Health A long and healthy life for all South Africans Provide quality health care Environment Health Waste Community development & good governance & public participation (transversal services) Waste management & greening Rural development, food security & land reform Vibrant, equitable, sustainable rural communities contributing towards food security for all. Expand infrastructure Strategic Basic water & infrastructure development Water Water supply Sustainable human settlements & improved quality of life Transform urban & rural space Agriculture Roads & storm water Roads development & storm water Electricity Electrical supply & energy management Sanitation Sanitation Community facilities Community development Housing Integrated human settlement Social services Rural development Crime & corruption All people in SA are and feel safe Fight corruption Safety & security Good governance & public participation & community development Others Responsive , accountable, effective and efficient Local Government System. Transition to a low carbon economy Social cohesion Good governance & public participation An efficient, effective and orientated Build a capable state Tourism, biodiversity & cultural heritage Financial management Financial management & viability
IDP/PMS & Budget Representative Forum Composition Terms of Reference Executive Mayor [Chairperson] Members of Mayoral Committee Municipal Manager Head of Municipal Departments IDP Manager [Secretary] Municipal officials CEO of parastatals Traditional Leaders Ward Councillors Ward Committees CDWs NGOs Sector Departments To: Represent the interests of their constituents in the IDP/PMS &Budget process To form a structured link between the municipality, government and representatives of the public Provide an organisational mechanism for discussion, negotiation and decision making between the stakeholders including the municipality. Ensure communication between all stakeholder representatives including the municipal council. Monitor the performance of the reviewing and implementation process Ensure that the IDP responds to community needs
MUNICIPAL GOALS, OBJECTIVES AND PERFORMANCE MEASURES SERVICE DELIVERY STRATEGIC PERFORMANCE PLAN KPA 1: BASIC SERVICE DELIVERY AND INFRASTRUCTURE Goal Priority Issue [Programme] Objective Key Performance Indicator [Performance Measure] Baseline Output [Target] Budget Department Supporting Department 2012/13 2013/14 2014/15 2015/16 2016/17 2012/13 2013/14 2014/15 2015/16 2016/17 Improve local public services and broaden access to them Refuse Removal/Waste Management Improve access to quality, sustainable and reliable refuse removal Date of completion of a transfer station Dumpsite(not permitted) - 31 June 2014 - - - R 8 314 694 R1 000 000 R4 240 273 R4 469 247 Community Services Number of households with access to refuse removal services Backlog is estimated at 20,240 9,288 households - - - - R1000 000 R2 000 000 - - Community Services Electricity Improve access to quality, sustainable and reliable electricity Number of households with access to electricity services Backlog is estimated at 5145 1150 new household connections 1740 new household connection 783 new household connection - - R 16 848 310 R 27 000000 R9000 000 R 20 000 000 R30 000 000 Infrastructure Development Planning and Development Number of Operations and Maintenance electricity project implemented 5 Operations and Maintenance electricity project implemented 95-98% 95-98% 5 Operations and Maintenance electricity project implemented by 30 June 2015 5 Operations and Maintenance electricity project implemented by 30 June 2016 5 Operations and Maintenance electricity project implemented by 30 June 2017 R 13 060 000 R5 500 000 R5 500 000 R5 75000 000 Infrastructure Development Planning and Development
3000km 3000KM grading and graveling 3000KM grading and graveling 3000KM grading and graveling 3000KM grading and gravling 3000KM grading and graveling OPEX OPEX OPEX OPEX OPEX Development Planning and Development KPA 2: LOCAL ECONOMIC DEVELOPMENT Goal Priority Issue [Programme] Objective Key Performance Indicator Measure] Baseline Output [Target] Budget Lead Department Support Department 2013/14 2014/15 2015/16 2016/17 2012/13 2013/14 2014/15 2015/16 2016/17 Building local economies to create more decent work and sustainable livelihood SCM Ensure that LED is promoted through Preferential Practices Percentage of BBE awards to local contractors , youth and women 50% BEE awards to local contractor , youth and women 80% of BEE awards to local contractor , youth and women 80% of BEE awards to local contractor , youth and women OPEX OPEX OPEX Budget and treasury LED By-Laws and Policies Develop and review LED related and policies Date of approval of by Council Street Trading By-Laws Approved by December 2012 Approved Street trading by December 2015 OPEX OPEX OPEX Corporate Services Planning & Development law laws
LED, Tourism, Art, Culture and Heritage Facilitate job creation and access to business Number of LED, Tourism projects Malelane Municipal Hawking Facilities, TSB Hawkers Facility, SEZ Approved in principle, Mangweni Integrated Energy Centre Approved in principle by Council, SMME database compiled 1 LED initiative 4 tourism/LED projects by 30 June 2015 2 tourism/LED projects implemented by 30 June 2015 1 tourism/LED projects by 30 June 2015 R 380,000 R2 406 000 R1 613 024 R1 173 127 Planning & Corporate services SMME Database Compile a database of Small, Micro and Medium Enterprises (SMME) Date of final Database Compilation - 31 March 2013 31 March 2014 - - OPEX OPEX OPEX OPEX Planning & Development Investor and LED Policies and Strategies Create an investor friendly environment Date of approval and adoption by Council LED Strategy, Draft Strategy and Incentive Policy Approved and adopted by Council December 2012 - Approved and adopted by Council December incentive framework) - OPEX 700 000 Planning & Corporate services
KPA 3: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT Goal Priority Issue [Programme] Objective Key Performance Indicator [Performance Measure] Baseline Output [Target] Budget Lead Department Support Department 2012/13 2013/14 2014/15 2015/16 2016/17 2012/13 2013/14 2014/15 2015/16 2016/17 Build more united, and integrated communities HIV/AIDS Mainstream issues of special groups and HIV/AIDS into municipal business Number of programmes that contribute to HIV/AIDS reduction 3 HIV/AIDS Prevention Treatment Care & Support Support for Orphans & Vulnerable Children 3 3 3 3 OPEX OPEX OPEX OPEX Community Services All departments Improve local Public services and broaden access to them Municipal Office Complex Develop an implementation plan for the Municipal Office Complex Date of approval and adoption of plan by Council Draft feasibility study By June 2013 By June 2014 - - - OPEX OPEX Corporate Services Infrastructure Development and Planning and Development Municipal By-Laws Develop and review municipal by-laws and policies Number of approved and policies 12 draft developed 4 draft/reviewed policies 14 7 policies 50 policies Review and 28 by-laws 50 policies Review and 4 by-laws by end of 30 June 2015 50 policies Review and 4 by-laws by end of 30 June 2016 50 policies Review and 4 by-laws by end of 30 June 2017 OPEX OPEX OPEX OPEX Corporate Services All departments non-
Build more united, integrated and safer communities Special Groups Mainstream issues of special groups Number of Youth Development Programmes 3 programmes 3 programmes implemented 3 programmes implemented 3 programmes implemented 3 programmes implemented R 300,000 R90 000 R90 000 R90 000 Corporate Services All departments Number of Gender and Women Empowerment 2 programmes 2 programmes implemented 2 programmes implemented 2 programmes implemented 2 programmes implemented R 250,000 R45 000 R45 000 R45 000 Corporate Services All departments Number of Children’s Rights Issues/ programme 2 programmes 2 programmes implemented 2 programmes implemented 2 programmes implemented 2 programmes implemented R 100,000 R70 000 R70 000 R70 000 Corporate Services All departments KPA 3: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT Goal Priority Issue [Programme] Objective Key Performance Indicator [Performance Measure] Baseline Output [Target] Budget Lead Department Support Department 2012/13 2013/14 2014/15 2015/16 2016/17 2012/13 2013/14 2014/15 2015/16 2016/17 Special Groups Mainstream issues of special groups Number of disabled persons programmes 2 programmes 2 4 2 2 R 100,000 R242 000 R242 000 R242 000 Corporate Services All departments
Elderly persons/Aged 2 programmes 2 1 2 2 R 52,375 - - - Ensure more effective , accountable and clean government that works together with national and provincial government Performance Management Conduct performance reviews and implementation of Individual Performance Management system Section 56/57 Managers Organisational Performance Number of Performance reviews 4 [Quarterly Reviews conducted] 4 Reviews 4 Reviews by end of June 2015 4 Reviews by end of 30 June 2016 4 Reviews by end of 30 June 2017 OPEX OPEX OPEX OPEX Corporate Services All departments Date of submission of section 46 report Annual Performance Report [APR] APR to council by 31st August 2014 APR to council by 31st August 2015 APR to council by 31st August 2016 Submission APR to council by 31st August 2017 OPEX OPEX OPEX OPEX Corporate Services All departments Number of Performance appraisals reports for sectional managers submitted - Task level 17 1 reports for sectional managers to quarterly 1 reports for sectional managers to quarterly 1 appraisals reports for sectional managers submitted to quarterly R100 000 R100 000 - - - Corporate Services All departments Build local economies to create more employment , decent work and sustainable live hoods Skills Development Implement the Workplace Skills Plan Number of trainings implemented as per the WSP 35 trainings implemented as per the WSP 100% WSP 100% WSP 100% WSP quarterly 100% WSP implement R1 200 000 1 985 036 R1 981 277 R2 088 266 Corporate Services All departments Assist needy registered students for first year registration Number of reports to be submitted for students benefited from the financial support 8 first year student were assisted with registration fee 2 reports to be on 2nd and 3rd quarter 2 reports to be submitted on 2nd and 3rd quarter 211 200 222 605 222 605 222 605
Promote the of employees Number of wellness awareness meeting held 1 wellness day conducted 16 wellness campaign 4 Wellness meetings held by 30 June 2015 4 Wellness meetings held by 30 June 2016 4 Wellness awareness meetings held by 30 June 2017 OPEX OPEX OPEX OPEX Corporate Service All Departments Improve local public services and broaden access to them IT Conduct a IT post implementation review Number IT post implementation review IT post review report - - - OPEX 1 281 162 1 281 162 OPEX OPEX Strengthening and improve IT security. Number of projects to be implemented in improving IT Security upgrade 4 projects in IT Security upgrade by 30 June 2015 4 projects in IT Security upgrade by 30 June 2016 4 projects in improving IT Security upgrade by 30 June 2017 1 281 162 2 319 542 2 444 797 Build more united, integrated and safer communities Traditional Leadership Summit Host the Traditional Leadership Summit Number of traditional summit held None 1 summit 1 summit held By 30 June 2015 1 summit held By 30 June 2016 1 traditional summit held By 30 June 2017 R 210,800 166 291 R166 291 R175 271 R 184 736 Corporate Service All Departments KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Goal Priority Issue [Programme] Objective Key Performance Indicator [Performance Measure] Baseline Output [Target] Budget Lead Department Support Department 2012/13 2013/14 2014/15 2015/16 2016/17 2012/13 2013/14 2014/15 2015/16 2016/167 Build local economies to create more employment , decent work and sustainable live hoods Community Events Promote environmental awareness in communities Number of environmental awareness programmes implemented 2 Clean Up Campaign Cleanest School Competition 3 environmental awareness programmes implemented by 30 June 2015(Cleanest School Competition 3 environmental awareness programmes implemented by 30 June 2015(Cleanest School Competition 3 environmental awareness programmes implemented by 30 June 2015(Cleanest School Competition 3 environmental awareness programmes implemented by 30 June 2015(Cleanest School Competition 3 environmental awareness programmes implemented by 30 June 2015(Cleanest School Competition R 250,000 R278 256 R293 838 R309 706 R326 430 Community Services All departments Clean up campaign Clean up campaign Clean up campaign Clean up campaign Clean up campaign Abor Week Abor Week Abor week Abor week Abor week Build more united, integrated and safer communities Promote social cohesion among communities Number of sporting programmes implemented 2 soccer competitions: Street Football and Mayoral Cup 2 soccer competitions: Street Football and Mayoral Cup 4 sports programme implemented by 30 June 2014 :Spots Development, Masakhane, Mayoral and Arts and culture 4 sports programme implemented by 30 June 2014 :Spots Development, Masakhane, Mayoral and Arts and culture 4 sports programme implemented by 30 June 2014 :Spots Development, Masakhane, Mayoral and Arts and culture R1 122 505 R1 183 121 R1 247 009 Community Services All departments
Ensure more effective, accountable and clean government that work together with national and provincial government Customer care survey (revenue enhancement) To motivate communities to pay municipal services Number of wards visited report for satisfaction survey New initiative Report of satisfaction survey by 30 June 2015 Report of satisfaction survey by 30 June 2016 OPEX Integrated Development Planning Maintain a credible IDP rating Improve the IDP rating of FY 2015/16 in terms of the Cogta tool High IDP rating, >84% High IDP rating by the end of financial year 30 June 2015 High IDP rating by the end of financial year 30 June 2016 High IDP rating by the end of financial year 30 June 2017 R 293 838 R 309 706 R249 646 R263 127 R277 336 Planning & Development All departments Develop the Nkomazi Integrated Transport plan Date of adoption of NITP by Council [New Initiative] - National Integrated Transport Plan adopted by 30 June 2015 - - R700 000 1 000 000 Planning & Development Community service Develop Nkomazi capital expenditure framework & implementation plan Date of adoption of NITP by Council [New Initiative] Adopted by June 2014 - - - R700 000 - Planning & Development Budget and Treasury Develop the social cohesion plan Date of adoption of Social Cohesion Plan by Council [New Initiative] - Adopted by June 2014 - - - - R300 000 - - - Planning & Development Community services
Communication and Marketing Publish material that contributes to promoting municipal corporate image Publication of material News latter Publish material as per plan Publish material as per plan Publish material as per plan Publish material as per plan R 552,000 R475 200 R501 811 R528 909 R557 470 Corporate Services All Departments KPA 5: FINANCIAL VIABILITY AND MANAGEMENT Goal Priority Issue [Programme] Objective Key Performance Indicator [Performance Measure] Baseline Output [Target] Budget Lead Department Support Department 2012/13 2013/14 2014/15 2015/16 2016/17 2012/13 2013/14 2014/15 2015/16 2016/17 Ensure more effective, accountable and clean government that works together with national and provincial Debtors Management To manage revenue in an efficient and responsible manner % decrease in doubtful outstanding debts % doubtful debts of total debtors’ book as at 30 June 2013 1% per month debts must not be more 15% of total debtors June 2013 - - R 1,500,000 4 000 000 4 216 000 Budget & Treasury Planning & Development; Community Services % of amounts billed Collected Average payment rate for financial year as at June 2013 Increase average payment Rate to 95%
% of debtors to revenue ratio % debtors’ turnover ratio as at June 2013 Debtors to revenue ratio reduced to below 8% Systems, control and procedure To maintain and upgrade the existing financial operations and procedures to provide an efficient functionality Number of improved controls, procedures and systems instituted No baseline Develop 3 systems and of Controls and - - Budget & Treasury Planning & Development Valuation Roll To maintain a comprehensive and uniform valuation roll % of supplementary taxes implemented % of valuations implemented as at June 2013 By June 2013 100% within 30 days from notice - - R 3,700,000 R 5 747 724 R 6 058 101 R6 385 239 Budget & Treasury All Departments To ensure that all properties within the Municipal area are valued for rating purpose Compile and maintain general valuation roll Approved 2012/2013 valuation roll. Full of the approved valuation by 30 June 2015
To comply with the municipal minimum competency level Increase number of compliant senior personnel with minimum competency levels Senior personnel compliant to municipal minimum competency levels as at June 2013 100% senior by 30 June 2015 To ensure compliance with budget and reporting regulation Number of compliant In-year reports submitted on time 12 monthly reports 4 quarterly reports 1 mid-year budget and performance assessment report 12 monthly reports 4 quarterly reports 1 budget and report which are and on time % compliance to budget & reporting regulation framework Annual budget submitted according to regulations 100% and funded annual budget by May 2015
To ensure efficient, effective cash flow management % of municipality capital budget actually spent on capital projects identified in terms of IDP % of actual capital expenditure spent on projects identified in IDP by June 2013 90% of actual capital on approved capital projects in the IDP Debt coverage ratio Debt coverage ratio as at 30 June 2013 Debt coverage ratio at above 10 at any given time Cost coverage ratio Cost coverage ratio as at 30 June 2013 Cost coverage ratio increased to above 2 at any given time To ensure that payment are done within 30 days % of payment made No baseline To pay within 30 days
To manage, control and maintain all assets of the municipality % of municipal budget actually spent on maintenance % allocated for maintenance on the 2012/2013 budget Increase % of actually spent on to 5% % asset verification according to inventory lists No baseline 100% of movable verified according to inventory lists. 80 % assets verified according to inventory lists % reduction in annual stock take differences No baseline 4% in annual stock take
Revenue generation Increase revenue Rand value Licensing (R 7680560) R9 442 R11 000 000 R13 000 000 R15 000 000 Opex Opex Opex Opex services Traffic (R530 R1 650 000 R300 000 R2 500 000 R3 000 000 Opex Opex Opex Opex services Waste Management (R5 681 R330 000 R4 800 000 R650 000 R800 000 Opex Opex Opex Opex services Municipal facilities ( R332 979,18) R6 000 000 R1022 000 R650 000 R800 000 Opex Opex Opex Opex services )
Nkomazi local municipality is a Water Services Authority and has a license to supply water in all areas within the jurisdiction of the municipality. The municipality is currently developing a Water and Sanitation Master Plan through the MISA program. Currently the procurement processes are underway and a service provider will soon be appointed. The table below illustrates how water is accessed by households in Nkomazi as outlined by the census conducted in 2011. PIPED WATER Municipality Piped (tap) water inside Piped (tap) water inside yard Piped (tap) water on community stand: distance less than 200m from Piped (tap) water on community stand: distance between 200m and 500m from Piped (tap) water on stand: distance between 500m and 1000m (1km) from dwelling Piped (tap) water on stand: distance greater than 1000m (1km) from dwelling No to piped (tap) Thaba Chweu 12932 13672 3594 841 348 236 1730 Mbombela 60097 44682 11988 4157 3246 1881 35723 Umjindi 8495 6121 2763 707 258 123 1096 Nkomazi 20071 35458 11763 4650 3123 3095 18042 15962 39625 27841 10190 7351 5103 28124 Ehlanzeni 117557 57949 20545 14326 10438 84715 WSDP ADOPTION STATUS Status Modules: All/1/2/3 or 4 Date Submitted Interim Draft 1/2/3 May 2010 Adopted Annual Review Public Viewed DEMOGRAPHICS
Number of People 603783 Total Number of Settlements 70 Total Number of People: Urban 8050 Total Number of People: Rural 595733 Total Number of Settlements: Urban 2 Total Number of Settlements: Rural 75 Associated services Public amenities consumer types Type No. Of consumer units (HH) No. Of consumer units with access to: None or Inadequate Supply Communal supply Controlled volume supply volume supply Water Sanitation Police Stations Urban 3 8 Rural 6 8 Magistrate offices Urban 1 1 Rural 1 1 Businesses Urban 395 Rural “Dry” Industries Urban Rural Office Buildings Urban Rural Prisons Urban Rural Schools Urban 3 3 Rural 118 118 Hospitals Urban Rural 2 2 Clinics Urban 2 2 Rural 25 18 7 “Wet” Industries Urban Rural BACKLOGS: WATER NEED DESCRIPTION & STATUS OF SUPPLY
Water Priority Water Need Description Households Definition 1 No Water Services Definition 2 Inadequate RDP Infrastructure Need: Extension Required 54 198744 34067 Definition 3 Inadequate RDP Infrastructure Need: Upgrade Required 1 2427 418 Definition 4 Inadequate RDP Resource Need Definition 5 Inadequate RDP Management Need: O&M Required 49 4288 784 Definition 6 Inadequate RDP Management Need: Refurbishment Required Definition 7 Inadequate Housing Interim Solutions 1 218 50 Definition 8 Inadequate Housing Permanent Solutions Adequate: Standpipe 49 309789 65402 Adequate: Yard Connection Adequate: House Connection TOTALS 154 515466 100721 PLANNING STRATEGIES FOR INADEQUATE SUPPLIES Water Priority & Levels of Supply Future Plan to address the issue Future Strategy to address the issue Water Priority Water Need Description In Place? Sufficient? In Place? Sufficient? Definition 1 No Water Services NA NA NA NA Definition 2 Inadequate RDP Infrastructure Need: Extension Required Y Y Y Definition 3 Inadequate RDP Infrastructure Need: Upgrade Required Y Y Y Y Definition 4 Inadequate RDP Resource Need NA NA NA NA Definition 5 Inadequate RDP Management Need: O&M Required Y Y Y Y Definition 6 Inadequate RDP Management Need: Refurbishment Required NA NA NA NA Definition 7 Inadequate Housing Interim Solutions Y Y Y Y Definition 8 Inadequate Housing Permanent Solutions NA NA NA NA
the back to basics chapter covers the five pillars of the B2B programme and indicates those elements of each pillar as per the diagnostic tool Putting People First No Elements Findings challenges Recommended Interventions Progress as at the 20th of May 2015 RESPONSIBILITY AND TIMEFRAMES 1.1 Public Participation Yes, there is a public participation policy and plans approved by council and ward operational plans are in place. Ward committee members are demoralized because of payment of out of pocket expense (ward committees are the implementers of ward operational plans) Budget for out of pocket expenses for ward committees which is to be approved by council. -R3000,000 was set aside for the compensation of Ward Committee members for 2015/2016 and on-going -These funds are included in the draft budget for 2015/2016 EDM – Mr S Tibane COGTA – Ms Cecilia Lubisi , Mr J Mogane NLM – Mr Director – Corporate Services Back to Basics Programme Province to review operational plans for ward committees during the 2015/2016 financial year. Continuous Training on ward operational plans implementation. Ward Committees are being trained on quarterly basis by NLM, EDM and COGTA
Ward operational plans and ( Individual and Community ) feedback mechanism implemented All ward operational plans are in place but there are challenges in relation to the implementation of the plans. This include: processing of information to provide feedback to communities through ward committees. Issues raised by ward committees are not taken to council and no report back is done by the ward councilor Council to approve a procedure to process issues raised by Ward Committees Council is yet to approve the Procedure manual for the processing of issues raised by Ward Committees Office of the Speaker 1.2 Public participation plans/policies Communicated with Ward Committees The Public Participation policies are communicated to Ward Committees Budget constraints to stretch public participation programs To have refresher workshops on role clarification and training on policies and their plans Ward Committees are being trained on quarterly basis by NLM, EDM and COGTA Office of the Speaker 1.3 Establishment and composition of Ward Committees in line with Guidelines All 33 ward committees were established in line with the guidelines. Staff compliments to support ward committees. Only one official responsible for the all 33 wards. Shortage of vehicles. Only one vehicle Municipality to have constituency offices in each zone to have an office closer to the people which will also assist to detect early warning systems for service delivery protests. Ward committees to utilize resources available in the constituency office. Ward committee members will be able to get first-hand information regarding protests. An internal institutional arrangement will be done to address the shortage of staff on this unit Municipality Developed Communication strategy and review Public communication strategy is still a draft to be approved by council. We had to combine the communication strategy together with the public participation strategy District to assist with the public communication strategy. To send the strategy to council for noting by June 2015. The communication strategy was developed and awaiting Council’s adoption Municipality 1.5 Communicated Ward Committees Roles and responsibilities and understanding thereof Ward committees have been capacitated through workshops and training. Some ward committees understand their roles and responsibilities and are able to function properly. Budget constraints to expand capacity building sessions and workshops The municipality, District, CoGTA (National and Provincial) should make more funds available for capacity building A provision has been made for the training of Ward Committees in the 2015/2016 budget The municipality, District, CoGTA (National and Provinciall) WC Capacity Training has been provided to ensure ward committees are competent and know their roles and responsibilities. No challenges with capacitating ward committees Continuous, training , enforcement, oversight monitoring and support On-going EDM, COGTA , SALGA
2.2 Sectoral plans and CIP in Place Most sector plans are in place. The following plans have been approved by Council and reviewed on a regular basis as indicated herein below: Environmental Management Framework – 2014/15 Water Service Development Plan – 2012/13 Integrated Waste Management Plan – 2008/09 Migration Plan – 2014/15 Social Cohesion – 2014/15 Disaster Management Plan – 2010/11 Comprehensive Infrastructure Plan – 2011/12 Human Settlements Housing Chapters Roads and Storm Water Master Plan – 2008/09 Electricity Master Plan – 2008/09 Integrated Transport Plan is currently being compiled Comprehensive Infrastructure Plan [CIP] being reviewed The majority of the plans are in place for compliance purposes and are rarely followed in implementation. Limited funding allocation to implement programmes and projects as contained in the sector plans is a challenge. Plans are not owned by the respective functionaries (administrative and political) of the municipality. The plans are not aligned. Performance Management Framework to ensure implementation as per the IDP prioritizes not in place Lack of an localized Nkomazi Integrated Transport plan to inform good planning and governance on transport related issues affecting the municipality No O&M Plan in place to guide infrastructure maintenance Allocation of funds and or resources must be based on strategic priorities or needs not projects to ensure funding of projects as contained in the sector plans The municipality to continuous hold strategic management sessions including political and administrative wing (Implementation of SDBIP) to ensure implementation Ensure performance management framework is in place to ensure project implementation as per the IDP and other supporting plans Finalize Nkomazi Integrated Transport Plan before the end of the second quarter of the next financial year Finalize CIP to ensure timely upgrading and maintenance of infrastructure To be implemented during the new IDP cycle – 2016/2017 and on-going Nkomazi Local Municipality Nkomazi Local Municipality Nkomazi Local Municipality Nkomazi Local Municipality Nkomazi Local Municipality 31 May 2015 Before End March 2015 and on a quarterly basis 31 May 2015 End of September 2015 End of May 2015 2.3 Delivery of Services Water and Sanitation A situational analysis has been undertaken and is contained in the Long Term Development Framework of Nkomazi’s 54 villages have limited water supply schemes due to ageing infrastructure To obtain funding support to address infrastructure challenges identified as part of the The development of the Water and sanitation master plan is in Nkomazi LM, Cogta, EDM, DWA, National Treasury Ongoing
According to the Nkomazi IDP (2014/2015), 210.5 kilometers have been tarred Approximately 2082 km of streets (i.e. internal access roads and Provincial Roads) constitute the backlog The municipality has backlogs i.t.o maintaining roads. The municipality has limited capacity (Skilled Personnel and Sufficient Machinery) due to limited funds available at the municipality’s disposal. Approximately 2082km of streets (i.e. internal access roads and Provincial Roads) constituting the backlog requires massive maintenance which is cost and almost impractical to attended to to the satisfaction of all affected communities Public Transportation A situational analysis has been undertaken in NLM, contained in the Long Term Development Framework of 2013/14. The municipality relies upon private transportation means- (taxis and buses). Nkomazi Municipality relies on the Integrated Transport Plan Finalize the procurement of suitable qualified and experienced service provider as the municipality does not have a transport planner in its staff complement. Speed up the development of a localized Integrated Transport Plan. Transfer of minimum basic skills and understanding of transportation issues affecting the municipality and requiring its urgent attention Nkomazi LM, EDM End of July 2015 Record Non-Revenue Water &Electricity The LM does provide non-revenue water, however, the LM struggles to quantify non-revenue services. Not all areas of the LM have flow meters. The LM can only determine non-revenue water from only 4 urban areas. The LM to fit flow meters in all households to measure consumption of water. The municipality to fit bulk water meters to
3.4 MPAC , Risk Management Committee and Audit MPAC is in place and function effectively, sitting per schedule MPAC chairperson full-time and paid per the Upper Limits Draft oversight report in place Audit committee Fully established Audit committee which is functional Sitting according to the schedule Risk Management Committee Has a fully-fledged unit in place Have a chief Risk Officer Risk issues processed effectively. Shortage of Human Resources as there is no researcher and secretariat for the committee. Made budget available for the two posts for the next financial year. MM 3.5 Past Progress MISA assistance and support is appreciated though some work was left outstanding or unfinished (in 2012/13 financial year there was an MOU signed by MISA with the Premier, Mayors and Municipal Managers to achieve a number of programmes) MISA left the municipality with unfinished programmes Water & Operations and Maintenance Plan Sanitation/Waste Water Operation & Mantainance Plans Master Plans for water and sanitation services Water Conservation and Demand Management MISA CoGTA- Nationally 3.6 Anti-Corruption Anti-Corruption Policy is in place Fraud Prevention plan policy in place Whistle blowing policy in place They are all implemented effectively. Other Councilors/officials are doing business with municipality Consequence management to be implemented in terms of section 32 of MFMA (Recovering of the irregular expenditure) by June 2015. Municipality
Awareness campaigns are conducted on the different policies 3.7 Enforcement of Bylaws By-laws are available and some are enforced in towns such as the following: (Street Trading bylaw, Water bylaw, Refuse Removal and Disposal bylaws, Parking bylaw, Pollution Control bylaw, Outdoor Advertising, Keeping of Animals bylaw, Fire Prevention bylaw, Electricity Supply Bylaw, Credit Control and Debt Collection bylaw, Cemeteries, Crematoria and Funeral Undertakers) Have 4 law enforcement officers in place and need to have 8 law enforcement officers) Budgeting for Gazzetting of by-laws a challenge. COGTA and EDM to assist NLM with Gazzetting COGTA, SALGA and EDM to revive the forum dealing with gazzetting of by-laws and make a follow-up COGTA- Pat Nkosi EDM SALGA 3.8 Compliance to Legislation Municipality is complying with legislation; a compliance committee has been established. There is a compliance MFMA calendar Yes To develop a departmental checklist in compliance with legislation. EDM compliance Calendar to be shared with the municipality for customization by 2015/16 Check AG’s finding around compliance issue and implement AG action plan on the issues raised EDM Risk Management Committee Internal Audit MPAC Audit Committee 3.9 Service Delivery Protests There is a register for service delivery protests. It last happened mid-February around Tonga. They are sporadically (See attached copy of the service delivery protests) Most of the protests are illegal protests Activate early warning systems through local based structures. (Ward Committees, CDW’s, Councilors). COGTA EDM Municipality 3.10 Troika Relationship There are regular meetings between the Mayor, Speaker and Chief Whip. They have schedule and minutes are available. They have an extended TROIKA where they include the MM. TROIKA is available 24 hours if they are needed. No 3.11 Litigation Cases Yes there are: 12 cases from this current financial year recurring from the previous years are still outstanding. A list of pending cases submitted. Pending for courts dates Municipal Manager and Legal Advisor.
3.12 Issues that keeps the MM/mayor awake at night Lack of water. Only 16 water supply schemes which is not equal to the ever mushrooming informal settlements. (Traditional Community Areas) Illegal protests due to the lack of water. Water, Electricity and public protests Summit with traditional leaders on allocation of land without considering municipal spatial planning and land invasions EDM meeting minutes with traditional leaders to be forwarded to Nkomazi to make follow-up on the issues raised by Amakhosi. Policy document to be developed on formalization or township establishment (SPLUMA) CoGTA-Provincial Dept. of Rural Development and Land Reform EDM Department of Traditional Affairs. Municipality 3.13 Relationship with Traditional Leaders Relationship with Traditional Leaders is ineffective. They are not active participants in council meetings instead, they send delegates to attend on their behalf. Where they sit, their role in council is not clear. There is no land-use bylaw. They don’t attend council sittings although a mechanism for them to attend has been put in place. The implementations of the regulations dealing with participation of traditional leaders in council is in place and should be fast-tracked by June 2015 The Dept. of Rural Development and Land Reform to be approached on the matter of Land invasions in the 54 villages To develop land invasion To have a linking with SPLUMA and land-use by-laws To create a platform in which issues directly affecting Traditional Leaders are discussed EDM COGTA Rural Development & Land Reform NLM ( Legal) Department of Traditional Affairs. Financial Management No Elements Findings Challenges Recommended Interventions Responsibility and Time-frame
4.1 Budget and Treasury Office Staff Establishment: Budget and Treasury office is fully established with 4 units : Supply Chain Management, Expenditure, Revenue, Financial Reporting and Compliance The department is not adequately staffed Vacancies 1 Senior accountant 1 Salaries clerk 1 Accountant recently resigned 1 Assistant accountant 1 Rates clerk 2 Stock controllers 1 Asset controller 2 New asset controller Internal institutional arrangement Municipal Manager 30 June 2015 4.2 Budget Plan Budget plan is in place but not properly followed. The challenge is that the municipality had unauthorized expenditure of R118 723 887 in 2014 financial year. Some of the expenditure items affected are as follows. -Employee related costs -Security services -Maintenance of fleet Management will enforce the implementation of budget related policies. Management to implement cost curtailment on the following recommended items: 1.Overtime 2.Subsistence and travelling 3.Contract workers NKLM: Municipal Manager All Directors Chief Financial Officer to monitor 31 May 2015 4.3 IDP Linkage There is a linkage of the budget and IDP There are areas where projects were not implemented. To ensure that that only projects which are in the IDP and funded on the budget are implemented To ensure that any change in priorities is adequately communicated and adjusted accordingly NKLM: Municipal Manager 14 April 2015 4.4 SDBIP SDBIP is in place and was approved on time There are projects which were implemented but there were either not included on the SDBIP or budget. To adhere to the SDBIP To inform communities about the reprioritization of projects (Mr Mkhonto to respond) NKLM: Municipal Manager 14 April 2015 Quarterly Reports Reports submitted in line with legislation: There are good quality controls in place to produce the quarterly performance reports. Reports are not properly reviewed for quality purposes. The municipality will ensure that quality quarterly reports are improved through proper review. (Mr NKLM: Chief Financial Officer PT and COGTA 30 April 2015 4.6 Budget Management Adequate execution: The municipal budget is being management There are challenges on the implementation especially on operational issues. Other departments are to assist in Departmental procurement plans to be reinitiated NKLM: Municipal Manager All Directors
Debt Management Debt Management is effectively managed through implementation of the debt and credit control policy. National and provincial Government Debt: Basic Services: (2014)- R2 095 741 (2013)- R2 446 263 Property Rates: (2014)- R6 124 271, (2013)- R6 332 242 There is a dispute by Leopard Creek Estate on the value of properties on the valuation roll. Nonpayment of rates as per the valuation roll has led to a large outstanding balance on the debtors’ book. The Valuation Appeal Board is dealing with the matter. There are other customers who fail to pay their accounts however the credit control policy is effectively implemented. To ensure that the Appeal Board meet 29 April 2015. The dispute is on property rates, the Leopard Creek Estate provides its own basic services. 30 June 2015 NKLM: Chief Financial Officer Monthly basis NKLM: Chief Financial Officer Provincial CoGTA to assist in monitoring the Valuation Board 4.9 Debtors Age The overall debt is improving except for Leopard Creek Estate currently on +120 days on the debtors’ book. (R48 501 981.76) There is an objection on the value of the Leopard Creek Estate property. To ensure that the Appeal Board meet in order to recover the debt. - 30 June 2015 NKLM: Municipal Manager 4.10 Indigent Policy Indigent policy is in place, indigents are being managed effectively through an indigent register The municipality is providing water to villages which are receiving free water. The municipality does not have a system to detect the accuracy of the information supplied by people registering as indigent. Implementation of flat rates that will exclude the indigents To source funds to procure the system that will enable the municipality to confirm the validity of information supplied by the people who applied to be indigent. Data cleansing will be required 01 July 2015 NKLM: Chief Financial Officer 4.11 Debtor Reconciliations Monthly debtors reconciliations are being conducted balanced The municipality does not have challenges with debtors reconciliations (POE – Debtors list and debtors reconciliation)
4.12 SCM Unit SCM Unit is in place and adequately staffed. Positions: SCM Manager Demand Management Officer Acquisition Officer Procurement Clerk Logistic Officer Warehouse Officer Lack of skills and knowledge on the broader issues of supply chain Management (Demand Management, Disposal and Stores Management, Risk and Performance Management) Non-compliance with and regulations due to lack of adherence procurement processes by management. Internal controls weaknesses Some of the officials need to be re-skilled especially on issues of Demand and Acquisition and inventory management section- 30 June 2015 Strengthen internal controls and revise Standard Operating Procedures to ensure full compliance. 30 June 2015 Municipal Manager Chief Financial Officer 4.13 SCM Committees Supply Chain committees are in place and functioning but not effective due non-adherence of the project implementation plan and lack of procurement plan. Committees are not sitting regularly due to none availability of members Committee members require the relevant skills to address procurement requisitions and specifications. Co-ordination of Bid Committee outside the SCM Unit – Municipal Manager The Chief Financial Officer to committees and ensure that they have the requisite capacity and meet regularly 30 April 2015 Chief Financial Officer 4.14 SCM Record Keeping Supply Chain record keeping is being managed suitably. 4.15 Procurement No, the municipality has incurred the irregular, unauthorised and fruitless and wasteful expenditure None availability of Stores and inventory management System Procurement of fast moving items through quotations Procurement plan not linked to Project implementation plan Delays in the Evaluation and Adjudication of projects-due to capacity (Skills and Knowledge) on the committee members Unwillingness of service providers to do business with the municipality due to none payments To strengthen the internal controls to ensure compliance with all applicable laws and regulations- Continuous monitoring- 14 April 2015 (NKLM-CFO). Effectively manage the implementation of SCM Policy- 14 April 2015 (NKLM- CFO). Full implementation of Inventory Management System 31 May 2015 (CFO)
-Ensure that information submitted is accurate before submission. 4.24 Reporting Complied with statutory reporting requirements No challenge identified. 4.25 Tariff Structure The municipality is making a loss on water and electricity and on the villages where the municipality is not billing for services, the municipality is making 100% loss on water No recovery of losses in the villages. Inadequate measuring systems of losses incurred (water and Electricity) Installation of water flow meters To develop a terms of reference for analyzing the tariff structure for the municipality by 30 April 2015. Smart metering for all customers Smart metering of all Eskom points to ensure correct billings from Eskom 30 June 2015 Municipal Manager 4.26 Creditors payment Not all creditors are paid on time due to cash flow challenges Average payment period 45 – 60 days Internal control weaknesses on document management. Cash Flow constraints Resources committed to personnel costs, Eskom bills and maintenance Accruals affecting current year’s budget resources Implement revenue enhancement strategy. Reduce overtime Reduce travel reimbursement Reduce maintenance costs of aged assets and do asset replacement Financial recovery strategy to be developed Install Smart Metering and to address the issue of water and electricity losses Financial Recovery Plan to be developed by 30 April 2015 Chief Financial Officer GRAP Standards The municipality is able to implement the GRAP standards, except the issues which were raised on GRAP 17, Property, Plant and Equipment GRAP 17 Property, Plant and Equipment Action plan to address the audit findings raised has been developed in December 2014. 30 June 2015 Chief Financial Officer
Institutional Capability No Elements Findings Challenges Resolutions Recommended Interventions 5.1 Organograms There is an organogram that is reliable but not affordable due to budgetary constraints. The total number of posts on the organogram is 1570 The total number of filled posts 960 Posts not filled and not budgeted for 610 Unfilled funded posts 7 Departments want to work the organogram independently. Wage bill is too high exceeding the national standard by National Treasury. Council to take a moratorium on filling non critical posts but to fill only critical posts. Recommend that council support the motion. MM and Mayor 5.2 Senior Management posts Filled All senior management post are filled Assessment is done on quarterly basis (POE – Performance Contracts of Section 57) Annual Appraisal not done Request to conduct Annual Appraisal to all Senior Managers by August 2015 Continuous capacity and support Municipal Manager Corporate Services Director PMS Manager 5.3 Senior Management posts Competency They do meet the minimum competency None Must register the Municipal Finance Management program. Continuous skills development MM Municipal Manager Mayor 5.4 HR Development Plans There are implementable plans Cash flow problems Budget and Treasury Office to assist in that all the trainings on the work skills plan to be implemented. Delays in the implementation of the skills plan as projected Director Corporate
Organized Labour Forum There is a functional Labour Forum in place and quarterly engagements do take place There is an issue of gaps between the managers and their subordinates. This happened when the municipality changes from post levels to task levels. Managers are at task level 17 and the officials below are on task level 1 4. To fast-track the process of job evaluation Salga to intervene and fast-track the job evaluation processes. Municipal Manager and the Director Corporate services 5.6 Performance Management Plans There is a performance management plans and a policy in place POE – 4 Reports, minutes, attendance registers The section has one official for the whole institution. Non adherence to the performance management plans, i.e submission of reports. Performance appraisal for all section 56 and 57 were never conducted. Put more human resource for the section that deals with performance management. EDM to assist the municipality to do the annual performance assessment for the Municipality and also present the PMS tool kit Manager PMS Director Corporate and MM Mayor 5.7 HR Plans HR plan is in place (HR Standard Operations Procedure) The HR standard operations procedure is implemented (e.g. it states clearly what steps are to be followed when a post is to be filled, when an official must act on apposition, delegation of responsibilities, etc). Continuous advocacy on the HR Standard operations procedure as this is to assist the municipality in controlling the wage bill MM to ensure that Senior Managers adhere to the importance of correctly implementing the HR Standard Operations Procedure MM Senior Managers
MEDICAL AID 43 492 46 449 49 608 PENSION 63 729 68 063 72 691 TELEPHONE ALLOWANCE 23 894 25 519 27 254 TRAVELLING ALLOWANCE 175 444 187 374 200 116 PRINTING & STATIONERY 6 940 7 343 7 768 ENTERTAINMENT 13 131 13 893 14 698 WREATHS & BOUGUETS - - BASIC SALARIES 8 338 933 8 905 980 9 511 587 CELLPHONE ALLOWANCE 187 207 199 937 213 533 HOUSING SUBSIDY 40 199 42 933 45 852 OVERTIME 273 102 291 673 311 507 ANNUAL BONUS 694 911 742 165 792 632 STANDBY 34 316 36 649 39 142 VEHICLE ALLOWANCE 1 776 328 1 897 118 2 026 122 U.I.F 33 191 35 448 37 858 PROVISION FOR LONG TERMS SERVICE AWARDS 51 011 54 480 58 184 GROUP INSURANCE 4 885 5 217 5 572 GROUP INSURANCE 12 615 13 473 14 389