breede valley municipality annual report 2012/13€¦ · web viewbreede valley municipality...

CHAPTER 2: Governance

CHAPTER 2: GOVERNANCE

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE

Good governance comprises 8 major characteristics: it is participatory, consensus oriented, accountable, transparent, responsive, effective and

efficient, equitable and inclusive and follows the rule of law. It assures that corruption is minimized, the views of minorities are taken into account

and that the voices of the most vulnerable in society are heard in decision-making. It is also responsive to the present and future needs of

society.

a) Highlights - Good Governance and Public Participation

The following highlights have been achieved by the municipality with regards to good governance and public participation:

Highlight Description

Implementation of Council resolutions 88% of all Council resolutions implemented

Table 1: Good governance and public participation performance highlights

b) Challenges - Good Governance and Public Participation

The following general challenges are experienced by the municipality with regards to municipal good governance and public participation:

Description Actions to address

Council committee meetings Compilation of a time schedule for meetings

Table 2: Good governance and public participation challenges

2.1 POLITICAL GOVERNANCE STRUCTURE

Section 151(3) of the Constitution states that the Council of a municipality has the right to govern, on its own initiative, the local government

affairs of the local community. Council as political governance, performs both legislative and executive functions. Council focuses on decision-

making to formulate policy and to play an oversight and participatory role.

The legislative function of the Council is vested within the full Council with the Mayor/Speaker as its Chairperson. Council also established

Section 80 committees within specific functional areas of the municipality.

The Audit/Performance Audit committee is an independent advisory body that advises the municipal Council, political office-bearers, Accounting

Officer and Management Staff of the municipality on financial control, risk management, accounting policies, performance management and

effective governance.

The Municipal Public Account Committee (MPAC) fulfils the duty of an Oversight Committee, and comprises non-executive Councillors, with the

specific purpose of providing Council with comments and recommendations on the Annual Report. The Oversight Committee’s report is

published separately in accordance with MFMA guidelines. The MPAC Committee also investigate fruitless, wasteful and unauthorized

expenditure and make recommendations to Council.

Apart from their functions as policy makers, councillors are also actively involved in community work and the various social programmes in the

municipal area.

2.1.1 Council

Hantam Municipal Council is constituted of 9 councillors (ward & PR). The DA/Cope coalition has five (5) councillors and the ANC four (4)

councillors. HM has a plenary council.


Below is a table that categorised the councillors within their specific political parties and wards:

Ward Councillor Party Ward/pr Male/Female

PR A.Claassen DA PR – Mayor Male

Ward 1 M. Esau ANC Ward Councillor Female

Ward 2 R. Swartz ANC Ward Councillor Male

Ward 3 F. Sterkse ANC Ward Councillor Male

Ward 4 J. Wilschut ANC Ward Councillor Female

Ward 5 G. Opperman DA Ward Councillor Female

PR E.Fallet DA PR Councillor Male

PR G.Fortuin DA PR Councillor Female

PR J. Swarts COPE PR Councillor Male

Table 3: Council 2015/16

Below is a table which indicates council meetings attendance for the 2015/16 financial year:

Meeting dates Number of items submitted Percentage Council meeting attendance

Percentage apologies for non-attendance

30 July 2015 28 100 100

12 October 2015 32 100 100

19 November 2015 9 100 100

26 November 2015 28 100 100

16 February 2016 5 89 100

22 February 2016 33 89 100

14 March 2016 5 100 100

19 April 2016 4 100 100

12 May 2016 12 100 100

19 May 2016 5 100 100

31 May 2016 5 67 33

23 June 2016 29 100 100

29 June 2016 20 100 100

Table 4: Council meetings

2.1.2 Council Committees

The following committees have been established:

Committees Councillors Meeting dates Attendance

Financial Committee

A. Claassen (Chairperson)

No meeting N/AF. Sterkse

A. Claasen

Institutional Committee

A. Claasen(Chairperson)

No meeting N/AJ. Wilschut

A. Fritz


Infrastructure Committee

J. Swarts (Chairperson)

No meeting N/AR. Swarz

H. Steenkamp

Social Services Committee

G. Opperman (Chairperson)

No meeting N/AM. Esau

J. Swarts

Local Labour Forum

J. Swarts (Chairperson)

3 meetings 100%G. Opperman

F. Sterkse

A. Claasen

Table 5: Council committees

2.1.3 Political decision-taking

Section 53 of the Municipal Systems Act (Act 32 of 2000) stipulates inter alia that the respective roles and areas of responsibility of each political

structure and political once bearer of the municipality and of the municipal manager must be defined. The section below is based on the Section

53 role clarification that was approved at the Council meeting of 17 March 2015.

Municipal Council

● governs by making and administrating laws, raising taxes and taking decisions that affect people’s rights;

● is a tax authority that may raise property taxes and service levies;

● is the primary decision maker and takes all the decisions of the Municipality except those that are delegated to political structures,

political once bearers, individual councillors or officials;

● can delegate responsibilities and duties for the purposes of fast and effective decision making;

● must strive towards the constitutional objects of local government;

● must consult the community with respect to local government matters; and

● is the only decision maker on non-delegated matters such as the approval of the IDP and budget.

Executive Mayor

● is the executive and political leader of the municipality and is in this capacity supported by the mayoral committee;

● is the social and ceremonial head of the municipality;

● must identify the needs of the Municipality and must evaluate progress against key performance indicators;

● is the defender of the public’s right to be heard;

● has many responsibilities with respect to the annual budget, the budget process, budget control and various other financial matters;

and

● Performs the duties and exercise the responsibilities that were delegated to him by the council.

The table below provide an analysis of the Council Resolutions taken and implemented during the year:

Number of Council Resolutions taken during the year

Number of Council Resolutions implemented during the year

Number of Council Resolutions not implemented during the year

92 81 11

Total of resolutions implemented 88%


Details of Council Resolutions not implemented

Resolution reference Details Reason for not implementing the Council Resolution

R16/09-14 Translation of Delegation of Power to Afrikaans Document in review

R7/08-14 Application Department of Rural Development and Land Reform Business plan still to be submitted

R14/09-14 Policy Workshop and Adoption of Policies Finalized July 2015

R107/09-14 I4Power Technology Re-call of council decision

Table 6: Council resolutions taken and implemented during 2015/16

2.2 ADMINISTRATIVE GOVERNANCE STRUCTURE

By law, the Municipal Manager is the head of administration, as well as the Accounting Officer. The Municipal Manager has extensive statutory

and delegated powers and duties, as well as powers and duties that can be inferred from such statutory and delegated powers and duties.

The Municipal Manager is, amongst others, responsible:

● for the formation and development of an economical, effective, efficient and accountable administration;

● to ensure that the municipal “machine” operates efficiently, that the organizational structure is able to perform the various tasks and

exercise the necessary controls;

● to fulfil a leadership role in the administration; this is of utmost importance to influence the actions of staff and to inspire and persuade

them to work together to realize the municipality’s goals;

● for the implementation of the municipality’s integrated development plan, and the monitoring of progress with implementation of the

plan; and

● for the financial responsibilities as accounting officer as determined by the MFMA.

The Municipal Manager is the chief adviser of the municipality and must advise the political structures and political office-bearers of the

municipality. The Municipal Manager must see to the execution of the decisions of the political structures and political office-bearers of the

municipality.

The Municipal Manager must facilitate participation by the local community in the affairs of the municipality and must also develop and maintain

a system whereby community satisfaction with municipal services is assessed.

He is assisted by his executive management team, whose structure is outlined in the table below:

Name of Official DepartmentPerformance agreement

signed

(Yes/No)

J.R. van Wyk Acting Municipal Manager No

Vacant Finance No

J.R. van Wyk Community Services Yes

Vacant Corporate Services No

S. Tsengiwe Technical Services Yes

Table 7: Administrative governance structure

COMPONENT B: INTERGOVERNMENTAL RELATIONS


It is the intention of the HM Administration and Council to ensure that the community derives maximum benefit from its participation in inter

governmental forums and meetings.

2.3 INTER-GOVERNMENTAL RELATIONS (IGR)

In terms of the Constitution of South Africa, all spheres of government and all organs of state within each sphere must co-operate with one

another in mutual trust and good faith fostering friendly relations. They must assist and support one another, inform and consult one another on

matters of common interest, coordinate their actions, adhering to agreed procedures and avoid legal proceedings against one another.

2.3.1 Intergovernmental Structures

To adhere to the principles of the Constitution as mentioned above the municipality participates in the following intergovernmental structures:

Name of Structure Members Outcomes of Engagements/Topics Discussed

IGR District ForumDistrict Municipality; GOGHSTA Regional Office;

Mayors and Municipal Managers other sector departments

District based initiatives

IDP/LED Managers Forum SALGA; LED/IDP officials Provincial and district based initiatives

HR Practitioner’s Forum SALGA; HR Practitioners Provincial based initiatives

Governance and Intergovernmental Relations SALGA; Councillors Provincial based Initiatives

Community Development Working Group SALGA; Director Community Development Provincial based initiatives

SALGA Northern Cape Governance Structure Councillors ; SALGA Provincial based initiatives

PMS Working Group GOGHSTA; neighbouring municipalities District based initiatives

Table 8: Inter-governmental structures

2.3.2 Joint projects and functions with Sector Departments

All the functions of government are divided between the different spheres namely National, Provincial and Local. The municipality therefore

share their area and community with other spheres of government and their various sector departments and has to work closely with national

and provincial departments to ensure the effective implementation of various projects and functions. The table below provides detail of such

projects and functions:

Name of Project/ Function Expected Outcome/s of the Project Sector Department/s involved Contribution of Sector Department

War on Poverty Reduce poverty in identified poorest wards in municipal area Local Department of Rural Development Established steering committee with

municipality and other local departments

Police Forum Community Safety Local Police Services Different local department meetings

Aids Council Addressing Aids Social Services and different local departments Meetings and programmes

Esta Committee Land claims Department of Land Reform Meetings

Commonage Committee Needs and problems of commonage land Local farmers Meetings

Museum Tourist attraction Local departments Attending meetings

Joint projects and functions with sector departments


COMPONENT C: PUBLIC ACCOUNTABILITY

MSA S15 (b): requires a municipality to establish and organise its Administration to facilitate a culture of accountability amongst its staff. S16 (i):

states that a municipality must develop a system of municipal governance that compliments formal representative governance with a system of

participatory governance. S18 (i) (d): requires a municipality to supply its community with information concerning municipal governance,

management and development.

Such participation is required in terms of:

the preparation, implementation and review of the IDP;

establishment, implementation and review of the performance management system;

monitoring and review of the performance, including the outcomes and impact of such performance; and

preparation of the municipal budget.

2.4 PUBLIC MEETINGS

Accountability and community participation were enhanced by engagements through the following media:-

Messages on municipal accounts

Community radio: Radio Kaboesna and Radio Namaqualand

Local Newspaper: Die Noordwester

Pamphlets at houses

Posters on strategic places in towns

Loud Hailing

The table below shows the different public meetings for the 2015/16 financial years:

Nature and purpose of meeting Date of events Number of participating

municipal councillorsNumber of participating

municipal administratorsNumber of community

members attending

IMBIZO Brandvlei 1 0

IMBIZO Swartkop 1 0

Community Meeting 1 0

Info Meeting 1 0

Info Meeting 1 0

Health & Safety 1 0

Report Back Meeting 1 0

Table 9: Public Meetings

2.4.1 Ward Committees

The purpose of a ward committee is:

to get better participation from the community to inform council decisions;

to make sure that there is more effective communication between the council and the community; and

to assist the ward councillor with consultation and report-backs to the community.


Ward committees should be elected by the community they serve. A ward committee may not have more than 10 members and women should

be well represented. The ward councillor serves on the ward committee and act as the chairperson. Although ward committees have no formal

powers, they advise the ward councillor who makes specific submissions directly to the council. These committees play a very important role in

the development and annual revision of the integrated development plan of the area.

The ward committees support the ward councillor who receives reports on development, participates in development planning processes, and

facilitates wider community participation. To this end, the municipality constantly strives to ensure that all ward committees function optimally

with community information provision, convening of meetings, ward planning, service delivery, IDP formulation and performance feedback to

communities.

The table below provides information of the ward committee meetings held during the 2015/16 financial year:

Ward Town Nr. of meetings Dates of meetings

Nr. of Councillors

Attended

Nr. of Municipal Administrators

Attended

Nr. of Community Members Attended

1 Calvinia 4

29 October 20144 December 20145 February 2015

14 April 2015

1 0 10

2 Calvinia 211 September 2014

9 February 20151 0 10

3 Brandvlei 213 October 201419 February 2015

1 0 10

4 Nieuwoudtville 218 November 2014

9 June 20151 0 10

5 Loeriesfontein 215 May 201515 June 2015

1 0 10

Table 10: Ward committee meetings

2.4.2 Functionality of Ward Committees

The table below provides information on the composition and functionality of ward committees as follows:

Ward committee meetings held during the year include scheduled meetings between ward councillor and committee members, including

IDP/Ward Committee engagements as part of the IDP process for the 2015/16 planning year. Currently the number of ward committee

meetings are limited in order to align ward committee meetings to the Council resolution of a minimum of four meetings per financial year.

Number of reports does not include IDP/Ward committee engagements for which specific reports are reflected in the IDP minutes.

Functionality of ward committees is determined by the active engagements of ward committees with communities on public platforms and

direct interactive sessions to improve or create better communities.

Ward numberCommittee established:

Yes / NoNumber of reports submitted to the speaker’s/

IDP office

1 Yes 4

2 Yes 2

3 Yes 2

4 Yes 2

5 Yes 2

Table 11: Functioning of ward committees

2.4.3 IDP participation and alignment criteria


The MSA requires that local government structures prepare IDP’s. The IDP serves as a tool for the facilitation and management of development

within the municipal area. The function for the preparation of the IDP is under the Office of the Municipal Manager and the authority for the

preparation of the IDP is delegated to an official. In terms of the alignment of the IDP, there is still challenges that will be addressed in the new

financial year.

IDP Participation and Alignment Criteria Yes/No

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

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

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

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

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

Were the indicators communicated to the public? Yes

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

Table 12: IDP participation and alignment criteria

COMPONENT D: CORPORATE GOVERNANCE

Corporate governance is the set of processes, practices, policies, laws and stakeholders affecting the way an institution is directed,

administered or controlled. Corporate governance also includes relationships among many stakeholders involved and the goals by which the

institution is governed.

2.5 RISK MANAGEMENT

Risk management is a systematic and formalised process instituted by the municipality to identify, assess, manage, monitor and report risks to

ensure the achievement of objectives.

In terms of Section 62(1)(c)(i) and Section 95(c)(i) of the Municipal Finance Management Act (MFMA), No. 56 of 2003, it requires the

accounting officer to ensure that the municipality and municipal entities, if any, have and maintain effective, efficient and transparent

systems of risk management.

The main reason for risk management is that the service delivery environment and the public sector’s interface with stakeholders have

become far more demanding and volatile than before.

The objective of the Risk Management Policy is to assist management and Council to make informed decisions which will:

Improve the municipality’s performance on decision making and planning;

Provide a sound basis for integrated risk management and internal control as components of good corporate governance;

Assist management in ensuring more effective reporting and compliance with applicable laws, regulations and other corporate governance

requirements.

Foster a culture of good governance, ethical conduct, discourage inefficiencies and counter fraud and corruption.

Historical ways of doing things are no longer effective as evidenced by a number of service delivery and general failures. Benefits from risk

management are:

more efficient, reliable and cost effective delivery of services;

minimised waste and fraud; and

more reliable decision making

2.5.1 Top five risks

Outstanding debtors


Liquidity

Scarce water resources

Occurrence of irregular and fruitless expenditure

High electricity and water losses

Vacancies of Municipal Manager and Director Finance and Director Corporate Services.

2.5.2 Action Plan to address the top five risks

The table below provide the actions implemented/that will be implemented to address the top five risks:

Risk Actions implemented or that will be implemented

Outstanding debtors Credit Control Policy implementation and installation of prepaid meters

Liquidity Credit Control Policy implementation and cost containment

Scarce water resources Utilisation of RBIG and MIG funding

Occurrence of irregular and fruitless expenditure Update supplier database and training of officials and councillors

High electricity and water losses Upgrade ageing infrastructure and implementation of maintenance plans

Table 13: Action Plan to address the top five risks

2.5.3 Approved risk policies and strategies

Name of strategy / policyDeveloped

Yes/NoDate adopted/reviewed

Risk Management Policy Yes Not yet reviewed

Table 14: Approved risk policies and strategies

2.6 ANTI-CORRUPTION AND ANTI-FRAUD

Section 83(c) of the MSA refers to the implementation of effective bidding structures to minimise the possibility of fraud and corruption and the

Municipal Finance Management Act (MFMA), section 112(1) (m)(i) identifies supply chain measures to be enforced to combat fraud and

corruption, favouritism and unfair and irregular practices. Section 115(1) of the MFMA states that the accounting officer must take steps to

ensure mechanisms and separation of duties in a supply chain management system to minimise the likelihood of corruption and fraud.

2.6.1 Developed Strategies

Name of strategyDeveloped

Yes/NoDate adopted/reviewed

Combating the Abuse of Supply Chain Management Regulations Yes July 2015

Table 15: Strategies

2.7 AUDIT COMMITTEE/S

Section 166(2) of the MFMA states that an audit committee is an independent advisory body which must:

(a) advise the Municipal Council, the political office-bearers, the accounting officer and the management staff of the municipality, on matters

relating to:

internal financial control;

risk management;


performance management; and

effective governance.

2.7.1 Functions of the Audit Committee

The audit committee has the following main functions as prescribed in section 166 (2) (a-e) of the Municipal Finance Management Act, 2003

and the Local Government Municipal and Performance Management Regulation:

To advise the council on all matters related to compliance and effective governance

To review the annual financial statements to provide council with an authoritative and credible view of the financial position of the

municipality, its efficiency and its overall level of compliance with the MFMA, the annual Division of Revenue Act (DoRA) and other

applicable legislation

Respond to the council on any issues raised by the auditor-general in the audit report.

To review the quarterly reports submitted to it by the internal audit

To evaluate audit reports pertaining to financial, administrative and technical systems

To review the performance management system and make recommendations in this regard to council

To identify major risks to which council is exposed and determine the extent to which risks have been minimised

Review the plans of the internal audit function and in so doing, ensure that the plan addresses the high-risk areas and ensure that

adequate resources are available.

Provide support to the internal audit function.

Ensure that no restrictions or limitations are placed on the internal audit section.

Evaluate the activities of the internal audit function in terms of their role as prescribed by legislation.

2.7.2 Members of the Audit Committee

Name of representative Capacity Meeting dates

F Rootman Chairperson18 October 201531 March 201628 June 2016

E van Wyk Member

Vacant Member

Table 16: Members of the Audit Committee

2.8 PERFORMANCE AUDIT COMMITTEE

The Regulations require that the performance audit committee is comprised of a minimum of three members, the majority of whom are external

(neither a councillor nor an employee) of the municipality. Section 14(2) (b) of the Regulations further stipulates that the performance audit

committee must include at least one person who has expertise in performance management. It is also a requirement of the Regulations in

Section 14(2)(d) that the Council of a municipality designate a member of the performance audit committee who is neither a councillor nor an

employee of the municipality as the chairperson of the committee.

In terms of Section 166(4) (a) of the MFMA, an audit committee must consist of at least three persons with appropriate experience. The majority

may not be in the employ of the municipality.


Section 166(5) of the MFMA, requires that the members of an audit committee must be appointed by the council of the municipality. One of the

members, not in the employ of the municipality, must be appointed as the chairperson of the committee. No councillor may be a member of an

audit committee.

Both the Regulations and the MFMA, indicate that three is the minimum number of members needed to comprise a performance audit

committee. While the regulations preclude the appointment of a councillor as chairperson of the performance audit committee, the MFMA

excludes the involvement of a councillor in the composition of an audit committee entirely.

Section 14(3) (a) of the Regulations requires that the performance audit committee of a municipality must meet at least twice during each

financial year. However, additional special meetings of the performance audit committee may be called for by any member of the committee,

where sufficient justification exists in terms of Section 14(3) (b) of the Regulations.

2.8.1 Functions of the Performance Audit Committee

In terms of Section 14(4) (a) of the Regulations the performance audit committee has the responsibility to:

(i) review the quarterly reports produced and submitted by the internal audit process;

(ii) review the municipality’s performance management system and make recommendations in this regard to the council of the

municipality; and

(iii) at least twice during each financial year submit a performance audit report to the council of the municipality.

2.8.2 Members of the Performance Audit Committee

The functions of the Performance Audit Committee is fullfilled by the Audit Committee.

2.9 INTERNAL AUDITING

Section 165 (2) (a), (b) and (c) of the MFMA requires that:

The internal audit unit of a municipality must

(a) prepare a risk based audit plan and an internal audit program for each financial year; and

(b) advise the accounting officer and report to the audit committee on the implementation of the internal audit plan and matters relating to:

(i) Internal audit;

(ii) internal controls;

(iii) accounting procedures and practices;

(iv) risk and risk management;

(v) performance management;

(vi) loss control; and

(vii) compliance with this act, the annual Division of Revenue Act and any other applicable legislation; and

(c) perform such other duties as may be assigned to it by the Accounting Officer.

The internal audit function was outsourced from 1 January 2013 until 31 December 2015. A permanent official was appointed in February

2016.


2.9.1 Risk register and three-year strategic plan

A risk assessment was performed during 2014 and all relevant risks were populated into a new risk register for HM. This risk assessment

formed the basis of the 3-year Strategic Audit Plan.

2.9.2 Annual audit plan

The risk based audit plan for 2015/16 was executed based on the above approach and methodology.

2.10 SUPPLY CHAIN MANAGEMENT

Section 110-119 of the Supply Chain Management Regulations 2005 and relevant MFMA circulars, stipulate the required processes and

guidance to help ensure that SCM arrangements provide appropriate goods and services, offer best value for money and minimize opportunities

for fraud and corruption.

HM’s SCM Policy was approved by Council on 30 July 2015.

Reports on the implementation of the SCM Policy are submitted monthly to the Accounting Officer. These reports are also tabled in special

council meetings.

The procurement processes consists of the following components:-

● Contract Management – is usually completed by the respective department, depending on the type of service that is requested.

● Advertising – Formal quotations (R30 001 to R 199 999), are advertised on the notice boards and website of the municipality for seven (7)

days, and formal tenders are advertised for three (3) weeks on the website and in the local newspapers as contemplated in the SCM

Regulations.

● Specification – HM never uses the Specification Committee, due to the shortage of sufficient personnel to fulfil this function.

● Evaluation – The evaluation of formal quotations and tenders are done on the respective principles of 80/20 and 90/10 (as prescribed in

the SCM Regulations), depending on the type of services that was requested. The report of such evaluation, is forwarded to the

Adjudication Committee.

● Adjudication – This committee usually accept the proposal of above standing committee or refer the proposal and report back to the

Evaluation Committee, if additional information is needed regarding the proposed contractor.

2.11 BY-LAWS AND POLICIES

Section 11 of the MSA gives municipal councils the executive and legislative authority to pass and implement by-laws and policies.

Below is a list of all the policies developed and reviewed during the financial year:

Policies developed/revised Date adoptedPublic participation conducted

prior to adoption of policy(Yes/No)

Resolution Number

Tariff Policy 31 May 2015 No SR8/05-15

Cash and Investment Management Policy 31 May 2015 No SR8/05-15

Credit Control Policy 31 May 2015 No SR8/05-15

Tax Policy 31 May 2015 No SR8/05-15

Table 17: Policies

Below is a list of all the by-laws developed and reviewed during the financial year:


By-laws developed/revised Date adoptedPublic participation conducted

prior to adoption of policy (Yes/No)

Date of publication

No by-laws developed or revised during 2015/16 N/A N/A N/A

Table 18: By-laws

2.12 WEBSITE

Municipalities are required to develop and maintain a functional website that displays relevant information as per the requirements of S75 of the

MFMA and S21A and B of the Municipal Systems Act (“MSA”) as amended.

The website should serve as a mechanism to promote accountability and transparency to communities and therefore information posted should

be accurate and timeously updated.

The municipal website is a key communication mechanism in terms of service offering, information sharing and public participation. It is a

communication tool that should allow easy and convenient access to relevant information. The municipal website should serve as an integral

part of the municipality’s communication strategy.

The table below gives an indication about the information and documents that are published on our website.

Description of information and/or document Yes/No and/or Date Published

Municipal contact details (Section 14 of the Promotion of Access to Information Act)

Full Council details Yes

Contact details of the Municipal Manager Yes

Contact details of the CFO Yes

Physical address of the Municipality Yes

Postal address of the Municipality Yes

Financial Information (Sections 53, 75, 79 and 81(1) of the Municipal Finance Management Act)

Draft Budget 2015/16 Yes

Adjusted Budget 2015/16 Yes

Asset Management Policy Yes

Customer Care, Credit control & Debt collection Policy Yes

Indigent Policy Yes

Funds and Reserves Policy Yes

Investment & Cash Management Policy Yes

Rates Policy Yes

Supply Chain Management Policy Yes

Tariff Policy Yes

Petty Cash Policy Yes

Travel and Subsistence Policy Yes

SDBIP 2015/16 Yes

Integrated Development Plan and Public Participation (Section 25(4)(b) of the Municipal Systems Act and Section 21(1)(b) of the Municipal Finance Management Act)

Reviewed IDP for 2015/16 Yes

IDP Process Plan for 2015/16 Yes

Supply Chain Management (Sections 14(2), 33, 37 &75(1)(e)&(f) and 120(6)(b)of the Municipal Finance Management Act and Section 18(a) of the


Description of information and/or document Yes/No and/or Date Published

National SCM Regulation)

SCM contracts above R30 000 Yes

Service delivery agreements Yes

Public invitations for formal price quotations Yes

Reports (Sections 52(d), 71, 72 &75(1)(c) and 129(3) of the Municipal Finance Management Act)

Annual Report of 2014/15 Yes

Oversight reports Yes

Mid-year budget and performance assessment Yes

Quarterly Reports Yes

Local Economic Development (Section 26(c) of the Municipal Systems Act)

Local Economic Development Strategy Yes

LED Policy Framework Yes

Economic Profile Yes

LED Projects Yes

Performance Management (Section 75(1)(d) of the Municipal Finance Management Act)

Performance Agreements for employees appointed as per S57 of Municipal Systems Act Yes

Assurance Functions (Sections 62(1), 165 & 166 of the Municipal Finance Management Act)

Risk Management Policy Yes

Table 19: Website checklist

2.13 COMMUNICATION

2.13.1 Communication activities

Communication activities Yes/No Date Approved/Completed

Communication strategy No N/A

Communication Policy No N/A

Functional complaint management systems Yes Continuous monthly

Customer satisfaction surveys Yes June 2015

Table 20: Communication activities

2.13.2 Communication unit

Communication Unit

Yes/No Number of people in the Unit Job titles

No N/AN/A

N/A

Table 21: Communication unit

CHAPTER 3: Service Delivery Performance (PERFORMANCE REPORT PART I)


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

3.1 PERFORMANCE MANAGEMENT

Performance management is prescribed by chapter 6 of the Municipal Systems Act, Act 32 of 2000 and the Municipal Planning and

Performance Management Regulations, 796 of August 2001. Section 7 (1) of the aforementioned regulation states that “A municipality’s

performance management system entails a framework that describes and represents how the municipality’s cycle and processes of

performance planning, monitoring, measurement, review, reporting and improvement will be conducted, organised and managed, including

determining the responsibilities of the different role players.” This framework, inter alia, reflects the linkage between the IDP, budget, SDBIP and

individual and service provider performance. The Performance Management Framework and Policy is currently under review and will be

submitted to Council for adoption.

3.1.1 Organisational Performance

The organisational performance is monitored and evaluated via the SDBIP and the performance process can be summarised as follows:

The top layer SDBIP was approved by the Mayor on 28 June 2015

The municipality utilizes a manual based performance management system which is updated on a quarterly basis.

The first quarterly report was submitted to Council on 12 October 2015 and the second quarterly report formed part of the section 72 report

in terms of the Municipal Finance Management Act, which was submitted to Council on 16 February 2016.

Internal Audit audits the performance measurements of the municipality on a continuous basis as prescribed by the relevant legislation,

which includes submission of reports on a quarterly basis to the Municipal Manager and Performance Audit Committee.

The Municipality does not have a Performance Audit Committee. The performance information is audited by the internal auditors who

submitted the reports to the Audit Committee on a quarterly basis.

Monitoring of the SDBIP was done through quarterly reporting to the Department of Corporate Services and audited by the internal auditors

on a quarterly basis.

3.1.2 Individual Performance

a) Municipal Manager and Managers directly accountable to the Municipal Manager

The Municipal Systems Act, 2000 (Act 32 of 2000) prescribes that the municipality must enter into performance based agreements with the all

s57-employees and that performance agreements must be reviewed annually. This process and the format are further regulated by Regulation

805 (August 2006). The performance agreements for the 2015/16 financial year for the managers of Community Services, Finance, Technical

Services and Corporate Services were signed on XXXX as prescribed. The Municipal Manager’s performance agreement was signed on XXX.

The appraisal of the actual performance in terms of the signed agreements takes place bi-annually of which one was informal. The final

evaluation of the 2014/15 financial year (1 January 2015 to 30 June 2015) did not took place and the mid-year performance of 2015/16 (1 July

2015 to 31 December 2015) was informal.

The process of the appraisals that should be assessed by an evaluation panel, is still in process.

3.2 THE IDP AND THE BUDGET

The IDP for 2015/16 was reviewed and approved on 28 May 2015 whilst the budget for 2015/16 was also approved by Council on 28 May 2015.

The IDP process and the performance management process are integrated. The IDP fulfils the planning stage of performance management.

Performance management in turn, fulfils the implementation, management, monitoring and evaluation of the IDP.

3.3 STRATEGIC SERVICE DELIVERY BUDGET IMPLEMENTATION PLAN


The purpose of strategic performance reporting is to report specifically on the implementation and achievement of IDP outcomes. The SDBIP is

the municipality’s strategic plan and shows the strategic alignment between the different documents. (IDP, budget and performance

agreements)..

3.4 SERVICE PROVIDERS STRATEGIC PERFORMANCE

Section 76(b) of the MSA states that KPIs should inform the indicators set for every municipal entity and service provider with whom the

municipality has entered into a service delivery agreement. A service provider:

● means a person or institution or any combination of persons and institutions which provide to or for the benefit of the local community

● External service provider means an external mechanism referred to in section 76(b) which provides a municipal service for a municipality

● Service delivery agreement means an agreement between a municipality and an institution or person mentioned in section 76(b) in terms of

which a municipal service is provided by that institution or person, either for its own account or on behalf of the municipality

During the year under review the municipality did not appoint any service providers who provided municipal services to or for the benefit of the

local community on behalf of the municipality and therefore this report contains no such details. All other contract appointments are regularly

monitored.

3.5 MUNICIPAL FUNCTIONS

3.5.1 Analysis of Functions

The powers and functions performed by local authorities in South Africa are defined primarily in Section 156 and 229 of the Constitution (Act

108 of 1996). The Local Government Municipal Structures Act (117 of 1998), read together with the Local Government Municipal Structures

Amendment Act (33 of 2000), divides the powers and functions, as set out in the Constitution between district and local municipalities (Section

84). The Act together with the Amendment Act, Section 85(1), allows the MEC for COGHSTA to further adjust the division of certain of these

functions between district and local municipalities, whilst Section 84(3) (a) allows only the Minister for Provincial and Local Government to

authorize a category B municipality to perform the following functions.

The municipal functional areas are as indicated below:

Municipal FunctionMunicipal Function

Yes / No

Constitution Schedule 4, Part B functions:

Air pollution No

Building regulations Yes

Child care facilities No

Electricity and gas reticulation Yes

Firefighting services Yes

Local tourism Yes

Municipal airports Yes

Municipal planning Yes

Municipal health services No

Municipal public transport No

Municipal public works only in respect of the needs of municipalities in the discharge of their responsibilities to administer functions specifically assigned to them under this Constitution or any other law No

Pontoons, ferries, jetties, piers and harbours, excluding the regulation of international and national shipping and matters related thereto No


Municipal FunctionMunicipal Function

Yes / No

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

Constitution Schedule 5, Part B functions:

Beaches and amusement facilities No

Billboards and the display of advertisements in public places No

Cemeteries, funeral parlours and crematoria Yes

Cleansing Yes

Control of public nuisances No

Control of undertakings that sell liquor to the public No

Facilities for the accommodation, care and burial of animals No

Fencing and fences Yes

Licensing of dogs Yes

Licensing and control of undertakings that sell food to the public Yes

Local amenities No

Local sport facilities Yes

Markets No

Municipal abattoirs No

Municipal parks and recreation Yes

Municipal roads Yes

Noise pollution No

Pounds No

Public places Yes

Refuse removal, refuse dumps and solid waste disposal Yes

Street trading Yes

Street lighting Yes

Traffic and parking Yes

Table 22: Functional areas

3.6 OVERVIEW OF PERFORMANCE PER WARD

3.6.1 All wards

Capital Projects

No. Project Name and detail Start Date End DateTotal Value

R

1

2

3

4

5

The above analysis includes only the 5 largest capital projects of the ward


Table 23: Capital projects of all Wards

Basic Service Provision

Detail Water Sanitation Electricity Refuse Housing

Formal households 2 496 2 496 2 496 2 496

Informal households 187 187 187 187

Total Households* 2 683 2 683 2 683 2 683

Houses completed in year 0

Shortfall in Housing units 1 179

Table 24: Basic service provision for all Wards

COMPONENT A: BASIC SERVICES

HM delivers on its core functions and targets. Performance targets for basic services were set, taking into account the financial position of the

municipality and the availability of resources. The focus was on delivering the basic services to the community to the best of its ability with

limited resources and finance.

The municipality delivers the following basic services to its residents:

Water provision

Sanitation provision

Electricity

Waste management

Housing

Free basic services and indigent support

Flush toilet connected to sewerage and septic tanks % Weekly refuse removal % Piped water inside dwelling % Electricity for lighting %

2001 2011 2001 2011 2001 2011 2001 2011

41.9 53.7 60.2 72.5 41.6 59.8 72 76.9

Table 25: Household Services

3.7 WATER PROVISION

The residents in the municipal area have 100% access to water services. According to the 2011 Census statistics there are 6 340 households

in the municipality, with an average household size of 3.2 persons per household. Of the households, 59.8% have access to piped (tap) water

inside the dwelling/institution, and 35.9% have access to piped (tap) water inside the yard.

The municipality experienced an extreme water crisis in Loeriesfontein where all the water in the boreholes (wells), which provide the town with

water, dried up. The municipality delivered water to the residents by truck on a daily basis. This had a tremendous financial impact on the

municipality with a monthly expense of R150 000 rand per month. Alternative short-, medium- and long term plans were put in place to try to

manage the crises.

The Blue drop risk rating is at 15.12%. The Blue drop score is at 84% which shows an increase.

The water sources in the municipal area are as follows:

Sources of Water

Regional/Local water scheme (operated by municipality or other water services provider) 72%


Sources of Water

Borehole 23%

Spring 1%

Rain water tank 0.7%

Dam/Pool/Stagnant water 1.9%

River/Stream 0%

Water vendor 0.2%

Water tanker 0.9%

Other 0.5%

Table 26: Sources of Water (Census 2011)

3.7.1 Key Performance Indicators: Water Services

Table 27: Key performance indicators: Water services

3.7.2 Water Service Delivery Levels

Water is probably the most fundamental and indispensable of natural resources. Fundamental to life, the environment, food production, hygiene

and power generation. Poverty reduction and improved water management are inextricably linked. Section 4B of the Constitution lists water and

sanitation services limited to potable water supply systems and domestic waste water and sewerage disposal systems as a local government

function. Basic water is defined as 25 litres of potable water per day supplied within 200 meters of a household.

Access to potable water is the norm in HM. According to Census 2011, the number of households with access to piped water inside the dwelling

was estimated at 6 064 (Statistics SA, 2011), whilst 64 households had no access to piped (tap water) in 2011.

Access2001

Number of households2011

Number of households

Piped (tap) water inside dwelling/yard 4 994 6 064

Piped (tap) water on communal stand 500 212

No access to piped (tap) water 125 64

Table 28: Distribution of households by access to piped water and municipality (Census 2011)

The graph below shows the distribution of households by access to piped water and municipality:


Graph 1: Distribution of households by access to piped water and municipality (Census 2011)

3.7.3 Households - Water Service Delivery Levels below the Minimum

The table below indicates the water service delivery levels for 2015/16:

Description

2014/15 2015/16

Actual Original Budget Adjusted Budget Actual


Total households 4 742 4 567

Households below minimum service level 0

Proportion of households receiving 6kl free water 2 496 1 452

Table 29: Water service delivery levels for 2015/16

Below is a table that specifies the number of formal and informal households with water service delivery levels below the minimum standards for

the financial years 2014/15 and 2015/16:

Description2014/15 2015/16

Actual Actual

Formal settlements

Total households 4 742* 4 742*

Households below minimum service level 0 0

Proportion of households below minimum service level 0 0

Informal settlements

Total households 4 742*

Households below minimum service level 0

Proportion of households below minimum service level 0

*In terms of the Back to Basics requirements the municipality is required to calculate the number of erven to which a service is provided regardless of the number of households per erf

Table 30: Water service delivery levels below the minimum: Households

3.7.4 Employees: Water services

Job levels2014/15

2015/16

Posts Employees Vacancies (fulltime equivalents) Vacancies (as a % of

total posts)Number

0 – 3 7 7 7 0 0

4 – 6 6 6 5 1 17

7 – 9 7 7 7 0 0

10 – 12 2 2 2 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 22 22 21 1 45

Table 31: Employees: Water Services

3.7.5 Capital Expenditure – Water Services

The table below indicates the amount that was actually spent on water services projects for the 2015/16 financial year:


Capital projects2015/16

Budget Adjustment budget Actual expenditure Variance from adjustment budget Total project value

(R)

Loeriesontein 10 000 10 000 3 367

Brandvlei 4 128 4 128 3 620

Nieuwoudtville Dam 3 324 3 324 2 863

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

Table 32: Capital expenditure 2015/16: Water services

3.8 SANITATION SERVICES

The municipality has a duty to all residents or potential residents in its area of jurisdiction to progressively ensure efficient, affordable,

economical and sustainable access to sanitation services that promote sustainable livelihoods and economic development.

The Green Drop score is 52.44% which indicates an improvement. However, Middelpos is still a major risk. The status of Middelpos indicates

that the disposal of waste may detrimentally impact on a water resource (groundwater).

According to Statistics SA 2011 882 households do not have access to any toilet facility.

3.8.1 Sanitation Service Delivery Levels

Below is a table that specifies the distribution of households by type of toilet facility as per Statistics SA 2011:

Facility2001

Number of households2011


Flush or chemical toilets 3 505 4 879

Pit latrines 553 722

Bucket toilets 837 185

None 724 382

Table 33: Distribution of households by type of toilet facility and municipality (Census 2011)

The graph below shows the distribution of households by type of toilet facility and municipality (Census 2011):


Graph 2: Distribution of households by type of toilet facility and municipality (Census 2011)

3.8.2 Employees: Sanitation services

Job levels2014/15

2015/16


total posts)Number

0 – 3 6 6 5 1 17

4 – 6 1 1 1 0 0

7 – 9 5 5 5 0 0

10 – 12 0 0 0 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 12 12 11 1 8

Table 34: Employees: Sanitation Services

3.8.3 Capital Expenditure – Sanitation Services

The table below indicates the amount that was actually spent on sanitation services projects for the 2015/16 financial year:



(R)

Waste Water Treatment 768 768


Table 35: Capital Expenditure 2015/16: Sanitation services

3.9 ELECTRICITY


Electricity and street lighting are provided to all formal settlements and electricity and street or high-mast lights are provided to most informal

areas in the HM. 98.5% of households have access to electricity. The municipality provide electricity to part of Brandvlei, Calvinia,

Loeriesfontein and Nieuwoudtville, whilst Eskom provide electricity to part of Brandvlei, Calvinia, Loeriesfontein, Nieuwoudtville, Middelpos and

Swartkop.

The electricity losses were determined at 25.46% for the 2015/16 financial year as opposed to the 16.7% of the previous financial year


3.9.1 Service Delivery Indicators: Electricity Services

Table 36: Service Delivery Indicators: Electricity Services

3.9.2 Electricity Service Delivery Levels

The table below indicates the different service delivery level standards for electricity within the urban edge area of the municipality:

Electricity Service Delivery Levels



Energy (above minimum level)

Electricity (at least min. service level) 4 492

Electricity (prepaid (min service level) 0

Sub Total 4 492

Percentage 96

4 492

Energy (below minimum level)

Electricity (min service level) 168

Electricity (prepaid (min service level) 0

Other energy sources 0

Sub-total 168

Percentage 4

Total number of households 4 660

Table 37: Electricity service delivery levels

The graph below shows the different electricity service delivery levels per total households and the progress per year:

Graph 3: Electricity service delivery levels

3.9.3 Employees: Electricity services


Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 4 4 4 0 0

7 – 9 1 1 1 0 0

10 – 12 2 2 2 0 0

13 - 15 1 1 1 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 8 8 8 0 0

Table 38: Employees: Electricity Services

3.9.4 Capital Expenditure – Electricity Services

The table below indicates the amount that was actually spent on electricity service projects for the 2015/16 financial year:



(R)


Table 39: Capital expenditure 2015/16: Electricity services

3.10 WASTE MANAGEMENT (REFUSE COLLECTIONS, WASTE DISPOSAL, STREET CLEANING AND RECYCLING)

The municipality delivers solid waste services to the residents of Hantam Municipality. All residents receive the service once a week and a

black bag system is applied for the removal of all solid waste.

The municipality has 4 landfill sites of which Calvinia, Brandvlei and Loeriesfontein have permit licenses and Nieuwoudtville is in the process of

obtaining a permit license. Although these sites are fully functional, illegal dumping of waste in the municipal area remains a major challenge.


3.10.1 Service Delivery Indicators: Waste management (Refuse collections, waste disposal, street cleaning and recycling)

Table 40: Service delivery indicators: Waste management (Refuse collections, waste disposal, street cleaning and recycling)

3.10.2 Refuse Removal Service Delivery Levels

The table below indicates the different refuse removal service delivery level standards within the urban edge area of the municipality:


Outcome Actual

Household

Refuse removal: (Minimum level)

Removed at least once a week 4 742 4 567

Minimum service level and above sub-total 4 742 4 567

Minimum service level and above percentage 100 100

Refuse removal: (Below minimum level)

Removed less frequently than once a week 0

Using communal refuse dump 0

Using own refuse dump 0

Other rubbish disposal 0

No rubbish disposal 0

Below minimum service level sub-total 0

Below minimum service level percentage 0

Total number of households 4 742 4 567

*In terms of the Back to Basics requirements the municipality is required to calculate the number of erven to which a service is provided regardless of the number of households per erf

Table 41: Refuse removal service delivery levels

The graph below shows the different refuse removal service delivery levels per total households and the progress per year:

Graph 4: Refuse removal service delivery levels

3.10.3 Employees: Waste management (Refuse collections, waste disposal, street cleaning and recycling)

Job levels2014/15

2015/16


total posts)Number

0 – 3 22 26 22 4 15

4 – 6 3 3 3 0 0

7 – 9 6 6 6 0 0

10 – 12 0 0 0 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 31 35 31 4 11


Table 42: Employees: Waste management (Refuse collections, waste disposal, street cleaning and recycling)

3.11 HOUSING

The municipality has appointed ASLA as a turnkey developer to build all RDP houses. HM has a current housing backlog of 933 RDP houses in

Calvinia. 247 Serviced plots could not realise due to funding withheld from the provincial government. No new houses have been built for many

years in Calvinia and the lack of housing have been creating social problems. The following provide an indication of the housing backlog in

each town in the municipal area:

Calvinia Loeriesfontein Nieuwoudtville Brandvlei Middelpos

2014/15 933 64 151 31 0

2015/16

% increase/(decrease)

Table 43: Housing demand list

3.11.1 Employees: Housing

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 1 1 1 1 1

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 1 1 1 1 1

Table 44: Employees: Housing

3.12 FREE BASIC SERVICES AND INDIGENT SUPPORT

In accordance with the approved indigent policy of the municipality, all households earning less than R3 190 per month will receive the free

basic services as prescribed by national policy. Indigent support includes water, electricity, rates, refuse, sewerage and rental.

3.12.1 Access to Free Basic Services

The access to free basic services is summarised into the different services as specified in the following table:

Free basic services to low income households

Year


Total

Households earning less than R 3 500 per month

Free basic water Free basic sanitation Free basic electricity Free basic refuse

Access (%) Access (%) Access (%) Access (%)

2014/15 2 496 2 496 100 2 496 100 2 496 100 2 496 100

2015/16 1 452 1 452 1 452 1 229 4 567

Table 45: Access to free basic services


The cost of free basic services amounted to R3 255 for the financial year.

COMPONENT B: ROAD TRANSPORT

This component includes: roads, transport and stormwater drainage.

The vision for South African transport given with the White Paper on National Transport Policy (1996) is to: “provide safe, reliable, effective,

efficient and fully integrated transport operations and infrastructure which will best meet the needs of freight and passenger customers at

improving levels of service and cost in a fashion which supports government strategies for economic and social development whilst being

environmentally and economically sustainable.”

3.13 ROADS

HM focus on normal maintenance, re-gravel and reseal of roads. The district municipality with Public Works is responsible to maintain, repair,

protect and manage the proclaimed provincial roads in our area. Challenges facing the municipality is the maintenance of potholes due to

insufficient funds.

3.13.1 Asphalt Roads

Financial year Total km asphalt roads Km of new asphalt roads Km existing asphalt roads re-sheeted

Km asphalt roads maintained

2014/15 34 0 0 34

2015/16 34 34

Table 46: Asphalt roads

3.13.2 Gravel Roads

Financial year Total km gravel roads Km new gravel roads constructed

Km gravel roads upgraded to asphalt

Km gravel roads graded/maintained

2014/15 88 0 0 88

2015/16 88 88

Table 47: Gravel roads

3.13.3 Cost of construction/Maintenance

The total cost of maintenance for gravel and paved/asphalt roads was R332 000. The budget for paved constructed roads was R954 000 whilst

R1 985 000 was spent.

3.13.4 Service Delivery Indicators: Roads

Table 48: Service Delivery Indicators: Roads

3.13.5 Employees – Roads

Job levels2014/15

2015/16


total posts)Number

0 – 3 14 15 14 1 67

4 – 6 0 0 0 0 0

7 – 9 3 3 3 0 0


Job levels2014/15

2015/16


total posts)Number

10 – 12 0 0 0 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 17 18 17 1 56

Table 49: Employees: Roads

3.13.6 Capital Expenditure – Roads

The table below indicates the amount that was actually spent on road service projects for the 2015/16 financial year:



(R)

Paving of Roads 954 954 1 985


Table 50: Capital expenditure 2015/16: Road services

3.14 STORMWATER

HM’s waste water (stormwater) systems consist of channels, pipelines and open trenches with piped road crossings.

3.14.1 Stormwater infrastructure

The table below shows the total kilometres of stormwater maintained and upgraded as well as the kilometres of new stormwater pipes installed:

Financial year Total km stormwater measures

Km new stormwater measures

Km stormwater measures upgraded

Km stormwater measures maintained

2014/15 37 0 0 37

2015/16 37 37

Table 51: Stormwater infrastructure

3.14.2 Cost of Construction/Maintenance

The table below indicates the amount of money spent on stormwater projects:

Financial yearStormwater measures

CapitalR’000

MaintainedR’000

2014/15 500 90

2015/16


Table 52: Cost of construction/maintenance of stormwater systems

3.14.3 Employees: Stormwater

Job levels2014/15

2015/16


total posts)Number

0 – 3 9 9 9 0 0

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 1 1 1 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 10 10 10 0 0

Table 53: Employees: Stormwater

COMPONENT C: PLANNING AND DEVELOPMENT

This component includes two service delivery priorities namely:

Planning; and

Development.

Planning consists of land use and building control.

Development consist of Local Economic Development (LED). LED is built around a commitment to develop a climate in which economic

development and growth can prosper.

3.15 PLANNING

National imperatives such as the Municipal Systems Act of 2000 prescribes that municipalities must develop a spatial plan that seeks to address

the past skewed planning models and in an integrated way explore how planning for all people and communities will be addressed. The spatial

plan thus informs how space and resources will be used to create a more coherent and systematic approach to planning and service delivery.

It is within this context that the municipality has embarked on drafting and approving a Spatial Development Framework (SDF) (R/B 6/201) that

serves as guideline in all town planning and changes to existing uses of erven.

The SDF emanates from the directives of the Municipal Systems Act (Act 32 of2000) (Chapter 5: Integrated Development Planning, Part 2:

Contents of Integrated Development Plans – Section 26(e)) and must be a core component of the IDP of the municipality. The relevance of the

legislative context of the Hantam SDF is that it needs to be aligned with the following:

National SDF

Northern Cape Provincial Growth and Development Strategy

Provincial SDF (2009)

The focus of planning is on the:

Approval and issuing of rezoning applications, sub-divisions and consolidation

Application of the regulations in terms of building control and the approval of building plans


3.15.1 Challenges: Planning

The tables below give a brief description of all the challenges regards to the planning department during the 2015/16 financial year:

Challenge Corrective action

Implementation of the new SPLUMA Act Delays in terms of processes

Table 54: Planning challenges

3.15.2 Service delivery statistics for Planning

The table below displays the applications for land use development:

DetailFormalisation of townships Rezoning Built environment

2014/15 2015/16 2014/15 2015/16 2014/15 2015/16

Planning application received 0 0 9 8 0 0

Determination made in year of receipt 0 0 9 8 0 0

Determination made in following year 0 0 0 0 0 0

Applications withdrawn 0 0 0 0 0 0

Applications outstanding at year end 0 0 0 0 0 0

Table 55: Applications for land use development

The table below indicates the building plans received and processed during the financial year

Type of service 2014/15 2015/16

Building control

Building plan applications processed 53 71

Approximate value 14 334 650 24 013 700

New residential dwellings 15 8

Residential extensions 28 53

New Business buildings 7 5

Business extensions 3 5

Table 56: Town planning and building control service delivery statistics

3.15.3 Employees: Planning

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 2 2 2 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 2 2 2 0 0

Table 57: Employees: Planning


3.16 LOCAL ECONOMIC DEVELOPMENT

The LED strategy along with the LED process plan is reviewed and implemented annually. The LED strategy is built around commitment to

develop a climate in which economic development and growth can prosper and growth is shared. The municipality aimed to create a conducive

business environment. Municipal capital projects is implemented through EPWP. The municipality ensures implementation and support of

programmes that focus on economic development.

3.16.1 Service Delivery Indicators: LED

3.16.2 Highlights: LED

The table below gives a brief description of all the highlights for LED during the 2015/16 financial year:

Achievement/Highlight Description

Rooibos Tea Factory (On-going) Processing of tea and packaging thereof

Flower Bulbs (On-going) Growing bulbs and exporting it overseas

Ramskop Abattoir Clean and sell offal

Rooibos Extract Production of rooibos extracts

Table 58: LED Highlights

3.16.3 Challenges: LED

The table below gives a brief description of all the challenges for LED during the 2015/16 financial year:


Budget/funding Source additional funding and collect all outstanding debts

Table 59: LED challenges

3.16.4 LED initiatives

The table below shows the number of jobs created through grant projects for the 2015/16 financial year:

Jobs created through grant projects

Project Detail Total wages paidR

Table 60: Job creation through grant projects

Jobs created through EPWP projects

Project details Number of EPWP appointments

IG/Cleaning and repairing of Streets in Hantam

IG/Beautification of Hantam Cemeteries

IG/Inc. Access roads for Hantam Nature


Jobs created through EPWP projects

Project details Number of EPWP appointments

IG/Cleaning and repairing of water and sewerage

IG/Cleaning and maintenance of electrical lines

IG/Cleaning and clearing of Hantam Sport fields

Waste Collection and Food 4 waste

Table 61: Job creation through EPWP projects

3.16.5 Tourism Awareness/Events

Annual events in the Hantam region:

Annual event Date

Meat festival (Calvinia)

Afrika Burn (Tankwa Karoo)

Relay for Life (CANSA) (Calvinia)

Oorlogskloof Mountain and Gorge Run (Nieuwoudtville)

Flower market (Calvinia and Nieuwoudtville)

Kontreikos (Loeriesfontein)

Note: Tourism of the Hantam Municipality is driven by the Namaqua District Municipality

Table 62: Tourism awareness/events

3.16.6 Employees: LED

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 1 1 1 1 0

13 – 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 1 1 1 1 0

Table 63: Employees: LED

COMPONENT D: COMMUNITY AND SOCIAL SERVICES

This component includes:

Libraries

Cemeteries

Social programmes

3.17 LIBRARIES

The library service ensures the provision of library and information services to communities in a sustainable manner.


Libraries and community library projects maintain and develop information resources and other skills programs.

Libraries also develop organised systems with other relevant government departments to enhance service delivery to our communities.

The municipality provide library services in Calvinia, Loeriesfontein, Nieuwoudtville, Brandvlei, Middelpos and Swartkop.

3.17.1 Highlights: Libraries

The table below gives a brief description of all the highlights for libraries during the 2015/16 financial year:


Mandela Day 67 minutes cleaning project

Women’s Day Brain development: Correct brain food

Library Week Presented theme: “Check in at your library

Table 64: Libraries highlights

3.17.2 Challenges: Libraries

The table below gives a brief description of the libraries challenges during the 2015/16 financial year:


Stock take of library books Obtain a system to assist during stock take

Internet Effective functioning of the internet system

Table 65: Libraries challenges

3.17.3 Service Statistics - Libraries

Type of service 2014/15 2015/16

Libraries

Number of libraries 6

Library members 5 703

Books circulated 62 920

Books lost 273

Exhibitions held 168

Internet users 2 724

New library service points or Wheelie Wagons 0

Children programmes 135

Visits by school groups and crèches 336

Book group meetings for adults 7

Primary and secondary book education sessions 0

Table 66: Service statistics –Libraries

3.17.4 Service delivery indicators


3.17.5 Employees: Libraries

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 4 4 4 0 0

7 – 9 5 5 5 0 0

10 – 12 1 1 1 0 0

13 – 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 10 10 10 0 0

Table 67: Employees: Libraries

3.18 CEMETERIES

There are 7 cemeteries in the Hantam area that resort under the jurisdiction of the municipality and 2 additional cemeteries that belong to

churches.

3.18.1 Service delivery indicators: Cemeteries

Table 68: Service delivery indicators: Cemeteries

3.18.2 Employees: Cemeteries

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 1 1 1 0 0

10 – 12 0 0 0 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 1 1 1 0 0

Table 69: Employees: Cemeteries

3.19 SOCIAL PROGRAMMES

The aim of social programmes is to:-

Address problems and poverty identified in the community

Commemorate special public days

Enhance good communication


The following special programmes were executed during the 2015/16 financial year:

Description of programmes Date of program Target GroupExpenditure

R

Table 70: Special programmes executed during 2015/16

3.19.1 Employees: Social Programmes

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 1 1 1 0 0

10 – 12 0 0 0 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 1 1 1 0 0

Table 71: Employees: Social programmes

COMPONENT E: ENVIRONMENTAL PROTECTION

This component includes: pollution control, biodiversity and landscape

According to section156(2) of the Constitution, a municipality may make and administer by-laws for the effective administration of matters that it

has the right to administer. Air pollution is listed as a matter in which local government has authority and national and provincial government

may not compromise or impede a municipality’s right to exercise its powers or perform its functions.

3.20 POLLUTION CONTROL

Air pollution control is not a function of the municipality, but a function performed by the district municipality.

3.21 BIO-DIVERSITY, LANDSCAPE AND OPEN SPACES

The Succulent Karoo Biome is one of 25 internationally recognised biodiversity hotspots. A hotspot is an area that is extremely rich in

biodiversity in comparison to others in its category. The Succulent Karoo is significant because it is the only hotspot that is entirely arid (dry).

Arid lands are usually poor in species; however, the Succulent Karoo is an extraordinary exception. It has the richest succulent flora (plants) in

the world, with 4 849 vascular plant species of which 1 940 (40%) are found nowhere else in the world. The Hantam/Roggeveld is one of the

sub regions of the globally important Succulent Karoo Biome.


The Hantam/Roggeveld area is centred on the town of Calvinia and encompasses both the Bokkeveld and Roggeveld escarpments.

Nieuwoudtville lies to the western boundary, while the town of Sutherland to the south eastern boundary. These rugged slopes and cool

highlands include a wide range of species type’s characteristic of transition zones between the renosterveld-Succulent Karoo interfaces.

Conserving these cooler areas is an essential strategy for maintaining the unique diversity of the hotspot in the face of global warming.

Additionally, due to the relative low levels of transformation in this priority area, there are excellent opportunities to include upland-lowland

seasonal migration routes for fauna. The total plant species in this 86 600ha area is 1 767 of which 357 are Succulent Karoo endemics and 173

are Red list species and thus globally threatened. The Hantam-Roggeveld area is exceptionally rich in geophytes and petaloid monocots, many

of which are endemic to the region. The Hantam-Roggeveld is also a marked centre of endemism for Euryops, Manulea, Bulbinella,

Hesperantha and Romulea. There are many specific examples of the region’s floral riches, for example Amphisiphon stylosa (the only member

of its genus), occurs only in a restricted area in the vicinity of Nieuwoudtville; Carex acocksii is only known from the doleritic Hantamsberg near

Calvinia and Secale africanum (the only member of a once widespread Eurasian genus) only survives near Sutherland.

We use biodiversity in various ways. Some examples of direct use are: for food, medicine, firewood (cooking and heating), industry (building

materials or veld products such as baskets), recreational harvesting (gardening of hunting) and ecotourism (spring flowers for example).

Indirectly, biodiversity provides services that are important to human well-being, for example, nutrient cycling, photosynthesis, climate

regulation, and so on. Biodiversity conservation also means that organisms should exist in their own right and not just to be used by humans.

COMPONENT F: SECURITY AND SAFETY


Traffic, law enforcement and licensing

Fire

Disaster management

Aerodrome (Airfield)

The function of security and safety is to provide a safe environment for the residents of the Hantam and to ensure the safety of the personnel of

the municipality through effective and efficient operationalization of all relevant plans in conjunction with public safety.

The HM delivers security services where contract workers is deployed at all municipal buildings and nature reserves.

HM does not have a full time dedicated fire service. It does, however, offer firefighting services with municipal staff trained in firefighting skills.

All towns do have firefighting equipment available.

Disaster management is a district function and the Namakwa District Council maintains a District Disaster Management Centre. HM has

appointed its Chief of Traffic Services as its Disaster Manager and co-operates closely with the District Disaster Management Centre.

The aim of law enforcement in a municipality is to create an environment that will further the social and economic development of the

community. Through law enforcement services the municipality ensures that individuals and their families are safe. Law Enforcement Officers

are deployed in the municipal area to ensure that by-laws are enforced in the municipal area. An officer of Traffic is currently fulfilling the duties

of law enforcement.

The aim and function of the Traffic Department is to educate and create a culture of voluntary compliance with road traffic rules and regulations

and to enhance courteous and tolerant road user behaviour. HM has an operational traffic department comprising driver licensing, traffic law

enforcement, vehicle testing and motor vehicle registrations. The traffic department services are extended to Calvinia, Brandvlei, Loeriesfontein

and Nieuwoudtville.

3.22 TRAFFIC, SECURITY AND LICENSING


The aim and function of the Traffic Department is to educate and create a culture of voluntary compliance with road traffic rules and regulations

and to enhance courteous and tolerant road user behaviour. HM has an operational traffic department comprising driver licensing, traffic law

enforcement, vehicle testing and motor vehicle registrations. The traffic department services are extended to Calvinia, Brandvlei, Loeriesfontein

and Nieuwoudtville.

The main priorities are:

The testing of applicants for driving licenses, learner’s licenses and the application and renewal of professional driving licenses.

The registration and licensing of motor vehicles.

The promotion of road safety and law enforcement.

3.22.1 Service Statistics – Traffic, security and licensing

Details2014/15 2015/16

Actual no. Actual no.

Number of road traffic accidents during the year 4 6

Number of infringements attended 2 0

Number of traffic officers in the field on an average day 3 2

Number of traffic officers on duty on an average day 3 2

Number of driver’s licenses issued 330 839

Number of learner’s licenses processed and issued 286 252

Number of motor vehicle license transactions 534 6 600

Number of road signage erected 12 205

Number of fines issued for traffic offences 146 225

R-value of fines collected 110 830 63 275

Number of roadblocks held 6 3

Special escorts 2 7

Awareness initiatives on public safety 6 8

Table 72: Service data for Traffic, security and licensing

3.22.2 Employees: Traffic, security and licensing

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 1 1 1 0 0

10 – 12 6 6 6 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 7 7 7 0 0

Table 73: Employees: Traffic, security and licensing

3.23 AERODROME (AIRFIELD)


3.23.1 Challenges: Aerodrome (Airfield)

The table below gives a brief description of the Aerodrome (Airfield) challenges during the 2015/16 financial year:


Lack of funding for reseal of the landing strip Source additional funding

Table 74: Aerodrome (Airfield) challenges

COMPONENT G: SPORT AND RECREATION


Community halls

Swimming pools

Caravan park

Nature reserve

Sport grounds

3.24 COMMUNITY HALLS

Community halls are maintained and available in Calvinia, Loeriesfontein, Brandvlei and Nieuwoudtville.

3.24.1 Highlights: Community halls

The table below gives a brief description of all the highlights for Community halls during the 2015/16 financial year:


Rename of community halls Community halls were renamed to icons in town

Table 75: Community halls highlights

3.24.2 Challenges: Community halls

The table below gives a brief description of the Community halls challenges during the 2015/16 financial year:


Cost of daily maintenance and upgrade of halls Source additional funding

Table 76: Community halls challenges

3.24.3 Employees: Community halls

Job levels2014/15

2015/16


total posts)Number

0 – 3 8 9 8 1 11

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 0 0 0 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0


Job levels2014/15

2015/16


total posts)Number

Total 8 9 8 1 11

Table 77: Employees: Community halls

3.25 SWIMMING POOLS

A public swimming pool is maintained and operated during summer months in Calvinia. A swimming pool is also available in the Nieuwoudtville

Caravan Park.

3.25.1 Challenges: Swimming pools

The table below gives a brief description of the Swimming pools challenges during the 2015/16 financial year:


Cost of daily maintenance and short season Possible increase of swimming pool ticket price

Table 78: Swimming pools challenges

3.25.2 Service Statistics – Swimming pools

A total amount of R28 946 was collected for swimming pool tickets sold for the 2015/16 financial year.

3.26 CARAVAN PARK

A caravan park is operated in Nieuwoudtville and is popular during the flower season and December holidays.

3.26.1 Highlights: Caravan park

The table below gives a brief description of all the highlights for the caravan park during the 2015/16 financial year:


Big attraction during flower season Tourists make reservations during the flower season which is mostly during August – September of each year

Table 79: Caravan park highlights

3.26.2 Challenges: Caravan park

The table below gives a brief description of the caravan park challenges during the 2015/16 financial year:


Daily maintenance and upgrade Source additional funding

Table 80: Caravan park challenges

3.26.3 Service Statistics – Caravan park

Caravan site reservations generated total revenue of R61 355during the 2015/16 financial year.

3.27 NATURE RESERVES

The Akkerendam Nature Reserve is situated in Calvinia and is a popular recreation facility for residents. Hiking trails have been developed in

the Hantam Mountains and various routes with different levels of difficulty can be hiked. Springbok kept in the nature reserve provide a handy


source of revenue. Nieuwoudtville has a flower bulb reserve managed by the municipality that is very popular during the peak flower season. In

fact, it is just as popular as the waterfall on the road between Nieuwoudtville and Loeriesfontein.

3.27.1 Highlights: Nature reserves

The table below gives a brief description of all the highlights for the nature reserves during the 2015/16 financial year:


Big attraction and heritage site Big attraction for tourists during the flower season which is mostly from August to September each year

Table 81: Nature reserves highlights

3.27.2 Challenges: Nature reserves

The table below gives a brief description of the Nature reserves challenges during the 2015/16 financial year:


Upgrade of the reserves Source additional funding

Table 82: Nature reserves challenges

3.27.3 Service Statistics – Nature reserves

Admission tickets sold at the Flower Bulb Reserve (Nieuwoudtville) and Waterfall (Nieuwoudtville) generated total revenue of R54 624 during

the 2015/16 financial year.

3.28 SPORT GROUNDS

Sport fields are available in all towns of the Hantam Municipal Area. The shortage of water resulted in only Calvinia and Nieuwoudtville being

able to afford grassed pitches. Due to the scarcity of water resources in Brandvlei and Loeriesfontein the soccer/rugby pitches cannot be

grassed.

3.28.1 Challenges: Sport grounds

The table below gives a brief description of the Sport grounds challenges during the 2015/16 financial year:


Daily maintenance for sport grounds Source additional funding

Table 83: Sport grounds challenges

3.28.2 Employees: Sport grounds

Job levels2014/15

2015/16


total posts)Number

0 – 3 3 3 3 0 0

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 0 0 0 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0


Job levels2014/15

2015/16


total posts)Number

Total 3 3 3 0 0

Table 84: Employees: Sport grounds

COMPONENT H: CORPORATE POLICY, OFFICES AND OTHER SERVICES


Executive and Council

Financial Services

Human Resources

3.29 EXECUTIVE AND COUNCIL

Executive and Council includes the:

Mayor

Councillors

Office of the Municipal Manager

3.29.1 Highlights: Executive and Council

The table below gives a brief description of all the highlights for Executive and Council during the 2015/16 financial year:


Table 85: Executive and Council highlights

3.29.2 Challenges: Executive and Council

The table below gives a brief description of Executive and Council challenges during the 2015/16 financial year:


Table 86: Executive and Council challenges

3.29.3 Service delivery indicators: Executive and Council

I

Table 87: Service delivery indicators: Executive and Council

3.29.4 Employees: Executive and Council


Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 2 2 2 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 10 10 10 0 0

Total 12 12 12 0 0

Table 88: Employees: Executive and Council

3.30 FINANCIAL SERVICES

Financial services includes:

Budget and treasury control

Expenditure management

Income management

Supply Chain Management

Sound financial management practices are essential to the long term sustainability of the municipality. It underpin the process of democratic

accountability. The key objectives of the Municipal Finance Management Act (2003) is to modernise municipal financial management in South

Africa so as to lay a sound financial base for the sustainable delivery of services. The management of key financial and governance areas is

achieved by focussing on reducing the levels of outstanding debt owed to the municipality, to assist with service delivery spending and

maintaining a healthy cash flow and also maintaining an unqualified audit for the municipality by resolving audit findings and improving financial

governance.

Debt recovery

Details of the types of account raised

and recovered

2014/15 2015/16

Billed in yearActual for

accounts billed in year

Proportion of accounts value billed that were

collected %Billed in year

Actual for accounts billed in

year

Proportion of accounts value billed that were

collected %

R % R %

Property rates 4 807 150 6 825 833 142% 7 540 440 5 265 035 70%

Electricity 18 744 798 20 256 882 108% 22 740 405 21 765 804 96%

Water 3 664 403 7 235 057 197% 7 764 433 4 334 584 56%

Sanitation 2 755 848 5 131 523 186% 5 521 992 3 180 790 58%

Refuse 2 068 105 4 797 232 232% 5 402 141 2 446 936 45%

Table 89: Service standards for Financial Services

3.30.1 Highlights: Financial Services

The table below gives a brief description of all the highlights for Financial Services during the 2015/16 financial year:



Table 90: Financial Services highlights

3.30.2 Challenges: Financial Services

The table below gives a brief description of the Financial Services challenges during the 2015/16 financial year:


Filling of vacant position of the CFO New elected council will made the appointment

Increasing of the collection rate Effective credit control

Table 91: Financial Services challenges

3.30.3 Service delivery indicators: Financial Services

Table 92: Service delivery indicators: Financial Services

3.30.4 Employees: Financial Services

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 7 8 7 1 13

7 – 9 6 7 6 1 14

10 – 12 9 9 9 0 0

13 - 15 2 2 1 1 50%

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 24 26 24 2 8

Table 93: Employees: Financial Services

3.31 HUMAN RESOURCES

The Human Resource unit resort under the Department of Corporate Services and is responsible for the following functions:

Human Resource Administration

Recruitment and selection

Legal Services and Labour Relations

Employment Equity

Organisational Structure and Job Evaluation

Occupational Health and Safety

Training and development

Employee Assistance Programme

The aim is to provide management with effective and efficient strategic advice and support with reference to new and amended legislation,

interpretation of policies, organizational change, sound labour relation practices and a healthy and safe environment.


3.31.1 Highlights: Human Resources

The table below gives a brief description of all the highlights for Human Resources during the 2015/16 financial year:


Table 94: Human Resources highlights

3.31.2 Challenges: Human Resources

The table below gives a brief description of the Human Resources challenges during the 2015/16 financial year:


Job descriptions outdated or not in alignment with actual functions performed Re-evaluation and conclusion of job descriptions

Occupational Health and Safety assessments and meetings to identify and addresses risks Regular Occupational Health and Safety meetings

Retirement of Human Resource Manager Additional assistance in Human Resources

Table 95: Human Resources challenges

3.31.3 Service delivery indicators: Human Resources

Table 96: Service delivery indicators: Human Resources

3.31.4 Employees: Human Resources

Job levels2014/15

2015/16


total posts)Number

0 – 3 0 0 0 0 0

4 – 6 0 0 0 0 0

7 – 9 0 0 0 0 0

10 – 12 2 2 2 0 0

13 - 15 0 0 0 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 2 2 2 0 0

Table 97: Employees: Human Resources

3.32 CORPORATE SERVICES

The Corporate Services unit resort under the Department of Corporate Services and is responsible for the following functions:


Human Resources

Administration Services

IT Services

Record Management

Legal Services and Labour Relations

Town Planning

Cleaning Services

Housing

Switchboard and Customer Care

The aim is to ensure effective and efficient administrative systems to enhance the municipality’s objectives.

3.32.1 Highlights: Corporate Services

The table below gives a brief description of all the highlights for corporate services during the 2015/16 financial year:


Table 98: Corporate Services highlights

3.32.2 Challenges: Corporate Services

The table below gives a brief description of the corporate services challenges during the 2015/16 financial year:


Service of 247 plots Funding from Provincial Government

Increase in housing backlog Availability of funding from provincial government to build houses

Commonage – 0 agreements signed Counsel resolution taken on selling of commonage land

By-laws Review of by-laws and development of new by-laws

Filling of vacant Director Corporate Services New elected council to made appointment

Table 99: Corporate Services challenges

3.32.3 Service delivery indicators: Corporate Services

Table 100: Service delivery indicators: Corporate Services

3.32.4 Employees: Corporate Services

Job levels2014/15

2015/16


total posts)Number

0 – 3 5 5 5 0 0

4 – 6 2 2 2 0 0

7 – 9

10 – 12 4 4 4 0 0


Job levels2014/15

2015/16


total posts)Number

13 - 15 1 1 1 0 0

16 – 18 0 0 0 0 0

19 – 20 0 0 0 0 0

Total 12 12 12 0 0

Table 101: Employees: Corporate Services

3.32.5 Capital Expenditure – Corporate Services

The table below indicates the amount that was actually spent on corporate services projects for the 2015/16 financial year:



(R)


Table 102: Capital expenditure 2015/16: Corporate Services

COMPONENT I: ORGANISATIONAL PERFORMANCE SCORECARD

3.33 DEVELOPMENT AND SERVICE DELIVERY PRIORITIES FOR 2016/17

The main development and service delivery priorities for 2016/17 forms part of the municipality’s top layer SDBIP for 2016/17 and are indicated

in the tables below:

3.33.1 Development and transformation of the institution to capacitate Hantam Municipality

Ref National KPA Key performance indicator Unit of Measurement Ward Baseline Annual Target

TL11Municipal Transformation and Institutional Development

Number of people from employment equity target groups that will be appointed in the three highest levels of management during the 2016/17 financial year in compliance with the municipality’s approved employment equity plan

Number of people that will be appointed in the three highest levels of management in compliance with a municipality’s approved employment equity plan

All 0 2


Percentage of municipality's personnel budget actually spent on implementing its workplace skills plan by 30 June 2017 ((Total Actual Training Expenditure/ Total personnel Budget)x100))

(Total expenditure on training/total personnel budget)/100

All 0.50% 0.50%


Limit vacancy rate to 20% of funded post by 30 June 2017 {(Number of funded posts vacant divided by budgeted funded posts)x100}

(Number of funded posts vacant divided by budgeted funded posts)x100

All 15% 20%




Review the Workplace Skills Plan and submit plan to the LGSETA by 30 April 2017

Workplace Skills Plan submitted to LGSETA by 30 April 2017

All 1 1

TL18 Good Governance and Public Participation

Develop a policy register by 31 March 2017

Policy register developed by 31 March 2017 All New indicator 1

Table 103: Service delivery priorities for 2016/17: Development and transformation of the institution to capacitate Hantam Municipality

3.33.2 Facilitate Economic Development in the Hantam Municipal Area


TL10 Local Economic Development

Create job opportunities ito EPWP by 30 June 2017

Number of job opportunities created by 30 June 2017

All 155 155

TL24 Local Economic Development

Review the LED strategy with an implementation plan and submit to Council by 30 June 2017

LED strategy reviewed with an implementation plan and submitted to Council by 30 June 2017

All Current strategy 1

Table 104: Service delivery priorities for 2016/17: Facilitate Economic Development in the Hantam Municipal Area

3.33.3 Maintain a financially sustainable and viable municipality


TL1 Municipal Financial Viability and Management

Number of formal residential properties that which are billed for water or have pre paid meters that is connected to the municipal water infrastructure network as at 30 June 2017

Number of residential properties which are billed for water or have pre paid meters as at 30 June 2017

All 4676 4676


Number of formal residential properties which are billed for electricity or have pre paid meters as at 30 June 2017 (excluding Eskom areas)

Number of residential properties which are billed for electricity or have pre paid meters as at 30 June 2017 (Excluding Eskom areas)

All 2641 2641


Number of formal residential properties connected to the municipal waste water sanitation/sewerage network for sewerage service, irrespective of the number of water closets (toilets) which are billed for sewerage as at 30 June 2017

Number of residential properties which are billed for sewerage as at 30 June 2017

All 4639 4639


Number of formal residential properties which are billed for refuse removal as at 30 June 2017

Number of residential properties which are billed for sewerage as at 30 June 2017

All 4639 4639


Financial viability measured in terms of the municipality's ability to meet it's service debt obligations at 30 June 2017 {Debt to Revenue (Short Term Borrowing + Bank Overdraft + Short Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue - Operating Conditional Grant}

Debt coverage ratio as at 30 June 2017 All 54.9 54.9


Financial viability measured in % in terms of the total amount of outstanding service debtors in comparison with total revenue

% outstanding service debtors at 30 June 2017

All 38.8 38.80%



received for services at 30 June 2017 {Net Service debtors to revenue – (Total outstanding service debtors minus provision for bad debt)/ (revenue received for services) x100}


Financial viability measured in terms of the available cash to cover fixed operating expenditure at 30 June 2017 {Cost coverage ((Cash and Cash Equivalents - Unspent Conditional Grants - Overdraft) + Short Term Investment) / Monthly Fixed Operational Expenditure excluding (Depreciation, Amortisation, and Provision for Bad Debts, Impairment and Loss on Disposal of Assets))}

Cost coverage ratio as at 30 June 2017 All 0.4 0.4

Table 105: Service delivery priorities for 2016/17: Maintain a financially sustainable and viable municipality

3.33.4 Promote good governance and public participation



Submit the Draft Annual Report to Council by 31 January 2017

Report submitted to council by 31 January 2017

All 1 1


Develop a ICT governance policy and submit to council by 30 June 2017

Policy developed and submitted to council by 30 June 2017

All New indicator 1


Develop a Risk Based Audit Plan and submit to the audit committee for consideration by 30 June 2017

Risk Based Audit Plan developed and submitted to the audit committee by 30 June 2017

All 1 1


Compile the draft 4th generation IDP and submit to Council by 31 March 2017

Draft 4th generation IDP submitted to Council by 31 March 2017

All 1 1


Compile the final 4th generation IDP and submit to council by 31 May 2017

Final 4th generation IDP submitted to council by 31 May 2017

All 1 1

Table 106: Service delivery priorities for 2016/17: Promote good governance and public participation

3.33.5 Sustainable Infrastructure Development and Basic Service Delivery



Provide free basic water to indigent households earning less than R4500 as at 30 June 2017

Number of households receiving free basic water as at 30 June 2017

All 2100 2380


Provide free basic electricity to indigent households earning less than R4500 as at 30 June 2017

Number of households receiving free basic electricity as at 30 June 2017

All 2100 2380


Provide free basic sanitation to indigent households earning less than R4500 as at 30 June 2017

Number of households receiving free basic sanitation as at 30 June 2017

All 2100 2380


Provide free basic refuse removal to indigent households earning less than R4500 as at 30 June 2017

Number of households receiving free basic refuse removal as at 30

All 2100 2380



June 2017

TL9 Basic Service Delivery

The percentage of the municipal capital budget actually spent on capital projects by 30 June 2017 (Actual amount spent on capital projects /Total amount budgeted for capital projects)X100 by 30 June 2016

{Actual amount spent on capital projects /Total amount budgeted for capital projects)X100} by 30 June 2017

All 90% 95%

TL25 Basic Service DeliveryCompile a complete burial register for the municipal area by 30 June 2017

Burial register compiled by 30 June 2017 All New indicator 1


95% spent of the library operational conditional grant by 30 June 2017 {(Actual expenditure divided by the total grant received) x 100}

% of the library operational conditional grant spent by 30 June 2017 {(Actual expenditure divided by the total grant received) x 100}

All 95% 95%

TL27 Basic Service Delivery Obtain license for the Nieuwoudtville landfill site by 30 June 2017

License obtained by 30 June 2017 4 In Process 1


Increase debt recovery rate to 85% by 30 June 2017 {(Gross Debtors Closing Balance + Billed Revenue - Gross Debtors Opening Balance + Bad Debts Written Off)/Billed Revenue x 100}

% debt recovery rate by 30 June 2017 All 65% 85%


Limit unaccounted for electricity to less than 10% by 30 June 2017 {(Number of Electricity Units Purchased and/or Generated - Number of Electricity Units Sold) / Number of Electricity Units Purchased and/or Generated) × 100}

% unaccounted for electricity by 30 June 2017

All 14% 10%


Limit unaccounted for water to less than 10% by 30 June 2017 {(Number of Kilolitres Water Purchased or Purified - Number of Kilolitres Water Sold) / Number of Kilolitres Water Purchased or Purified × 100}

% unaccounted for water by 30 June 2017 All 25% 10%


95% of the RBIG budget spent for water shortage in Loeriesfontein by 30 June 2017 {(Actual amount spent on the project /Total amount budgeted for the project)X100}

% of the budget spent by 30 June 2017 5

New capital performance indicator for

2016/17

95%


95% of the RBIG budget spent for water shortage in Brandvlei by 30 June 2017 {(Actual amount spent on the project /Total amount budgeted for the project)X100}

% of the budget spent by 30 June 2017 3


2016/17

95%


95% of the MIG budget spent to pave streets by 30 June 2017 {(Actual amount spent on the project /Total amount budgeted for the project)X100}

% of the budget spent by 30 June 2017 All


2016/17

95%


95% of the INEP budget spent to upgrade electricity network by 30 June 2017 {(Actual amount spent on the project /Total amount budgeted for the project)X100}

% of the budget spent by 30 June 2017 All


2016/17

95%

TL35 Basic Service Delivery Replace and upgrade the existing fleet by 30 June 2017

Number of vehicles purchased by 30 June 2017

All New capital performance indicator for

4



2016/17

Table 107: Service delivery priorities for 2016/17: Sustainable Infrastructure Development and Basic Service Delivery

Chapter 4: Organisational Development Performance (PERFORMANCE REPORT PART II)

Chapter 4: Organisational Development Performance (PERFORMANCE REPORT PART I)

a) National Key Performance Indicators – Municipal Transformation and Organisational Development

The following table indicates the municipality’s performance in terms of the national key performance indicators required in terms of the Local

Government: Municipal Planning and the Performance Management Regulations of 2001 and section 43 of the MSA. These key performance

indicators are linked to the national key performance area – municipal transformation and organisational development.

KPA & IndicatorsMunicipal

achievementMunicipal

achievement

2014/15 2015/16

The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan 30

The percentage of a municipality’s training budget actually spent on implementing its workplace skills plan 98%

Table 1: National KPIs: Municipal transformation and organisational development

b) Highlights – Municipal Transformation and Organisational Development


Table 2: Highlights: Municipal Transformation and Organisational Development

c) Challenges – Municipal Transformation and Organisational Development

Challenge Actions to address

Table 3: Challenges: Municipal Transformation and Organisational Development

4.1 INTRODUCTION TO THE MUNICIPAL WORKFORCE

The HM as at 30 June 2016 employs 155(including three vacant position), including permanent officials as well as employees appointed on long

term fixed contracts, who individually and collectively contribute to the achievement of the municipality’s objectives. The primary objective of

human resource management is to render an innovative HR service that addresses both skills development and an administrative function.

4.1.1 Employment Equity

The Employment Equity Act (1998) Chapter 3, Section 15(1) states that affirmative action measures are measures designed to ensure that

suitably qualified people from designated groups have equal employment opportunities and are equitably represented in all occupational

categories and levels in the workforce of a designated employer. The national performance indicator also refers to the: “number of people from

employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment

equity plan”.

a) Employment Equity vs. Population

Description African Coloured Indian White Other Total

Population numbers 949 17 737 151 2 611 130 21 578


Description African Coloured Indian White Other Total

% population 4.4 82.2 0.7 12.1 0.6 100

Table 4: EE population 2015/16

b) Occupational Levels - Race

The table below categories the number of employees by race within the occupational levels:

OccupationalLevels

Male FemaleTotal

A C I W A C I W

Top management 1 0 0 1 0 0 0 0 2

Senior management 0 3 0 2 0 2 0 0 7

Professionally qualified and experienced specialists and mid- management 0 3 0 1 0 3 0 1 8

Technicians 0 2 0 1 0 1 0 1 5

Community and Clerical workers 0 26 0 0 0 24 0 2 52

Machinery and driver operators 0 15 0 1 0 0 0 0 16

General workers 0 50 0 0 0 16 0 0 66

Grand total 1 99 0 4 0 46 0 4 155

Table 5: Occupational levels

4.1.2 Vacancy Rate

During the 2015/16 financial year two organograms were implemented. The existing approved organogram (2013) was implemented until 18

March 2015. The current organogram was approved by Council on 19 March 2015.

The vacancy rate for funded posts is low in terms of the organogram effective until 18 March 2015. Only one post (Asset Clerk) could not be

filled. However, advertisements and interviews did took place during the 2015/16 financial year and the post will be filled in the 2015/16

financial year.


4.1.3 Staff Turnover rate

A high staff turnover may be costly to a municipality and might negatively affect productivity, service delivery and institutional

memory/organisational knowledge. Below is a table that shows the staff turnover rate within the municipality. The staff turnover rate shows an

increase from 4.56% in 2014/15 to XX % in 2015/16.

The table below indicates the staff turnover rate over the last three years:

Financial year Total no appointments at the end of each financial year New appointments No terminations during the

year Turn-over rate

2014/15 153 16 7 4.56

2015/16 155 17 15 9.68

Table 6: Staff turnover rate as at 30 June 2015

The table below shows a breakdown of the different categories of the terminations:

Month Appoint-ments Promo-tions Total Retire-

ments Dismissals Resigna-tions Disabled Death Total

July 2015 2 2 1 1

August 2015 1 1

September 2015 2 2

October 2015

November 2015 1 1 2 2

December 2015 3 3

January 2016 1 3 4 1 1

February 2016 1 1 1 1 2

March 2016 2 2 1 3 1 5

April 2016 1 1

May 2016 4 4 1 1

June 2016 2 2

Total 17 3 20 5 2 7 1 15

Table 7: Termination Categories

4.2 MANAGING THE MUNICIPAL WORKFORCE

Managing the municipal workforce refers to analysing and coordinating employee behaviour.

4.2.1 Injuries

An occupational injury is a personal injury, disease or death resulting from an occupational accident. Compensation claims for such

occupational injuries are calculated according to the seriousness of the injury/disease and can be costly to a municipality. Occupational injury

will influence the loss of man hours and therefore financial and productivity performance.

Injuries show a decrease of XX employees for the 2015/16 financial year from 13 employees in the 2014/15 financial year.

Incidents are investigated to determine whether there was any negligence involved to ensure that it is an actual injury on duty.

The table below indicates the total number of injuries within the different directorates:

Directorates 2014/15 2015/16

Municipal Manager 0 0


Directorates 2014/15 2015/16

Corporate Services 0 2

Finance 0 1

Community Services 9 10

Technical Services 4 10

Total 13 23

Table 8: Injuries

4.2.2 Sick Leave

The number of day’s sick leave taken by employees has service delivery and cost implications. The monitoring of sick leave identifies certain

patterns or trends. Once these patterns are identified, corrective action can be taken.

The total number of sick leave taken during the 2015/16 financial year (XXX) shows an increase when compared with the 2014/15 financial

year (944).

The table below indicates the total number sick leave days taken within the different directorates:

Department 2014/15 2015/16

Municipal Manager 7 15

Corporate Services 96 42

Finance 207 191

Community Services 406 382

Technical Services 228 210

Total 944 840

Table 9: Sick leave

4.2.3 Disciplinary cases of financial misconduct

Position Nature Of Alleged MisconductDisciplinary Action

TakenDate Finalized

Table 10: Disciplinary cases of financial misconduct


4.2.4 HR Policies and Plans

Policies and plans provide guidance for fair and consistent staff treatment and a consistent approach to the managing of staff.

The table below shows the HR policies that was reviewed and workshopped during the 2015/16 financial year. These policies could not be

approved due to a Council meeting that was scheduled for June 2015 that did not realise.

Name of policy

Personnel Policy

Leave Policy

Succession Planning

Smoking Policy

Long Service Bonus

HIV/AIDS

Drivers Licences

Sexual Harassment

Study Bursary Scheme for employees

Councillor Skills Development & Training and Bursary

Induction Policy

Table 11: HR policies reviewed

4.3 CAPACITATING THE MUNICIPAL WORKFORCE

Section 68(1) of the MSA states that a municipality must develop its human resource capacity to a level that enables it to perform its functions

and exercise its powers in an economical, effective, efficient and accountable way. For this purpose the human resource capacity of a

municipality must comply with the Skills Development Act (SDA), 1998 (Act No. 81 of 1998), and the Skills Development Levies Act, 20 1999

(Act No. 28 of 1999).

4.3.1 Skills Matrix

The table below indicates the number of employees that received training in the year under review:

Management level Gender Number of employees identified for training at start of the year

Number of employees that received training

MM and S57Female 2 2

Male 3 2

Legislators, senior officials and managersFemale 0 0

Male 3 3

Associate professionals and techniciansFemale 0 0

Male 0 0

ProfessionalsFemale 2 2

Male 2 2

ClerksFemale 4 5

Male 2 4

Service and sales workersFemale 3 3

Male 3 3


Management level Gender Number of employees identified for training at start of the year

Number of employees that received training

Craft and related trade workersFemale 0 0

Male 0 0

Plant and machine operators and assemblers

Female 0 0

Male 2 1

Elementary occupationsFemale 10 6

Male 20 16

Sub totalFemale 21 18

Male 36 31

Total 56 49

Table 12: Skills matrix

The following training was implemented:

Type of training Details

MMC University of Stellenbosch

Health and Safety Safetech

Skills Development LGSETA

Municipal Finance Central Univeristy of Technology

MIPMIS Municipal Action Network

Basic Computer Training Creative Minds

Advance basic computer training CAD Training Centre

Table 13: Details of training implemented

4.3.2 Skills Development – Training provided

The Skills Development Act (1998) and the Municipal Systems Act (2000), require employers to supply employees with the necessary training in

order to develop its human resource capacity. Section 55(1) (f) states that as head of the administration the Municipal Manager is responsible

for the management, utilization and training of staff.

Occupational categories Gender

Number of employees as at the

beginning of the financial

year

Training provided within the reporting period

Learnerships Skills programmes & other short courses Total

Actual Target Actual Target Actual Target % Variance

MM and Senior Managers

Female 2 0 0 2 2 2 2

Male 3 0 0 2 3 2 3

ProfessionalsFemale 1 0 0 1 1 1 1

Male 2 0 0 1 2 1 2

Community and Safety workers

Female 4 0 0 4 4 4 4

Male 13 0 0 4 10 4 10

Technicians and Trade workers

Female 1 0 0 0 0 0 0

Male 2 0 1 1 1 1 2


Occupational categories Gender

Number of employees as at the

beginning of the financial

year

Training provided within the reporting period

Learnerships Skills programmes & other short courses Total

Actual Target Actual Target Actual Target % Variance

ClerksFemale 22 0 0 5 15 5 15

Male 13 0 0 3 8 3 8

Service and sales workers

Female 4 0 2 1 2 1 4

Male 13 0 4 3 5 3 9

Plant and machine operators and assemblers

Female 0 0 0 0 0 0 0

Male 16 0 8 2 4 2 12

Elementary occupations

Female 10 0 5 5 5 5 10

Male 47 3 10 5 10 8 20

Sub totalFemale 48 0 7 18 29 18 36

Male 93 3 23 21 43 24 66

Total 153 3 30 39 72 42 102

Table 14: Skills Development

4.3.3 Skills Development - Budget allocation

The table below indicates that a total amount of R310 880 was allocated to the workplace skills plan and that 95% of the total amount was spent

in the 2015/16 financial year:

Total personnel budget Total allocated Total spent % Spent

32 058 311 295 95

Table 15: Budget allocated and spent for skills development

LGSETA requires all municipalities to submit quarterly training reports with evidence of attendance in order to ensure that actual training is

taking place in terms of the skills development plan submitted for the 2015/16 financial year.


4.4 MANAGING THE MUNICIPAL WORKFORCE EXPENDITURE

Section 66 of the MSA states that the accounting officer of a municipality must report to the council on all expenditure incurred by the

municipality on staff salaries, wages, allowances and benefits. This is in line with the requirements of the Public Service Regulations (2002), as

well as National Treasury Budget and Reporting Regulations SA22 and SA23.

4.4.1 Personnel Expenditure

The percentage personnel expenditure is essential in the budgeting process as it reflects on current and future efficiency. The table below

indicates the percentage of the municipal budget that was spent on salaries and allowance for the past three financial years and that the

municipality is well beneath the national norm of between 35 to 40%:

Financial yearTotal expenditure salary and

allowances Total operating expenditure Percentage

R’000 %

2014/15 31 537 251 81 290 409 38.80%

2015/16 32 013 158 87 507 971 36.58%

Table 16: Personnel expenditure

Below is an analysis of the personnel expenditure for the year under review:

Description

2014/15 2015/16

Actual Actual

R

Councillors (Political office bearers plus other)

Salary 1 697 546 1 763 007

Data Card Allowance 32 400 32 400

Cell phone allowance 187 812 187 248

Travel allowance 571 849 287 787

Subtotal - Councillors 2 489 607 2 570 442

% increase/(decrease) 12% 3.25%

All municipal employees (excl. councillors)

Salary 21 777 194 24 541 254

Company contributions 4 536 452 5 175 401

Motor vehicle allowances 1 306 955 1 267 636

Housing benefits and allowances 207 144 182 791

Performance bonus 0

Overtime 1 219 899 846 791

Subtotal - All municipal employees (excl. councillors) 29 047 644 32 013 158

% increase/ (decrease) 15% 10.21%

Total municipality 31 537 251 34 583 600

% increase/(decrease) 15% 9.66%

Table 17: Personnel expenditure

CHAPTER 5: Financial Performance

CHAPTER 5: FINANCIAL PERFORMANCE

COMPONENT A: STATEMENT OF FINANCIAL PERFORMANCE

The statement of financial performance provides an overview of the financial performance of the municipality and focuses on the financial health

of the municipality.

5.1 FINANCIAL SUMMARY

The table below indicates the summary of the financial performance for the 2015/16 financial year:

Description

2014/15 2015/16 2015/16 Variance

Actual Audited outcome)

Original budget

Adjusted budget Actual Original

budgetAdjustments

budget

R’000 %

Financial performance

Property rates 6 212 6 559 6 898 6 889 -5.03 0.13

Service charges 34 001 43 227 43 876 38 714 10.44 11.76

Investment revenue 458 350 430 505 -44.24 -17.40

Transfers recognised - operational 25 336 25 958 25 958 25 350 2.34 2.34

Other own revenue 3 842 9 826 9 977 5 930 54.35 -40.56

Total revenue (excluding capital transfers and contributions) 69 849 85 920 87 139 77 388 10.79 -11.19

Employee costs 29 048 30 902 32 059 32 013 -3.60 0.14

Remuneration of councillors 2 489 2 771 2 641 2 570 7.25 2.69

Depreciation & asset impairment 4 383 4 315 4 285 6 390 -48.07 -49.12

Finance charges 2 483 1 682 1 682 2 735 -62.57 -62.57

Materials and bulk purchases 16 712 24 899 24 901 23 118 -7.15 -7.16

Transfers and grants 165 181 226 226 24.86

Other expenditure 28 527 21 107 21 235 20 456 -3.08 -3.67

Total expenditure 83 807 85 857 87 029 87 508 1.92 0.55

Surplus/(Deficit) -13 958 63 110 -10 120

Transfers recognised – capital 20 727 26 383 26 383 17 174 -34.91 -34.91

Contributions recognised capital & contributed assets 0 0 0 0 0 0

Surplus/(Deficit) after capital transfers & contributions 6 769 26 446 26 493 7 054

Capital expenditure & funds sources

Capital expenditure

Transfers recognised – capital 20 229 26 383 26 383 15 522 -41.17 -41.17

Public contributions & donations 0 0 0 0 0 0

Borrowing 0 0 0 0 0 0

Internally generated funds 2 148 90 440 369 310.00 -16.14

Total sources of capital funds 22 376 26 473 26 823 15 892

Financial position

Total current assets 16 809 21 784 17 749 20 653 -15.74 16.36

Total non-current assets 138 703 157 182 157 665 186 883 18.90 18.53


Description

2014/15 2015/16 2015/16 Variance

Actual Audited outcome)

Original budget


budgetAdjustments

budget

R’000 %

Total current liabilities 18 883 4 515 14 038 26 287 482.21 87.26

Total non-current liabilities 19 046 20 651 21 909 36 742 77.92 67.70

Community wealth/Equity 117 584 153 800 139 215 144 507 -6.04 3.80

Cash flows

Net cash from (used) operating 23 813 24 354 23 904 13 859 20.59 12.00

Net cash from (used) investing -21 184 -23 222 -23 472 -15 892 12.69 0.85

Net cash from (used) financing -654 -458 -458 -432 185.39 185.39

Cash/cash equivalents at the beginning of the year 975 3 334 89.78 149.24

Cash/cash equivalents at the year end 3 334 681 1 175 869 20.59 12.00

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual

Table 18: Financial performance 2015/16

The table below shows a summary of performance against budgets

Financialyear

Revenue Operating expenditure

Budget Actual Diff.%

Budget Actual Diff.%

R’000 R’000

2014/15 74 648 90 576 15 927 21 80 700 82 916 -2 216 -3

2015/16 113 522 94 563 18 959 17 87 029 87 508 -479 -0.55

Table 19: Performance against budgets


The following graph indicates the various types of revenue items in the municipal budget for 2015/16:

Graph 5: Revenue

The following graph indicates the various types of expenditure items in the municipal budget for 2015/16:

Graph 6: Operating expenditure

5.1.1 Revenue collection by vote

The table below indicates the revenue collection performance by vote:

Vote description

2014/15 2015/16 2015/16 Variance

Actual Original budget


budgetAdjust-ments

budget

R’000 %

Vote 1 – Office of the Municipal Manager 1 672 8 294 8 294 4 419 -46 -46

Vote 2 – Corporate Services 12 734 12 560 12 656 12 809 1.98 1.21

Vote 3 – Community Services 1 208 6 000 6 000 5 514 -8.10 -8.10

Vote 5 – Civil Engineering Services 0 0 0 0 0 0


Vote description

2014/15 2015/16 2015/16 Variance



budgetAdjust-ments

budget

R’000 %

Vote 6 – Financial Services 9 817 9 425 10 111 9 229 -2.08 -8.72

Total revenue by vote 25 058 36 279 37 061 31 971


Table 20: Revenue by vote

5.1.2 Revenue collection by Source

The table below indicates the revenue collection performance by source for the 2015/16 financial year:

Vote description

2014/15 2015/16 2015/16 Variance



budgetAdjust-ments

budget

R’000 %

Property rates 6 212 6 559 6 438 6 889 5.03 7.01

Property rates - penalties & collection charges 0 0 0 0 0 0

Service charges - electricity revenue 20 257 23 702 24 166 22 114 -6.70 -8.49

Service charges - water revenue 7 235 8 150 8 206 6 814 -16.39 -16.96

Service charges - sanitation revenue 5 131 5 737 5 737 4 757 -17.08 -17.08

Service charges - refuse revenue 4 797 5 268 5 398 4 489 -14.79 -16.84

Service charges - other 430 369 369 540 46.34 46.34

Rentals of facilities and equipment 146 163 169 161 -1.23 -4.73

Interest earned - external investments 458 350 430 505 44.29 17.44

Interest earned - outstanding debtors 11 377 1 515 1 619 1 489 -1.72 -8.03

Dividends received 0 0 0 0 0 0

Fines 121 93 93 74 -20.34 -20.34

Licences and permits 1 326 1 500 1 500 1 281 -14.60 -14.60

Agency services 0 0 0 0 0 0

Transfers recognised - operational 25 336 25 958 25 958 25 350 -2.34 -2.34

Other revenue 686 6 553 6 596 2 924 -55.38 -55.67

Gains on disposal of PPE 185 0 0 0 0 0

Total revenue (excluding capital transfers and contributions) 69 849 85 920 87 139 77 388


Table 21: Revenue by source

5.1.3 Operational Services Performance

The table below indicates the operational services performance for the 2015/16 financial year:


Description

2014/15 2015/16 2015/16 Variance

Actual (Audited

Outcome)Original Budget

Adjusted Budget Actual Original

BudgetAdjust-ments Budget

R’000 %

Operating Cost

Water 10 660 8 659 9 091 10 029 15.82 10.32

Waste Water (Sanitation) 4 320 3 899 3 666 3 020 -22.54 -17.62

Electricity 20 448 28 297 28 989 25 806 -8.80 -10.98

Waste Management 11 224 8 032 9 029 11 521 43.44 27.60

Housing 0 0 0 0 0 0

Component A: sub-total 46 651 48 887 50 775 50 376

Roads and Stormwater 3 997 4 703 4 132 5 378 14.35 29.43

Transport 0 0 0 0 0 0

Component B: sub-total 3 997 4 703 4 132 5 378 14.35 29.43

Planning 0 0 0 0 0 0

Local Economic Development 412 446 742 768 72.20 3.50

Component C: sub-total 412 446 742 768 72.20 3.50

Libraries 2 226 2 138 2 307 2 064 -3.46 -10.53

Social services & community development 159 160 167 209 30.63 25.15

Component D: sub-total 2 385 2 298 2 474 2 274

Environmental Protection 153 149 159 150 0.67 -5.65

Component E: sub-total 153 149 159 150

Traffic & licensing 2 132 2 802 2 796 2 654 -5.28 -5.08

Fire Serices and Disaster Management 69 71 65 86 21.13 32.31

Component F: sub-total 2 201 2 873 2 861 2 740

Holiday Resorts and Campsites 34 274 273 257 -6.20 -5.86

Swimming Pools, Stadiums and Sport Ground 1 039 906 1 102 1 055 16.45 -4.26

Community halls, facilities, Thusong centres 2 612 4 273 3 522 2 779 -34.96 -21.10

Component G: sub-total 3 685 5 453 4 897 4 091

Financial Services 6 359 7 260 7 337 6 268 -13.66 -14.57

Office of the MM 12 616 9 450 9 225 10 223 8.18 10.82

Administration 3 823 3 607 3 144 3 448 -4.41 9.68

HR 635 260 797 733 181.92 -8.03

Component H: sub-total 23 434 20 577 20 503 20 672

Total Expenditure 82 917 85 386 87 029 87 508


Table 22: Operational services performance

5.2 FINANCIAL PERFORMANCE PER MUNICIPAL FUNCTION

The tables below show the financial performance according to municipal functions:

5.2.1 Office of the Municipal Manager


Description

2014/15 2015/16


Adjustment budget Actual Variance to

budget

R’000 %

Total operational revenue 1 675 8 294 8 294 4 419 0.22

Expenditure:

Employees 4 748 4 246 3 988 4 565 21.16

Repairs and maintenance 1 2 2 2 -321.35

Other 0 5 201 5 234 5 656 0

Total operational expenditure 4 749 9 450 9 225 10 223 -63.67

Net operational (service) expenditure -3 074 -1 156 -931 -5 804

Table 23: Financial performance: Office of the Municipal Manager

5.2.2 Finance

Description

2014/15 2015/16



budget

R’000 %


Expenditure:

Employees 4 339 5 118 5 172 4 887 -12.17


Other 1 469 1 463 1 486 664 -0.79


Net operational (service) expenditure 3 086 2 557 2 775 2 960

Table 24: Financial performance: Finance


5.2.3 Administration

Description

2014/15 2015/16



budget

R’000 %

Total operational revenue 12 734 12 404 12 656 12 613 -4.59

Expenditure:

Employees 4 122 3 164 2 695 2 536 -0.42


Other 4 593 430 436 898 58.11

Total operational expenditure 8 842 3 607 3 144 3 448 28.65


Table 25: Financial performance: Administration

5.2.4 Human Resoureces

Description

2014/15 2015/16



budget

R’000 %

Total operational revenue 0 0 0 0 0

Expenditure:

Employees 585 209 747 687 13.91


Other 50 51 49 44 -50.31

Total operational expenditure 635 260 797 732 8.87

Net operational (service) expenditure -635 -260 -797 -732

Table 26: Financial performance: Human Resources

5.2.5 Holiday resorts and campsites

Description

2014/15 2015/16



budget

R’000 %

Total operational revenue 50 278 298 300 49.67

Expenditure:

Employees 0 0 0 0 0


Other 27 42 42 36 -36.33

Total operational expenditure 34 274 274 257 -63.14

Net operational (service) expenditure 16 4 24 43 289.41

Table 27: Financial performance: Holiday resorts and campsites


5.2.6 Swimming pools and sport grounds

Description

2014/15 2015/16



budget

R’000 %


Expenditure:

Employees 391 363 412 405 4.16


Other 308 370 366 331 -3.15

Total operational expenditure 824 907 1 122 1 055 -194

Net operational (service) expenditure -636 -817 -1 044 -957

Table 28: Financial performance: Swimming pools and sport grounds

5.2.7 Community facilities and Thusong centres

Description

2014/15 2015/16



budget

R’000 %

Total operational revenue 301 4 726 4 767 3 959 -4.14

Expenditure:

Employees 54 1 981 1 792 1 645 7.77


Other 72 2 114 1 561 1 025 -28.35

Total operational expenditure 410 4 431 3 689 2 989 -35.38

Net operational (service) expenditure -109 295 1 078 970

Table 29: Financial performance: Community facilities and Thusong centres


5.2.8 Traffic Services and Law Enforcement

Description

2014/15 2015/16



budget

R’000 %


Expenditure:

Employees 1 863 2 380 2 408 2 408 5.34


Other 233 369 334 205 -145.46


Net operational -service expenditure -690 -1 216 -1 211 -1 295

Table 30: Financial performance: Traffic Services and Law Enforcement

5.2.11 Fire Services and Disaster Management

Description

2014/15 2015/16

Actual Original budget Adjustment budget Actual Variance to

budget

R’000 %


Expenditure:

Employees 0 1 1 0 0


Other 63 63 57 81 -6.65



Table 31: Financial performance: Fire Services and Disaster Management

5.2.12 Libraries

Description

2014/15 2015/16


budget

R’000 %


Expenditure:

Employees 1 240 1 449 1 629 1 629 3.31


Other 962 661 652 417 6.27


Net operational (service) expenditure - 1095 -709 -878 -315

Table 32: Financial performance: Libraries


5.2.13 LED

Description

2014/15 2015/16


budget

R’000 %


Expenditure:

Employees 392 423 704 732 -0.82

Repairs and maintenance 0 0 0 0 0

Other 20 23 38 35 -88.28


Net operational (service) expenditure -412 -445 -742 -768 -5.15

Table 33: Financial performance: LED

5.2.14 Road Transport

Description

2014/15 2015/16


budget

R’000 %

Total operational revenue 207 1 155 1 155 2 185 3.51

Expenditure:

Employees 1 758 2 673 2 106 2 130 4.75


Other 1 951 1 739 1 735 2 916 19.61


Net operational -service expenditure -3 789 -3 547 -2 977 -3 193

Table 34: Financial performance: Road transport

5.2.15 Environmental Protection

Description

2014/15 2015/16


budget

R’000 %


Expenditure:

Employees 139 128 138 141 -6.03

Repairs and maintenance – – – – 0

Other 13 21 20 9 -142.99




Table 35: Financial performance: Environmental protection

5.2.16 Electricity

Description

2014/15 2015/16


budget

R’000 %


Expenditure:

Employees 2 228 2 025 2 762 2 698 15.74

Repairs and Maintenance 612 718 718 924 -20.92

Other 17 608 25 553 25 508 22 183 -35.80


Net operational (service) expenditure 4 195 2 110 2 033 394

Table 36: Financial performance: Electricity

5.2.17 Water

Description

2014/15 2015/16



budget

R’000 %


Expenditure:

Employees 3 381 3 463 3 587 3 513 2.27

Repairs and Maintenance 680 720 720 771 -17.69

Other 6 599 4 475 4 784 5 743 27.72



Table 37: Financial performance: Water

5.2.18 Waste Water Management

Description

2014/15 2015/16


budget

R’000 %


Expenditure:

Employees 1 813 1 915 1 689 1 564 4.60


Other 2 449 1 914 1 907 1 346 12.23



Description

2014/15 2015/16


budget

R’000 %


Table 38: Financial performance: Waste water management

5.2.19 Waste Management

Description

2014/15 2015/16



budget

R’000 %


Expenditure:

Employees 4 484 4 131 4 865 5 041 5.79


Other 15 693 3 881 4 144 6 461 73.26


Net operational (service) expenditure -14 256 -586 -1 454 -4 846

Table 39: Financial performance: Waste management

5.3 GRANTS

5.3.1 Grant Performance

The table below indicates the grant performance for the 2015/16 financial year:

Description

2014/15 2015/16 2015/16 Variance

Actual BudgetAdjust-ments budget


Adjust-ments budget

R’000 %

Operating and capital transfers and grants

National Government: 23 532 24 608 24 608 24 606 -0.01 -0.01

Equitable share 20 566 20 652 20 652 20 652 0.00 0.00

Municipal Systems Improvement 933 930 930 471 -0.16 -0.16

Expanded Public Works Programme 1 308 1 153 1 153 1 153 0.00 0.00

Finance Management Grant 1 800 1 800 1 800 1 342 -0.02 -0.02

Provincial Government: 730 1 413 1 413 1 732 -27.97 -27.97

Library Grant 730 1 413 1 413 1 732 -27.97 -27.97

Other grant providers: 0 0 0 0 0 0

Total Operating Transfers And Grants 25 336 42 524 42 524 42 524 -0.81 -0.81

Table 40: Grant performance for 2015/16


5.3.2 Conditional Grants

The performance in the spending of conditional grants is summarised as follows:

DetailsBudget

Adjust-ments budget

ActualVariance

Budget Adjustments budget

R’000 %

Financial Management Grant (FMG) 1 800 1 800 1 342 1 800 0.00

Municipal Systems Improvement Grant 934 930 471 934 0.00

Municipal Infrastructure Grant (MIG) 9 953 9 542 9 209 9 953 0.00

Integrated National Electrification Programme 1 000 0.00

Expanded Public Works Program(EPWP) 1 308 1 153 1153 1 153 0.00

Library Grant 934 1 413 1 732 934 0.00

Equitable share 20 566 20 652 20 652 20 652 0.00

Total 36 495 35 490 34 559 35 490 0.00

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

Table 41: Conditional grant (excl. MIG)


5.3.3 Level of Reliance on Grants & Subsidies

Financial yearTotal grants

and subsidies receivedTotal

operating revenuePercentage

R’000 %

2014/15 46 023 90 576 50.81

2015/16 42 524 94 562 44.97

Table 42: Reliance on grants

The following graph indicates the municipality’s reliance on grants for the last two financial years:

Graph 7: Reliance on grants

5.4 FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS

5.4.1 Liquidity Ratio

Description Basis of calculation2014/15 2015/16

Pre-audit outcome Audited outcome

Current ratio Current assets/current liabilities 88.6 78.3

Table 43: Liquidity financial ratio


Graph 8: Liquidity ratio

5.4.2 Borrowing Management



Capital charges to operating expenditure

Interest & principal paid /operating expenditure 0.71 0.61

Table 44: Borrowing management


5.4.3 Employee costs



Employee costs Employee costs/(Total Revenue - capital revenue) 41.59 41.37

Table 45: Employee costs

5.4.4 Repairs & Maintenance



Repairs & maintenance R&M/(Total revenue excluding capital revenue) 4.03 4.93

Table 46: Repairs and maintenance

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET

Capital expenditure relates mainly to construction projects that will have value lasting over many years. Capital expenditure is funded from

grants, borrowings and operating expenditures and surpluses. Component B deals with capital spending indicating where the funding comes

from and whether municipalities are able to spend the available funding as planned. In this component it is important to indicate the different

sources of funding as well as how these funds are spend.

5.5 CAPITAL EXPENDITURE

5.5.1 Capital Expenditure by New Assets Programme

Description

2014/15 2015/16

Audited outcome Original Budget Adjustment

BudgetActual

Expenditure

R'000

Capital expenditure by Asset Class

Infrastructure – Total 21 507 17 853 23 402 11 835

Infrastructure: Road transport – Total 1 268 954 954 1 985

Roads, Pavements & Bridges 1 268 954 954 1 985

Storm water 0 0 0 0

Infrastructure: Electricity – Total 991 2 713 2 713 0

Generation 0 0 0 0

Transmission & Reticulation 991 2 713 2 713 0

Street Lighting 0 0 0 0

Infrastructure: Water - Total 5 740 17 452 17 542 9 851

Dams & Reservoirs 0 0 0 0

Water purification 0 0 0 0

Reticulation 5 740 6 850 7 580 9 851


Description

2014/15 2015/16


BudgetActual

Expenditure

R'000


Infrastructure: Sanitation - Total 13 509 769 769 0

Reticulation 13 509 0 0 0

Sewerage purification 0 0 0 0

Infrastructure: Other - Total 0 0 0 0

Waste Management 0 0 0 0

Transportation 0 0 0 0

Gas 0 0 0 0

Other 0 0 0 0

Community – Total 0 4 494 4 494 3 686

Parks & gardens 0 0 0 0

Sports fields& stadia 0 0 0 0

Swimming pools 0 0 0 0

Community halls 0 0 0 0

Libraries 0 0 0 0

Recreational facilities 0 0 0 0

Fire, safety & emergency 0 0 0 0

Security and policing 0 0 0 0

Buses 0 0 0 0

Clinics 0 0 0 0

Museums & Art Galleries 0 0 0 0

Cemeteries 0 4 494 4 494 3 686

Social rental housing 0 0 0 0

Other 0 0 0 0

Capital expenditure by Asset Class 283 90 440 869

Heritage assets - Total 0 0 0 0

Buildings 0 0 0 0

Other 0 0 0 0

Investment properties - Total 0 0 0 0

Housing development 0 0 0 0

Other 0 0 0 0

Other assets 869 90 440 369

General vehicles 0 0 260 241

Specialised vehicles 0 0 0 0

Plant & equipment 0 0 0 17

Computers - hardware/equipment 0 0 0 0

Furniture and other office equipment 91 90 90 21

Abattoirs 0 0 0 0

Markets 0 0 0 0


Description

2014/15 2015/16


BudgetActual

Expenditure

R'000


Civic Land and Buildings 0 0 0 0

Other Buildings 0 0 0 0

Other Land 0 0 0 0

Surplus Assets - (Investment or Inventory) 0 0 0 0

Other 0 0 0

Agricultural assets 0 0 0 0

List sub-class 0 0 0 0

Biological assets 0 0 0 0

List sub-class 0 0 0 0

Intangibles 0 0 0 0

Computers - software & programming 0 0 0 0

Other (list sub-class) 0 0 0 0

Total Capital Expenditure on new assets 22 376 26 473 26 823 15 892

Specialised vehicles 0 0 0 0

Refuse 0 0 0 0

Fire 0 0 0 0

Conservancy 0 0 0 0

Ambulances 0 0 0 0

Table 47: Capital expenditure: New assets programme


5.6 SOURCES OF FINANCE

The table below indicates the capital expenditure by funding source for the 2015/16 financial year:

Details

2014/15 2015/16 2015/16 Variance

Actual Original budget (OB)

Adjustment budget Actual Adjustment to

OB varianceActual to OB

variance

R”000 %

Source of finance

External loans 0 0 0 0 0.00 0

Public contributions and donations 0 0 0 0 0.00 0.00

Grants and subsidies 20 229 26 383 26 383 15 521 0 0

Own funding 2 147 90 440 369 0 0

Total 22 376 26 473 26 823 15 890 0 0


5.7 CAPITAL SPENDING ON 5 LARGEST PROJECTS

Projects with the highest capital expenditure in 2015/16

Name of project

2015/16 Variance current year: 2015/16

Original budget Adjustment budget

Actual expenditure Original variance Adjustment

variance

R’000

Calvinia Cemetery 4 494 4 494 3 686 0 0

Loeriesfontein Bulk Water 10 000 10 000 3 367 0 0

Brandvlei Builk Water 4 128 4 128 3 621 0 0

Nieuwoudtville Dam 3 324 3 324 2 863 0 0.83

Calvinia Upgrading of Roads 954 954 1 985 0 -15.50

Table 48: Capital expenditure on the 5 largest projects

5.8 MUNICIPAL INFRASTRUCTURE GRANT (MIG)

Municipal Infrastructure Grant (MIG)* Expenditure 2015/16 on Service backlogs

DetailsBudget Adjustment

Budget Actual

Variance

Budget Adjustment Budget

R'000 %

Infrastructure – Water 3 324 3 324 2 863 0 0

Reticulation 3 324 3 324 2 863 0.00 0.00

Water purification 0 0 0 0

Infrastructure – Sanitation 0 0 0 0 0

Reticulation 0 0 0 0 0

Sewerage purification 0 0 0 0.00 0.00

Infrastructure – Roads 954 954 1 985 0.00 0.00

Infrastructure - Electricity 0 0 0 0.00 0.00

Reticulation 0 0 0 0.00 0.00

Other Specify: Cemetery 4 494 4 494 3 686 0.00 0.00

Cemetery 4 494 4 494 3 686 0.00 0.00

Total 9 542 9 542 8 534 0 0

* 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. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

Table 49: Municipal Infrastructure Grant (MIG)


COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS

5.9 CASH FLOW


Audited outcome Original budget Adjusted budget Actual

R’000

Cash flow from operating activities

Receipts

Ratepayers and other 48 603 0 0 58 678

Government 0 operating 25 336 0 0 25 948

Government 0 capital 20 727 0 0 9 542

Interest 458 0 0 504

Dividends 0 0 0 0

Payments

Suppliers and employees -71 230 0 0 -68 537

Finance charges -81 0 0 -2 734

Transfers and Grants 0 0 0 0

Net cash from/-used operating activities 23 813 0 0 13 859

Cash flow from investing activities

Receipts

Proceeds on disposal of PPE 193 0 0 0

Decrease -Increase in non-current debtors 0 0 0 0

Decrease -increase in other non-current receivables 0 0 0 0

Decrease -increase in non-current investments 0 0 0 0

Payments

Capital assets -22 376 0 0 -15 891

Net cash from/-used investing activities 22 183 0 0 -15 891

Cash flows from financing activities

Receipts

Short term loans 47 0 0 73

Borrowing long term/refinancing 0 0 0 0

Increase -decrease in consumer deposits 0 0 0 0

Payments

Repayment of borrowing -702 0 0 -505

Net cash from/-used financing activities -654 0 0 -432

Net increase/-decrease in cash held 975 100 -480 -2 464

Cash/cash equivalents at the year begin 2 359 0 0 3 334

Net increase on cash/cash equivalents at the year-end 3 334 0 0 869

Source: MBRR SA7

Table 50: Cash flow

5.10 GROSS OUTSTANDING DEBTORS PER SERVICE


Financial yearRates

Trading services

Economic services

Housing rentals Other Total(Electricity and

water)(Sanitation and

refuse)

R’000

2014/15 7 184 12 880 11 639 0 3 657 35 360

2015/16 8 474 12 375 12 062 0 3 020 35 934

Difference 1 290 -505 423 0 -637 574

Table 51: Gross outstanding debtors per service

5.11 TOTAL DEBTORS AGE ANALYSIS

Financial yearLess than 30 days Between 30-60

daysBetween 60-90

days More than 90 days Total

R’000

2014/15 4 001 861 773 29 725 35 360

2015/16 3 948 1 036 994 29 955 35 934

Note: Figures exclude provision for bad debt

Table 52: Service debtor age analysis

5.12 BORROWING AND INVESTMENTS

5.12.1 Actual Borrowings

Instrument2014/15 2015/16

R’000

Long-term loans (annuity/reducing balance) 337 0

Long-term loans (non-annuity) 0 0

Local registered stock 0 0

Instalment credit 0 0

Financial leases 247 78

PPP liabilities 0 0

Finance granted by Cap equipment supplier 0 0

Marketable bonds 0 0

Non-marketable bonds 0 0

Bankers acceptances 0 0

Financial derivatives 0 0

Other securities 0 0

Municipality total 584 78

Table 53: Actual borrowings

The following graph shows the municipal actual borrowings for the past two years:


5.12.2 Municipal Investments

Investment* type2014/15 2015/16

R’000

Securities - National government 0 0

Listed corporate bonds 0 0

Deposits – Bank 1 872 54

Deposits - Public investment commissioners 0 0

Deposits - Corporation for public deposits 0 0

Bankers acceptance certificates 0 0

Negotiable certificates of deposit – Banks 0 0

Guaranteed endowment policies (sinking) 0 0

Repurchase agreements – Banks 0 0

Municipal bonds 0 0

Other 0 0

Municipality total 1 872 54

Table 54: Municipal investments

The table below indicates the declaration of loans and grants made by the municipality for the 2015/16 financial year:

All organisations or persons in receipt of loans/grants provided by the municipality Nature of project

Conditions attached to

funding

Value 2015/16Total amount

committed over previous and future years

R’000 R’000

Religious bodies Refund of property rates None 165 226

Total: 165 0

Table 55: Declaration of loans and grants

COMPONENT D: OTHER FINANCIAL MATTERS

5.13 SUPPLY CHAIN MANAGEMENT

The municipality does have policies and practices that comply with the guidelines set by the Supply Chain Management regulations of 2005.

5.14 GRAP COMPLIANCE

HM comply with the following GRAP statements:

GRAP 1: Presentation of financial statements

GRAP 2: Cash flow statement

GRAP 3: Accounting policies, changes in accounting estimates and errors

GRAP 4: The effects of changes in foreign exchanges rates

GRAP 5: Borrowing costs

GRAP 6: Consolidated and separate financial statements

GRAP 7: Investments in associates

GRAP 8: Interests in joint ventures


GRAP 9: Revenue from exchanges transactions

GRAP 10: Financial reporting in hyperinflationary economies

GRAP 11: Contraction contracts

GRAP 12: Inventories

GRAP 13: Leases

GRAP 14: Events after the reporting date

GRAP 16: Investment property

GRAP 17: Property, plant and equipment

GRAP 19: Provisions, contingent liabilities and contingent assets

GRAP 21: Impairment of Non-Cash Generating Assets

GRAP 23: Revenue from Non-exchange Transactions

GRAP 24: Presentation of Budget Information in the Financial Statements

GRAP 25: Employee Benefits

GRAP 26: Impairment of Cash Generating Assets

GRAP 27: Agriculture

GRAP 31: Intangible Assets

GRAP 100: Non-current assets held for sale and discontinued operations

GRAP 101: Agriculture

GRAP 102: Intangible assets

GRAP 103: Heritage Assets

GRAP 104: Financial Instruments

List of Abbreviations

AG Auditor-General

CAPEX Capital Expenditure

CBP Community Based Planning

CFO Chief Financial Officer

DoRA Division of Revenue Act

DPLG Department of Provincial and Local Government

DWAF Department of Water Affairs and Forestry

EE Employment Equity

GAMAP Generally Accepted Municipal Accounting Practice

GDPR Gross Domestic Product Rate

GRAP Generally Recognised Accounting Practice

HM Hantam Municipality

HR Human Resources

IDP Integrated Development Plan

IFRS International Financial Reporting Standards

IMFO Institute for Municipal Finance Officers

KPA Key Performance Area

KPI Key Performance Indicator

LED Local Economic Development

MayCo Executive Mayoral Committee

MBRR Municipal Budget and Reporting Regulations

MFMA Municipal Finance Management Act (Act No. 56 of 2003)

MIG Municipal Infrastructure Grant

MM Municipal Manager

MMC Member of Mayoral Committee

MSA Municipal Systems Act No. 32 of 2000

MTECH Medium Term Expenditure Committee

NGO Non-Governmental Organisation

NT National Treasury

OPEX Operating Expenditure

PMS Performance Management System

PT Provincial Treasury

List of Abbreviations

SALGA South African Local Government Association

SAMDI South African Management Development Institute

SCM Supply Chain Management

SDBIP Service Delivery and Budget Implementation Plan

SDF Spatial Development Framework

PPP Public Private Partnership

EPWP Extended Public Works Programmes

ANNEXURE A: FINANCIAL STATEMENTS

ANNEXURE B: REPORT OF THE AUDITOR-GENERAL

ANNEXURE C: REPORT OF THE AUDIT COMMITTEE

breede valley municipality annual report 2012/13€¦ · web viewbreede valley municipality...

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