representatives from Ward Committees to serve on the IDP Rep Forum 2 Adoption of Process Plan Council Formal Approval of Process Plan according to s28(1) 3 Memorandum to all Directors requesting input into Analysis, especially Key Priority Issues to be addressed for next 5-year period. Management Team (MT) 4. Input template distributed to all Provincial sector Departments Provincial Sector Departments Template to be circulated to all IDP Champions in all provincial Sector Departments in order for them to submit their strategic planning issues within !Kheis Municipality as well as projects and/or budgets planned for either implementation of these projects or to fund projects. 5. Invitations and notice to be send out for the 1st Discussion Forums on IDP Council, Ward Committees, Stakeholder groupings, MT, Prov. Sector Depts. 6. Analysis workshop with MT (Management Team) and 1st level line managers Municipal Admin In-depth discussion with all senior managers with regard to the present state of development of the Municipality and what key priorities from the Administration’s viewpoint should be addressed in the next period. 7. Analysis with Councillors Councillors Presentation to councillors on outcome of workshop with MT (Management Team) and to solicit the political input in terms of the key priority issues.
8 Analysis workshop with IDP Rep Forum IDP Rep Forum Constitution of IDP Rep Forum, presentation of Municipal Analysis and soliciting community input in terms of the next 5-year period. 9 A discussion document on the Key Performance Areas, Strategic Objectives and Targets for the next 5-year term IDP to be circulated to MT and line managers Municipal This document served as the base discussion document to finalise the agreed to Key priority issues. 10 Invitation to the 2nd round of IDP for discussions Council, Ward Stakeholder groupings, MT, Prov. Sector Depts. Invitations to be send out for the second round of discussions to arrive at the agreed to the Key Performance Areas, Strategic Objectives and Targets and to discuss the strategic framework and prioritization model for the 5-year capital and operational plans. 11 Working Session with Councillors and MT Working session on Strategic Focus Areas, Strategic Objectives and Targets, Institutional Scorecard and Framework for Projects, Operational requirements and Budget prioritization. 12 Working Session with IDP Business Forum Business Community Working session on Strategic Focus Areas, Strategic Objectives and Targets, Institutional Scorecard and Framework for Projects, Operational requirements and Budget prioritization. 13 Working Session with IDP Rep Forum Ward Cllrs, Ward Stakeholder Groupings, Prov. Sector Depts. Working session on Strategic Focus Areas, Strategic Objectives and Targets, Institutional Scorecard and Framework for Projects, Operational requirements and Budget prioritization. Committees
Agriculture and Rural Development Maintenance of rural roads to facilitate transport to / from farms (scraping of gravel roads) Pecan nut production and possible oil processing Essential oils production Cotton farming and beneficiation (including oil) Establishing a game Reserve (hunting and Venison Production) Kgatelopele LM Dept. of Agriculture and Rural Development. Emerging Farmer Support Mentorship programmes for emerging farmers Development of water provision infrastructure to communal farm land Availing farm land for emerging farmers Introduction of new technologies and production methods (e.g. hydroponics and aquaculture) Demarcation of training plots/ demonstration plots !Kheis LM NC Dept. of Agriculture & Rural Development NC Dept. of Water Affairs SMME Development SMME & Entrepreneurial Incubator Informal Traders Market !Kheis LM SEDA Business Chambers Independent Power Producers
Tourism Development Development and marketing of tourism packages Development of unique tourism products (such as 4x4 routs, hunting and team building camps) Tourism Route Development & Marketing Developing of a Tourism Marketing Strategy Upgrading the Boegoeberg Dam resort Upgrading of roads leading to tourism destinations Developing a Local Tourism Information Centre !Kheis LM NC Dept. of Economic Development & Tourism Business Chambers Investment Promotion Water transport infrastructure development The upgrading of water canals Beneficiation initiatives based on the “Working for water” projects Upgrading of transport infrastructure Upgrading of the local clinic to a hospital The construction of a dam or reservoir Upgrading the capacity of the Boegoeberg Dam Kgatelopele LM Planning and Development Directorate NC Dept. of Health NC Dept. of Public Work ZF Mgcawu District Municipality Green Energy (Renewable energy / Solar Power) Development policies to become an IPP for solar generation. Support SMME’s to provide services to the IPP’s in the area. Identify procurement Dept. of Energy IPP’s Office Northern Cape Provincial Government
Municipal Institutional Development and Transformation Key Performance Area (KPA) Management Key performance Indicator To ensure that Management at all levels is representative and in line with the Employment Equity Plan by November 2019 June 2017 = 40% June 2018 = 50% June 2019 = 60% Input Output Outcome Employment Equity Plan Municipal Data Employment Equity Analysis Filling of vacancies (in terms of gender equity) Employment Equity in terms of Management representatives Specific Measureable Achievable Realistic Time-bound 50% representation [08 out of 15 senior managers and middle managers) Semester Employment Equity Reports Dependent on the availability of management vacancies 50% representative by 2017 June 2018 Key Performance Area (KPA) Performance Management Key performance Indicator To ensure that the Job Evaluation System is completed by June 2018 financial year Input Output Outcome Job Descriptions Requests from staff members Intervention by Unions Job Evaluations Task Grading Acceptable job descriptions towards implementation of task grades Specific Measureable Achievable Realistic Time-bound 100% Job Evaluation completed (all staff members) Reports: 1. Job Evaluation Outcomes Yes. By June 2018 Implementation of acceptable job descriptions June 2018 Key Performance Area (KPA) Performance Management Key performance Indicator To ensure that the implementation of PMS Input Output Outcome 1. PMS Framework 1. PMS Evaluation of Senior Managers 2. PMS Evaluation of Middle Managers 02nd Phase of implementing PMS Specific Measureable Achievable Realistic Time-bound 16 staff members (05 senior managers and 11 middle managers) to be subjected to Reports: 1. PMS Evaluation reports Yes. By June 2018 All senior managers (05) and middle managers (11) June 2018
systems information systems Key Performance Area (KPA) Operations Key performance Indicator To ensure that efficient business processes and management systems is 100% in place and functional by 2018. Input Output Outcome Business Process Management Systems 1. Policy development 2. Development of Business Process 3. Development of Management Systems Efficient business processes and management systems Specific Measureable Achievable Realistic Time-bound Implementation of Business processes and management systems Quarterly Reports Yes. Implementation reports (quarterly) 60% by 2018 June 2018 Key Performance Area (KPA) Development Key performance Indicator To ensure that the micro organisational restructuring is 100% complete by June 2018 Input Output Outcome Municipal-owned enterprises Municipal Businesses Vacancy reports 1. Research on enterprises and businesses 2. Restructuring 3. Filling of vacancies Complete organizational restructuring Specific Measureable Achievable Realistic Time-bound Completed (100%) organizational restructuring processes / 02 reports on micro-owned enterprises / 02 reports on municipal businesses Restructuring reports Yes: Reports – (a) Community Services; (b) Corporate Services 100% filling of posts by June 2017 / Established business enterprises June 2018 Local Economic Development (LED) Key Performance Area (KPA) Development Key performance Indicator To ensure local economic growth Input Output Outcome 1. Town analysis 2. Business Forum 3. Tax Payers’ Association 1. Economic growth training sessions 2. Establishment of municipal business forum 3. Establishment of Tourism Centre’s Visible economic growth opportunities Specific Measureable Achievable Realistic Time-bound 1. One Tourism Centre Reports Attendance Yes. Community Services Establishment of Tourism Centre; June 2019
Municipal Finance Viability and Management Key Performance Area (KPA) Audit Key performance Indicator 100% unqualified audit opinions by 2018 Input Output Outcome Audit opinions Audit Recovery Plan Back-to-Basics: reports Municipal Action Plan Compliance Register To obtain at least a qualified audit opinion by June 2017 Specific Measureable Achievable Realistic Time-bound Qualified audit opinion by June 2017 Audit File submission of audit evidence Yes: Office of the Municipal Manager Qualified audit opinion June 2018 Key Performance Area (KPA) Revenue Key performance Indicator To improved revenue collection rate on billings Input Output Outcome Billing system Revenue Enhancement Strategy Municipal Account statements Improved revenue collection Specific Measureable Achievable Realistic Time-bound 30% improvement in terms of revenue collection Debtors age analysis Sec 71 ; Sec 72; Sec52; Yes. Financial Services 30% improvement June 2018 Key Performance Area (KPA) Debt Key performance Indicator To improve debt management Input Output Outcome Debtors Age Analysis Approach debtors via pay point officials Improved debt management Specific Measureable Achievable Realistic Time-bound Improvement of 50% Sec 71; Sec 72; Sec 52; Annual Performance Report Yes. Financial Services 50% improvement Monthly Reports Quarterly reports Mid-Year Reports June 2018
Good Governance and Public Participation Key Performance Area (KPA) Audit Key performance Indicator To ensure democratic and accountable governance by 2018 to ensuring a qualified Audit Report Input Output Outcome Human Resources (a) Office of the Municipal Manager 1. Internal Audit reports 2. Audit Committee Reports 3. Compliance Reports 1. 03 reports (2017/2018 FY) 2. 03 reports (2017/2018 FY) 3. 03 reports (2017/2018 FY) Specific Measureable Achievable Realistic Time-bound 01 reports per quarter for: 1. internal audit 2. audit committee 3. compliance Quarterly reports (03 reports for the 2017/2018 FY) Yes: Office of the Municipal Manager Ensure qualified report by 2019 Reports: 1. December 2017 2. March 2018 3. Final: June 2018 Key Performance Area (KPA) Planning and development Key performance Indicator To establish structured public participation process for the different levels of planning and development processes of the Municipality. Input Output Outcome Human Resources: Community Services Council Public Participation sessions Council-meet-the people sessions Established structured public participation processes Specific Measureable Achievable Realistic Time-bound 1. 03 reports (2017/2018 FY): Public participation Establish process for different levels of planning and development Quarterly Reports (03 reports for the 2017/2018 FY) 01 report per quarter Reports: 1. December 2017 2. March 2018 3. Final: June 2018 Key Performance Area (KPA) Governance Key performance Indicator To ensure that all wards have formally elected and functional ward committees Input Output Outcome Human Resources: 1. Municipal Manager 2. Council 1. Election of Ward Committees 2. Monthly Ward Committee Reports Functional Ward Committees Specific Measureable Achievable Realistic Time-bound January 2017 > June 2017 = 24 Ward committee reports for the 2017/2018 FY All wards – formally elected (Minutes of election of ward committees). Reports on functionality of ward committees Office of the Mayor Minutes of Election of Ward Committees Quarterly reports Establishment of ward committees and reports that outline committee functionality Reports: 1. January 2018 = 04 2. February 2018 = 04 3.March 2018 = 04 4. April 2018 = 04 5. May 2018 = 04 6. June 2018 = 04
Key Performance Area (KPA) Communications Key performance Indicator To ensure that a comprehensive communication system is in place. Input Output Outcome Human Resources (Community Services) Notices (when applicable) Quarterly Newsletter Facebook posts (when applicable) YouTube uploads (when applicable) Comprehensive communication system Specific Measureable Achievable Realistic Time-bound Reports: 1. December 2017 = 01 report 2. March 2018 = 01 report 3. Final: June 2018 = 01 report Evidence of notices; posts; uploads; correspondence; communication Community Services: Reporting Ensure establishment of communications system Reports: 1. December 2017 2. March 2018 3. Final: June 2018 Key Performance Area (KPA) Service delivery Key performance Indicator To improve the level of citizens' satisfaction rate with frontline, face-to-face, telephonic and over-the-counter service of the Municipality Input Output Outcome Human Resources Batho-Pele Clerk Corporate Services 02 reports (01 community satisfaction questionnaire per semester) Improved levels of citizen satisfaction Specific Measureable Achievable Realistic Time-bound 1. December 2017 = 75% satisfaction rate 2. June 2018 = 90% satisfaction rate Community Satisfaction Questionnaire / Analysis / Communication of results (as per information on questionnaires) 90% service delivery satisfaction 1. December 2017 = 75% satisfaction rate 2. June 2018 = 90% satisfaction rate
High levels of crime and risk Ensuring adequate energy and water supply Ensuring food security Infrastructure degradation Climate change Ensuring financial sustainability Ineffectiveness and inefficiency of inward-looking local government still prevalent in the Municipality Backlogs: Implementation of a well-organized and effective systems, policies and plans to manage and serve the whole municipal area Inadequate water provision in some areas Backlog of proper and sufficient accommodation / housing Lack of good quality roads infrastructure, incl. storm water systems and efficient transport system Inadequate proper and sufficient sanitation and sewerage systems to all residents Low levels of skilled people as well as high levels of poverty and unemployment Lack of quality health and emergency services facilities e.g. Doctors Lack of sufficient cemeteries to cater for the increasing mortality rate Proper planning and development of Opwag. (Zuma Village) Inadequate sport and recreation facilities in some of the areas Lack of sufficient and effective telecommunication systems Lack of electricity provision to some residential areas (shortage of supply by Eskom) Needs and Issues per Town / Settlement During the council`s public participation processes, the following issues was raised. Ward 1 Topline, Wegdraai Ward 2 Gariep, Grootdrink Ward 3 Sternham, Opwag Ward4 Boegoeberg Electricity need in new development areas. The bulk water supply must be upgraded. Water pressure is very Toilet facilities in Deboville need to be Electricity need in new development