INGQUZA HILL LOCAL MUNICIPALITY · Internal Stakeholders, Communities and other key Stakeholders of Ingquza Hill Local Municipality. This is the consolidation of the monthly, quarterly

INGQUZA HILL DRAFT ANNUAL REPORT 2014/2015 [Publish Date]

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INGQUZA HILL LOCAL MUNICIPALITY


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Vision

“A developmental, economically viable and responsive

municipality where communities enjoy equitable access to

services in an environmentally sustainable manner.”

Mission

“To facilitate sustainable development by promoting development

and ensuring service delivery in a just and equitable manner

focusing on infrastructural and social services through a skilled,

accountable and responsive administration and that prioritizes

community needs and good governance.”

``

Hon Cllr J.P Mdingi

The vision of our Municipality is a developmental, economically viable and responsive Municipality

where communities enjoy equitable access to service in an environmentally sustainable manner.

This vision is aimed at fulfilling the objects of Local Government as enshrined in Section 152 (1)

of the Constitution of the Republic of South Africa. Our mission statement elaborates on how this

vision will be achieved. We are proud to present this Annual Report for the financial year 2014/15

to our valued citizens, ratepayers and all key stakeholders who have always shown an

unwavering support and zeal to ensure that our Municipality delivers quality services.

Our Council had a Strategic Planning Session immediately after 2011 Local Government elections

to craft a way forward as to how the manifesto would be implemented in line with National and

Provincial growth development strategies. It is against this background that the Council together

with all the stakeholders adopted Key Strategic Plans that were talking on urban renewal that

would result in the revitalization of our towns and their face lifting. It also highlighted the need for

Rural Development through the delivery of quality basic services like roads, water and sanitation,

electricity, housing, recreational and community facilities. We identified catalytic projects that

would enhance the economy of the region thereby creating jobs. We also identified imparting of

skills through intensive training and learnerships as the key in driving this.

FOREWORD BY THE MAYOR


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It is against this background that we developed a five year Integrated Development Plan from

2012 – 2017 that would inform all the decisions of the Council, be it from financial, infrastructure

and town planning matters.

The 2014/15 Annual Report covers all the five Key Priority Areas (KPA’s) of Local Government

as well as other parts that are well covered within these Key Priority Areas. We are able to boast

about major achievements like construction of new access roads, education, etc, that they had

not accessed before. Through the construction of these roads, other Government Spheres were

able to deliver services such as electricity, building of schools and community halls. We electrified

households through Integrated National Electrification Programme (INEP) and Eskom. We

rehabilitated a number of kilometres of access roads in all thirty one wards. We assisted Co-

operatives and many Projects.

We have to find a solution together with other spheres on challenges regarding Environmental

Impact Assessment (EIA); land invasion, late approval of electrification plans, designs and

energizing by Eskom. We have to find solutions together with our ratepayers on the challenges

of non-payment of services and rates.

We have to congratulate our stakeholders in responding very well whenever they are invited to

meetings that enhance Public Participation. We had Ward Committee meetings, Executive

Committee (EXCO) Outreach, Open Council, and IDP Representative Forums etc, where we

allowed people to participate in matters of the Council. We invite members of the public to make

use of the Speaker’s Office to report on all matters that are of concern to them in particular if the

Executive, Administration, Ward Committees are not co-operating with them. Municipal Public

Accounts Committee (MPAC) is always willing to listen to members of the public.

We are aiming at utilizing our plant unit at full potential so that we deliver services in house to

curb expenses. We are grateful to O.R. Tambo District Municipality Provincial Department of

Local Government and Traditional Affairs and Provincial Treasury Departments for the support

they gave us.

We also thank the Honourable Councillors, employees and communities for the commitment they

have shown to ensure better service delivery.


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EXECUTIVE SUMMARY

It is with great pleasure for us to present the annual report of the financial year 2014/15to the

Internal Stakeholders, Communities and other key Stakeholders of Ingquza Hill Local

Municipality. This is the consolidation of the monthly, quarterly and mid-term reports that we have

been presenting at all the platforms like Intergovernmental Relations (IGR) forum, Executive

Committee (EXCO) outreach, open council meetings etc. The accuracy of the reports has always

been assured by the Internal Audit Unit, Audit Committee and Municipal Public Accounts

Committee (MPAC) of the municipality.

The Annual report provides the detailed information of the Service Delivery and Budget

Implementation Plan (SDBIP) which is the result of the Integrated Development Plan (IDP)

objectives and strategies that were agreed upon by IDP Representative Fora. The IDP

Representative Fora identified projects that should be implemented to ensure that realization of

the objectives and strategies of reviewed integrated development plan ( IDP ). All services that

were implemented as per SDBIP are prioritized projects and programmes whose outcomes are

performance indicators of the IDP. In all, the projects in the form of construction of new access

roads, maintenance and rehabilitation of the existing access roads, construction of community

halls, electrification of households, removal of solid waste etc are those that were prioritized by

the Council on IDP.

The municipality has performed very well in all the key performance areas of the municipality

especially those that count a lot to our communities. The arterial road at Flagstaff Central

Business District (CBD) has reached practical completion to an extent that it has assisted in

resolving the traffic congestion especially during peak hours. Other access roads at Wards 05,

,07,16, 17,19,21, 22,31 have been finished, while other wards 02,04,09,13,25,28 will be finished

before the mid-term of the next financial year starts. One hundred and forty one (141KM)

kilometres were maintained and rehabilitated, making our people to access and connect to areas

of economic activity very easily. This also helped in elongating the life of these access roads.

The council took a very important decision of purchasing Flagstaff Hotel and surrounding ervens.

This will enable the municipality to plan for projects that will create quality jobs and contribute also

to increasing the revenue base of the municipality. This is really an investment which the

municipality will pride herself about in the future. The municipality was able to realize its plan of


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making the thirty two ( 32 ) business sites available for purchase. The Council put a deadline by

which these sites should have been purchased and transferred to their owners. The dream of our

people to own property particularly is being realized. These sites will be serviced in the next

financial year and the municipality will ensure that these services are put without delay.

Despite the fact that our municipality is rural-based and has low revenue base, it was able to

deliver quality services to our people. Our municipality is able to pay employees’ salaries on time,

pay creditors within thirty (30) days. This was made possible by supportive political leadership

and capable administration that ensured effective, efficient and economical utilization of

resources. The municipality was able to review many policies such as rates, credit control,

reviewed and took to the public many by-laws that will assist the smooth running of the

municipality. We had ensured the promulgation of these bylaws and are being enforced. The

municipality resolved to put in place stringent measures such as reducing in attending meetings

and hotel accommodation and also using cheap accommodation. We resolved to hold our

meetings at municipal venues , College hall and lecture halls where we did not pay. This bore

good results in that we saved on general expenses. The municipality has a fully functioning

internal and risk audit unit whose work is overseen by capable audit committee. The internal audit

and audit committee are also complementing the work of municipal public accounts committee (

MPAC ).

The municipality was able to electrify and energize 1018 households. Refuse is collected free of

charge to 1468 households which is the total of all the low cost households. We were able to

assist twenty three (23) projects that are inclusive of agriculture, manufacturing and beadwork,

sewing. Nine Co-operatives were assisted. Ninety two quality jobs were created in these projects.

The municipality is always aware that the quality of our roads is based on the quality of the storm

water drainage system. Our municipality has always ensured that our drains are cleaned

periodically during the maintenance and rehabilitation of the access roads. We do this cleaning

job utilizing the services of the Community Works Programmes (CWP) workers and Expanded

Public Works Programme (EPWP) workers since they are available in all wards. EPWP has

created 4500 full time equivalent ( FTEs )

Our municipality reviewed spatial development framework and embarked on a precinct plan that

was approved by the Council. This plan will assist the municipality in knowing the extent of service

delivery backlogs and how much is needed to fund such backlogs and how much is needed to


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fund such backlogs. The municipality submitted many land zoning and rezoning application to the

department of Local Government planning unit seeking approvals from them and township board.

The municipality was able to approve more than thirty (30) building plans including shopping

complexies.

The 2011 statistics census results show that a large percentage of our population is between 0-

15 years. It also shows the big number people between 15-24 years. In terms of our education

levels, very few people have a matric and post matric qualification. The meaning of this is that the

majority of our population are dependents who depend on parents and government social grant

system. Low levels of literacy rate result to high unemployment rate among the youth since there

is no primary production like mining and massive agriculture practice that would absorb massive

illiterate youth. This situation leads also to high deaths of infants and children at young ages. The

result of this is the high rate of child dependent homes and high number of people who are

indigent.

On service delivery, our municipality was able to provide basic services to our people in the form

of access roads, electricity though Integrated National Electrification Programme (INEP) and

ESKOM, free basic electricity and services to indigents. We were able to assist SMME’s and Co-

operatives with training and funds to buy production inputs and install infrastructure that would

enhance sustainability of these projects. We experienced some challenges in the form of the late

approvals of Environmental Impact Assessment (EIA) applications by departments of

Environmental Affairs and Forestry since our area is regarded as high sensitive environmental

area in Wild Coast. This causes the Projects not to be finished as planned. INEP Projects are

going at a snail’s pace due to ESKOM who approve both plans and designs and energizing very

late.

We had always escalate to the higher echelons with the intervention of His Worship the Mayor for

the approval of each stage viz; designs and energizing. This challenge that is done deliberately

by ESKOM leads to severe reduction of INEP grant due to non-spending. We have always

maintained that ESKOM treats the municipalities as competitors. Another challenge is the land

invasion of our commonage land in both towns. This leads to many litigations cases that are very

expensive as they end up in High Court divisions. These cases would always need services of

Advocates and sometimes Senior Counsels. The solution to this challenge will be the speeding


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up of payments to land claimants whose land claims were long resolved but payments were not

effected by land claim Commission. This hampers development big time.

Another major challenge is that there is high level of non payment of rates and services by

business, government departments and residents. Our municipality has a very low revenue base.

Development is hampered by this non-payment. There is no recourse where we can limit services

such as electricity and water since we are neither water service providers, nor electricity

distributors. We are owed a total of plus minus forty million ( R40m ) rand as at 30 June 2014.

Non-payment of services and rates impact negatively on indigents as we don’t have enough funds

to assist them. There are thousands of indigent households per each ward and yet we are

assisting few hundreds per ward. We are happy to announce that we have a credible indigent

register and we have since extended beneficiation to those people that do not have access to grid

electricity by giving them alternative energy. They are getting a minimum of five litres of paraffin

per household. Suppliers of this paraffin are local shop owners to empower our local people.

Due to the challenges cited on INEP above we had connected and energized 3081 of households

over the past three years and 1081 that have been energized this current year.. We remove solid

waste daily on both CBD’s and twice a week on townships.

The challenges are the landfill sites where we have applied for the licence for the one in Flagstaff

and for the closure of Lusikisiki landfill sites. The Municipality has to embark on a program of

finding suitable landfill sites for both towns. This program has to be led by Political leadership

since the issue of landfill is an environmental sensitive matter which no community would accept

easily.

On Financial health, our Municipality is trying all possible means to be financial sustainable. We

managed to collect more than R12 million on our plant unit. Our belt tightening strategy over the

past years particularly on travelling, accommodation, catering over the past three years has

worked since we managed to have savings of plus minus twenty million ( R20m ). We were able

to utilize these funds on the rehabilitation of our access roads in the wards that were in an

unusable conditions. We were able to resolve to building offices on both towns since there was

never a plan to erect offices since 5 December 2000 elections. We shall build offices utilizing our

funds for three consecutive financial years. We were able to appoint the debt collector to assist

us particularly on business and to those residents that are able to pay.


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Despite the fact that we have no fully fledged Supply Chain Management (SCM) and Internal

Audit Units, we were able to get an unqualified audit opinion for the third consecutive financial

year. There were no emphasis of matter and no single matter that has been raised regarding

SCM. We have to improve on performance information, compliance and Fixed Asset Register

with correct useful lives of Infrastructure Assets so that we do not do material adjustments. We

were able to spend hundred percent (100%) on Municipal Infrastructure Grant and other

conditional grants except INEP whose challenge has been cited above.

We have ensured that our employee costs particularly overtime is kept at an acceptable level by

not exceeding thirty percentage. We are improving since we have reduced severely to a low level

the one that we used to be in as compared to total operating costs. We have increased maximally

the repairs and maintenance by more than 100% to ensure usable roads. Financial charges and

impairment are very minimal as they relate to DBSA Loan.

The variation between actual , the original and adjustment budgets are due to the fact that Public

Works are still negotiating with the Vehicle Testing Station (VTS) Contractor to move out of the

site so as to allow the Municipality to finish VTS and start with construction of Drivers Learners

Testing Centre (DLTC). There is understanding on INEP due to the challenges that were cited

above.

The macro and micro organizational structures were adopted with minor reviews by the Council

as it is still aligned in meeting the IDP Priorities. The Auditor General’s report reflects an

unqualified audit opinion. This is attributed to a Political stability that was expressed in the form

of support through robust oversight. The Municipality ensured that it adheres to audit action plan

it adopted to address past findings and with MPAC, Internal Audit Unit and Audit Committee

playing meaningful role.

Our Municipality adopted the IDP, Budget, PMS Process Plan on time and adhered to the

schedule. The sitting of IDP Representative Fora, sitting of Council and its Committees to consider

monthly, quarterly, mdi-term reports, etc, helped the Municipality in ensuring that it does not have

challenges in compiling this annual report as it is the consolidation of the already existing reports.

We are grateful to the communities, political leadership and employees for the unwavering

support that enabled us to produce these good results and we are hoping to improve on failures

as we shall have learnt lessons.


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Signed by

______________

M. Fihlani

Municipal Manager


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POPULATION

Population Details

Population '000

Age Year -2 Year -1 Year 0

Male Female Total Male Female Total Male Female Total

Age: 0 - 4 0 7.4 7.3 14.7 7.4 7.3 14.7

Age: 5 - 9 0 7.0 7.0 14.0 7.0 7.0 14.0

Age: 10 - 19 0 14.0 13.5 27.5 14.0 13.5 27.5

Age: 20 - 29 0 7.3 7.9 15.2 7.3 7.9 15.2

Age: 30 - 39 0 3.9 5.4 9.3 3.9 5.4 9.3

Age: 40 - 49 0 2.3 3.4 5.7 2.3 3.4 5.7

Age: 50 - 59 0 2.0 3.3 5.3 2.0 3.3 5.3

Age: 60 - 69 0 1.3 2.7 4.0 1.3 2.7 4.0

Age: 70+ 0 1.0 1.0 2.0 1.0 1.0 2.0

House Holds

Description of economic indicator

Basis of calculation

1996 Census

2001 Census

2007 Survey

2011 survey

Year -1 Year 0

Demographics

Population 244 865 254 481 268 413 278 481

Females aged 5 - 14

Males aged 5 - 14

Females aged 15 - 34

Males aged 15 - 34

Unemployment

Number of households in

municipal area 48,701

48 701 49 56 Number of poor households in

municipal area


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SOCIO ECONOMIC STATUS

Socio Economic Status Year Housing

Backlog as proportion of

current demand

Unemployment Rate

Proportion of Households

with no Income

Proportion of Population in Low-skilled Employment

HIV/AIDS Prevalence

Illiterate people older than 14 years

Year -2 19.00% 26.00% 44.00% 10.00% 27.00%

Year -1 20.00% 26.00% 48.00% 15.00% 37.00%

Year 0 21.00% 51,6% 76.00% 52.00% 20.40%

–

10

20

30

40

50

60

2011 survey Year -1 Year 0

Ho

use

ho

lds

('00

0)

Households

Number of households inmunicipal area

Number of poor households inmunicipal area


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Overview of Neighbourhoods within 'Ingquza Hill Local Municipality'

Settlement Type Households Population

Towns 6000

Flagstaff 2585

Lusikisiki 4027

Sub-Total 0 6612

Townships

Joe Slovo 2797

Thabo Mbeki 1230

Sub-Total 0 4027

Rural settlements 254401

Sub-Total 0 254401

Informal settlements

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

HousingBacklog as

proportion ofcurrent demand

UnemploymentRate

Proportion ofHouseholds with

no Income

Proportion ofPopulation inLow-skilled

Employment

HIV/AIDSPrevalence

Illiterate peopleolder than 14

years

Socio Economic Status

Year -2

Year -1

Year 0


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Malizole 2818

Gqathule 700

Unity Park 2227

New rest 1340

Nkulekweni 2650

Spaqeni 2816

Msikaba 890

Sub-Total 0 13441

Total 0 278481

Total 0 5447

Natural Resources

Major Natural Resource Relevance to Community

Biotic : Forests, animals, Pondoland Edimism,

Biodiversity Employment opportunities through forestry development,

hunting, heritage development and preservation of the

biodiversity for tourism development.

Aboitic : Land, water, rivers, estuaries, nature

reserves and sea

Occupation and agriculture, human consumption and

irrigation and tourism.

1.4. FINANCIAL HEALTH OVERVIEW

Financial Overview: Year 0 R' 1

Details Original budget Adjustment Budget Actual

Income:

Grants 214,016,000 229,016,000 239,116,593

Taxes, Levies and tariffs 12,000,000 12,000,000 16,101,007

Other 70,772,108 70,772,108 16,640,724

Sub Total 296,788,108 311,788,108 271,858,324

Less: Expenditure 297,807,187 312,807,187 222,757,905

Net Total* -1,019,079 -1,019,079 49,100,418


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Operating Ratios

Detail %

Employee Cost 41%

Repairs & Maintenance 10%

Finance Charges & Impairment 1%

Total Capital Expenditure: Year -2 to Year 0

R'1

Detail 2011 2012 2013

Original Budget 52,553,084.00 72,968,000.00 119,975,900.00

Adjustment Budget 52,553,084.00 76,853,000.00 134,975,900.00

Actual 41,467,240.00 53,560,567.62 88,536,704.17


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1.5 Organizational Development overview

1.6. AUDITOR GENERAL’S REPORT (CURRENT YEAR)

Still under audit

1.7. ANNUAL REPORT PROCESS

Activity Timeframe

Adoption of the Ingquza Hill Process plan July 2014

-

20,000,000.00

40,000,000.00

60,000,000.00

80,000,000.00

100,000,000.00

120,000,000.00

140,000,000.00

160,000,000.00

2012 2013 2014

Total Capital Expenditure

Original Budget Adjustment Budget Actual


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The adopted budget for 2015/16 effectiveness

01 July 2015

Presentation of the Fourth quarterly report 13/14 Financial year to council

31 July 2014

CHAPTER 2

ROLE OF THE MAYOR

The Mayor is the chair of the highest decision making committee where recommendations are

taken to the council for service delivery as well the good governance

The mayor is the council spokesperson and has a significant ceremonial role at particular events,

including citizenship ceremonies.

The mayor is also an important community leader and is often the spokesperson for the

community on economic issues (such as commenting on the impact of jobs lost or gained

in the municipality) or when the community is put under stress (such as disaster management

and socio-economic issues).

While the mayor has been elected by at least a majority vote, the position becomes the leader

of all the councillors whether they supported an individual or not. What this means is that the

mayor has responsibilities towards, and is accountable to, all councilors.

ROLES OF SPEAKER

Presides at meetings of the Council

Must ensure that the Council meets at least quarterly

Must maintain order during meetings

Must ensure that council meetings are conducted in accordance with the rules of order

adopted by the council

Ensure compliance in the Council its committees with the Code of Conduct

Ensure that Councilors get notice on time


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Ensure that Councillors’ freedom of speech of protected

Ensure and facilitate the admission of public to the council meetings

Grant leave of absence to Councillors in accordance with the Council rules of order

Maintain an attendance register

ROLES OF THE CHIEF WHIP

Liaises with other whips in respect of items to be added to a meeting agenda, debates on

motions and what matters should be interrupted to give precedence to others and similar

matters;

Allocates official seats to Councillors or parties after consultation with opposition whips;

In consultation with the Speaker, prepares the Council’s calendar of meetings and the

approval of any amendments thereto

Assists the Speaker with the counting of votes and other delegated matters;

Ensures that there is constant liaison between the various whips and that communication

channels are kept open amongst themselves and other parties;

Contributes to the development of institutional policies, procedures and strategies, in so

far as these relate to the functions of the office of the Chief Whip.

Ensures that the meetings of the Council and the Committees of the Council do quorate.

Promotes and maintains positive party-to-party relations;

Discusses with the Office of the Speaker the order of business of the Council, for example

whether a debate on an item should be allowed or whether an item should be debated or

put to the vote;

Organises party caucuses for portfolio committees and council meetings, planning their

agendas and making the necessary logistics arrangements for them.

From time to time, liaises with the Speaker for the necessary resources to be made

available to councillors;

Coordinates the constituency work of councillors;

Prepares for special debates

Liaise with the Chief Whip in the Provincial Legislature and keeps all parties informed on

new developments.

ROLE OF THE EXECUTIVE COMMITTEE


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The executive committee exercises its executive powers and elects a mayor to act as its

chairperson, but the mayor does not have greater power than other members of the committee.

Like municipal council meetings, the meetings should be open unless it can be shown to be

reasonable to exclude the public due to the nature of the agenda (s. 20(2) of the Municipal

Systems Act). The executive committee (or executive mayor) must submit a report and

recommendation to municipal council before council decides to:

pass a by-law

approve a budget

impose rates, taxes or other charges

take out loans

approve the IDP

decide human resource issues such as the hiring and conditions of service of the municipal manager

and heads of administrative departments

B. INTERGOVERNMENTAL RELATIONS

Ingquza Hill Local Municipality abides by the Intergovernmental relations act coordinates the meetings

between the Municipality and the sector departments. The planning process involves all the sector

departments around Ingquza and the communication and synergy of programs has improved compared to the

prior years. Though we still have challenges of capacity building and an understanding the roles and

responsibilities of each stakeholder in the process within the IGR perspective. The continuous reporting on

challenges and plans of the departments is coordinated by the municipality.

There are some departments that still do not participate on IGR For a but the engagement with

Heads of Department has been done and is continuous. The contributions made by the sister departments

has shaped our integrated development plans and the service delivery has improved drastically and the

number of protests has been reduced The participation of the municipality to the National and Provincial IGR

is through the Technical and Political MUNMEC

Our leadership including the Head of Administration are always part of the decision taking MUNMEC.

Ingquza Hill Local Municipality shares the best practice from other municipalities e.g. Nyandeni, Elundini as

well as in partnership with Port St Johns on implementation of SPLUMA as well all the municipalities

affected by the Coastal Development

C. OVERVIEW OF THE PUBLIC ACCOUNTABILITY AND PARTICIPATION


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Developed of culture of community participation channel which go through Councillors, Ward

Committee members, stakeholders and community members at large.

Facilitated the payment of Ward Committee members on a monthly basis from 15 July 2014-15

June 2015.

Facilitated training of Ward Committee which took place on 09-12 June 2015

Facilitated the establishment of stakeholders and forums such as Moral Regeneration Movement

(MRM), Ward Councillor’s Forum and South African Local Youth Council (SALYC).

Updated the list of municipal stakeholders which is in use during IDP Rep Forum meetings

Facilitated the support of Stakeholders and Ward Committees through engagements which took

place on the following dates 16 April 2015 and 23 June 2015, O. R. Tambo Roadshow on 12 May

2015.

Developed and publicized the public notices of meetings of municipal councils, outreaches,

Izimbizo, Awareness and all events e.g. Stakeholders’ meeting on 16 April 2015 and 23 June

2015, O. R. Tambo Roadshow on 12 May 2015.

Mobilise for all events e. g O. R. Tambo Roadshows on Water Supply Act on the 18-19 May 2015,

Ingquza Hill Massacre Commemoration which tool place respectively on the 05-06 June 2015,

Land Summit on 26 May 2015.

COMMUNICATION, PUBLIC PARTICIPATION FORUMS

Communications is a tool of bringing awareness of government programs, successes, plans and

challenges to its stakeholders and community.

Develop and implement Communication Strategy

Communication Strategy was developed and implemented.

Municipal Branding and marketing material

South African flags, Municipal flags and PA system were procured for branding and promotional

purposes. The following events were branded during 2014/15 financial year:


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Mayoral Week, Local Golden Games, Heritage Day celebrations, O.R. Tambo month

celebrations, Open Council meetings, World AIDS Day, Back to School campaigns, EXCO

Outreach, State of the Municipality Address, IDP Roadshows and Ingquza Massacre

commemoration.

Media Engagements & Newsletter production

Communication unit engaged with the media during Mayoral Week program, Heritage Day

Celebrations, State of the Municipality Address and Ingquza Massacre Commemoration.

Service provider was appointed in November 2014. Communications unit received the first draft

in May 2015 and it was presented to the Internal Communication Forum for editing.

Local Communication Forum

Local Communication Forum is comprised of members from sister departments within the

jurisdiction of Ingquza Hill Local Municipality. The members share new developments within their

respective departments as well as challenges.

Internal and External communication

Internal Communication Forum is comprised of members from sections within the Municipality.

The members share new developments within their respective units as well as challenges

Update of website and Facebook page & Radio Slots

Website and Facebook page updated regularly Radio Slots arranged for His Worship the Mayor

to outline the following events: State of the Municipality Address, Mayoral Week and Ingquza

Massacre Commemoration.

WARD COMMITTEE MEETINGS

Ward Committees are committees established in terms of Section 73 of Local Government:

Municipal Structures Act, Act No. 117 of 1998 as amended, and they are also referred to as


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Section 73 Committees. They consist of a Ward Councillor as the chairperson, and 10 other

members elected by ward residents in a Ward General Meeting taking into cognisance the

balance in terms of gender. Ward Committees are a link between the municipal council and

communities within a ward. They form part in all core municipal processes such as IDP & Budget

Processes, attend IGR fora.

APPENDIX E

Functionality of Ward Committees

Ward Name

(Number)

Name of Ward Councillor and elected Ward

committee members

Committee established (Yes / No)

Number of monthly

Committee meetings held during the year

Number of monthly reports

submitted to Speakers Office

on time

Number of quarterly public ward meetings

held during year

1 Zolile Jiba yes 3 3 1

2 Vuyokazi Somana yes 3 3 1

3 Mayenzeke Qwesha yes 3 3 1

4 Niniza Mgwili yes 5 5 1

5 Nonceba Mngqinelwa yes 4 4 1

6 Pumla Dutshwa yes 2 2 1

7 Tandeka Ndzumo yes 8 8 1

8 Simthembile Mpongoma

yes 3 3 1

9 Ntandokazi Capa yes 2 2 1

10 Lungile Thimle yes 4 4 1

11 Bambezakhe Goya yes 5 5 1

12 Nobuntu Nkayitshana yes 2 2 1

13 Patrick Ntshobo yes 3 3 1

14 Sibongiseni Malulwana yes 1 1 1

15 Mandlenkosi Tambodala

yes 1 1 1

16 Tuliswa Jotile yes 4 4 1

17 Mpofane Tenyane yes 4 4 1

18 Ntsikelelo Zathi yes 3 3 1

19 Nkululeko Mtsotso yes 3 3 1

20 Pazamile Ngxamile yes 3 8 1

21 Nontyatyambo Daniso yes 3 3 1

22 Dumisani Thwatshuka yes 2 2 1

23 Nontobeko Daliwe yes 3 3 1


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24 Mbongeni Nkungu yes 3 3 1

25 Sibongile Vatsha yes 4 4 1

26 Nontsikelelo Sikhosana

yes 7 7 1

27 Thandiwe Gxabhu yes 6 6 1

28 Fikile Magaya yes 3 3 1

29 Sonwabile Ruleni yes 3 3 1

30 Bulelani Mvulane yes 4 4 1

31 Mluleki Mkizwana yes 4 4 1

Public Meetings

Nature and purpose of meeting

Date of events

Number of Participating

Municipal Councilors

Number of Participating

Municipal Administrators

Number of Community members attending

Issue addressed (Yes/No)

Dates and manner of

feedback given to community

Youth Summit 14-Jul-14 7 7 70 Yes

Meeting for Lusikisiki Business Erven

25-Aug-14 0 3 17 Yes

Environmental Awareness

04 September 14 1 21 99 Yes

MPCC Meeting Ward 07 10-Sep-14 1 2 24 Yes

Meeting with Lusikisiki Traditional Healers

12-Sep-14 0 43 11 On going

Flagstaff Community Health Center Meetings

2-Sep-14 3 1 13 Yes

Land Invasion Meeting at Gqathula Ward 19

16-Sep-14 1 2 12 Yes but the matter is continuous

Lusikisiki Traditional Leaders Consulttaive session

24-Nov-14 0 1 8 Yes but the matter is continuous

Lambasi Meeting 10-Dec-14 0 2 17 Yes

Magwa Project Session 3-Feb-15 1 1 30 Ongoing

Sipaqeni Consultative meeting Traditional Authority

11-Feb-15 0 2 17 Yes but the matter is continuous

Business Chamber Consultative meeting

6-May-15 1 1 20 Ongoing

Tax Education Session Cooperatives

21-May-15 0 6 34 Yes

Business breakfast 25-May-15 1 9 79 Yes

Land Summit 26-May-15 5 5 24 Yes

Retail Sector Session 4-Jun-15 0 2 44 Yes


23 | P a g e

COMMENT OF THE EFFECTIVENESS OF THE PUBLIC MEETINGS HELD

Meetings were held effectively between the Speaker of the Council and community to ensure that

their complaints are attended to and provide responses. Recommendations/ resolutions were

made were applicable. The Council established the Public Participation & Petitions committee to

attend to all petitions and action them accordingly

2.5. IDP ALIGNMENT

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

Does the IDP have multi-year targets? 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 align to the section 57 Managers Yes

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

Do the IDP KPIs align with the provincial KPIs on the 12 Outcomes Yes

Were the indicators communicated to the public? Yes

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

2.6. RISK MAMAGEMENT

1. Unreliable ICT systems

2. Fraud and corruption

3. Inability to fast track land issues in order to unlock land for development

4. Inability to collect revenue

5. Inability and or possible delays on implementation of projects

2.7. ANTI-CORRUPTION AND FRAUD


24 | P a g e

2.8 SUPPLY CHAIN MANAGEMENT

A. Legislative background

Section 217 of the Constitution of the Republic of South Africa Act No 108 of 1996.

Municipal Finance Management Act no 56 of 2003

Supply Chain Management Regulations Gazette N.27636 of 2005.

B. Improved contribution on service delivery

Ingquza Hill Local Municipality complies with all legislative prescripts in implementing supply

chain management. The implementation of supply chain management has a positive impact

on service delivery, by implement all our capital projects in accordance to the legislation. To

be explicit in the past financial year we implemented and completed all our capital projects in

time, and have achieved the five rights in the procurement of goods and services: right quality,

right quantity, right price, right place and right time. In conclusion on the positive contribution

of supply chain management on service delivery we received a clean sheet from AG with no

finding in supply chain management section.

C. Challenges in attaining section 112 of the MFMA

In terms of standards outlined in section 112 of MFMA there are minor challenges the supply

chain management experiences on its daily operations. The following are the most common:

The supply chain management processes in obtaining quotations, open bids and so forth

would mostly affected by the incompetence of service providers

In the implementation of long term contracts, sometimes the service providers compromise

quality in the middle of the contract or towards the end which sometimes compels the

municipality to terminate services. The service level agreements are established in the

beginning of long term contracts, but most of the time the service providers outsource most

of the work which becomes conflict when it comes to profits.

The screening of contractors is done through the available tools, for example in all

construction related projects the CIDB has a major positive contribution to ensure quality, but

the component that still lacks is the training of contractors by CIDB and the training of supply

chain practitioners to implement some of the tools that would ensure quality. The list of

prohibited suppliers by National Treasury is also utilized before appointments.


25 | P a g e

D. Remedial action to address the shortfalls

Training of Supply Chain Management personnel

Filling of all categories of suppliers database

Develop long term relationships with suppliers and contractors for all strategic

procurement projects

Early Supplier Involvement in the development of conformance specifications

2.9. BYLAWS

By-laws Introduced during Year 0

Newly Developed Revised Public Participation Conducted Prior to

Adoption of By-Laws (Yes/No)

Dates of Public Participation

By-Laws Gazetted* (Yes/No)

Date of Publication

Street trading 9-10/5/2013 17-Aug-12 Xhosa 3037 27-Aug-13

Prevention of nuisance 9-10/5/2013 17-Aug-12 English 3019 27-Aug-13

Establishment of control of commonages 9-10/5/2013 17-Aug-12 27-Aug-13

Food handling 9-10/5/2013 17-Aug-12 27-Aug-13

Removal of containers 9-10/5/2013 17-Aug-12 27-Aug-13

Cemetary management 9-10/5/2013 17-Aug-12 27-Aug-13

credit control and debt collection 9-10/5/2013 17-Aug-12 27-Aug-13

2.10. WEBSITE

Municipal Website: Content and Currency of Material

Documents published on the Municipality's / Entity's Website Yes / No Publishing

Date

Current annual and adjustments budgets and all budget-related documents Yes 5-May-15

All current budget-related policies Yes 5-May-15

The previous annual report (Year -1) Yes 19-Dec-14

The annual report (Year 0) published/to be published Yes 7-May-14

All current performance agreements required in terms of section 57(1)(b) of the Municipal Systems Act (Year 0) and resulting scorecards Yes 12-Aug-15

All service delivery agreements (Year 0) Yes

All long-term borrowing contracts (Year 0)


26 | P a g e

All supply chain management contracts above a prescribed value (give value) for Year 0

An information statement containing a list of assets over a prescribed value that have been disposed of in terms of section 14 (2) or (4) during Year 1

Contracts agreed in Year 0 to which subsection (1) of section 33 apply, subject to subsection (3) of that section

Public-private partnership agreements referred to in section 120 made in Year 0

All quarterly reports tabled in the council in terms of section 52 (d) during Year 0 Yes

Satisfaction Surveys Undertaken during: Year -1 and Year 0 Subject matter of survey Survey method Survey

date No. of people

included in survey

Survey results indicating satisfaction

or better (%)*

Overall satisfaction with:

(a) Municipality NOT CONDUCTED

(b) Municipal Service Delivery

(c) Mayor

Satisfaction with:

(a) Refuse Collection

(b) Road Maintenance

(c) Electricity Supply

(d) Water Supply

(e) Information supplied by municipality to the public

(f) Opportunities for consultation on municipal affairs

CHAPTER 3 SERVICE DELIVERY PERFORMANCE

Ingquza Hill LM is dedicated towards service delivery in the line of provision of basic access,

building of community infrastructure and recreational amenities. In the year 2014/15, the

municipality has undertaken projects in line with the town revitalization vision, viz being the

Municipal offices and the Driver’s License and Vehicle Testing Center. These projects will not

only add to the objective of improving the municipal outlook but also will work toward revenue

generation and decrease grant dependency. The municipality has also successfully completed

11 Access roads, of which 3 had bridges.


27 | P a g e

The municipality is still in the process of completing 7 other roads which have been rolled over.

In the line of recreational amenities, rehabilitation of 3 sport fields has been successfully

undertaken. 11 Community halls have also been constructed, of which 5 were at just above 60%

progress by financial year end. These additional community halls were the result of additional

funding received in the form of the Municipal Infrastructure Grant (MIG). A total of 709 households

have been energized.

The full amount allocated to Ingquza Hill Municipality was for MIG was expended with the

additional R15 Million that was also partially utilized (a balance of R334 000 is remaining). Of the

overall allocation, approximately 63% went into Roads projects, 5 % went into Sport fields, with

the remaining 32% going to Community halls. For the Integrated National Electrification

Programme (INEP) the total allocation was R16.392 Million of which the entire allocation was

utilized.


28 | P a g e

Electricity Service Delivery Levels

Households

Description

Year -3 Year -2 Year -1 Year 0

Actual Actual Actual Actual

No. No. No. No.

Energy: (above minimum level)

Electricity (at least min.service level) –

–

Electricity - prepaid (min.service level) 2

1

0

1

Minimum Service Level and Above sub-total 2

1

0

1

Minimum Service Level and Above Percentage 100.0% 100.0% 100.0% 100.0%

Energy: (below minimum level)

Electricity (< min.service level) –

–

–

–

Electricity - prepaid (< min. service level) –

–

–

–

–

100

200

300

400

500

600

700

800

900

1,000

Electricity (at leastmin.service level)

Electricity - prepaid(min.service level)

Electricity (< min.servicelevel)

Electricity - prepaid (< min.service level)

Electricity

Year -2 Year -1 Year 0


29 | P a g e

Other energy sources –

–

–

–

Below Minimum Service Level sub-total –

–

–

–

Below Minimum Service Level Percentage 0.0% 0.0% 0.0% 0.0%

Total number of households 2

1

0

1

T 3.3.3

Households - Electricity Service Delivery Levels below the minimum Households

Description


Actual Actual Actual Original Budget

Adjusted Budget

Actual

No. No. No. No. No. No.

Formal Settlements

Total households –

–

–

56

56

56

Households below minimum service level

–

–

–

21

21

21

Proportion of households below minimum service level 37% 37% 37%

Informal Settlements

Total households –

–

–

–

–

–

Households ts below minimum service level

–

–

–

–

–

–

Proportion of households ts below minimum service level

Electricity Service Policy Objectives Taken From IDP Service Objectives

Outline Service Targets

Year -1 Year 0 Year 1 Year 3

Target Actual Target Actual Target

Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year

*Current Year

*Following Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x)

Service Objective xxx

Provision of minimum supply of electricity

Additional households (HHs) provided with minimum supply

xxxxxx additional

HHs (xxxxxx

HHs below

xxxxxx additiona

l HHs (xxxxxx

HHs below

xxxxxx additional

HHs (xxxxxx

HHs below

xxxxxx additiona

l HHs (xxxxxx

HHs below

xxxxxx additiona

l HHs (xxxxxx

HHs below

xxxxxx additiona

l HHs (xxxxxx

HHs below

xxxxxx additiona

l HHs (xxxxxx

HHs below

xxxxxx additional

HHs (xxxxxx

HHs below

minimum)


30 | P a g e

during the year (Number of HHs below minimum supply level)

minimum)

minimum)

minimum)

minimum)

minimum)

minimum)

minimum)

656 656 64 64 64 656 197

Employees: Electricity Services

Job Level

Year -1 Year 0

Employees Posts Employees Vacancies (fulltime equivalents)

Vacancies (as a % of total posts)

No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 3 3 3 0 0%

7 - 9 6 8 6 2 25%

10 - 12 7 15 7 8 53%

13 - 15 9 15 9 6 40%

16 - 18 11 21 11 10 48%

19 - 20 18 30 18 12 40%

Total 55 93 55 38 41%

Solid Waste Service Delivery Levels Households

Description Year -3 Year -2 Year -1 Year 0

Actual Actual Actual Actual

No. No. No. No.

Solid Waste Removal: (Minimum level)

Removed at least once a week 2,895

2,685

2,846 2,235

Minimum Service Level and Above sub-total 2,895

2,685

2,846 2,235

Minimum Service Level and Above percentage 50.9% 47.1% 51.5% 44.8%

Solid Waste Removal: (Below minimum level)

Removed less frequently than once a week 655

547

565 523

Using communal refuse dump 865

846

487 865

Using own refuse dump 655

547

565 523


31 | P a g e

Other rubbish disposal 502

952

938 720

No rubbish disposal 112

123

124 124

Below Minimum Service Level sub-total 2,790

3,015

2,678 2,755

Below Minimum Service Level percentage 49.1% 52.9% 48.5% 55.2%

Total number of households 5,685

5,699

5,523 4,991

Employees: Solid Waste Management Services

Job Level

Year -1 Year 0



No. No. No. No. %

0 - 3 1 1 1 0 0%

6-Apr 3 3 3 0 0%

9-Jul 6 8 6 2 25%

12-Oct 7 15 7 8 53%

13 - 15 9 15 9 6 40%

16 - 18 11 21 11 10 48%

19 - 20 18 30 18 12 40%

Total 55 93 55 38 41%

Financial Performance Year 0: Solid Waste Management Services

R'1

Details

2014 2015

Actual Original Budget

Adjustment Budget

Actual Variance to Budget

Total Operational Revenue 9,754,006.00

21,629,279.00

21,629,279.00

3,169,352.00 -582%

Expenditure:

Employees

Repairs and Maintenance 0 0 0 0

Other

Total Operational Expenditure

Net Operational Expenditure


32 | P a g e

Gravel Road Infrastructure Kilometers

Total gravel roads New gravel roads constructed

Gravel roads upgraded to tar

Gravel roads graded/maintained

Year -2 12/13 120 49 0 71

Year -1 13/14 188 71 2 116

Year 0 14/15 262 99 0 164

T 3.7.2

Tarred Road Infrastructure Kilometers

Total tarred roads

New tar roads

Existing tar roads re-tarred

Existing tar roads re-sheeted

Tar roads maintained

Year -2 12/13 0 0 1 0 0

Year -1 13/14 0 1.5 1 0 0

Year 0 14/15 0 0 1 0 0

Gravel Tar

New Gravel - Tar Maintained New Re-worked Maintained

Year 2 R 38,263,000.00 R 10,495,374.63 7369039.51 0 0

Year 1(2012/2013 R 45,622,272.23 R 1,494,627.25 R 18,156,805.02 0 0

Year 0(2013/2014) R 65,507,388.98 R 1,494,627.25 R 0.00 0 0


33 | P a g e

0

10000000

20000000

30000000

40000000

50000000

60000000

70000000

Ran

d V

alu

e

Road Infrastructure costs

Gravel New

Gravel - Tar

Gravel - Maintained

Tar - New

Tar Re-worked

Tar Maintained


34 | P a g e

Road Service Policy Objectives Taken From IDP Service Objectives




Service Indicators

*Previous

Year

*Previous

Year *Current

Year

*Current Year

*Current Year

*Following Year



To promote basic service delivery through infrastructural development in an environmentally friendly manner

Kilometers of gravel roads tarred (Kilometers of gravel road remaining)

xxx kms gravel roads tarred (xxx kms gravel roads remaining)





Baseline (xxx kms gravel roads remaining)



No of km of new gravel roads constructed

74 72.2 75 98.8 60 65

Roads maintained per ward

31 31 31 31

No of community halls built

5 5 5 6 5

No of sport fields built

0 0 2 1 3

% Of municipal offices built

0 0 0.5 0.18 1


35 | P a g e

Financial Performance Year 0: Road Services

R'000

Details

Year -1 Year 0

Actual Original Budget Adjustment Budget


Total Operational Revenue 1,047,979.07 87,941,661.73 62,880,098.00 258,021.00

Expenditure:

Employees 14,265,095.86 9,927,482.22 9,820,638.00 14,265,095.86

Repairs and Maintenance 16,897,305.97 22,405,950.00 28,418,300.33 20,157,189.22

Other 5,770,474.88 5,729,500.00 11,129,500.00 5,770,474.88

Total Operational Expenditure 36,932,876.71 38,062,932.22 49,368,438.33 40,192,759.96


Capital Expenditure Year 0: Road Services

R' 000

Capital Projects

Year 2014

Budget Adjustment Budget

Actual Expenditure

Variance from

original budget

Total Project Value

Total All R 63,636,838.65 R

60,259,849.54 R

45,622,272.23 -100%

Year 1 Projects

Ntlembeni Access Road R 1,364,883.02 R 1,364,883.02 R 436,703.53

-100% R

1,364,883.02

Lukhahlambeni Access Road R 480,871.27 R 480,871.27 R 393,442.50 -100% R 480,871.27

Tabazi Access Road R 487,776.42 R 487,776.42 R 171,502.22 -100% R 487,776.42

Malizole Access Road R 1,158,091.18 R 1,158,091.18 R 1,186,092.05

-100% R

1,158,091.18

Bisane Access Road

R 1,155,132.74 R 1,155,132.74 R 1,015,459.03

-100%

R 1,155,132.74

Madlavuza Access Road R 361,378.01 R 361,378.01 R 1,303,686.85 -100% R 361,378.01

Hlwahlwazi Access Road R 1,087,020.18 R 1,087,020.18 R 893,815.27

-100% R

1,087,020.18

Gxeni Access Road R 1,431,344.63 R 1,431,344.63 R 683,894.74

-100% R

1,431,344.63

Flagstaff Arterial Road R 2,858,401.71 R 1,494,627.25 R 1,494,627.25

-100% R

2,858,401.71


36 | P a g e

Hlabathi to Singembeni Access Road

R 1,168,736.42 R 481,677.33 R 481,677.33 -100%

R 1,168,736.42

Mzaba Access Road R 368,287.30 R 419,433.05 R 419,433.05 -100% R 368,287.30

Hala Access Road R 1,004,401.50 R 1,276,714.42 R 1,276,714.42

-100% R

1,004,401.50

Bhungeni Access Road R 1,072,983.87 R 450,371.82 R 450,371.82

-100% R

1,072,983.87

Ngqubungwini Access Road R 2,547,032.37 R 1,520,030.19 R 1,520,030.19

-100% R

2,547,032.37

Year 0 Projects

Mkhamela Access Road R 5,641,629.67 R

5,641,629.67 R 3,019,250.25 -100% R

5,641,629.67

Mgwedlweni Access Road R 6,882,921.01 R

6,882,921.01 R 1,354,634.81 -100% R

6,882,921.01

Gumtrien Access Road R 2,860,667.14 R

2,860,667.14 R 2,350,825.70 -100% R

2,860,667.14

Kukhamisa Access Road R 2,485,176.13 R

2,485,176.13 R 2,572,380.89 -100%

R 2,485,176.13

Mdakeni Access Road R 2,029,323.92 R 2,029,323.92 R 1,487,395.42

-100% R 2,029,323.92

Vabetsho Access Road R 3,417,675.52 R

3,417,675.52 R 2,015,869.91 -100% R

3,417,675.52

Rasmeni to Tafa Access Road

R 2,603,260.52 R 2,603,260.52 R 2,562,589.45 -100%

R 2,603,260.52

Siphaqeni Access Road R 5,019,226.84 R

5,019,226.84 R 3,107,115.30 -100% R

5,019,226.84

Khonjwayo Access Road R 4,926,649.33 R

4,926,649.33 R 4,998,668.50 -100% R

4,926,649.33

Magwambu to Mfinizweni Access Road

R 4,872,353.02 R 4,872,353.02

R 3,448,234.67 -100%

R 4,872,353.02

Project under Design

Tauka Access Road R 568,454.08 R

568,454.08 R

568,454.08 -100%

R 568,454.08

Njombela to Mpisi Access Road

R 394,639.22 R 394,639.22

R 394,639.22

-100% R

394,639.22

Dubana Access Road R 387,492.65 R

387,492.65 R

387,492.65 -100%

R 387,492.65

Ngqungqushe Planning Project

R 146,478.60 R 146,478.60

R 146,478.60

-100% R

146,478.60

Bumazi Access Road R 550,715.47 R

550,715.47 R

550,715.47 -100%

R 550,715.47

Mthwaku to Gabajana Access Road

R 490,228.94 R 490,228.94

R 490,228.94 -100%

R 490,228.94

Baleni Access Road R 247,898.27 R

247,898.27 R

247,898.27 -100%

R 247,898.27

Mdeni Access Road R 308,745.81 R

308,745.81 R

308,745.81 -100%

R 308,745.81

Ezinkumbini to Ngobozana Access Road

R 346,340.27 R 346,340.27

R 346,340.27 -100%

R 346,340.27

Phumlo to Machibini Access Road

R 1,213,135.42 R 1,213,135.42

R 1,213,135.42

-100% R

1,213,135.42


37 | P a g e

Sikhulu to Mzintlava Access Road

R 380,426.27 R 380,426.27

R 380,426.27

-100% R

380,426.27

Bhisho Access Road R 300,154.64 R

300,154.64 R

300,154.64 -100%

R 300,154.64

Bhuqa Access Road R 342,995.72 R

342,995.72 R

342,995.72 -100%

R 342,995.72

Mhlanga to Mkhuimbi Access Road

R 251,885.86 R 251,885.86

R 251,885.86

-100% R

251,885.86

Mbotyi Access Road R 287,382.83 R

287,382.83 R

287,382.83 -100%

R 287,382.83

Joe Slovo to Town Access Road

R 134,640.88 R 134,640.88

R 134,640.88

-100% R

134,640.88

3.10. PLANNING

Overview of Planning

Planning is committed to increase the economic growth thought strategic development planning.

Focus is on strategic development plans as key elements. These plans therefore comprises of

Spatial Development Plan and Precinct plans which focus on the current develop standing and

set out or propose potential projects or earmark land for certain uses with potential of increasing

economic growth within the IHLM. The implementation of these plans have been evident to the

newly proposed shopping Centre in Lusikisiki, currently in construction shopping Centre in

flagstaff, and the on process proposed middle income settlement in Lusikisiki.

The service delivery priorities contain implementation of Spatial Planning and land Use

Management Act 16 0f 2013, development of residential and business sites in flagstaff,

establishment of 250 middle income township. A lot has been done in respect of the above and

the SPLUMA by law is advertised for comments, the intention is therefore to finally adopt the

bylaw to have a full implementation procedures regulated. Business sites and residential sites are

advertised and proposals for development have been submitted, lastly the terms of reference for

opening of township register.

To further proceed with implementation of the service delivery plans, measures have therefore

been set and comprises of good and transparent communication within the department,

motivating each other etc. These therefore are looking at improving performance of the

department.


38 | P a g e

Applications for Land Use Development Detail Formalization of Townships Rezoning Built Environment

Year -1 Year 0 Year -1 Year 0 Year -1 Year 0

Planning application received 2 7 26-Feb-00

Determination made in year of receipt No Improved Improved

Determination made in following year No improved Improved

Applications withdrawn None 1 0-Jan-00

Applications outstanding at year end Nil 23 31-Jan-00

T 3.10.2


39 | P a g e

Planning Policy Objectives Taken From IDP Service Objectives Outline

Service Targets



Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year

*Current Year

*Following Year



Determine planning application within a reasonable timescale

Approval or rejection of all build environment applications within a x weeks

Determination

within x weeks

Determination

within x weeeks

Determination

within 12 weeeks

Determination

within 12 weeeks

Determination

within x weeeks

Determination

within 11 weeeks

Determination

within 8 weeeks

Determination

within 8 weeeks

Reduction in planning decisions overturned

X planning decisions overturne

d


d

5% planning decisions overturne

d


d


d


d

No planning decisions overturne

d

No planning decisions overturne

d

To undertake land use management 9 None None None None None None None None

Employees: Planning Services

Job Level

Year -1 Year 0



No. No. No. No. %

0 - 3 1 1 1 0 0

6-Apr 1 1 1 1 1

9-Jul 3 4 4 1 0.25

12-Oct

13 - 15

16 - 18

19 - 20

Total 5 6 6 2 33.33%


40 | P a g e

Financial Performance Year 2014: Planning Services

R'000

Details

Year -1 Year 0



Total Operational Revenue 5281347.2 5281347.2 5362774 95 -55592.12842

Expenditure:

Employees 5281347.2 5281347.2 250 248 -21294.75484

Repairs and Maintenance

Other

Total Operational Expenditure 5281347.2 5281347.2 250 248 -21294.75484

Net Operational Expenditure 0 0 -5362524 153 1

Capital Expenditure Year 0: Planning Services

R' 000

Capital Projects

Year 0


Actual Expenditure

Variance from

original budget

Total Project Value

Total All nil nil

Survey of 250 Erven Lusikisiki (middle income Housing) R 141 075.00 Nil

R 141 075.00

R 141 075.00

Township Establishment for 165 Residential Sites in Flagstaff R 39 786.00 Nil R 3 978.60 R 39 786.00

Property Valuation R 525 000. 00 NIl R180,967.02 R 525 000. 00

Petrol Filling Station on Erf 49 Lusikisi R 34 086.00 Nil R 20 451.60 R 34 086.00

Economic Activity by Sector R '000


41 | P a g e

Sector Year -2 Year -1 Year 0

Agric, forestry and fishing 5,729,409.80

Mining and quarrying

Manufacturing 4,000,000.00

Wholesale and retail trade 500,000.00

Finance, property, etc.

Govt, community and social services

Infrastructure services

Total 0 0 10,229,409.80

T 3.11.2

Jobs

Sector Year 1 Year -1 Year 0

No. No. No.

Agric, forestry and fishing 200

Mining and quarrying 0

Manufacturing 56

Wholesale and retail trade

Finance, property, etc.

Govt, community and social services

Infrastructure services

Total 256

Jobs Created during Year 0 by LED Initiatives (Excluding EPWP projects) Total Jobs created / Top 3

initiatives Jobs created Jobs

lost/displaced by other

initiatives

Net total jobs created in year

Method of validating jobs created/lost

No. No. No.

Jobs Created through construction of LED Projects, Shopping Center in Lusikisiki, Health Care center in Flagstaff

423 0 423 List of employees employed in each development.

Details

EPWP Projects Jobs created through EPWP projects

No. No.


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Year -2 55 4

Year -1 50 2,900

Year 0 66 4,500

* - Extended Public Works Programme T 3.11.6

EPWP Projects Jobs created through EPWP projects

No. No.

Masondlane Egg Laying Project 19.00

Lower Mzenge Vegetable Project 10.00

Lambasi Cattle Holding 15.00

Phakamile Mkhovane Poultry Project 11.00

Extended Public Works Programme 55.00


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Local Economic Development Policy Objectives Taken From IDP Service Objectives Outline Service Targets Year -1 Year 0 Year 1 Year 3


Service Indicators *Previous

Year

*Previous Year *Current

Year *Current

Year *Current

Year *Following

Year



Training of people in essential skills: x, y, z

Number of people trained (including retrained upskilled)

x people trained

x people trained

x people trained

x people trained

x people trained

x people trained

x people trained

x people trained

To undertake the formation and capacitation of SMME's.

Trainings on Financial Management and Retail

5-trainings 90

42 SMME's and cooperatives 90 90

Capital Projects

Year 0


Actual Expenditure

Variance from original

budget

Total Project Value

Masondlane Egg Laying Project 399508.10 0.00 399508.10 0.00 399508.1

Lower Mzenge Vegetable Project 778905.92 0.00 778905.92 0.00 778905.92

Lambasi Cattle Holding 593928.86 0.00 593928.86 0.00 593928.86

Phakamile Mkhovane Poultryb Project 838040.05 0.00 838040.05 0.00 838040.05

2610382.93 0 2610382.93 2610382.93

TOTALS

5220765.86 ` 5220765.86


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TOTALS T 3.11.10

D. COMMUNITY AND SOCIAL SERVICES

Child Care; Aged Care; Social Programmes Policy Objectives Taken From IDP Service Objectives Outline Service

Targets Year -1 Year 0 Year 1 Year 3



Year

*Previous Year *Current

Year *Current

Year *Current

Year *Following

Year



advocate for and to promote integration of designated groups( youth ,women, disabled people ,children and older persons )

Early childhood development

Provision of learning

material to preschools

achieved Provision of learning material to preschools

done done

Child protection week

Conduct awareness campaigns achieved

Conduct awareness campaigns

not achieved

16 Days of activism

Conduct awareness campaigns

achieved Conduct awareness campaigns

done done

Back to school campaign

Provision of school uniform to the indigent achieved achieved achieved achieved

G. SECURITY AND SAFETY

Traffic Service Data


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Details Year -1 Year 0 Year 1

Actual No. Estimate No. Actual No. Estimate No.

1 Number of road traffic accidents during the year

2 Number of by-law infringements attended

3 Number of police officers in the field on an average day 10 10 10 11

4 Number of police officers on duty on an average day 14 14 14 15

Police Policy Objectives Taken From IDP Service Objectives




Service Indicators

*Previous Year

*Previous Year *Current Year

*Current Year *Current Year *Following Year



Enforcement of compliance with road traffic regulations

Number of traffic fines issued

3000 traffic fines issued in year -1

1942 traffic fines

issued in year -

1

3000 traffic fines issued

in year 0


in year 0

3861 traffic fines

issued in year

0


in year 1


in year 3


in year 3

Enhancement of driver fitness

Number of learners license applications administered

4000 learner licences applications administered

3257 learners licences



3861 learner licences





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Employees: Police Officers

Job Level Year -1 Year 0

Police Employees Posts Employees Vacancies (fulltime equivalents)


Administrators No. No. No. No. %

Chief Police Officer & Deputy

Other Police Officers

0 - 3 1 1 1 0 0%

4 - 6 3 3 3 0 0%

7 - 9 6 8 6 2 25%

10 - 12 7 15 7 8 53%

13 - 15 9 15 9 6 40%

16 - 18 11 21 11 10 48%

19 - 20 18 30 18 12 40%

Total 55 93 55 38 41%

Disaster Management, Animal Licensing and Control, Control of Public Nuisances, Etc Policy Objectives Taken From IDP Service Objectives Outline Service Targets Year 0 Year 1 Year 2 Year 3



Year *Previous

Year *Current

Year *Current

Year *Current

Year *Following

Year



Development of Disaster Management Plan

Adopted Disaster Management Plan

1 plan 1 plan

1 0 0 0 0 0


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Establishment of Disaster Management Unit

Employment of Disaster Management Officer

0 0 0 1 0 0 0 0

3.24. EXECUTIVE AND COUNCIL

SERVICE TARGETS FOR THE EXECUTIVE AND COUNCIL

INTRODUCTION TO EXECUTIVE AND COUNCIL MUNICIPAL MANAGER’S OFFICE

This is the highest administrative office of the municipality that is seized with task of being responsible for overall administration of the

municipality. It advises the Council on its plans (IDP) and ensures its implementation, monitors implementation and report to the

Executive Committee that ultimately reports to the Council. It manages both the Mayor’s and Speaker’s Offices. It is also responsible

for the smooth running of the Internal Audit Unit. The office has ensured that Performance Management System (PMS) is in place. All

the monthly, quarterly and mid-term reports were prepared, reviewed and tabled to the oversight structures of the municipality like

Council, Executive Committee (EXCO), Municipal Public Accounts Committee (MPAC) and all Sections 79 and 80 Committees of the

Municipal Structures Act 117 of 1998 as amended. The municipal structures in the form of Council, EXCO, Ward Committees and other

Section 79 and 80 committees are fully functional.

The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets Year 2013 Year 2014 Year 1 Year 3



Year *Previous

Year *Current

Year *Current

Year *Current

Year *Following

Year


48 | P a g e


Ensure that Council and its committees & office bearers are provided with necessary support & resources

sitting of the council meetings to consider compliance matters

100% 100% 100% 100%

Financial Performance Year 0: The Executive and Council

R'000

Details

Year -1 Year 0



Total Operational Revenue

Expenditure:

Employees 12


Other

Total Operational Expenditure



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3.25. FINANCIAL SERVICES

Debt Recovery

Debt Recovery R' 000

Details of the types of

account raised and recovered

Year -1 Year 0 Year 1

Actual for accounts billed in

year

Proportion of

accounts value

billed that were

collected in the year

%

Billed in Year

Actual for accounts billed in

year

Proportion of

accounts value

billed that were

collected %

Estimated outturn for accounts billed in

year

Estimated Proportion

of accounts billed that

were collected

%

Property Rates 6,081,938.00

6,081,938.00

Electricity - B

Electricity - C

Water - B

Water - C

Sanitation

Refuse 411,301.00

411,301.00

Other


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Employees: Financial Services

Job Level

Year -1 Year 0

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

No. No. No. No. %

0 - 3 3 3 3 0 0%

4 - 6 4 4 4 0 0%

7 - 9 10 10 10 0 0%

10 - 12

13 - 15

16 - 18

19 - 20

Total 17 17 17 0 0%

Financial Performance Year 0: Financial Services

R'000

Details

Year -2013 Year 2014



Total Operational Revenue - 141,878,804.64 141,878,804.64 -

Expenditure:

Employees - 8,050,644.00 8,050,644.00 5,000,616.70 -61%

Repairs and Maintenance 164,723.08 300,000.00 170,000.00 324,723.66 8%

Other - 8,254,946.38 8,884,946.38 12,311,332.89 33%

Total Operational Expenditure 164,723.08 16,605,590.38 17,105,590.38 17636673 6%


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Net Operational Expenditure 164,723.08 -125,273,214.26 -124,773,214.26 17636673 810%

3.26. HUMAN RESOURCES

Human Resource Services Policy Objectives Taken From IDP Service Objectives Outline

Service Targets




Year *Previous

Year *Current

Year *Current

Year *Current Year *Followi

ng Year



To improve the management of worker benefits and to improve skills of employees, councillors and the community as a whole

Review of organizational Structure, Recruitment of Staff, Administration of Staff Benefits

Reviewed Organisational Structure, Filling of all budgeted posts, Efficient administration of leaves, allowances, etc

Reviewed Organisational Structure, Filling of all budgeted posts, Efficient administration of leaves, allowances, etc

Filling of all budgeted posts, Efficient administration of leaves, allowances, etc

Filling all budgeted posts, efficient administration of leaves

Filled all budgeted posts, efficient administration of leaves and other allowances

Filling of all budgeted posts, Efficient administration of leaves, allowances, etc

Filling of all budgeted posts, Reviewed Organisational Structure, Efficient administration of leaves, allowances, etc

To improve skills level and performance level of the Municipality

Training of employees and councillors

Training of employees and councilors

Employees and Councilors trained



Employees, EPWP, Councilors, and Ward Committees trained


Employees and Councilors trained

To promote sound labour relations

Facilitating sitting of Local Labour

4 LLF Meetings

5 LLF Meeting

4 LLF Meetings

4 LLF Meetings

4 LLF Meetings

4 LLF Meetings

4 LLF meetings


52 | P a g e

Forum (LLF)

To enhance work performance, profitability and productivity of the organisation by addressing personal and work related issues affecting productivity.

Facilitating Employee Wellness Programs and make

Organising at least 2 wellness events, short term consultation and referrals

2 Events successfully held, consultations done and referrals done



2 main events organised, Workshops conducted, and consultations done



Employees: Human Resource Services

Job Level

Year -1 Year 0



No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 6 6 6 0 0%

7 - 9 4 4 4 0 0%

10 - 12

13 - 15

16 - 18

19 - 20

Total 11 11 11 0 0%


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Financial Performance Year 0: Human Resource Services

R'000

Details

Year -1 Year 0



Total Operational Revenue

Expenditure:

Employees 2,917,907 2,917,907 3,370,612 3,370,612 13%


Other

Total Operational Expenditure 2,917,907 3,370,612 100%

Net Operational Expenditure 2,917,907 - - 3,370,612 100%


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3.27 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SERVICES

ICT Services Policy Objectives Taken From IDP Service Objectives




Service Indicators

*Previous Year

*Previous Year *Current Year

*Current Year *Current Year *Following Year


To put in place basic ICT Infrastructure

Hardware and software purchase, contracts renewed, Server replacement, quarterly and monthly mantainance

To put in place basic ICT Infrastructure

Procuring and maintaining ict hardware and software.

Hardware and software purchase

Server replacement, quartely and monthly maintenance

Procurement of software, Desktops and laptops. System Maintenance

Procurement and maintenance of Software and hardware

Software and hardware maintenance. Procurement of Help Desk system

Software and Hardware maintenance


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Employees: ICT Services

Job Level

Year -1 Year 0



No. No. No. No. %

0 - 3 1 1 1 0 0%

4 - 6 2 2 2 0 0%

7 - 9

10 - 12

13 - 15

16 - 18

19 - 20 3 3 3 0 0%

Total 6 6 6 0 0%

3.28. LEGAL SERVICES

Service Objectives




Service Indicators

*Previous Year *Previous Year

*Current Year

*Current Year

*Current Year *Following Year



To minimize the level of litigations

Reviewal of contracts received from

% Review of new and existing contracts

100.00%


100.00%


100.00%


100.00%


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internal departments

Give legal advice on pending matters and defend the municipality on allerged cases

% management of legal cases

100% % management of legal cases



100%

Employees: Legal

Job Level




No. No. No. No. %

0 - 3 0 100%

4 - 6 1 1 1 0 0%

7 - 9 1 1 1 1 100%

10 - 12


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K. ORGANISATIONAL PERFORMANCE SCORECARD

Strategic Focus Area (IDP)

No. Strategic Focus Area (IDP)

Key Performance Indicator

Baseline (Previous years actual)

Demand

Backlog

Annual Target (Year)

5 Year Target

Means of verification

Unit of Measurement

Quarterly Target

Quarterly actual

Status (Achieved/Not Achieved)

Measures taken to improve performance

Performance monitoring and quality assurance

Management Response

Internal Audit Comment

Portfolio of Evidence

1.1.1 Basic service delivery

% progress of km constructed

Major backlogs as outlined in the situational analysis

High High 74 km 200km Practical completion certificate, Progress reports

Percentage

25% 24% Partially achieved.

Wrote letters of concern to affected service providers. Held intervention meetings where neccesary. Termi

Regular site visits are conducted and monthly reports compiled. Site meetings carried out

There was poor performance of service providers. Late and non-approval of EIA was a huge challenge

Completion certificates


58 | P a g e

nated non-performing contractors


% progress community halls constructed


High High 6 halls

Nil Practical completion certificate, Progress reports

Percentage

25% 25% Achieved

N/A Regular site visits are conducted and monthly reports compiled. Site meetings carried out

Progress was fast and work was well executed. Additional 5 halls were constructed to be completed in 2015/16 financial year due to additional MIG allocation being received



Maintenance of one road per ward


High High 1 road per ward

300 km Practical completion certificate, Progress reports

Percentage

25% 20% Not achieved

Wrote letters of concern to affected service providers.

Regular site visits are conducted and monthly reports compiled.

Service providers were appointed late and there were numerous social



59 | P a g e

Held intervention meetings where neccesary. Terminated non-performing contractors

challenges


Percetage no of square meters of sportfield to be contructed

Nil High High 3 Sportsfields to be constructed

Nil Practical completion certificate, Progress reports

Percentage

25% 25% Achieved

N/A Regular site visits are conducted and monthly reports compiled. Site meetings carried out

Intervention meetings were held with problematic service providers and termination was effected for non performing service providers to ensure successful project implementation



60 | P a g e


Percentage progress of municipal offices constructed

Nil High High 50% of construction progress

Nil Progress reports, site inspection

Percentage

25% 5% Not achieved

Wrote letters of concern to affected service providers. Held intervention meetings where neccesary. Terminated non-performing contractors

Regular site visits are conducted and monthly reports compiled.

Delays in the execution of works by the service provider.

Progress report


% progress on electrification of villages

Backlog as outlined in the IDP situational analyses

High High 1146 connections

Nil Completion certificate, Eskom handover certificates, Progress reports

Percentage

25% 17% Not achieved

Escalating to Snr Eskom management challenges of not being assisted with switch

Inspection by Clark of Works, progress meetings.

Pure performance of SMME affects service delivery. Eskom cooperation delays projects completion.

Progress report, termination certificates, Eskom handover certificates.


61 | P a g e

on of constructed network. Terminated non-performing contractor.


Facilitation of business seminar.

4 seminars were held in the previous year.

High High 4 seminars

4 seminars per year.

Seating of the seminars

4 seminars

1 3 seminars were held and the last seminar was to be done with the mayoral week.

Achieved

None None None Attendance register for session held and presentations made.

2.1 To provide Human Resource Administration and Management

Recruitment and Selection, leaves and payrol

Organogram in place, Developed & Updated leave & Payroll System

High None 4 Adverts, Leave Report

Efficient leave, payroll and recruitment system

4 Adverts, Leave Report

No of adverts

One 25% achieved

None Copy of adverts


62 | P a g e


To train councilors, officials, unemployed and the disabled & ward committees.

Managers have been trained for managerial competencies, Ongoing trainings are being done for both Cllrs and officials, Programme for interns and experiential learning is in place

High None Full implementation of Work Skills Plan

Trained municipal personel and councilors

Work Skills Plan Report

Submitted training report (WSP)

quarterly reports

25% achieved

none Copy of training report


Maintain sound Labour Relations

Labour Relations Unit in place, Functioning Local Labour Forum in place

Medium

None 4 Local Labour Forum

Labour peace

Minutes of Local Labour Forum

No of meetings

One 25% achieved

none Attendance registers

2.4 To provide Human Resource Administr

Provision of employment wellness

Functioning Unit in place, Wellnes

High None 2 welness events and

Productive employees

Attendance registers of 2 welness

No of events

One 33% achieved



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ation and Management

programme

s Committee in place

Aids Day

events and Aids Day


Providing Organizational Development function in the municipality.

Reviewed organogram

Medium

High 3 trainings

Responsive organogram

Attendance registers for 3 trainings

No of workshops/ trainings

One 33% achieved



Complying with the Provisions of Occupational Health & Safety Act (OHSA)

OHS Committee in place and has been trained

Medium

Medium 3 workshops

Safe working environment

Attendance registers for 3 workshops

No of workshops

One 33% achieved



Complying with Provisions of Employment Equity Act (EEA)

EE Committee, EE Plan and policy in place

Medium

Medium 4 committee meetings

Full implementation of Employment Equity Plan

Attendance register for 4 committee meetings

No of meetings

One 25% achieved


2.8 To Provide Information & Communication Technology Services

Supply of Maintenance Contracts, infrastructure and maintenance

ICT expiring contracts in place

Medium

Low renewed ict contracts

Fully functional ICT Systems

Copy of renewed contracts

Copies of renewed contracts

One 25% achieved

none Copies of contracts


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2.9 To Provide & maintain Customer Care Services

Provision of reception services, Batho Pele

Reception service fully staffed & functional

Medium

Medium 4 quarterly reports

Full implementation of Batho Pele

4 quarterly reports

No of reports

One 25% achieved

none Copy of reports

210 To Provide Administration support services

Procurering of stationery, cleaning material and reprographic services

Admin. Unit is functional

Medium

Medium 4 Quarterly Purchases

A fully functional administration

Delivery notes

No of purchases

One 25% achieved

none Delivery notes

2.11 To provide an efficient and effective Fleet Management system

Servicing and licencing of vehicles

Fleet management Unit is functional

High Low licencing and servicing all due vehicles

Effective fleet management system

Copy of licences and service books

Licences renewed and stamped service books

As neede

As needed

achieved

none Copy of licences and stamped service books

1.1.1 To provide infrastructure for local economic development.

Construction of 9 LED structures.

15 structures were constructed in 2012/2013.

High High 9 All wards to would have been supported.

Site visits for verification.

Number of constructions made.

25 6 projects completed.

Partially achieved.

Development of the procurement plan to monitor performance.

Regular site visits are conducted and LED Roadshows used to gather community inputs

The appointment of service providers was mostly made in the last quarter of the financial year.



65 | P a g e

on LED projects status.

1.1.2 To provide sustainable housing development.

Facilitation of 5 rural housing projects and two urban housing projects.

The beneficiaries were approved for rural housing. The layout plan has been approved for Joe Slovo settlement and Thabo Mbeki settlement is under construction.

High High 4 facilitation meetings

2500 housing units to be completed.

Site visits for verification.

Number of facilitation meetings held.

1 1 Achieved

Roadshows and District Forums on Human Settlements.

Site meetings carried out.

There are generally delays in housing provisions and the contractors are generally not performing well due to various reasons.

Attendance registers housing meetings.

1.1.3 To review existing housing sector plan.

Reviewed sector plan.

There is an existing sector plan in place up for reviewal

meduim

Medium Approved housing sector plan.

Sector Plan will be reviewed after 5 years.

sector plan

Availability of the document.

1 Study is being conducted and has not been finalised.

Not achieved

District Forums are used for information sharing.

Submission of the status report

The project is funded by the Department of Human Settlements and OR Tambo District Municip

Project inception report


66 | P a g e

ality. The indication given is that there were funding challenges.

1.1.4 To ensure provision of municipal flats.

Business plan submitted

land is registered and available for the construction of municipal flats.

High High 1 business plan submitted

100% submissions for available opportunities.

business plans submitted.

Feasibility study developed.

1 Sessions held with DoHS and a concept plan developed.

Achieved

None None The project has been submitted to DoHS, but the EXCO insisted that this project must be put in abeyance.

Concept plan developed.

2.1.10 To acquire and maintain ICT infrastructure and systems

Provision of the GIS software for record keeping.

No GIS software existing

High Medium GIS software

1 GIS provision of the GIS

GIS software

1 GIS software installed.

Achieved

None None None Software installed.

3.1.1 To create a platform for investment opportunities

Facilitation of business seminar.

4 seminars were held in the previous year.

High High 4 seminars

4 seminars per year.

Seating of the seminars

4 seminars

1 3 seminars were held and the last

Achieved

None None None Attendance register for session held and presentations made.


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seminar was to be done with the mayoral week.

3.1.2 To facilitate for the shopping complex development and facilitation of public private partnerships.

Approval of the statutory requirements and seating of meetings.

2 shopping complex proposed for both towns.

High High 2 shopping complex

2 Approvals of building plans.

2 proposed shopping complex.

2 The Flagstaff Square is currently underway and there has been sessions with the developers. The construction will be completed in the second quarter of the 2014/

Achieved

None None Both developments are progressing with limited challenges.

Seating of the project meetings


68 | P a g e

2015 financial year. Approval has been received for Lusikisiki Plaza and the building plans submitted.

3.1.3 To undertake land summit for Ingquza Hill Local Municipality.

Seating of the Summit

Summit sat for the first time in the previous financial year.

meduim

not applicable

1 summit

1 per annum for five years.

Land summit resolutions outlined.

1 summit

1 Land summit was held and the resolutions taken are being implemented.

Achieved

None None None Resolutions for the land summit

3.1.4 To unlock coastal development

Feasibility study conducted.

There is no coastal plan for development.

High not applicable

Feasibility study

1 coastal plan

Availability of the document

1 coastal plan

1 Coastal Development Plan finalised.

Achieved

None None Business plans have been developed.

Coastal Development Plan and its business plans.


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3.1.5 To promote tourism

Tourism development

Municipality participates in the tourism initiatives, ie International events

High High 7 tourism initiatives

Attend International and national tourism events.

Tourism initiatives participated in.

7 initiatives

7 The municipality has implemented and participated in all tourism initiatives.

Achieved

None None None Attendance register and pictures of the events.

3.1.6 To provide for new settlements

Approval of two new settlements

The layout plan has been developed for both settlements.

High High 2 new settlements

2 new settlements

Layout designs for prepared for middle income erven.

2 new settlements

2 Layout plans were completed and submission made to authorising bodies for township establishment.

Achieved

None None Surveyors were appointed after the approval from the township board and the survey was done for 32 erven. The 250 erven had a challenge as some areas are affected by the recommendatio

Layout plans and approvals received.


70 | P a g e

ns of the geotechnical study. Furthermore, the proposed police station has also led to further delays as a result of accessibility to the site.

3.1.7

To provide for production inputs for economic development.

Supply provided to local cooperatives and SMME's.

18 projects were assisted in the previous financial year.

High High 25 projects

100% supply

payment certificates for service providers and delivery notes.

25 projects

7 Production inputs were delivered to the local cooperatives.

Achieved

None None None Requisitions submitted

3.1.8 Job creation for local people

Number of people employed

The Department has facilitated the appointment of local people in the

High High 100% in projects implemented locally.

100% employment on projects implemented locally.

Seating of meetings with investors and people implementing local projects.

100% 100% Meetings have been held with affected people to look

Achieved

Seating of quarterly sessions with business chamber to

None The department will have to assess the participation of local business and

Seating of the meeting with business chamber.


71 | P a g e

LED construction.

for opportunities local businesses. The business chamber has been formed to specifically look into opportunities.

ensure common understanding of programs is made.

quantify the impact.

3.1.9 To embark on Forestry Development.

Facilitate implementation of forestry projects

8 Forestry projects were submitted for environmental authorisation

Medium

Medium 8 projects facilitated.

8 projects

Seating of meetings with SAPPI and other forestry implementing agencies.

8 projects

8 Sessions have been held with SAPPI and DAFF for the existing forestry projects.

Achieved

none None The role of the municipality is merely facilitation in this regard.

Meetings attended.


72 | P a g e

4.1.1 To source external funding through submission of business plans.

5 business plans

Approximately 6 business plans were submitted in the previous financial year.

High not applicable

5 business plans

5 business plans per year for 5 years.

Business plans developed.

5 business plans

5 5 business plans were submitted.

Achieved

none None None Business plans submitted.

4.1.2 To ensure compliance with building regulations and collection of revenue on outdoor advertising.

100 % approval of buidling plans submitted.

30 building plans were approved in the previous financial year.

High High 100% 100% of submissions

Approved building plans.

100% 5 30 building plans have been approved. 100% approval of the complying building plans.

Achieved

Awareness programs made to affected communities.

None Illegal buildings are still happening and legal processes are being followed from time to time.

Building plans approved.

4.1.3 To implement the roll out of the MPRA.

Development of the General valuation.

There is an existing valuation roll.

High High 1 roll developed.

1 rolll developed every year.

General valuation document

1 GV 1 Valuation roll was developed and completed before end of June 2014. The

Achieved

None None None Copy of the general valuation


73 | P a g e

objection phase was open for public comments and appeals submitted.

5.1.1 To carry out IDP reviewal in line with the Municipal Systems Act provisions.

Adopted of the reviewed IDP

There is an existing IDP approved by council.

High not applicable

Approved IDP

IDP reviewal each year.

IDP document with council approval

1 IDP 1 The IDP was approved by council for 2014/2015 financial year.

Achieved

None None The participation and submission of projects by sector departments is a challenge.

Copy of the approved IDP for 2014/2015 financial year.

5.1.3 To enhance the participation of local professionals in the affairs of the municipality.

4 meetings

The seating of the Local Professional sessions are seating. (3) sessions sat.

meduim

not applicable

4 meetings

4 meetings per year for 5 years.

Attendance register and programs by local professionals.

4 meetings

1 The meetings have been held with local professionals and support has been receiv

Achieved

None None None Seating of the Local Professionals session.


74 | P a g e

ed for some municipal programs.

5.1.4 To embark on collaboration with external institutions.

Finalised agreement

Meetings have sat between the municipality and TUT for collaboration.

Meduim

not applicable

Agreement in place

1 agreement

Sessions and attendance register with TUT.

1 agreement

1 The municipality has met with TUT and signed a memorandum of agreement. TUT has not signed the agreement.

Not achieved

Regular updates have been requested from TUT for the finalisation of the programme.

None There are delays experienced as TUT has not signed the agreement that was developed in the financial year.

Signed agreement.

5.1 Intergovernmental relations

consolidated IGR reports and recommendations to the MUNIMEC

existence of IGR structures

synergy of programs in all spheres of government

IGR functional

sitting of 4 IGR meetings and cluster meetings

Full functionality of IGR

number of meetings held

1 4 achieved

revival of IGR strucutres

reports and attendance registers


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5.2 Internal Audit Unit

Conduct Internal Audit as per the approved Internal audit plan

Existence of the Internal Audit committee and Internal Audit unit.

Report to the audit committee and the Audit committee reports to the council.

Quartely Audit Commiteereports and Internal Audit reports as per annual plan

Fully functionality and effectiveness of the Internal Audit unit.

4 4 achieved

None Final Internal Audit reports and Quartely Audit Committee reports.

5.3 Legal Services

number of cases and contracts attended and

functionality of legal services

reduction of cases by 50%

number of cases not finalised

100% full functionality of legal services unit

1 on going

ongoing

engage magistrate on delayed cases

case register

5.4 Communications

municipal newsletter, media engagement, social networks

improve image of the municipality internally and externally

production of 2 municipal newsletter and sitting of communications forum

none improved municipal image through communications

2 copies of the newsletter and 2 LCF meetings

1 achieved

copy of the newsletter and attendance registers


76 | P a g e

5.5 Special Programs

participation of designated groups in all municipal events

Effective Special programs Unit

ensure youth development , women and child welfare and

none to advocate for the interest of the designated groups

representation of designated groups in all municipal programs

engagement with designated groups

1 achieved

none attendance registers and reports

5.6 Council support

Functionality of counil and its committees

existence of council and its committees

high none sitting of 7 council meetings

sitting of council & its committees to consider compliance reports

signed minutes, resolution register, attendance registers

25% 100% achieved

none signed minutes, resolution register, attendance registers

existence of ward committees

high none 100% sitting of ward committees

recommendations to standing committees, attendance registers, signed minutes

25% 100% achieved

none recommendations to standing committees, attendance registers, signed minutes

translated municipal documents

high none 100% translated quarterly reports, council

translated quarterly reports

25% 100% achieved

none translated council documents


77 | P a g e

minutes and publications


78 | P a g e

INTRODUCTION TO THE MUNICIPAL PERSONNEL

Employees

Description


Employees Approved

Posts Employees Vacancies Vacancies

No. No. No. No. %

Water 0.00 0.00 0.00 0.00 -

Waste Water (Sanitation) 0.00 0.00 0.00 0.00 -

Electricity 0.00 5.00 1.00 4.00 80%

Waste Management 39.00 45.00 38.00 7.00 16%

Housing 0.00 0.00 0.00 0.00 -

Waste Water (Stormwater Drainage) 0.00 0.00 0.00 0.00 -

Roads 19.00 30.00 13.00 5.00 17%

Transport 0.00 0.00 0.00 0.00 -

Planning 4.00 6.00 5.00 1.00 17%

Local Economic Development 5.00 5.00 5.00 0.00 0%

Planning (Strategic & Regulatory) 2.00 2.00 2.00 0.00 0%

Local Economic Development 0.00 0.00 0.00 0.00 -

Community & Social Services 42.00 98.00 42.00 57.00 58%

Environmental Protection 0.00 1.00 0.00 1.00 100%

Health 0.00 0.00 0.00 0.00 -

Security and Safety 43.00 75.00 51.00 24.00 32%

Sport and Recreation 2.00 2.00 2.00 0.00 0%

Corporate Policy Offices and Other 49.00 69.00 51.00 18.00 26%

Totals 205.00 338.00 210.00 117.00 35%

Vacancy Rate: Year 0 Designations *Total Approved

Posts *Vacancies

(Total time that vacancies exist using fulltime equivalents)

*Vacancies (as a proportion of total posts in each

category)

No. No. %

Municipal Manager 1 0 0.00

CFO 1 0 0.00

Other S57 Managers (excluding Finance Posts) 4 0 0.00

Other S57 Managers (Finance posts) 0 0 0.00

Police officers 0 0 0.00

Fire fighters 0 0 0.00

Senior management: Levels 13-15 (excluding Finance Posts) 8 0 0.00


79 | P a g e

Senior management: Levels 13-15 (Finance posts) 2 0 0.00

Highly skilled supervision: levels 9-12 (excluding Finance posts) 35 4.24 17.00

Highly skilled supervision: levels 9-12 (Finance posts) 5 1.92 20.00

Total 56 6.16 20.67

Turn-over Rate

Details

Total Appointments as of beginning of Financial

Year

Terminations during the Financial Year

Turn-over Rate*

No. No.

Year -2012 41 17 8%

Year -2013 24 17 10%

Year 2014 36 32 8%

VACANCY TURNOVER

There is not much staff turnover on the management level as well as the institution at large,

some of the cases of employees leaving the institution financial related as they are looking for

better opportunities or senior positions


80 | P a g e

HR Policies and Plans

Name of Policy Completed Reviewed Date adopted by council or comment on failure to adopt

% %

1 Affirmative Action 100% 30-May-12

2 Attraction and Retention 100% 30-May-12

3 Code of Conduct for employees

4 Delegations, Authorisation & Responsibility

100% 30-May-12

5 Disciplinary Code and Procedures

6 Essential Services

7 Employee Assistance / Wellness 100% 30-May-12

8 Employment Equity 100% 30-May-12

9 Exit Management

10 Grievance Procedures

11 HIV/Aids 100% 30-May-12

12 Human Resource and Development 100% 30-May-12

13 Information Technology 100% 30-May-12

14 Job Evaluation 100%

15 Leave 100% 30-May-12

16 Occupational Health and Safety 100% 28-May-14

17 Official Housing

18 Official Journeys

19 Official transport to attend Funerals

20 Official Working Hours and Overtime

21 Organisational Rights

22 Payroll Deductions

23 Performance Management and Development

100% 28-May-14

24 Recruitment, Selection and Appointments 100% 30-May-12

25 Remuneration Scales and Allowances

26 Resettlement 100% 30-May-12

27 Sexual Harassment

28 Skills Development 100% 30-May-12

29 Smoking

30 Special Skills

31 Work Organisation

32 Uniforms and Protective Clothing 30-Apr-15

33 Other:


81 | P a g e

Number and Cost of Injuries on Duty Type of injury Injury Leave

Taken Employees using injury

leave

Proportion employees using sick

leave

Average Injury Leave

per employee

Total Estimated

Cost

Days No. % Days R'000

Required basic medical attention only 0 0 0% 0 0

Temporary total disablement 0 0 0% 0 0

Permanent disablement 0 0 0% 0 0

Fatal 0 0 0% 0 0

Total 0 0 0 0

Number of days and Cost of Sick Leave (excluding injuries on duty)

Salary band

Total sick leave

Proportion of sick leave

without medical

certification

Employees using sick

leave

Total employees

in post*

*Average sick leave

per Employees

Estimated cost

Days % No. No. Days R' 000

Lower skilled (Levels 1-2) 510.00 0% 39.00 100.00 5.10

171

Skilled (Levels 3-5) 243.00 0% 29.00 66.00 3.68

143

Highly skilled production (levels 6-8) 420.00 0% 39.00 57.00 7.30

174

Highly skilled supervision (levels 9-12)

213.00 0% 27.00 45.00 4.73

356

Senior management (Levels 13-15) 43.00 0% 6.00 10.00 4.30

109

MM S57 52.00 0% 4.00 6.00 8.67

152

Total 1481 0% 144 284 32.03

1,105


82 | P a g e

Disciplinary Action Taken on Cases of Financial Misconduct Position Nature of Alleged Misconduct and

Rand value of any loss to the municipality

Disciplinary action taken Date Finalised

N/A N/A N/A N/A

5.10

3.68

7.30

4.734.30

8.67

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

Lower skilled(Levels 1-2)

Skilled (Levels3-5)

Highly skilledproduction(levels 6-8)

Highly skilledsupervision(levels 9-12)

Seniormanagement(Levels 13-15)

MM S57

Average Number of Days Sick Leave (excluding IOD)

Number and Period of Suspensions Position Nature of Alleged

Misconduct Date of

Suspension Details of Disciplinary Action taken or Status of Case and Reasons why not Finalized

Date Finalized

IT Admin Officer Dishonesty and Dereliction of Duty 5/5/2015

Not finalized due to requests for postponement by parties involved N/A


83 | P a g e


84 | P a g e

Skills Matrix Management level Gender Employees

in post as at 30 June

Year 0

Number of skilled employees required and actual as at 30 June Year 0

Learnerships Skills programmes & other short courses

Other forms of training Total

No.

Actual: End of Year -1

Actual: End of Year 0

Year 0 Target



Year 0 Target



Year 0 Target



Year 0 Target

MM and s57 Female 1 0 0 0 0 0 0 0 0 0 0 0 0

Male 5 2 1 1 2 1 1 2 1 1 6 3 0

Councillors, senior officials and managers

Female 33 4 1 1 25 22 33 2 0 0 31 23 34

Male 48 4 2 2 26 18 48 8 0 0 38 20 50

Technicians and associate professionals*

Female 6 0 0 0 3 1 6 2 3 3 5 4 9

Male 4 0 0 0 1 0 4 1 1 1 2 1 5

Professionals Female 18 1 0 0 19 3 18 2 0 0 22 3 18

Male 20 0 0 0 19 4 20 2 0 0 22 4 20

Sub total Female 0 0 0 0 0 0 0 0 0 0 0 0 0

Male 0 0 0 0 0 0 0 0 0 0 0 0

Total 135 11 4 4 95 49 130 19 5 5 126 58 136


85 | P a g e

Financial Competency Development: Progress Report* Description A.

Total number of officials employed by municipality (Regulation 14(4)(a) and (c))

B. Total number of officials employed by municipal entities (Regulation 14(4)(a) and (c)

Consolidated: Total of A and B

Consolidated: Competency assessments completed for A and B (Regulation 14(4)(b) and (d))

Consolidated: Total number of officials whose performance agreements comply with Regulation 16 (Regulation 14(4)(f))

Consolidated: Total number of officials that meet prescribed competency levels (Regulation 14(4)(e))

Financial Officials

Accounting officer 1 0 1 0 0 0

Chief financial officer 1 0 1 1 0 1

Senior managers 3 0 3 0 0 0

Any other financial officials 3 0 3 0 0 0

Supply Chain Management Officials

Heads of supply chain management units

1 0 1 1 0 1

Supply chain management senior managers

0 0 0 0 0 0

TOTAL 9 0 9 2 0 2


86 | P a g e

Skills Development Expenditure

R'000

Management level Gender

Employees as at the

beginning of the

financial year

Original Budget and Actual Expenditure on skills development Year 1

Learnerships Skills programmes &

other short courses

Other forms of training

Total

No. Original Budget




Actual

MM and S57 Female 1 0 0 0 0 0 0 0 0

Male 5 50000 45000 0 0 25000 24400 75000 69400

Legislators, senior officials and managers

Female 33 45000 45000 30000 0 0 0 75000 45000

Male 48 90000 90000 50000 0 25000 31000 165000 121000

Professionals Female 18 50000 0 50000 12500 0 0 100000 12500

Male 20 0 0 40000 8000 0 0 40000 8000

Technicians and associate

professionals

Female 6 0 0 30000 0 5000 5500 35000 5500

Male 4 0 0 30000 0 5000 2300 35000 2300

Clerks Female 27 0 0 50000 0 25000 23800 75000 23800

Male 7 0 0 30000 0 0 0 30000

Service and sales workers

Female 14 0 0 40000 33000 0 0 40000 33000

Male 42 0 0 100000 100000 0 0 100000 100000

Plant and machine operators and assemblers

Female 0 0 0 0 0 0 0

Male 15 0 0 30000 0 0 0 30000


87 | P a g e

Elementary occupations

Female 46 0 0 90000 90000 0 0 90000 90000

Male 26 0 0 35000 30000 0 0 35000 30000

Sub total Female 99 95000 45000 200000 45500 30000 53700 325000 144200

Male 126 140000 135000 250000 108000 55000 445000 243000

Total 225 235000 180000 450000 153500 85000 53700 770000 387200


88 | P a g e

Employees appointed to posts not approved

Department Level Date of

appointment No.

appointed Reason for appointment when no established post exist

N/A N/A N/A N/A N/A

19,000

20,000

21,000

22,000

23,000

24,000

25,000

26,000


Workforce Expenditure Trends (R' 000)


89 | P a g e

Financial Summary

R' 000

Description

2014 Current: Year 2015 Year 2015 Variance


Adjusted Budget


Adjustments

Budget

Financial Performance

Property rates 6,268

12,000

12,000

16,101

0.25

0.25

Service charges 4,705

800

800

264

(2.04)

(2.04)

Investment revenue #DIV/0! #DIV/0!

Transfers recognised - operational 111,107

214,016

229,016

239,117

0.10

0.04

Other own revenue –

70,991

70,991

16,377

(3.33)

(3.33)

Total Revenue (excluding capital transfers and contributions)

122,080

297,807

312,807

271,858

(0.10)

(0.15)

Employee costs 58,478

87,057

87,057

75,924

(0.15)

(0.15)

Remuneration of councillors 14,607

16,917

16,917

16,779

(0.01)

(0.01)

Depreciation & asset impairment 27,169

–

–

30,748

1.00

1.00

Finance charges 35

20

20

76

0.74

0.74

Materials and bulk purchases #DIV/0! #DIV/0!

Transfers and grants #DIV/0! #DIV/0!

Other expenditure 57,000

73,837

73,837

99,231,004.24

0.26

0.26

Total Expenditure 157,289

177,831

177,831

222,758

0.20

0.20

Surplus/(Deficit) (35,209)

119,976

134,976

49,100

(1.44)

(1.75)

Transfers recognised - capital 53,561

119,976

134,976

53,561

(1.24)

(1.52)

Contributions recognised - capital & contributed assets

53,561

–

–

88,537

1.00

1.00

Surplus/(Deficit) after capital transfers & contributions

71,912

239,952

269,952

191,198

(0.25)

(0.41)

Share of surplus/ (deficit) of associate #DIV/0! #DIV/0!

Surplus/(Deficit) for the year 71,912

239,952

269,952

191,198

(0.25)

(0.41)

#DIV/0! #DIV/0!

Capital expenditure & funds sources #DIV/0! #DIV/0!

Capital expenditure –

–

–

– #DIV/0! #DIV/0!


90 | P a g e

Transfers recognised - capital –

–

–

– #DIV/0! #DIV/0!

Public contributions & donations #DIV/0! #DIV/0!

Borrowing #DIV/0! #DIV/0!

Internally generated funds #DIV/0! #DIV/0!

Total sources of capital funds –

–

–

– #DIV/0! #DIV/0!

Financial position #DIV/0! #DIV/0!

Total current assets 73,345

–

–

59,718

1.00

1.00

Total non current assets 780,992

–

–

898,429

1.00

1.00

Total current liabilities 25,959

–

–

27,761

1.00

1.00

Total non current liabilities 10,144

–

–

11,181

1.00

1.00

Community wealth/Equity 818,233

–

–

919,205

1.00

1.00

#DIV/0! #DIV/0!

Cash flows #DIV/0! #DIV/0!

Net cash from (used) operating 201,533

–

–

272,196

1.00

1.00

Net cash from (used) investing (194,398)

–

–

(52,597)

1.00

1.00

Net cash from (used) financing (315)

–

–

37

1.00

1.00

Cash/cash equivalents at the year end 49,884

–

–

19,588

1.00

1.00

#DIV/0! #DIV/0!

Cash backing/surplus reconciliation #DIV/0! #DIV/0!

Cash and investments available 49,884

–

–

19,588

1.00

1.00

Application of cash and investments –

–

–

– #DIV/0! #DIV/0!

Balance - surplus (shortfall) 49,884

–

–

19,588

1.00

1.00

#DIV/0! #DIV/0!

Asset management #DIV/0! #DIV/0!

Asset register summary (WDV) 776,608

–

–

433,878

1.00

1.00

Depreciation & asset impairment 27,169

–

–

30,748

1.00

1.00

Renewal of Existing Assets –

–

–

– #DIV/0! #DIV/0!

Repairs and Maintenance 7,967

8,816

16,345

22,271

0.60

0.27

#DIV/0! #DIV/0!

Free services #DIV/0! #DIV/0!

Cost of Free Basic Services provided –

–

–

– #DIV/0! #DIV/0!


91 | P a g e

Revenue cost of free services provided –

–

–

– #DIV/0! #DIV/0!

Households below minimum service level #DIV/0! #DIV/0!

Water: -

-

-

- #DIV/0! #DIV/0!

Sanitation/sewerage: -

-

-

- #DIV/0! #DIV/0!

Energy: -

-

-

- #DIV/0! #DIV/0!

Refuse: -

-

-

- % #DIV/0!

Grant Performance

R' 000

Description

2014 2015 Year 0 Variance

Actual Budget

Adjustments Budget

Actual Original

Budget

(%)

Adjustments Budget

(%)

Operating Transfers and Grants

National Government:

161,226

214,016

229,016

239,117

Equitable share

107,948

142,857

142,857

152,692 6.44%

0.06

Municipal Systems Improvement 800

934

934

934 0.00% -

Department of Water Affairs

Levy replacement

Other transfers/grants [MIG, FMG,DME, LIBRARY, EPWP, LED]

52,478

70,225

85,225

85,491

17.86%

0.00

Provincial Government: 3,441

3,441

3,441

3,441 0.00% -

Health subsidy

Housing

Ambulance subsidy

Sports and Recreation

Other transfers/grants [MIG, FMG,DME, LIBRARY, EPWP, LED]

3,441

3,441

3,441

3,441 0.00% -

District Municipality: –

–

–

–

[insert description]


92 | P a g e

Other grant providers: –

–

–

–

[insert description]

Total Operating Transfers and Grants 164,667

217,457

232,457

242,558

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. Full list of provincial and national grants available from published gazettes. T 5.2.1

TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED YEAR 0

Asset 1

Name UD NISSAN TRUCK

Description TRUCK

Asset Type MULTI PURPOSE TRUCK

Key Staff Involved SCM

Staff Responsibilities TENDER PROCESS

Asset Value


826800

Capital Implications CPITATISED

Future Purpose of Asset CONSTRUCTION

Describe Key Issues NONE

Policies in Place to Manage Asset ASSET POLICY

Asset 2

Name SMOOTH ROLLER

Description SMOOTH ROLLER

Asset Type ROLLER



Asset Value


740000

Capital Implications CAPITALISED

Future Purpose of Asset CONSTRUCTION



Asset 3

Name SKIP BINS

Description SKIP BINS

Asset Type SKIP BINS


93 | P a g e



Asset Value


107594

Capital Implications CAPITALISED

Future Purpose of Asset REFUSE COLLECTION



T 5.3.2

Repair and Maintenance Expenditure: Year 2015

R' 000

Original Budget Adjustment Budget Actual

Budget variance

Repairs and Maintenance Expenditure 24,205,950.00 32,974,487.00 22,265,419.21 8%

T 5.3.4


94 | P a g e

0.5 0.6

1.0 1.0

–

0.2

0.4

0.6

0.8

1.0

1.2

Year -3 Year -2 Year -1 Current: Year 0

Liquidity Ratio

Liquidity Ratio – Measures the municipality’s ability to pay its bills and is calculated by dividing the monetary assets (due within one year ) by the municipality’s current liabilities. A higher ratio is better.

Data used from MBRR SA8


95 | P a g e

1.5

1.9

1.4

0.8

–

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

2.0


Cost Coverage

iii. Cost coverage

Cost Coverage– It explains how many months expenditure can be covered by the cash and other liquid assets available to the Municipality excluding utilisation of grants and is calculated



96 | P a g e

2.1

1.3

1.5

1.2

–

0.5

1.0

1.5

2.0

2.5


Debt Coverage

i. Debt coverage

Debt Coverage– The number of times debt payments can be accomodated within Operating revenue (excluding grants) . This in turn represents the ease with which debt payments can be accomodated by the municipality



97 | P a g e

64.0%

62.0%

68.0%

60.5%

56.0%

58.0%

60.0%

62.0%

64.0%

66.0%

68.0%

70.0%


Total Outstanding Service Debtors

ii.O/S Service Debtors to Revenue

Total Outstanding Service Debtors – Measures how much money is still owed by the community for water, electricity, waste removal and sanitation compared to how much money has been paid for these services. It is calculated by dividing the total outstanding debtors by the total annual revenue. A lower score is better.



98 | P a g e

96.0%

60.0%

95.0%100.0%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%


Capital Charges to Operating Expenditure

Capital Charges to OperatingExpenditure

Capital Charges to Operating Expenditure ratio is calculated by dividing the sum of capital interest and principle paid by the total operating expenditure.



99 | P a g e

99.0%

63.0%

92.0%

56.0%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%


Employee Costs

Employee costs

Employee cost – Measures what portion of the revenue was spent on paying employee costs. It is calculated by dividing the total employee cost by the difference between total revenue and capital revenue.



100 | P a g e

92.0%99.0%

75.0%

60.0%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%


Repairs & Maintenance

Repairs & Maintenance

Repairs and Maintenance – This represents the propotion of operating expenditure spent and is calculated by dividing the total repairs and maintenace.



101 | P a g e

69.0% 67.0%

75.0%

55.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%


Creditors System Efficiency

Creditors System Efficiency

Creditor System Efficiency – The proportion of creditors paid within terms (i.e. 30 days). This ratio is calculated by outstanding trade creditors divided by credit purchases



102 | P a g e

R million Original Budget Adjustment Budget

Un-audited Full Year Total

Original Budget variance

Adjusted Budget Variance

Capital Expenditure 120

132

54 55.4% 59.4%

120

132

54 55.4% 59.4%

Operating Expenditure 178

192

156 12.2% 18.8%

178

192

156 12.2% 18.8%

Total expenditure 298

324

210 29.6% 35.3%

Capital Expenditure - Funding Sources: Year -1 to Year 0

R' 000

Details

2014 2015


(OB)

Adjustment Budget

Actual Adjustment to

OB Variance

(%)

Actual to OB Variance (%)

Source of finance

40.71%

59.29%

–

50

100

150

200

250

R m

illio

n

Capital Expenditure: Year 0

Capital Expenditure

Operating Expenditure


103 | P a g e

External loans #DIV/0! #DIV/0

!

Public contributions and donations #DIV/0!

#DIV/0!

Grants and subsidies

50,978,186 119975900

131969855.7

131,969,856 10.00%

10.00%

Other 2,582,381

- 0

- #DIV/0!

#DIV/0!

Total 53560567.6

2 119975900 131969855.

7 131969855.

7 #DIV/0! #DIV/0

!

Percentage of finance

External loans 0.0% 0.0% 0.0% 0.0% #DIV/0! #DIV/0

!

Public contributions and donations 0.0% 0.0% 0.0% 0.0% #DIV/0!

#DIV/0!

Grants and subsidies 95.2% 100.0% 100.0% 100.0% #DIV/0!

#DIV/0!

Other 4.8% 0.0% 0.0% 0.0% #DIV/0! #DIV/0

!

Capital expenditure

Water and sanitation #DIV/0!

#DIV/0!

Electricity 10,612,359

5,000,000.00

5,000,000.00

5,000,000 0.00% 0.00%

Housing #DIV/0! #DIV/0

!

Roads and storm water

40,365,827 71188000 71188000

71,188,000 0.00% 0.00%

Other 2,582,381

43,787,900.00

55,781,855.68

55,781,856 27.39%

27.39%

Total 53560567.6

2 119975900 131969855.

7 131969855.

7 #DIV/0! #DIV/0

!

Percentage of expenditure

Water and sanitation 0.0% 0.0% 0.0% 0.0% #DIV/0!

#DIV/0!

Electricity 19.8% 4.2% 3.8% 3.8% #DIV/0! #DIV/0

!

Housing 0.0% 0.0% 0.0% 0.0% #DIV/0! #DIV/0

!

Roads and storm water 75.4% 59.3% 53.9% 53.9% #DIV/0!

#DIV/0!

Other 4.8% 36.5% 42.3% 42.3% #DIV/0! #DIV/0

!


104 | P a g e

Service Backlogs as at 30 June Year 0 Households (HHs)

*Service level above minimun

standard **Service level below minimun

standard

No. HHs % HHs No. HHs % HHs

Water 1 %

Sanitation 100 %

Electricity %

Waste management 100 %

Housing 100 %

Municipal Infrastructure Grant (MIG)* Expenditure Year 0 on Service backlogs R' 000

Details

Budget Adjustments Budget

Actual Variance Major conditions applied by

donor (continue below if

necessary)

Budget Adjust-ments

Budget

Infrastructure - Road transport % %

Roads, Pavements & Bridges 71,188,000 71,188,000 71,188,000 0% 0%

Storm water % %

Infrastructure - Electricity % %

Generation % %

Transmission & Reticulation % %

Street Lighting % %

Infrastructure - Water % %

Dams & Reservoirs % %

Water purification % %

Reticulation % %

Infrastructure - Sanitation % %

Reticulation % %

Sewerage purification % %

Infrastructure - Other % %

Waste Management % %

Transportation % %

Gas % %

Other Specify: % %

% %

% %

% %


105 | P a g e

Cash Flow Outcomes R'000

Description

Year -1 Current: Year 0

Audited Outcome

Original Budget

Adjusted Budget

Actual

CASH FLOW FROM OPERATING ACTIVITIES

Receipts

Ratepayers and other 151,995

12,000

12,000

29,873

Government - operating 113,689

94,040

109,040

239,117

Government - capital 50,978

119,976

131,970

131,970

Interest 3,458

3,207

Dividends

Payments

Suppliers and employees 118,058

324,192

324,192

229,289

Finance charges 529

537

Transfers and Grants

NET CASH FROM/(USED) OPERATING ACTIVITIES

438,707

550,208

577,202

633,992

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts

Proceeds on disposal of PPE –

Decrease (Increase) in non-current debtors (52,597)

Decrease (increase) other non-current receivables

Decrease (increase) in non-current investments

Payments

Capital assets (194,398)

–

NET CASH FROM/(USED) INVESTING ACTIVITIES

(194,398)

–

–

(52,597)

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

Short term loans 14

14

Borrowing long term/refinancing (329)

(329)


106 | P a g e

Increase (decrease) in consumer deposits

Payments

Repayment of borrowing

NET CASH FROM/(USED) FINANCING ACTIVITIES

(315)

–

–

(315)

NET INCREASE/ (DECREASE) IN CASH HELD 243,995

550,208

577,202

581,080

Cash/cash equivalents at the year begin: 43,064

43,064

Cash/cash equivalents at the year-end: 287,059

550,208

577,202

19,588

Actual Borrowings: Year -2 to Year 0 R' 000

Instrument 2013 2014 2015

Municipality

Long-Term Loans (annuity/reducing balance)

Long-Term Loans (non-annuity) 6825840 6825840 6825840

Local registered stock

Instalment Credit

Financial Leases

PPP liabilities

Finance Granted By Cap Equipment Supplier

Marketable Bonds

Non-Marketable Bonds

Bankers Acceptances

Financial derivatives

Other Securities

Municipality Total 6,825,840 6,825,840 6,825,840

Municipal Entities

Long-Term Loans (annuity/reducing balance)

Long-Term Loans (non-annuity)

Local registered stock

Instalment Credit

Financial Leases

PPP liabilities

Finance Granted By Cap Equipment Supplier

Marketable Bonds

Non-Marketable Bonds

Bankers Acceptances

Financial derivatives

Other Securities

Entities Total 0 0 0

T 5.10.2


107 | P a g e

Municipal and Entity Investments R' 000

Investment* type

Year -2 Year -1 Year 0

Actual Actual Actual

Municipality

Securities - National Government

Listed Corporate Bonds

Deposits - Bank 43,063,833.08

29,778,831.35

19,587,774.71

Deposits - Public Investment Commissioners

Deposits - Corporation for Public Deposits

Bankers Acceptance Certificates

Negotiable Certificates of Deposit - Banks

Guaranteed Endowment Policies (sinking)

Repurchase Agreements - Banks

Municipal Bonds

Other

Municipality sub-total 43,063,833.08

29,778,831.35

19,587,774.71

Municipal Entities

Securities - National Government

Listed Corporate Bonds

Deposits - Bank

Deposits - Public Investment Commissioners

Deposits - Corporation for Public Deposits

Bankers Acceptance Certificates

Negotiable Certificates of Deposit - Banks

Guaranteed Endowment Policies (sinking)

Repurchase Agreements - Banks

Other

Entities sub-total 0 0 0

Consolidated total: 43,063,833.08

29,778,831.35

19,587,774.71

T 5.10.4


108 | P a g e

Auditor-General Report on Service Delivery Performance: Year 2012/13

Status of audit report**:

Non-Compliance Issues Remedial Action Taken

Objectives, indicators and targets are not consistent /complete when compared with the planned targets, the MSA requires consistency between the planning and reporting documents. A total of 21% of planned targets were not complete when APR was compared to approved IDP

Develop and implement systems that ensures that service delivery targets are met in time

Re-align the APR reporting template to the Council approved IDP to maintain SMART(objectives, targets and indicators)

Of the total of 60 targets planned for the year, a total of 28 targets were not achieved during 2013 financial year. This represented 47% of total planned targets that were not achieved

Review the IDP and SDBIP to reflect separately all the projects that are to be implemented by other departments

Engage/encourage other departments to deliver on their promises - IGR meetings

Annual financial statements were not prepared in accordance with 122 of the MFMA. Material misstatements identified by the auditors were corrected

Ensure that the AFS are compliant with all the Acts and regulatory frameworks, prepare interim AFS to allow for proper reviews

The monthly compensation of overtime constituted more than 30% of the employees monthly salary as required by the Public Service Regulations, 2001 Part D 2(c)

Implement a plan to reduce overtime to acceptable levels and below to ensure compliance with the relevant legislation

Auditor-General Report on Financial Performance Year 2013/14

Status of audit report:

Non-Compliance Issues Remedial Action Taken

Oversight report not adopted on prescribed period

the council has considered the annual report with the prescribed period


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Council Members Full Time / Part Time

Committees Allocated

*Ward and/ or Party

Represented

Percentage Council Meetings

Attendance

Percentage Apologies for non-

attendance

FT/PT % %

Pat Mdingi F/T The Mayor PR 100% nil

Dumisani Mjokovana

F/T Speaker PR 100% nil

Pumla Dutshwa F/T Chief Whip Ward Councilor 56% 44%

Zolile Jiba P/T Planing & Development

Ward Councilor 100% nil

Vuyokazi Somani P/T Planning & Development

Ward Councilor 78% 22%

Mayenzeke Qwesha

P/T Planning & Development


Niniza Mgwili P/T Social Development Ward Councilor 89% 11%

Nonceba Mngqinelwa

P/T Institutional Transformation


Thandeka Ndzumo P/T MPAC Ward Councilor 89% 11%

Sinthembile Mpongoma

P/T MPAC Ward Councilor 100% nil

Ntandokazi Capa P/T MPAC Ward Councilor 67% 33%

Lungile Thimle P/T Infrastructure & Engineering


Bambezakhe Goya P/T Infrastructure & Engineering


Nobuntu Nkayitshana

P/T Social needs Ward Councilor 78% 22%

Patrick Ntshobo P/T MPAC Chairperson Ward Councilor 89% 11%

Sibongiseni Malulwana

P/T Social Needs Ward Councilor 100% nil

Mandlenkosi Tambodala

P/T Infrastructure & Engineering


Tuliswa Jotile P/T Planning & Development


Ntsikelelo Zathi P/T MPAC Ward Councilor 89% 11%

Nkululeko Mtsotso P/T Ethics & members' interest committee


Pazamile Ngxamile P/T Budget & Treasury Ward Councilor 67% 33%

Mpofane Tenyane P/T Budget & Treasury Ward Councilor 100% nil

Notyatyambo Daniso



Dumisani Thwatshuka

P/T Social Needs Ward Councilor 67% 33%

Nontobeko Daliwe P/T Social needs Ward Councilor 55% 45%

Mbongeni Nkungu P/T Social needs Ward Councilor 22% 78%

Sibongile Vatsha P/T Executive committee member



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Nontsikelelo Sikhosana



Thandiwe Gxabhu P/T Social needs Ward Councilor 100% nil

Fikile Magaya P/T Institutional Transformation


Sonwabile Ruleni P/T Budget & Treasury Ward Councilor 67% 33%

Bulelani Mvulane P/T Planning & Development


Mluleki Mkizwana P/T Social Needs Ward Councilor 89% 11%

Bonakele Joyi P/T Planning & Development

PR 78% 22%

Zukile Edgar Mhlanga

P/T MPAC PR 67% 33%

Doctor Kewana P/T Budget & Treasury PR 78% 22%

Eunice Sigcau P/T Social needs PR 78% 22%

Joyce Cingo P/T Planning & Development

PR 78% 22%

Kwezi Mviko P/T Ethics & members' interest committee

PR 89% 11%

Mandla Gogo P/T Infrastructure & Engineering

PR 89% 11%

Mlulamisi Maxhayi P/T Executive committee member

PR 89% 11%

Nkosinathi Yako P/T MPAC PR 67% 33%

Nofezile Mhlakuvana

P/T Budget & Treasury PR 100% nil

Nolusapho Nkani P/T MPAC PR 67% 33%

Nomathamsanqa Nonkuba

P/T Social needs PR 100% nil

Nombulelo Mjojeli Tshingana

P/T Executive committee member

PR 78% 22%

Nomfundiso Gagai P/T Executive committee member

PR 78% 22%

Noncedo Cwecwe P/T Institutional Transformation

PR 78% 22%

Nontandabuzo Jiki P/T Institutional Transformation

PR 89% 11%

Khosi Delight Cele P/T Infrastructure & Engineering

PR 100% nil

Nozuko Notyesi P/T Infrastructure & Engineering

PR 100% nil

Pangisa Kango P/T Executive committee member

PR 78% 22%

Simthembile Nkwakhwa

P/T Institutional Transformation

PR 33% 67%

Solomzi Ngcingwana

P/T Executive committee member

PR 22% Deceased

Teboho Besi P/T Executive committee member

PR 89% 11%

Tembile Sibunge P/T MPAC PR 67% 33%

Tobeka Dumisa P/T Infrastructure & Engineering

PR 89% 11%


111 | P a g e

Vuyani Gwegwe P/T MPAC PR 78% 22%

Ivy Lamlani Soqashi

P/T Infrastructure & Engineering

PR 78% 22%

Xolela Dingi P/T Social Services PR 55% 45%

Zolile Mothutsi P/T Infrastructure & Engineering

PR 100% New candidate

Daluxolo V.Mfaise Infrastructure & Engineering

PR 78% 22%

Mbuyiselo C. Mkumla

P/T Budget & Treasury PR 67% 33%

Committees (other than Mayoral / Executive Committee) and Purposes of Committees

Municipal Committees Purpose of Committee

Municipal Public Accounts To assist Council to hold the Executive to account, to ensure the efficient and effective use of municipal resources.

Ethics & Members' Interest Committee it is established in terms of Section 79 of the Municipal Structures Act to advocacy for the interests of Councilors

Section 80 Committees

Established in terms of Section 80 of Municipal Structures Act, plays oversight roles over respective departments

Audit committee

It is an independent advisory body that advises Council, political office bearers, the accounting officer and management of the municipality on matters related to internal controls, internal audits, risk management accounting policies and adequacy reliability and accuracy of financial reporting and information, performance management, effective governance compliance with the MFMA and the Division of Revenue Act

Third Tier Structure

Directorate Director/Manager (State title and name)

MUNICIPAL MANAGER MLULEKI FIHLANI

BUDGET AND TREASURY OFFICE LUCKY THOKOZANI MADIKIZELA

CORPORATE SERVICE FEZEKILE MPHAKO

TECHNICAL SERVICE LOYISO SIPHESANDE TSHANGELA

PLANNING AND DEVELOPMENT ATI OWETHU PANTSHWA

COMMUNITY SERVICES PATEKA QWABE


112 | P a g e

Date of Committee

Committee recommendations during Year 0 Recommendations adopted (enter Yes) If not adopted (provide explanation)

Jul-14 The Audit Committee recommended that Council and Management should comply with the requirements of the municipal Fleet Management policy, filling the vacant post within fleet management unit and also implementing the requirements of the Labour Relations Act to avoid any disputes

Recommendations adopted by Council

Jul-14 The Audit Committee recommended that all drivers (officials) to be allocated municipal vehicles should undergo competency driving test to avoid accident and disputes that may arise and comply with the policy. It further recommended that, the HR department should include in the advertisements that applicants for drivers position will be required to undergo practical drivers test


Jul-14 Unused stationery (i.e. unused barcodes) should be kept in a locked safe to prevent loss, and that sequence should be monitored when tagging the municipal assets.


Jul-14 Management should update the asset register regularly, new additions of infrastructure assets as well as other assets should be updated in the asset register. The asset register should be updated to identify lost or stolen items as well as write-offs occurred during the year.


Jul-14 Management should develop and maintain loss control register as a control measure of recording lost or stolen assets.


Jul-14 Safeguarding of assets should be a priority as poor controls will result to financial loss incurred by the municipality, impact on service delivery as well as considering value for money of municipal spending


Oct-14

Management should include high risks identified in the performance agreement and address the risks accordingly. Further recommended that submissions of risk monitoring tools and portfolios of evidence should be a priority.



113 | P a g e

Oct-14

The Council should consider appointing second Legal Officer or expand the office by appointing admin support in order to allow the existing Legal Officer to attend to all matters


Oct-14

When conducting the awareness on land invasions and issues of boundaries the municipality should also engage traditional authority


Oct-14 Council and Management should comply with the requirements of the municipal occupational Health and Safety (OHS) policy, the non-compliance with the policy might expose the employees to health risks; there may be unnecessary fatal consequences which could have been prevented and also control the risk of negligence due to lack of knowledge.


Oct-14 The municipality should engage the Department of Health to assist with the training of first aiders to reduces the costs


Oct-14 The muniicipality should also consider purchasing water tyanks to control water shortages within the municipality.


Oct-14 Thre LED funding policy should be clear and there should be documented procedures and process on the issues relating to the assessment criteria of funding projects how the sustainability test will be performed and there should be specific details on the seed funding. It was further recommended that there should be funding committee and a checklist be developed to assist with all required documentation prior funding approval. The funding committee will be required to ensure that amongst other things; business plans are submitted and service level agreements are signed between the funded cooperative or projects and the municipality


Oct-14 Management should ensure that the key performance indicators (KPI) and targets comply with the criteria prescribed by yhe National Treasury and the targets are specific, measurable, attainable, realistic and time-bound (SMART).


Oct-14 Management should review SDBIP together with the quarterly reports to ensure that there are no inconsistencies on the information reported and also provide evidence or supporting documentation to the information reported.



114 | P a g e

Disclosures of Financial Interests

Period 1 July to 30 June of Year 2014(Current Year)

Position Name Description of Financial interests* (Nil / Or details)

(Executive) Mayor Jongintaba Pat Mdingi Sasol Shares

Speaker Dumisani Mjokovana Nil

Chief Whip Phumla Dutshwa Nil

Member of MayCo / Exco

Good Governance and Local Economic

Development Sibongile Buyiswa Vatsha

Vukani Bafazi Investment,Gudlumpanda Social Facilitators &Thebest quality trading and projects

Public Safety Thandiwe Tryphina Gxabhu Nil

Institutional & Transformation Nomfundiso Gagai Nil

Infrastructure & Engineering

Bambezakhe Goya Nil

Local Economic Dev Solomzi L.Ngcingwana Nil

Planning & Dev Pangisa Stanley Kango Sicelithemba Funeral Services

Budget &Treasury Mpofane Tenyane Nil

Social Services Nombulelo Mjojeli Nil

Disaster Gordon Maxhayi Nil

Without Portfolio Templeton Tebogo Besi Yes

Councillor

Ethics Committee Nkululeko F. Mtsotso Vodacom and Mtsotso stock trading (Buy & sell shop)

MPAC Patrick M.Ntshobo Nil

Women's Caucus Nontandabuzo N.Jiki Nil

Public Participation Bulelani Nhula Mvulane Nil

Zolile Harrison Mothutsi Nil

Nkosinathi C.Yako Fastrak Skills Development

Sonwabile Ruleni Nil

Vuyani Gwegwe Nil


115 | P a g e

Nofezile Mhlakuvana Nil

Doctor Kewana Yes

Daluxolo V.Mfaise Old Mutual Life of South Africa &Mega D Investments

Pazamile N.Ngxamile Yes

Mayenzeke Qwesha Nil

Niniza H.Mgwili Nil

Simthembile Nkwakwa Nil

Thandeka Ndzumo Nil

Bonakele Joyi Nil

Zolile Jiba Nil

Nontyatyambo Daniso Nil

Khosi Delight Cele Nil

Fikile Alfred Magaya Yes

Lungile Thimle Nil

Mbongeni Isaac Nkungu Nkungu Investment CC & Humphrey Mmemezi Trust

Mluleki Mkizwana Nil

Nolusapho.M.Nkani Nil

Nontsikelelo M.Sikhosana Nil

Simthembile Hopewell Mtshazo Nil

Noncedo. N.Cwecwe Nil

Mbuyiselo C.Mkumla Nil

Thuliswa Jotile Nil

Nonceba Mngqinelwa Nil

Xolela Dingi Lusikisiki Disabity Co op ,To buy land and RMA

Nontobeko Aagrtha Daliwe Nil

Nozuko B.Notyesi Nil

Ivy Lamlani Soqashe Nil

Ntsikelelo Zathi Nil

Nobuntu Nkayitshana Nil

Nomathamsanqa Nonkuba Foster Grant

Vuyokazi Somani Nil

Joyce Cingo Nil

Thobeka Vyoone Dumisa Nil

Kwezi Mviko Ingquza Hill Community Corporative & Botselo Mills

Tembile Sibunge Nil

Dumisani Thwatshuka Nil

Mandla Gogo Yes


116 | P a g e

Mandlenkosi J Tambodala Nil

Nomboniso Eunice Sigcau Nil

Ntandokazi Yolisa Capa Zolco,VKNC Trading & Projects, and Vukani Bafazi Investments

Sibongiseni E.Malulwana Nil

Mongi Rula Nil

Mzwandile M.Njisane earning salary as a Traditional Leader

Mpendulo Celion Jiba Nil

Ntokozo Ntanta Nil

Veni Mhleni Gontsana Nil

Mandisa Ngqobe Nil

Bomikazi Tshicila Traditional leadership

Lindile Mgwili Traditional leadership

Soyiso Mdutshane Traditional leadership

Vuyokazi Cetywayo Traditional leadership

Municipal Manager M. FIHLANI NONE

Chief Financial Officer TL MADIKIZELA NONE

Deputy MM and

(Executive) Directors

Other S57 Officials

CORPORATE SERVICES DIRECTOR F. MPHAKO NONE

TECHNICAL SERVICES DIRECTOR L.S TSHANGELA BUSINESS

COMMUNITY SERVICES DIRECTOR P. QWABE NONE

PLNNING & DEVELOPMENT DIRECTOR A.O. PANTSHWA NONE


117 | P a g e

Revenue Collection Performance by Vote

R' 000

Vote Description



Adjusted Budget


Adjustments Budget

COUNCIL 0 0 10,685,000 100% 100%

MUNICIPAL MANAGERS 0 0 #DIV/0! #DIV/0!

BUDGET & TREASURY 111,194,845 141,878,804 141,878,804 165,057,432 14% 14%

CORPORATE SERVICES 364,025 87,870 87,870 229,492 62% 62% STRATEGIC PLANNING &

DEVELOPMENT 847,594 2,193,892 2,193,892 6,950,311 68% 68%

COMMUNITY SERVICES 3,267,635 14,465,540 6,409,770 6,248,836 -131% -3%

INFRASTRUCTURE 39,947,166 62,880,098 62,880,098 86,815,819 28% 28%

RY

Example 9 - Vote 9

Example 10 - Vote 10






Total Revenue by Vote

155,621

221,506

213,450

275,987 #DIV/0! #DIV/0!

Revenue Collection Performance by Source

R '000

Description



Adjustments Budget

Actual Original

Budget

Adjustments

Budget

Property rates 6,305

12,000

16,824

16,824

29% 0%

Property rates - penalties & collection charges

#DIV/0!

#DIV/0!

Service Charges - electricity revenue

#DIV/0!

#DIV/0!


118 | P a g e

Service Charges - water revenue #DIV/0

! #DIV/0!

Service Charges - sanitation revenue

#DIV/0!

#DIV/0!

Service Charges - refuse revenue 920

90

844

264

66% -220%

Service Charges - other #DIV/0

! #DIV/0!

Rentals of facilities and equipment 364

174

174

251

31% 31%

Interest earned - external investments

2,406

794

794

3,207

75% 75%

Interest earned - outstanding debtors

194

1,048

100% 100%

Dividends received #DIV/0

! #DIV/0!

Fines 373

250

250

1,472

83% 83%

Licences and permits 4

11

11

–

#DIV/0!

#DIV/0!

Agency services 2,424

3,000

3,000

2,381

-26% -26%

Transfers recognised - operational 113,689

239,117

239,117

100% 0%

Other revenue 30,611

161,512

(83,182)

(41,805)

486% -99%

Gains on disposal of PPE #DIV/0

! #DIV/0!

Environmental Protection #DIV/0

! #DIV/0!

Total Revenue (excluding capital transfers and contributions)

157,289

177,831

177,831

222,758

20.17%

20.17%

Conditional Grants: excluding MIG R' 000

Details

Budget Adjustments Budget

Actual Variance Major conditions applied by donor (continue below

if necessary) Budget Adjustments

Budget

MSIG 800000 930000 930000 14% 0%

FMG 1500000 1600000 1600000 6% 0%

DME 10000000 5000000 5000000 -100% 0%

Public Transport Infrastructure and Systems Grant


119 | P a g e

Other Specify:

Total

Capital Programme by Project by Ward: Year 0

R' 000

Capital Project Ward(s) affected Works completed (Yes/No)

Water

"Project A"

"Project B"

Sanitation/Sewerage

Electricity

Housing Ward 6: Thabo Mbeki Settlement N

Ward 12, Lubala N

Ward 12, Mpoza N

Refuse removal Ward 23, Dimfi N

Ward 25,27,28 & 29: Holy Cross and Ingquza 500 N

Ward 08, 31 Xopozo N

Stormwater

Economic development

Masizame Woman's Project, ward 4 Y

Laphumilanga Vegetable and Poultry, ward 5 Y

Mkhumeni Poultry Project, ward 8 Y

Vukani Self Help, ward 9 Y

Mangquzu Poultry Project, ward 11 Y


120 | P a g e

Mdakeni Vetable and Poultry Project, ward 12 Y

Mathawu Pottery Project, ward 13 N

Tshaweni Primary Cooperative Project, ward 14 Y

Nkunzimbini project, ward 16 Y

Phumlo Youth Project, ward 18 Y

Khonjwayo Vegetable and Poultry Project, ward 19 Y

Khulani Sewing, ward 20 Y

Lingelihle Vegetable Project, ward 21 N

Sophumelela Mthontsasa Poultry Project, ward 29 Y

Vuka youth project, ward 30 Y

Siyaphambili Agricultural Project 31 Y

Mketengeni Vegetable Project 29 N

Khulani Bakery Project 05 N

Stars Herbs Project 13 N

Taxbos Furniture Manufacturing Project 20 Y

Sports, Arts & Culture

Environment

Health

Safety and Security

ICT and Other