5.2 127 5.2 136 5.3: IMPLEMENTING LOCAL ECONOMIC STRATEGY 137 5.3 LED 137 5.4: INVESTING IN TRANSPORT INFRASTRUCTURE 142 5.4 142 5.4 143 5.5: LEVERAGING MUNICIPALITY’S ASSETS TO ENHANCE OPPORTUNITY MUNICIPALITY 161 5.5 161 PROGRAMME 5.6: ENHANCING CONNECTIVITY IN VALLEY 163 5.6 ICT 163 PROGRAMME 5.7: UNLOCKING GREEN ECONOMY 164 5.7 164 PROGRAMME 5.8: UNLOCKING THE TOWNSHIP 165 5.8 165 PROGRAMME 5.9: RURAL DEVELOPMENT 166 5.9 166 CHAPTER 6: THE SAFE MUNICIPALITY 175 PROGRAMME 6.1: CREATING SAFE COMMUNITIES 175 6.1 (RSEP) 175 6.1 184 6.1 187 6.1 188 6.1 190 6.1 213 6.1 218 6.1 218 6.1 219 CHAPTER 7: THE CARING MUNICIPALITY 221 PROGRAMME 7.1: BUILDING SOCIAL CAPITAL 221 7.1 221 7.1 238 7.1 247 7.1 252 7.1 256 CHAPTER 8: THE INCLUSIVE MUNICIPALITY 257 PROGRAMME 8.1: ENGAGED COMMUNITIES 257 8.1 257 CHAPTER 9: THE WELL-RUN 333 PROGRAMME 9.1: BUILDING RESOURCE CAPACITY 333 9.1 333 9.1 337 9.1 333 PROGRAMME 9.2: PROVIDING A STABLE MUNICIPAL ENVIRONMENT 340 9.2 340 9.2 349 9.2 350 9.2 359 9.2 389 9.2 390 CHAPTER 10 10.1. 419 OF OF OF THE PERFORMANCE OF THE A A BREEDE VALLEY OF THE PROGRAMME OF PUBLIC AND ON AND SERVICE DELIVERY AND AND MANAGEMENT MANAGEMENT PROGRAMME DEVELOPMENT THROUGH DEVELOPMENT PROGRAMME IMPLEMENTING STRATEGY FOR PROGRAMME INFRASTRUCTURE PROGRAMME PROGRAMME PROGRAMME PROGRAMME PROGRAMME PROGRAMME CREATING COMMUNITY ZWELETHEMBA AIR QUALITY MANAGEMENT PROGRAMME SOCIAL PROGRAMME YOUTH PROGRAMME PARTICIPATION NUMBER PLANS PROGRAMME HUMAN CAPACITY PROGRAMME FINANCIAL CUSTOMER CEMETERIES SPORT TRAFFIC SERVICE GOVERNANCE
10.2 IDP 420 10.3 424 10.4 426 10.5 427 10.6 428 10.7 428 10.8 436 10.9 437 10.10 437 10.11 437 10.12 438 10.13 438 10.14 439 10.15 455 CHAPTER 11 11.1 460 11.2 460 11.3 461 11.4 462 11.5 468 CHAPTER 12 12.1 471 12.2 472 12.3 472 12.4 473 12.5 473 12.6 31 2017 474 12.7 Draft 2018/ 2019 Top- Layer SDBIP 494 12.8 Draft 5- Year Municipal Performance Scorecard 507 FIGURES STRATEGIC INTERGOVERNMENTAL BUDGET STRATEGIES DECEMBER BREEDE BREEDE VALLEY VALLEY PERFORMANCE PLANNING THE AND AND AND OF OF OF AREA ASSET FOR RATING PLAN INFORMATION LEVEL LEVEL FINANCIAL PERFORMANCE INTERNAL INFORMATION MANAGEMENT FINANCIAL MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT EXPENDITURE OBJECTIVES SECTOR SECTOR MID-YEAR INDICATORS
Compile ward-based plans to identify ward priorities IDP/PMS Manager Review and update IDP Vision, Mission and Objectives. IDP/PMS Manager Council determines strategic objectives for service delivery and development for next three-year budgets IDP/PMS/Council Review of provincial and national government sector and strategic plans IDP/PMS/Council Align IDP with provincial and national sector specific programmes (schools, libraries, clinics, water, electricity, roads, etc.) IDP/PMS Manager Audit of performance measures. AG Assess municipal performance and identify where changes are needed for next 3 years [incorporate community inputs] IDP/PMS Manager Review the municipality’s performance management system (PMS) IDP/PMS Manager Review the measures and annual performance targets IDP/PMS Manager Send reminder to HOD’s to submit their Q1 SDBIP Reports. MSA S41 IDP/PMS Manager OCTOBER 2017 Conduct public participation sessions in wards Senior Management/ IDP Integration of information from reviewed Sector Plans into the IDP Review document. IDP/PMS Manager Integration of Spatial Development Framework IDP /PMS Manager Update and review the strategic elements of the IDP IDP /PMS Manager Municipality finalise the action plan for JPI implementation Oct 2017 Manager IDP Steering Committee Meeting IDP/PMS Manager Provincial JPI meeting Oct 2017 DLG Initial review of national policies and budget plans is conducted and potential MFMA S35, 36, 42; MTBPS MM/CFO Discuss potential price increases of bulk resources with sector departments. MFMA S35, 36, 42; MTBPS MM/CFO Determine revenue projections and proposed rates and service charges Oct 2017 CFO/ Budget Steering Committee/ Manager: Budgets Drafts initial allocations to functions and departments for the next financial year based on strategic objectives Oct 2017 CFO/Manager: Budgets Engagement with sector departments, share and evaluate plans, national policies, MTBPS. CFO Incorporate initial changes into IDP. IDP /PMS Manager Submission of Q1 Reports by HOD’s HOD’s
Breede Valley Municipality aims to align its strategic objectives with national and provincial development programmes. A detailed discussion of the national and provincial strategic directives is provided in Chapter 2. The following table illustrates the alignment of Breede Valley Municipality’s strategic objectives with the key national, provincial and regional strategies. The strategic objectives will enable the municipality to implement its development thrusts identified during the municipal situational analysis, thereby ensuring that the situational reality of communities in its communities are addressed. Millennium Development Goals National Development Plan Medium- Term Strategic Framework National Outcomes Provincial Strategic Objectives CWDM Strategic Objectives Breede Valley Strategic Objectives Eradicate extreme poverty and hunger An economy that will create more jobs Speed up economic growth and transform the economy to create decent work and sustainable livelihoods Decent employment through inclusive economic growth Create opportunities for growth and jobs To support and ensure the development and of services such as bulk and internal services, functional road network and public transport services that contribute to integrated human in the CWDM SO 2: To create an enabling environment for employment and poverty eradication through proactive economic development and tourism Improve and expand infrastructure Massive programme to build economic and social infrastructure An effective, competitive and responsive economic infrastructure network Embed good governance and integrated service delivery through partnerships and spatial alignment To support and ensure the development and of infrastructural services such as bulk and internal services, functional road network and public transport services that contribute to Integrated Human Settlements in the CWDM SO 1: To provide, maintain and assure basic services and social upliftment for the Breede Valley community Transition to a low-carbon economy Create opportunities for growth and jobs Transform urban and rural spaces Comprehensive rural strategy linked to land and agrarian Vibrant, equitable and sustainable rural communities Create opportunities for growth and jobs structural
disabled, elderly persons and rural dwellers throughout the Cape Winelands Build a capacity state Build a state including improvement of public services and strengthen democratic institutions A public service and inclusive citizenship A responsive and accountable, effective and efficient local government system Embed good governance and integrated service delivery through partnerships and spatial alignment To provide an effective and efficient support service to the Cape Winelands District Municipality's executive directors so that the organisational objectives can be achieved SO 4: Provide democratic, accountable government for local communities and encourage involvement of communities and community organisations in the matters of local government SO 5: Ensure a healthy and productive workforce and an effective and efficient work environment SO 6: Assure a sustainable future through sound financial management, continuous revenue growth corporate governance and risk management practices Fight corruption and enhance accountability Promote gender equity and empower women Transform society and unite the country Pursue regional development, African advancement and enhanced A better South Africa, a better Africa and a better world Embed good governance and integrated service delivery through partnerships To facilitate and ensure the development and of the poor and most SO6: Assure a sustainable future through sound financial management, continuous orientated
To ensure the continuous supply of basic electricity To promote tourism and economic development and reduce unemployment and poverty in the municipal area Functional priorities Upgrading and provision of bulk infrastructure Sufficient maintenance of infrastructure assets Provision of clean and safe water Extensions and access to electricity Maintenance and upgrading of roads, streets and storm water drainage Provision of cleaning services Development of a funding and capacity strategy for infrastructure development Expand and strengthen the EPWP Roads maintenance and upgrading Construction and implementation of approved capital projects Establish partnerships with all role-players in the social development sector to improve cooperation, integration and effective utilisation of resources Conduct a social development plan/study to inform the municipality’s response/ involvement in future programmes/initiatives for the youth, women, people with disabilities and the elderly. Plan to be implemented by 2014. To promote social cohesion within the municipal service area 21: 1 - Municipal Strategic Objective SO2 – To create an enabling environment for employment and poverty eradication through proactive economic development and tourism National Key Performance Area Local economic development National Outcomes Decent employment through inclusive economic growth National Development Plan An economy that will create jobs Provincial Strategic Objectives Create opportunities for growth and jobs Improve education outcomes and opportunities for youth development Municipal Function Technical services Strategic support services All municipal departments Applicable Departmental Objectives To promote tourism and economic development and reduce unemployment and poverty in the municipal area Functional priorities Expand sustainable infrastructure and bulk services to expand the rate base of the municipality Create a healthier investor-friendly environment Market Breede Valley as a tourism destination and a preferred area for business investment Build partnerships with local economic development initiatives Strengthen relations with business chambers, tourism and agricultural sectors Implementation of a programme in pursuit of the realisation of a sustainable, unique and iconic tourism industry to create a parallel economy OBJECTIVE STRATEGIC
National Key Performance Area Good governance and public participation National Outcomes A responsive and accountable, effective and efficient local government system National Development Plan Build a capacity state Provincial Strategic Objectives Embed good governance and integrated service delivery through partnerships and spatial alignment Municipal Function Office of the Municipal Manager and Strategic support services Applicable Departmental Objectives To provide a support service for meetings of council Functional priorities Strengthening the oversight role and function of council structures Improve council and committee monitoring and implementation of council resolutions Expand the decentralised service model within Breede Valley Review and adopt the communication policy Implement specific mechanism to improve communication and public participation in municipal affairs: Restructuring and training of the ward committees Establishment of an IDP representative forum Launching a municipal newsletter Hosting community summits and multi-sectorial forums meetings 24: 4 - Municipal Strategic Objective SO5 – Ensure a healthy and productive workforce and an effective and efficient work environment National Key Performance Area Municipal transformation and institutional development National Outcomes A responsive and accountable, effective and efficient local government system A skilled and capable workforce to support inclusive growth National Development Plan Build a capacity state Fight corruption and enhance accountability Provincial Strategic Objectives Embed good governance and integrated service delivery through partnerships and spatial alignment Municipal Function Office of the Municipal Manager Strategic Support Services Applicable Departmental Objectives To create a functional organisation that enables optimal performance by developing and retaining a skilled representative workforce OBJECTIVE
Draft Multi-year Capital Budget 2017/18/19/20 FY MULTI-YEAR BUDGET Directorate Technical Services Ward Finance Source Budget Amount ( R ) Project Description Department Name Strategic Objective Code Description Worcester WWTW (Waste Water Treatment Works) Electrical Services Network Modifications WWTW (Helm & Crescent Feeders) Electrical Services Breede Valley _All Wards 99 Unfunded new requests 1 267 000 Network upgrade & improvement WWTW (Gasnat) Electrical Services Breede Valley _All Wards 99 Unfunded new requests 674 000 Leighpold Avenue : Rehabilitation New street lighting and relocation of overhead electrical services Electrical Services Breede Valley _All Wards 99 Unfunded new requests 5 154 545 Uitvlugt Development (Industrial) Industrial Development (Add 2 x 11kV CB panel at Industrial Substation, add 3,5km to 11kV cable) – Developer’s cost Electrical Services Breede Valley _All Wards 99 Unfunded new requests 15 000 000 Worcester Industrial Park Development (Avian Park) Electrical Services
New 11kV Substation and Electrical Bulk Supply Electrical Services Breede Valley _All Wards 99 Unfunded new requests 8 000 000 Trans Hex Residential Development (13 000 erven) Electrical Services Electrical Substation Electrical Services Breede Valley _All Wards 99 Unfunded new requests 44 191 219 Electrical Main Power Supply (66kV) Electrical Services Breede Valley _All Wards 99 Unfunded new requests 17 363 636 Electrical Reticulation & High mast lighting - Phase 1 (645 erven) Electrical Services Breede Valley _All Wards 99 Unfunded new requests 6 948 409 Electrical Reticulation & High mast lighting - Phase 1 (645 erven) Electrical Services Breede Valley _All Wards 99 Unfunded new requests 6 948 409 Electrical Reticulation & Street lighting - Phase 2 (600 erven) Electrical Services Breede Valley _All Wards 99 Unfunded new requests 7 691 727 New High Mast Light - Worcester - Trans Hex Housing Development Ph 1 (Mig number 207059) Electrical Services Breede Valley _All Wards 99 Unfunded new requests 741 141 Fairway Heights Access Road (Trim Park) Street lighting Electrical Services Bergsig, Fairway Heights, Hospitaalheuwel, Hospitaal Park, Van Riebeeck Park, Bloekombos, Fairy Glen, Panorama 99 Unfunded new requests 1 010 000 Worcester West Development (Erf 11768) Electrical Services Electrical Supply Electrical Services Worcester West, Leighton Park, Langerug, Somerset Park 99 Unfunded new requests 2 000 000
Industrial - Samuel Walters 11kV feeder – 1,35km 185mm2 AL XLPE 11kV cable Electrical Services Industrial, Hex-industrial, Zwelethemba, Roodewal 99 Unfunded new requests 1 620 000 Industrial Sub-upgrading and replacement of redundant protection relays and equipment Electrical Services Industrial, Hex-industrial, Zwelethemba, Roodewal 99 Unfunded new requests 5 000 000 Upgrade 11 kV Feeder between McAllister and Protea SS Electrical Services Industrial, Hex-industrial, Zwelethemba, Roodewal 99 Unfunded new requests 6 000 000 Industrial to Merindol to Roodewal Substation 300mm XLPE Electrical Services Industrial, Hex-industrial, Zwelethemba, Roodewal 99 Unfunded new requests 7 500 000 Ward 9 Electrical Services Roodewal Substation - (New 12 x 11kV OCB's) + new building Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 10 000 000 Roodewal Substation- Upgrade overhead lines network Phase 2 - (low voltage problems) Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 540 000 Roodewal Substation- Upgrade overhead lines network Phase 3 - (low voltage problems) Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 550 000 Roodewal Substation- Upgrade overhead lines network Phase 4 -(low voltage problems) Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 600 000 Russell - Roodewal (Add 1800m of 11kV cable to network) Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 1 602 000 Roodewal - Trans Hex 11kV Feeder - Add 2,1km 240mm² Cu XLPE 11kV Cable. Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 12 000 000 Fencing of Electrical Boxes Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 200 000 Increase Network Capacity (3 x 630 Kva Mini Substations), Network Overloaded Electrical Services Esselen Park, Roodewal 99 Unfunded new requests 2 500 000
Worcester CBD - Ohm to UGM and ABC upgrades Electrical Services Avian Park 99 Unfunded new requests 3 400 000 Replace vandalised robots - Albatros/Villiers Dorp & School crossing Electrical Services Avian Park 99 Unfunded new requests 550 000 Ward 13 Electrical Services New Somerset Industrial Park 66/11 kV - Sommeret Developments – 0,7km 300mm2 AL XLPE 11kV cable Electrical Services Florian Park, Hex Park, Esselen Park, Johnson Park, Noble Park, Riverview 99 Unfunded new requests 4 400 000 Goal to Avian Park Split an existing line into New Somerset Industrial Park SS - Split existing cable into New 66/11kV SS Electrical Services Florian Park, Hex Park, Esselen Park, Johnson Park, Noble Park, Riverview 99 Unfunded new requests 1 358 000 Fencing of Electrical Boxes Florian Park, Hex Park, Esselen Park, Johnson Park, Noble Park, Riverview 99 Unfunded new requests 200 000 Avian Park Housing Services Electrical Services 450 000 Rolihlahla - 205 of 708 Lots - New service connections and repositioning of existing services. Electrical Services Avian Park 99 Unfunded new requests 512 500 Upgrade Avian park SS to Pri S/house Electrical Services Avian Park 99 Unfunded new requests 13 324 000 Ward 14 Electrical Services Fencing of Electrical Boxes Electrical Services Noble Park, Riverview, Victoria Park 99 Unfunded new requests 200 000 Ward 15 Electrical Services
Project Program Activity Sites Units 2016/17 Funding allocated on 5 Year Delivery Plan (Draft V8 June 2016) Activity Sites Units 2017/18 Funding Allocated Activity Sites Units 2018/19 Funding Allocated Notes 2027/1056 : De Doorns (1482 services & 1482 units) UISP Completion of the project with the construction of an addition 143 Top Structures (Rephasing Process) 0 0 R 3 000 000.00 Project Complete 0 0 R 0.00 Project Complete 0 0 R 0.00 Currently busy with a Rephasing request for the construction of an additional 143 Top Structures. DHS, EIA ROD and LUPO Authorization obtained. 2027(6) : De Doorns (1400 services & 1400 units) IRDP Completion of the project with the construction of an addition 27 Top Structures (Rephasing Process) 0 0 R 900 000.00 Project Complete 0 0 R 0.00 Project Complete 0 0 R 0.00 Currently busy with a Rephasing request for the construction of an additional 27 Top Structures. DHS, EIA ROD and LUPO Authorization obtained.
3242 : De Doorns Sunnyside Orchards (109 services & 109 units) IRDP Implementation (Installation of services for the 109 sites) 109 0 R 4 905 000.00 On Hold (Construction of Top Structures should follow the installation of services, but no funds allocated for the construction of Top Structures) 0 109 R 0.00 On Hold (No funds allocated for the construction of Top Structures) 0 0 R 0.00 Currently busy with the installation of services for 109 sites. But no funds allocated for the construction of 109 Top Structures in either 2017/18 or 2018/19 financial years. Planning Approval obtained, Conditional Approval outstanding. EA not applicable, LUPO approval obtained. 2104(14) : Worcester Old Mandela Square (331 units) PHP Completion of the project with the construction of the final 68 Top Structures. 0 68 R 5 610 000.00 Project Complete 0 0 R 0.00 Project Complete 0 0 R 0.00 Completion of older project. Planning & Conditional Approvals obtained. EIA and LUPO Approvals obtained.
3255 : Worcester New Mandela Park (652 IRDP units & 390 PHP units) IRDP / PHP Implementation (Completion of a older project with Top Structures - 652 units built via IRDP and 390 units built via PHP) 0 10 R 1 100 000.00 Implementation (Construction of 100 Top Structures) 0 100 R 11 000 000.00 Implementation (Construction of 100 Top Structures) 0 100 R 0.00 Completion of a older project. Services was originally installed and this project entails the construction of the remaining 1042 Top Structures. DHS, EIA and LUPO approvals obtained as part of older project. 3451 : Worcester Avian Park (708 units) IRDP Implementation (Completion of a older project with the construction of the final 105 Top Structures) 0 105 R 10 695 000.00 Project Complete 0 0 R 0.00 Project Complete 0 0 R 0.00 Completion of a older project. Services was originally installed and this project entails the construction of the remaining 708 Top Structures. DHS, EIA and LUPO approvals obtained as part of older project.
3243 : Touws River (900 services & 900 units) IRDP Planning (PPC supported this project for the release of Tranche 1.1 in the 2016/17 FY. A Planning Application was submitted for PAC Planning Approval previously. Planning Approval has not yet been given. Potentially both IRDP Tranche 1.1 & 1.2 could be claimed in this FY) 0 0 R 200 000.00 Planning / Implementation (Project Implementation Readiness Report (PIRR) must be compiled and submitted for PAC Conditional Approval. Based on this approval Tranche 2 can be released for the installation of services for the first 200 sites) 200 0 R 9 000 000.00 Implementation (Construction of 100 Top Structures. No additional installation of services for rest of the project.) 200 100 R 11 000 000.00 Project in planning phase, PPC has supported this project and Tranche 1.1 can be released. Planning Application has been submitted, but not yet approved. Neither Conditional, EIA nor LUPA approvals has yet been obtained. 3254 : Worcester Transhex (8650 services & 6610 units) IRDP Planning (PPC Supported the project for release of Tranche 1.1 in the 2015/16 FY. Planning Application has been submitted for PAC Planning Approval that has been given. Project 0 0 R 1 000 000.00 Implementation (Installation of services for the first 1000 sites of the first phase of this project is expected in this FY.) 1000 0 R 45 000 000.00 Implementation (Continuous servicing and construction of Top Structures for various phases of the project) 1 500 400 R 111 500 000.00 Project in final stages of obtaining development rights. EIA has been submitted and authorisation is expected by end of September 2016. LUPO approval is expected by the
Implementation Readiness Report (PIRR) must be submitted in 2016/17 FY for PAC Conditional Approval.) end of October 2016. PIRR to be submitted for PAC Conditional Approval in October 2016. Project implementation is expected early in 2017/18 FY.) xxxx : Wolseley Transhex Bulks Bulks Funding for the installation of Bulk Infrastructure 0 0 R 10 000 000.00 Project Complete 0 0 R 0.00 Project Complete 0 0 R 0.00 Installation of needed Bulk Infrastructure to the value of R 10 000 000.00
3528 : Worcester Zwelethemba North Remainder of Erf 1 (2000 services) UISP Planning (PPC supported this project for the release of Tranche 1.1 in the 2016/17 FY. A Project Initiation Document (PID) has been submitted and UISP Tranche 1.1 can be released. A Project Feasibility Report (PFR) must be compiled for PAC Planning Approval. Based on PAC Planning Approval UISP Tranche 1.2 can also be released.) 0 0 R 1 300 000.00 Planning / Implementation (Project Implementation Readiness Report (PIRR) must be compiled and submitted for PAC Conditional Approval. Based on this approval Tranche 2 can be released for the installation of enhanced services for the first 200 sites) 200 0 R 0.00 Implementation (Continuos servicing of 200 sites until project is complete) 200 0 R 0.00 Project in planning phase, PPC has supported the project for release of Tranche 1.1 in the 2016/17 FY. A PFR and PIRR must be submitted for PAC Planning and Conditional Approvals. DHS, EIA ROD and LUPA approvals are all outstanding. Costs calculated according to UISP costs, and should be updated with ESS costs.
2027: Doorns Erf 852 GAP (327 units) FLISP Current project, services have been installed, rephasing to construct Gap Top Structures on already serviced vacant erven. Project on-hold no funding allocated on Business Plan. 0 0 R 0.00 Current project, services have been installed, rephasing to construct Gap Top Structures on already serviced vacant erven. Project on-hold no funding allocated on Business Plan. Propose that constrcution of initial 100 units can take place in this FY. 0 100 R 0.00 Current project, services have been installed, rephasing to construct Gap Top Structures on already serviced vacant erven. Project on-hold no funding allocated on Business Plan. Constrcution of an additional 100 units can take place in this FY. 0 100 R 0.00 Project entail the completion of an older project (2027) with the construction of 327 top structures. Project requires a rephasing letter. All DHS, EA and LUPO approvals have been obtained for older project.
3453 : Worcester Fisher Street Portion Erf 1 / 10253 (307 services & 307 units) IRDP Planning (PPC supported this project for the release of Tranche 1.1 in the 2016/17 FY. A Project Initiation Document (PID) has been submitted and IRDP Tranche 1.1 can be released. A Project Feasibility Report (PFR) must be compiled for PAC Planning Approval. Based on PAC Planning Approval IRDP Tranche 1.2 can also be released.) 0 0 R 0.00 Planning / Implementation (Project Implementation Readiness Report (PIRR) must be compiled and submitted for PAC Conditional Approval. Based on this approval Tranche 2 can be released for the installation of enhanced services for the first 100 sites) 100 0 R 0.00 Implementation (Continuos servicing of 100 sites and the construction of fisrt 100 units) 100 100 R 0.00 Project in planning phase, PPC has supported the project for release of Tranche 1.1 in the 2016/17 FY. A PFR and PIRR must be submitted for PAC Planning and Conditional Approvals. DHS, EIA ROD and LUPA approvals are all outstanding.
3529 : Avian Park Albatros Street Remainder of Erf 1 (800 services & 800 units) IRDP Planning (PPC supported the release of Tranche 1.1 in the 2017/18 FY. Planning Application has been submitted for PAC Planning Approval. Tranches 1.1 and 1.2 could be released in the 2017/18 FY.) 0 0 R 0.00 Planning (PPC supported the release of Tranche 1.1 in the 2017/18 FY. Planning Application has been submitted for PAC Planning Approval. Tranches 1.1 and 1.2 could be released in the 2017/18 FY.) 0 0 R 0.00 Planning / Implementation (Project Implementation Readiness Report (PIRR) must be compiled and submitted for PAC Conditional Approval. Based on this approval Tranche 2 can be released for the installation of enhanced services for the first 200 sites) 200 0 R 0.00 Project in planning phase, PPC has supported the project for release of Tranche 1.1 in the 2017/18 FY. A PFR and PIRR must be submitted for PAC Planning and Conditional Approvals. DHS, EIA ROD and LUPA approvals are all outstanding. xxxx : Rawsonville Remainder Portion 19 of Farm 427 IRDP Land Acquisition (A LAA has been submitted to DHS for approval. Currently this project has not yet served before the PPC.) 0 0 R 0.00 Planning (Project Initiation Document (PID) to be prepared and submitted for PPC support. Based on PPC support Tranche 1.1 can be released.) 0 0 R 0.00 Planning (Project Feasibility Report (PFR) to be compiled and submitted for PAC Planning Approval. Based on this Planning Approval Trnache 1.1 (IRDP) can be released.) 0 0 R 0.00 Project busy with Land Acquisition. DHS, EIA ROD and LUPA authorisations are all outstanding.
xxxx: De Doorns Voortrekker Street & Remainder Erf 1099 (230 services & 230 units) IRDP Long Term Future Priority Project. Land must still be purchased and all Planning Processes are outstanding. 0 0 R 0.00 Planning (Project Initiation Document (PID) to be prepared and submitted for PPC support. Based on PPC support Tranche 1.1 can be released.) 0 0 R 0.00 Planning/ Land Acquisition (Project Feasisbility Report (PFR) to be compiled and submitted to PAC for Planning Approval and possible release of Tranche 1.2. Additionally land to be purchased (cost unknown) at R 2 000 000.00) 0 0 R 0.00 Long Term Future Project. Land must still be acquiried and all planning processes are outstanding at present. Assumed land cost of R 2 000 000.00 xxxx: De Doorns North and South of the N1 (760 services & 760 units) IRDP Long Term Future Priority Project. Land must still be purchased and all Planning Processes are outstanding. 0 0 R 0.00 Planning (Project Initiation Document (PID) to be prepared and submitted for PPC support. Based on PPC support Tranche 1.1 can be released.) 0 0 R 0.00 Planning (Project on hold until preliminary studies are done and there is certanty that land should be acquired.) 0 0 R 0.00 Long Term Future Project. Land must still be acquiried and all planning processes are outstanding at present. Assumed land cost of R 5 000 000.00 Total 109 183 R 38 710 000.00 1500 309 R 65 000 000.00 2 000 800 R 122 500 000.00
The municipality maintains public parks in all four towns within its service area, with the square metres totaling 633 000 m², the equivalent of 126 rugby fields. Town Area to be maintained m² Future developments / extensions New estimated costs Rawsonville 50 000 m² 20 000 m² R 1,000,000 Worcester 473 000 m² 60 000 m² R 3,000,000 De Doorns 50 000 m² 20 000 m² R 1,000,000 Touws River 60 000 m² 10 000 m² R500,000 Total 633 000 m² 110 000 m² R5,500,000 58: 2013/14) The municipality maintains sport fields in three of the four towns within its service area, with the square metres totaling 469 000 m². The current sport fields in De Doorns are not operational and the infrastructure is depleted. Town Area to be maintained m² Future developments / extensions New Estimated costs Rawsonville 30 000 m² 10 000 m² R 1,000,000 Worcester 369 000 m² 20 000 m² R 2,000,000 De Doorns 0 m² 20 000 m² R 2,000,000 Touws River 70 000 m² 20 000 m² R2,000,000 Total 469 000 m² 70 000 m² R7,000,000 59: 42: - PROPOSED CAPITAL BUDGET SPORTS INFRASTRUCTURE (MTREF) Description Total Funded budget 2015/16 2016/17 2017/18 Motivation for funding MIG co-funding for the 2015/16 financial year projects CRR BOLAND SPORTSGROUND Upgrading of Tennis Court MIG 350 000.00 Completed Resurfacing of Tennis Courts Upgrading of Netball Court MIG 300 000.00 Completed Resurfacing of Netball Courts
MIG Upgrade of pavilion MIG Not budgeted 1 500 000.00 Not budgeted Extension of existing pavilion at Esselenpark ESSELENPARK SPORTSGROUND Replacement of perimeter fence MIG Not budgeted 1 500 000.00 Not budgeted Replace corrugated iron fencing with a built wall fence RAWSONVILLE SPORTGROND Upgrading of Soccer Field MIG 200 000.00 Completed Irrigation System TOUWPARK SPORTSGROUND Upgrading of Fencing & Sport Facilities MIG 500 000.00 Completed Buildings and Irrigation System STEENVLIET SPORTSGROUND Upgrading of Cricket Field MIG 600 000.00 Completed Irrigation System DE DOORNS SPORTSGROUND Upgrading of Sport Facilities MIG 300 000.00 Completed Fencing and Irrigation System Upgrading of Sport Facility MIG 300 000.00 Not budgeted Building and Resurfacing Netball/Tennis Courts & Irrigation System Planning cost for new swimming pool MIG 500 000 In Process 5 00 000 Cost for Feasibility study and planning 2 550 000.00 3 500 000.00 5 00 000.00 The Breede Valley Integrated Municipal Disaster Risk Management Framework provides the institutional scope of how the municipality will organise itself to deal with disaster risk preparedness planning, risk reduction and response and relief responsibilities with clearly defined elements and is considered as the ‘parent’ document. Amendments to the Disaster Management Act as published in the Disaster Management Amendment Act on 15 December 2015 (effective 1 May 2016) and specifically to Section 53 requires municipalities to provide capacity to prepare disaster management plans and perform the required tasks as set out in subsections (a) to (h) for its area according to the circumstances prevailing in the area and within the ambit of its municipal disaster management framework.
PROJECT REFERENCE PROJECT DESCRIPTION 2014/15 PRIMARY and SECONDARY STAKEHOLDERS RISK (High/ RISK REDUCTION [Prevention/Mitigation/ Preparedness Actions identified and/or taken] DRM Comments Rawsonville 72 31168: Rawsonville De Nova (72 services and 72 units) IRDP BVM Dept Human Settlements BVM Civil Engineering Dept. WCG DHS Ward Councillor and Committee High Regular updates through Ward Committee Waiting list submitted to Province Regular updating with BVFD on social conflict status in area/ward. Indicative RR actions deemed to be sufficient for planning phases. Continuous M&E by DRM and Project Owner of RR to be in place during actual project Touws River 3244: Touws River Hopland (269 units) RP BVM Dept Human Settlements BVM Civil Engineering Dept. WCG DHS Ward Councillor and Committee Medium Regular Updates through Ward Committee Steering committee meetings Regular updating with BVFD on social conflict status in area/ ward Indicative RR actions deemed to be sufficient for planning phases. Continuous M&E by DRM and Project Owner of RR to be in place during actual project Touws River 3243: Touws River (Land Acquisition) and (200 services and 200 units) IRDP BVM Dept Human Settlements BVM Civil Engineering Dept. WCG DHS Ward Councillor and Committee Medium Regular updates through ward committee and Housing meetings Regular updating with BVFD on social conflict status in area/ward Indicative RR actions deemed to be sufficient for planning phases Continuous M&E by DRM and Project Owner of RR to be in place during actual project
Ward Councillor and Committee Regular updating with BVFD on social conflict status in area/ ward Worcester 3254: Worcester Transhex (400 services and 400 units) IRDP BVM Dept Human Settlements BVM Civil Engineering Dept. WCG DHS Ward Councillor and Committee Medium Regular updates through ward committee Steering committee meetings Regular updating with BVFD on social conflict status in area/ward Indicative RR actions deemed to be sufficient for planning phases. Continuous M&E by DRM and Project Owner of RR to be in place during actual project De Doorns 3242: De Doorns Sunnyside Orchards (104 services & 104 units) IRDP BVM Dept Human Settlements BVM Civil Engineering Dept. WCG DHS Ward Councillor and Committee Medium Regular updates through ward committee Steering committee meetings Regular updating with BVFD on social conflict status in area/ward Indicative RR actions deemed to be sufficient for planning phases. Continuous M&E by DRM and Project Owner of RR to be in place during actual project De Doorns 2027: De Doorns (1400 services and 1400 units) IRDP BVM Dept Human Settlements BVM Civil Engineering Dept. WCG DHS Ward Councillor and Committee Medium Regular updates through ward committee Steering committee meetings Regular updating with BVFD on social conflict status in area/ward Indicative RR actions deemed to be sufficient for planning phases. Continuous M&E by DRM and Project Owner of RR to be in place during actual project De Doorns 1056: De Doorns (1482 services and BVM Dept Human Settlements Medium Regular updates through ward committee Indicative RR actions deemed to be sufficient for planning phases.
1482 Units) UISP BVM Civil Engineering Dept. WCG DHS Ward Councillor and Committee Steering committee meetings Regular updating with BVFD on social conflict status in area/ward Continuous M&E by DRM and Project Owner of RR to be in place during actual project Table 61: Developmental projects identified in the IDP as medium- or high-risk
Project Description Primary & Secondary Stakeholders Risk description/ rating preparedness) Risk Reduction Additional comments by Disaster Management Emergency Service Capacity BVM High Building a Fire Station The extension of emergency services. Reducing Veld Fire Risk BVFD; CWDM Fire High Annual budgeted programme of clearing of firebreaks on municipal land. Annual pre-summer written Fire Safety By-law notification served on identified private and state landowners as it applies to the clearing and maintenance of firebreaks. Processing of prescribed burning permits for vegetation. Maintenance of Fire Service Mutual Aid Agreement with the District. Urban Sprawl Human Law Enforcement Medium Prevention of illegal occupation of land through monitoring and intervention by municipal anti-land invasion unit. Town planning regulations enforced. Severe Weather Conditions Technical Services; BVFD; Human CWDM Roads Dept; BVM Traffic; Provincial Traffic High Complete Ward-based Risk Assessments on ALL wards and include mitigation and risk reduction recommendations in winter season operational risk planning measures. Annual programme by Technical Services Department on clearing of storm water drainage systems prior to the rainy season in partnership with EPWP. Listing previous reported storm water problems and budgeting for storm water improvements in the next financial year. Working for water programme in place. Advance Fire Information Systems used for predetermining severe veld fire conditions Transport of Dangerous Goods BVFD; BVM Traffic; Transnet: Provincial Traffic Medium Strict enforcement of the Fire Safety By-laws as it applies to the transport and storage of dangerous goods in the municipal area. Regular enforcement of traffic safety laws by the local and provincial traffic authorities that prioritise the carriage of dangerous goods. Established partnership between Fire Service Authority and Traffic Services as it relates to the enforcement of the carriage of dangerous goods. Dangerous goods training for various agencies Critical Infrastructure Contingency Planning (CICP) All BVM Directorates High Engineering Departments compiling and updating CICPs. ICT have approved DRP in place. Conducted risk assessment of Worcester Water Supply pipeline (2013) Comprehensive BCP to be reviewed annually Animal Disease Outbreak All BVM Directorates; CWDM Medium Land use planning regulations being enforced. Regular updates via the District and Provincial Disaster Management Advisory Forums.
Implementation plan The goals needed to implement the Air Quality Management Plan needs to be clearly defined into specific objectives. Each objective is linked to specific time frames, the responsible person and a budget as indicated in Table 68 below. Objective Timeframes Description Comment Budget needed Responsibility Status Appoint Air Quality Officer August 2015 - Technical Director/ Municipal Manager to appoint AQO No MM Completed Capacity Building Continuous Attend quarterly regional forum sessions Attend specific courses, e.g. Noise training, emissions standards, EMI training for AQO - Yes Local AQO On-going Establish a local AQO forum in CWDM Short Term Regular meetings and feedback between BVM and CWDM Invite DEA&DP neighboring municipalities to forum meetings Yes CWDM AQO & Local AQO Not started Compile detailed list of Emission producers Short Term Emission Inventory List Visit possible pollution sources in BVM area Yes Local AQO + CWDM Not Started Effectively dealing with complaints Continuous Complaints Design a complaints register Follow-up on complaints Yes Local AQO + CWDM In Process Submit AQMP to Council for approval June 2017 Submit AQMP to council No Local AQO, Technical Director Completed Submit approved AQMP to DEA&DP August 2017 - Include specific council minutes indicating approval No Local AQO + DEADP Completed Education activities Short to medium term - Environmental education awareness programmes at schools and libraries. Yes Local and district AQO + DEADP Not started 67: Monitoring, reporting and evaluation of the AQMP Breede Valley Municipality responsibilities are:
More support must be given by the local municipality to farm owners Subsidies and grants must be made available to everyone within this sector Department of Agriculture must play more pivotal role in ensuring food security within the Breede Valley Assistance and broader coordination must take place to help create better opportunity with regard to food security in the communities Food security must be all-inclusive throughout all communities All soup kitchens in all wards must be linked to community food gardens run by community members These food gardens must become sustainable and the municipality must play a facilitating role to ensure that food gardens get proper support Plans and programmes and projects per sector PROJECT PROJECT ACTIVITIES PARTNERS Youth development Establishment of youth forums in all towns Identify all youth structures Set up meeting with relevant stakeholders Elect youth representatives per town Provide capacity building Conduct workshops to draft TOR Formalise all forums Do strategic planning and develop a plan of action BVM DSD CWDM Civil Society DOCS DOH DOE SAPS Develop a Youth Development Policy for BVM Meeting between relevant stakeholders Consultation with all youth development structures Drafting of policy Submission of draft policy to council Public participation process Getting policy approved Linking policy with strategic plan of action BVM Departments: Office of the MM CDO DSD Youth Skills Development Ward-based youth skills assessment Identify service providers Identify youth participants Design and compile training programmes BVM DSD CWDM DOE Training Companies Business Sector Substance abuse awareness programmes Identify relevant stakeholders Identify problem areas Conduct community engagements Set up support groups Run awareness campaigns Create links with relevant rehab centres Refer addicted youth to facilities if possible Public education BVM DSD CWDM Civil Society DOCS DOH DOE SAPS
Youth Focal Units/ Youth Café Identify land or municipal buildings Identify relevant stakeholders Obtain funding from relevant departments Design programmes for these cafes and units BVM DSD Cape Access Thusong Programme CWDM Worcester Business Forum Youth Development Through Sport Municipal sports days for youth Inter-flat sport tournament Vlakkie cricket sport programme Community sport programmes BVM DSD DCAS WBF CSOs Youth Development Summit Consult with all youth development organisations Identify relevant partners Do logistical arrangements Conduct the summit 1. BVM 2. DSD 3. All youth development organisations Community Safety Forum CSF Plenary meetings Schedule four meetings with all relevant stakeholders Schedule 12 monthly Steering Committee meetings BVM CSF DOCS WBF Public Participation Publish safety tips Implement community safety programmes and projects as identified Enhance holiday programmes BVM CSF DOCS WBF CCTV Cameras Secure budget Advertise the tender Appoint service provider Implement project BVM CSF DOCS WBF Community Safety Summit Consult with all community safety organisations Identify relevant partners Do logistical arrangements Conduct the summit BVM DOCS SAPS CPF CSF CSO School Drill Squad Competition Set up a meeting with relevant stakeholders Identify interested schools Setup meeting with Chrysalis Academy Conduct a general meeting Train drill instructors Assign instructors Arrange competition Follow up with all schools BVM Chrysalis Academy SAPS Traffic Dept DOE All High Schools 3. Early Childhood Development ECD Summit Set up a meeting with DSD Call a joint planning session with all relevant stakeholders Secure date and venue Public participation process Conduct the summit BVM DSD ECD Forums Identify land for ECDs Convene a meeting with relevant departments BVM DSD ECD Forums
Confirm attendance to the summit Conduct the summit CWDM Media 9. Vagrants Programme Homeless people Survey: ongoing Setup a database Update the database monthly Conduct monthly meetings with relevant stakeholders 1. BVM 2. WBF 3. DSD 4. YWAM 5. SAPS 6. CSO 7. Worcester Standard 8. Valley FM 2. Street Children project Conduct a meeting with stakeholders Setup a steering committee Draw up a project plan Engage with relevant partners Form partnerships Draft a programme Implement said programme BVM Office of the Mayor DSD WBF SAPS DOE CSO Valley FM Worcester Standard 3. Responsible giving campaign Public education Regular adverts over radio Newspaper articles Conduct regular session with all stakeholders BVM Office of the Mayor DSD WBF DOE SAPS CSO Valley FM Worcester Standard 10.Community Profiling Community Profiling and Mapping Campaign Schedule a joint planning meeting with all relevant partners Draw up a schedule and plan of action Obtain all necessary resources Conduct the community profiling and mapping project BVM DSD MSAT Stellenbosch University 11. Gender and Disabled Sector Gender and Disabled sector Summit Consult all structures Determine the need for such a summit Identify all relevant stakeholders Do all logistical arrangements Conduct the summit BVM DSD NID NIB MSAT CWDM 12. Arts and Culture Sector Breede Valley Arts and Culture Festival Consult all existing programmes Do a joint planning session with all relevant groups and forums Draft a programme for such a festival Do all logistical arrangements Host the Breede Valley Arts and Culture Festival BVM Arts and Culture groups DCAS CWDM Training and capacity building programme Determine the capacity building needs If need be, design and conduct a programme BVM CWDM DCAS
For each pillar in the strategic framework an outcome/objective and set of programmes has been developed. As stated in the introduction, these draw on the range of excellent work. PILLAR 1: AND SKILLS DEVELOPMENT PROGRAMMES: Outcome Objective Proposed projects Proposed activities and tasks Every young person has access to opportunities to develop practical and economically valuable skills Every young person who is not academically inclined is able to develop economically useful and valuable skills. Partnership with educational institutions. Career Counselling services, skills development. Training institutions partner with business and government to strengthen connections between skills and work including in-service training opportunities. Young people with incomplete schooling are supported with bridges into training and work. Skills intermediation: Bridging programme for out of school youth which feed into skills or internship programmes FET colleges Learnerships through all SETAs Skills programmes and capacity building Conduct a study on existing skills amongst youth. Conduct research on skills in demand in the market. Liaise with other local government bodies and private sectors to workshop skills programmes such as: - vocational programmes - ICT training programme - short skills programme targeting out of school and unemployed youth. - entrepreneurial skills - enrichment programmes on parenting skills, conflict resolution and problem solving in wards. Develop and implement exhibitions and workshops about education, skills development and capacity building. Learners in further education receives academic and social support Bursaries Develop and implement a bursary strategy and plan that is responsive to the human resource development needs of BVM. Develop and implement a system for tracking the progress and sustainability of youth that have benefited from bursaries awarded to them. Identify and link youth with opportunities for bursary programmes offered by private sector institutions. Driver’s licence programme Liaise with other partners and service providers to bring this opportunity to selected youth.
To enable the community to inform the councillors and officials of their issues. Inputs received during these engagements have been dealt with as described above. Council meetings (open to public) Bi-Monthly Mayor and Councillors Senior management personnel of municipality To inform the community of council decisions, community rights and duties, municipal affairs etc. Special IDP and budget engagements Annually Mayor and Councillors Senior management personnel of municipality Community To inform the community of IDP and budget related matters To obtain community input on content of IDP and proposed An IDP Specific Email Address Continuous Community IDP Office To allow the community to submit ward needs to the municipality electronically Municipal Website Continuously updated Mayor and Councillors Community Personnel of municipality To provide comprehensive information of municipal affairs Advertise public engagements Publish adopted IDP and budget 75: Breede Valley Municipality further endorses the following principles for public participation in the IDP process planning cycle, namely: Elected councillors are the ultimate decision-making body The processes followed should be structured and ensure an equal right to participate The process should allow sufficient room for diversity The process should create conditions to promote and encourage participation, especially with regard to disadvantaged and marginalised groups and gender equity Community engagements and needs The public consultation process was successfully rolled out in the 21 wards of Breede Valley Municipality, reflecting a significant improvement in the turnout at these meetings. The municipality provided all possible logistical support in the arrangement of these meetings, i.e. transporting members of the public to and from meetings to afford them an open opportunity to engage with Council on the prevalent needs existing in Breede Valley. These community consultations proved to be very successful and offered an insight to the tremendous challenges which both government and citizens are faced with. The consultation process recorded the following list of needs, all of which do not necessarily constitute or are within the mandate of local government; the needs outside our mandate was communicated to the relevant sphere of government and/or institution responsible for the core service. The list of community needs per ward is indicated in the following table in order of priority and a summary of inputs from public meetings are given.
A Botes F Davids Z Hass P Herder R Jacobs S Olifant J Scheffers O Schreuders H Smith S Titus WARD ALLOCATION PROJECT: Cleaning Project/ Planting of Trees PRIORITIES FOR THE WARD Ward Order Priority per ward Department 1 1 Housing Community Services 1 2 Land for graveyards Community Services 1 3 Development in Touws River: Economic, Skills, Sustainable Jobs Strategic Support Services 1 4 Resealing of Roads in Crescent, CBD, Schoemansville and Steenvliet Technical Services 1 5 Tarring of gravel roads: Uitsig and Crescent Technical Services 1 6 Upgrade sewerage system for housing projects Community Services 1 7 Reservoirs for future development and housing projects Community Services 1 8 Youth Development Programmes Community Services 1 9 Small Farming Projects Technical Services 1 10 Lighting of open spaces Technical Services 1 11 Fire Station Community Services 1 12 Law enforcement unit Community Services 1 13 Speed humps Community Services 1 14 Develop play parks Community Services
T Mokhanya M Qoyi N Sixaba WARD ALLOCATION PROJECT: Implementation of Electrical Boxes – Awaiting Eskom PRIORITIES FOR THE WARD Ward Order Priority per ward Department 2 1 Housing Community Services 2 2 Electrical boxes in Stofland Technical Services 2 3 Speed humps in Stofland (addresses will be confirmed) Community Services 2 4 Upgrading of roads in Stofland Technical Services 2 5 MPC in Ward 2 Community Services 2 6 Swimming pool in Ward Technical Services 2 7 Fencing of graveyard Technical Services 2 8 Bus route in Stofland Community Services 2 9 Robot at Cnr of Wilger street & N1 Technical Services 2 10 Transfer of properties Community Services 2 11 Upgrading of Train station Community Services 2 12 Satellite police station Community Services 2 13 Day & Night Clinic Technical Services 2 14 Fire station in Ward 2 Community Services
3 5 Tarring of streets – De Doorns East: Jakob Regop Street Technical Services 3 6 Replace street lights with high-mast light in Honey- & Tambo Street Technical Services 3 7 Employment opportunities / Youth development programs Community Services 3 8 Extension of clinic/day hospital Community Services 3 9 Speed humps – Selosia- & Violet Street Technical Services 3 10 Maintenance of streets and sidewalks Technical Services 3 11 Stop and street name signage Community Services 3 12 Replace water pipes Technical Services 3 13 Splitting sewerage lines Technical Services 3 14 Parking areas in main road (CBD) Community Services 3 15 Robot at Violet- & Tambo street Community Services 3 16 Identify available land for housing through a land audit in Ward 3. Community Services WARD PLAN FOR WARD 4 – 2018/19
PRIORITIES FOR THE WARD Ward Order Priority per ward Department 4 1 Bulk Infrastructure and top structures for phase 3 of housing project in Orchards Sunnyside Technical Services/ Community Services 4 2 Tarring of roads: Chris Hani Street Jakaranda Street Sir James Street St Elmo Street Technical Services 4 3 MPC for Ward 4 Community Services 4 4 Transfer of title deeds to owners of rental units Community Services 4 5 EPWP workers to be deployed in Orchard Strategic Support Services 4 6 400 houses must be built Community Services 4 7 Relocation of outside toilets to the inside – De Doorns East Community Services 4 8 Suitable land for livestock of Small farmers in De Doorns Community Services 4 9 Swimming Pool for De Doorns Community Services
5 4 Fire extinguishers and sand buckets for GG camp to extinguish fire. Community Services 5 5 Sport facilities with a spectators fence Community Services 5 6 Play park for children in GG Camp and Panorama Community Services 5 7 Mobile library (next to soup kitchen) in GG camp Community Services 5 8 Bus stop for GG camp Community Services 5 9 Tarring of roads in GG camp Technical Services 5 10 Wheelie bins in Silver camp Technical Services 5 11 EPWP programmes for ward 5 Strategic Services 5 12 Placing of robots at the N1 (turnoff to GG camp) Community Services WARD PLAN FOR WARD 6 – 2018/19
7 3 Traffic Light (and slipway at High and Louis Lange Street intersection (from Industrial Area) Community Services 7 4 Requesting development proposals for the Old Burgerspark Caravan Park, as well as the alienation of Erf 13953 and Erf 13954 Community Services 7 5 Resealing of the following streets: Riley Street (Meirings Park) Henry Hill Street (Meirings Park) Eybers Street (Meiringspark) Aster Street (Fairy Glen) Durban Street (from Robertson Road to Riebeeck Street) Chanelle Street (Roostuin) Leipoldt Avenue (Roodewal) Technical Services 7 6 Making the Old Railway line between SAD and Rose Garden available for leasing Technical Services 7 7 Availing the Murray Street Square on the corner of High Street and Robertson Road for leasing as sports field. Technical Services 7 8 Transfer of Municipal Rental Units in De Wet Street to residents Strategic Services 7 9 Completion of ‘pipe-cracking’ in: De la Bat Way (below De la Bat Way, from Oude Meule up to De la Bat swimming pool) Hans de Lange Square and Louis Trichardt Street, Meirings Park Technical Services 7 10 Closing of Protea Way and Rooi-Els Way with palisade fencing on the side of High Street. Technical Services 7 11 Fencing of Jukskei Club in Combrinck Street, Paglande Community Services 7 12 Requesting of development proposals for Erf 19938 between AFS Church and Municipal stores Strategic Services 7 13 Investigate the possibility of transferring erf 148 (opposite De Jagers) to BVM or the Western Cape Department of Education Strategic Services 7 14 Permanent solution to (1) the drain overflowing weekly in the field next to Dirkie Uys Street, Meirings Park, next to the railway Technical Services
Ward Order Priority per ward Department 10 1 Upgrading of Roodewal and Hexpark flats Community Services 10 2 Upgrading of electricity in Roodewal and Hexpark Flats Technical Services 10 3 Upgrading of sewerage pipes Technical Services/ Community Services 10 4 Speed hump in Excelsiorweg Community Services 10 5 Sports Development Projects (“Vlakkie Cricket pitch”) Community Services 10 6 Housing Community Services 10 7 EPWP projects Strategic Support Services 10 8 Community Hall Community Services WARD PLAN FOR WARD 11 – 2018/19 CLLR SAMPSON CONTACT NUMBER: 072 905 9846 DEMOGRAPHIC PROFILE
Ward Number 11 Size of Ward 1,28 km² Population of Ward: Number of people 6694 WARD COMMITTEE MEMBERS Willemina Pedro Beatrice Harmse Adonia Swartbooi Beaulah Vlok Ian Swanepoel Erika Ceaser Katriena Willemse Evonne Heradien Peter Titus Vacant WARD ALLOCATON PROJECT Donation to Schools
PRIORITIES FOR THE WARD Ward Order Priority per ward Department 11 1 Upgrading of indoor sport centre with air-conditioning and expansion gym and gym equipment. Community Services 11 2 Act against illegal trade of liquor, drugs and the eviction of drug dealers from rental units Community Services 11 3 Anti - Drug abuse programmes and mobile police station for Riverview Community Services 11 4 Safeguarding and re-development of Buitekant, Gordon, Sohgne and Grey Streets. Community Services 11 5 Erection of JOJO Tanks Technical Services 11 6 Regular cleaning and development of open spaces Community Services 11 7 Maintenance of rental units Community Services 11 8 Ombudsman for Municipality Municipal Manager 11 9 Speed hump in Buitekant and Sampson Street (Opposite power station and other areas in ward where needed Community Services 11 10 Upgrading of Yssel Street starting in Le Seur Street to Sampson Street Technical Services 11 11 Flood lights at Yssel Street Technical Services
PRIORITIES FOR THE WARD Ward Order Priority per ward Department 13 1 In-house toilets in Riverview Community Services 13 2 Widen Krotz Street at the bend to Avian Park Technical Services 13 3 Netball court in Kleinberg Street Community Services 13 4 Paving of sidewalk in Eden School Technical Services 13 5 Fencing of electrical boxes in Ward 13 Technical Services 13 6 Selling of erven in Johnson’s Park Strategic Services 13 7 Solid speed humps in Amandel Street. Upgrade of Duncan, Buitenkant, Allistar and Jasson Streets Technical Services 13 8 Safe house for abused women and children in Lilly Farm Community Services 13 9 Speed calming of Aan de Doorns Road (Rooi pad) Community Services 13 10 Upgrade of sidewalk with railing at Aan de Doorns Road (Rooi pad) Community Services 13 11 Cleaning of field in Duncan Road - breeding place for snakes Technical Services 13 12 Modifying of stormwater drainage as it poses a safety threat to the community (drug addicts hide there and sleep there) Technical Services
Donation to Wysersdrift Primary School for the repairing of Classroom Floors PRIORITIES FOR THE WARD Ward Order Priority per ward Department 15 1 Investigate various options to prevent motorist from speeding Community Services 15 2 Cleaning of the area Technical Services 15 3 The removing of the vandalised speed hobbles to prevent accidents and the damaging of the road. Community Services 15 4 A request to clean and maintain the side walk in Altona Blv. Community Services 15 5 Somerset Park: The cleaning of the storm water pipe running next to Rabie road. Technical Services 15 6 Law-enforcement at the traffic light intersection. Community Service 15 7 Cameras on the traffic lights in the intersection Community Services 15 8 Yellow lines for broken-down vehicles. Community Services 15 9 The removal of people sleeping under the train bridge. Community Services 15 10 Painting of arrows on the road in the traffic circle going to the Mall/ Casino Community Services 15 11 The closing of Distillery road: The Councillor explained what BVM is busy Community Services
PRIORITIES FOR THE WARD Ward Order Priority per ward Department 17 1 Upgrading of sewerage and sanitation including hostel houses’ sewerage Technical Services 17 2 Transfer of title deeds Community Services 17 3 Swimming pool Community Services 17 4 Upgrade of graveyard Technical Services 17 5 Speed humps in ward 17 Community Services 17 6 Toilets at graveyard Technical Services 17 7 Tarring of Streets in ward 17 Technical Services 17 8 Heritage park: Memorial wall and toilets to be built Technical Services 17 9 BVM’s call centre needs to be customer friendly Strategic Services 17 10 Animal care is a challenge in Zwelethemba Community Services
19 2 Name plate to be erected to identify the De Nova Project Strategic Support Services/ Community Services 19 3 Speed humps in Cuttings Avenue and Goedeman Avenue Community Services 19 4 Paving of sidewalks in Cuttings Avenue and Goedeman Avenue Community Services 19 5 Four sports days for ward 19 Cape Winelands District 19 6 Sealing of Louwshoek road at Voorsorg Community Services 19 7 Open space in the De Nova Project must be utilized for a playing park for children Community Services 19 8 Land for housing for Farm workers in Rawsonville Community Service 19 9 Community hall for Rawsonville Community Services 19 10 Lighting for area between Rawsonville and the bridge at Nekkies Technical Services 19 11 Work opportunities for residents of Ward 19 Strategic Services
WARD ALLOCATION PROJECT: Repairing of electricity in public toilets Lengthening of walls in identified areas Donations to Sports Clubs PRIORITIES FOR THE WARD Ward Order Priority per ward Department 20 1 A Stop sign at the Denova /Geelkampie crossing Community Services 20 2 A computer training centre for the youth Community Services 20 3 Ownership of Hamman Pieterse Community Services 20 4 Fire station Community Services 20 5 Tarring of the lower part of Denova street Technical Services 20 6 The impact study of Afrimat Community Services 20 7 A Jet vac for Rawsonville Technical Services 20 8 Bus station at Rawsonville Primary Community Services 20 9 Public toilets should be controlled by BVM officials Technical Services 20 10 Speed humps/upgrading of speed humps at Rawsonville Primary Community Services 20 11 Electrification of Spokies Town Technical Services 20 12 Taxi rank Community Services 20 13 Swimming pool/swimming facilities Community Services
NO SECTION STRATEGY INTERVENTION ACTION TIMESCALE RESPONSIBILITY BUDGET 1 LEGISLATIVE FRAMEWORK Policy and strategy review It is recommended that all relevant legacy and reengineered processes, policies and procedures be documented. The outcome of such an exercise would be a printed policies and procedures manual, approved at the required authorisation level and acknowledged by responsible staff. 2-4 months CFO, Senior Manager Revenue, Council All Revenue staff needs to receive a printed copy and extensive training on the policies and procedures. Review, amend and repeal published by-laws, and develop new if required. 2 PROCEDURES AND CONTROLS Role clarification and documentation Develop a practical and comprehensive revenue management manual providing councillors, management and officials with a step-by-step guide of duties within the relevant business cycles 2-4 months CFO, Senior Manager Revenue Ensure that roles and responsibilities are clearly defined Review of procedures, internal control and business processes Ensure that accounting control systems are observed, accounting records are kept up to date and maintained in accordance with proper practices Ensure that deviations by officials are reported and that appropriate action is taken in the event of noncompliance Develop and implement applicable forms/templates to support changes in the business process 3 COMPLETENESS OF CONSUMER Data quality improvement Perform review, matching, reconciliations and correction of property and debtor information on the FMS. This includes [but is not limited to] the following: Immediately CFO, Senior Manager Revenue, SAMRAS Matching and reconciliation of properties on FMS with Deeds and Property Valuation Roll Matching and reconciliation of FMS with Infrastructure Fixed Asset Register [FAR] Identify and remedy duplicate and invalid records (ID numbers, meter numbers, etc.) Amend properties without addresses/incomplete addresses Identify properties with meters that do not appear in the meter books and identify properties with incorrect classifications / debtor categories Correct properties with no erf number listed Analysis of debtor types /categories /groups /zoning
NO SECTION STRATEGY INTERVENTION ACTION TIMESCALE RESPONSIBILITY BUDGET 12 MUNICIPAL PROPERTIES Review of all renting / leasing arrangements Establish and confirm all existing municipal properties currently being leased 2-4 months CFO, Snr Manager Revenue, Head Corporate Services Review terms of existing leasing contracts Establish existing localised market-related leasing values Renegotiate new lease agreements 13 Water system improvement Improve interaction between departments involved to establish efficient and effective working and improve the flow of non-financial data 2-4 months CFO, Snr Manager Revenue, Directorate Technical Services Determine interaction procedures/protocols for reading of zone meters and reconciliation of water distributed to areas Procedures/protocols to be approved by all departmental heads Allocate responsibility to staff to manage and maintain procedures Implement agreed procedures and protocols [monitor distribution losses] Meter assessments Conduct random meter inspections to determine instances of meter tampering, by-passed meters, illegal connections, condition of meter and water leaks 14 SEWERAGE Sanitation system improvement Ensure that best practise is applied in operating and maintaining municipal services infrastructure in a sustainable manner. 2-4 months CFO, Snr Manager Revenue, Directorate Technical Services Improve communication regarding non-financial data Tariff framework review Review and confirm the sewer consumer categories Meter assessments Conduct random meter inspections to determine instances of meter tampering, by-passed meters, condition of meter and illegal connections NO SECTION STRATEGY INTERVENTION ACTION TIMESCALE RESPONSIBILITY BUDGET
JOINT PLANNING INITIATIVE OUTCOMES AGREED BREEDE VALLEY MUNICIPALITY JPI Municipality PSG JPI Type Agreed JPI Projects JPI 1_061 Breede Valley Municipality PSG 4: Enable a resilient, sustainable, quality and inclusive living environment Integrated Settlement Development Fast-tracking of housing delivery within Breede Valley Municipality: 1. Fast-tracking of Transhex Development (identified as a provincial catalytic project); 2. Continuous implementation of the municipality's housing pipeline (infilling and upgrading). JPI 1_083 Breede Valley Municipality PSG 1: Create opportunities growth and jobs Investment in Bulk Infrastructure Development of economic infrastructure: 1. Uitvlugt industrial park 2. Hex Rivier development 3. Inland port development JPI 1_101 Breede Valley Municipality PSG 3: Increase wellness, safety and reducing social ills Social Initiatives Coordinated Skills Development Plan: 1. Absorption of Makasizwe graduates 2. Expand engineering programme at Boland FET college; 3. Audit to understand sectoral skills gaps and opportunities. Chapter 5 of the Municipal Systems Act (Act 32 of 2000) in particular provides instruction on cooperative governance, encouraging municipalities to develop their strategies in line with other organs of state so as to give effect to the five-year strategic plan. It goes further to inform that the IDP must link, integrate and coordinate development plans for the municipality. Resources and capacity must align with the implementation of the plan, forming the foundation on which the annual budget is based. The plan must also be compatible with national development plans and planning requirements binding on the municipality in terms of legislation. The IDP should thus serve as a guideline for where sector departments allocate their resources at local government level. The municipality should also take into consideration the sector departments’ policies and
Corrective action [D434] CFO: None Identified as applications are accepted on an ongoing basis. (July 2017) [D434] CFO: None Identified as applications are accepted on an ongoing basis (August 2017) [D434] CFO: Indigent approved is an ongoing process. (October 2017) [D434] CFO: Indigent approved is an ongoing process. (November 2017)
Ref KPI Unit of Measurement Quarter 1 Quarter 2 Overall Performance for the mid-year ending 31 December 2017 Target Actual R Target Actual R Target Actual R TL38 Develop an action plan for the management of stray animals and submit to Mayco for approval by 31 December 2017 Action plan developed and submitted by 31 December 2017 0 0 N/A 1 1 G 1 1 G Performance comment [D290] Director: Community Services: Target met (November 2017) [D290] Director: Community Services: Target met (December 2017) TL40 Conduct a feasibility study regarding security services within the Municipality and submit a report to Mayco by 31 December 2017 Feasibility study completed, and report submitted to Mayco by 31 December 2017 0 0 N/A 1 1 G 1 1 G Performance comment [D292] Director: Community Services: Target met (December 2017) TO PROVIDE AND MAINT AIN BASIC SERVICES A ND ENSURE SOCIAL UPL IFTMENT OF THE BREED E VALLEY COMMUNITY Ref KPI Unit of Measurement Quarter 1 Quarter 2 Overall Performance for the mid-year ending 31 December 2017 Target Actual R Target Actual R Target Actual R TL1 Achieve 95% average water quality level as measured per SANS 241 criteria during the 2017/18 financial year % water quality level 95% 98.20% G2 95% 95.70% G2 95% 95.70% G2 Performance comment [D364] Director: Technical Services: water quality of samples (July 2017) [D364] Director: Technical Services: samples achieved (August 2017) [D364] Director: Technical Services: samples quality (September 2017) [D364] Director: Technical Services: samples done (October 2017) [D364] Director: Technical Services: water quality (November 2017) [D364] Director: Technical Services: water quality sampled complied (December 2017) TL2 Extend recycling at source to 4 new wards by 30 June 2018 Number of wards recycling extended to 0 250 B 2 202 B 2 452 B
Performance comment [D365] Director: Technical Services: Extended it to Rawsonville and Worcester CBD (July 2017) [D365] Director: Technical Services: Extended to Rawsonville, CBD and neighborhoods within BVM (August 2017) [D365] Director: Technical Services: completed (September 2017) [D365] Director: Technical Services: Extended to Rawsonville and CBD in Worcester and Johnsonspark I and II. (October 2017) [D365] Director: Technical Services: extended to Rawsonville, CBD and Johnsonspark (November 2017) [D365] Director: Technical Services: Extended to Rawsonville and CBD in Worcester and Johnsonspark I and II. (December 2017)
Corrective action [D288] Director: Community Services: The tenders closed on 9 September 2017. The Project Manager collected the tender documents on 13 September 2017. Calculation mistakes were found on two of the tender documents - the P M requested these contractors to indicate if they are willing to stay in the run for appointment. One responded positively. A meeting was held with the architect and Mr Omar Williams on 11 September 2017. Furniture layout, network points, re-arranging of furniture were discussed and was amended on the plan. The Project Manager will have the evaluation ready by 10 October 2017. Approval for roll over was submitted to Provincial Treasury on 31 August 2017. Outcomes are awaited before adjudication can be done. (September 2017) [D288] Director: Community Services: Evaluation Committee meeting was held, and changes were made to the Tender Evaluation report. Still waiting for approval of roll over funding. Provincial Library Services will provide R 2 000 000 with an additional R 500 000 - re non-approval of roll over on roll over (2015/2016). (October 2017) [D288] Director: Community Services: Roll over was approved in total. Contractor was appointed on 22 November 2017. If no appeals, contractor will be on site on 15 January 2018. (November 2017) [D288] Director: Community Services: No appeals were received. The final appointment letter was sent to Macho Construction on 18 December 2017 and they accepted the tender by returning the signed appointment letter on 19 December 2017. Construction will commence in January 2018. (December 2017) TL45 Manage the Transhex Human Settlement Implementation phase with quarterly project meetings during the 2017/18 financial year Number of meetings 1 1 G 1 1 G 2 2 G Performance comment [D297] Director: Community Services: Meeting was held op 25 August 2017 (September 2017) [D297] Director: Community Services: meeting was held on 6 December 2017. (December 2017)
DRAFT SDBIP 2018/19 Please note that the final SDBIP for 2018/ 2019, as per legislation, will be approved by the Mayor within 28 Days after the adoption of the final budget. Assure a sustainable future through sound financial management, continuous revenue growth corporate governance and risk management practices KPI Unit of SO Ward Area KPI Owner Baseline Source of Evidence Target for 2018/19 Reporting Category Annual Target Revised Target KPI Calculation Type Provide free basic water to indigent households earning less than R4500 as at 30 June 2019 Number of indigent households receiving free basic water All All CFO 7000 Indigent excel formatted register populated from the SAMRAS system and all Municipal Indigent Rental units 7,000 Internal 7,000 7,000 Last Value Provide free basic electricity to indigent households earning less than R4500 as at 30 June 2019 Number of indigent households receiving free basic electricity All All CFO 7000 Indigent excel formatted register populated from SAMRAS system and all Municipal Indigent Rental units 7,000 Internal 7,000 7,000 Last Value Provide free basic sanitation to indigent households earning less than R4500 as Number of indigent households receiving free basic sanitation All All CFO 7000 Indigent excel formatted register populated from SAMRAS system and all 7,000 Internal 7,000 7,000 Last Value
at 30 June 2019 Municipal Indigent Rental units Provide free basic refuse removal to indigent households earning less than R4500 as at 30 June 2019 Number of indigent households receiving free basic refuse removal All All CFO 7000 Indigent excel formatted register populated from SAMRAS system and all Municipal Indigent Rental units 7,000 Internal 7,000 7,000 Last Value The percentage of the municipal capital budget actually spent on capital projects as at 30 June 2019 (Actual amount spent on capital projects/ Total amount budgeted for capital projects) X100 % of the municipal capital budget actually spent All All CFO 95% Annual Financial Statements 95% Internal 95% 95% Last Value
Financial viability measured in terms of the municipality's ability to meet its service debt obligations as at 30 June 2019 ((Total operating grants received) / debt service payments due within the year)) % of debt coverage All All CFO 12% Annual Financial Statements 45% Internal 45% 45% Reverse Last Value Financial viability measured in terms of service debtors as at 30 June 2019 ((Total outstanding service debtors / revenue received for services) X100) % of outstanding service debtors All All CFO 14% Annual Financial Statements & Section 71 reports 15% Internal 15% 15% Reverse Last Value
Financial viability measured in terms of the available cash to cover fixed operating expenditure as at 30 June 2019 ((Cash and Cash Equivalents - Unspent Conditional Grants – + Investment) / Monthly Fixed Operational Expenditure excluding (Depreciation, Amortisation, and Provision for Bad Debts, Impairment and Loss on Disposal of Assets)) Number of months it takes to cover fix operating expenditure with available cash All All CFO 1.5 Annual Financial Statements 1.8 Internal 1.8 1.8 Last Value Compile a Risk Based Audit Plan and submit to the Audit RBAP submitted to the Audit Committee All All Municipal Manager 1 Minutes of Audit Committee meeting during which 1 Internal 1 1 Carry Over
Committee by 30 June 2019 RBAP was submitted Compile a strategic risk register and submit to Council by 30 May 2019 Strategic risk register submitted to Council All All Municipal Manager 1 Minutes of Council Meeting 1 Internal 1 1 Carry Over Submit the approved financial statements for 2017/18 to the by 31 August 2018 Approved financial statements for 2017/18 submitted to the AG All All CFO 1 Proof of submission of approved annual Financial Statements to 1 Internal 1 1 Carry Over Achieve a payment percentage of above 95% as at 30 June 2018 {(Gross Debtors Closing Balance + Billed Revenue - Gross Debtors Opening Balance + Bad Debts Written Off)/ Billed Revenue x 100} % Payment achieved All All CFO 95% SAMRAS Report Policy on the Writing-off of Irrecoverable Debt 95% Internal 95% 95% Last Value
Review the MGRO Clean Audit Plan and submit to the Municipal Manager by 31 March 2019 MGRO Clean Audit Plan submitted All All CFO 1 Proof of submission of MGRO Plan to the Municipal Manager 1 Internal 1 1 Carry Over Compile and submit a Revenue Enhancement Action Plan to the Municipal Manager for consideration by 30 September 2018 Revenue Enhancement Action Plan submitted All All CFO 1 Proof of submission of plan to the Municipal Manager Submission of a Revenue Strategy Internal 1 1 Carry Over Achieve a clean audit for the 2017/18 financial year by 31 December 2018 Clean audit achieved for the 2017/18 financial year All All CFO 1 Audit report received 1 Internal 1 1 Carry Over Ensure a healthy and productive workforce and an effective and efficient work environment KPI Wards Area KPI Owner Baseline Source of Evidence Reporting Category Annual Target Revised Target KPI Calculation Type
To create an enabling environment for employment and poverty and poverty eradication through proactive economic development and tourism KPI Unit of Provincial Strategic Outcome Ward Area KPI Owner Baseline Source of Evidence Target for 2018/19 Reporting Category Annual Target Revised Target KPI Calculation Type The number of FTE's created through the EPWP programme by 30 June 2019 (Person days / FTE (230 days)) Number of FTE's created through the EPWP programme by 30 June 2019 All All Director: Strategic Support Services 116 Signed employment contracts and EPWP statistics (Excel Spread sheet - Name: EPWP Quarterly Report) 116 Internal 116 116 Accumulative 90% of the budget spent to implement the Regional Socio Economic Programme by 30 June 2019 {(Actual expenditure divided by the total approved capital budget) x 100} % of budget spent All All Municipal Manager Expenditure reports from SAMRAS Project priority list submitted to Council (1) Internal 90% 90% Carry Over
Number of residential properties which are billed for electricity or have prepaid meters (excluding Eskom Electricity supplied properties) as at 30 June 2019 Number of residential properties which are billed for electricity or have pre-paid meters All All CFO 22702 SAMRAS Report (new report) and Itron 22,702 Internal 22,702 22,702 Last Value Number of formal residential properties connected to the municipal waste water sanitation/ sewerage network for sewerage service, irrespective of the number of water closets (toilets) and are billed as at 30 June 2019 Number of residential properties which are billed for sewerage All All CFO 16945 SAMRAS Report (new report) 16,945 Internal 19,006 19,006 Last Value Number of formal residential properties for which refuse is removed once per week and are billed as at 30 June 2019 Number of residential properties which are billed for refuse removal All All CFO 17148 SAMRAS Report (new report) 17,148 Internal 19,100 19,100 Last Value
95% of project budget for the upgrade of the Waterloo Library spent by 30 June 2019 {(Actual project expenditure/ Total project budget) X100} % of the project budget spent 12 Paglande Director: Community Services New performance indicator for 2016/17 Expenditure reports from SAMRAS New KPI for 2016/17. No comparative audited results available Internal 95% 95% Carry Over Complete serviced sites for the housing project in De Doorns Sunnyside Orchards by 30 June 2019 Number of serviced sites completed by 30 June 2019 3; 4; 5 Van Riebeeck Park; Bergsig; Fairway Heights Director: Community Services 109 Completion certificate 109 Internal 109 109 Accumu-lative Complete top structures for the housing project in Old Mandela Square by 30 June 2019 Number of top structures completed by 30 June 2019 17; 18; 19 Zwelethemba; Roodewal Director: Community Services 30 Completion certificate 30 Internal 51 51 Accumu-lative Complete top structures for the housing project in New Mandela Square by 30 June 2019 Number of top structures completed by 30 June 2019 17; 18; 19 Zwelethemba; Roodewal Director: Community Services 80 Completion certificate 80 Internal 80 80 Accumu-lative Complete top structures for the housing project at Transhex Human Settlement Project by 30 June 2019 Number of top structures completed by 30 June 2019 190 Hex Park Director: Community Services 190 Completion certificate 190 Internal 190 190 Accumu-lative
Achieve 80% effluent standard on weighted average during the 2018/19 financial year % effluent standard on weighted average All All Director: Technical Services 80% Lab results 80% Internal 80% 80% Last Value Limit unaccounted for electricity to less than 10% by 30 June 2019 {(Number of Electricity Units Purchased of Electricity Units Sold) / Number of Electricity Units Purchased) × 100} % unaccounted for electricity All All CFO 14% AFS & Bulk Purchases Report SAMRAS report Monthly Itron Management Report, Spreadsheet: Electricity Losses 10% Internal 10% 10% Reverse Last Value Limit unaccounted for water to less than 21% by 30 June 2019 {(Number of kiloliters water available from reservoirs - number of kiloliters water sold) / number of kiloliters water purchased or purified × 100} % unaccounted for water All All CFO 24% AFS & SAMRAS Report Monthly Water Balance Report 21% Internal 21% 21% Reverse Last Value
BREEDE VALLEY MUNICIPAL DRAFT FIVE- YEAR MUNICIPAL SCORECARD Assure a sustainable future through sound financial management, continuous revenue growth corporate governance and risk management practices KPI Unit of Ward Area KPI Owner Baseline Source of Evidence Target for Target For 2020/21 Target For 2021/22 Target For 2022/23 Total Accumulative 5- Year Target Reporting Category KPI Calculation Type Provide free basic water to indigent households earning less than R4500 as at 30 June Number of indigent households receiving free basic water All All CFO 7000 Indigent excel formatted register populated from the SAMRAS system and all Municipal Indigent Rental units 7,000 7000 7000 7000 35 000 Internal Last Value Provide free basic electricity to indigent households earning less than R4500 as at 30 June Number of indigent households receiving free basic electricity All All CFO 7000 Indigent excel formatted register populated from SAMRAS system and all Municipal Indigent Rental units 7,000 7,000 7,000 7,000 35000 Internal Last Value Provide free basic sanitation to indigent households earning less than R4500 as at 30 June Number of indigent households receiving free basic sanitation All All CFO 7000 Indigent excel formatted register populated from SAMRAS system and all Municipal Indigent Rental units 7,000 7,000 7,000 7,000 35 000 Internal Last Value
grants received) / debt service payments due within the year)) Financial viability measured in terms of service debtors as at 30 June ((Total outstanding service debtors / revenue received for services) X100) % of outstanding service debtors All All CFO 14% Annual Financial Statements & Section 71 reports 15% 15% 15% 15% 15% Internal Reverse Last Value Financial viability measured in terms of the available cash to cover fixed operating expenditure as at 30 June ((Cash and Cash Equivalents - Unspent Conditional Grants – Number of months it takes to cover fix operating expenditure with available cash All All CFO 1.5 Annual Financial Statements 1.8 1.8 1.8 1.8 1.8 Internal Last Value
+ Investment) / Monthly Fixed Operational Expenditure excluding (Depreciation, Amortisation, and Provision for Bad Debts, Impairment and Loss on Disposal of Assets)) Compile a Risk Based Audit Plan and submit to the Audit Committee by 30 June RBAP submitted to the Audit Committee All All Municipal Manager 1 Minutes of Audit Committee meeting during which RBAP was submitted 1 1 1 1 5 Internal Carry Over Compile a strategic risk register and submit to Council by 30 May Strategic risk register submitted to Council All All Municipal Manager 1 Minutes of Council Meeting 1 1 1 1 5 Internal Carry Over Submit the approved financial statements for each year to the Approved financial statements submitted to the AG All All CFO 1 Proof of submission of approved annual Financial Statements to 1 1 1 1 5 Internal Carry Over
by 31 August Achieve a payment percentage of above 95% as at 30 June {(Gross Debtors Closing Balance + Billed Revenue - Gross Debtors Opening Balance + Bad Debts Written Off)/ Billed Revenue x 100} % Payment achieved All All CFO 95% SAMRAS Report Policy on the Writing-off of Irrecoverable Debt 95% 95% 95% 95% 95% Internal Last Value Review the MGRO Clean Audit Plan and submit to the Municipal Manager by 31 March MGRO Clean Audit Plan submitted All All CFO 1 Proof of submission of MGRO Plan to the Municipal Manager 1 1 1 1 5 Internal Carry Over Compile and submit a Revenue Enhancement Action Plan to the Municipal Manager for Revenue Enhancement Action Plan submitted All All CFO 1 Proof of submission of plan to the Municipal Manager 1 1 1 1 5 Internal Carry Over
consideration by 30 September Achieve a clean audit for each financial year by 31 December of eachy ear Clean audit achieved for each financial year All All CFO 1 Audit report received 1 1 1 1 5 Internal Carry Over Ensure a healthy and productive workforce and an effective and efficient work environment KPI Unit of Wards Area KPI Owner Baseline Source of Evidence Target for Target For 2020/21 Target For 2021/22 Target For 2022/23 Total Accumulative 5- Year Target Reporting Category KPI Calculation Type Number of people from employment equity target groups employed in the three highest levels of management in compliance with the municipality’s approved employment equity plan during each financial year Number of people employed in the three highest levels of All All Director: Strategic Support Services 1 letters 1 1 1 1 5 Internal Accumulative
The percentage of the municipality’s personnel budget actually spent on implementing its workplace skills plan by 30 June [(Actual amount spent on training/total personnel budget)x100] % of the budget spent All All Director: Strategic Support Services 1% Reports from SAMRAS menu online) for items 1% 1% 1% 1% 1% Internal Carry Over Limit vacancy rate to 15% of budgeted posts by 30 June [(Number of funded posts vacant divided by budgeted funded posts)x100) % vacancy rate All All Director: Strategic Support Services 15% Excel spread sheet (Name: personnel budget - June 2016) 15% 15% 15% 15% 15% Internal Reverse Last Value 100% of posts identified for evaluation in terms of TASK by 30 June {(Number of posts evaluated ito TASK/ Total number of posts identified to be % of posts evaluated All All Director: Strategic Support Services 100% Signed-off job valuation and signed-off TASK outcome report 100% 100% 100% 100% 100% Internal Carry Over
evaluated ito TASK)x100) To create an enabling environment for employment and poverty and poverty eradication through proactive economic development and tourism KPI Unit of Ward Area KPI Owner Baseline Source of Evidence Target for 2019/20 Target for 2020/21 Target for 2021/22 Target For 2022/23 Total Accumulative Target For 5- years Reporting Category KPI Calculation Type The number of FTE's created through the EPWP programme by 30 June (Person days / FTE (230 days)) Number of FTE's created through the EPWP programme by 30 June All All Director: Strategic Support Services 116 Signed employment contracts and EPWP statistics (Excel Spread sheet - Name: EPWP Quarterly Report) 116 116 116 116 580 Internal Accumulative 90% of the budget spent to implement the Regional Socio Economic Programme by 30 June % of budget spent All All Municipal Manager 90% Expenditure reports from SAMRAS 90% 90% 90% 90% 90% Internal Carry Over
{(Actual expenditure divided by the total approved capital budget) x 100} To ensure a safe, healthy, clean and sustainable external environment for all Breede Valley's people KPI Unit of Measurement Wards Area KPI Owner Baseline Source of Evidence Target for 2019/20 Target for 2020/21 Target for 2021/22 Target for 2022/23 Total Accumulative 5- Year Target Reporting Category KPI Calculation Type 800 screenings conducted at the Shadow Centre by 30 June Number of screenings conducted by 30 June All All Director: Community Services 800 Screening reports 800 800 800 800 Internal Carry Over
To provide and maintain basic services and ensure social upliftment of the Breede Valley community KPI Unit of Measurement Ward Area KPI Owner Baseline Source of Evidence Target for 2019/20 Target for 2020/21 Target for 2021/22 Target for 2022/23 Total Accumulative 5- Year Target Reporting Category KPI Calculation Type Number of formal residential properties that receive piped water (credit and prepaid water) that is connected to the municipal water infrastructure net-work and are billed as at 30 June Number of residential properties which are billed for water or have pre-paid meters All All CFO 19006 SAMRAS Report (new report) 19,006 19,006 19,006 19,006 95,003 Internal Last Value Number of residential properties which are billed for electricity or have prepaid meters (excluding Eskom Electricity supplied properties) as at 30 June Number of residential properties which are billed for electricity or have pre-paid meters All All CFO 22702 SAMRAS Report (new report) and Itron 22,702 22,702 22,702 22,702 113 510 Internal Last Value
Number of formal residential properties connected to the municipal waste water sanitation/ sewerage network for sewerage service, irrespective of the number of water closets (toilets) and are billed as at 30 June Number of residential properties which are billed for sewerage All All CFO 16,945 SAMRAS Report (new report) 16,945 16,945 16,945 16,945 84,725 Internal Last Value Number of formal residential properties for which refuse is removed once per week and are billed as at 30 June Number of residential properties which are billed for refuse removal All All CFO 17148 SAMRAS Report (new report) 17,148 17,148 17,148 17,148 85, 740 Internal Last Value 95% of project budget for the upgrade of the Waterloo Library spent by 30 June 2019 {(Actual project expenditure/ Total project budget) X100} % of the project budget spent 12 Paglande Director: Community Services 95% Expenditure reports from SAMRAS 95% 95% 95% 95% 95% Internal Carry Over
December and January) Achieve 95% average water quality level as measured per SANS 241 criteria during each financial year % water quality level All All Director: Technical Services 95% Laboratory Ignite report; the Department of Water and Sanitation Blue Drop System report 95% 95% 95% 95% 95% Internal Last Value Complete the project for the replacement of water pipes by 30 June Project completed All All Director: Technical Services 1 Completion certificate signed off by Director 1 1 1 1 1 Internal Carry Over Complete the project for the placement of sewage pipes by 30 June Project completed All All Director: Technical Services 1 Completion certificate signed off by Director 1 1 1 1 1 Internal Carry Over Achieve 80% effluent standard on weighted average during each financial year % effluent standard on weighted average All All Director: Technical Services 80% Lab results 80% 80% 80% 80% 80% Internal Last Value
Limit unaccounted for electricity to less than 10% by 30 June of each financial year {(Number of Electricity Units Purchased of Electricity Units Sold) / Number of Electricity Units Purchased) × 100} % unaccounted for electricity All All CFO 10% AFS & Bulk Purchases Report SAMRAS report Monthly Itron Management Report, Spreadsheet: Electricity Losses 10% 10% 10% 10% 10% Internal Reverse Last Value Limit unaccounted for water to less than 21% by 30 June of each financial year {(Number of kiloliters water available from reservoirs - number of kiloliters water sold) / number of kiloliters water purchased or purified × 100} % unaccounted for water All All CFO 21% AFS & SAMRAS Report Monthly Water Balance Report 21% 21% 21% 21% 21% Internal Reverse Last Value