatial Planning and

Land Use management

Promote efficient and

optimal use of land and

compaction of town

Number of policies

New Indicator Draft Policy on Densification

compiled by 30 June 2018.

Orderly spatial and building planning

Densification directives approved together with the draft MSDF

C29/05/2018

NOT ACHIEVED

(Advert of Request for Quotations)

ANNEXURE

F1

The response to the request for quotations was inadequate

The process will resume in the new financial year and specifications will be reviewed in order attract more bidders

Draft Policy

Spatial Planning and

Land Use management

Provision of residential, business, industrial

,institutional , educational,

municipal and public open

space

Number of stands

registered

2024 stands were

registered by June 2017

Dennesig North Ext 1 integrated

human settlement (500 stands

registered by June 2018)

Newly created stands

Only general plan was approved on 05/10/2017.

NOT ACHIEVED

Plan

General plan

ANNEXURE

F2

The town planning firm appointed by Nkangala District Municipality took long to finalise the process of township. registration

The registration and proclamation of the township will be done 2018/2019

Council Resolution

Approved layout plan

General plan

357 | P a g e


KPA Goal : Provide a safe, healthy, informed environment for the communities


2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

Human Settlements/H

ousing Services

To facilitate the registration and transfer of

residential properties

Number of title deeds issued

1062 beneficiaries

issued with the title deeds by

June 2017

500 title deeds issued by June

2018

Issue title deeds to home owners

195 Title Deeds have been issued by June 2018

NOT ACHIEVED

Copies of the title deeds issued

ANNEXURE F3

Beneficiaries have not yet

collected their title deeds (125 title

deeds not collected)

- Reminders have been written to the beneficiaries who have not yet collected their title deeds. - In addition a further intervention will be made regarding the new registrations and transfer of properties on an ongoing basis

- Liaise with the Ward Councillors and CDWs to make announcements in their ward committee

Copies of the title deeds issued

358 | P a g e






Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

meetings and to help tracing the beneficiaries

- Considering to put adverts on the municipal notice boards and newspapers alerting beneficiaries about the collection of the title deeds

Licensing services

To provide effective and

efficient Licensing Services

Turnaround time to process

applications for drivers’ licenses

7 days turn turnaround

time to process

applications for learner’s

drivers licenses by June 2017

7 W/days turnaround time to

process applications for


Effective and efficient Licensing

Services

6428 Applications for drivers license were processed within 7 days by June 2018

ACHIEVED

eNatis reports/Application

forms and test results

None None eNatis reports/Application forms

and test results

359 | P a g e






Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

ANNEXURE F4

Licensing services

To provide effective and

efficient Licensing Services

Turnaround time to process

applications for learners’ drivers

licenses

7 days turnaround

time to process

applications for learner’s


7 W/days turnaround time to

process applications

learner’s drivers licenses by June

2018

Effective and efficient Licensing

Services

8919 Applications for learner’s license were processed within 7 days by June 2018

ACHIEVED

eNatis reports/Application

forms and test results

ANNEXURE F5

None None eNatis reports/Application forms

and test results

360 | P a g e






Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

Law enforcement

To provide an effective and efficient law enforcement

Number of road traffic law

enforcement operations conducted

1004 road traffic

enforcement operations to be conducted

as at June 2017

650 road traffic enforcement

operations to be conducted by June

2018

Improved traffic flow 767 Road traffic enforcements operations conducted by June 2018

ACHIEVED

Departmental report

Weekly feedback reports

ANNEXURE F6

None None Departmental report

Weekly feedback reports

Fire Prevention

To minimise the incidents

of fire in buildings and premises to

ensure a safe community

Number of fire prevention inspections conducted

340 fire prevention inspections

conducted by June 2017

310 fire prevention inspections

conducted by June 2018

Contribution to a safe and secured

environment

507 Fire Prevention Inspections conducted by June 2018

Departmental Inspection report

None None Departmental Inspection

report

361 | P a g e






Key Performance

Indicator


Output Indicators


Evidence

(annexure)


nce

Corrective Measure

PLANNED POE

ACHIEVED

ANNEXURE F7

Disaster Management

To ensure safe and healthy

environment for the

community

Number of Contingency

plan reviewed within Disaster management

plan

New indicator 1 Contingency plan reviewed by

March 2018

Contribution to a safe and secured

environment

Contingency Plan was reviewed by June 2018 as per Council Resolution C62/05/2018

ACHIEVED

Reviewed Contingency plan

Resolution

ANNEXURE F8

None None Reviewed Contingency

plan

6. KPA: SPATIAL AND COMMUNITY DEVELOPMENT

KPA Goal: Provide a safe, healthy, informed environment for the communities

High level Strategic Alignment Reference: Vision 2040 2022 Strategic Objective: Coordinate sustainable social livelihood through integrated programmes

362 | P a g e

Priority Area Performance Objective

(PO)

Key Performance Indicator


Output Indicators


Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

HIV/AIDS Create an environment

with clear regulatory framework

Number of activities initiated

to develop the implementation

Operational Plan (IOP) for 2017-

2022 AIDS, Strategy, adopted

by Council implemented

1 Developed 2012-2016 HIV/AIDS Strategy

Developed IOP in line with 2017-

2022 AIDS Strategy by

December 2017

Clear implementation guidelines on

HIV/AIDS programmes

The Draft Implementation Plan was developed by June 2018.

NOT ACHIEVED

Draft Implementation Plan

(Attendance registers)

ANNEXURE F9

Implementation Plan for the

Mpumalanga Province and

Nkangala District were

received late not yet developed.

The development of the IOP will be

expedited in the new financial

year

Council Resolution

HIV/AIDS Create an environment

with clear regulatory framework

HIV Counselling and Testing (HCT)

Campaigns.

4 HIV/AIDS activities

Implemented by June 2017

Implementation of the 2017-2022

HIV/AIDS Operational Plan by March 2018

(The treatment target i.e 90%

diagnosed, 90% on treatment and

90% virally suppressed.

Clear implementation guidelines on

HIV/AIDS programmes

Implementation of the 2017 - 2022 HIV/AIDS Operational Plan was done.

HCT Conducted on the 29/03/2018 at Themba Sinamela Stadium

ACHIEVED

Programs

Attendance Register

Reports

ANNEXURE F10

N/A N/A Programs

Attendance Register

Reports

363 | P a g e



High level Strategic Alignment References: Vision 2040 2022 Strategic Objective: Coordinate sustainable social livelihood through developmental programmes


Key Performance

Indicator


Output Indicators


Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Youth Development


youth

Number of social programs

initiated and implemented to

address the well-being of

youth.

14 programs implemented by June 2017

12 programs to be implemented address the wellbeing of youth by June 2018 (Mayoral Games

Sport Development games

Indigenous games

Programmes initiated and

implemented to address the

wellbeing of the youth

19 Programmes were implemented to address the wellbeing of the youth by June 2018

- Doornkop Sport Council Games

- Mphanama Sport council Tennis clinic

- NDM mayoral games - Mayoral excellence

awards - Kwazamokuhle fun

day - Hospital visit - Annual Cross over

festival - Local Drug Action

Committee revival - School shoes drive

Programs

Attendance Register

Reports

N/A N/A Programs

Attendance Register

Reports

364 | P a g e





Key Performance

Indicator


Output Indicators


Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Dialogues and Debates)

- Youth dialogue/interaction

- SAYC assembly - Chess Development

tournament - Indigenous game - Sports Boxing day - Launching of the

month programme - Drugs and substance

abuse outreach - Youth outreach march - January CHE

performing arts festival

- Youth summit and SAYC assembly

ACHIEVED

ANNEXURE F11

Youth Development


youth

Number of programmes

created to assist youth in

improving their livelihoods.

10 programmes implanted by June 2017

6

educational programmes implemented by June 2018

Programmes created to assist the youth in improving

their livelihoods

13 programmes were implemented as follows:

- School Visits with NYDA

Programs

Attendance Register

Reports

N/A N/A Programs

Attendance Register

Reports

365 | P a g e





Key Performance

Indicator


Output Indicators


Evidence

(annexure)


ce

Corrective Measure

PLANNED POE

Bursaries

Learner -ships

Entrepreneur development workshops

Road shows

Career expo

Skills development Training

- Save the Children Campaign with education and enterprise trust

– NYDA entrepreneur training

- Academic awards - Bursary handover - Vitovian bursary drive - NYS recruitment

drive - Glencore 9 trained for

drivers - NYDA Entrepreneur

Training - MRTT Skills training - SYB training - Job preparedness

workshop - STLM Sport council

capacity building workshop

ACHIEVED

ANNEXURE F12

366 | P a g e

____________________________________________

B KHENISA

ACTING MUNICIPAL MANAGER

367 | P a g e

KEY PERFORMANCE AREA TARGET TARGET ACHIEVED TARGET NOT ACHIEVED

GOOD GOVENANCE & PUBLIC PARTICIPATION

18

17

94.44% 1

5.55%

MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

8 7 87.50% 1 12.50%

FINANCIAL VIABILITY AND SUSTAINABILITY

13 8 66.67% 5

33.33%

LOCAL ECONOMIC DEVELOPMENT 4 3 75.00% 1 25.00%

SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

24

18

75% 6 25%

SPATIAL PLANNING AND COMMUNITY DEVELOPMENT

12

8

66.66% 4

33.33%

TOTALS 79 61 77.55% 18 22.45%

368 | P a g e