stlm annual report - march 9 final · although the year under review has been a difficult one in...

20 January 2014

STEVE TSHWETE MUNICIPALITY | CONTENTS 1

CONTENTS

CONTENTS .............................................................................................................................................................. 1

REVISED ANNUAL REPORT TEMPLATE ......................................................................................................... 4

CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY ........................................................ 5

COMPONENT A: MAYOR’S FOREWORD .......................................................................................................... 5

COMPONENT B: EXECUTIVE SUMMARY ........................................................................................................ 6

1.1. MUNICIPAL MANAGER’S OVERVIEW .................................................................................................... 6

1.2. MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW ............................ 7

1.3. SERVICE DELIVERY OVERVIEW .......................................................................................................... 12

1.4. ORGANISATIONAL DEVELOPMENT OVERVIEW .............................................................................. 15

1.5. AUDITOR GENERAL REPORT ............................................................................................................... 16

STATUTORY ANNUAL REPORT PROCESS .................................................................................................. 17

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

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

2.1 POLITICAL GOVERNANCE ..................................................................................................................... 18

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

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

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

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ....................................................... 25

2.4 PUBLIC MEETINGS ................................................................................................................................... 26

2.5 IDP PARTICIPATION AND ALIGNMENT ............................................................................................... 27

COMPONENT D: CORPORATE GOVERNANCE ............................................................................................ 28

2.6 RISK MANAGEMENT ................................................................................................................................ 28

2.7 ANTI-CORRUPTION AND FRAUD .......................................................................................................... 29

2.8 SUPPLY CHAIN MANAGEMENT ............................................................................................................ 30

2.9 BY-LAWS ..................................................................................................................................................... 31

2.10 WEBSITES .................................................................................................................................................. 31

2.11 PUBLIC SATISFACTION ON MUNICIPAL SERVICES ........................................................................ 32


CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) ............... 33

COMPONENT A: BASIC SERVICES ................................................................................................................. 33

3.1. WATER PROVISION ................................................................................................................................. 33

3.2 WASTE WATER (SANITATION) PROVISION ....................................................................................... 35

3.3 ELECTRICITY ............................................................................................................................................. 37

3.4 WASTE MANAGEMENT (THIS SECTION TO INCLUDE: REFUSE COLLECTIONS, WASTE

DISPOSAL, STREET CLEANING AND RECYCLING) ......................................................................... 42

3.5 FREE BASIC SERVICES AND INDIGENT SUPPORT ........................................................................ 43

COMPONENT B: ROAD TRANSPORT ............................................................................................................. 45

3.6 ROADS ......................................................................................................................................................... 45

3.7 TRANSPORT (INCLUDING VEHICLE LICENSING .............................................................................. 47

3.8 WASTE WATER (STORMWATER DRAINAGE) ................................................................................... 49

COMPONENT C: PLANNING AND DEVELOPMENT ..................................................................................... 52

3.9 PLANNING ................................................................................................................................................... 52

COMPONENT D: COMMUNITY & SOCIAL SERVICES ................................................................................. 59

3.10 LIBRARIES and COMMUNITY FACILITIES; ......................................................................................... 59

3.11 LIBRARIES .................................................................................................................................................. 61

3.12 CEMETORIES ............................................................................................................................................. 62

3.13 CHILD CARE; AGED CARE; SOCIAL PROGRAMMES ...................................................................... 66

SPECIAL PROGRAMMES ................................................................................................................................. 66

3.14. Youth DEVELOPMENT ............................................................................................................................ 71

COMPONENT E: ENVIRONMENTAL PROTECTION ..................................................................................... 74

3.15 POLLUTION CONTROL ............................................................................................................................ 74

COMPONENT F: HEALTH ................................................................................................................................... 76

3.16 HEalth ........................................................................................................................................................... 76

COMPONENT G: SECURITY AND SAFETY .................................................................................................... 79

3.17 FIRE SERVICES ......................................................................................................................................... 79

COMPONENT H: SPORT AND RECREATION ................................................................................................ 83

3.18 SPORT AND RECREATION ..................................................................................................................... 83


CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE ..................................................... 87

(PERFORMANCE REPORT PART II) ................................................................................................................ 87

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL .................................................... 88

4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES....................................................................... 88

COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE .................................................................. 90

4.2 POLICIES ..................................................................................................................................................... 90

4.3 INJURIES, SICKNESS AND SUSPENSIONS ....................................................................................... 92

4.4 PERFORMANCE REWARDS ................................................................................................................... 94

COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE .......................................................... 95

4.5 SKILLS DEVELOPMENT AND TRAINING ............................................................................................. 96

COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE ........................................................... 99

4.6 EMPLOYEE EXPENDITURE .................................................................................................................... 99

CHAPTER 5 – FINANCIAL PERFORMANCE ................................................................................................ 101

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ......................................................... 101

5.1 STATEMENTS OF FINANCIAL PERFORMANCE .............................................................................. 103

5.2 GRANTS .................................................................................................................................................... 104

5.3 ASSETS MANAGEMENT .......................................................................................................................... 107

5.4 capital programme by project: 2013 ......................................................................................................... 110

5.5 MAINTENANCE OF ASSETS ................................................................................................................... 110

5.6 FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS ........................................ 111

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET ...................................................................... 115

5.7. SOURCES OF FINANCE ........................................................................................................................ 116

COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS .................................................... 117

5.8 CASH FLOW ............................................................................................................................................. 117

5.9 BORROWING AND INVESTMENTS ..................................................................................................... 118

COMPONENT D: OTHER FINANCIAL MATTERS ........................................................................................ 120

5.10 SUPPLY CHAIN MANAGEMENT .......................................................................................................... 120

5.11 GRAP COMPLIANCE .............................................................................................................................. 120

CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS .............................................................................. 121

STEVE TSHWETE MUNICIPALITY | REVISED ANNUAL REPORT TEMPLATE 4

COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS ................................ 121

6.1 AUDITOR GENERAL REPORTS Previous year .................................................................................... 121

COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR ........................................................ 122

6.2 AUDITOR GENERAL REPORT Current ................................................................................................. 122

GLOSSARY .......................................................................................................................................................... 124

APPENDIces 127

APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE ........... 127

APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES ................................................................ 131

APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE ................................................................... 133

APPENDIX D – FUNCTIONS OF MUNICIPALIty ........................................................................................... 134

APPENDIX E – WARD REPORTING ............................................................................................................... 135

APPENDIX F – Assesment of arrears in respect municpal taxes and service charges (Consumer Debtors) ...... 145

APPENDIX G: REVENUE COLLECTION PERFORMANCE BY VOTE AND BY SOURCE ................... 147

APPENDIX H: Assesment of performance of REVENUE COLLECTION BY SOURCE ........................... 149

APPENDIX I – CAPITAL PROGRAMME BY PROJECT: 2013 .................................................................... 151

APPENDIX J– DECLARATION OF GRANTS MADE BY THE MUNICIPALITY ........................................ 162

REVISED ANNUAL REPORT TEMPLATE

The purpose of this revised Annual Report template issued by National Treasury is to address the need expressed by a number of municipalities for assistance in the preparation and development of improved content and quality of Municipal Annual Reports. This new template provides an update to the MFMA Circular No. 11, issued in January 2005. The new template must be implemented by all municipalities from the 2013/2014 financial year. This template gives effect to the legal framework requirement, concepts and principals espoused in the White Paper on Local Government and Improving Government Performance. It reflects the ethos of public accountability. The content gives effect to information required for better monitoring and evaluation of government programmes in support of policy decision making. The template provides an improved

STEVE TSHWETE MUNICIPALITY | CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY 5

overview of municipal affairs by combining the performance report data required under Municipal Systems Act Section 46 with annual report data referred to in that Act and in the MFMA. The revised template makes its contribution by forging linkages with the Integrated Development Plan, Service Delivery and Budget Implementation Plan, Budget Reforms, In-year Reports, Annual Financial Statements and Performance Management information in municipalities. This coverage and coherence is achieved by the use of interlocking processes and formats. The revised template relates to the Medium Term Strategic Framework particularly through the IDP strategic objectives; cross cutting nature of services offered by different spheres of government, municipal service outcome indicators; and the contextual material as set out in Chapters 3, 4 & 5. It also provides information on good management practice in Chapter 4; risk management in Chapter 2; and Supply Chain Management in Chapter 5; and addresses the Auditor-General’s Report, dealing with Financial and Performance Management arrangements in Chapter 6. This opens up greater possibilities for financial and non-financial comparisons between municipalities and improved value for money. The revised template provides information on probity, including: anti-corruption strategies; disclosure of financial interests by officials and councillors; disclosure of grants by external parties, disclosure of loans and grants by municipalities. The appendices talk to greater detail including disaggregated information on municipal wards, among others. The financial years contained in this template are as follows:

Year -1: The previous financial year; (2012) Year 0: The financial year of reporting; (2013) Year 1: The following year, mostly requires future targets; and (2014) The other financial years will follow a similar sequence as explained above.

This is the first time the municipality implement this template and information where available were included. I wish to express my gratitude to the Deputy Municipal Manager, Executive Directors and Directors for their inputs and support throughout the compilation of this document. Municipal Manager

CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY

COMPONENT A: MAYOR’S FOREWORD


MAYOR’S FOREWORD

It is a pleasure for me to herewith submit the 2012/13 annual report to Council for consideration. During the year all our activities were aimed at achieving our vision which is “to be the leading community driven municipality in the provision of sustainable services and

developmental programmes” We have succeeded in providing extremely high levels of service delivery with very few interruptions in spite of our aging infrastructure. During the past financial year, we concentrated on interacting with our communities on a regular basis and ensured that ward committee and ward community meetings are regularly held at all wards after every Council sitting. Mayoral outreaches were held throughout the municipality to report back and obtain inputs regarding municipal matters affecting our communities. Apart from our six blue drops, we have been able to retain our Clean Audit municipality status for the 4th consecutive year. In this regard I wish to thank my colleagues on the Mayoral Committee for the diligent over sight of their respective departments. At the same time I have to thank all Councillors for their participation and support at Council meetings. Debates and resolutions passed at Council meetings were generally of a very high standard. Your regular attendance of Council meetings ensured that not a single meeting had to be postponed because of the absence of a quorum. The close relationship between ward councillors and their constituencies ensured that any service delivery complaints were speeding dealt with thereby avoiding community unrest as experienced elsewhere. Finally a big thank you has to go to our administration for their unwavering support to the municipality’s political structures. ______________________ Honourable Cllr M A Masina Executive Mayor

COMPONENT B: EXECUTIVE SUMMARY

1.1. MUNICIPAL MANAGER’S OVERVIEW


MUNICIPAL MANAGER’S OVERVIEW

The 2012/2013 annual report is hereby submitted to Council and the broader Steve Tshwete community with pride.

Although the year under review has been a difficult one in view of the continued economic downturn and the pressures placed on our ageing infrastructure, we have still been able to deliver quality services to the community.

The staff compliment was on average continuously maintained at above 90% with all critical senior positions occupied by qualified individuals enabling us to ensure that our duty towards the community is well executed. The rising inflation rate and especially continuous fuel increases, is placing extreme pressure on our ability to continue with the high level of services that our residents have become used to over the years.

The fact that we are one of the fastest growing municipalities in the country is also placing additional pressure on our resources. The population growth rate of 4, 2% (census 2011) per annum requires vast amounts of capital spending on infrastructure expansion. Although we have been able to maintain our existing roads network relatively well, it is imperative that major improvements will have to be undertaken to cater for the increasing number of vehicles on our streets and roads.

During the year our budget expectations were fully realised. We budgeted for income amounting to R 1055 639 515 and expenditure of R 1053 781 070. By the close of books at the end of the year we have obtained an income of R 1083 091 432 and we spent R 1048 926 483 giving us a surplus of R34 164 948.

This achievement was only possible because accounts were diligently paid by our residents. For the year we achieved an average payment rate in excess of 98%, a remarkable achievement considering the current difficult financial conditions and the increasing cost of living.

As a community, we can rest assured that our regular payments are well managed and appropriately used. This statement is borne out by the fact that the Steve Tshwete Local Municipality has for the fourth consecutive year obtained a “Clean Audit Opinion” from the Auditor General; one of only two municipalities in the Mpumalanga Province.

Although we are still battling to spend our full annual capital budget, we have been able to increase our spending to 69% as compared to the 58% of the previous year. Serious attempts have to be made to ensure that the entire capital budget is spent each year.

WD Fouche Municipal Manager

1.2. MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW

INTRODUCTION TO BACKGROUND DATA


The Steve Tshwete Municipality is a category B municipality situated in the Nkangala District of the Mpumalanga Province. It is positioned some 150km east of Pretoria on the way to Mbombela, and covers a geographic area of 3 997 km². The municipality is well located in that it is traversed by the Maputo Development Corridor, the Middelburg / Steelpoort mining resource link, as well as the Middelburg / Bethal / Ermelo / Richards Bay Corridor. Furthermore, a number of National and Provincial roads traverse the area. The Municipality is comprised of two primary nodal points namel: Middelburg/Mhluzi that is the main commercial and administrative centre, and the much smaller Hendrina / Kwazamokuhle near the south/east boundary. Other than Middelburg and Hendrina, the remainder of the settlements are arranged in three settlement categories for planning purposes. The first category consists of small agricultural service villages, such as Somaphepha (Kwa-Makalane), Sikhululiwe (Mafube) and Doornkop that provide a “corner shop” function to a small and localized farming and rural community. Amenities are very limited and focus on only the most basic business and social needs. The second category of settlement includes the holiday towns of Presidentsrus and Kranspoort. Development in these towns is strictly regulated to maintain a specific character. The third category of settlement is the towns associated with the mines and power stations in the Steve Tshwete area of jurisdiction. These towns have been developed by Eskom namely Rietkuil, Pullenshope and Komati. Mining villages namely Blinkpan / Koornfontein, Naledi and Lesedi were developed to accommodate mine employees. Kanhym as farming company developed Thokoza and Eikeboom villages. Social services and amenities are usually better developed in the abovementioned settlements. In between the villages and settlements referred to above the area consists of private agricultural properties where mainly maize is cultivated.


Population Details

Age 2001 2007 2013

Male Female Total Male Femal

e Total Male Female Total

Age: 0 - 4 6 866

6 895

13 761

15 307

12 198

12 187

24 384

Age: 5 - 9 6 900

7 005

13 905

-

9 918

9 931

19 849

Age: 10 - 19

14 423

14 935

29 358

30 693

19 893

19 709

39 602

Age: 20 - 29

13 217

13 993

27 210

-

29 924

24 612

54 536

Age: 30 - 39

11 978

12 378

24 356

71 342

22 724

19 061

41 785

Age: 40 - 49

9 309

8 370

17 679

-

16 509

15 610

32 119

Age: 50 - 59

4 777

4 328

9 105

58 698

11 823

10 535

22 357

Age: 60 - 69

1 945

2 375

4 320

-

5 302

5 459

10 761

Age: 70+ 1 178

1 899

3 078

6 467

2 606

3 943

6 549

Total 70

593 72

178 142

772

-

182 507

130 897

121 046

251 943

Source: Statistics SA - Population details for 2007 Survey is not available in same format as 2001. The projected population for 2013 is based on an annual growth rate of 4.7%.

HOUSEHOLDS The estimated population size for 2007 was 182 507 people, and the number of households was 50 449. This yields an average household size of 3.6% people.The municipal population grows by 4.7% per annum. Based on this rate the projected households increase from 50 449 (2007 Survey) to 71 222 (2013). The number of poor households growth by 4,5% per annum.

Socio Economic Status

Year Unemployment Rate Proportion of

Households with no Income

HIV/AIDS Prevalence

Illiterate people older than 14

years

2001 35.4% 23.6% 9.7% 20.1%

2007 27.1 24.0% 33.8% 14.5%


Natural Resources

Major Natural Resource Relevance to Community

Coal Power, Empowerment and Work Opportunities

Water (Dams) Consumption, Industrial Use and Agriculture

Land Human settlement, Agriculture and Industries

USE OF NATURAL RESOURCES AND LOCAL ECONOMIC DEVELOPMENT

Steve Tshwete Local Municipality economy is the second most dominant in Nkangala region. Economic activities vary from mining, power generation, metallurgic industries, dry land and subsistence agriculture to eco-tourism. The strong manufacturing industry is dependent on the relatively cheap supply of coal. Coal mining is mainly carried out by opencast techniques, high extraction underground operations and conventional boardand –pillar underground operations. The coal mines also provide essential fuel to the local power stations of Hendrina, Komati and Arnot. Major industries in the Middelburg area include Columbus Steel, Middelburg Ferrochrome, and Kanhym Feedlot. Agriculture, mining and manufacturing sectors are contributing a large amount to economic growth and employment creation in our municipality. There is a competition between the agricultural sector and the mining sector for land.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

Unemployment Rate Proportion of Households with no

Income

HIV/AIDS Prevalence Illiterate people older than 14 years

Socio Economic Status

2001

2007


The industrial area within the municipality is increasing at a high pace which with other economic spin-offs, contribute to the municipal Local Economic Development.

1.3. SERVICE DELIVERY OVERVIEW

SERVICE DELIVERY INTRODUCTION The municipality provided communities with potable water and waterborne sanitation. The water systems are operate and maintained according to the Blue water requirements. As a result six Blue Drop awards were received with an average score of 97,3% . The municipality is committed to achieve Green Drop status in future for which the Boskrans purification plant is currently being upgraded. The municipality provides waste management services that include waste collection, street cleaning, clearing of illegal dumping, health care risk waste management and waste disposal. Regular solid waste collection service is provided to businesses, institutions and households within the jurisdiction of the municipality. Waste collection from residential premises is carried out on a weekly or bi- weekly basis. The growing municipal population is exacerbating the demand on resources and services, and increasing the generation of wastes to meet many of these demands. The demand for housing is mostly on low cost housing and affordable housing categories. The current backlog is 15712 units to provide assistance to people registered on the Municipal Housing Data Base with the majority earning less than R3 500.00 per month.The provincial government has granted the municipality Housing Accreditation level 2 which will enable the municipality to deal with RDP backlogs. This poses a serious risk for mushrooming of informal settlements. Currently 10.9% of households reside in informal settlements in the MP313 area. The municipality is responsible for 100% access to local roads within the 60km zones, which include all streets within urban and rural area. It ensures the maintenance of a number of minor district roads which serve small communities and are not regularly maintained, with the objective of addressing specific needs. The majority of municipal roads are tarred and paved, with gravel roads comprising 16% of all municipal roads. The condition of roads is mainly fair to good, with a very small proportion of 1% being in very poor condition. The municipality supplies, upgrades, and maintains electricity to formal townships in terms of the license agreement from NERSA. The total energy losses vary between 7% and 10% which is in line with the actual technical losses. The municipality will strengthen the audits of all energy meters every second year to ensure correctness and verify that tempering is not taking place. Steve Tshwete Local Municipality economy is the second dominant economies in the Nkangala region. Agriculture, mining and manufacturing sectors are contributing a large amount to economic the growth and employment creation in the municipality. There is scarcity of land for mining and agricultural activities which limits the performance of both sectors. The recent opened mall and carbonated soft drink factory (Twizza) have contributed to a large number of job opportunities and another upcoming shopping mall in Mhluzi Township is envisaged to have the same positive effect.


The municipality provided indigents with 50 units free electricity, 10kl free water, free basic sanitation and free basic refuse removal.

Proportion of Households with minimum level of Basic services 2001 2007

Electricity service connections 74.8% 90%

Pipe Water Inside and from access point within 1km from dwelling 95.9% 96%

Sanitation - Households with at least VIP service & Flush toilet 92.1% 94%

Waste collection - kerbside collection once a week 82.6% 85%

Although the above graph indicates that the provision of basic services is steadily increasing, the number of households are simitaneosly increasing at a substantial rate especially in areas such as Doornkop, Newtown and Kwazamokuhle areas. This influx is steadily put increasing pressure on council’s resources for the provision of basic services.

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Electricity service connections

Pipe Water Inside and from access point within

1km from dwelling

Sanitation ‐ Households with at leats VIP service &

Flush toilet

Waste collection ‐kerbside collection once a

week

Proportion of households with access to basic services

2001 2007


Financial Overview: Year 2013 R' 000

Details Original budget Adjustment Budget Actual Income:

Grants 142 216

148 970

141 940

Taxes, Levies and tariffs 768 304

781 976

785 498

Other 129 198

124 693

155 653

Sub Total 1 039 718

1 055 639

1 083 091

Less: Expenditure 1 038 540

1 053 781

1 048 926

Net Total* 1 178

1 858

34 165

* Note: surplus/(deficit) Surplus Surplus Surplus

Operating Ratios

Detail %

Employee Cost 27,6%

Repairs & Maintenance 4,9%

Finance Charges (Borrowing) 2,4%

COMMENT ON OPERATING RATIOS: Employee Costs is within the acceptable norm of approximately 30% to total operating cost. Repairs and Maintenance constitute 4.9% but the figure only includes materials. Although the percentage is below the norm, there are no major repair and maintenance backlogs. Overall are the municipal assets in good health. Finance Charges and Depreciation is 2.4% to total operating cost. This low percentage informs that the municipality is in a position to take up additional external funding. The norm is 10%.

Total Capital Expenditure

R'000

Detail 2011 2012 2013

Original Budget 287 231 208 480 195 689

Adjustment Budget 437 553 364 067 293 084

Actual 257 568 199 950 202 216

% of Budget implemented 59% 55% 69%


COMMENT ON CAPITAL EXPENDITURE: During the financial year under review the original capital budget was adjusted to allow for roll overs from the 2011/2012 financial year to the amount of R114,3m, adjustments to government grants of (R5,2m), unavoidable expenditure of R6,4m and other adjustments of (R18,1m). 69% of the capital budget was implemented which is a vast improvement from the previous financial year of 55%. From the 287 projects 229 projects were completed (80%) and 58 projects to the value of R70, 7m were rolled over to the 2013/2014 financial year of which no expenditure realised on 31 projects.

1.4. ORGANISATIONAL DEVELOPMENT OVERVIEW

ORGANISATIONAL DEVELOPMENT PERFORMANCE The municipal organisation structure provides for 1430 permanent positions. If financial year end 1344 positions were filled with a staff turnover of 6%. New appointments are made taken into consideration the implementation of the Employment Equity Act 55, 1998. According to the demographic profile of the municipality, Black employees constitute 73.8%, 2, Colored 2.6%, Asian 1.6% and White employees at 22%. Male employees constitute 51.9% whilst female employees are 48.1%. The Municipal Manager is the head of the organisation supported by Deputy Municipal manager and four Executive Directors. The organisational structure provides for fifteen (15) Directors, each responsible for a service delivery area. Two Assistant Directors support the Municipal Manager on risk and internal audit

0

50 000

100 000

150 000

200 000

250 000

300 000

350 000

400 000

450 000

500 000

2011 2012 2013

R'000

Total Capital Expenditure

Original Budget Adjustment Budget Actual


whilst the Executive Director Finance is supported by a Deputy Director to perform the financial functions as per the MSA and MFMA. The Executive Director Technical and Facilities is further supported by the Deputy Director Project and Program Management to implement MIG projects. The office of the Executive Mayor is supported by an Assistant Director Administration Support, Assistant Director Special Programmes, Assistant Director Youth Development, and Assistant Director Communications.

1.5. AUDITOR GENERAL REPORT

AUDITOR GENERAL REPORT: 30 JUNE 2013 The municipality have received their fourth (4) consecutive clean audit opinion for the financial year ending 30 June 2013. This means that the financial statements fairly present in all material respects and its financial performance, cash flow for the year was in accordance with the standards of GRAP and the requirements of the MFMA and DORA. This achievement is based on three important pillars, namely: a) Finance – Unqualified audit report b) Governance – Leadership, Performance & Legislative Compliance c) Political – Leadership, Oversight & Monitoring Based on the above pillars the key steps to maintain the clean audit status are summarised as follows: a) Governance - Functional Internal Audit and Control - Quarterly Performance Reviews - Functional Audit Committee - Legislative b) Finances - Proper records and document management - Adherence to reporting and legislative requirements (MFMA time frames) - Comply with GRAP accounting standards - Monthly balancing of registers and control accounts for example debtors, creditors, bank etc. - Understanding and adherence to policies, especially supply chain management - Good relationship with Auditor-General Clean audit is a continuous process. With every audit report and management letter, preventative and corrective measures must be implemented according to a realistic action plan with deadlines to ensure matters raised are addressed before the next audit. Finally it requires the commitment of each and every official to perform their duties with integrity, honesty and diligence.


STATUTORY ANNUAL REPORT PROCESS No Activity Timeframe

1

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

July 2

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

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

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

August 5

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

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

September – October

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

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

9 Receive management letter and provide final comments on findings November

10 Auditor-General submit audit opinion.

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

January

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

13 Oversight Committee assesses Annual Report

14 Council adopts Oversight Report March

15 Council table next financial year Budget / IDP and invite public representation

16 Oversight Report is made public April

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

18 Council approve next financial year Budget / IDP May

19 Make public approved Budget and IDP June

20 Finalize SDBIP and Performance Agreements for next financial year.

21 Make public SDBIP and Performance Agreements. July

STEVE TSHWETE MUNICIPALITY | CHAPTER 2 – GOVERNANCE 18

CHAPTER 2 – GOVERNANCE

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO POLITICAL AND ADMINISTRATIVE GOVERNANCE

The Constitution section 151 (3) states that the council of a municipality has the right to govern on its own initiative, the local government affairs of the local community. The Steve Tshwete Municipality is a category B municipality situated in the Nkangala District of the Mpumalanga Province. The political structure of Steve Tshwete Local Municipality is comprised of a municipal council consisting of 58 Councillors of which 29 are ward councillors and 29 propositional councillors chaired by a Speaker. The municipality has a mayoral executive system consisting of an Executive Mayor and six mayoral committee members. The Municipal Manager is the administrative head and act as a link between the politicians and the administration. The Municipal Manager is supported by the following section 56 Managers appointed in terms of the Municipal Structures Act: - Deputy Municipal Manager - Executive Director Corporate Services - Executive Director Infrastructural Services - Executive Director Community Services - Executive Director Financial Services

2.1 POLITICAL GOVERNANCE

INTRODUCTION TO POLITICAL GOVERNANCE The position of Speaker is a full-time post, and takes responsibility for the running of council meetings. The Speaker is the chairperson of the council. The Office of the Chief-Whip is established to create synergy and to maintain discipline among councilors from various Political Parties. The Role of the Chief-Whip of the council covers both the political and administrative domains of council with emphasis on the political aspect. The Chief Whip deals with the well-being and attendance of all councilors. The Municipal Council consists of 58 Councillors i.e. 29 Ward Councillors and 29 Proportional councillors. The Council meetings are governed according to the approved rules of order. Council has an executive mayoral system with Section 79 and 80 Committees.

Section 79 committees of the Council have been established, in accordance with the terms of reference of such committees determined by council. Those committees provide general oversight and monitor the activities in the municipality over both the administrative and


executive arms of the municipality. Those section 79 Committees are chaired by none executive councillors who are not members of the mayoral committee.

Section 80 committees assist and report to the executive mayor. The executive mayor has appointed the mayoral committee members as chairpersons for each of the committees. The Municipality uses a shared audit committee establish by the Nkangala District Municipality for itself and the other municipalities in the District Audit Committee. The Audit Committee meet a minimum of four times per year and is an independent advisory body that advises council, political office-bearers, the accounting officer and the management of the municipality on matters related to internal control, internal audit, risk management, accounting policies and adequacy reliability and accuracy of financial reporting and information, performance management, effective governance compliance with the MFMA, the Division of Revenue Act and provides comments to the Municipal Public Accounts (MPAC) and Council on the Annual Report. MPAC is a section 79 oversight committee which comprises of non-executive councillors, with the specific purpose of providing oversight over the executive functionaries of Council to ensure good financial governance in the municipality. MPAC also makes comments and recommendations on the Annual Report separately to Council via the mayoral committee. POLITICAL STRUCTURE:

SPEAKER Cllr: R.M Xaba

Chair Person of Council

EXECUTIVE MAYOR Cllr: M.A Masina

Responsible for performing council’s executive functions

CHIEF WHIP Cllr: B. P. Ndala

Manage Councillors and maintain discipline in Council

MEMBERS OF MAYORAL EXECUTIVE COMMITTEE:

Cllr D J Motsepe

MMC Environmental Health and Public Facility Services


Cllr S D Nkadimeng

MMC Spatial Development and Human Settlement

Cllr N J Mahlangu

MMC Infrastructure Development & Service Delivery

Cllr E P Nkosi

MMC Community Protection Services

Ald H Philodia

MMC Corporate Services

Cllr E F Mathebula

MMC Financial Services

COUNCILLORS Ward Councillors:

Ward Councillor Ward Councillor

Ward 1 Cllr D J Skhosana Ward 16 Cllr J Dyason

Ward 2 Cllr B Nene Ward 17 Cllr M J Sekgwele

Ward 3 Cllr E F Mathebula Ward 18 Cllr P I Thwala

Ward 4 Cllr M E Nyambi Ward 19 Cllr E P Nkosi

Ward 5 Cllr O Malinga Ward 20 Cllr S A Lukhele

Ward 6 Cllr L E Mkhuma Ward 21 Cllr N J Mahlangu

Ward 7 Cllr J Matshiane Ward 22 Cllr M S Motebu

Ward 8 Cllr B C Skosana Ward 23 Cllr M J Selala

Ward 9 Cllr J Skosana Ward 24 Cllr P P Tau

Ward 10 Cllr D M Longman Ward 25 Cllr M Mbatiwe

Ward 11 Cllr A Struwig Ward 26 Cllr P M Hadebe

Ward 12 Cllr H F Niemann Ward 27 Cllr L I Manzini

Ward 13 Cllr S Wait Ward 28 Cllr N J Nkambule

Ward 14 Cllr J P Pretorius Ward 29 Cllr E O Motsepe

Ward 15 Cllr E A Swarts

Proportional Councillors:


Councillor Councillor

1 Cllr D J Motsepe 16 Ald H Philodia

2 Cllr M A Masina 17 Cllr T B Mahlangu

3 Cllr S D Nkadimeng 18 Cllr S M Mnguni

4 Cllr R M Xaba 19 Cllr P M Shongwe

5 Cllr P J Masilela 20 Cllr B D Ndala

6 Cllr M T E Mnguni 21 Cllr Z D Mtshweni

7 Cllr P Mobango 22 Cllr G H E Romjin

8 Cllr M R Mnguni 23 Cllr B H Mokoena

9 Cllr K N Monareng 24 Cllr A S Grobler

10 Cllr M T Selala 25 Cllr J S Motsoeneng

11 Cllr S S Zitha 26 Ald E Du Toit

12 Cllr S M Mogola 27 Cllr T G Ndlangamandla

13 Cllr N J Mlambo 28 Cllr K P J Uys

14 Cllr E A Jele 29 Cllr S J Roos

15 Cllr R E Redman

Established committees:

Section 79: Political Monitoring Committees Section 80: Portfolio Committee

Administration, Human Resource & Education Administration, Human Resource & Education

Finance & Auditing Finance & Auditing

Infrastructure Development and Service Delivery Infrastructure Development and Service Delivery

Human Settlement and Agriculture Human Settlement and Agriculture

Traffic Emergency, Transport, Safety & Security Traffic Emergency, Transport, Safety & Security

Health, Social Services, Culture, Sport & Recreation

Health, Social Services, Culture, Sport & Recreation

Municipal Public Accounts Committee

Rules and Ethics Committee

POLITICAL DECISION-TAKING

Council is chaired by the Speaker. Policy decisions and resolution are taken by the Council per recommendation from the Executive Mayor.


The Executive Mayor and six mayoral committee members are required to execute council resolutions and to resolve on matters delegated to the Executive Mayor by Council. An administration headed by the municipal manager and four Executive Directors is responsible for the implementation of Council and Mayoral Committee resolutions. Council has appointed six section 80 committees chaired by members of the mayoral committees to assist the Executive Mayor. Section 79 oversight committees, consisting of non executive councilors, have also been established to monitor the activities of mayoral committee members on a monthly basis and to report to Council via the mayoral committee. A municipal public accounts committee has also been established to monitor the financial activities of the executives and to make appropriate recommendations to the Council through the mayoral committee

2.2 ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO ADMINISTRATIVE GOVERNANCE The administration is led by the Municipal Manager, who is appointed in terms of section 57 of the Municipal Systems Act. The Municipal Manager is employed on a contract basis, which includes an annual performance agreement with performance objectives and targets and procedures for evaluating performance. The Municipal Manager is the Accounting Officer of the municipality. Together with the Deputy Municipal Manager and other Executive Directors he leads the administration by amongst others implementing council resolutions, advising council and its committees, lead the IDP and Budget planning and implementation processes. There are functions that are delegated by council to the Municipal Manager, who in turn sub-delegated certain functions to the Deputy Municipal Manager and Executive Directors. Under their leadership, municipal officials attend community consultative meetings, report in management meetings on plans and progress in addressing community issues.

TOP ADMINISTRATIVE STRUCTURE MUNICIPAL MANAGER Mr. W.D. Fouche

FUNTION Administrative Head & Accounting Officer

DEPUTY MUNICIPAL MANAGER Mr. M. S Mnguni

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


EXECUTIVE DIRECTOR: CORPORATE SERVICES

Advocate: T Mekuto

Provides corporate services to ensure efficient support of organisational processes

EXECUTIVE DIRECTOR: INFRASTRUCTURE

SERVICES

Mr. E Warambwa

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

EXECUTIVE DIRECTOR: COMMUNITY SERVICES

Ms. C Hlatshwayo

Render integrated community services to all its communities

EXECUTIVE DIRECTOR: FINANCE SERVICES

Ms. E Wassermann

Provide and manage financial services to ensure financial viability, compliance and reporting.


COMPONENT B: INTERGOVERNMENTAL RELATIONS

INTRODUCTION TO CO-OPERATIVE GOVERNANCE AND INTERGOVERNMENTAL RELATIONS The purpose of intergovernmental relations are to achieve the constitutional mandate for local government by mobilizing resources and strategic partnerships which will ensure co-operation and co-ordination by all stakeholders (National, Provincial and Local) to ensure service deliver to the residents of the municipality to ensure a better quality life to all.

2.3 INTERGOVERNMENTAL RELATIONS

NATIONAL INTERGOVERNMENTAL STRUCTURES

NATIONAL TREASURY – Co-ordinate the development of the LG fiscal framework applicable to municipalities within the context of the DORAct. It manages the development of the Local Government Equitable Share formula and ensures compliance with the MFMA to modernise local government budgeting and financial management processes and practices. Provide assistances to improve financial governance and to maximize municipal capacity to deliver services through efficiency, effectiveness and sustainability, and by dealing with corruption. They set-up the accountability cycle by ensuring proper linkages between IDPs, Budgets, SDBIPs, In-Year reports, Annual Financial Statements, Annual reports, Oversight reports and Audit reports

COGTA – Develop various policies, guidelines and to enable sustainable development to

eradicate poverty and developed a service-orientated culture that requires the active participation of the wider community. Community inputs are essential to improve on integrated development planning and service delivery. Linked to this is the establishment of performance management which is a crucial mechanism to achieve this.

SALGA – Is the national representative body of local government and has a constitutionally

defined mandate. It responds to challenges facing organised local government and addresses past weaknesses

PROVINCIAL INTERGOVERNMENTAL STRUCTURE OFFICE OF THE PREMIER – Focus on co-operative and good governance through the provision

of advice and information, co-ordination, monitoring and support to local government. PROVINCIAL TREASURY - The functions of provincial treasuries are to • promote co-operative

government among role-players and assist National Treasury in implementing the MFMA, monitor municipal budgets and outcomes, analyse in-year reports and take intervention measures to assist municipalities which breach the MFMA. Provincial Treasury has established various units to assist and monitor the municipality. These units specialized in revenue enhancement, assets, accounting standards, and in-year reporting. Through the Munimec meeting and Technical


Munimec meetings various municipal issues in the province are discussed to formulate solutions and plans to improve governance and service delivery. These meetings were conducted quarterly during the financial year.

COGTA MPUMALANGA – To assist and provide guidance to build clean, effective, efficient,

responsive and accountability local government. Strengthen partnerships between local government and communities and ensure municipalities meet its mandate to provide basic services.

DISTRICT INTERGOVERNMENTAL STRUCTURES The Nkangala District municipality has a supporting role to play in the planning and co-ordinating of activities within their boundaries to ensure the provision of services in the district. It is therefore imperative that the capital allocations form the district is based on community needs. These projects are implemented by the district municipality and transferred to the municipality on completion. For the financial year under review projects to the value of R25,9 million were transferred to the municipality. The district municipality also assists the municipality with the establishment of the District Shared Audit Committee. This audit committee performs both the function of the audit committee and performance management. Through this initiative the municipalities in the district save substantially on the cost of the audit committee member’s fees, reimbursement cost and indirect cost such as printing of agendas, delivery and taking of minutes.

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION

OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION The following is done by the municipality to ensure widespread and conducive stakeholder participation and accountability: Media such as the local newspapers, ward meetings, local radio stations, municipal bills etc are

utilised to inform communities and stakeholders on Council’s activities. All messages/information is conveyed in a language/s understood by the general community. The correct venues and times for public meetings are well communicated. Furthermore, the

municipality ensures that meetings are held at such times that all stakeholders can attend. Adequate time is allowed to community, representatives of organizations, business to report back

to their relevant forums and make inputs. Council meetings are open to the public and residents are invited to attend. Important documents

such as IDP, Budget, Valuation roll etc. are available at all public libraries within the municipal area. Ward committee and ward community monthly meetings are convened and serve as a platform for

interaction, engagement and sharing of information. Various forum’s on local, district and provincial level Mayoral outreach was held during the year throughout the municipal area.


2.4 PUBLIC MEETINGS

COMMUNICATION, PARTICIPATION AND FORUMS On a regular basis, the municipality engages at community consultation meetings in an endeavour to provide feedback on progress in relation to the level of development and to gather inputs from communities in relation to service delivery needs and to disseminate information on the roles and responsibilities of the municipality. The Mayoral outreach programme is regarded as another form of community consultation. At least six (6) Mayoral Outreach meetings were scheduled for the financial year but eventually as many as 11 were held. The main purpose of this consultation is to ensure that the political principals get closer to the communities and afford members of the community a chance to voice their needs. The ward committee structures are used to narrow the gap between the municipality and communities, since ward committees have the knowledge and understanding of the residents and communities they represent. CDWs are a form of link in accessing communities in relation to community development initiatives/ programmes. Whilst the CDWs are regarded as the link between government and the community, there are still communities especially the majority of people who fall in the poorer segment of the population that are unable to access the full potential of the municipality’s programmes. The IDP forum is constituted by Councillors representatives from business organisations, mining companies, NGOs/ CBOs, government departments, agricultural organizations, parasternal organizations, traditional leaders and stakeholder representatives of unorganized groups. The representatives are given an opportunity to represent community interests and contribute knowledge and ideas, building consensus and support for the planning process itself, and ensuring a broader ownership of the outcomes. Both the IDP and Multi-year Budget process for the period 2012-2017 was open for comment by the public. The documents were available for inspection at all municipal libraries, and the municipal website, www.stevetshwetelm.gov.za.

WARD COMMITTEES The purpose of the ward committee system is to provide a channel for public participation, the community and council. The municipality has an intensive community consultation process that is done at a ward level in line with the community based planning approach. This process stimulates participatory governance by affording community members a fair opportunity to deliberate on issues affecting them in their respective wards. Furthermore, this approach was implemented to inevitably include the local community in decision-making, planning and generally allowing them to play an active part in their own development.


To facilitate this community consultation process, 29 ward committees were established, chaired by the ward councillor and supported by 10 ward committee members. The ward councillor ensures that the interests of all people in the ward are presented in council. Appendix E provides details on the effectiveness of the ward committees.

Schedule of Mayoral Outreaches

Nature and purpose of

meeting

Date of events

Number of Participating

Municipal Councilors

Number of Participating

Municipal Administrators

Number of Community members attending

Dates and manner of feedback given

to community

Mayoral Outreach 22/07/2012 22 18 190








Mayoral Outreach 19/05/2013 24 13 Not signed



2.5 IDP PARTICIPATION AND 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? No

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 to AG? Yes

* Section 26 Municipal Systems Act 2000


COMPONENT D: CORPORATE GOVERNANCE

OVERVIEW OF CORPORATE GOVERNANCE The Municipality has implemented a system of corporate governance that encourages the effective, efficient and economic use of resources towards better service delivery and ensures accountability and responsibility for the stewardship of those resources. This governance framework supports sound financial decision making, ensuring affordable services to the community, guide the funding and financing priorities and facilitate performance monitoring and review. During the year under review the following key governance responsibilities were functional: Internal audit function which operates in terms of an approved internal audit plan. Audit committee which operates in accordance with approved terms of reference. A Risk assessment was conducted which include a risk management strategy and monitoring of

key risks according to a risk register. Approved fraud prevention plan. A strategic plan was prepared and approved for the financial year which forms the basis for

performance monitoring against the SDBIP, the municipal mandate, predetermined objectives, outputs, indicators and targets.

Performance management system. An approved system of delegations to maximize administrative and operational efficiency and to

provide for adequate checks and balances as required in terms of sections 59 to 65 of the Municipal Systems Act, 32 of 2000.

2.6 RISK MANAGEMENT

RISK MANAGEMENT The effective management of risk is central to ensure that business risks across the organisation are identified and managed on an on-going basis to ensure the achievement of the municipality vision to become the leading community driven municipality in the provision of sustainable services and developmental programmes. The risk categories have been aligned with the strategic objectives in order to identify those risks that directly affect and/or impede the municipality ability to achieve those strategic and business objectives. During the risk assessment process management has taken into account the following five (5) Key Performance Areas (KPA’s): KPA 1: Good Governance and Public Participation;

KPA 2: Municipal Transformation and Organisational Development;

KPA 3: Financial Viability;

KPA 4: Local Economic Development; and

KPA 5: Service Delivery and Infrastructure Development.


Risk Management in the municipality is guided and monitored by various committees at Council and administrative level. Management, through the Municipal Public Accounts Committee (MPAC), Risk Committee and the Audit Committee, acknowledges the accountability for ensuring an effective results-driven, risk management process in the municipality. Additionally the municipality had appointed the Internal Auditor and Chief Risk Officer as part of the reasonable steps taken to maintain an effective efficient and transparent systems of financial and risk management and internal controls Council has adopted a Risk Management Policy and Framework that enables management to proactively identify and respond appropriately to all significant risks that could impact on business objectives. In line with the approved Risk Management Policy and Framework a top down approach has been adopted in developing the risk profiles of the organisation. The results of the strategic and operational assessments were used to compile a risk register. The top five risks identified of the municipality are: Fraud and corruption, Labour unrest, HIV/AIDS, Lack of capacity in IT section and

Environmental pollution

2.7 ANTI-CORRUPTION AND FRAUD

FRAUD AND ANTI-CORRUPTION STRATEGY The municipality implemented a Fraud-prevention plan, which incorporates a Code of Conduct for Municipal Employees and Councillors as well as a Fraud Prevention Policy. The stance of the Municipality is: Fraud and corruption will not be tolerated - zero tolerance will be enforced; All incidents will be investigated and followed up by the application of all remedies available within

the full extent of the law; All incidents of fraud and corruption will be reported to the SAPS for criminal prosecution; and Losses or damages suffered will be recovered from the responsible employee/councillor if she/he

is liable in law. The municipality instituted a fraud hotline as part of the anti-corruption strategy. It also receives reports of possible fraud and corruption from the national fraud hotline as well as from management. The Executive Director Corporate Services (Chief Audit Executive) investigates every case reported and reports the results to the relevant Director and Municipal Manager, who then institute disciplinary action as well as criminal action, where it is deemed necessary. Non-compliance with policies and procedures is a risk with the potential to seriously impact the success of the Fraud Prevention Plan. This is addressed by developing clearly define communication


and training strategies to create awareness of all policies and procedures. Key risks areas identified are: Employment Practices Financial Systems and Control Procurement Housing Allocations and Subsidies Security The effective implementation of the following controls by the municipality limits the risk for fraud and corruption: Authorisation Controls Physical Controls Arithmetic and accounting controls Supervision which relates to day-to-day transactions Segregation of duties The municipality make use of the District Shared Audit Committee which meets at least quarterly at the municipal offices with management, Internal and External Audit, representatives from SALGA and provincial treasury and the director strategic and performance management. The audit committee report quarterly to council.

2.8 SUPPLY CHAIN MANAGEMENT

OVERVIEW SUPPLY CHAIN MANAGEMENT The Council has developed a Supply Chain Management (SCM) Policy and practises in compliance with the guidelines set down by the Supply Chain Management Regulations, 2005, which was approved with effect from 1 March 2006. The new Preferential Procurement Regulations, 2011, with effect from 7 December 2011 was incorporated in the policy and adopted. The SCM Policy incorporating the abovementioned regulations, as well as all other relevant legislation, regulations and circulars and are annually reviewed with the budget process. The municipality has established the three (3) bid committee system. No councillors are members of any committee of the committees handling supply chain processes. The supply chain officials are currently attending accredited training modules to meet the requirements of the minimum competency levels. Three senior and middle management supply chain officials are yet to complete the necessary competency levels.


2.9 BY-LAWS

Newly Developed Revised

Public Participation Conducted Prior to

Adoption of By-Laws (Yes/No)

Dates of Public Participation

By-Laws Gazetted* (Yes/No)

No Electricity Yes 22/6/2013 - 23/07/2013

Yes

No Nuisance Yes 9/7/2012 - 6/08/2012

Yes

No Tariff Yes 13/07/2012 - 13/08/2012

Yes

No Rules of Order Yes 08/06/2012 - 09/07/2012

Yes

2.10 WEBSITES

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 14/06/2013

All current budget‐related policies Yes 14/06/2013

The previous annual report (Year ‐ 1) Yes 18/06/2010

The annual report (Year 0) published /to be published Yes 13/06/2012

All current performance agreements required in terms of section 57 (1)(b) of the Municipal System Act (year 0) and resulting scorecards Yes 08/08/2012

All service delivery agreements (Year 0) No

All long‐term borrowing contracts (Year 0) No

All supply chain management contracts above a prescribed value (give value) for Year 0 No

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 No

Contracts agreed in Year 0 to which subsection (1) of section 33 apply, subject to subsection (3) of that section No

Public‐private partnership agreements referred to in section 120 made in Year 0 No

All quarterly reports tabled in the Council in terms of section 52 (d) during Year 0 Yes 30/04/2013

The libraries have internet access for the public that wants information regarding the Municipality.


Find attached number of hits on the website which monitors the use of the website by the public.

2.11 PUBLIC SATISFACTION ON MUNICIPAL SERVICES

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 Fieldwork 23/04/13 1271 82.5%

(b) Municipal Service Delivery Fieldwork 23/04/13 1271 90.8%

(c) Mayor Fieldwork 23/04/13 1271 84.6%

Satisfaction with:

(a) Refuse Collection Fieldwork 23/04/13 1271 88.2%

(b) Road Maintenance Fieldwork 23/04/13 1271 88.3%

(c) Electricity Supply Fieldwork 23/04/13 1271 88.3%

(d) Water Supply Fieldwork 23/04/13 1271 90.8%

(e) Information supplied by municipality to the public Fieldwork 23/04/13 1271 93.2%

(f) Opportunities for consultation on municipal affairs Fieldwork 23/04/13 1271 82.6%

* The percentage indicates the proportion of those surveyed that believed that relevant performance was at least satisfactory T 2.11.2

STEVE TSHWETE MUNICIPALITY | CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)

33

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

COMPONENT A: BASIC SERVICES

This component includes: water; waste water (sanitation); electricity; waste management; and housing services; and a summary of free basic services.

3.1. WATER PROVISION

INTRODUCTION TO WATER PROVISION Our strategy is to provide quality potable water to all households within the Steve Tshwete Mp (313) area. Steve Tshwete Local Municipality received 7 blue drops in 2013; the aim is that all the water systems together with Eskom towns to have blue drop status. Workshops and training of personnel is regularly provided to our personnel to keep them up to date with technology and provide assistance to other municipalities. The challenges faced in our water systems is the aging of equipment and increased populations. In rural wards farm dwellers supplied with water with tankers daily. Others sources 0f providing water to Steve Tshwete is the use of reclaimed mine water due to shortage of water in areas like Hendrina / Kwaza.

T 3.1.1

T 3.1.2.1

0100000020000003000000400000050000006000000700000080000009000000

10000000

Agriculture Forestry Industrial Domestic Unaccountable water losses

Cub

ic m

eter

Water use by Sector

Year -1

Year 0


34

Water Service Delivery Levels

Households

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

Actual Actual Actual Actual

No. No. No. No. Water: (above min level) 50348 50630

Minimum Service Level and Above Percentage 99.8% 93%

Water: (below min level) 101 3500

Total number of households* –

–

50449

54130

* - To include informal settlements T 3.1.3

Years 1- (2012)

Job Level Employee numberPosts Number

Employee number Vacancies Vacancies %

0-3 2 2 2 0 04-6 3 3 2 1 337-9 9 12 11 1 810-12 15 20 17 3 1513-15 6 1 1 0 016-18 3 1 1 0 019-20 37 43 43 0 0

Total 75 82 77 5 6

Year 0 (2013)Employees - Water

Financial Performance Year 0: Water Services

R'000

Details Year -1 Year 0 Actual Original

Budget Adjustment

Budget Actual Variance

to Budget

Total Operational Revenue

R 70 527 979

R 93 192 128

R 93 358 143

R 76 734 344 -21%

Expenditure:

Employees R 10 564 276

R 12 063 689

R 12 093 425

R 11 741 313 -3%

Repairs and Maintenance

R 2 991 267

R 3 686 700

R 3 899 700

R 3 093 134 -19%

Other R 40 767 250

R 47 332 011

R 46 792 527

R 21 070 392 -125%

Total Operational Expenditure

R 54 322 793

R 63 082 400

R 62 785 652

R 35 904 839 -76%

Net Operational Expenditure

R -16 205 186

R -30 109 728

R -30 572 491

R -40 829 505 26%


35

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

Capital Expenditure Year 0: Water Services

R' 000

Capital Projects

Year 0 Budget Adjustment

Budget Actual

ExpenditureVariance

from original budget

Total Project Value

Total All 1543175 10456825 752600 -105% Vaal Bank Water Treatment

R 343 175

R 7 156 825

R 91 088 -277%

R 7 500 000

Replacement of Old pipes Mhluzi

R 800 000

R 1 150 000

R 601 512 -33%

R 1 150 000

Node D Servicing of stands R 200 000

R 150 000

R 60 000 -233%

R 350 000.00

Hendrina Ext 3: New water network

R 200 000

R 2 000 000

R - 0%

R 200 000.00

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

COMMENT ON WATER SERVICES PERFORMANCE OVERALL: Our five year target is to provide 99.9% (54130 Household) with access to water services. Failure to meet the target could arise from those farm owners who will refuse access to supply farm dwellers with water. Upgrading of Vaalbank water treatment works is currently in progress to improve the quality of water and to satisfy. T 3.1.10

3.2 WASTE WATER (SANITATION) PROVISION

INTRODUCTION TO SANITATION PROVISION To ensure provision of new sanitation infrastructure while upgrading existing infrastructure to all Mp 313 areas. Currently 94% of Steve Tshwete households have access to water borne sanitation, while rural and farm dwellers have access to biological or Pit latrine toilets. The municipality is upgrading the Boskrans waste water treatment to increase the design capacity and to meet the green drop requirements.

T 3.2.1


36

Sanitation Service Delivery Levels *Households

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

e Outcom

e Outcome Actual

No. No. No. No. Sanitation/sewerage: (above minimum level) 44395 45195

Other toilet provisions (above min.service level) 3027 3069 Percentage 94%

Sanitation/sewerage: (below minimum level) 3027 5866

Total households –

– 50449 54130

*Total number of households including informal settlements T 3.2.3

Years 1- (2012)



0-3 1 1 1 0 04-6 1 0 0 0 07-9 7 8 6 2 2510-12 14 17 17 0 013-15 7 9 7 2 016-18 13 18 18 0 019-20 64 64 63 1 2

Total 107 117 112 5 4

Employees - Sanitation (Waste Water)Year 0 (2013)

Financial Performance Year 0: Sanitation Services R'000

Details

Year -1 Year 0 Actual Original

Budget Adjustment


to Budget

Total Operational Revenue R 71 172 849

R 69 599 428

R 71 664 560

R 66 811 466 -4%

Expenditure:


R 20 127 134

R 20 367 456

R 20 666 523 3%

Repairs and Maintenance R 3 432 727

R 4 379 250

R 6 082 750

R 5 127 201 15%

Other R 27 181 741

R 34 993 266

R 33 173 793

R 17 085 663 -105%


R 48 509 034

R 59 499 650

R 59 623 999

R 42 879 387 -39%


37


R -22 663 815

R -10 099 778

R -12 040 561

R -23 932 079 58%


Capital Expenditure Year 0: Sanitation Services R' 000

Capital Projects


Budget Actual

ExpenditureVariance


Total Project Value

Total All 22748598 50000000 19830423 -15% Boskrans Waste Water Treatment

R 20 000 000

R 50 000 000

R 19 213 500 -4%

R 103 000 000

Aerorand New Network R 420 000

R -

R 209 878 -100%

R 420 000

Infrastructure Industrial Park 171 Stands

R 600 000

R -

R 324 059 -85%

R 600 000

Rockdale new Sewer connections

R 1 728 598

R -

R 82 986 -1983%

R 1 728 598


COMMENT ON SANITATION SERVICES PERFORMANCE OVERALL: To ensure provision of new sanitation infrastructure while upgrading existing infrastructure. The upgrade of Boskrans waste water treatment is nearing completion, the project is funded through Municipal funds. The purpose is to upgrade the useful life of the system and increase the design capacity. The department is currently servicing the new stand for new development at Rockdale, Node D Mhluzi, Kwaza and Hendrina.

T 3.2.10

3.3 ELECTRICITY

INTRODUCTION TO ELECTRICAL ENGINEERING

The Town Electrical Engineering department is licensed to supply the following areas with electricity: Middelburg, Hendrina, Kwazamokuhle, Doornkop, Komati, Blinkpan and Koornfontein and comprises of the following divisions: Small consumers, Distribution and Planning and bulk connections. Small consumer functions are as follows: Tariffs determination and management Management of not more than 80A electrical connections and meters


38

Premises electrical installation safety compliance Implementing free basic electricity policy Distribution functions are as follows: Management and implementation of all types of electrical maintenance Operating in terms of ORHVS Continuity of supply, safety of personnel and equipment Training, testing and safety Annual reports in terms of NERSA requirement Streetlight maintenance Power outage management Planning and Bulk connection functions are as follows: Management of more than 80A electrical connections and meters Capital projects Approval of electrical designs Compilation and Implementation of IDP, Budget and SDBIP Electrical Protection schemes and quality of supply Project management Management of SCADA system The main planning strategies for the department are as follows: Installation of bulk infrastructure to cater for services Increasing supply capacity of Substations in response to increasing demand Finalising the draft short-to- medium term Infrastructure Plan Installation and upgrade of infrastructure and equipment to render a service Providing infrastructure and connections to all new developments when required Provide an effective free basic electricity Implementing free basic electricity policy Document and implement free alternative energy policy All new and existing fittings to be aligned to the energy saving fittings Community involvement and discouraging tampering, using real time monitoring systems Developing a policy and encouraging the utilization of alternative energy Contribute towards the mitigation of climate change impacts by reducing carbon emissions In line with the above-listed strategies the following were achieved: Links were installed from Nazareth substation to Rockdale to ensure supply of stands in the area. Infrastructure was upgraded by replacing meter boxes in Mhluzi Extension 2, replacement of MV

cable in Kanonkop, CBD and Aerorand, replacement of ASCO cable in Kanonkop in order to ensure reliability of power supply in the area

586 stands in Rockdale, 31 stands at Node D, 120 RDP houses at Tokologo was electrified . T 3.10.1


39

Electricity Service Delivery Levels Households

Description

Year -3 Year-2 Year-1 Year-0 Actual No. Actual No. Actual No. Actual

No. Energy: (Above minimum level) 37393 38653 Electricity- prepaid(<min-service level) 12792 15477 Total number of households 50186 54130

0-3 3 4 3 1 25

4-6 4 5 5 0 0

7-9 27 30 27 3 10

10-12 10 14 14 0 0

13-15 2 2 2 0 0

16-18 7 7 6 1 0

19-20 30 28 26 2 7

Total 83 90 83 7 8

Years 1- (2012) Year 0 (2013)Employees - Building and Fleet Management

Capital Expenditure Year 0: Electricity Services R' 000

Capital Projects

Year 0 Budget Adjustmen

t Budget

Actual Expenditure

Variance from original budget

Total Project Value

Total All 30 985

000 33 705

990 22 467

244 67%

Year -1Actual Original Budget Adjustment

BudgetActual Variance to

Budget

Total Operational Revenue 120 125 100 95 -32%

Expenditure:

Employees 125 244 250 248 2%

Repairs and Maintenance 25 244 250 248 2%

Other 45 244 250 248 2%

Total Operational Expenditure 195 732 750 744 2%

Net Operational Expenditure 75 607 650 649 6%

T 3.3.7

Financial Performance Year 0: Electricity Services R'000

Details

Year 0

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


40

Veter Test Trailer 500

000 611

810

- -

611 810

Replacement Of PPM'S

100 000

100 000

85 271 -17%

100 000

Replace Meter Kiosks

180 000

180 000

171 304 -5%

180 000

Bulk Connections 600

000 1 050

000 532

465 -13% 1 050

000

Equipment 200

000 200

000 176

333 -13% 200

000 RDP House Connections

300 000

523 174

136 653 -120%

523 174

Replace Stolen Services

500 000

500 000

404 299 -24%

500 000

Asco Lv Cables 300

000 300

000 295

399 -2% 300

000 Electrification Rockdale

3 750 000

5 150 000

4 411 693 15%

5 150 000

Aerorand West Electrification

2 800 000

2 800 000

- -

2 800 000

Electrification Industrial Park

800 000

246 240

216 000 -270%

246 240

Electrification Hendrina EXT3 74 Erven

1 650 000

2 203 760

1 786 -92274%

2 203 760

Newtown Proclaimed

980 000

980 000

358 020 -174%

980 000

Node D Light Industry

900 000

1 200 000

935 607 4%

1 200 000

Tokologo 120 RDP Houses

1 100 000

1 100 000

651 161 -69%

1 100 000

Install Ring Main Units

1 000 000

1 911 000

1 777 278 44%

1 911 000

Network Reinforcement

1 000 000

1 000 000

988 114 -1%

1 000 000

HT Links 2 500

000 2 200

000 2 196

000 -14% 2 200

000 Replace Mini Substations

900 000

900 000

782 605 -15%

900 000

Replace MV Cable

1 300 000

1 781 917

1 781 840 27%

1 781 917

Electrification Rockdale Phase 2

2 500 000

397 589

397 589 -529%

397 589

Electrical Connections Pre Paid

2 100 000

2 100 000

1 744 610 -20%

2 100 000

Electrical Connections Bulk

1 100 000

1 550 000

1 474 479 25%

1 550 000

Streetlights Node D Light Industry

60 000

203 126

52 573 -14%

203 126


41

Upgrade Of Existing High Masts (20)

200 000

200 000

104 521 -91%

200 000

High Mast Lights 400

000 1 200

000 1 128

418 65% 1 200

000 Energy Saving-Street Lighting

100 000

100 000

95 474 -5%

100 000

Streetlighting Fitting Upgrade

600 000

456 874

456 872 -31%

456 874

Street Lights Main Entrance Roads

300 000

300 000

124 068 -142%

300 000

227 Stands Aerorand Streetlights

500 000

500 000

33 911 -1374%

500 000

Streetlights Hendrina EXT3 -74erven

185 000

185 000

142 515 -30%

185 000

Highmast Lighting Low Income Areas

800 000

800 000

810 385 1%

800 000

LDV'S With Hydraulic Platforms (Streetlights)

780 000

775 500

-

- 780

000 T 3.3.8

Free Basic Services To Low Income Households

Number of households

Total Households earning less than R1,100 per month

Free Basic Water Free Basic Sanitation

Free Basic Electricity

Free Basic Refuse

Total Access % Access % Access % Access %

Year -1

103 000

18 500 13 000 70% 11 000 59% 14 500 78% 8 000 43%

Year 0 105 000

19 000 15 000 79% 12 000 63% 15 526 82% 9 000 47%

T 3.6.3

Basic Service Provision

Detail Water Sanitation Electricity Refuse Housing

Households with minimum service delivery

37852

Households without minimum service delivery

12334

Total Households* 50186

Houses completed in year

Shortfall in Housing units

*Including informal settlements T F.2


42

3.4 WASTE MANAGEMENT (THIS SECTION TO INCLUDE: REFUSE COLLECTIONS, WASTE DISPOSAL, STREET CLEANING AND RECYCLING)

INTRODUCTION TO WASTE MANAGEMENT The total number of Households with access to waste removal services is (54130-47826) which brings the total percentage of households with access to waste removal service to 88.35%. The municipal service extends to all the municipal towns but exclude the mining towns which are self serviced, Kranspoort, Somaphepha, Mafube and rural areas. The service will probably be extended to Somaphepha and Mafube when household numbers justify such action. The Middelburg area is experiencing spatial growth both residential and business. As a result, the current departmental

resources cannot meet the demand for waste collection. The street cleaning service is done by permament and temporary employees for all the streets in towns,main entrances and open spaces.Additional 112 temporary employees are appointed per year for street cleaning services. With regard to recycling, there is one Buyback centre in Mhluzi and reclamation activities are taking place at the landfill site in Middelburg. Approximately 250 tons of recyclables are processed at this two facilities per month. Measures taken to improve perfomance includes the aquisition of additional equipment and appointment of additional personnel to meet the increasing demand for waste management services. The appointment of the waste information officer also had a positive impact on the implementation of environmental awareness campaigns. All indigent households , including those at informal settlements (Newtown) are provided with kerbside waste collection service at least once per week. Where there is no kerbside waste collection services, bulk containers are provided at strategic points for collection by the municipality. There are no municipal entities rendering solid waste services on behalf of the municiaplity , apart from private contractors which are responsible for the operation and maintenance of disposal facilities (landfill site & transfer stations).4.1

Solid waste Service Delivery Levels

Households

Description

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

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

Solid waste Removal: (Above minimum level)

47826 48633

No rubbish disposal 2623 5497 Total number of households 50449 54130


43

Years 1- (2012)



0-3 1 1 1 0 04-6 2 2 2 0 07-9 2 2 2 0 010-12 5 6 6 0 013-15 14 16 16 0 016-18 10 11 11 0 019-20 136 139 137 2 1

Total 170 177 175 2 1

Year 0 (2013)Employees - Solid Waste Management

3.5 FREE BASIC SERVICES AND INDIGENT SUPPORT

Budget Adjustment Budget

Actual Expenditure


Total Project Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.4.9

Capital Expenditure Year 0: Waste Management Services

R' 000

Capital Projects

Year 0

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

Total Access % Access % Access % Access % Year -2 100,000 18,000 12,000 67% 10,000 56% 13,000 72% 7,000 39%Year -1 103,000 18,500 13,000 70% 11,000 59% 14,500 78% 8,000 43%Year 0 105,000 19,000 15,000 79% 12,000 63% 16,100 85% 9,000 47%

T 3.6.3

Free Basic RefuseHouseholds earning less than R1,100 per month

Number of households

Free Basic Services To Low Income Households

Total Free Basic Water Free Basic Sanitation Free Basic Electricity


44

COMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT: The Steve Tshwete local municipality has a self managing indigent support system where indigent residence decides for themselves whether they will be able to manage with a 20 amp electricity supply only. Should they be able to do so, they will receive 10kl of water, 50kw of electricity, refuse removal services and sanitation services free of charge and they will not be required to pay property tax. When their conditions improve, a larger electricity supply will be needed at which stage indigent support will be relinquished

T 3.6.6

Year -1Actual Budget Adjustment


Budget

Water 200 244 250 248 2%

Waste Water (Sanitation) 220 240 250 245 2%

Electricity 100 120 130 135 11%

Waste Management (Solid Waste) 105 110 120 125 12%

Total 625 714 750 753 5%

Financial Performance Year 0: Cost to Municipality of Free Basic Services Delivered

Services Delivered Year 0

T 3.6.4


45

COMPONENT B: ROAD TRANSPORT

This component includes: roads; and waste water (stormwater drainage).

3.6 ROADS

INTRODUCTION TO ROADS The strategy is to ensure provision of roads and storm water infrastructure while upgrading existing infrastructure in all new development, existing areas and maintaining the existing roads. The current baseline is that 90km of new roads constructed through Municipal infrastructure grants for low rural areas and municipal funds used for urban and new developments. Shanduka Mine contributed in constructing 1.2km road in Tokologo and the Nkangala District Municipality contributed with construction of roads and stormwater.

T 3.7.1

Gravel Road Infrastructure Kilometers

Total gravel roads

New gravel roads

constructed

Gravel roads upgraded to tar

Gravel roads graded/maintained

Year -2 Year -1 192.50 5.20 8.10 191.80Year 0 196.45 8.34 9.49 151.10 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 Year -1 620.120 8.100 3.100 7.189 13.000Year 0 628.220 9.486 460 8.115 14.115 T 3.7.3

Cost of Construction/Maintenance R' 000

Gravel Tar

New Gravel - Tar Maintained New Re-worked Maintained Year -2

Year -1 R 496 000 R 24 720 775 R 795 821

R 24 720 775

R 13 166 783

R 7 057 753

Year 0 R 585 000 R 50 590 196 R 789 840

R 50 590 196

R 6 397 572

R 7 500 000

T 3.7.4


46

Years 1- (2012)

Job LevelEmployee number

Posts Number

Employee number Vacancies

Vacancies %

0-3 1 1 1 0 04-6 2 2 2 0 07-9 4 7 4 3 4310-12 10 9 9 0 013-15 3 5 2 3 016-18 9 9 8 1 019-20 49 52 48 4 8

Total 78 85 74 11 13

Employees - Roads and StormwaterYear 0 (2013)

Financial Performance Year 0: Road Services

R'000

Details

Year -1 Year 0 Actual Original

Budget Adjustment


to Budget

Total Operational Revenue #DIV/0!

Expenditure:


R 10 354 421

R 10 270 438

R 10 089 555 -3%

Repairs and Maintenance

R 2 700 377

R 3 008 000

R 2 953 060

R 2 504 788 -20%

Other R 66 537 484

R 77 106 398

R 76 807 112

R 6 174 606 -1149%


R 78 496 461

R 90 468 819

R 90 030 610

R 18 768 949 -382%


R 78 496 461

R 90 468 819

R 90 030 610

R 18 768 949 -382%


Capital Expenditure Year 0: Road Services

R' 000

Capital Projects


Budget Actual

ExpenditureVariance


Total Project Value

Total All R 15 500 000

R 6 580 000

R 16 319 483 5%


47

New Roads Industrial Twizza

R 3 500 000

R -

R 3 345 630 -5%

R 3 345 630

Industrial Area Ext 11 R 3 000 000

R -

R 2 955 737 -1%

R 2 955 737

New Roads Aerorand West R 5 000 000

R 6 580 000

R 6 450 916 22%

R 6 450 916

New Roads Ext 18 Hope City

R 4 000 000

R -

R 3 567 200 -12%

R 3 567 200


COMMENT ON THE PERFORMANCE OF ROADS OVERALL: Construction of 50km of new roads in the MP313 area where constructed using municipal capital funds and Municipal Infrastructure Grand (MIG) funds as per the forecast budget. The priority is to construct roads in the new developed areas such as Aerorand, Ext 18, Rockdale,Industrial areas, and Tokologo and Mhluzi areas variations can only be caused by the rise and fall of the bitumen and fuel prices. The challenges will arise from the heavy trucks using the internal roads for access to the main roads such as N11 from Grobbersdaal to Hendrina. An additional issue is the trucks passing Hendrina to Ermelo, Carolina and Bethal from the provincial and national roads.

T 3.7.10

3.7 TRANSPORT (INCLUDING VEHICLE LICENSING The following table reflects the performance of the licensing department during the 2012/13 financial year LICENSING SERVICES Services Objectives Service indicators (i)

Outline service targets (ii)

Year 1 Year 0

Target Actual Target Actual

Previous year

(iii)

(iv)

Previous year

(v)

Current year

(vi)

(vii)

Number of vehicles registered within the municipal area

27500 vehicles to be registered by June 2013

27378

23211 27378

27500 26182

Number of vehicles licensed within the municipal area

98500 vehicles to be licensed by June 2013

97732

91332 97732

98500 100842

Number of applications processed for drivers licenses

8500 application to be processed for drivers licenses by June

8122

7176 8122

8500 9203


48

2013 Number of drivers license issued and converted

17400 drivers licenses to be issued by June 2013

17091

14834 17091

17400 19849

Number of learners license applications processed

11280 applications to be processed for learners licenses by June 2013

11061

10316 11061

11280 12099

Number of learners licenses issued

6860 Learners licenses to be issued by June 2013

6781 6301 6781 6860 6878

Number of vehicles tested for roadworthiness

1644 Vehicles to be tested for roadworthiness by June 2013

New New New 1644 1368

Years 1- (2012)



0-3 1 1 1 0 04-6 7 0 0 0 07-9 13 20 20 0 010-12 28 34 27 7 2113-15 3 3 3 0 016-18 0 0 0 0 019-20 1 0 0 0 0

Total 53 58 51 7 12

Employees - Public Safety: Licensing and TestingYear 0 (2013)

Financial performance year 0 – licensing Services Details Year 1 Year 0

Actual Original budget

Adjustment budget

Actual Variance to budget

Total operational revenue

16 564 15 683 16 892 18 589 16%

Expenditure : Employees 9 524 11 558 11 545 11 159 -3% Repairs and maintenance

68 130 162 138 6%

Other 1 620 1 858 1 907 1 545 -5% Total operational expenditure

11 212 13 546 13 614 12 843 -5%

Net operational expenditure

5 352 2 137 3 278 5 746 63%

Capital expenditure year 0 –Licensing Services


49

Details Year 0

Budget Adjustment budget

Actual expenditure

Variance from original

budget

Total project value

Total all 190 190 185 -2% 190 CCTV cameras as workstations

120 120 119 -1% 120

Bulk filer 8 bay 50 50 46 8% 50

New furniture 20 20 20 0% 20

3.8 WASTE WATER (STORMWATER DRAINAGE)

INTRODUCTION TO STORMWATER DRAINAGE Stormwater drainaige is istalled with every new road constructed. For the 2012/13 financial year 3.99km of new stormwater dranaige was installed.The stormwater in rural areas are funded by the Municipal Infrastructure Grands (MIG), private mines such as Shanduka. Urban areas are funded from the Council’s own capital budget. In the informal settlement gravell v-drains are constructed as and when required.

T 3.9.1

Stormwater infrastructure

Years Total stormwater New stormwater Stormwater measures

Kilometres stormwater measures

2011/12 157 15 3 100 2012/13 160 20 3.5 120

Stormwater infrastructure Cost Years Stormwater measures New Upgraded Maintained 2011/12 R 11 186 000 R600 000 R300 000 2012/13 R11 900 000 R700 000 R330 000


50

Years 1- (2012)

Job LevelEmployee number

Posts Number


0-3 1 1 1 0 04-6 2 2 2 0 07-9 4 7 4 3 4310-12 10 9 9 0 013-15 3 5 2 3 016-18 9 9 8 1 019-20 49 52 48 4 8

Total 78 85 74 11 13

Employees - Roads and StormwaterYear 0 (2013)


BudgetActual Variance to Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.9.7

Financial Performance Year 0: Stormwater Services R'000

Details

Year 0



Actual Expenditure


Total Project Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.9.8

Capital Expenditure Year 0: Stormwater Services

R' 000

Capital Projects

Year 0



51

COMMENT ON THE PERFORMANCE OF STORMWATER DRAINAGE OVERALL: The Municipality has targeted 15km of new stormwater drainage for the next five years. The installation of stormwater drainage will be funded using the municipal capital budget, funds from the District Municipality and the Municipal Infrastructure Grant (MIG).

T3.9.9


52

COMPONENT C: PLANNING AND DEVELOPMENT

This component includes: planning; and local economic development.

INTRODUCTION TO PLANNING AND DEVELOPMENT The economic base of this municipality is built mainly on mining, agriculture and manufacturing respectively. These sectors are the major employers of the people living within this municipality. The municipality still owns tracts of land which can be developed further to address the demand for economic growth. The other existing opportunity is that the existing mines still have lifespans ranging between 5 and 30 years. However, the challenge is that the mining and manufacturing economies are not green development and contribute to unsustainable development. These economies contribute to increased carbon foot prints, destruction of high potential lands, water and atmospheric pollution, etc. The roads networks are clogged up and inefficient due the continued economic development and growth. The concept of green buildings is not yet grasped by many public members hence there is few energy efficient buildings. The huge initial costs of designing green buildings and retrofitting of energy efficient equipment to the existing buildings are the main deterrents. .

T 3.10

3.9 PLANNING

INTRODUCTION TO PLANNING The main planning strategies for the department are as follows: Regulation of land uses and building activities through enforce of the Spatial Development

Framework and the Steve Tshwete Town Planning Scheme, 2004 Provision of residential, business, industrial and institutional sites in order to address the demand

by the community. Promoting the correction of historically segregated spatial planning of settlements Provision of residential, business, industrial and institutional sites in order to address the demand

by the community Formalization of informal settlements. In line with the above-listed strategies the following were achieved: A township establishing a new human settlement in order to address the demand for residential

stands and create security of tenure for households of Newtown informal settlement in line with the Spatial Development Framework was embarked on. Terms of reference for formalisation of Newtown informal settlement including inviting the tenders for the execution of the project were also commenced with.

515 transgression notices were issued towards discouragement of both illegal building work and

land uses. There were also 50 court orders issued for transgressing the provisions of the Steve Tshwete Town Planning Scheme, 2004 and the National Building Regulations and Building Standard Act 103 of 1977. In addition, 65 consent use applications and 23 building plans were submitted in compliance with the issued transgression notices.


53

The concept of energy efficient buildings is still not known and understood by many people hence vigorous awareness campaigns in this regard should be conducted. A process of establishing a settlement to comprise 1000 serviced residential stands with the aim of providing security of tenure to the low income earners, unemployed and poverty stricken households of Newtown informal settlement was commenced withT 3.10.1

Applications for Land Use Development Detail Formalisation of

Townships Rezoning Built Environment/Building

Plans

Year -1 Year 0 Year -1

Year 0

Year -1 Year 0

Planning application received 2 3 45 32 2107 1922Determination made in year of receipt - - 11 33 1959 1811Determination made in following year 2 - 19 1 10 8

Applications withdrawn - - 2 1 14 11Applications outstanding at year end - 3 1 9 124 92 T 3.10.2


54

Planning Policy Objectives Taken From IDP Service Objectives Outline Service

Targets Year -1 Year 0 Year 1 Year 2

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 To monitor the implementation of the service delivery standards and complaints handling charter

30 notices issued for illegal land uses within a specified time frame

50 notices issued for illegal land uses by 30 June 2011

99 transgression notices issued for illegal land uses by 30 June 2012


250 notices issued for illegal land uses by 30 June 2013


20% reduction in illegal land due to notices issued on identified transgressions by 30 June 2014

None 20% reduction in illegal land due to notices issued on identified transgressions by 30 June 2014

40 notices issued for illegal building activities by 30 June 2012

94 notices issued for illegal building activities by 30 June 2011

129 transgression notices issued for illegal building work by 30 June 2012

129 transgression notices issued illegal building work by 30 June 2012

232 transgression notices issued

232 transgression notices issued for illegal building work by 30 June 2013

20% reduction in illegal building work due to notices issued on identified transgressions by 30 June 2014

None 20% reduction in illegal building work due to notices issued on identified transgressions by 30 June 2014

Planning Policy Objectives Taken From IDPService Objectives Service Indicators (i)

Outline Service Targets

(ii)

Year -1 Year 0 Year 1 Year 2Target Actual Target Actual Target

Previous Year (iii)

(iv) Previous Year (v)

Current Year (vi)

(vii) Current Year (viii)

Current Year(ix) Following Year (x)


25 illegal advertising signs removed

10 illegal advertising signs removed by 30 June 2011



35 illegal advertising signs removed



None 35 illegal advertising signs removed by 30 June 2014


55

80% of the correctly submitted building plans to be evaluated within 3 week time frame by 30 June 2012

88% of the correctly submitted building plans to be evaluated within 3 week time frame by 30 June 2011

94.75% of the correctly submitted building plans to be evaluated within 3 week time frame by 30 June 2012




96% of the complete and complying building plans to be evaluated within a 4 week time frame by 30 June 2014

None 96% of the complete and complying building plans to be evaluated within a 4 week time frame by 30 June 2014

Planning Policy Objectives Taken From IDP

Service Objectives Service Indicators (i)


(ii)

Year -1 Year 0 Year 1 Year 2


*Previous Year (iii)

Current Year (iv)

*Previous Year (v)

*Current Year (vi)

(vii) *Current Year

(viii) *Current Year

(ix) *Following Year(x)


80% of the correctly submitted consent use applications to be evaluated within a 2 month time frame by 30 June 2012

87,69% of the correctly submitted consent use applications to be evaluated within a 2 month time frame by 30 June 2011

94.22% of the correctly submitted consent use applications to be evaluated within a 2 month time frame by 30 June 2012





None 94.22% of the correctly submitted consent use applications to be evaluated within a 2 month time frame by 30 June 2012

70% of the correctly


87.73% of the correctly

87.73% of the correctly

89% of the



None 90% of the correctly submitted subdivision


56

submitted subdivision applications to be evaluated within 2 month time frame by 30 June 2012




correctly submitted subdivision applications to be evaluated within 2 month time frame by 30 June 2012



applications to be evaluated within 2 month time frame by 30 June 2012

70% of the complete rezoning application to be evaluated within 3 month time frame by 30 June 2012


72.47%% of the complete rezoning application to be evaluated within 3 month time frame by 30 June 2012

72.47%% of the complete rezoning application to be evaluated within 3 month time frame by 30 June 2012



None None None

Note: This statement should include no more than the top four priority service objectives. The indicators and targets specified above (columns (i) and (ii)) must be incorporated in the indicator set for each municipality to which they apply. These are 'universal municipal indicators'. * 'Previous Year' refers to the targets that were set in the Year -1 Budget/IDP round; *'Current Year' refers to the targets set in the Year 0 Budget/IDP round. *'Following Year' refers to the targets set in the Year 1 Budget/IDP round. Note that all targets in the IDP must be fundable within approved budget provision. MSA 2000 chapter 5 sets out the purpose and character of Integrated Development Plans (IDPs) and chapter 6 sets out the requirements for the reduction of performance management arrangement by municipalities in which IDPs play a key role.T 3.10.3


57

Years 1- (2012)



0-3 1 2 1 1 504-6 3 2 2 0 07-9 6 10 9 1 1010-12 2 4 4 0 013-15 1 1 1 0 016-18 0 0 0 0 019-20 1 0 0 0 0

Total 14 19 17 2 11

Employees - Town PlanningYear 0 (2013)

Financial Performance Year 0: Planning Services R'000

Details

Year -1 Year 0

Actual

Original Budget

Adjustment Budget

Actual Variance to Budget

Total Operational Revenue 2 458 1 413 3 484 1 641 14%

Expenditure:

Employees 4 380 5 039 5 052 4 940 -2% Repairs and Maintenance 2 10 6 0 -100%

Other 2 765 4 179 4 505 2 758 -51%Total Operational Expenditure 7 148 9 228 9 563 7 697 -20%Net Operational Expenditure 4 662 7 814 6 080 6 056 -29%T 3.10.5

Capital Expenditure Year 0: Planning Services R' 000 Capital

Projects

Year 0 Year 0 Adjustm

ent Budget

Actual Expenditure


Total Project Value

Budget Adjustment

Budget

Actual Expenditure


Total Project Value

Total 3 365 8 276 3 884 -113% 8 318


58

Furniture and office equipment 0 15 15 0% 15 Node R New retail Node 323 Rockdale Township Establishment 1 500 946 77 -1130% 1 500 Botshabelo Township Establishment 688 485 -42% Purchase land farm Vaalbank 2 500 2 500 0% 2 500 Industrial Park Extension 49 594 244 -143% 1 300 Township development 270 0% 270 Township development for new development 1 500 2 231 197 -1032% 2 231 Node D Light Industrial 979 -100% 979

Photo Copy 95 0% 95 Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate 3.10.6

COMMENT ON THE PERFORMANCE OF PHYSICAL PLANNING OVERALL:

The four capital projects are for the establishment of townships known as Newtown, Dennesig North, Rockdale North and Middelburg Extension 49 Industrial Park. The priority for the latter projects are for the creation of additional residential, business, institutional and industrial stands in order to address the demand and contribute to the economic growth of the municipality. The five year targets for this section are:

Establishment of 6 integrated and sustainable human settlements, Issuing of 700 notices for transgressing the National Building Regulations and Building Standards, Issuing 500 notices for transgressing the Steve Tshwete Town Planning Scheme,2004, and Purchasing 200 hectares of land for the establishment of integrated human settlements and creation of

conducive environment for economic growth to take place within the municipal area. The budgetary provision for attaining the above listed targets will be borne by the municipality. When needs be, financial assistance including grants will be sourced from the relevant government departments.


59

COMPONENT D: COMMUNITY & SOCIAL SERVICES

3.10 LIBRARIES AND COMMUNITY FACILITIES; This component includes: Municipal buildings i.e. offices, clinic buildings, libraries, sport buildings, pay points, leased buildings and community halls.

INTRODUCTION TO MUNICIPAL BUILDINGS This department is responsible for the provision of new municipal buildings, maintenance and cleaning of these structures namely: pay points, libraries, clinics, community halls, Municipal offices, service centres, Dumping site and mini site offices, flats and other leased Municipal building. The strategies for this department are as follows:

Implementing programmes to upgrade existing municipal buildings and facilities. Constructing new facilities for enhanced service delivery Construction of facilities closer to the communities Installation and Implementation of security measures and minimize vandalism and theft at

municipal buildings. Raise awareness of energy saving for users of municipal buildings. By ensuring continuous usage of green materials for construction of new buildings and

existing. Manage products used for new and existing operation and buildings to minimize negative

impact on the environment. The service delivery priorities are to interact smoothly with the community and other departments without disturbance to ensure accurate implementation of planning and maintenance of municipal buildings while adhering to National Building Regulation act.

T3.12.1 SERVICE STATISTICS OFFICES, CLINIC BUILDINGS, LIBRARIES, SPORT BUILDINGS, PAY

POINTS, LEASED BUILDINGS AND COMMUNITY HALLS. 12 pay points 11 libraries, 12 clinics, 8 community halls, 4 Municipal offices, 2 service centres, 1 Dumping site and 4 mini site offices, Approximately 230 flats and other leased Municipal building.

T 3.12.2


60

: Community Facilities i.e. Municipal Buildings Other Policy Objectives Taken From IDP

Service Objectives



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

To create new facilities while upgrading existing ones to be easily accessible and suitable for community needs.

Number of new municipal buildings and facilities constructed.

Complete construction of two (2) new buildings Ablution facilities at Mhluzi Ext 7



Complete construction of two(2) new buildings (Banquet Hall & Cosmos Hall)

Complete construction of two (2) new buildings (Banquet Hall & Cosmos Hall)

2 new accessible municipal buildings completed by June 2017 (Ext 7 Mhluzi, Doornkop)

Planning stage

2 new accessible municipal buildings completed by June 2017 (Rockdale, & Somaphepha)

Number of municipal building facilities upgraded.

Five (5) buildings and facilities upgraded.



Seven (7) buildings and facilities upgraded.

Seven (7) buildings and facilities upgraded.




To ensure energy efficiency and conservation throughout all Municipal buildings and facilities

Reduction of MWH units of electricity consumed at Municipal Buildings.

10% reduction in energy used at Municipal Buildings




0% reduction in energy used at Municipal buildings

3% reduction in energy




61

3.11 LIBRARIES

INTRODUCTION TO LIBRARIES FACILITIES The main aim of the library is to render two types of services namely; Technical and Public services. The library operates with the mission of providing comprehensive resources and services in support of the research, teaching and learning needs of the community. The libraries top 3 priorities are:

Visiting schools in rural areas: services were taken to the schools that are in rural/remote areas, that were previously disadvantaged and not having school libraries. Schools were assisted with the establishment of functioning libraries. The library liaised with relevant stakeholders to donate containers that can be used as libraries. This further involves communities that have no access to libraries at all. Due to the information provided to schools, a high percentage of pass rates was achieved by matriculants especially at schools that were continuously provided with library services.

Visits to Old Age home and conducting home visits to render library services to senior citizens in the municipality

Conducting marketing campaigns to the general community: To make the public aware of the services rendered by libraries and also provide information based on community needs. After each and every campaign conducted, questionnaires were designed to evaluate our performance, as to whether we met their expectations, answered their questions or any area that needs improvements. Our campaigns are structured in such a manner that they are conducted in different areas in the MP313.

Years 1- (2012)



0-3 1 1 1 0 04-6 0 0 0 0 07-9 4 5 4 1 2010-12 22 28 28 0 013-15 1 1 1 0 016-18 0 0 0 0 019-20 2 2 1 1 50

Total 30 37 35 2 5

Employees - Cultural Services (Library)Year 0 (2013)


62

3.12 CEMETORIES

INTRODUCTION TO CEMETORIES Currently eight cemeteries are maintained in Middelburg area and three in Hendrina and Kwazamokuhle. The community in the rest of the incorporated areas in the Steve Tshwete municipality area utilise the cemeteries in the nearest vicinity. The service delivery priorities are to provide and maintain cemeteries, to continuously update and keeping record of cemetery registers now captured on electronic database, to plan and development of future cemeteries to ensure that sufficient space is available and to maintain and upgrading the existing equipment, vehicles, system and procedures to ensure a quality service to the community. These priorities were met through maintaining all cemeteries by cutting grass, removal of weeds, planting of trees etc. The database is kept up to date and the cemetery registers are updated regularly. Areas were identified where possible suitable land will be used to develop new cemeteries all over the MP313 area to bring the facilities closer to communities. The vehicles and machinery were maintained and repaired where needed.



Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.12.5

Financial Performance Year 0: Libraries; Archives; Museums; Galleries; Community Facilities; OtherR'000

Details

Year 0



Actual Expenditure


Total Project Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.12.6

Capital Expenditure Year 0: Libraries; Archives; Museums; Galleries; Community Facilities; Other

R' 000

Capital Projects

Year 0



63

EPWP projects were introduced to clean cemeteries and through that, local people received an income and the cemeteries were cleaned. .

T 3.13.1

SERVICE STATISTICS FOR CEMETORIES IN 2012/13

Number of Burials Phumolong 845 Fontein 232 Nasaret 113 Voortrekker 13 Hendrina/Kwaza 334 Avalon and Crossroads 6

T 3.13.2


64

Cemeteries and Crematoriums Policy Objectives Taken From IDP Service Objectives




Service Indicators

*Previous Year

*Previous Year

*Current Year *Current Year *Current Year *Following Year


Service Objective xxx To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs.

Number of cemeteries upgraded or developed.

900m new fence erected in 3 Cemeteries

465m Fence erected at 2 cemeteries.

900m new fence erected in 3 Cemeteries

1500m new fence erected in 3 Cemeteries.

Erected 1217m of fence

4x cemetery upgrading projects implemented.



To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs.


2000m2 Road resealed in 1 Cemetery

1080m2 Road resealed in 1 cemetery. 3760m2 New Paved roads in 3 cemeteries.

2000m2 Road resealed in 1 Cemetery

1000m2 new Roads in 2 cemeteries by June 2013.

1831m2 of paving road in cemeteries done. 1915m2 Road re sealed

None None None

To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs.


None None None Finalize and implement Cemeteries Master plan. (Identify suitable land for development)

Possible suitable land identified for cemetery development in MP313 area.

None None None

T 3.13.3


65

Financial Performance Year 0: Cemeteries and Crematoriums R'000


Budget Adjustment

Budget Actual Variance to

Budget Total Operational Revenue 2 485 1 357 1 580 1 602 15% Expenditure: Employees 1936 2401 2216 2179 -10% Repairs and Maintenance 92 121 157 139 12% Other 2398 2823 2818 2 187 -29% Total Operational Expenditure 4 426 5 347 5 192 4 505 -19% Net Operational Expenditure 1 941 3 989 3 612 2 902 -37% Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.13.5


66

Capital Expenditure Year 0: Cemeteries R' 000

Capital Projects


Budget Actual

ExpenditureVariance


Total Project Value

Total All 2450 2450 2411 -2%

Expand Fontein Cemetery 400 400 396 -1% 400

Nasaret Cemetery Roads 100 100 99 -1% 100

Fontein Cemetery Fence and Gate 150 150 148 -1% 150

Cross Roads Cemetery Roads 600 600 594 -1% 600

Reseal tar road 200 200 175 -14% 200

Develop Cemetery low income area 1 000 1 000 999 0% 1000

Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate T 3.13.6

COMMENT ON THE PERFORMANCE OF CEMETORIES OVERALL:

Priority was given to the development of new and maintenance of existing cemeteries according to the IDP and available allocated budgets. The targets set in the 5 year IDP schedule will be met provided that the budget allocations are approved and suitable land are available for future development. Current variances on budgets are caused by savings or vat not claimed back from South African Reserve Services (SARS). 3.13 CHILD CARE; AGED CARE; SOCIAL PROGRAMMES SPECIAL PROGRAMMES

INTRODUCTION TO SPECIAL PROGRAMMES

The Gender and Social Development Unit aims to ensure effective and efficient management of institutional mechanisms for social and economic empowerment, equalization of opportunities and access to resources for women, children, persons with disabilities, elderly persons and those affected and infected by HIV and AIDS issues. To work with and strengthen collaboration with relevant departments, private sector, labour and civil society in mainstreaming issues related to the targeted groups at Steve Tshwete Local Municipality.


67

Performance of Gender and Social Development Unit Service Objectives Outline Service

Targets Year -1 Year 0

Target Actual Target


Year *Previous

Year *Current Year (i) (ii) (iii) (iv) (v) (vi)

To create an environment with clear regulatory framework for implementation of gender and social development.

Municipal Gender Framework developed HIV and AIDS Strategy Developed, HIV and AIDS Strategy Reviewed.

HIV and AIDS Strategy developed and adopted.

Municipal Gender Framework developed and approved

Align and Review 2007/2012 HIV and AIDS Strategy to the new 2012-2016 HIV and AIDS Strategy

In a process of aligning and reviewing HIV and AIDS Strategy

Number of developed Terms of References and approved

Terms of Reference developed

3 Terms of Reference developed: ToR on Child Care Forum, ToR on Disability Forum, ToR on Institutional Mainstreaming

Terms of Reference on HIV and AIDS developed

To ensure quality life through integrated services for the children, women, people with disability and elderly persons, HIV and AIDS.

Number of training sessions for the HBC on HIV and AIDS issues to Orphans and Vulnerable Children.

50 Home Based Care trained through Anglo Coal on the new Strategy on HIV and Aids

100 Home Based Care trained on new Children's Act, HIV and AIDS, through Anglo Coal.

149 HBC trained on issues of Children's Act and HIV and AIDS issues through Anglo Coal

Service Objectives Service Indicators

(i)


(ii)

Year -1

Target Actual Target

*Previous Year

(iii)

(iv)

Previous Year

(iii)

Current Year

(vi)

Number of cases handled on children and families who are in need of financial grants or school uniform.

55 cases handled on children's issues and refered.

65 cases handled and referred to the relevant stakeholders.

82 Cases handled with the intention to refer them to the relevant stakeholders.


68

Develop a database for the verification of person's with disability who benefitted from the RDP houses in STLM.

10 Person's with disability identified and benefitted from the allocation of the RDP houses.

14 Person's with disability identified to have benefitted from the allocation of the RDP houses.

17 Person's with Disability identified to have benefitted from the allocation of the RDP houses.

Number of Elderly luncheon clubs, Home Based Care, Disability Centres identified to benefit from programs coordinated by STLM.

16 Centres benefitted from the programmes.



Update database on Orphans and Vulnerable Children within the municipal area

Continuously updated

Continuously updated

Continuously updated.

Gender and Social Development Service Objectives


Year -1 Year 0

Target Actual Target Actual Service

Indicators *Previous Year *Previous

Year *Current

Year

(i) (ii) (iii) (iv) (v) (vi) (vii) Service Objective xxx To build institutional support structures and mechanisms to effect the mainstreaming of the transversal issues.

Update database for the registered and unregistered ECD Centres within the Municipal area

13 ECD Centres registered with the Department of Social Development and getting a subsidy from government.

17 ECD Centres registered with the DSD and getting a subsidy from government.

24 ECD Centres registered with the Department of Social Development and getting a subsidy

Number of unskilled ECD practitioners identified and trained together with relevant stakeholders to augment their skills.

10 unskilled ECD practitioners identified and in the process of identifying more.

121 unskilled ECD practitioners identified.

137 ECD Practitioners identified and in the process of getting assistance for training them.


69

Number of established and sustained committees and structures dealing with gender, transversal, HIV and AIDS issues

Local Aids Council functional 4 meetings held quarterly, Child Care Forum functional 4 meetings held quarterly, Disability Forum functional 6 meetings held bi-monthly, Institutional Mainstreaming committee functional 1 meeting held.

Meetings held continuously according to the schedule

Meetings held continuously

Financial Performance Year 0: Special Programs





Expenditure: 1 182 456 1 192 549 1 182 456 986 775

Employees 01 470 993 470 993 474 046

Repairs and Maintenance 47 475 49 073 47 476 63 101

Other



T 3.14.5

Employees: Child Care; Aged Care; Social Programmes 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 1 0%4 - 6 0 0 0 0 0%7 - 9 0 0 0 0 25%

10 - 12 0 0 0 0 53%13 - 15 0 0 0 0 40%16 - 18 0 0 0 0 48%19 - 20 0 0 0 0 40%Total 1 1 1 1 41%

T 3.14.4


70

Financial Performance Year 0: Child Care; Aged Care; Social Programmes R'000




Total Operational Revenue 0 0 0 0 0%

Expenditure:

Employees 588 679 669 558 -22%


Other 1 010 1 958 1 958 1 663 -18%

Total Operational Expenditure 1 598 2 636 2 627 2 221 -19%

Net Operational Expenditure 1 598 2 636 2 627 2 221 -19% T 3.14.5



Budget


Expenditure:

Employees 125 244 250 248 2%


Other 45 244 250 248 2%



T 3.14.5

Financial Performance Year 0: Child Care; Aged Care; Social ProgrammesR'000

Details

Year 0



Actual Expenditure


Total Project Value

Total All 260 326 378 31%

Project A 100 130 128 22% 280

Project B 80 91 90 11% 150

Project C 45 50 80 44% 320

Project D 35 55 80 56% 90

T 3.14.6

Capital Expenditure Year 0: Child Care; Aged Care; Social Programmes

R' 000

Capital Projects

Year 0



71

3.14. YOUTH DEVELOPMENT

INTRODUCTION TO YOUTH DEVELOPMENT Youth Development is a process whereby young women and men are able to improve their skills, talents, and abilities, as well as to extend their intellectual, physical and emotional capacities. It also includes the opportunity for young men and women to express themselves and to live full lives in all social, cultural, economic and spiritual spheres. Youth development also refers to engaging young women and men in development activities as participants in the decision-making processes and as beneficiaries.

Employees: Youth Development

Job Level

Year -1 Year 0 Employees Posts Employee

s Vacancies (fulltime

equivalents)

Vacancies (as a % of total posts)

No. No. No. No. % 0 - 3 1 1 1 0 4 - 6 0 0 0 0 07 - 9 0 1 1 0 0

10 - 12 2 2 2 0 013 - 15 0 0 0 0 016 - 18 0 0 0 0 019 - 20 0 0 0 0 0Total 3 4 4 0 0%

T 3.14.4


72

Financial Performance Year 0: Youth Development

R'000

Details

Year -1 Year 0

Actual

Original Budget

Adjustment Budget

Actual

Variance to

Budget

Total Operational Revenue 0 0 0 0 0%Expenditure: Employees 543 1 249 1 243

1 247 0%

Repairs and Maintenance 10 5 250 0%

Other 358 578 583 397 -45%Total Operational Expenditure 912 1 833 1 826

1 645 -11%

Net Operational Expenditure 912 1 833 1 826

1 645 -11%


73

YOUTH DEVELOPMENT PROJECTS Year-1 Year -0

Actual No. Actual No.

Education: Bursaries, School Visits ,Debate league

3 3

Skills Development: Learner ship, SMME

5 4

Sport & Recreation Mayoral games, Tournaments, Indigenous games

3 4

Art& Culture Music festival

2 1


74

COMPONENT E: ENVIRONMENTAL PROTECTION

3.15 POLLUTION CONTROL

INTRODUCTION TO ENVIRONMENTAL PROTECTION No designated or approved structure within the municipality, currently the Environmental Health renders the service of pollution control Pollution Control Activities

T 3.14

- Drinking water samples collected for quality test x 1441 - Conducted environmental awareness campaigns x12

- Integrated environmental management meetings conducted x 6 - Training of student nurses , post basic students and environmental students on environmental

issues x 56


75

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

Service Objective xxx Water and air purity Water: 100% of all readings taken throughout

the year on at least weekly to be found acceptable (clean) by National Standards

100% clean100% clean

100% clean 100%clean100% clean

100% acceptable

100% acceptable

100% acceptable

Air: 75% of all readings taken throughout the year on at least weekly to be found acceptable by National standard

0% clean 0%

clean 0% clean 0% clean

0% clean

0% acceptable

0% acceptable

0% acceptable

vehicle emission

Vehicle: 80% of all reading taken throughout the year on at least weekly to be found acceptable (clean) by National standards

0% clean 0%

clean 0% clean 0% clean

0% clean

0% acceptable

0% acceptable

0% acceptable

Environmental awareness Awareness: 100% of all awareness conducted 100% clean

100% clean


100% acceptable

100% acceptable

100% acceptable

Intergrated environmental meeting IEM: 100% of meeting held 100% clean

100% clean


100% acceptable

100% acceptable

100% acceptable

Training of student Training: 100% of training provided 100% clean

100% clean


100% acceptable

100% acceptable

100% acceptable

T 3.15.3


76

COMPONENT F: HEALTH

3.16 HEALTH

INTRODUCTION TO HEALTH INSPECTIONS; FOOD LICENCING AND INSPECTIONS, ETC The three priorities of service delivery: To ensure safe and healthy environment for the community through:

Inspection of food premises, public facilities Inspections of day care centres Investigation of complaints and nuisance

T 3.19.1

SERVICE STATISTICS FOR HEALTH INSPECTIONS, Etc

- Tobacco control x 100% - Food premises inspected x 233 - Pest control and nuisance x 100% - Training of Food Handlers ( street vendors and caterer ) x 10 - Day care centres inspected x60 - Complaints attended x100% -

T 3.19.2


77

Health Inspection and Etc Policy Objectives Taken From IDP

Service Objectives

Service Indicators (i)


(ii)

Year 0 Year 1 Target Actual Target Actual

*Previous Year (iii)

(i )

*Previous Year (v)

*Current Year (vi)

( ii)Service Objective xxx

Food premises 1nspection 280 Food premises inspected

280 308 478 1200 1050

Training of food handler 8 training conducted 8 10 8 8 12

Day care centres inspection 60 day care inspection 50 55 50 60 60

Complaints attended 100% of all complaint received and investigated

100% 100% 100% 100% 100%

Pest control and nuisance 100% of all compliance to notice

100% 100% 100% 100% 100%

Tobacco control 100% of all premises inspected compliance

100% 100% 100% 100% 100%


78

Employees: Health Inspection

Job Level

Year -1 Year 0 Employees Posts Employees Vacancies

(fulltime equivalents)

Vacancies (as a % of total posts)

No. No. No. No. % 0 - 3 0 0 0 0 #DIV/0!4 - 6 0 1 0 0.1 10%7 - 9 4 4 4 1.4 35%

10 - 12 1 2 1 1.2 60%13 - 15 0 0 0 0 #DIV/0!16 - 18 0 0 0 0 #DIV/0!19 - 20 0 0 0 0 #DIV/0!Total 5 7 5 1.7 24%

Financial Performance Year 0: Pollution Control R'000

Details

Year -1 Year 0 Actual Original Budget Adjustment

Budget Actual Variance to Budget


Expenditure:

Employees 3171576 3496126 3355713 2954755 -18%


Other 7126 14000 14000 14000 0%

Total Operational Expenditure 3425743 3886666 3683699 3377176 -15%

Net Operational Expenditure -1647252 -1787034 -1747028 -1612132 -11%

T 3.15.5


79

COMPONENT G: SECURITY AND SAFETY

This component includes: fire fighting services and disaster management

3.17 FIRE SERVICES

Fire Service Data

Details Year -1 Year 0

Actual No. Estimate No. Actual No. 1 Total fires attended in the year 803 600 581 2 Total of other incidents attended in

the year 1402 1900 1527 3 Average turnout time - urban areas 12min 12min 12min 4 Average turnout time - rural areas 23min 23min 23min 5 Fire fighters in post at year end 49 54 52 6 Total fire appliances at year end 15 17 16 7 Average number of appliance off

the road during the year 4 3 6


80

Fire Service Policy Objectives Taken From IDP Service Objectives Outline

Service Targets




Year *Previous

Year *Current Year *Current

Year *Current

Year *Following Year


Service Objective : To provide effective and efficient emergency services Turnout time compared to National guidelines

% turn out within guidelines (total number of turn outs)

T0% within guidelines

A0% within guidelines or x if x is larger

T1% within guidelines or A0% if that is larger

70% within guidelines or A0% if that is larger

A1% within guidelines

75% within guidelines or A1 if that is larger; (xxxxx emergency turn outs in year)



Develop Disaster Management Plan

Level 1 Disaster Management Plan to be approved

To be approved by June 2012

100% Level 1 approved

To finalise Disaster Management Plan

80% completed 80% 100% 100%

Enter into Mutual Aid Agreements with private sector

Enter into agreements with private sector annually

1 Agreement to be entered into by June 2012

100% 1 Agreement entered into

1 Agreement to be entered into

100%

100%

100%

100%

Provide additional fire stations at strategic places

Provide fire station in Mhluzi by 2018

Land to be identified by June 2012

0%



Land identified

Item to be approved by Council

Start with Impact studies

Start construction

Manage and minimize veld fires

Enter into agreements with landowners

To sign 30 agreements by June 2012

100%

To sign 30 agreements


31 Agreements signed 103%





81

Years 1- (2012)



Chief Fire off icer & Depurt 2 2 2 0 0Fire Off icers 33 46 43 3 10-3 0 0 0 0 04-6 2 2 2 0 07-9 10 10 9 1 1010-12 10 10 10 0 013-15 15 12 12 0 016-18 0 0 0 0 019-20 3 3 3 0 0

Total 75 85 81 4 5

Year 0 (2013)Employees -FIRE Services

Financial Performance Year 0: Fire Services





1 525 207 1 732 1 743 88%

Expenditure:

Fire fighters 19 510 21 241 21 831 22 619 6%

Other employees 0 0 0 0 0

Repairs and Maintenance 1 743 1 807 1 997 1 763 -2%

Other 7 749 7 838 7 961 7 799 -1%


29 002 30 887 31 790 32 182 4%


27 477 30 680 30 057 30 438 -1%

Capital Expenditure Year 0: Fire Services

Capital Projects


Budget Actual Expenditure


Total Project Value

Total Projects 1 597 1 597 2 969 46% 1 597

Replace Fire Equipment 45 45 41 -11% 45


82

Disaster Management Workstations 15 15 14 -8% 15

4 x 4 Veld Fire Vehicle 900 900 860 -5% 900

Jaws of Life Rescue Set 350 350 280 -25% 350

Skid Units 120 120 109 -10% 120

New Fire Equipment 75 75 72 -4% 75

Floater Pump 40 40 28 -41% 40

Furniture and Equipment 37 37 36 -1% 22

Replace Furniture and Equipment 15 15 15 0% 15

Fire engine 0 0 1 514 100% 1 514 .T 3.21.6


83

COMPONENT H: SPORT AND RECREATION

3.18 SPORT AND RECREATION This component includes: community parks; sports fields; sports halls; stadiums and swimming pools; and camp sites.

INTRODUCTION TO SPORT AND RECREATION

The Physical and Environmental Department provides a wide range of services to the community. This reaches from the administration of sports and recreational facilities to the maintenance of all parks and recreational facilities and resort like Middelburg Dam. The service delivery priorities are to provide and maintain sport facilities, parks, municipal pools, resorts and public open space, seasonal maintenance of sidewalks and all council owned areas like parks etc, administration of applications of pesticides and herbicides and arboriculture. These priorities were met through maintaining all facilities by cutting grass, removal of weeds, planting of trees etc, pruning of trees and selectively applying chemicals. Seasonal employees were appointed and EPWP projects introduced to ensure job creation and a safe environment.

T 3.23

SERVICE STATISTICS FOR SPORT AND RECREATION FACILITIES Rugby 02 Bowls 02 Netball 08 Korfball 06 Tennis 20 Jukskei 36 Hockey 01 Cricket 01 Badminton 03 Squash 03 Wrestling 01 Pigeon clubs 02 Marathon 03 Karate 02 Basketball 05 Aerobics 01 Gymnastics 01 Soccer (grass fields) 10 Soccer fields 26 Volleyball 03 Parks 87

T 3.23.1


84

Sport and Recreation Policy Objectives Taken From IDP Service Objectives Outline

Service Targets

Year -1 Year 0 Year 1 Year 3 Target Actual Target Actual Target


Year *Previous

Year *Current

Year *Current

Year *Current

Year *Following

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

Service Objective xxx

To provide new parks while upgrading existing parks and open areas according to prioritized community needs.

Number of parks and open spaces upgraded or developed.

2 Parks and open spaces developed and 2 existing upgraded

5 Parks Upgraded and 6 Parks developed




2 Parks and open spaces to be developed and 2 existing upgraded



To contribute towards the mitigation of climate change impacts.

Number of trees planted and propagated in the MP313 area.

6000 trees planted and 8000 propagated trees

7336 Planted. 8675 Propagated




5000 trees to be planted and 8000 propagated trees



To provide new sport and recreation facilities while upgrading existing facilities according to prioritized community needs.

Number of sporting facilities developed or upgraded.

2x Basic multipurpose facilities developed in Kwaza and Mafube

2 Multipurpose facilities and 3 Graded soccer fields developed

2x Basic multipurpose facilities developed in Kwaza and Mafube

2x Basic multipurpose facilities developed

2x Basic multipurpose facilities, 2x Graded Soccer fields and Pavilion developed

1x Basic facility to be developed



T 3.16.3


85

Years 1- (2012)



0-3 1 1 1 0 04-6 0 0 0 0 07-9 10 10 9 1 1010-12 8 10 10 0 013-15 4 3 3 0 016-18 29 40 37 3 019-20 79 93 91 2 2

Total 131 157 151 6 4

Employees - Sport and RecreationYear 0 (2013)

Financial Performance Year 0: Sport and Recreation

R'000

Details

Year -1 Year 0

Actual Original Budget

Adjustment Budget


Total Operational Revenue -8904 -4514 -4809 -4445 -2%

Expenditure:

Employees 19016 21527 21143 20456 -5%


Other 15585 21190 20328 9197 -130%Total Operational Expenditure 38754 46333 46323 34247 -35%Net Operational Expenditure 29851 41820 41514 29803 -40% T 3.23.4

Capital Expenditure Year 0: Sport and Recreation R' 000

Capital Projects


Budget Actual

ExpenditureVariance


Total Project Value

Total All 8455 8788 8526 1%

Replace Nasaret sport fence 100 100 98 100

Resurface Tennis Courts 100 149 142 149

Condition Turf surface 150 135 131 135

Refurbish Jukskei Clubhouse 200 200 191 200

Electrical Network Upgrade 60 129 127 129


86

Fence Gates Kees Taljaard 180 180 179 180Upgrading Kees Taljaard Stadium 400 749 697 749

Upgrade Nasaert Sport 600 600 525 600

Reconstruct Korfball Court 0 100 100 100Basic Sport facilities Low income areas 1920 1920 1920 1920

New Playing equipment 50 50 50 50

Replace Playing equipment 50 50 49 50

Beautyfy town entrance 150 150 149 150Develop Park 880 Pullenshope 200 200 199 200Design and Develop Mall Garden 200 200 199 200Develop Parks in Low income areas 1500 1500 1499 1500

Office Furniture 15 15 14 15

Lawn Mowers 60 60 57 60

Brush Cutters and Chainsaws 100 99 99 99

Mini Busses 700 670 669 670

Lawn Mower Tractor 280 235 233 235

Replace Vehicles 600 472 471 472

Replace Tractors 600 600 507 600

Replace Walkbehind Mowers 70 53 53 53

Generators 35 30 29 30

Steam Cleaner 35 42 40 42

Equipment & Tools 100 100 99 100

T 3.23.5

COMMENT ON THE PERFORMANCE OF SPORT AND RECREATION OVERALL: Priority was given to the development of new and maintenance of existing parks, sport facilities and open areas according to the IDP and available allocated budgets.. The targets set in the 5 year IDP schedule will be met provided that the budget allocations are approved and suitable council land are available for future developments. Current variances on budgets are caused by savings or vat not claimed back from SARS.

STEVE TSHWETE MUNICIPALITY | CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE 87

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

INTRODUCTION In order to ensure that the organisation’s effectiveness is increased, the Municipality annually conduct personal need analysis, and make the necessary provision in the Municipal Budget. Since the existence of the human resources is not only sufficient towards effectiveness and efficiency of the organization, the Municipality annually develops Workplace Skills Plan after conducting the training needs analysis and provide the necessary training depending on the available financial resources. Training also assists in adapting to environmental changes. The employees are also provided with all the necessary tools including, but not limited to, ICT tools, furniture, machinery etc. Necessary policies, systems, procedures and mechanisms are put in place to ensure organizational development. These include, but also not limited to, Recruitment, selection, training, discipline, retention of staff. The development of employees assist them to function as human beings, to develop to their full potential, assist to create an environment to find exciting and challenging work, increase the effectiveness of the organization in terms of its goals. Changes in business process and changing environment requires the organization to review its organizational structure, hence Council, per C34/10/2012 read with resolution M45/11/12 resolved to review its organistional structure.

STEVE TSHWETE MUNICIPALITY | (PERFORMANCE REPORT PART II) 88

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL

4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES Page 134

Year - 1 2011/2012Number of employees Approved postes Number of employees Number of vacancies Vacancies %

Water (Water General) 63 63 61 2 3

Waste water (Sanitation and Public Toilets) 122 123 121 2 2Electricity 74 80 74 6 8Waste Management 221 242 240 2 1Housing (Housing and Security) 23 24 22 2 8Roads (Roads Transport, Licensing and Taxi Terminals buildings) 133 143 134 9 6Transport 0 0 0 0 0Planning (IDP, Town Planning Services) 17 21 20 1 5Local Economic Development 1 1 1 0 0

Planning (Strategic & Regulatory) [Office of the Municipal Manager, Deputy Municipal Manager, Exec Director Public Services, Exec Director Infrastructure Services, Exec Director Corporate Services, Exec Director Financial Services Internal Audit and PMS] 13 17 15 2 12Community and Sosial services (Gender and sosoial Development, Library, Youth Development, Events and Facility management, Cemetary and Adge Care) 66 80 77 3 4

Environmental Protection (Pollution control, Biodiversity and landscape, Evironmental health) 6 6 4 2 33

Health 69 74 69 5 7

Security and Safety (Traffic, Emergency Services and Street Lights) 161 183 177 6 3

Sport and Recreation 131 154 149 5 3

Year - 0 2012/2013Department Description

Employees


Page 135

DesignationTotal Approved posits Vacancies Vacancies %

Municipal Manager 1 0 0CFO 1 0 0Other Section 57 Managers (Excluding Finance) 3 0 0Other Section 57 Managers (Finance) 1 0 0Police Officers None None NoneFire Fighters 20 0 0Senior Management levels 13-15 (Excl Finance) {1-3} 25 7 28Senior Management levels 13-15 ( Finance) {1-3} 4 3 75Highly Skilled Supervision: Levels 9-12 (excl Finance) {4-6} 48 4 8Highly Skilled Supervision: Levels 9-12 ( Finance) {4-6} 16 3 19

Details

Total of appointments as of the beginning of the financial year

Terminations during the Financial year

Turn Over Rate %

Year - 2 (2010/2011) 83 95 7.5Year - 1 (2011/2012) 114 62 4.9

Vacancy Rate: Year 0 (2011/2012)

Turn Over Rate

COMMENT ON VACANCIES AND TURNOVER: All vacancies are being advertised in the press according to policies in this regard. All Senior Management positions are being occupied; acting appointments could be made where there were vacancies. Internal staff can apply for promotional positions and are qualified, skilled and experienced. Internal promotions were done where our internal candidates are found to be more capable. The Employment Equity plan is always taken into consideration with appointments. Depending on scarcity of skills in the labour market, the filling of positions varies depending on what qualification and experience is required. The target is to fill a vacancy within a time span of three months. The reason for turnover is mainly as result of resignations, retirement, death, and dismissals. Employees mainly resign as result of career advancement. We have an active Employee Assistance Programme in place and also had staff wellness events during the year. There is also a long service recognition award system in place which was implemented in terms of the conditions of service and internal policies. Retention measures such as scarcity allowances have been introduced and are implemented. However, due to other institution offering more benefits than we can afford, it is not always possible to retain scarce and critically skilled employees.

T 4.1.4


COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE

INTRODUCTION TO MUNICIPAL WORKFORCE MANAGEMENT Note: MSA 2000 S67 requires municipalities to develop and adopt appropriate systems and procedures to ensure fair; efficient; effective; and transparent personnel administration in accordance with the Employment Equity Act 1998. An employment Equity Plan has been developed and implemented and annually reviewed. Annual reports are being sent to the Department of Labour annually as required by law at the end of September. A variety of policies were developed and implemented as indicated in par. 4.2 below.

T 4.2.0

4.2 POLICIES

HR POLICES AND PLANS NAME OF POLICY COMPLETED

% REVIEWED

% DATE ADOPTED BY

COUNCIL ort comment on failure to do

1. Affirmative Action S51/06/2001 2 Attraction and Retention M08/07/2010 3 Code of Conduct for Employees C01/02/2010 4 Delegation, Authorization & Responsibility 01/01/2012 5 Disciplinary Code and procedures M28/08/2010 6 Essential Services LRA GN R1216

GG18276 of 12 Sept. 1997 7 Employee Assistance / Wellness April 2006

M18/04/2006 8 Employment Equity Plan May 2009/2013 M34/5/2009 9 Exit Management (Part of Retention

Policy) M08/07/2010

10 Grievance Procedures May 2007 MCA 01/05/2007

11 HIV/AIDS Policy March 2010 M06/03/2010

12 Human Resource and Development May 2012 M44/05/2012

13 Information Technology 07/08/2009 14 Job Evaluation SM 06/12/2012 15 Leave (According to Conditions of

Service) C13/05/2012

M10/07/2013 16 Occupational Health and Safety May 2010

M12/04/2010 17 Official Housing M17/05/2008 18 Official Journeys S27/08/2000 19 Official Transport to attend Funeral M19/11/2011


20 Official Working Hours and overtime 01/05/2007 21 Organizational Rights 01/05/2007 22 Pay roll Deductions Main collective Agreement

BCEA 23 Performance Management and

Development August 2010

M08/08/2010 24 Recruitment, Selection and Appointment M07/07/2010 25 Remuneration, scales and allowances MCA 05/08/2012 26 Resettlement M07/07/2010 27 Sexual Harassment M64/08/2006 28 Skills Development Act 97 of 1998 29 Smoking Policy September 2001

S31/09/2001 30 Special Skills M21/11/2006 31 Work Organization C34/09/2012 32 Uniforms & Protective Clothing 22/04/2010 33 Other Policies/procedures 33.1 Absence from work without leave (Only

procedures) May 2004

33.2 Accident and Incident reporting procedure M04/11/2012 33.3 Acting Allowance Policy (Only draft) None 33.4 Bereavement Policy M19/11/2011 33.5 Bursary By-Laws C23/03/2011 33.6 Cellular phones M25/12/2010 33.7 Clocking Systems Policy M07/05/2012 33.8 Conditions of Service C63/11/2013 33.9 Education, Training an Development M14/11/2009 33.10 Fraud Prevention Policy C01/02/2010

C17/03/2011 33.11 Performance Appraisal M08/08/2010 33.12 Private Work Policy M30/05/2002 33.13 Retention & Succession M08/07/2010

M59/07/2010

COMMENT ON WORKFORCE POLICY DEVELOPMENT: Comment on progress made during the year and plans for completing this work. Workplace policies are developed and reviewed as an when necessary in consultation with labour as prescribed by the relevant labour legislations and signed collective agreements

T 4.2.1.1


4.3 INJURIES, SICKNESS AND SUSPENSIONS

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 60 5 8% 12 60

Temporary total disablement Permanent disablement

Fatal

Total 60 5 8% 12 60

T 4.3.1

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 14-20)) 3898 16,5% 310 671 5,8 5276268

Skilled (Levels 11 - 13)) 2336 9,5% 158 235 9,9 73360 Highly skilled production (levels 8 - 10)

2265 12,5% 151 243 9,32 21096

Highly skilled supervision (levels 4 - 7) 987 27,4% 73 107 9,20 82341

Senior management (Levels 1 - 3) 216 30% 20 41 5,26 54672

MM and S57 46 25% 4 6 7,7 22557

Total 9748 28% 716 1303 7,9 5530294

* - Number of employees in post at the beginning of the year

T 4.3.2 *Average is calculated by taking sick leave in colunm 2 divided by total employees in colunm 5


T 4.3.3

COMMENT ON INJURY AND SICK LEAVE:

Special sick leave is taken in the case of injury on duty. An Occupational Health and Safety Policy had been introduced and displayed on the notice boards. All departments are compelled to follow this policy. Regular OHS inspections and safety audits are done during the year to ascertain health and safety risks. Departments were advised in terms of its safety risks. OHS related training was done on a regular basis (e.g. first aid, safety representative etc.). Accidents and injuries on duty were investigated in terms of relevant legislation. Sick leave was monitored by Heads of Departments and proper record was kept of all leave and sick leave taken. Where necessary, officials may be sent to a Council appointed medical practitioners for clarity in cases of extended sick leave.

T 4.3.4

Number and Period of Suspensions Position Nature of Alleged

Misconduct Date of

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

Date Finalised

Admin Officer Insubordination 08-Feb-13 Formal enquiry which led to dismissal 11-Sep-13

T 4.3.5 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 finalized

Cashier Negligence ‐ R2 218,00 Final Written Warning 11/07/2012

5.80

9.909.32 9.20

5.26

7.70

0.00

2.00

4.00

6.00

8.00

10.00

12.00

Lower skilled (Levels 1-2)

Skilled (Levels 3-5)

Highly skilled production (levels 6-8)

Highly skilled supervision (levels 9-12)

Senior management (Levels 13-15)

MM and S57

Average Number of Days Sick Leave (excluding IOD)


Cashier Gross negligence R28 651,00 Dismissed 19/9/2012

Officer – Fire dept

Negligence ‐ R356 985,58 Final Written Warning 30/03/2013

Machine Operator

Negligence – R6 697,50 Final Written Warning 17/4/2013

T4.3.6

COMMENT ON SUSPENSIONS AND CASES OF FINANCIAL MISCONDUCT: There was one suspension longer than 4 months as result of insubordination.

T 4.3.7

4.4 PERFORMANCE REWARDS

Performance Rewards By Gender Designations Beneficiary profile

Gender Total number of employees

in group

Number of beneficiaries

Expenditure on rewards Year 1

Proportion of beneficiaries within

group

R' 000 %

Lower skilled (Levels 1-2) Female

Male Skilled (Levels 3-5) Female

Male Highly skilled production (levels 6-8)

Female

Male Highly skilled supervision (levels 9-12)

Female

Male Senior management (Levels 13-15) Female 8

Male 3 MM and S57 Female

Male

Total 11 Has the statutory municipal calculator been used as part of the evaluation process ? Yes/No T 4.4.1

COMMENT ON PERFORMANCE REWARDS: Performance management system is applied to Municipal Manager and section 57 Executive Directors who report to the Municipal Manager. Assessments were done and bonuses paid to all managers who were assessed. -Comment as appropriate.T 4.4.1.1


COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE

INTRODUCTION TO WORKFORCE CAPACITY DEVELOPMENT Note: MSA 2000 S68 (1) requires municipalities to develop their human resource capacity to a level that enables them to perform their functions and exercise their powers in an economical, effective, efficient and accountable way. Discuss the way ahead and the improvements made and the challenges faced for capacity development in your municipality. The Municipality affords the employees an opportunity to study by providing bursaries. Annually the skills gap analysis is conducted, workplace skills plan developed, and training provided in terms thereof. Employees are also continuously sent to workshops, seminars etc. to improve their capacity.

T 4.5.0


4.5 SKILLS DEVELOPMENT AND TRAINING

Skills Matrix

Management

level

Gender Employees

in pot as at

30 June

Year 0

Number of skills 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 2 05 5 Male 3 44 44

Councillors, senior officials and managers

Female 35 15 15 22 1 63 0 16 78 Male 59 29 14 36 02 483 36 31 497

Technicians and associate professionals*

Female 54 06 06 19 29 17 129 164 Male 209 05 05 102 07 25 549 25 107 561

Professions Female 18 27 48 36 41 68 48 36 Male 37 23 141 26 49 0 141

Sub Total Female 100 42 06 183 225 0 6 Male 308 70 124 101 171 0 124

Total 11 11 162 213 272 451 3 1273 574 202 1662 *Registered with professional Associate Body e.g. CA(SA)


Financial Competency Development : progress Report *

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

b. Total number of officials employed by municipal entities (Regulation 1494)(a) and (c)

Consolidated : Total of A and B

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

Consolidated : Total number of officials who performance c agreements, comply with Regulation 16(regulation 14(4)(f))

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

Financial Offi8cles

1 1 2

Accounting Officer

4 4 8

Chief financial Officer

6 6 12

Senior managers 18 18 18 Any other financial officials

5 5 5

Supply Chain Management Officials

Head of Supply chain units

1 1

Supply Chain management – Senior Managers

1 1

TOTAL 36 36 45

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 3 82500 82500

Male 2 Legislators, senior

officials and managers

Female 34 73000 73000

Male 63 90000 90000 Professionals Female 12 148650 51750 200400


Male 31 71600 36174 107774 Technicians and

associate professionals

Female 6 21000 21000

Male 16 38500 38500 Clerks Female 200 198951 198951

Male 142 129001 129001 Service and sales

workers Female 25 55140 55140

Male 2 121063 121063 Plant and machine

operators and assemblers

Female 10

Male 116 Elementary occupations

Female 153 812498 812498

Male 432 115068 115068 Sub total Female 443 155500 148650

Male 804 90000 71600

Total 1247 0 245500 220250 0 0 0 30 245500

COMMENT ON SKILLS DEVELOPMENT AND RELATED EXPENDITURE AND ON THE FINANCIAL COMPETENCY REGULATIONS:

The employees are trained as per WSP adopted by the employers and labour. These budget allocated is never sufficient to assist with all the training needs and the allocation is always at ± 0,45% of the personnel budget all the Senior Managers are trained to be compliant with the MFMA competency regulations

T 4.5.4


COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE

INTRODUCTION TO WORKFORCE EXPENDITURE All the expenditure incurred should be in line with the approved budget. When the staff establishment is approved, provision is made of the funded posts which can be filled and the time frames in respect thereof. No unfunded posts is filled. The Municipality ensures that it recruits employees that are capable of effectively rendering the service towards achieving strategic goals. The skills gap analysis is conducted through skills audit and the employees are sent for relevant necessary training.

T 4.6.0

4.6 EMPLOYEE EXPENDITURE

Source: MBRR SA22 T 4.6.1

COMMENT ON WORKFORCE EXPENDITURE: SDBIP’s were developed and implemented for the operational as well as the Capital budgets. The Steve Tshwete Local Municipality recruited and appointed qualified experienced, and skilled staff within the organisation and provided continuous training in terms of the Workplace skills plan and the bursary scheme.

T 4.6.1.1

19,000

20,000

21,000

22,000

23,000

24,000

25,000

26,000

Year -3 Year -2 Year -1 Year 0

Workforce Expenditure Trends (R' 000)


There was no job evaluation exercise done yet although the process is being facilitated COMMENT ON UPGRADED POSTS AND THOSE THAT ARE AT VARIANCE WITH NORMAL PRACTICE:

4.6.2 In terms of the policy of Council, no occupied post can be upgraded and therefore no employees

had salaries increased due to the positions being upgraded. 4.6.3 The job evaluation process has not been completed yet and the employees are paid in terms of

the Industrial Council determination. As soon as the job evaluation process has been finalised, the results thereof will be considered for finalisation.

4.6.4 No employees are appointed to posts not approved and no employees are appointed to

unfunded positions. T 4.6.5

DISCLOSURES OF FINANCIAL INTERESTS Refer to disclosures made by officials and councillors concerning their financial interests as required by PM Regulations 805 of 2006 are set out in Appendix J. Make other comments as appropriate.

T 4.6.6

STEVE TSHWETE MUNICIPALITY | CHAPTER 5 – FINANCIAL PERFORMANCE 101

CHAPTER 5 – FINANCIAL PERFORMANCE

INTRODUCTION Chapter 5 contains information regarding financial performance and highlights specific accomplishments. The chapter comprises of three components: Component A: Statement of Financial Performance Component B: Spending Against Capital Budget

Component C: Cash Flow Management and Investment Component D: Other Financial Matters The overall operating results achieved for the past financial year closed off with a surplus of R34,1-million compared to a budgeted surplus of R 1,2-million. Operating revenue for the year is R1 083,1-billion (2012: R983,4-million) which reflects an increase of 10,1%. The operating expenditure for the year is R1 048,9-billion (2012: R913,6-million) which reflects an increase of 14,8%. The total capital expenditure capitalized for the year in respect of property, plant and equipment amounted to R228,2-million which is slightly less than the previous financial year of R232,8 million. Cash and short term investments increased by 7,4% to R348-million (2012: R324-million) with a cash balance of R57,4-million on past financial year end.

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE

INTRODUCTION TO FINANCIAL PERFORMANCE Note: Statements of Revenue Collection Performance by vote and by source are included at Appendix K.

Operating revenue excluding capital grants and subsidies for the year is R1 005,2-billion (2012: R903,3-million) which reflects an increase of 11,3%. Included in the above figure are operating government grants to the amount of R49,8-million which constitute 4,7% of total revenue. Service charges jointly comprise 55% of total revenue and increase with R69,4-million from 2012 to R555,2-million which is R4-million more than the adjusted budget (R551,2m). Electricity remains the largest source of income and contributes 39% to municipal revenue. Property rates constitute 22% of revenue and increase with 16% from the previous financial year. Interest received has decreased slightly from R21,6-million to R20,8-million which can mainly be attributed to lesser funds invested and low interest rates.


On other own revenue R29, 5-million more realized than the adjusted budget which is mainly for the sale of land and additional main service contributions received. The operating expenditure for the year is R1 048, 9-million (2012: R913,6-million) which reflects an increase of 14,8% from the previous financial year. The main expenditures are employee related costs at 14, 6%, debt impairment at 29,4% and bulk purchases at 15,2%. Repair and maintenance increased by 8, 9% to R51,4-million (2012: R47,2-million) and comprises 5% of total operating expenditure. Grant and subsidies paid increased with 13,2% from R44-million to R49,9-million due as a result of additional free basic services which were provided to indigent households. Capital expenditure for the year amount R228, 2-million which include capital grants of R50, 5-million and donated PPE to the amount of R27,3-million. Donated PPE projects were not included in the capital budget because these projects were constructed by the Nkangala District Municipality and Public Organizations. Should the value of these projects be taken into consideration, 69% of the capital budget was spend which is an improvement of 14% compared to the previous year of 54, 9%.


5.1 STATEMENTS OF FINANCIAL PERFORMANCE

Description

Original Budget

Budget Adjustments (i.t.o. s28 and s31 of the MFMA)

Final Budget

Actual Outcome

Unauthorised expenditure

Variance Actual Outcome as % of

Final Budget

Actual Outcome as % of Original Budget

Restated Audited

Outcome

1 2 6 7 8 9 10 11 12

Financial PerformanceProperty rates 227 419 2 921 230 341 230 304 (37) 99.98 101.27 198 444 Service charges 540 885 10 307 551 192 555 195 4 003 100.73 102.65 485 778 Investment revenue 26 300 (4 600) 21 700 20 894 (806) 96.29 79.45 21 607 Transfers recognised - operational 93 020 890 93 910 91 380 (2 530) 97.31 98.24 81 607 Other ow n revenue 79 478 (1 418) 78 060 107 464 29 404 137.67 135.21 115 891

Total Revenue (excluding capital transfers and contributions) 967 102 8 100 975 202 1 005 236 30 034 103.08 103.94 903 326

Employee costs 292 699 (1 302) 291 397 289 071 (2 326) 99.20 98.76 252 328 Remuneration of councillors 15 819 (316) 15 503 15 502 (1) 99.99 98.00 14 613 Debt impairment 5 195 – 5 195 6 209 1 014 119.52 119.52 4 797 Depreciation & asset impairment 177 646 – 177 646 152 322 (25 324) 85.74 85.74 159 591 Finance charges 26 960 (4 696) 22 265 12 170 (10 095) 54.66 45.14 14 585 Materials and bulk purchases 289 983 6 175 296 158 288 735 (7 423) 97.49 99.57 250 574 Transfers and grants 50 870 89 50 959 49 878 (1 081) 97.88 98.05 44 029 Other expenditure 179 367 15 290 194 657 235 038 40 381 120.74 131.04 173 088

Total Expenditure 1 038 540 15 241 1 053 781 1 048 926 (4 855) 99.54 101.00 913 604 Surplus/(Deficit) (71 438) (7 141) (78 579) (43 690) 34 889 55.60 61.16 (10 278)

Transfers recognised - capital 49 196 5 863 55 059 50 560 (4 500) 91.83 102.77 42 166 Contributions recognised - capital & contributed ass 23 420 1 514 24 934 27 295 2 362 109.47 116.55 37 936

Surplus/(Deficit) for the year 1 178 237 1 414 34 165 32 751 2415.43 2900.89 69 824

Capital expenditure & funds sourcesCapital expenditure 195 689 97 045 293 084 228 232 (64 852) 77.87 116.63 232 872

Transfers recognised - capital 49 196 5 863 55 059 76 958 21 898 139.77 156.43 43 875 Public contributions & donations – – – 8 8 36 312 Borrow ing 60 970 62 920 123 890 73 249 (50 641) 59.12 120.14 73 136 Internally generated funds 85 523 28 262 114 135 78 017 (36 118) 68.36 91.22 79 549

Total sources of capital funds 195 689 97 045 293 084 228 232 (64 852) 77.87 116.63 232 872

Cash flows

Net cash from (used) operating 160 599 (130 930) 29 669 244 367 214 698 823.65 152.16 246 621

Net cash from (used) investing (225 209) 82 955 (142 254) (245 678) (103 424) 172.70 109.09 (234 573)

Net cash from (used) f inancing 65 614 40 796 106 410 268 (106 142) 0.25 0.41 (12 979)

Cash/cash equivalents at the year end 51 578 4 352 49 396 57 396 8 000 116.20 111.28 58 440

Year 2012/2013Year

2011/2012

T 5.1.1


5.2 GRANTS

Description

2012 2013 2013 Variance

Actual R’000

Budget R’000

Adjusted Budget R’000

Actual R’000

Original Budget

(%)

AdjustedBudget

(%)

Operating Transfers and Grants

National Government: 79 097 90 620 90 310 88 962 1.9% 1.5%

Equitable share 77 312 85 818 85 818 85 818 0.0% 0.0% Municipal Systems Improvement 199 800 800 458 74.6% 74.6%

Finance Management grant 452 1 500 1 500 863 73.8% 73.8% Other transfers and grants - MIG (PMU) 1 134 1 502 1 192 1 074 39.9% 11.0%

Year -1

ActualOriginal Budget

Adjustments Budget

ActualOriginal Budget

Adjustments Budget

Operating Cost

Water 26,485 23,572 28,075 23,042 -2.30% -21.84%

Waste Water (Sanitation) 8,541 8,285 9,054 8,456 2.02% -7.07%

Electricity 12,355 10,254 12,478 13,219 22.43% 5.61%

Waste Management 14,232 13,235 13,662 12,097 -9.41% -12.94%

Housing 6,542 5,496 5,954 6,346 13.40% 6.19%

Component A: sub-total 68,155 60,842 69,222 63,161 3.67% -9.60%

Waste Water (Stormwater Drainage) 5,643 5,530 5,925 5,304 -4.26% -11.70%

Roads 5,643 5,530 5,925 5,304 -4.26% -11.70%

Transport 5,322 4,470 5,747 4,630 3.45% -24.14%

Component B: sub-total 16,607 8,455 8,624 9,554 11.50% 9.73%

Planning 1,254 1,003 1,191 1,354 25.93% 12.04%

Local Economic Development 2,516 2,063 2,264 2,340 11.83% 3.23%

Component B: sub-total 3,769 3,066 3,455 3,693 17.00% 6.46%

Planning (Strategic & Regulatary) 12,546 10,413 11,793 11,542 9.78% -2.17%

Local Economic Development 2,355 2,190 2,425 2,402 8.82% -0.98%

Component C: sub-total 14,900 12,603 14,218 13,944 9.62% -1.97%

Community & Social Services 4,565 3,698 4,337 4,291 13.83% -1.06%

Enviromental Proctection 5,649 4,971 6,157 4,971 0.00% -23.86%

Health 5,649 4,971 6,157 4,971 0.00% -23.86%

Security and Safety 5,649 4,971 6,157 4,971 0.00% -23.86%

Sport and Recreation 5,649 4,971 6,157 4,971 0.00% -23.86%

Corporate Policy Offices and Other 5,649 4,971 6,157 4,971 0.00% -23.86%

Component D: sub-total 32,808 28,552 35,122 29,145 2.04% -20.51%

Total Expenditure 136,240 113,518 130,642 119,497 5.00% -9.33%

T 5.1.2

In this table operational income is offset agaist operational expenditure leaving a net operational expenditure total for each service as shown in the individual net service expenditure tables in chapter 3. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

Year 0 Year 0 Variance

Financial Performance of Operational ServicesR '000

Description


EPWP – 1 000 1 000 749 33.5% 33.5%

Provincial Government: 2 510 2 400 3 600 2 418 -0.8% 48.9%

Health subsidy 2 510 2 400 2 400 2 400 0.0% 0.0% Municipal Accredited Capacity Enhancement – 1 200 18 -100.0% 6512.8%

Total Operating Transfers and Grants

81 607

93 020

93 910

91 380

1.8% 2.8%

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.

Conditional Grants: excluding MIG

R'000 %

Details

2013 2013 2013 2013 Variance

Purpose of Grant Budget

AdjustedBudget

Actual Budget Adjusted Budget

Neighbourhood Development Partnership Grant (NDPG)

10 000 15 686 12 537 20.2% -25.1%

This grant is to provide for uplift townships and new residential neighbourhoods that include the construction or upgrading of community facilities, and where appropriate, to attract private sector funding and input.

Equitable Share 85 818 85 818 85 818 0.0% 0.0%

This grant is an unconditionally grant and is partially utilised for the provision of free basic services. Registered indigents receive a rebate of 100% on assessment rates and a monthly subsidy of +/-R267 (2012:R209) on the cost of other services.

Finance Management Grant (FMG)

1 500 1 500 863 -73.8% -73.8%

This grant is used to promote and support reforms to municipal financial management and to fund the internship programme.

Municipal System Improvement Grant (MSIG)

800 800 751 -6.6% -6.6%

This grant is used to build in-house capacity and to stabilise institutional and governance systems as well as to implement and support ward committee system.

Intergrated National Electricity Programme (INEP)

2 500 398 398 -528.8% -0.1%

This grant is used to address the electrification backlog of residential dwellings in low income areas.


Expended Public Works Programme Incentive Grants (EPWP)

1 646 1 646 1 561 -5.4% -5.4%

The expanded public works programme is a special performance-based incentive to create job opportunities to previously unemployed people.

Municipal Accreditation capacity Enhancement Funding

– 2 000 197

-917.2%

The programme is to assist with enhancing the capacity to deal with the delegated accreditation functions.

Total 102 264 107 848 102 124 -0.1% -5.6%

* This excluding Municipal Infrastructure Grant (MIG) which is dealt with in the main report. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

COMMENT ON CONDITIONAL GRANTS (EXCLUDING MIG) The following major projects were implemented:

COMMENT ON OPERATING TRANSFERS AND GRANTS: The equitable share is an unconditional grant and the full gazetted amount was received. An amount of R300 000 (Surveillance camera’s pay points) was requested to rolled over and will be finalized in the 2013/2014 financial year. The balance of the funding was utilised to finalize level 2 of the disaster management plan at a cost of R150 000 and software for a water and waste management system (Blue/Green drop) for the amount of R300 000. The Finance Management Grant was utilised for the intern programme and for consultants to assist with the implementation of the new GRAP standards and compilation of asset register. The amount of R700 000 was requested to be rolled over to 2013/2014 financial year for further assistance with the preparation of financial statements. The MIG (PMU) is the portion of the funding allocated for the PMU cost. The budget of the PMU was adjusted to ensure optimal use of MIG funding. The EPWP incentive grant is utilised for job creation projects. During the year R749 000 was spend to employee temporary workers for street cleansing and cleaning of overgrown main streets. The Health subsidy was not transferred to the municipality and a debtor was raised according to the gazette amount.

Grant Description Location Amount

EPWP Paving and Kerbs Emerald, Jeppe, Topaz str R 303 860Fourie, Lukhele R 237 680Meyer str Bridge R 85 490

NDPG Construction of Multi-Purpose Buildings Adelaide Thambo Community Hall

R 12 536 710

INEP Electricity Connection Rockdale Phase 2 R 397 590MSIG Financial Server Civic Centre R 72 050


5.3 ASSETS MANAGEMENT

INTRODUCTION TO ASSET MANAGEMENT

Overview of Asset Management

The Asset Management policy is developed to comply with all relevant legislative requirements and complies with the standards specified by the Accounting Standards Board. Asset management within the municipality is overseen by the Executive Director Financial Services.

Financial Asset Register

The chief financial officer established and maintained an asset register containing key financial data on each item of property, plant or equipment that satisfies the criterion for recognition.

Organizing Asset Management, Staff involved and delegations

The Chief Financial Officer is responsible to the Municipal Manager to ensure that the financial investment in the municipality’s assets is safeguarded and maintained.

The Asset Manager must ensure that appropriate physical management and control systems are established and maintained for all assets in their area of responsibility and that the municipal resources assigned to them are utilized effectively, efficiently, economically and transparently;

The Asset Champion must assist the asset manager in performing his/her functions and duties in terms of asset management.

Capital Expenditure - New Assets Programme*

R '000

Description 2012 2013 Planned Capital expenditure


Adjusted Budget

Actual Expenditure

2014 2015 2016

Capital expenditure by Asset Class Infrastructure Total 72 738 96 216 121 415 121 380 103 176 141 702 152 040

Infrastructure - Road transport

42 062 58 256 64 782 68 250 55 139 54 152 52 757

Roads, Pavements & Bridges

31 474 44 008 49 584 53 691 48 189 43 952 42 357

Storm water 10 588 14 248 15 198 14 559 6 950 10 200 10 400

Infrastructure - Electricity 24 178 23 325 27 870 17 372 24 340 55 738 73 803

Transmission & Reticulation 23 546 21 080 4 681 15 080 21 570 50 788 67 153

Street Lighting 632 2 245 3 188 2 292 2 770 4 950 6 650

Infrastructure – Water 3 402 5 650 14 989 13 468 12 555 17 570 15 296


Dams & Reservoirs 6 000 6 000

Water purification 343 7 507 91 5 000

Reticulation 3 059 5 650 7 482 13 377 7 555 11 570 9 296

Infrastructure - Sanitation 1 489 6 785 9 474 21 406 7 242 10 492 8 683

Reticulation 1 489 6 785 9 474 2 171 7 242 10 492 7 883

Sewerage purification 19 235 800

Infrastructure – Other 1 607 2 200 4 300 885 3 900 3 750 1 500

Waste Management 859 700 700 120 1 690 1 950

Transportation 30 280 300

Other 718 1500 3 600 765 1 930 1 500 1 500

Community Total 33 825 7 640 16 432 15 774 13 040 13 684 18 565

Parks & gardens 2 875 1 700 1 700 1 848 3 200 2 960 3 280

Sportsfields & stadia 4 721 1 920 2 218 2 460 1 500 1 500

Swimming pools

Community halls 23 594 2 500 10 985 9 874 4 430 6 454 10 000

Libraries 300

Recreational facilities 53 500

Fire, safety & emergency

Security and policing 70 120 120 119 3 410 370 585

Clinics 77

Cemeteries 2 513 1 400 1 400 1 396 2 000 2 400 2 400

Table continued next page

Capital Expenditure - New Assets Programme*

R '000



Adjusted Budget

Actual Expenditure

2014 2015 2016

Other assets Total 14 215 26 897 44 538 39 176 96 085 13 410 11 703

General vehicles 879 2 920 4 015 2 178 3 190 1 300 1 700

Specialised vehicles 2 600 2 940 2 010 1 100

Plant & equipment 5 430 1 843 4 290 8 459 8 326 9 273 7 018 Computers - hardware/equipment

1 286 1 291 1 675 780 780 773 966

Furniture and other office equipment

578 743 887 1 046 629 563 519

Civic Land and Buildings 2 215 7 500 12 032 9 585 1 760 1 500 400

Other Buildings 2 109 10 000 14 593 11 887 11 000

Other Land 1 717 4 107 3 230 70 400

Intangibles Total 747 665 590 670 950 115 615 Computers - software &

programming 747 665 590 670 950 115 615

Other Total Capital Expenditure on new assets

121 526 131 418 182 965 177 000 213 251 168 911 182 923



Refuse 2 600 2 940 1 150 1 100

Fire 861

* Note: Information for this table may be sourced from MBRR (2009: Table SA34a)

Capital Expenditure - Upgrade/Renewal Programme*

R'000



Adjustment Budget

Actual Expenditure

2014 2015 2016

Capital expenditure by Asset Class

Infrastructure Total 86 024 44 032 84 733 38 242 31 328 75 435 88 350 Infrastructure - Road transport 29 332 14 255 19 332 13 797 15 690 19 730 17 010

Roads, Pavements & Bridges 26 838 13 755 17 904 12 400 14 290 17 130 14 210

Storm water 2 494 500 1 428 1 397 1 400 2 600 2 800

Infrastructure - Electricity 15 701 6 240 10 563 9 103 8 870 23 200 18 320

Transmission & Reticulation 14 502 5 340 9 806 8 446 8 670 22 100 17 220

Street Lighting 1 199 900 757 657 200 1 100 1 100

Infrastructure - Water 1 999 2 445 2 950 9 758 2 478 5 725 14 190

Dams & Reservoirs

Water purification 19 295 465 177 298 230 305

Reticulation 1 980 2 150 2 485 9 580 2 180 5 495 13 885

Capital Expenditure - Upgrade/Renewal Programme*

R'000



Adjustment Budget

Actual Expenditure

2014 2015 2016

Infrastructure - Sanitation 36 718 21 092 51 888 5 538 4 290 26 780 38 830

Reticulation 22 313 902 1 608 5 420 1 080 1 130 1 135

Sewerage purification 14 404 20 190 50 280 118 3 210 25 650 37 695

Infrastructure - Other 2 275 46

Waste Management

Transportation

Other 2 275 46

Community Total 4 786 5 040 8 276 3 674 7 525 6 245 6 135

Parks & gardens 225 350 350 200 400 200 700

Sportsfields & stadia 2 283 1 050 1 184 848 950 950 1 360

Swimming pools 800

Community halls 560 561 289 1 300

Libraries 199 400

Recreational facilities 524 400 750 697 475 675 75

Fire, safety & emergency

Security and policing 653 2 680 5 350 1 640 3 600 4 420 3 600

Clinics 903 81


Cemeteries

Other Assets Total 20 165 15 199 16 477 9 233 17 372 19 014 25 152

General vehicles 2 384 2 820 3 262 2 644 5 613 5 778 4 316


Plant & equipment 10 816 8 911 8 605 2 247 7 614 7 350 9 178 Computers - hardware/equipment 4 904 1 330 2 469 2 507 1 815 1 590 4 559 Furniture and other office equipment 344 473 377 115 305 392 304

Civic Land and Buildings 689 1 215 865 205 1 275 3 655 3 125

Other Buildings 300 250

Other Land 320 Intangibles Total 173 82 120

Computers - software & programming 173 283 82 120

Other

Total Capital Expenditure on renewal of existing assets 111 148 64 271 109 769 51 231 56 225 100 814 119 637


Refuse

Fire 708 450 900 1 514 450 3 670 * Note: Information for this table may be sourced from MBRR (2009: Table SA34b)

5.4 CAPITAL PROGRAMME BY PROJECT: 2013

See Appendix I

5.5 MAINTENANCE OF ASSETS

COMMENT ON REPAIR AND MAINTENANCE EXPENDITURE: The aging infrastructure of the municipality in actual fact requires that larger amount should be made available for the maintenance and replacement of especially water pipes in the Mhluzi area, however the pressure placed on budget provision for the extension of infrastructure to cater for new developments limits the availability of funds for maintenance purposes. The intention is to substantial increase maintenance expenditure in future budgets.

T 5.3.4.1

Original Budget Adjustment Budget Actual Budget variance

Repairs and Maintenance Expenditure 125 129 128 -2%

T 5.3.4

Repair and Maintenance Expenditure: Year 0

R' 000


5.6 FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS

3.5

2.22.0 1.9

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

2010 2011 2012 2013

Liquidity Ratio

Liquidity Ratio – Measures the municipality’s ability to pay its short term liabilities and is calculated by dividing the monetary assets (due within one year ) by the municipality’s current liabilities. A higher ratio is better. The norm range between 1.5 and 2:1.

12.7

6.85.9 5.4

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

2010 2011 2012 2013

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. The norm is between 1 to 3 months. (Data used from MBRR SA8)


12.0%10.8%

10.3%9.7%

0%

2%

4%

6%

8%

10%

12%

14%

2010 2011 2012 2013

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.

11.3

17.3

25.0

36.0

0

5

10

15

20

25

30

35

40

2010 2011 2012 2013

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


5.9%

4.9%

3.6%

2.4%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

2010 2011 2012 2013

Capital Charges to Operating Expenditure

Capital Charges to Operating Expenditure

Capital Charges to Operating Expenditure ratio is calculated by dividing the sum of capital interest and principle paid by the total operating expenditure. The ratio indicates the cost required to service borrowing. The norm is between 6% to 8%.

29.2%

30.2%

27.9%

28.8%

26.5%

27.0%

27.5%

28.0%

28.5%

29.0%

29.5%

30.0%

30.5%

2010 2011 2012 2013

Employee Costs

Employee …

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. Norm 25% to 40%.


COMMENT ON FINANCIAL RATIOS: Considering the above the municipality financial health is sound as most of the ratios are within the norms. The proper monitoring of these ratios serves as an early warning mechanism which will support decision makers. Although still within the norms, there are a slight decline in the liquidity ratio over the last three years from 2,2 to 1,9. However the cost coverage ratio indicates sufficient cash reserves to sustain monthly fixed operating expenditure for at least 5 months. The outstanding service debtor are relative low at 9,7% compared to total revenue. Employee related remains within acceptable norms. One area of concern is repair and maintenance at 5.1%. To ensure the health of municipal assets are sustain and does not deteriorate the ratio need to be steadily increase to 8%. These ratios are derived from table SA8 of the MBRR.

6.2%5.8%

5.2% 5.1%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

2010 2011 2012 2013

Repairs & Maintenance

Repairs & …

Repairs and Maintenance – This represents the propotion of operating expenditure spent and is calculated by dividing the total repairs and maintenace.Norm is 6 to 8%.


COMPONENT B: SPENDING AGAINST CAPITAL BUDGET

COMMENTS ON SPENDING AGAINST CAPITAL BUDGET AND SOURCES OF FUNDING

Capital expenditure relates mainly to the construction of assets that will have value lasting over many years. Capital expenditure is funded from grants, borrowings and operating expenditures and surpluses. During the financial year under review capital expenditure amount to R228-million which is 69% of the adjusted budget. This is a vast improvement from the previous financial year 55%. From the 287 projects 229 projects were completed and 58 projects to the value of R70, 7m were rolled over to the 2013/2014 financial year of which no expenditure realised on 31 projects. The main capital expenditure realise on roads and storm water to the amount of R83-million follow by other capital and water and sanitation. Capital on core infrastructure services constitutes 69% of total capital expenditure. The capital budget was funded by internal cash reserves to the amount of R151-million and government grants and public contributions amount to R76-million.

–

20 000

40 000

60 000

80 000

100 000

120 000

140 000

Actual 2012

Original Budget 2013

Adjustment Budget 2013

Actual 2013

Details

Source of Finance and Capital Expenditure

External loans

Public contributions and donations

Grants and subsidies

Other

Water and sanitation

Electricity

Housing

Roads and storm water

Other


5.7. SOURCES OF FINANCE

Capital Expenditure - Funding Sources

R' 000

Details

2012 2013 Actual 2012

Original Budget

2013

Adjustment Budget

2013

Actual 2013

Source of finance

External loans 73 136 60 970 123 890 73 249

Public contributions and donations 36 312 – – 8

Grants and subsidies 43 875 49 196 55 059 76 958

Other 79 549 85 523 113 785 77 818

Total 232 872 195 689 292 734 228 033

Percentage of finance

External loans 31.4% 31.2% 42.3% 32.1%

Public contributions and donations 15.6% 0.0% 0.0% 0.0%

Grants and subsidies 18.8% 25.1% 18.8% 33.7%

Other 34.2% 43.7% 38.9% 34.1%

Capital expenditure

Water and sanitation 44 609 38 395 81 919 52 102

Electricity 40 186 27 840 36 938 23 856

Housing 107 140 940 318

Roads and storm water 71 993 71 086 83 005 80 951

Other 75 977 58 228 89 933 70 806

Total 232 872 195 689 292 734 228 033

Percentage of capital expenditure

Water and sanitation 19.2% 19.6% 28.0% 22.8%

Electricity 17.3% 14.2% 12.6% 10.5%

Housing 0.0% 0.1% 0.3% 0.1%

Roads and storm water 30.9% 36.3% 28.4% 35.5%

Other 32.6% 29.8% 30.7% 31.1%


COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS

INTRODUCTION TO CASH FLOW MANAGEMENT AND INVESTMENTS Proper cash flow management is a critical element to ensure the municipality meets its obligations. A stable positive cash flow balance relative to the growth of the municipality is a good indication of the municipality financial position and health. Cash flow projections are done on a monthly basis and cash not immediately required are invested for a better return on the short term.

COMMENT ON CASH FLOW OUTCOMES:

The cash flow from operating activities indicates a positive cash flow of R244,3-million. R245,7-million was utilized on investment activities mainly to purchase property, plant and equipment to the value of R227,2-million. Investments increase with R24-miilion from R324-million to R348-million. The net cash flow realized from financing activities amount to R 267 826 which is mainly due to an increase in deposits of R19,1-million and the decrease of long term liabilities of R13,5-million. Considering the above movements the net cash position at financial year end is R57,3-million which reflects a slight decrease of 1,7%. The net cash position of the municipality has remained stable over the past three years. This is a good indication that the municipality has and will meet its obligations in future.

5.8 CASH FLOW

Cash Flow Outcomes R'000

Description 2012 2013

Audited Outcome

Original Budget

Adjusted Budget

Actual

CASH FLOW FROM OPERATING ACTIVITIES Receipts

Ratepayers and services 924 243 845 938 857 278 797 466 Government Grants 137 031 142 216 148 969 161 709

Interest 22 698 28 144 23 534 23 739

Payments Employees 777 556 777 868 926 889 677 680

Finance charges 12 170 26 960 22 265 14 585

Transfers and Grants 49 878 50 870 50 959 44 028 NET CASH FROM/(USED) OPERATING ACTIVITIES 244 368 160 600 29 668 246 621 CASH FLOWS FROM INVESTING ACTIVITIES Receipts

Proceeds on disposal of PPE -218 338 480 480 -232 872

Decrease (Increase) financial assets -3 340 -195 689 -292 734 526 Decrease (increase) investments -24 000 -30 000 150 000 -2 227


NET CASH FROM/(USED) INVESTING ACTIVITIES -245 678 -225 209 -142 254 -234 573 CASH FLOWS FROM FINANCING ACTIVITIES Receipts

Increase / Decrease in post-employment benefits/provisions -5 292 Borrowing long term/refinancing -13 571 62 695 100 710 -19 296 Increase (decrease) in consumer deposits 19 130 2 919 5 700 6 317

NET CASH FROM/(USED) FINANCING ACTIVITIES 267 65 614 106 410 -12 979 NET INCREASE/ (DECREASE) IN CASH HELD -1 043 1 005 -6 176 -931

Cash/cash equivalents at the year begin: 58 439 50 574 55 571 59 371

Cash/cash equivalents at the yearend: 57 396 51 579 49 395 58 440 Source: MBRR A7 T 5.9.1

5.9 BORROWING AND INVESTMENTS

INTRODUCTION AND COMMENTS TO BORROWING AND INVESTMENTS External borrowings are obtained to supplement the municipal capital programme. During the financial year under review no new external loan were taken up resulted that borrowings decrease with R13,8-million. Surplus cash not immediately required for operations and cash backed internal reserves are invested on a short term basis. Funds are only invested with A1 rating banks and according to the municipal investment policy. Despite huge capital outflow funded from internal reserves over the past three years of R522-million, the municipal investments have remain stable and steadily increase from R321,7-million to R348-million. The cash inflow from the sale of serviced land is one of the contributing factors that the net cash position remain strong.

Actual Borrowings: R' 000

Instrument 2011 2012 2013Municipality

Long-Term Loans (annuity/reducing balance) 145 604 127 345 113 491

Long-Term Loans (non-annuity)

Local registered stock

Instalment Credit

Financial Leases

PPP liabilities

Marketable Bonds

Bankers Acceptances

Municipality Total 145 604 127 345 113 491


Municipal Investments R' 000

Investment Type 2011 2012 2013

Actual Actual Actual

Municipality Securities - National Government Listed Corporate Bonds Deposits – Bank 321 773 324 000 348 000

Deposits - Public Investment Commissioners

Deposits - Corporation for Public Deposits

Bankers Acceptance Certificates

Municipal Bonds

Municipality Total 321 773 324 000 348 000

146

127

113

322 324

348

100

150

200

250

300

350

2011 2012 2013

R m

illion

Actual Borrowings versus Investments

Borrowings Investments


COMPONENT D: OTHER FINANCIAL MATTERS

5.10 SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT The Council has developed a Supply Chain Management (SCM) Policy and practises in compliance with the guidelines set down by the Supply Chain Management Regulations, 2005, which was approved with effect from 1 March 2006. The new Preferential Procurement Regulations, 2011, with effect from 7 December 2011 was incorporated in the policy and adopted. The SCM Policy incorporating the abovementioned regulations, as well as all other relevant legislation, regulations and circulars and are annually reviewed with the budget process. The municipality has established the three (3) bid committee system. No councillors are members of any committee of the committees handling supply chain processes. The supply chain officials are currently attending accredited training modules to meet the requirements of the minimum competency levels. Three senior and middle management supply chain officials are yet to complete the necessary competency levels.

T 5.12.1

5.11 GRAP COMPLIANCE

GRAP COMPLIANCE

GRAP is the acronym for Generally Recognized Accounting Practice and it provides the rules by which municipalities are required to maintain their financial accounts. Successful GRAP compliance will ensure that municipal accounts are comparable and more informative for the municipality. It will also ensure that the municipality is more accountable to its citizens and other stakeholders. Information on GRAP compliance is needed to enable National Treasury to assess the pace of progress and consider the implications. The municipality fully complies to all the required GRAP standards as has been confirmed by the findings of the Auditor General.

T 5.13.1

STEVE TSHWETE MUNICIPALITY | CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS 121

CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS

INTRODUCTION Note: The Constitution S188 (1) (b) states that the functions of the Auditor-General includes the auditing and reporting on the accounts, financial statements and financial management of all municipalities. Section 45 of the MSA further states that the results of performance measurement must also be audited annually by the Auditor-General. Section 121(3) of the MFMA required that the audit report must be included in the annual report to be tabled.

Every municipality must for each financial year prepare annual financial statements which- fairly presents the state of affairs of the municipality, its performance against its budget, its

management of revenue, expenditure, assets and liabilities, its business activities, its financial results, and its financial position as at the end of the financial year; and

disclose the information required in terms of sections 123, 124 and 125 of the MFMA. Annual financial statements must be prepared within two months after the end of the financial year to which those statements relate and submit the statements to the Auditor-General for auditing. The accounting officer is responsible to at least once per year measures and reviews the performance of the municipality. The results of the performance measurement must be audited annually by the Auditor-General. Therefore the performance results are submitted with the annual financial statements. The Auditor-General must audit the financial statements and performance results and submit an audit report to the accounting officer within three months of receipt of the statements.

COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS

6.1 AUDITOR GENERAL REPORTS PREVIOUS YEAR

Auditor-General Report on Financial Performance: 2012

Audit Report Status*: Unqualified (Clean Audit)

Non-Compliance Issues Remedial Action Taken

No non-compliance issues were raised.

Note:*The report status is supplied by the Auditor General and ranges from unqualified (at best); to unqualified with other matters specified; qualified; adverse; and disclaimed (at worse)

Auditor-General Report on Service Delivery Performance: 2012

Audit Report Status: No Material Findings




COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR

6.2 AUDITOR GENERAL REPORT CURRENT

Auditor-General Report on Financial Performance: 2013

Status of audit report: Unqualified (Clean Audit)



Note:* The report's status is supplied by the Auditor General and ranges from unqualified (at best); to unqualified with other matters specified; qualified; adverse; and disclaimed (at worse).

Auditor-General Report on Service Delivery Performance: 2013 Status of audit report**: No Material Findings Non-Compliance Issues Remedial Action Taken No non-compliance issues were raised. Although no material findings were identified the following matter need attention: “Of the total number of 109 targets planned for the year, 36 were not achieved during the review. This was mainly because indicators and targets were not suitable developed during strategic planning process and evidential requirements could not be provided and be supported by systems.” ** Inclusion of "Status" depends on nature of AG's remarks on Performance Data.

AUDITOR GENERAL REPORT ON THE FINANCIAL STATEMENTS: YEAR 0 See appendix M T 6.2.3

COMMENTS ON AUDITOR-GENERAL’S OPINION 2013

See appendix N T 6.2.4

COMMENTS ON MFMA SECTION 71 RESPONSIBILITIES: Section 71 of the MFMA requires municipalities to return a series of financial performance data to the National Treasury at specified intervals throughout the year. I, E Wassermann, Chief Financial Officer herewith confirms that the following data sets have been submitted to National Treasury according to the reporting requirements:

File Name Nr of

reports Description

AC_M01-M12 12 Age Analysis of Creditors - Monthly

AD_M01-M12 12 Age Analysis of Debtors - Monthly


AM_Y 1 Capital Asset Management Information (Budget) - Annually

BEC_Y 1 Budget Evaluation Checklist (Budget) - Annually

BM_Q1-Q4 4

External debt created, repaid or redeemed and expected borrowing - Quarterly

BSAC_M01-M12 12 Statement of Financial Position Actuals – Monthly

BSAP_Y 1 Statement of Financial Position Audited Actuals - Annually

BS_Y 1 Statement of Financial Position (Budget) Annually

CAA_M01-M12 12 Capital Actual Acquisitioning and Sources of Funding- Monthly

CA_Y 1

Capital Actual Acquisitioning and Sources of Funding (Budget) - Annually

CAAA_Y 1 Capital Acquisitioning and Sources of Funding Audited Actual - Annually

CFA_M01-M12 12 Cash Flow Statement Actuals/forecasts – Monthly

CFAA_Y 1 Cash Flow Statement Audited Actuals – Annually

CFB_Y 1 Cash Flow Statement Budget – Annually

FMG_M01-M12 12 Finance Management Grant – Monthly

GSG_Y 1 Grants and Subsidies Given(Budget) – Annually

GSR_Y 1 Grants and Subsidies Received (Budget) - Annually

INEG_M01-M12 12 Integrated National Electricity Grant – Monthly

LTC_Q1-Q4 4 Long Term Contracts – Quarterly

ME_Q1-Q4 4 Municipal Entities – Quarterly

MFM1_Q1-Q4 4 MFMA Implementation and Monitoring Template - Quarterly

MIG_M01-M12 12 Municipal Infrastructure Grant – Monthly

MSIG_M01-M12 12 Municipal Systems Improvement Grant

NDPG_M1-M12 12 Neighbourhood Development Partnership Grant

OSA_M01-M12 12 Statement of Financial Performance Actuals - Monthly

OSAA_Y 1 Statement of Financial Performance Audited Actuals - Annually

OSB_Y 1 Statement of Financial Performance Budget - Annually

PWPG_M01-M12 12 Expanded Public Works Programme Integrated Grant - Monthly

RME_M01-M12 12 Repairs and Maintenance by Expenditure Types - Monthly

ROGS_M01-M12 12 Approved Rolled Over Grant Spending – Monthly

SP_Y 1 Strategic Plan / IDP Budget – Annually Signature Chief Financial Officer

REPORT OF AUDIT COMMITTEE FOR THE YEAR END 30 JUNE 2013 See Appendix O T 6.2.3

STEVE TSHWETE MUNICIPALITY | GLOSSARY 124

GLOSSARY

Accessibility indicators

Explore whether the intended beneficiaries are able to access services or outputs.

Accountability documents

Documents used by executive authorities to give “full and regular” reports on the matters under their control to Parliament and provincial legislatures as prescribed by the Constitution. This includes plans, budgets, in-year and Annual Reports.

Activities The processes or actions that use a range of inputs to produce the desired outputs and ultimately outcomes. In essence, activities describe "what we do".

Adequacy indicators

The quantity of input or output relative to the need or demand.

Annual Report A report to be prepared and submitted annually based on the regulations set out in Section 121 of the Municipal Finance Management Act. Such a report must include annual financial statements as submitted to and approved by the Auditor-General.

Approved Budget The annual financial statements of a municipality as audited by the Auditor General and approved by council or a provincial or national executive.

Baseline Current level of performance that a municipality aims to improve when setting performance targets. The baseline relates to the level of performance recorded in a year prior to the planning period.

Basic municipal service

A municipal service that is necessary to ensure an acceptable and reasonable quality of life to citizens within that particular area. If not provided it may endanger the public health and safety or the environment.

Budget year The financial year for which an annual budget is to be approved – means a year ending on 30 June.

Cost indicators The overall cost or expenditure of producing a specified quantity of outputs.

Distribution indicators

The distribution of capacity to deliver services.

Financial Statements

Includes at least a statement of financial position, statement of financial performance, cash-flow statement, notes to these statements and any other statements that may be prescribed.

General Key performance indicators

After consultation with MECs for local government, the Minister may prescribe general key performance indicators that are appropriate and applicable to local government generally.

Impact The results of achieving specific outcomes, such as reducing poverty and creating jobs.


Inputs All the resources that contribute to the production and delivery of outputs. Inputs are "what we use to do the work". They include finances, personnel, equipment and buildings.

Integrated Development Plan (IDP)

Set out municipal goals and development plans.

National Key performance areas

• Service delivery & infrastructure • Economic development • Municipal transformation and institutional development • Financial viability and management • Good governance and community participation

Outcomes The medium-term results for specific beneficiaries that are the consequence of achieving specific outputs. Outcomes should relate clearly to an institution's strategic goals and objectives set out in its plans. Outcomes are "what we wish to achieve".

Outputs The final products, or goods and services produced for delivery. Outputs may be defined as "what we produce or deliver". An output is a concrete achievement (i.e. a product such as a passport, an action such as a presentation or immunization, or a service such as processing an application) that contributes to the achievement of a Key Result Area.

Performance Indicator

Indicators should be specified to measure performance in relation to input, activities, outputs, outcomes and impacts. An indicator is a type of information used to gauge the extent to which an output has been achieved (policy developed, presentation delivered, service rendered)

Performance Information

Generic term for non-financial information about municipal services and activities. Can also be used interchangeably with performance measure.

Performance Standards:

The minimum acceptable level of performance or the level of performance that is generally accepted. Standards are informed by legislative requirements and service-level agreements. Performance standards are mutually agreed criteria to describe how well work must be done in terms of quantity and/or quality and timeliness, to clarify the outputs and related activities of a job by describing what the required result should be. In this EPMDS performance standards are divided into indicators and the time factor.

Performance Targets:

The level of performance that municipalities and its employees strive to achieve. Performance Targets relate to current baselines and express a specific level of performance that a municipality aims to achieve within a given time period.

Service Delivery Detailed plan approved by the mayor for implementing the


Budget Implementation Plan

municipality’s delivery of services; including projections of the revenue collected and operational and capital expenditure by vote for each month. Service delivery targets and performance indicators must also be included.

Vote: One of the main segments into which a budget of a municipality is divided for appropriation of money for the different departments or functional areas of the municipality. The Vote specifies the total amount that is appropriated for the purpose of a specific department or functional area. Section 1 of the MFMA defines a “vote” as: a) one of the main segments into which a budget of a municipality is divided for the appropriation of money for the different departments or functional areas of the municipality; and b) which specifies the total amount that is appropriated for the purposes of the department or functional area concerned

STEVE TSHWETE MUNICIPALITY | APPENDICES 127

APPENDICES

APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE

FS Financial Services EHP Environmental Health & Public Facility Services RE Rules & Ethics CS Corporate Services SDH Spatial Development & Human Settlement MPAC Municipal Public Accounts Committee CPS Community Protection Services IS Infrastructure Development & Service Delivery PR Proportional Councillor

COUNCIL MEMBERS

FULL TIME/ PART TIME

COMMITTEE ALLOCATED

WARD/ PR

PARTY

Percentage Council

Meetings Attendance

Percentage Apologies for

non-attendance

SURNAME NAME SECTION 80

SECTION 79 15 meetings

were arranged %

%

1 Masina Michael Amos Full Time PR ANC (13) 87% (1/2) 50%

2 Mahlangu Ntombikayise Jeanette Full Time IS 21 ANC (12) 80% (0/3) 0%

3 Mathebula Elphus Fani Full Time FS 3 ANC (12) 80% (1/3) 33%

4 Motsepe Diphale Joseph Full Time EHP PR ANC (12) 80% (1/3) 33%

5 Nkadimeng Semakaleng Dorah Full Time SDH PR ANC (10) 67% (3/5) 60%

6 Nkosi Ernest Philile Full Time CPS 19 ANC (11) 73% (3/4) 75%

7 Philodia Helena Full Time CS PR ANC (11) 73% (2/4 ) 50%

8 Xaba Robert Mphikeleli Full Time RE PR ANC (8) 53% (5/7) 71%

9 Ndala Busisiwe Full Time RE PR ANC (14) 93% (0/1) 0%

10 Hadebe Philemon Madoda Part Time EHP RE & IS 26 ANC (13) 87% (1/2) 50%

11 Jele Eskie Agnes Part Time EHP CS ANC (14) 93% (0/1) 0%


COUNCIL MEMBERS


COMMITTEE ALLOCATED

WARD/ PR

PARTY

Percentage Council

Meetings Attendance


non-attendance



were arranged %

%

12 Lukhele Sipho Azariah Part Time SDH CS 20 ANC (14) 93% (0/1) 0%

13 Mahlangu Thobile Blessed Part Time FS RE; IS PR ANC (12) 80% (0/3) 0%

14 Malinga Obedient Part Time RE; CPS 5 ANC (14) 93% (0/1) 0%

15 Manzini Lemeko Isaac Part Time CS CPS 27 ANC (12) 80% (0/3) 0%

16 Masilela Peter Jika Part Time IS MPAC; CS PR ANC (14) 93% (0/1) 0%

17 Matshiane Johan Part Time EHP MPAC; FS 7 ANC (12) 80% (0/3) 0%

18 Mbatiwe Michael Part Time CS SDH 25 ANC (7 ) 47% (6/8) 75%

19 Mkhuma Lali Elijah Part Time CPS IS 6 ANC (14) 93% (0/1) 0%

20 Mnguni Mmamotsana Refilwe Part Time IS FS PR ANC (12) 80% (0/3) 0%

21 Mnguni Muka Thandi Elizabeth Part Time CS RE; SDH PR ANC (14) 93% (0/1) 0%

22 Mnguni Sonto Martha Part Time CPS MPAC; SDH PR ANC (12) 80% (2/3) 67%

23 Monareng Kweba Nellah Part Time SDH CS PR ANC (12) 80% (2/3) 67%

24 Motebu Matthews Sipho Part Time IS MPAC; FS 22 ANC (7) 47% (6/8) 75%

25 Motsepe Enos Oupa Part Time SDH SDH 29 ANC (13) 87% (0/2) 0%

26 Mtshweni Zabakona David Part Time IS CS PR ANC (14) 93% (0/1) 0%

27 Nene Ben Part Time SDH EHP 2 ANC (12) 80% (0/3) 0%

28 Nkambule Nompumelelo Joyce Part Time CS CPS 28 ANC (14) 93% (0/1) 0%


COUNCIL MEMBERS


COMMITTEE ALLOCATED

WARD/ PR

PARTY

Percentage Council

Meetings Attendance


non-attendance



were arranged %

%

29 Nyambi Mgevu Edward Part Time CPS IS 4 ANC (14) 93% (0/1) 0%

30 Sekgwele Marumo Jim Part Time IS EHP 17 ANC (12) 80% (0/3) 0%

31 Selala Mpoetse Josiah Part Time FS MPAC; IS 23 ANC (12) 80% (1/3) 33%

32 Selala Martha Thandi Part Time EHP; SDH EHP PR ANC (13) 87% (0/2) 0%

33 Shongwe Petrus Mduduzi Part Time FS CPS PR ANC (11) 73% (1/4) 25%

34 Skhosana Doctor Joseph Part Time CPS FS 1 ANC (13) 87% (0/2) 0%

35 Skosana Badanile Christinah Part Time CS EHP 8 ANC (11) 73% (1/4) 25%

36 Skosana Johannes Part Time FS SDH 9 ANC (12) 80% (0/3) 0%

37 Tau Precious Poppy Part Time CPS MPAC; EHP 24 ANC (10) 67% (3/5) 60%

38 Thwala Phumaphi Irene Part Time FS MPAC; FS 18 ANC (14) 93% (0/1) 0%

39 Zitha Sonto Sarah Part Time EHP MPAC; CPS PR ANC (13) 87% (1/2) 50%

40 Mokoena Ben Hamelton Part Time PR COPE (9) 60% (0/6) 0%

41 Du Toit Elizabeth Part Time CS PR DA (13) 87% (2/2) 100&

42 Dyason Johann Part Time IS IS 16 DA (15) 100%

43 Grobler Anna Sophia Part Time SDH SDH PR DA (10) 67% (2/5) 40%

44 Longman Deborah Maleoto Part Time EHP EHP 10 DA (15) 100%

45 Mobango Palesa Part Time EHP; CPS CPS PR DA (14) 93% (0/1) 0%


COUNCIL MEMBERS


COMMITTEE ALLOCATED

WARD/ PR

PARTY

Percentage Council

Meetings Attendance


non-attendance



were arranged %

%

46 Mogola Sophia Mamy Part Time EHP EHP PR DA (12) 80% (3/3) 100%

47 Ndlangamandla Thokozane Goodwill Part Time SDH SDH PR DA (14) 93% (0/1) 0%

48 Niemann Hendrik Frederick Part Time IS MPAC 12 DA (14) 93% (1/1) 100%

49 Nkosi Mandla Crily (Passed on during Feb 2013 & replaced by Cllr Mlambo)

Part Time SDH RE PR DA (7/8) 88% (1/1) 100%

50 Mlambo Ngcede Joseph Part Time SDH RE PR DA (3/3) 100%

51 Perumall Rama (Resigned, replaced by Motsoeneng)

Part Time CS RE PR DA (4/5) 80% (0/1) 0%

52 Motsoeneng Josias Mosotho Part Time CS RE PR DA (8/8) 100%

53 Pretorius Jozua Petrus Part Time FS; IS FS; IS 14 DA (12) 80% (3/3) 100%

54 Redman Richard Errol (Resigned during July 2013, not yet replaced)

Part Time CPS CS PR DA (9) 60% (4/6) 67%

55 Romijn Gysbertus Hendrik Ernest Part Time CS CS PR DA (15) 100%

56 Roos Stephanus Johannes Part Time FS MPAC; FS PR DA (15) 100%

57 Struwig Ammelia Part Time CPS MPAC 11 DA (11) 73% (1/4) 25%

58 Swarts Elizabeth Ammerentia Part Time RE 15 DA (11) 73% (4/4) 100%

59 Wait Susan-Mari Part Time FS CPS 13 DA (15) 100%

60 Uys Karel Philippus Jacob Part Time FS PR FF+ (14) 93% (1/1) 100%


APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES

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

Section 79 committees Purpose of Committee

Administration, Human Resource & Education

To monitor and the activities of the MMC and the relevant administrative department in respect of administration, Human Resource and Education activities. To advise council through the mayoral committee on improvements that could be effected.

Finance & Auditing

To monitor and the activities of the MMC and the relevant administrative department in respect of finance and auditing activities. To advise council through the mayoral committee on improvements that could be effected.

Infrastructure Development and Service Delivery

To monitor and the activities of the MMC and the relevant administrative department in respect of Infrastructure Development and Service Delivery activities.

To advise council through the mayoral committee on improvements that could be effected.

Human Settlement and Agriculture

To monitor and the activities of the MMC and the relevant administrative department in respect of Human Settlement and Agriculture activities. To advise council through the mayoral committee on improvements that could be effected.

Traffic Emergency, Transport, Safety & Security

To monitor and the activities of the MMC and the relevant administrative department in respect of Traffic Emergency, Transport, Safety & Security activities.

To advise council through the mayoral committee on improvements that could be effected.

Environmental health and public facility services

To monitor and the activities of the MMC and the relevant administrative department in respect of Environmental health and public facility services activities. To advise council through the mayoral committee on improvements that could be effected.

Municipal public account committee

To ensure that municipal finances are properly managed and to advice council through the mayoral committee on improvements on ways and means whereby utilising and monitoring of municipal expenditure and income management can be improved.

Rules and ethics committee To consider and recommend to council on matters relating to conduct of councillors.


Section 80: Portfolio Committee Purpose of Committee

Administration, Human Resource & Education

To advise and assist the Executive Mayor in respect of operational issues regarding Administration, Human Resource & Education.

Finance & Auditing To advise and assist the Executive Mayor in respect of operational issues regarding Finance and Auditing

Infrastructure Development and Service Delivery

To advise and assist the Executive Mayor in respect of operational issues regarding Infrastructure Development and Service Delivery

Human Settlement and Agriculture

To advise and assist the Executive Mayor in respect of operational issues regarding Human Settlement and Agriculture

Traffic Emergency, Transport, Safety & Security

To advise and assist the Executive Mayor in respect of operational issues regarding Traffic Emergency, Transport, Safety & Security

Environmental health and public facility services

To advise and assist the Executive Mayor in respect of operational issues regarding Environmental health and public facility services


APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE

Third tier structure Directorate Director (State title) Manager (State name)

Office of the Executive Mayor

Personal Assistant to the Mayor Mr S Mnguni

Director Communication & Stakeholder Liaison

Ms P Magutle

Manager: Youth Development Mr M Masemola

Office of Municipal Manager

Director Development & Strategic Support

Ms S Madlopha

Assistant Director IDP Ms B Maleka

Assistant Director LED Vacant

Assistant Director Internal Audit Mr J Ramphisa

Deputy Director Project & Programme Management

Ms T Janse Van Ransburg

Manager: Gender & Social Development

Ms L Legabi

Corporate services

Director Human Capital Management Vacant

Director Legal & Administration Vacant

Director Property Valuation Services Mr J Victor

Director Information Communication Technology

Mr N Chauke

Community services

Deputy Director Emergency Services Mr GB Stolz

Deputy Director Traffic, Law Enforcement and Security Services

Ms P Mkosi

Director Public Facilities & Housing Vacant

Assistant Director Cultural Services Mr S Xulu

Director : Health Services Ms M Skosana

Infrastructure services

Director Town Planning & Human Settlement

Mr M Mahamba

Director Civil Engineering Services Mr P Ndlovu

Director Buildings & Fleet Management Ms S Msebe

Director Electrical Engineering Mr R Grunig

Director Physical Environmental Development

Miss D Lambrechts

Director Environmental & Solid Waste Management

Ms R Makondzo

Financial services Deputy Director Financial Services Vacant

Spill-over schedule of 3 tiers not included in in chapter 2


APPENDIX D – FUNCTIONS OF MUNICIPALITY

Municipal Functions

Constitution Schedule 4, Part B functions: Function Applicable to Municipality (Yes / No)*

Air pollution Yes Building regulations Yes Child care facilities Yes Electricity and gas reticulation Yes Fire fighting services Yes Local tourism Yes Municipal airports Yes Municipal planning Yes Municipal health services Yes Municipal public transport Yes

Municipal public works only in respect of the needs of municipalities in the discharge of their responsibilities to administer functions specifically assigned to them under this Constitution or any other law

No

Pontoons, ferries, jetties, piers and harbours, excluding the regulation of international and national shipping and matters related thereto

No

Stormwater management systems in built-up areas Yes Trading regulations Yes Water and sanitation services limited to potable water supply systems and domestic waste-water and sewage disposal systems

Yes

Beaches and amusement facilities No

Billboards and the display of advertisements in public places Yes Cemeteries, funeral parlours and crematoria Yes Cleansing Yes Control of public nuisances Yes Control of undertakings that sell liquor to the public Yes Facilities for the accommodation, care and burial of animals Yes Fencing and fences Yes Licensing of dogs Yes Licensing and control of undertakings that sell food to the public Yes Local amenities Yes Local sport facilities Yes Markets Yes Municipal abattoirs Yes Municipal parks and recreation Yes Municipal roads Yes Noise pollution Yes Pounds Yes Public places Yes Refuse removal, refuse dumps and solid waste disposal Yes Street trading Yes Street lighting Yes Traffic and parking Yes


APPENDIX E – WARD REPORTING

Functionality of Ward Committees

Ward Nr

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

Number of meetings attended

by elected Ward

Committee Members

1 Cllr DJ Skhosana Yes 6 6 6

Mabena Nomsa 9

Masilela Pertunia 10

Nkabinde Kasabo 11

Mahlangu Mandla 10

Thomo Maureen 10

Skosana Petros 8

Mahlangu Eltah 9

Nkosi Linah 9

Mdluli Jabulani 10

Simelane Skhumbuzo 12

2 Cllr B Nene Yes 6 6 6

Khanyile Doctor 12

Mtshali Eunice 10

Lukhele Thoko 8

Mbokodo Amos 8

Watts Sipho 10

Malinga Ntombifuthi 8

Mahlangu Thoko 8

Magagula Given 10

Sibuyi Elizabeth 8

Mahlangu Merelyn 10

3 Cllr EF Mathebula Yes 6 6 6

Mkhwanazi Johannes 10

Mahlangu Lindiwe 8

Mahlangu Rosaline 8

Bembe Emmah 11

Sithole Madala

10


Functionality of Ward Committees Ward

Nr Name of Ward Councillor and elected Ward

committee members


Number of monthly

Committee meetings




time

Number of quarterly

public ward

meetings held

during year


by elected Ward

Committee Members

Sithole Duduzile 11

Sithole Jabulile 11

Magagula Mhlupheki 9

Mlangeni Joana 8

Mdakane Nomsa 8

4 Cllr ME Nyambi Yes 6 6 6

Ndlovu Maria 7

Ngwenya Emma 10

Shongwe Treah 8

Mthimunye Happy 10

Maphosa Mduduzi 9

Mahlangu Ntsoaki 9

Phiri Mamazi 9

Radingoana Simon 7

Motau December 8

Mathibela David 1

8

5 Cllr O Malinga Yes 6 6 6

Mahlangu Strike 8

Khumalo Mfanafuthi 7

Mthimkhulu Sphiwe 8

Mthinmkhulu Mzwenkosi

7

Nkosi Mandla 6

Mahlangu Sponono 9

Msiza Margaret 9

Mphukeng Patrick 6

Mndane Bellinah 6

6 Cllr LE Mkhuma Yes 6 6 6

Mcwanga Joseph 10

Mahlangu Ponono

9




committee members


Number of monthly

Committee meetings




time

Number of quarterly

public ward

meetings held

during year


by elected Ward

Committee Members

Masondo Gcwele 8

Mdau Phillimon 10

Mthimunye Nellie 9

Dlamini Petrus 8

Masilela Martha 7

Magagula Jan 10

Chabalala Irene 8

Shoba Vincent 8

7 Cllr J Matshiane Yes 6 6 6

Skosana Petros 9

Skosana Emelly 7

Mahlangu Iddy 8

Masango Gugu 8

Sindane Nurse 9

Skosana Sishewu 8

Madela Bhekithemba 9

Stuurman Mxolisi 7

Mahlangu Piet 10

Koma Elizabeth 8

8 Cllr BC Skosana Yes 6 6 6

Mnisi Paulos 9

Frost Leaf 9

Mahlancili May 8

Mthombeni Mary 10

Mthethwa Nomadlozi 8

Mafologela Sylvia 8

Mnisi Betty 10

Mabena Mziyayifane 11

Watta Gcebile 11

Maphanga Welcome 10

Functionality of Ward Committees


Ward Nr

Name of Ward Councillor and elected Ward

committee members


Number of monthly

Committee meetings




time

Number of quarterly

public ward

meetings held

during year


by elected Ward

Committee Members

9 Cllr J Skosana Yes 6 6 6

Buta John 7

Mohlala Piet 9

Skosana Poppy 8

Mokoena Paulos 8

Mkwanazi Jacob 7

Skosana Lucas 8

Skosana Thabo 7

Skosana Roose 8

10 Cllr DM Longman Yes 6 6 6

Dyason Anna 6

Mseteka Khutje 9

Vilakazi Thembi 7

Tshoba Elizabeth 9

Visagie Roxane 5

Andrews Freddy 7

Adams Sam 8

Bruiners Morgan 5

Visagie Monica 10

11 Cllr A Struwig Yes 6 4 4

Moletsane Matseliso 10

Lebelo Matsobane 6

Van Der Ryst Frans 10

Barnard Riana 10

Struwig Johannes 9

Struwig Petrus 8

Kruger Henning 7

Joubert Hendrik 7



committee members


Number of monthly

Committee meetings

held during


submitted to Speakers

Number of quarterly

public ward

meetings


by elected Ward


the year Office on time

held during year

Committee Members

12 Cllr HF Niemann Yes 6 6 0

Mabuza Halelisiwe 6

Claasen Jacoba 5

Hugo Lodewyk 4

McFallene Charles 4

Mabuza Princess 5

Rossouw Johannes 5

Knoesen Harry 5

Langa PS 4

13 Cllr S Wait Yes 6 5 0

Botha Marthinus 4

Clark John 4

Prinsloo Richard 5

Van Der Heever Johanna

4

Van Wyk Jacques 6

Schwartz Inge 6

Mthethwa Obed 4

Mampane Kgale 4

Clark Rina 5

Van der Heever Fransa

5

14 Cllr JP Pretorius Yes 6 6 0

Eysserl Maria 5

Grobler Theresa 4

Prinsloo Frans 4

Tereblanche Meiring 4

Coetzer Arie 4

Smith Loius 5

Bester Coenraad 5

Schoonbee Johannes 5

De Jager Louwens 4

Kemp Martin 5



committee members


Number of monthly

Committee meetings

held during



Number of quarterly

public ward

meetings


by elected Ward



held during year

Committee Members

15 Cllr EA Swarts Yes 6 6 0

Britton Beatrix 4

Redelinghuis Margareth

5

Van der Merwe Gerrit 4

Els Marthinus 4

Els Marinda 3

Louw Hermanus 5

Potgieter Jan 4

Myburgh Jan 5

Louw Johanna 4

16 Cllr J Dyason Yes 6 6 6

Madonsela Jerry 8

Motshwene Mike 9

Nyakale Nana 8

Ntuli Sbongile 8

Markram Thomas 7

Labuschange Johannes

4

Van Wyk Willerie 4

Van Wyk Theodora 4

Tsotetsi Thandi 7

17 Cllr MJ Sekgwele Yes 6 6 6

Moropane Themishi 10

Mokoena Thandi 9

Simelane Solomon 10

Pietersen Moses 10

Mabuza Jane 9

Masilela Elizabeth 10

Simelane Betty 7

Lokothwayo Nkululeko 8

Tshehla Manna 8

Mabuza Simon 8



committee members


Number of monthly

Committee meetings

held during



Number of quarterly

public ward

meetings


by elected Ward



held during year

Committee Members

18 Cllr PI Twala Yes 6 6 6

Matshika Shadrack 9

Diako Elizabeth 7

Mathibela Grace 10

Masombuka Anna 10

Simelane Baswabile 8

Hleta Thelma 9

Phasha Nape 5

Mashianoke Dina 10

Jiyane Khethile 9

19 Cllr EP Nkosi Yes 6 6 6

Mahlangu Zanele 7

Qwabe Tambusi 7

Ngubeni Iris 11

Mtsweni Agnes 8

Maseko Solani 10

Mtsweni Daluxolo 8

Mashaba Fahiki 7

Mamogale Matsatsi 8

Sibeko Gugulethu 9

Mahlangu Winny 9

20 Cllr SA Lukhele Yes 6 6 6

Mhlongo Nkosinathi 9

Mahlangu Thobi 7

Nkosi Zanele 9

Lukhele Florence 8

Makgata Funani 6

Mokwena Morithi 7

Kunene Zwelethu 6

Skosana Tuku 9

Nkosi Timothy 9



committee members


Number of monthly

Committee meetings




Number of quarterly

public ward

meetings held


by elected Ward

Committee


time during year

Members

21 Cllr NJ Mahlangu Yes 6 6 6

Lukhele Bizezakhe 8

Malepe Lizzy 9

Skosana Reuben 8

Phasha Maroping 9

Mohlala Emmah 9

Sindane Ntombikwenzane

10

Duba Lucas 7

Monareng John 8

Magagula Jacob 9

Mokoena Daniel 9

22 Cllr MS Motebu Yes 6 6 6

Masombuka Nomanala

9

Mbatha Mfana 10

Mahlangu Sister 11

Mahlangu Doctor 11

Sindane Paulina 9

Mphela Wuwane 10

Ndhlovu Ntombizodwa 10

Mokwena Mphela 9

Mabena Shaka 8

Seleke Lebogang 9

23 Cllr MJ Selala Yes 6 6 6

Mokoena Elija 10

Mthimunye Johanna 8

Tau Mabushe 8

Mahlangu Malemane 9

Kgapola Emily 11

Mahlangu December 10

Lukhele Siphiwe 9

Mthombeni Khabonina 9



committee members


Number of monthly

Committee meetings




Number of quarterly

public ward

meetings held


by elected Ward

Committee


time during year

Members

Ngwenya Amos 8

Zondo Linah 7

24 Cllr PP Tau Yes 6 6 6

Moetanalo Mogale 8

Mtsweni Sizakele 9

Mlotshwa Sophy 9

Tau Sootho 10

Skosana Zanele 8

Coza William 9

Kheswa Khuwa 9

Matladi Mmapule 9

25 Cllr M Mbathiwe Yes 6 6 6

Mlotha Deliwe 9

Matshika Hellen 10

Thwala Maria 7

Malinga Patrick 8

Shongwe John 7

Masukwane Delisile 9

Mtsweni Nontokozo 8

Matsweni Eunice 10

Nkosi Nombulelo 8

Mkhwebane Lucas 9

26 Cllr PM Hadebe Yes 6 6 6

Amigo Madoda 8

Ngwenyama Jackie 9

Skosana Lephlina 7

Masilela Elizabeth 7

Thomo Rose 9

Mokwana George 8

Mashabela Busisiwe

9



committee members


Number of monthly

Committee meetings




Number of quarterly

public ward

meetings held


by elected Ward

Committee


time during year

Members

Skosana Mandla 8

27 Cllr Manzini Yes 6 6 6

Mmako Andries 9

Ntlatlane Mokakube 8

Mahlangu Joyce 8

Matlakala Bridgette 7

Mokhatla Maki 9

Malapane Magashi 8

Malleka Johannes 9

Rampedi Enicca 10

Mahlangu Kleinboy 10

28 Cllr NJ Nkambule Yes 6 6 6

Mthethwa Dolana 9

Tshabangu Martha 7

Kgaditse Jan 8

Mpinga Dumisane 9

Malaza Masese 7

Mahlangu Lindiwe 6

Nkosi Nthotse 8

Shabangu Busisiwe 9

Masilela Stanley 9

Msimango Joseph 9

29 Cllr EO Motsepe Yes 6 6 6

Mdzipa Elija 8

Segokodi Rachel 8

Mtsweni David 9

Mdau Simon 9

Sehlake Matshwane 8

Skhosana Xolani 7

Mtsweni Novamohle 6

Setoaba Naape 8


APPENDIX F – ASSESMENT OF ARREARS IN RESPECT MUNICPAL TAXES AND SERVICE

CHARGES (CONSUMER DEBTORS)

Gross Balance Provision for

Bad Debt Net Balance

R’000 R’000 R’000 30 June 2013 Service debtors: 66,313 24,995 41,319 Property rates 29,880 17,159 12,721 Electricity 21,169 1,942 19,227 Water 6,506 2,860 3,646 Sewerage 4,779 1,672 3,107 Refuse 3,978 1,362 2,616 Estates 67 - 67 Other 9,835 4,394 5,441 Total consumer debtors 76,216 29,389 46,827 Contribution to bad debt provision 3,750 Debt written off for the year 1,884 AGEING OF CONSUMER DEBTORS 30 June 2013 30 June 2012 R’000 R’000 Property Rates

Current (0-30 days) 14,030 12,677

31–60 days 1,353 1,269

61–90 days 973 858

91–120 days 716 691

121–150 days 9 201 553

151+ days 11,907 12,703

Sub-total 29,880 28,754

Services

Current (0-30 days) 26,463 24,932

31–60 days 2,189 2,037

61–90 days 1,146 881

91–120 days 626 431

121–150 days 572 327

151+ days 5,437 4,847

Sub-total 36,433 33,455

AGEING OF CONSUMER DEBTORS 30 June 2013 30 June 2012

R’000 R’000

Estates

Current (0-30 days) - -


31–60 days 39 35

61–90 days 2 7

91–120 days 1 159

121–150 days 25 90

151+ days - -

Sub-total 67 291

Other

Current (0-30 days) 5,556 4,035

31–60 days 486 416

61–90 days 288 245

91–120 days 224 183

121–150 days 232 149

151+ days 3,049 2,999

Sub-total 9,835 8,029

Total consumer debtors 76,216 70,529

Made up as follows:

Current (0-30 days) 46,050 41,645

31–60 days 4,067 3,758

61–90 days 2,409 1,992

91–120 days 1,569 1,465

121–150 days 1,729 1,121

151+ days 20,393 20,549

Total consumer debtors 76,216 70,529

a) Form the above the following can be deduced:

b) The consumer debtors increase with R5, 7-million from the 2012 financial year. The main increase according to the age analysis is current debtors with the amount of R4, 4-million which represents 60, 4% of total outstanding debt.

c) A provision of R3, 7-million was made for doubtful debt during the year accumulating to R29, 3-million

whilst R1, 8-million bad debt was written off during the financial year.

d) The Council’s average payment rate for the past financial year was 98, 8% (2012: 101,3%). The collection rates are indicative of the continuous strong credit control measures implemented by Council. The collection period amounts to 35 days (2012: 38 days) with a debtors turnover rate of 9, 7% which is in line with accepted norms.


APPENDIX G: REVENUE COLLECTION PERFORMANCE BY VOTE AND BY SOURCE

Revenue Collection Performance by Vote

R' 000 %

Vote Description

2012 Current: 2013 2013 Variance


Adjusted Budget


Adjusted Budget

Executive and council 38 909 40 040 40 464 40 692 1.6% 0.6%

Mayor and Council 38 904 40 040 40 464 40 692 1.6% 0.6%

Municipal Manager 5 – 0 0 100.0% -177.8%

Budget and treasury office 229 234 264 058 263 217 62 258 -0.7% -0.4%

Corporate services 75 807 54 563 53 178 63 300 13.8% 16.0%

Human Resources 1 377 1 200 1 200 1 375 12.7% 12.7%

Information Technology 8 – 22 31 100.0% 27.3%

Property Services 66 906 44 469 43 273 54 005 17.7% 19.9%

Other Admin 7 516 8 894 8 683 7 889 -12.7% -10.1%

Community and social services 10 833 4 715 5 413 5 466 13.7% 1.0%

Libraries and Archives 471 139 130 138 -1.0% 5.5%

Community halls and Facilities 7 605 2 930 3 415 3 446 15.0% 0.9%

Cemeteries & Crematoriums 2 486 1 358 1 580 1 603 15.3% 1.4%

Aged Care 272 288 288 280 -3.0% -3.0%

Sport and recreation 8 904 4 514 4 810 4 728 4.5% -1.7%

Public safety 6 912 6 473 7 844 8 176 20.8% 4.1%

Traffic 5 367 5 466 5 312 5 622 2.8% 5.5%

Fire 1 525 207 1 732 1 743 88.1% 0.6%

Street Lighting 19 800 800 810 1.3% 1.3%

Housing 176 174 2 174 3 286 94.7% 33.8%

Health 2 691 2 573 2 569 2 683 4.1% 4.3%

Clinics 2 510 2 400 2 400 2 400 0.0% 0.0%

Other 181 173 169 283 38.9% 40.4%

Planning and development 2 485 1 414 3 484 2 452 42.4% -42.1%

Economic Development/Planning –

– – 326 100.0% 100.0%

Town Planning/Building enforcement

2 485 1 414 3 484 2 127 33.5% -63.8%

Road transport 45 520 44 721 46 432 49 602 9.8% 6.4%

Roads 26 392 29 001 29 033 30 632 5.3% 5.2%

Vehicle Licensing and Testing 16 564 15 683 16 892 18 589 15.6% 9.1%

Other 2 564 37 507 382 90.4% -32.9%

Electricity 364 258 398 073 404 342 419 587 5.1% 3.6%

Electricity Distribution 364 258 398 073 404 342 419 587 5.1% 3.6%


Revenue Collection Performance by Vote

R' 000 %

Vote Description 2012 Current: 2013 2013 Variance


Adjusted Budget


Adjusted Budget

Water 61 410 82 968 82 987 81 591 -1.7% -1.7%

Water Distribution 61 198 65 368 65 387 64 143 -1.9% -1.9%

Water Storage 212 17 600 17 600 17 447 -0.9% -0.9%

Waste water management 78 574 69 926 71 992 72 337 3.3% 0.5%

Sewerage 78 574 69 926 71 992 72 337 3.3% 0.5%

Public Toilets – – – –

Waste management 57 715 65 506 66 291 66 934 2.1% 1.0%

Total Revenue by Vote 983 428 1 039 718 1 055 196 1 083 091 4.0% 2.6%

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A3


APPENDIX H: ASSESMENT OF PERFORMANCE OF REVENUE COLLECTION BY SOURCE

Revenue Collection Performance by Source

R '000

Description

2011/2012 2012/2013 Variance


Adjusted Budget

Actual

Original

Budget

Adjusted

Budget

Property rates 198 444 227 419 230 341 230 304 1% 0%

Service Charges - electricity revenue 343 865 381 370 388 849 393 198 3% 1%

Service Charges - water revenue 53 317 57 790 58 166 56 618 -2% -3%

Service Charges - sanitation revenue 45 156 51 280 52 880 53 853 5% 2%

Service Charges - refuse revenue 43 440 50 445 51 297 51 526 2% 0%

Rentals of facilities and equipment 13 891 13 448 13 713 14 356 6% 4%

Interest earned - external investments

21 607 26 300 21 700 20 894 -26% -4%

Interest earned - outstanding debtors 2 133 1 844 1 834 1 804 -2% -2%

Fines 5 483 5 355 5 250 5 438 2% 3%

Licences and permits 6 554 6 268 6 632 7 275 14% 9%

Agency services 9 973 9 381 10 243 11 309 17% 9%

Transfers recognised - operational 81 607 93 020 93 910 91 380 -2% -3%

Other revenue 77 820 42 702 39 907 67 224 36% 41%

Gains on disposal of PPE 38 480 480 58 -731% -731%

Total Revenue (excluding capital transfers and contributions)

903 326 967 102 975 202 1 005 236 3.79% 2.99%

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A4. From the above the following can be deduced: a) For the 2012/2013 financial year additional revenue of R38, 1-million realized which 3.8% is

more than originally budgeted. b) Compare to the previous financial year R101, 9-million more realized. c) This was mainly achieved due to the following factors: Revenue received from service charges were R14,3-million more than budgeted and reflects a

favorable deviation of 2,6%. The main contributing service is electricity where R11,8-million more revenue realized than budgeted.

Property rates reflects a favorable deviation of 1, 3% which is R2,8-million more than originally

budgeted.


In the case of other revenue R24,5-million more revenue realized than budgeted which are mainly from the sale of land as well as the main service contributions.

Revenue from government capital grants are only recognized when the condition are met, resulting that R18,2-million less capital receipts realized than budgeted.


APPENDIX I – CAPITAL PROGRAMME BY PROJECT: 2013

Capital Programme by Project: 2013

R'000

Project no

Capital Project Original Budget

Adjusted Budget

Actual Variance Original

Variance Adjusted

Water

0008055 INSTALL BULK FLOW METERS 60 60 – 100% 100%

0008056 REPLACE FIRE HYDRANTS 60 50 37 -61% -34%

0008057 REPLACE OLD WATER PIPES MIDDELBURG/MHLUZI 800 1 150 602 -33% -91%

0008058 REFURBISH CONTROL VALVES 65 65 – 100% 100%

0008059 UPGRADING PRESIDENTSRUS WTP 30 30 25 100% 100%

0008061 UPGRADE VAALBANK WTP EQUIPMENT 350 350 328 100% 100%

0008062 REPLACE OLD WATER PIPES HENDRINA/KWAZA 120 120 26 -365% -365%

0008163 REPLACE OLD WATER METERS 125 125 113 -11% -11%

0008164 TREATMENT PLANTS HENDRINA/KWAZA 30 30 14 -107% -107%

0008201 NEW WATER CONNECTIONS 1 200 1 200 1 571 24% 24%

0008255 REPLACE VALVES IN BULK SUPPLY LINES 200 370 163 100% 100%

0008256 WATER SERVICES: RURAL AREA 150 150 148 -2% -2%

1000086 REPLACE PUMP 400 300 243 100% 100%

1000132 REPLACE OLD WATER METERS 650 650 574 -13% -13%

1000133 REPLACE OLD WATER METERS 90 90 60 100% 100%

1000137 UPGRADE TELEMETRY SYSTEM 55 50 100% -10%

1000207 REPLACEMENT OF FENCES AT THE RESERVOIRS 100 200 – 100% 100%

1000217 VAALBANK WATER TREATMENT PLANT 7 157 91 100% -7757%

1000299 REPLACE OLD WATER PIPES VILLAGES 115 100 79 -45% -26%

1100133 UPGRADE MECHANICAL AND ELECTRICAL EQUIPMENT 100 100 40 100% 100%

1100155 CONSTRUCTION OF SLUDGE DAMS 350 100%

1100160 GENERATOR SET HENDRINA WTP 450 100%

1100207 REPLACE PLANT & EQUIPMENT 20 20 16 -26% -26%

1100215 BULK WATER SUPPLY ROCKDALE 9 504 100% 100%

1100216 REPLACE PLANT & EQUIPMENT 30 30 28 100% 100%

1100217 NEW NETWORK-INDUSTRIAL PARKS 500 500 – 100% 100%

1200078 WATER ROCKDALE PHASE 682 547 100% 100%


Project no


Adjusted Budget


Variance Adjusted

1200080 UPGRADING OF ENGINEERING SERVICES OR TAMBO 160 160 98 -64% -64%

1200087 NEW WATER NETWORK FOR HENDRINA EXT3 200 100%

1300055 NEW BULK WATER NETWORK ROCKDALE PHASE 2 3 250 3 200 1 509 -115% -112%

1300056 NEW BULK WATER NETWORK FOR NEWTOWN EXT 1 400 400 – 100% 100%

1300058 WATER NETWORK INDUSTRIAL STANDS NODE D PHASE 1 150 150 – 100% 100%

1300078 ROCKDALE BULK WATER 101 100% 100%

1300079 BULK WATER & STORAGE RESERVOIR ROCKDALE 8 000 100% 100%

Sanitation/Sewerage

0007323 NEW NETWORKS - AERORAND WEST 420 420 210 -100% -100%

0008047 REPLACE OLD SEWERLINE HENDRINA/KWAZA 60 30 27 -119% -10%

0008049 REPLACE OLD SEWERLINE MIDDELBURG/MHLUZI 150 140 106 -41% -32%

0008053 REPLACE SEWER PUMPS – PUMPSTATIONS 350 350 334 100% 100%

0008089 MAINTAINING INFRASTRUCTURE ASSETS AT KWAZA WWTW 130 130 118 -11% -11%

0008090 MAINTAINING MATURATION PONDS AT BOSKRANS 60 150 – 100% 100%

0008091 MAINTAINING INFRASTRUCTURE ASSETS AT BLINKPAN WWTW 150 150 65 -132% -132%

0008092 MAINTAINING INFRASTRUCTURE ASSETS AT KOMATI WWTW 200 200 96 100% 100%

0008169 OUTFALL SEWER LINES: MALL & GERMAN DEVELOPMENT 80 1 038 408 80% -154%

0008184 SEWERAGE CONNECTIONS 260 200 159 -64% -26%

0008236 SANITATION SERVICES-RURAL SETTLEMENTS 70 70 70 100% 100%

0008318 EQUIPMENT 13 13 7 100% 100%

0900063 UPGRADING BOSKRANS WASTE TREATMENT PLANT EQUIPMENT 500 500 400 -25% -25%

0900235 SERVICING OF STANDS MIDDELBURG X 18 89 87 -2%

0900244 UPGRADE BOSKRANS SEWER PLANT 20 000 50 000 19 235 -4% -160%

1000257 REPLACE OLD SEWER LINES – VILLAGES 62 50 – 100% 100%

1100054 FENCES AT THE PUMPSTATIONS 100 150 71 -41% -112%

1100075 OFFFICE EQUIPMENT 15 15 11 -39% -39%

1100203 REPLACE REDUNDANT EQUIPMENT 35 35 33 -7% -7%

1100209 INFRASTRUCTURE INDUSTRIAL PARK 171 STANDS 600 600 324 100% 100%


Project no


Adjusted Budget


Variance Adjusted

1100224 UPGRADE VAN CALDER PUBLIC TOILETS 350 335 -4% 100% 1200061 NEW SEWER NETWORKS FOR HENDRINA 200 6 100% -3068%

1200064 SANITATION MAFUBE VILLAGE 900 1 632 80 -1026% -1942%

1200066 SANITATION ROCKDALE PHASE 2 1 729 826 100% -109%

1200068 UPGRADING OF ENGINEERING SERVICES OR TAMBO 200 – 100%

1200069 APPLICATION FOR WATERUSE LICENCES WWTW 1 000 100% 100%

1300045 NEW BULK SANITATION FOR NEWTOWN EXT 1 835 835 – 100% 100%

1300046 SANITATION ROCKDALE PHASE 2 (1000 STANDS) 3 500 3 500 – 100% 100%

1300059 SEWERAGE NETWORK FOR INDUSTRIAL STANDS NODE D 200 200 – 100% 100%

1300076 SEWERAGE RETICULATION ROCKDALE 4 074 100% 100%

1300080 UPGRADE SEWER LINES INDUSTRIAL AREA 1 052 100% 100%

Electricity

0000029 REPLACE 11KV SWITCHGEAR 766 569 100% -35%

0000111 SIPRES SUPPLY AREA 1 842 77 100% -2279%

0000162 ELECTRIFICATION ROCKDALE 3 750 5 150 4 412 15% -17%

0000189 ELECTRIFICATION ROCKDALE PHASE 2 2 500 398 398 -529% 0%

0000233 LDV'S WITH HYDRAULIC PLATFORMS (STREETLIGHTS) 780 776 – 100% 100%

0007474 227 STANDS AERORAND STREETLIGHTS 500 500 34 100% 100%

0008068 REPLACEMENT OF PPM'S 100 100 85 100% 100%

0008071 REPLACE METER KIOSKS 180 180 171 -5% -5%

0008077 INSTALL RING MAIN UNITS 1 000 1 911 1 777 44% -8%

0008079 NETWORK REINFORCEMENT 1 000 1 000 988 -1% -1%

0008080 HT LINKS 2 500 2 200 2 196 -14% 0%

0008098 UPGRADE OF EXISTING HIGH MASTS 200 200 105 -91% -91% 0008174 AERORAND WEST ELECTRIFICATION 2 800 2 800 – 100% 100%

0008189 ELECTRICAL CONNECTIONS PRE PAID 2 100 2 100 1 745 -20% -20%

0008190 BULK CONNECTIONS 600 1 050 532 -13% -97%

0008206 REPLACE MINI SUBSTATIONS 900 900 1 367 34% 34%

0008212 REPLACE MV CABLE 1 300 1 782 1 782 27% 0%

0008275 ELECTRICAL CONNECTIONS BULK 1 100 1 550 1 474 25% -5%

1000276 HIGH MAST LIGHTS 400 1 200 1 128 65% -6%

1000309 LANG SUPPLY AREA 2 711 405 100% 100% 1100161 ELECTRIFICATION INDUSTRIAL PARK 800 246 216 -270% -14%

1100163 REPLACE SEVEN 88KV BREAKERS 396 396 100% 0%


Project no


Adjusted Budget


Variance Adjusted

1100174 EQUIPMENT 200 200 183 -10% -10%

1200091 RDP HOUSE CONNECTIONS 300 523 137 -120% -283%

1200095 BANQUET HALL -MEDIUM FIRM SUPPLY 470 239 100% 100%

1200096 ELECTRIFICATION HENDRINA EXT3 74ERVEN 1 650 2 204 1 786 8% -23%

1200100 REPLACE STOLEN SERVICES 500 500 404 -24% -24%

1200101 ASCO LV CABLES 300 300 295 -2% -2%

1200106 CABLE CAR 363 100% 1200108 ENERGY SAVING-STREET LIGHTING 100 100 95 -5% -5% 1200109 STREETLIGHTING FITTING UPGRADE 600 457 457 -31% 0%

1200110 STREET LIGHTS MAIN ENTRANCE ROADS 300 300 124 -142% -142%

1200112 HIGHMAST LIGHTING LOW INCOME AREAS 800 800 810 1% 1% 1200113 STREETLIGHTS HENDRINA EXT3 -74ERVEN 185 185 143 -30% -30%

1200114 QUANTUM BUS 355 100%

1200115 NEW DOUBLE CAB LDV 275 275 100% 0%

1300002 NEWTOWN PROCLAIMED 980 980 358 -174% -174%

1300003 NODE D LIGHT INDUSTRY 900 1 200 936 4% -28%

1300004 TOKOLOGO 120 RDP HOUSES 1 100 1 100 651 -69% -69%

1300005 VETER TEST TRAILER 500 612 – 100% 100% 1300019 STREETLIGHTS NODE D LIGHT INDUSTRY 60 203 53 -14% -286%

Housing

1300070 VEHICLES 500 100%

1200118 PURCHASE EQUIPMENT 300 178 -68%

1000283 FURNITURE & EQUIPMENT 20 20 19 -5% -5%

0008021 PURCHASE MOTORBIKES X 6 120 120 120 0% 0%

Refuse removal

0000118 PURCHASE ROLL-ON ROLL-OFF TRUCK 1 000 1 400 – 100% 100%

0007168 DEVELOP FURTHER PHASES OF LANDFILL SITE 550 550 – 100% 100%

0008246 DEVELOP MINI SITE WITH RAMPS 150 150 120 -25% -25%

0900037 PURCHASE OF 4.5 SCOW CONTAINERS 200 172 171 -17% -1% 1000080 PURCHASE OF 1.75 CUB CONTAINERS 400 400 389 -3% -3%

1000082 FRONT END LOADER 1 150 1 143 100% -1%

1000289 PURCHASE OF STREET BINS 75 75 65 -15% -15%

1100046 6M3 TIPPER TRUCK 1 600 1 235 951 100% 100%

1200046 PURCHASE 20.5M3 REFUSE COMPACTOR 1 600 1 600 1 580 -1% -1%

1200050 UPGRADE DIGICORE TRACKING SYSTEM 70 100% 100%

1200055 COMPACTOR TRUCK 300 199 100% 100% 1200117 EIA FOR LANDFILL SITE DEVELOPMENT 87 46 100% -89%

1300048 MINI BUS 350 355 – 100% 100%


Project no


Adjusted Budget


Variance Adjusted

Roads and Stormwater

1300068 NEW ROADS INDUSTRIAL: TWIZZA ROAD 3 500 3 346 100% -5%

1300069 NEW ROADS INDUSTRIAL: TWIZZA ROAD 1 850 1 797 100% -3%

1000092 BORROWPIT IDENTIFICATION & REGISTRATION 306 201 100% -52%

1000313 DEVELOPMENT OF EASTERN BYPASS 459 417 100% -10%

1000094 BORROWPIT IDENTIFICATION & REGISTRATION 30 20 100% -53%

1000292 RAMMER COMPACTOR 35 22 22 -59% 0%

1000294 STHILL TS800 ASPHALT CUTTER 40 17 38 -6% 56%

0900116 REPLACEMENT OF KERBING INTERSECTION & CBD 50 50 50 0% 0%

1000103 NEW EQUIPMENT ROADS 50 50 50 0% 0%

1000293 REVERSABLE COMPACTOR 50 50 44 -14% -14%

0008144 PAVING & KERBS - VILLAGES & RURAL 95 95 94 -1% -1%

0008035 ROADS GENERAL - UPGRADE ROADBARRIERS 100 100 99 -1% -1%

1200056 ROAD NEW INDUSTRIAL PARK JEPPE STREET 3 500 – 100% 100%

0008141 ROADS GENERAL - REGRAVELING OF ROADSHOULDERS 100 100 100 0% 0%

0008148 ROADS GENERAL - REHABILITATION OF BORROWPITS 150 150 132 -14% -14%

0008147 ROADS GENERAL - TAXI LAYBYES 190 190 189 -1% -1%

1100089 SUBSURFACE DRAINAGE VILLAGES 200 200 188 -7% -7%

1000097 EDGE BEAMS - PRIMARY/SECONDARY ROUTES 250 250 242 -3% -3%

0000205 PAVING & KERBS - HENDRINA/KWAZA 260 252 251 -3% 0% 0008145 PAVING & KERBS - MIDDELBURG/MHLUZI 300 300 300 0% 0% 0007328 SURBSURFACE DRAINS HENDRINA KWAZA 350 700 698 50% 0%

1000107 STORMWATER KRANSPOORT 400 400 281 -43% -43%

0008140 STORMWATER - VILLAGES 500 1 428 1 397 64% -2%

0008143 SUBSURFACE DRAINS MHLUZI / MIDDELBURG 600 600 584 -3% -3%

0007307 STORMWATER HENDRINA/KWAZA 600 600 587 -2% -2%

1100212 PAVING & KERBS LOW INCOME AREAS EPWP 646 646 627 -3% -3%

1100100 STORMWATER PRESIDENTSRUS 700 1 000 871 20% -15%

1000106 STORMWATER RAILWAY LINE 800 1 600 1 567 49% -2%

0008040 GRAVEL ROADS - RURAL AREA 800 800 800 0% 0%

1000076 STORMWATER MIDDELBURG 1 000 1 000 838 -19% -19%

0008219 ROADS NEW - HENDRINA 1 000 1 500 1 436 30% -4%

1000150 STORMWATER HENDRINA 1 000 500 380 -163% -32%


Project no


Adjusted Budget


Variance Adjusted

0000218 NEW ROADS-KRANSPOORT 1 000 1 000 816 -23% -23%

1100098 ROAD NEW PRESIDENTSRUS 1 000 2 183 1 839 46% -19%

0008038 STORMWATER EXT 11 1 500 1 500 1 496 0% 0%

1000119 REBUILD ROADS MIDDELBURG 1 500 1 500 1 067 -41% -41%

0008180 STORMWATER - AERORAND WES 1 800 1 800 1 772 -2% -2% 0008181 ROADS NEW - INDUSTRIAL AREA X11 3 000 3 000 2 956 -1% -1%

0000153 ROADS REBUILD - O.R. TAMBO STREET 3 500 6 207 5 330 34% -16%

0008041 ROADS NEW - X18 - HOPE CITY 4 000 4 000 3 512 -14% -14%

0008042 ROADS NEW - AERORAND WES 5 000 6 580 6 481 23% -2%

1100211 STORMWATER LOW INCOME AREAS 5 298 5 298 5 298 0% 0%

0900212 ROADS RESEAL - MIDDELBURG/MHLUZI 6 500 7 500 7 500 13% 0%

1200116 NEW ROADS & STORMWATER LOW INCOME AREAS 23 032 23 032 23 032 0% 0%

1300077 ROADS & STORMWATER TOKOLOGO 1 668 100% 100%

Communications

1200013 ENTRANCE BOARDS TOWN 35 35 30 -17% -17%

1200132 FURNITURE & OFFICE EQUIPMENT 60 60 49 -24% -24%

Community Halls

0007095 ERECTION OF NEW BANQUET HALL (REBUDGET) 8 000 6 646 100% -20%

0900181 FURNITURE 50 50 49 -2% -2%

1000189 AIRCONDITIONERS FOR THE HALLS 200 – 100% 100%

1000303 NEW MPCC'S 2 500 2 985 2 967 16% -1%

1100202 MPCC EXT 7 ACOUSTIC SOUND SYSTEM 428 415 100% -3%

1100233 TABLES ; WOODEN TABLES AND ADDITIONAL FURNITURE 40 40 40 -1% -1%

1200029 FENCING 500 100%

1200031 CLEAINING MACHINE & EQUIPMENT 200 200 171 100% 100%

1200032 VEHICLES 300 300 222 -35% -35%

1300033 UPGRADE ERIC JIYANE HALL 260 261 260 0% 0%

Councils General

1200003 OFFICE FURNITURE 80 80 47 -69% -69%

1200004 PROJECTOR AND SCREEN - COUNCIL CHAMBER 30 30 29 -3% -3%

Finance

0900166 AFTER HOUR VENDING EQUIPMENT 90 429 110 18% -291%

0900260 FURNITUR & OFFICE EQUIPMENT 60 60 12 -389% -389%

1000183 NEW FINANCIAL SERVER FOR MIRRORING AND DISATER 300 300 – 100% 100%

1000282 OFFICE EQUIPMENT & FURNITURE 120 120 116 -3% -3%


Project no


Adjusted Budget


Variance Adjusted

1200035 UPGRADE HENDRINA RATES HALL 183 182 100% -1%

1200041 REPLACE FORKLIFT 900 458 402 -124% -14%

1200121 VENDING SERVER AND CONSUMER CUBICLE 23 20 100% -14%

1200122 ENHANCE FINANCIAL SYSTEM & LINUX OPERATING SYSTEM 283 272 100% -4%

1200142 REPLACE MOVEABLE INSURANCE ASSETS 138 100% 100%

1300020 ELECTRONIC QUEUING BOARD FOR CASHIERS 10 10 10 -5% -5%

1300026 RADIO NETWORK FOR RECEIPTERS 105 105 102 -3% -3%

1300027 CARD READERS 24 24 11 100% 100%

1300028 MODEMS 22 22 21 -5% -5%

1300060 REPLACE VEHICLE 150 150 139 -8% -8%

Integrated Development Programme

1200010 FURNITURE 50 2 2 -3027% -1%

Municipal Manager

1200007 FURNITURE 50 50 26 -94% -94%

Youth Manager

1300065 FURNITURE 50 50 38 -31% -31%

Sports and recreation

0000119 REPLACE FENCE NASARET SPORT 100 100 99 -1% -1%

0000121 RESURFACE SYNTHETIC TENNIS COURTS KEES TALJAARD 100 149 143 30% -5%

0000128 RESURFACE/CONDITION TURF SURFACES 150 135 132 -14% -2%

0000129 REFURBISH KORFBALL & TENNIS & JUKSKEI & ROLBAL CLU 200 200 191 -5% -5%

0008027 KEES TALJAARD ELECTRICAL NETWORK/SYSTEMS UPGRADE 60 130 128 53% -2%

0008029 FENCE & GATES KEES TALJAARD 180 180 179 0% 0%

1000048 OFFICE FURNITURE 15 15 15 0% 0%

1100055 UPGRADING AT KEES TALJAARD STADIUM 400 750 697 43% -7% 1100093 UPGRADE NASARET SPORT FACILITIES 600 600 525 -14% -14%

1100127 RECONSTRUCT KORFBALL COURTS 100 100 100% 0%

1100213 BASIC SPORT FACILITIES LOW INCOME AREAS 1 920 1 920 1 920 0% 0%

1100220 SPORT FACILITIES AT THUSONG CENTRE (NODE C) 298 298 100% 0%

Libraries

1000069 FURNITURE 100 100 98 -2% -2%

1000188 UPGRADE AND INSTALL NEW AIR CONDITIONERS 140 140 118 -19% -19%

0008192 PURCHASE BOOKS 400 400 399 0% 0%


Project no


Adjusted Budget


Variance Adjusted

Health

1000231 EXTENSION OF WAITING ROOM NASARET CLINIC 81 77 100% -6%


1000008 CLINICAL EQUIPMENT (MEDICAL) 25 25 24 -4% -4%

1000176 EXTRACTION FANS AND AIRCONDITIONERS 25 25 25 -1% -1%

1000024 CLINICAL EQUIPMENT (MEDICAL) 35 35 29 -20% -20%

1000038 TECHNILAMP 35 35 33 -5% -5%

1000041 FURNITURE & EQUIPMENT 35 35 35 0% 0%


1000034 TECHNILAMP 50 50 47 -7% -7%

1000033 TECHNILAMP 55 55 53 -3% -3%

1200059 PAVING AT CLINICS 75 75 70 -8% -8%

1000175 EXTRACTION FANS AND AIRCONDITIONERS 105 105 89 -17% -17%

1000177 REPLACEMENT OF FLOOR COVERINGS AT THE VARIOUS CLIN 250 250 250 0% 0%

Safety and Security

0007150 UPGRADE TRAFFIC SIGNALS - CONTROL & SYNCRONIZATION 600 1 043 935 36% -11%

0008011 TRAFFIC SIGNS NEW 180 180 164 -10% -10%

0008013 TRAFFIC CALMING MEASURES IN MP313 AREA 600 600 600 0% 0%

0008015 VEHICLE REPLACEMENT 1 200 1 080 1 052 -14% -3%

0008202 GUARD HOUSES (1) 30 213 203 85% -5%

0008300 FURNITURE & EQUIPMENT 20 33 33 39% -1%

1200133 ALCOHOL TESTING EQUIPMENT 36 30 100% -22%

1300054 PAINTING MACHINE 200 200 200 0% 0%

1300066 BOOM GATES 30 22 22 -36% 0%

1300067 POUND ESTABLISHMENT 900 1 070 – 100% 100%

1300071 EQUIPMENT 2 1 100% 100%

1300072 FIRE ARM SAFES 6 6 100% -6%

ICT and Other

0000001 UPGRADE NETWORK BACKBONE INFRASTRUCTURE & VOIP 400 1 497 1 394 71% -7%

0008001 STANDARDISED SOFTWARE PACKAGES 450 450 390 -15% -15%

0008003 SERVER - NEW IT SYSTEMS 200 142 142 -41% 0%

0008004 DISASTER RECOVERY 500 500 398 -26% -26%

0008157 COMMUNICATION(ADD RADIO LINKS TO EXTERNAL STATIONS 200 280 280 28% 0%

0008197 COMPUTER SYSTEMS 300 296 284 -6% -4%


Project no


Adjusted Budget


Variance Adjusted

0008198 PRINTERS 100 149 145 31% -3%

0008199 SCANNERS 60 60 59 -2% -2%

0008200 SECURITY ON IT NETWORK 190 190 167 -14% -14%

1000193 PROJECTOR & SCREEN 175 175 151 -16% -16%

1100042 FURNITURE 6 6 5 -12% -12%

1200016 LAPTOPS 80 77 77 -4% 0%

1200019 TWO WAY RADIOS FOR ALL DEPARTMENTS 500 438 438 -14% 0%

1300083 PRINTER 2 100% 100%

1300084 LAPTOP 6 100% 100%

23 Hour Control

1000301 DISASTER MANAGEMENT WORKSTATIONS/EQUIPMENT 15 15 14 -8% -8%

1100206 FURNITURE AND OFFICE EQUIPMENT 15 15 14 -5% -5%

Cemetries

0000012 EXPANSION FONTEIN CEMETERIES 400 400 396 -1% -1%

0000066 DEVELOP CEMETRIES RURAL / LOW INCOME AREAS 1 000 1 000 1 000 0% 0%

0008094 ROADS NASARET 100 100 99 -1% -1% 0008096 FONTEIN CEMETERY FENCE & GATES 150 150 148 -1% -1%

1100085 FENCE AND GATES CROSSROADS CEMETERY 600 600 595 -1% -1%

1100087 RESEAL TAR ROADS IN CEMETERIES 200 200 175 -14% -14%

Civil Engineering

0008066 REPLACE VEHICLES FOR WATER AND SEWER 450 1 140 1 121 60% -2%


1000244 TRACTOR 450 385 383 -18% -1%

1100071 FLATBED TIPPER TRUCK 5 TON 480 480 473 -2% -2%

1200063 EQUIPMENT FOR MOBILE LABORATORY 25 25 22 -13% -13%

Emergency

0000211 JAWS RESCUE SET REPLACE 350 350 280 -25% -25%

0000221 PROVISION OF 4X4 VELD FIRE VEHICLES 450 900 861 48% -5%

0008024 SKID UNITS 120 120 109 -10% -10%

0008185 FLOATER PUMP 40 40 28 -41% -41%

0008314 FURNITURE & EQUIPMENT 22 22 22 0% 0%

1100195 REPLACE FURNITURE & EQUIPMENT 15 15 15 -1% -1%

1100199 REPLACE FIRE EQUIPMENT 45 45 41 -11% -11%

1100200 NEW FIRE EQUIPMENT 75 75 72 -5% -5%

1300086 FIRE ENGINE 1 514 100% 100%


Project no


Adjusted Budget


Variance Adjusted

Human resources


1300073 VOICE RECORDER 8 6 100% -30%

1100044 SOFTWARE FOR ORGANISATIONAL DIAGRAMME UPDATES 90 90 82 -9% -9%

Legal and Admin

0008000 ELECTRONIC ARCHIVING OF INFORMATION (SOFTWARE) 75 – 100%

1000118 BULK FILING CABINETS 60 139 129 54% -8%

1000155 FURNITURE 80 53 46 -73% -15%

1200011 FRIDGE 15 13 10 100% 100%

1200012 CAMERA 10 9 9 -14% -1%

1300075 SOUND SYSTEM 23 23 100% 0%

Licensing

0000002 CCTV CAMERAS AT WORKSTATIONS 120 120 119 0% 0%

1000284 BULK FILER 8 BAY 50 50 47 -7% -7%

1000286 NEW FURNITURE 20 20 20 -1% -1%

Municipal Buildings

0000013 UPGRADE OLD AGE FLATS 225 225 205 100% 100%

0008006 UPGRADE BUILDINGS: AIR CONDITIONERS CIVIC CENTRE 100 100 88 -14% -14%

0008123 UPGRADE MAIN ENTRANCE AT SERVICE CENTRE 390 317 100% -23%

0008127 REPLACE FENCING LOSKOP/BOTSHABELO ROAD 550 550 547 -1% -1%

1000195 REPLACEMENT OF CHAIN OPERATED GARAGE DOORS 90 90 82 -10% -10%

1000205 PURCHASE TOOLS 45 45 45 0% 0%

1000316 UPGRADING OF MUNICIPAL BUILDINGS 300 300 291 -3% -3%

1100194 EXTENSION OF CIVIC CENTRE 7 500 11 000 7 712 3% -43%

1100234 UPGRADE ACCESS CONTROL CIVIV CENTRE 1 850 100%

1200072 NODE C EXPANSION COMMUNITY NODE 10 000 13 614 11 887 16% -15%

1200073 OFFICE EQUIPMENT 50 50 47 -7% -7%

1200076 NEW VEHICLE 610 610 280 -118% -118%

1300035 UPGRADE THUSONG CENTRE IN COSMOS (HENDRINA) 300 300 289 -4% -4%

1300061 UPGRADE BUILDINGS: AIRCONDITIONERS 30 30 28 -7% -7%

Parks

0000203 LAWN MOWER (SIDEWALKS) 60 60 58 -4% -4%

0007257 LAWN MOWER TRACTOR (SIDEWALKS) 280 235 233 -20% -1%


Project no


Adjusted Budget


Variance Adjusted

0008032 NEW PLAYING EQUIPMENT 50 50 50 0% 0%

0900064 BRUSHCUTTERS AND CHAINSAWS 100 100 99 -1% 0%

1000004 REPLACE VEHICLES 600 472 472 -27% 0%

1000050 REPLACE PLAYING EQUIPMENT 50 50 50 0% 0%

1000163 BEAUTIFY ENTRANCES TO TOWNS 150 150 150 0% 0%

1100108 REPLACE TRACTORS 600 600 508 -18% -18%

1100110 REPLACE WALKBEHIND MOWERS 70 54 53 -31% 0% 1100119 DEVELOP PARK 880 PULLENSHOPE 200 200 200 0% 0%

1100210 DEVELOP PARKS RURAL & LOW INCOME AREAS 1 500 1 500 1 500 0% 0%

1200043 DESIGN AND DEVELOP MALL GARDEN 200 200 198 -1% -1%

1300039 BUS & MINI BUSSES 700 670 669 -5% 0%

1300040 GENERATORS 35 30 30 -17% -1%

1300041 STEAM CLEANER 35 42 40 13% -5%

1300042 EQUIPMENT & TOOLS 100 100 100 0% 0%

Town Planning

1000245 TOWNSHIP DEVELOPMENT NEW DEVELOPMENTS 946 77 100% -1130%

1000246 INDUSTRIAL PARK DEVELOPMENT 594 245 100% -143%

1100221 NODE R NEW RETAIL NODE 324 100%

1100232 DEVELOPMENT 500 - 1000 STANDS BOTSHABELO 689 485 100% 100%

1200065 NODE D LIGHT INDUSTRIAL 980 100%

1200079 TOWNSHIP DEVELOPMENT FOR NEW DEVELOPMENTS 1 500 2 231 197 100% 100%

1200144 TOWNSHIP DEVELOPMENT FOR NEWTOWN 270 100% 100%

1300053 FURNITURE & OFFICE EQUIPMENT 15 15 15 -2% -2% 1300074 PURCHASE LAND FARM VAALBANK 177 IS 2 500 2 500 100% 0%

1300085 PHOTO COPIER 96 100% 100%

Transportation

1100223 UPGRADE PUBLIC SPACES AT ERIC JIYANE (NODE B) 471 352 100% -34%

1100231 UPGRADE TAXI TERMINAL NODE B 100% 100%

Valuation


Total CAPEX by Project 195 689 292 734 228 232 14% -28%


APPENDIX J– DECLARATION OF GRANTS MADE BY THE MUNICIPALITY

Declaration of Loans and Grants made by the municipality: 2013

All Organisation or Person in receipt of Grants*

provided by the municipality

Nature of project Conditions attached to

funding

Value 2013

R' 000

Tourist information centre Administrate and functioning of the Tourist Information centre.

Grants may only be used for the purpose agreed upon.

Monthly reporting of expenditure and submission of Annual Financial Statements.

220

Business linkage

Provide support to SMME’s by creating a platform with businesses to transfer skills and provide capacity on procurement processes.

200

Animal care : SPCA To support the SPCA with the prevention of animal cruelty.

375

Forever Loskop Marathon Support of the annual forever Loskop marathon.

25

Youth development Support Youth Development and capacity building.

500

Free basic services : water

To provide poor households with access to free basic services.

Persons must meet the criteria for Indigent support. Electricity

circuit breaker supply restricted to 20 amp

4 294

Free basic services : electricity 6 034

Free basic services: sewerage 12 563

Free basic services: refuse 13 603

Free basic services: rates 8 638

Rebates property rates To provide rates relief to qualifying pensioners.

Persons must meet the criteria for pensioners rebate:

- Registered owner of property,

- 60 years old - Limited to combined

income of R120 0000.

3 421

Grants - whether in cash or in kind