1. purpose of the sdbip · web viewchief albert luthuli municipality the transparent, innovative...
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Chief Albert Luthuli MunicipalityThe transparent, innovative and developmental municipality
that improves the quality of life of its people
2016-17 QUARTER 1PERFORMANCE REPORT
TABLE OF CONTENT 1. PURPOSE OF THE SDBIP...........................................................................................................1
2. Background.......................................................................................................................................1
3. Monitoring and Evaluation..................................................................................................................3
4. Strategic Focus of Local Government...................................................................................................4
5. Financial Plan...........................................................................................................................5
6. SERVICE DELIVERY TARGETS AND PERFORMANCE INDICATORS...............................................6
6.1 KPA : MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT....................................6
6.2 KPA: BASIC SERVICE DELIVERY: CREATING DECENT LIVING CONDITIONS FOR OUR
COMMUNITIES......................................................................................................................................12
6.4 KPA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION - CORPORATE SERVICES...................17
6.5 KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT.........................................................23
KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT.................................................................23
1. PURPOSE OF THE SDBIP
The Service Delivery and Budget Implementation Plan (SDBIP) 2016/17 is a detailed plan for implementing the delivery of services and the budget for the 2016/17 financial year according to the Local Government: Municipal Finance Management Act, 2003 (Act No 56 of 2003). It is based on the Council approved revised IDP and MTREF. The SDBIP therefore serves as a contract between the administration, Council and the community expressing the goals and objectives set by the Council as quantifiable outcomes that can be implemented by the administration over the next twelve months. The SDBIP facilitates the process of holding management accountable for their performance. It provides the basis for measuring performance in the delivery of services. The Local Government: Municipal Finance Management Act, 2003 (Act No 56 of 2003) requires the following to be included in the SDBIP of a municipality:
a) Monthly projections of revenue to be collected for each sourceb) Monthly projections of expenditure (operating and capital) and revenue for each votec) Quarterly projections of service delivery targets and performance for each voted) Ward information for expenditure and service deliverye) Detailed capital works plan allocated by ward over three years.
2. Background
The Local Government: Municipal Finance Management Act, 2003 (Act No 56 of 2003) prescribes that each municipality must compile a SDBIP. The mayor of the municipality is required to approve the SDBIP within 28 days after the approval of the budget and table the same at a municipal council meeting, and make the document public no later than 14 days after approval of the information.
The National Treasury MFMA Circular No 13 further states that the SDBIP is a layered plan - once the top layer targets have been set, as in this document, the various departments of the municipality develop the next lower level.
The organisation of the SDBIP is in terms of the following prescribed key performance areas (KPAs):
Basic Service Delivery Municipal Institutional Development and Transformation Local Economic Development (LED) Municipal Financial Viability and Management Good Governance and Public Participation.
The Context of the SDBIP
Municipal strategic planning forms an integral part of the municipality’s annual IDP review and alignment, and budget preparation processes. In turn these processes, in essence, are part of the broader system of performance management within the municipality.
The following figure illustrates the link between and the sequence from the IDP, strategic planning, budget, SDBIP, PMS up to the annual report.
1
Performance Management System
Chief Albert Luthuli Local Municipal Council has approved a Performance Management System Framework (PMSF) during the 2016-17 financial year. The Performance Management System provides for quarterly and mid-year performance reporting and reviews on the implementation of the SDBIP.
A performance management system is a systematic approach that aligns performance at all levels of an organisation to achieve strategic objectives. It uses measurements to understand, predict and improve organisational performance. The three major components in a typical performance management system are an integrated set of key performance indicators (KPIs) linked to the strategic objectives of the organisation.
Targets are set for each KPA. Key performance indicators (KPIs) are meant to quantify objectives to make them measurable, which is an easy way to navigate service delivery, and to determine if Strategic Objectives were realised or achieved.
Reasons for implementing the Performance Management System (PMS) include the following:
What gets measured, gets done People will do what they are measured and rewarded for
2
IDP (annual review and alignment)
Operational Plans (strategic planning)
Budget
SDBIP
PMS(Annual Performance Agreements)
Annual Report
Institutional Framework
Performance management follows a process with the following activities:
(1) Planning
Planning entails the process of balanced scorecard design and target setting (SDBIP). The planning process is informed by the Integrated Development Plan (IDP). A performance plan should be finalised at the latest by 30 June so that when the new financial year starts, the performance plan can then be implemented.
Measuring
Performance measurement refers to the use of performance indicators to assess and present the performance level of the municipality. Measurement will entail the following:
Collection of actual performance data Verification of the accuracy of the data Validation of the data with the supervisor Entering the data in the balanced scorecard reporting table
(2) Review
Identify strengths, weaknesses, opportunities and threats
Review the Key Performance Indicators Allow community participation
As part of the review process, the scorecard (SDBIP) should be audited by the Performance Audit Committee.
The audit must include assessments of the functionality of the municipality’s performance management system, whether the performance management system complies with the Act, and the extent to which the municipality’s performance measurements are reliable in measuring performance of the municipality’s indicators.
Monitoring, Reporting and Review
Monitoring entails a continuous assessment of how the municipality is performing against the set targets. Monitoring will enable the municipality to know in advance whether the targets will be achieved or not, and as a result, put in place corrective measures (if applicable) to ensure that the targets are met.
On the other hand, reporting refers to the process of communicating how well the municipality has performed. To this end, performance reports are prepared, submitted to the relevant structure or body and a discussion is held.
The balanced scorecard (SDBIP) will be reviewed once a quarter. Four performance reports should be produced in a year, one every quarter.
The Performance Audit Committee will review the performance reports at least twice a year. At the end of the financial year, an annual performance review will be undertaken to review performance over the entire year. The results of this review will form part of the Annual Report, as well as serve as the basis for determining the amount of bonus to be paid (where applicable).
3. Monitoring and Evaluation
Chief Albert Luthuli Local Municipal Council has approved a Performance Management System Framework (PMSF) in the 2016-17 financial year, which provides for a performance management system. The performance management system provides for quarterly and mid-year performance reporting and reviews on the implementation of the SDBIP.
4. Strategic Focus of Local Government
In January 2010, Cabinet adopted twelve outcomes within which to frame service delivery priorities and targets as per National Treasury MFMA Circulars No 54 and 55.
3
The key focus areas and service delivery targets for the 2016/17 financial year are outlined in the following sections of this plan.
(1) Improve the quality of basic education
Participating in needs assessments Identifying appropriate land Facilitating zoning and planning processes Facilitate the eradication of municipal service backlogs in schools by extending appropriate bulk
infrastructure and installing connections
(2) Improve health and life expectancy
This function was transferred to Province, the municipality only deals with awareness Strengthen effectiveness of health services by specifically enhancing treatment of TB and
expanding HIV and AIDS prevention and treatment Continue to improve community health within the municipality Serve infrastructure by providing clean water, sanitation and waste removal services
(3) All people in South Africa protected and feel safe
Facilitate the development of safer communities through better planning and enforcement of municipal by-laws
Direct the traffic control function towards policing high risk violations rather than revenue collection Metro / municipal police services should contribute by:
- Increasing police personnel;- Improving collaboration with SAPS;- Ensuring rapid response reported crimes.
(4) Decent employment through inclusive economic growth
Create an enabling environment for investment by streamlining planning application processes Ensure proper maintenance and rehabilitation of essential services infrastructure Design service delivery processes to be labour intensive Improve procurement systems to eliminate corruption and ensure value for money Utilise community structures to provide services
(5) A skilled and capable workforce to support inclusive growth
Develop and extend intern and work experience programs in municipalities Link municipal procurement to skills development initiatives
(6) An efficient, competitive and responsive economic infrastructure network
Ring-fence water, electricity and sanitation functions so as to facilitate cost reflecting pricing of these services
Ensure urban spatial plans provide for communal rail corridors, as well as other modes of public transport
Maintain and expand water purification works and wastewater treatment works in line with growing demand.
4
(7) Vibrant, equitable, and sustainable rural communities and food security
Facilitate the development of local markets for agricultural produce Improve transport links with urban centres so as to ensure better economic integration Promote home production to enhance food security Ensure effective spending of grants for funding extension of access to basic services
(8) Sustainable human settlements and improved quality of household life
Develop spatial plans to ensure new housing developments are in line with national policy on integrated human settlements
Participate in the identification of suitable land for social housing Ensure capital budgets are appropriately prioritised to maintain existing services and extend
services
(9) A responsive and accountable, effective and efficient local government system
Adopt IDP planning processes appropriate to the capacity and sophistication of the municipality Implement the community work program Ensure ward committees are representative and fully involved in community consultation processes
around the IDP, budget and other strategic service delivery issues Improve municipal financial and administrative capacity by implementing competency norms and
standards, and acting against incompetence and corruption
(10) Protection and enhancement of environmental assets and natural resources
Develop and implement water management plans to reduce water losses Ensure effectiveness, maintenance and rehabilitation of infrastructure Ensure proper management of municipal commonage and urban open spaces Ensure development does not take place on wetlands
(11) A better South Africa, a better and safer Africa and world – better local municipality
The role of local government is fairly limited in this area, thus we concentrate on:- Ensuring basic infrastructure is in place and properly maintained- Creating an enabling environment for investment
(12) A development orientated public service and inclusive citizenship
Continue to develop performance monitoring and management systems Comply with legal financial reporting requirements Review municipal expenditures to eliminate wastage Ensure council behaves in ways to restore community trust in local government
5. Financial Plan
Introduction
The financial plan of Chief Albert Luthuli Local Municipality is presented in this section. The financial plan comprises:
(a) Financial projections for each month of revenue to be collected by source; and operational and capital expenditure, by vote (included in the SDBIP approved by the Executive Mayor);
(b) Service delivery targets and performance indicators for each quarter.
5
6. SERVICE DELIVERY TARGETS AND PERFORMANCE INDICATORS
6.1 KPA : MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
Objective 1: To provide democratic and accountable government for local communitiesObjective 5: To encourage the involvement of communities and community organisations on matters of local government
Goal 1: To ensure municipal transformation and organisational development in line with the MSA (Act No 32 of 2000) and MFMA (Act No 56 of 2003) and the Performance Regulations on the MSA; and provide strategic leadership and direction
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Data Source EvidencePerformance
Indicator Outcome Impact Output Measure Target Actual
PerformanceKPA : MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
1 OFFICE OF THE MUNICIPAL MANAGER : PERFORMANCE MANAGEMENT SYSTEM PERSON RESPONSIBLE - MANAGER: PERFORMANCE MANAGEMENT SYSTEM (PMS)
PMS
Polic
y Fr
amew
ork
To adopt a PMS Policy Framework in order to guide and improve performance
Reviewed PMS Policy Framework adopted by Council in Quarter 1
Outcome 9: Responsive, accountable, effective and efficient local government system
100% compliance with Chapter 6 of the MSA
Number of performance assessments conducted Compliance to section 38-41 of the MSA and Chapter 12 of the MFMA Performance Regulations 2001, 2006 (as amended)
None Last review of PMS Policy Framework in 2015/16
Reviewed PMS Policy Framework for 2016/17
Quarterly •Review and have PMS Policy Framework approved
•PMS Framework approved in Septemb 2016
Achieved
None None Council resolution
Report approved and Council resolution on the reviewed PMS Policy Framework
Perfo
rman
ce
Agre
emen
ts
To have performance agreements of MSA S57/54 managers signed annually
Number of performance agreements of MSA S57/54 managers signed by 30 July
100% compliance with Chapter 6 of the MSAPerformance agreements for newly appointees signed within 60 days
Adherence to the MSA Performance Regulations 2006 (as amended)
Number and date of performance agreementsPerformance agreements for all existing MSA S54 and S57 managers signed within 30 days in terms of MSA S57 within the prescribed timeframe
None 7 signed performance agreements annually
7 signed performance agreements by 30 July
Quarterly •7 signed performance agreements
•7 performance agreements signed in July 2016and copies submitted to Council and COGTAAchieved
None None Proof of submission to CoGTA and posted on the municipal website
Hard copies of 7 signed performance agreements Proof of submission to COGTA and municipal website
Back
to
Basi
cs To monthly
report on the Back to Basics Report
Number of reports
For efficiency on the department
Compliance with the circular
12 reports 12 reports 12 reports Monthly •3 reports •Submitted 3 monthly Back to Basics reports
Achieved
None None Report Em`ail-sent
IMSP
To compile the IMSP report on a quarterly basis
Number of quarterly reports produced
For efficiency on the department
Compliance Quarterly submissions
2 quarterly reports
4 quarterly reports
Quarterly •1 report •the report will be submitted during the second quarter
The was due after the end of
the quarter
It wiil be auctioned during the
second quarter
Report Email-sent
6
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Data Source EvidencePerformance
Indicator Outcome Impact Output Measure Target Actual
Performance
KPA : MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
2 DEPARTMENT CORPORATE SERVICE
Human Resources PERSON RESPONSIBLE - DIRECTOR: CORPORATE SERVICES
Labo
ur
Rela
tions
Maintain labour relations between the employer and employee
Number of LLF meetings held
Outcome 12: An efficient, effective and development oriented public service
Sound relations at the workplace
Labour Relations ActOrganisatio-nal Rights Agreement (SALGBC)Collective Agreements (SALGBC)
None 12 LLF meetings
12 LLF meetings
Quarterly 3 LLF meetings 2 Local Labour Forum meetings held. 1 LLF sub-committee meeting held.
None N/A N/A Agenda and minutes
Skill
s De
velo
pmen
t
Spend 1% of the total municipal budget on training of skills
Percentage (%) of the municipality’s total budget actually spent on implementing the Workplace Skills Plan (WSP)
Outcome 5: Skilled, capable workforce with minimum competency requirements(S54A/S57 managers)
Number of officials and Councillors capacitated in terms of the WSP with improved service delivery
Number trained Skills Development Act; (Skills Development Levies and SAQA Acts / Regulations / Strategies)
(Vote) 1% of 2015/16 total budget
1% of 2016/17 total budget spent (R336,128)
Quarterly •10 officials 10 councillors•Applications submitted
22 officials trained on various training interventions. 30 Councillors attended the SALGA Induction Programme.
None N/A N/A Results
Skill
s De
velo
pmen
t
Submit the WSP to LGSETA annually before June
WSP submitted to LGSETA by 30 June annually
•Outcome 5: Skilled and capable workforce•Outcome 12: An efficient, effective and development oriented public service
•Skills Development Act (Skills Development Levies and SAQA Acts / Regulations / Strategies)•MFMA (2003)•LRA (1995)•Organisational Rights Agreement (SALGBC) •Collective Agreements (SALGBC)
Report submitted on time WSP submitted to LGSETA by 30 June
R527 2000101/44150301/4523
WSP submitted by 30 June
WSP submitted to LGSETA by 30 June
Quarterly Implement the WSP
WSP and ATR submitted to LGSETA.
None N/A N/A Acknowledgement letter
7
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Data Source EvidencePerformance
Indicator Outcome Impact Output Measure Target Actual
PerformanceMeet the equity target as prescribed in the Employment Equity Act
Number of people from employment equity target groups employed in the three highest levels of manage-ment
•Outcome 4: Decent employment through inclusive economic growth•Uninterrupted service delivery
MSA S54A, S56, S55
Compliance with the municipality’s approved Employment Equity Plan / maintained equity targets
None •17 high level posts•Employ persons living with disability
•Number targeted in 2016/17•Employ 1 person living with disability
Quarterly •Organogram•Adverts
No activity during this quarter under review.
No recruitment conducted
N/A N/A N/A
Empl
oym
ent
Equi
ty
Fill all critical and prioritised posts within 3 months(90 days) as required
Number of critical posts filled
MSA S54A, S56, S55
•Outcome 5: Skilled and capable workforce•Outcome 12: An efficient, effective and development oriented public service
Posts filled in terms of the regulated MFMA and MSA Minimum Competency Requirements
Operational Budget
•Municipal Manager•CFO•Director: Technical Services•MSA S56 (6)
Posts filled within 90 days
Quarterly •Adverts •Per need
No activity during this quarter under review.
No recruitment conducted
N/A N/A N/A
Recr
uitm
ent
Fill all critical and prioritised posts within 3 months(90 days) as required
Number of critical posts filled
MSA S54A, S56, S55
•Outcome 5: Skilled and capable workforce•Outcome 12: An efficient, effective and development oriented public service
Posts filled in terms of the regulated MFMA and MSA Minimum Competency Requirements
Operational Budget
•Municipal Manager•CFO•Director: Technical Services•MSA S56 (6)
Posts filled within 90 days
Quarterly •Adverts •Per need
The positions of Revenue Accountant, Senior Cashier, MRTT Learners, EPWP and War on Water Leaks were advertised.
Interviews were postponed for Revenue Accountant and Senior Cashier.
N/A N/A Appointment letters.
LEGA
LLi
tigat
ions
Provide high quality legal services
Number of cases against Council
Reduced legal costs of cases against Council
Management of litigations
Number of cases attended
R850 0000301/4523
10 cases attended
Responses filed within 14 days
of receipt
Quarterly Provide/filelegal counsel within 14 days
of receipt
Attended consultation with Senior Counsel in Tshwane on the I@ Consulting matter. Five (5) letters of demand received. Attended a consultation with Council Attorneys in Ermelo on the Sifiso Thela matter.
N/A N/A N/A Letters.
8
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Data Source EvidencePerformance
Indicator Outcome Impact Output Measure Target Actual
PerformanceNumber of disciplinary cases instituted
Order and discipline
Sound relations Number of cases
Operational Per need Quarterly •25% Three (3) disciplinary hearings conducted. Two (2) arbitration hearing cases conducted. On (1) conciliation hearing case attended and one (1) grievance hearing conducted during this quarter under review.
N/A N/A N/A Notices and awards.
LEGA
LGu
idan
ce a
nd
Opin
ions
Provide high quality legal services and guidance to Council and ensure legal compliance
Number of cases on which Council was advised accurately and won - against cases
Management of litigations and proactive advice to Council
% of legal cases against Council attended
Number of cases attended
OperationalBudget
9 cases attended in 2015/16
50% of all legal activities performed internally June 2016
Quarterly Attend 5% of legal cases instituted against Council
None There are no new cases against, except the letters od demand.
N/A N/A None
By-la
ws a
ndPo
licie
s
Review a number of by-laws, develop new by-laws, and promul-gate by-laws
Number of by-laws promul-gated
Effective and proper regulation of municipal space and working environment
Compliance Number of by-laws drafted annually
None 5 by-laws,not promulgated
Promulgate 1 by-law
Quarterly Submit 1 by-law No activity during this quarter under review.
Review a number of policies, and develop new policies
Number of policies developed and reviewed
Number of policies reviewed and drafted annually
HR policies reviewed in 2015/16
•Review 17 HR polices•5 budget- related policiesreviewed and approved
Quarterly Submit 6reviewed HR policies
No activity during this quarter under review.
KPA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT3 DEPARTMENT Public safety
PERSON RESPONSIBLE - DIRECTOR: Public safety
FIRE
AND
RE
SCUE
Awareness campaigns
Number of awareness campaigns
Community education
Minimise fire incidents
Safe communities
R2300000505/4487
3 4 Quarterly 1 2 awareness13 house fire
39 MVA56 VELDT
None None Reports
DEPARTMENT COMMUNITY SERVICES
9
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Data Source EvidencePerformance
Indicator Outcome Impact Output Measure Target Actual
PerformancePERSON RESPONSIBLE - DIRECTOR: COMMUNITY
Cultu
re,
Spor
t an
d Re
crea
tion
Promote of sports and culture development in the community
Number of sports and cultural events organised for the community
Sport and culture promoted
Physically active youth
Number of sports and cultural events organised for the community
R180 000(0401/4507)
2 events 2 events Annually 1 event 1 event sport was organised
None None Register Report/invites
Libr
ary
Provide library services daily
Library services available from Monday to Friday in all 7 libraries
Available library services
Literate community
Library services available from Monday to Friday in all 7 libraries
R1 284 624(0403)
Service available daily from 08:00 to 16:00
Service available daily from 08:00 to 16:00, Monday to Friday
MonthlyQuarterly
Service available daily from 08:00 to 16:00, Monday to Friday
All library were function
operating
None None Report Report
KPA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT 4 DEPARTMENT TECHNICAL SERVICES
PERSON RESPONSIBLE - DIRECTOR: TECHNICAL SERVICES
Deve
lopm
ent o
f M
aste
r and
Sec
tor
Plan
s
To develop an Electricity Master Plan
Credible Electricity Master Plan
Completed Electricity Master Plan
Provide understanding on the status of electricity infrastructure and quantify-cation of the maintenance backlog
R250,0000630/4223
Roads and Stormwater Master Plan developed
Complete Electricity Master Plan
•Planning phase•Appoint service providerR100 000
The plan is being done by the service provider a draft is in place
None None Draft plan Draft plan
10
6.2 KPA: BASIC SERVICE DELIVERY: CREATING DECENT LIVING CONDITIONS FOR OUR COMMUNITIES
Objective 2: To ensure the provision of services to communities in a sustainable manner
Goal 2 : To render basic services delivery and project implementation in terms of the MSA, the MFMA, other MFMA Regulations
PriorityArea
StrategicObjective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Annual Target Frequency
2016/17 Quarter 1 Reasons
for DeviationSteps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
KPA: BASIC SERVICE DELIVERY 1 DEPARTMENT TECHNICAL SERVICES
PERSON RESPONSIBLE - DIRECTOR: TECHNICAL SERVICES
Wat
er:
Prov
isio
n of
Pot
able
Wat
er
Provide access to basic water services within the RDP standard
Number of households provided with potable water within the RDP standard
Sustainable provision of potable water within the RDP standard
Sustained access to basic water services
Number of households provided with water within the RDP standard
R5 500 000(0640/4417)
39 016 households
39 016 households
Monthly 95% 95% None None Log sheets Log sheets
Provide free basic water services to registered indigent households earning less than R1.100 per month
Number of registered indigent households receiving free basic water (6 Kl) per month
Sustainable provision of potable water to registered indigent households
Sustained access to basic water services
Number of registered indigent households provided with water
Finance 47 706 households
47 706households
Monthly 7 525 households
7 525 households
None None Indigent register Municipal bills
Provide potable water to households outside the water network
Number of loads supplied
8 690 households in deep rural areas supplied through water tankers
Improved service and access to water
Number of loads supplied
R3 000 000(0640/4237)
8 690 households
8 loads/day by 9 water tankers
Monthly 8 690 households
8 690 households
None None SDBIP Delivery log sheet
Wat
er:
Wat
er Q
ualit
y Monitor water quality
Number of samples taken per month
Monthly water quality monitoring as per monitoring schedule
Compliance with Blue and Green Drop requirements
520 samples R300 000(0640/4407)
480 samples 520 samples Monthly Collect and analyse130 water samples
144 Samples None None SDBIP Water quality results report
Elec
trici
ty:
Acce
ss to
El
ectri
city
and
M
aint
enan
ce
Maintain electricity infrastructure
Number of electrical infrastructure inspected / maintained / repaired
Outcome 6: An efficient, competitive and responsive economic infrastructure network
Reliable and safe supply to prolong life of equipment according to NERSA license
Fully functional, electricity-related infrastructure / equipment
R750 000 (0630/3805)
15km network Inspect / repair / maintain •5km network • 5 RMUs•10 kiosks •3 transformers and sub-stations
MonthlyQuarterly
Inspect / repair / maintain 5km network, 5 transformers
6.3Km Network27 Transformer
None None SDBIP Log sheetsJob cards
11
PriorityArea
StrategicObjective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Annual Target Frequency
2016/17 Quarter 1 Reasons
for DeviationSteps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Elec
trici
ty:
Acce
ss to
Ele
ctric
ity
and
Mai
nten
ance
Provide free basic electricity services to registered indigent households earning less than R1.100 per month
Number of registered indigent households receiving free basic electricity services per month
Sustainable provision of electricity to registered indigent households
Sustained access to basic electricity services
Number of indigent households receiving free basic electricity servicesBudget spent on vouchers 50kwh of electricity provided per household per month
CFO 7 525 households
7 525 households
Quarterly Provide 7 525
households
Provide 7 525
households
None None Indigent register Municipal bills
Road
s:Ac
cess
to R
oads
an
d M
aint
enan
ce
Maintain roads Number of kilometers of road gravelled and graded / bladed
Improved access to road infrastructure
Improved structure of gravel roads and safety of road users
Kilometers of gravel roads maintained
R800 000(0620/3829)
600km 400km MonthlyQuarterly
100km 61km Recurring breakdown of
graders
Requested assistance from
GSDM
SDBIP Log sheets
m2 area of road surface repaired
Well maintained roads increasing the lifespan
Safe road infrastructure and prolonged lifespan
m2 of paved roads maintained
80m2 roads resealed / patched
200m2 MonthlyQuarterly
50m2 0 There were no defects that
developed on surfaced roads that required
attention. This is a reactive maintenance
activity
None SDBIP Job Cards
KPA: BASIC SERVICE DELIVERY
2 DEPARTMENT PROJECT MANAGEMENT
RESPONSIBLE PERSON - MANAGER: PROJECT MANAGEMENT UNITThrough this unit the municipality has brought about an improved infrastructure development, the development of these various infrastructure projects they range from, water related infrastructure like, Water Treatment Plants, Sewer network or sanitation projects, roads and electricity projects.The unit is mainly responsible for monitoring of new projects from the first phase of the projects until to completion of the projects, various projects officers are deployed at various projects to ensure that the there is successful implementation of the projects, the unit is responsible for capital projects of the municipality that are mainly funded through the Municipal Infrastructure grant( MIG) and other conditional grants , the municipality has performed well in the year before last (2012/2013) it had managed to use the 100% of the Grant allocated, after the projects are completed they are handed over to the Department of Technical services for use and maintenance.
Back
log
Infra
stru
ctur
e de
velo
pmen
t an
d se
rvic
e de
liver
y
Provide better access to water, Sanitation and Electricity
Eradication of backlogs to Basic Water, Sanitation and Electricity
Number of households benefiting from access to water
Improved access to water
R23 000 000Finance
975 households 980 households R3 000 000 Submission of Implemen-tation Plan
0 Submission of Implemen-tation
Plan
- - Implementation plan
Signed off implementation
plan
Provide access to water to communities
Eradication of backlogs
Number of households benefiting from access to basic sanitation
New access to sanitation
R27 770 000Finance
1 200 households
1 250 households
R770 000 Submission of Implemen-tation Plan
0 Submission of Implemen-tation
Plan
- - Implementation plan
Signed off implementation
plan
12
PriorityArea
StrategicObjective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Annual Target Frequency
2016/17 Quarter 1 Reasons
for DeviationSteps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Prov
isio
n of
Publ
ic
Faci
litie
s
Number of sanitation projects monitored
Number of households benefiting from access to basic electricity
New access to basic electricity
R3 958 000Finance
247 households 115 households R958 000 Submission of Implemen-tation Plan
0 Submission of Implemen-tation
Plan
- - Implementation plan
Signed off implementation
plan
Publ
ic
Faci
litie
s
Provide public facilities
Number of public facilities projects monitored
Number of households benefiting from new access to public facilities
Access to new/ improved public facilities (Taxi Ranks, Sports Field, Palisade Fencing)
R20 917 150Finance
36 635 households
36 635 households
R917 150 Submission of Implemen-tation Plan
Submission of Implemen-tation
Plan
- - Implementation plan
Signed off implementation
plan
KPA : BASIC SERVICE DELIVERY3 DEPARTMENT PLANNING AND ECONOMIC DEVELOPMENT (PED)
PERSON RESPONSIBLE - DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT
Town
Pla
nnin
gHu
man
Set
tlem
ents
Monitor the formulation of the Spatial Development Framework (SDF) and Land Use Management System (LUMS)
Number of communica-tions between COGTA and the Municipality
Reports SDF and LUMS developed
Reviewed SDF aligned with the SPLUMA and SPLUM By-Law
Funded by COGTA
New baseline 4 reports on SDF and LUMS progress
Quarterly 1 report on SDF and LUMS progress
The service provider,
I@Consulting was appointed in Agust 2016
for the review of the SDF.
An inception meeting was held on 15
September with the service provider,
municipality and COGTA.
None None Appointment letter of the service provider.
Attendances register.
Inception report
Monitor new human settlement allocation
Number of housing units monitored
Reduce housing backlog
Improve standard of living
114 housing units monitored
Funded by DHS 521 housing units allocated
114 housing units monitored
Quarterly 1 quarterly report on 346 housing units monitored
A list of beneficiaries
was submitted to DHS for
consideration
None A letter of enquiry has be been written to DHS regarding the latest development on the appointment of the service provider
List of beneficiaries submitted to DHS for consideration
Letter of enquiry sent to DHS
13
PriorityArea
StrategicObjective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Annual Target Frequency
2016/17 Quarter 1 Reasons
for DeviationSteps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Number of housing units monitored
Reduce housing backlog
Improve standard of living
232 housing units allocated
Funded by DHS 232 housing units monitored
Quarterly 1 quarterly report on 232 housing units monitored
A list of beneficiaries has been retrieved from the NHNR
Beneficiaries are being verified on sites for submission to DHS
none None List of beneficiaries retrieve from NHNR for verification
List of beneficiaries already submitted to DHS consideration
Upgrade informal settlements – Silobela Ext 3 and 4
Number of title deeds transferred to eligible beneficiaries
Reduce housing backlog
Improve standard of living
93 title deeds transferred to eligible beneficiaries
Funded by DHS None 93 title deeds transferred to eligible beneficiaries
Quarterly 1 quarterly report on 93 title deeds transferred
290 Title Deeds Issued to beneficiaries
none None Attendance Register
KPA : BASIC SERVICE DELIVERY
4 DEPARTMENT - COMMUNITY SERVICES
PERSON RESPONSIBLE - DIRECTOR: COMMUNITY SERVICES
Was
teM
anag
eme
nt
Provide refuse removal services per week
Number of refuse bins/bags collected weekly
Refuse removal service provided
Clean environment
Number of households receiving the
refuse removal service per
week
R9 200 440(0450)
12 853 households received weekly waste removal in 5 units
Weekly refuse removal to all 12853 households
Weekly Weekly refuse removal to all 12 853 households
8900 benefited Breakdown of plant
Review approach
Fleet report Report
Free
Bas
ic
Was
te S
ervi
ce
Provide refuse removal service at a discounted rate to indigent households (households earning less than R2300 per month)
Number of indigent households with access to the discounted refuse removal services
Provision of Refuse Removal to Indigent Households
Approved and updated indigent register
Number of indigent households with access to the discounted refuse removal service
3225households
3500 households
Weekly 3 500households
2775 benefited Not correctly captured on
indigent register
Review target Finance data Register
Disp
osal
Site
s
Maintain disposal sites
Number of disposal sites maintained
Compliant landfill sites
•Number of disposal sites•Clean environment •Waste Act (2008)•National Domestic Waste Collection Standard (2011)
% of disposal sites maintain-ed
(0450) 5 disposal sites maintained
weekly
5 disposal sites maintained
weekly
Quarterly Maintain5 disposal sites
weekly
5 disposals sites attended
None None Report Report
14
PriorityArea
StrategicObjective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17Annual Target Frequency
2016/17 Quarter 1 Reasons
for DeviationSteps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Cem
eter
ies
and
Park
s
Provide cemetery services
Number of cemeteries maintained and the availability of graves
Number of spatially defined areas where the remains of dead people are buried or otherwise interred
Healthy environment and dignified cemeteries
Number of cemeteries and the burials done
R6 94 ,590(0405)(0411)
5 cemeteries 5 cemeteries Weekly Maintain5 cemeteries
5 cemeteries None None Report Report
Envi
ronm
enta
l He
alth
Enforce environmental health laws / by-laws
Number of health / hygiene inspections conducted at food outlets and shops
Outcome 10 : Protect and enhance environment assets and natural resources
Clean environ-ment, reduced health hazards, diseases
Number of inspections / enforcements conducted at various facilities
GSDM 240 inspections
240 inspections MonthlyQuarterly
Conduct60 inspections
None inspection Moved to district function
Review
KPA : BASIC SERVICE DELIVERY
5 DEPARTMENT PUBLIC SAFETY
PERSON RESPONSIBLE - DIRECTOR: PUBLIC SAFETY
TRAF
FIC
AND
LAW
EN
FORC
EMEN
T
Provide visible policing and law enforcement
Number of summons issued
Different law enforcement activities
Ensure safety Improve road safety
(0511/4525)(0511/4515)(0511/4487)
2900 summonses
3000 summonses
Quarterly 750 summonses
478 summonses12666- TMT
NONE None reports
Provide traffic calming measures
Number of speed humps / control measures built
Suitable control measures
Reduction to overspending
Safe environment
R2000000511/6015
8 10 Quarterly 3 5 hotspots
2speed humps
None None Reports
6.3 KPA : LOCAL ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT
Objective 3: To promote social and economic development
Goal 3 : To provide or promote sustainable livelihoods through socio-economic development and other related services
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16 Baseline
2016/17Annual Budget
Frequency2016/17
Quarter 1 Reasons for Deviation
Steps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
1 LED DEPARTMENT PLANNING AND ECONOMIC DEVELOPMENTGrow local economy RESPONSIBLE PERSON - DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT (PED)
15
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16 Baseline
2016/17Annual Budget
Frequency2016/17
Quarter 1 Reasons for Deviation
Steps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Loca
l Eco
nom
ic D
evel
opm
ent
LED
Develop a 5-year LED Strategy
Number of communica-tions between COGTA, District and the Municipality on progress
•Support SMMEs and Co-operatives to reduce un-employment, poverty and inequalities•Outcome 7: Vibrant equitable, sustainable rural commu-nities contribu-ting towards food security for all
•Improved economic activities in the municipal area•Outcome 4: Decent employment through inclusive economic growth
Facilitate the implementation of 4 projectsidentified in the LED Strategy
Operational budget
Approved LED Strategy
4 progress reports on LED Strategy development
Quarterly 1 progress report on LED Strategy development
Terms of reference developed and submitted to Supply Chain Management unit
None None Led strategy Copy of ToR
Support local SMMEs and Co-operatives to reduce un-employment, poverty and inequalities
Number of local SMMEs and Co-operatives supported
•Support SMMEs and Co-operatives to reduce un-employment, poverty and inequalities•Outcome 7: Vibrant equitable, sustainable rural commu-nities contribu-ting towards food security for all
•Improved economic activities in the municipal area•Outcome 4: Decent employment through inclusive economic growth
Number of local SMMEs and Co-operatives supported
Operational budget
28 Co-operatives /
SMMEs supported
Skills development
TrainingRegistration
Funding
4 support programs organised to support local SMMEs and Co-operatives
Quarterly Support with registration of local SMMEs and Co-operatives
6 Workshops / SMME, s, Comparatives conducted and six Cooperatives Registered.
None None List of Registered SMME
Loca
l Eco
nom
ic
Deve
lopm
ent
(LED
)
Promote sector forummeetings
Number of sector forum meetings
.
Strengthen Public-Private PartnershipsSupport SMMEs and Cooperatives to reduce un-employment, poverty and inequalities
Improve local economy in the municipal area to alleviate poverty, reduce unemployment and inequalities
4 sectors each hold a meeting per quarter (Mining, Service and Retail, Agriculture, Forestry)
Operational Budget
3 forums functional
4 forum meetings held per sector
Quarterly 4 sector meetings
Mining- Cooperatives- Tourism-
None None Attendance registers
Job
Crea
tion
Monitor the Sectors’ performance on job creation
Number of sectors met and data produced on each
Job opportunities counted
Reduce the unemploymentrate
Number of job opportunities captured / counted
Operational Budget
4 768 data captured on jobs created
Meet 3 sectors and produce data on each
Quarterly Meet Public Sector and produce data
11 957 data captured on job created through various poverty alleviation projects
None None Monthly labour reports
16
6.4 KPA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION - CORPORATE SERVICES
Goal: To ensure good governance and public participation and promote accountability in line with the MSA (2000), the MFMA (2003) and other Regulations, and Policies of Council
PriorityArea
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17 Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION1 DEPARTMENT CORPORATE SERVICES
RESPONSIBLE PERSON - DIRECTOR: CORPORATE SERVICES
Coun
cil a
ndEx
ecut
ive
Ensure that all notices and agendas are distributed in time, and all logistics provided
Number of notices, agendas issued on time and logistics provided
•Resolutions implemented•Good governance promoted through implementa-tion of Council resolutions
•Resolutions implemented and good governance promoted to improve service delivery•Oversight upheld
•Number of meetings held •Percentage (%) of resolutions passed
(0101) At least one Portfolio Committee and one Mayoral Committee meeting per month
Schedule of meetings12 notices
MonthlyQuarterly
3 notices and
3 agendas
Six (6) Council meetings heldTwo (2) Section 80 Portfolio Committee meetings heldThree (3) mayoral Committee meetings held
None N/A N/A Agenda and minutes.
Adm
inis
tratio
nan
d Re
cord
s
Render an effective administration section and records management unit
Number of records /documents management tasks completed
Implementa-tion of the File Plan / documents / information management in line with NRC /NAM
Records management principles adhered to
Compliance with the directive from Provincial Archives
Operational Budget
7 tasks/functions
7 records/documents management tasks completed
Annually Submit 3 monthly
reports
The Section recorded 1109outgoing correspondence and 220 incoming correspondence during this quarter under review.
None N/A N/A Registry book.
17
PriorityArea
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17 Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Publ
icPa
rtici
patio
n
Ensure involvement of all stake-holders in the affairs of the municipality
Number of ward meetings held
Involvement of community organisations in matters of local governance
Promotion of participatory democracy and good governance
Number of ward committee meetings held per ward
R3 200 000(0109/4527)
12 Ward Committee meetings held in 23 wards
12 Ward Committee meetings in 25 wards per month (300 meetings per annum)
MonthlyQuarterly
Hold 75 meetings
Due to the LGE 2016, no activity has taken place during this quarter under review. A programme to re-establish the Ward Committees was drawn by the Office of the Speaker. A report on the guidelines in respect of Ward Committees re-establishment was tabled in Council and was subsequently approved.
The end of term of office of the Ward Committees
A programme to fast-track the process was developed.
Guidelines from Cogta.
Council resolution.
Info
rmat
ion
and
Com
mun
icat
ion
Tech
nolo
gy(IC
T)
Render an effective ICT environment in line with the King III Report
Number of ICT Steering committee meeting held
Efficient and effective ICT
Improved service delivery
Number of ICT related services
R2 310 000(0305/4227)(0305/4427)(0305/4231)(0305/4463)(0305/3803)(0305/6013)
1 activity 4 ICT Steering Committee meetings
Monthly 1 ICT Steering Committee
meeting
Two mSCOA Steering Committee meetings held during this quarter under review.
None N/A N/A Minutes of the committee
KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION2 DEPARTMENT PLANNING AND ECONOMIC DEVELOPMENT
RESPONSIBLE PERSON - DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT
18
PriorityArea
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17 Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
INTE
GRAT
EDDE
VELO
PMEN
T PL
AN(ID
P)
Facilitate and promote integrated development and commu-nity involve-ment in the delivery of municipal services
2017/18 IDP adopted by Council
Outcomes 1-14
Integrated human settlements, access to services and efficient and effective delivery of services
MSA Chapter 5 and revised IDP Frame-work
R400 000(0701/4000)
Reviewed 2016/17 IDPNumber of
meetings per process plan
Approved IDP Quarterly Adopt Process Plan and review situational analysis
Public participation meetings were held in all wards except ward 7, and community needs were gathered ( 12/9/2016 -22/09/2016
None None Registers minutes/reports
Attendance rgisters and reports on Public participation
KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION3 DEPARTMENT PUBLIC SAFETY
RESPONSIBLE PERSON - DIRECTOR: PUBLIC SAFETY
DISA
STER
RE
COVE
RYCE
NTRE
Provision of relief materials
Relief to affected families f
Number of materials distributed
Temporary relief to affected
families
Disaster mitigation
R900 000 20 Tents 30 Blankets
15 Corrugated irons
30 Tents 50 Blankets
20 Corrugated irons
Quarterly Relief to affected families
8 Tents 140 Blankets
None None Reports
KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION4 DEPARTMENT FINANCE, BUDGET AND TREASURY
RESPONSIBLE PERSON - CHIEF FINANCIAL OFFICER
ANNU
ALFI
NANC
IAL
STAT
EMEN
TS
Submit annual financial statements within the prescribed timeframe
Consolidated annual financial statements submitted to AG by 30 August 2016 in terms of the MFMA S126
Outcome 9: Responsive, accountable, effective and efficient local government system
Financially unqualified audit opinion
•Municipal Finance Management Act•Municipal Structures Act•Municipal System Act
(0201) Financially qualified
audit opinion
•31 August•30 November
•31 March•Financially unqualified
audit opinion
MonthlyQuarterly
•Submit AFS and draft annual report to AG by 31 Aug 2016•Submit Consolidated AFS to AG by 30 Nov 2016
Annual Financial statements submitted to Auditor General on 31st August 2016
None AFSProof of submission
AFS/Proof of submission
BUDG
ET-R
ELAT
EDPO
LICI
ES
Review, adopt and implement the budget-related policies
Number of budget-related policies reviewed through the budget process
•5 budget-related policies •Outcome 12: An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship
Outcome 9: Responsive, accountable, effective and efficient local government system
•5 budget-related policies •Outcome 9: Responsive, accountable, effective and efficient local government system
(0201) 3 budget-related policies reviewed(SCM; Credit Control and Debt Collec-tion; Indigent )
5 budget-related policies
Quarterly Submit 1 policy for review
No financial policy reviewed in the 1st quarter
Not required None
19
PriorityArea
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17 Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
MON
THLY
FINA
NCIA
LRE
PORT
ING
Submit monthly MFMA S71 reports
Number of monthly S71 reports submitted
Outcome 12: An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship
12 reports from the Financial System submitted to Council, Provincial Treasury and National Treasury
10% (0201) 12 monthly S71 reports submitted to Council, Provincial Treasury, National Treasury
12 monthly S71 reports submitted to Council, Provincial Treasury, National Treasury
MonthlyQuarterly
Submit 3 S71 reports
3 S71 Reports for July, August & September
2016 submitted to National Treasury
None None Submission report
Submission report
SCM
/ AS
SETS
Supp
ly C
hain
M
anag
emen
t
Ensure transparent, fair, equitable, competitive and cost effective SCM processes
Number of awards made through SCM competitive bidding processes
5% Quarterly SCM Reports
Percentage (%) of awards made in line with the
SCM Policy
(0203) 4 quarterly SCM reports
•Awards made in 30 days of bid adjudica-tion •4 quarterly SCM reports
Quarterly Submit 1 report
1 Quarterly Report
submitted to Council
None None Scm repots Scm repots
Asse
ts
Account for assets
•Number of quarterly inventory stock counts
10%improvement accountability
Complete inventory / stock
Percentage (%) of inventory
accounted for / number
accounted for
(0203) register in place with all assets
•4 quarterly inventory stock counts•Updated fixed asset register
Quarterly Submit 1 report
Updated Asset Register
submitted with the AFS on 31st
August 2016
Inventory was counted in the
1st Quarter ended 30
September 2016
None None Report Report
•Updated Asset Register
GRAP compliant asset register
100% of assets on the register
GRAP asset register in place
GRAP asset register in place by August
Quarterly Ready inAugust 2016
Audit Action Plan to be developed once Audit for 2015/16 is completed
None None Register Register
Bank
Acc
ount
Submit monthly reports on withdrawals from the bank accounts in terms of MFMA S11
Number of reports
Decreased non- compliance to Act and Regulations
Adherence to MFMA
% of reports produced and submitted timely Deviations declared
(0201) 4quarterly reports
•4 Quarterly Reports•Letters of deviations to AG, Treasury
Monthly Quarterly
Submit1 quarterly
report
I quarterly report submitted
to Council indicated no investment withdrawals were made
None None Report Report
KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION5 OFFICE OF THE MUNICIPAL MANAGER : INTERNAL AUDIT
RESPONSIBLE PERSON - MANAGER: INTERNAL AUDIT UNIT
20
PriorityArea
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17 Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Inte
rnal
Aud
it/
Com
mitt
ee
Effe
ctiv
enes
s
Have an effective Internal Audit Committee functional in line with MFMA S165
An approved Audit Risk Based Plan and program
Audit committee advisory to accounting officer, management and council
Upheld clean governance /account-ability
Number of risk programme plans executed and comple-ted, risks identified, number of reports / meetings of Audit Committee
R250,000(0005/4203)
4quarterly reports
•Minimum of 4 meetings•4 internal audit report produced with risk
QuarterlyMonthly
•Hold at least 1 meeting •Submit 1 report
Plan was submitted
None None A plan Plan
Legi
slat
ion
Com
plia
nce
Review compliance with applicable pieces of legislations per operation audited
Number of Audit reports detailing inconsisten-cies and value added recom-mendations
Improved compliance and regular business operations
Outcome 9: Responsive, accountable, effective and efficient local government system
Annual audit of compliance with DoRA, MSA, MFMA, MEMA etc
3 in first quarter 10 Audit reports in which compliance issues shall be addressed
QuarterlyMonthly
Submit 3 reports
Report was submitted
None None Report Report
KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION6 OFFICE OF THE MUNICIPAL MANAGER : RISK MANAGEMENT
RESPONSIBLE PERSON - MANAGER: RISK UNIT
Risk
M
anag
emen
t
Identify the top 5 risks priority
Number of reports on risks identified as per the register
Risk controlled environment
Outcome 9: Responsive, accountable, effective and efficient Local Government System
Number of risks resolved as per the register / monitored risks
(0007) 4 risk reports 4 risk reports Quarterly Submit 1 report
A follow up on risk register has been made and operational risk
assessment conducted
None n/a Risk quarterly report
Risk report and registers
Effective and efficient enterprise risk management function
Number of risk management committee meetings
Co- ordinate Risk Management Committee meetings
Responsive, accountable, effective and efficient Local Government System
Number of risk management committee reports and minutes of the meeting
(0007) 4 risk management
committee reports and
minutes of the meeting
4 risk management
committee reports and
minutes of the meeting
Quarterly 1 report The first RMC meeting will sit during October. a schedule of meetings has been created
None n/a A RMC schedule of meetings
A RMC schedule of meetings
Mitigate risk and fraud at all levels
Number of trainings conducted
• Risk Orientation, Training and Fraud Awareness
• effective and efficient Local Government System
Number of trainings conducted
Operational budget
Co-ordination of the Orientation risk awareness program developed for new employeesTraining plan for existing employeesTraining for risk championsTraining for all Managers and
Councillors
Co-ordination of the Orientation risk awareness program developed for new employeesTraining plan for existing employeesTraining for risk championsTraining for all Managers and Councillors
Quarterly Orientation risk awareness program developed for new employeesTraining plan for existing employees
Trainings and awareness’s
are scheduled for Q2
None n/a Prove of training
n/a
21
PriorityArea
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16Baseline
2016/17 Target Frequency
2016/17Quarter 1 Reasons
for DeviationSteps taken to
Improve Performance
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION6 DEPARTMENT - PMS
RESPONSIBLE PERSON - MANAGER PMS
Stat
utor
y Re
porti
ngM
SA S
46 R
epor
t(A
nnua
l Rep
ort)
Produce reports and comply with the MSA
Report on annual municipal performance in compliance with MSA S46
Annual report submitted to council by 31 January ito MSA S121Annual report compliant with MFMA S121
Output 5:Democracy through refined ward committee model deepened
Outcome 12:An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship
R159 000(0002/4485)
100 printed hard copies of the annual report
100 printed hard copies of the annual report
Quarterly •Submit S46 report to COGTA•Submit 2015/16 draft S46 report to Audit Commit-tee, Council, AG
•Submitted 2015/16 draft S46 report to Audit Commit-tee, Council,
COGTA will receive the
S46 report after audit
report is issued on the report
None Hard copies of the report
Proof of submission
MSA
S72
Rep
ort
(Mid
-Yea
r Rep
ort)
Conduct the mid-term performance assessment
S72 report produced and submitted to council and COGTA
Outcome 12:An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship
Outcome 12:An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship
None Mid-term performance assessment conducted for 2014/15
Mid-term performance assessment conducted for 2015/16
Quarterly at end of Q2
Preparation for analysis of
performance
It is due after the end of
second quarter in December due in Mid
January 2017
Due in Mid January 2017
None Report hard copies
Proof of submission
Monthly Progress Reports to be submitted to relevant stakeholders
For updating the progress for DWA, DOE, MIG and EPWP
12 meetings 12 meetings MonthlyQuarterly
•3 meetings Submit3 monthlyReports
Achieved
None None Report Report
Risk
Man
agem
ent To manage the
identified RisksNumber of risks identified and mitigating strategies developed
Quality and quantity of water provided
0 2 Water Project Funds
0 Water Project Funds
0 •Water Project Funds
Risk register None None Register Risk plan
6.5 KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
Objective 6: To secure sound and sustainable management of the fiscal and financial affairs of municipalities by establishing norms and standards for among others accountability
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16 Baseline
2016/17Annual Target
Frequency2016/17
Quarter 1 Reasons for Deviation
Steps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 1 DEPARTMENT FINANCE, BUDGET AND TREASURY
PERSON RESPONSIBLE - CHIEF FINANCIAL OFFICER
22
Priority Area
Strategic Objective
Key Performance Indicator(KPI) 2016/17
Budget /Vote No
2015/16 Baseline
2016/17Annual Target
Frequency2016/17
Quarter 1 Reasons for Deviation
Steps taken to Improve
PerformanceData
Source EvidencePerformance Indicator Outcome Impact Output
Measure Target Actual Performance
Reve
nue
Colle
ctio
n
Reduce the debtors book by a certain percentage
Percentage (%) decrease of debtors per annum
Improve financial health
Percentage (%) revenue increase
Full imple-mentation of The Credit Control and Debt Collec-tion Policy
(0220) 65% •Increase revenue collection to 76%•12 monthly reports
Monthly Quarterly
•Increasedrevenue by 19%•Submit 12 monthly reports
Revenue collection in July was 8% , August 47% and in June was
Outstanding debtors is increasing on monthly basis due to municipality unable to enforce the credit control in all areas
Monthly disconnections in areas where municipality supply electricity
Report Report
Was
tefu
l Ex
pend
iture
Minimise wasteful expenditure
Number of measures implemented in line with the MFMA
Compliance to MFMA regula-tions and circulars
Compliance to MFMA regula-tions and circulars
Percentage (%) decrease of wasteful expenditure
(0220) •100% compliance to MFMA Circulars and Regulations •Submitted 4quarterly reports
•100% compliance to MFMA Circulars and Regulations •Submit 4 quarterly reports
Monthly Quarterly
Submit 1 quarterly report on MFMA Regulations and Circulars
One Quarterly report submitted which indicate 5 deviations incurred in the 1st Quarter
One Quarterly report submitted which indicate 5
deviations incurred in the 1st Quarter A report was
developed and sent to council
None Clr resolution Report
KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT2 DEPARTMENT PROJECT MANAGEMENT
RESPONSIBLE PERSON - MANAGER: PROJECT MANAGEMENT UNIT
Fina
ncia
l M
anag
emen
t Sustainable management of departmental finance
100 % expenditure
Better audit outcome
Better audit outcome
100 % expenditure within the approved
2016/17 budget
R105,145,150(0603)
AG action Plan Unqualified/Clean Audit
QuarterlyMonthly
R5,145,150
Expenditure Reports
28% MIG & 100% INEP with
supporting documents
- - MIG & INEP Reports
Signed Reports
End of Report-/es
23