(v) PUTTING IT ALL TOGETHER The seven strategic outcomes are set out in the table below. For each of the outcomes, detail information on the following is provided: the major risks, risk ratings and the root causes (both internal and external) for each of the major risks; the outputs necessary to mitigate or minimise the risks and to ensure realisation of the outcomes; the actions and processes related to each output and who is responsible; and the key performance indicators (KPI’s), standards and targets that will be used to measure the extend to which outputs are being reached. STRATEGIC OUTCOME 1: A FINANCIALLY SUSTAINABLE MUNICIPALITY WITH WELL MAINTAINED ASSETS Major Risks Risk rating with - Root causes no controls existing controls future controls Internal External 1.1 If there is insufficient revenue to meet the demand for services 25 20 12 Non-core operational functions Incomplete / inaccurate revenue database Long term strategy not on a realistic income potential External funding not investigated fully Tariffs that are not cost recoverable Surplus generated from electricity sales under serious threat due to increase in cost causing reduced consumption and conversion to renewable energy External economic factors 1.2 If services are expensive and unaffordable 16 12 9 Non-core operational functions
High cost of maintaining and replacing services infrastructure No standard costing Tariffs that are not cost recoverable Collective agreements regarding salaries Unfunded mandates Actions Processes Responsible KPI’s / Standards SM 11/12 Targets Output 1.1: Secured and increased sources of income 1.1.1 Review all tariffs Investigate and address the cost reflectiveness of tariffs for the water-, sewerage- and solid waste removal services Director Fin Services and Director Eng Services Investigation and report on cost reflectiveness of tariffs completed By Oct 2012
1.1.3 Secure new sources of income Investigate new sources of revenue such as the possibility of installing parking meters or appointing parking marshals on a shared revenue basis. Director Fin Services and Director Protection Services Investigation and report on new sources of revenue completed By Nov 2012 Facilitate new income generating developments MayCo, Management team and Manager Strat Services Report annually on new income generating developments realised during term of Strategic Plan Annually by May Assist new businesses to establish in the area MayCo and Management team Report on engagements with stakeholders such as the Industrial Development Corporation to assist in bringing growth to the area By May 2013 Report on tax- and tariff policy and incentives available to new businesses By Oct 2014 Report on area of land provided for development opportunities By March 2013 Determine interest in industrial land in Moorreesburg and report By March 2013 % of larger projects that could be provided with sufficient infrastructure 100% Supply Chain Manager and Director Corporate Services % of municipal and services procured from local businesses Determine target and Measure with effect from 1 July 2012 1.1.4 Counter the potential loss in electricity income Do long term planning with respect to electricity income Director Electrical Eng Services Report on long term planning with respect to electricity income completed By Oct 2012 Investigate ways to ensure the losses are limited to the absolute minimum Report on minimising of electricity losses completed By Sep 2012
Director Financial Services Management Team In an effort to establish an management programme - compile a maintenance plan linked to the register, calculate escalated replacement cost of assets, and establish operating of assets and compare to standard Asset management programme established End of June 2013 STRATEGIC OUTCOME 2: SATISFIED, INVOLVED AND WELL INFORMED CLIENTS Major Risks Risk rating with - Root causes no controls existing controls future controls Internal External 2.1 If clients are unsatisfied / uninvolved / uninformed 16 12 6 Poor or ineffective communication with our clients Political promises not delivered Ineffective functioning of and inadequately represented ward committees Lack of public knowledge with respect to ward committees and ward committee members Poor or no reaction to complaints regarding service delivery Spreading of wrong perceptions and incorrect information Unrealistic expectations Corruption in government Resistance against high service costs Politicised environment Poor understanding/ insight (provider and receiver) Lack of organised tax / services / client forums Poor communication from public regarding concerns Actions Processes Responsible KPI’s / Standards SM 11/12 Targets Output 2.1: Prompt, courteous and responsive service that is sensitive to the of the public and respectful of individual rights 2.1.1 Maintain and measure standards in the client services charter Review the client services charter to evaluate and improve standards Manager Public Relations Review completed By end of 2013
Develop incidents system for measurement and reporting Manager ICT System developed By end of June 2014 Determine the average compliance with customer services charter Manager Public Relations Average % compliance with customer services charter Quarterly June 2014 Communicate results of performance measuring to the public (positive as well as negative) Dir Corporate Services Bi-annually report published in newsletter Bi-annually after June 2014 2.1.2 Test public opinion on municipal service delivery Do a client satisfaction survey as a follow-up on the survey done in 2011 Manager Services Dir Corporate Services Survey completed By Dec 2016 2.1.3 Obtain suggestions to improve service delivery Make available a box (electronic and manual) for suggestions, compliments, complaints and questions Manager Public Relations Manual made available at all municipal offices and libraries By June 2012 Implement email box for suggestions on website By June 2012 Investigate further appropriate electronic media to obtain suggestions Manager ICT Investigation completed By June 2013 Encourage reaction of public regarding municipal services Dir Corporate Services Article in quarterly newsletter and local media Bi-annually Output 2.2: External and internal clients that are well informed on municipal matters 2.2.1 Formulate and implement a communication strategy and plan (see Note 1 below) Compile the strategy and plan Dir Corporate Services Strategy and plan compiled By June 2013 Annual assessment of communication plan’s objectives and targets Manager Public Relations Assessment done Annually by June after June 2013 Revise communication strategy and plan if necessary after assessment Manager Public Relations Revision completed If necessary Output 2.3: Citizens that are actively participating in municipal decision-making 2.3.1 Involve external and internal clients in the compilation of municipal strategies, policies and programmes Maintain centralised database of all stakeholders and stakeholder forums Manager Strat Services Manager Public Relations Updated corporate stakeholder database Annually by June
Engineering Services 100% with respect to current users Management team % of new applications for development on existing that can be accommodated 100% If not sufficient, plan and budget to rectify capacity in line with relevant master plan(s) Civil and Electrical Engineering Services Project identified and cost estimated submitted for budget purposes 100% Facilitate developments to ensure that they realise and to address possible causes for Head Planning % of approved developments implemented 100% Do proper integrated planning to ensure that planning and the provision of services are well coordinated and that there is always sufficient capacity Management team and Manager Strat Services Does the capital budget reflect a higher priority for the upgrading of infrastructure for core service delivery? Yes (annually) Output 4.3: Affordable municipal infrastructure 4.3.1 Ensure that the tariffs for each trading service covers the costs of that service with limited surplus and minimum cross subsidising Do a detail analysis of tariffs for each service vs the of that service Financial Department Analysis completed Annually by Feb % of cost covered by income 100% Limit net profit on service to 10% Financial Department % net profit per service Below 10% 4.3.2 Minimise distribution losses and departmental operating costs Minimise energy losses Director Electrical Engineering Services % energy losses (technical + non technical) 7.61% Maintain below 9% Maintain below 8% from July 2015 Minimise losses Director Civil Engineering Services % total water losses 16% 2012/13: Maintain below 16% From 2013/14: Reduce by 1% p.a. until 14% Install new bulk water meters Director Civil Engineering Services Meters installed and operational By April 2013 4.3.3 Set standards (also for operating costs) for all engineering services and benchmark to other Develop standards (also for operating for civil engineering services and benchmark Director Civil Engineering Services Develop standards By end of 2013
STRATEGIC OUTCOME 5: SUSTAINABLE DEVELOPMENT OF THE MUNICIPAL AREA (WITH SPECIAL EMPHASIS ON PREVIOUSLY NEGLECTED AREAS) Major Risks Risk rating with - Root causes no controls existing controls future controls Internal External 5.1 If there is an imbalance between the three pillars of sustainable development i.e. environment, economy and people 20 12 9 Poor decision-making Insufficient relevant new knowledge in Municipality Insensitivity towards sustainable development Lack of pro-active infrastructure planning Imbalanced infrastructure development Ineffective / unfocussed marketing of Swartland Departmental silo thinking Unmanaged in-migration Lack of buy-in, of and deviation from sector plans Lack of income-generating projects Lack of awareness of “green” development Illegal development Lack of political / administrative alignment and focus Lack of shared information in respect of economic drivers and strengths of towns Lack of information in respect of potential of development Lack of baseline information Lack of co-operation between spheres of government Rigid application of development requirements by provincial government bias in national and provincial government when deciding on national investment Low skills levels / skills development not relevant and not up to standard Unrealistic expectations Inequality - people/ towns/ rural area/ metropole Unbalanced or insufficient economic growth Poor global economy Outflow of capital from Swartland due to close proximity of Metropole High human needs in towns other than Malmesbury as a result of limited economic and social means and opportunities
5.2.1 Implementation of the Spatial Development Framework Note: SDF forms an integral part of the organisational strategy and of which the implementation is continuously monitored Finalise Spatial Development Framework and submit to council for final approval Manager Planning Document approved End of June 2012 Communication and awareness throughout the Municipality Manager Planning Awareness campaign completed By end of Aug 2012 Establishment of an interdepartmental SDF Co-ordination Committee Dir Dev Services and Manager Planning Committee established By end of Aug 2012 Scheduled quarterly meetings held Quarterly Implementation of action plans All departments Report on implementation according to agreed programme, timeframes and budgets Quarterly from Oct 2012 Review with the revision of the IDP if necessary Manager Planning SDF reviewed if necessary End of May annually if necessary Focussed marketing of Swartland to optimise the potential of existing infrastructure Municipal Manager Meeting with all private developers to discuss marketing of Swartland July 2012 Implement most efficient marketing strategy After July 2012 5.2.2 Protect environmental quality Climate change awareness / strategy / initiatives for Swartland Manager Strat Services Manager Planning Engagement with DEADP During Aug 2012 Formulate strategy / initiatives and implement By June 2013 Awareness sessions with all departments Aug 2013 Ensure the co-operation / involvement of role-players Continuously Monitor environmental health Manager OHS Approval by Council of Air Quality Management Plan Jul 2012 Report on water, noise and air pollution monitoring Monthly Effectively manage scarce natural resources All departments Evaluate projects for alternative renewable energy use and report Quarterly from July 2012 Enforce relevant municipal legislation All departments Create effective mechanisms for law enforcement By July 2013 5.2.3 Land use and building control management Apply conditions of land use approval during implementation of projects Relevant departments Report on monitoring of the application of conditions Continuously
Manager Planning Report on deviations from conditions Quarterly 5.2.4 Implementation of the integrated human settlement plan Finalise integrated human settlement plan and submit to council for final approval Manager Housing Document approved July 2012 Housing pipeline revised Annually by March Compile budget programme for Council contributions Dir Dev Services and Manager Housing Budget programme completed By Oct 2012 Implementation of projects and actions Relevant departments Report on implementation according to agreed programme, timeframes and budgets Monthly from Jul 2012 Output 5.3: Economic growth that benefits all 5.3.1 Formulate LED strategy and action plan (see Note 3 Complete LED strategy and action plan and submit to Council for approval Manager Strat Services Manager Social Development Management Team document approved End of Nov 2012 Note 3: The Strategy must take into consideration the following: The 2007 LED Strategy The unemployment database Determining red tape Determining training needs for commercial skills shortages The LED maturity assessment
STRATEGIC OUTCOME 6: A LEAN, INTEGRATED, STABLE AND CORRUPTION FREE ORGANISATION Major Risks Risk rating with - Root causes no controls existing controls future controls Internal External 6.1 If there is a lack of good governance 20 12 9 Inadequate controls Non-identification of risks affecting the Municipality (risk management not fully implemented) Inefficient organisational structure Poor decision-making (not risk related) Lack of political / administrative alignment and focus 6.2 If management - and IT systems are inadequate 20 16 8 Outdated technology Lack of training for IT staff on new technology Poor/lack of integration and development of systems Inadequate planning Insufficient funds Actions Processes Responsible KPI’s / Standards SM 11/12 Targets Output 6.1: Improved organisational focus and performance 6.1.1 Monitor the implementation of the Municipality’s strategic plan (IDP) Evaluate organisational readiness in of approved IDP and strategy and re-align if necessary MayCo and Management team Obtain comments of top management and unions By Dec 2012 Regular strategy meetings with top management Manager Services Meetings with top management held Quarterly Monitor success with actions and processes Manager Strat Services Problems addressed and adjustments made if necessary Quarterly Roadshow in all departments with all on vision, mission, strategy and goals MM and Manager Services Roadshow held Commencing June/July 2012 Annually revise the strategic plan (IDP) as per legislative requirements Manager Strat Services Strategic plan (IDP) revised Annually by May Output 6.2: Improved organisational control environment
6.2.1 Full implementation of risk management Revisit Risk Management Framework Internal Audit Framework finalised By July 2012 Identify risks affecting the organisation Internal Audit and Management team Updated risk assessment (strategic and operational ) By Aug 2012 Regular monitoring and evaluation of risk assessments Internal Audit and Management team Updating of measurements according to controls implemented Bi-annually for 2012/13 and 2013/14 Quarterly from 2014/15 Compile RBAP according to updated risk assessments Internal Audit RBAP updated Annually Output 6.3: work ethics 6.3.1 Maintain a zero tolerance to fraud and corruption Effectively attend to reported and identified fraud and corruption cases Internal Monthly reporting to MM Monthly Quarterly reporting to Audit Committee Quarterly Investigate the use of external person such as a retired magistrate to chair disciplinary hearings Dir Corporate Services Complete investigation that includes re-evaluation of the national collective agreement Dec 2012 Investigate the use of the shared services concept to chair disciplinary hearings Dir Corporate Services Participate in evaluation process and await the outcome of Ignite report and take a decision regarding participation Nov 2012 and Corruption awareness under staff and the public Internal Audit Awareness campaign by external service provider for all departments up to supervisor level Commence Aug 2012 Make and public aware of whistle blowing procedure and contact number Internal Auditor and Dir Corporate Services Include in above-mentioned awareness campaign As above 6.3.2 Conduct business in a fair and transparent fashion by focusing on professionalism and integrity Emphasise and explain existing Value System to address ethics in the workplace Internal and Management team Execute programme From Sep 2012 Popularise existing Value System Management team Execute programme From Sep 2012 Educate staff on professionalism and integrity Management team on and execute programme From Feb 2013
STRATEGIC OUTCOME 7: INCREASED COMMUNITY SAFETY THROUGH TRAFFIC POLICING, BY-LAW ENFORCEMENT AND DISASTER MANAGEMENT Major Risks Risk rating with - Root causes no controls existing controls future controls Internal External 7.1 If there is a decrease in law compliance 25 20 12 Municipal Police Service becoming unaffordable Insufficient enforcement of municipal by-laws and traffic legislation Insufficient resources to serve the demand for licensing and registration Uninformed public Vulnerability for corruption by traffic officials Court sentences not sufficient deterrent Easy withdrawal of traffic and by-law offences by public prosecutors SAPS having a limited role to play Increased mentality of lawlessness within public domain 7.2 If we are insufficiently prepared for disasters 20 20 12 Insufficient resources Lack of comprehensive disaster management plan Lack of disaster management structure Non compliance with fire fighting by-law Provincial mandate shared with the District Municipality Extreme weather patterns (climate change) Actions Processes Responsible KPI’s / Standards SM 11/12 Targets Output 7.1: Increase in law compliance 7.1.1 Establish a more efficient and focused structure Effectively address the underfunded mandates regarding driver and vehicle licensing Municipal Police Cost analysis by PGWC Completed 2011 into a SLA with PGWC Before 1 April 2012 Implementation From 1 2012 Popularise and Corruption Policy under all staff Dir Protection Services Before end of Dec 2012 Make staff and public aware of whistle blowing procedure and contact number Internal Auditor and Dir Corporate Services Before end of Dec 2012
7.1.2 Step up the enforcement of municipal by-laws and traffic legislation Bi-annual interaction with public prosecutors in respect of withdrawal of traffic and court sentences Municipal Police Bi-annual interaction held Bi-annually by Dec and June Establish specialised unit for law enforcement (linked to outcome of restructuring) Dir Protection Services Unit established 1 July 2013 Regular interaction with SAPS Chief Municipal Police Meetings on local level Meetings on Provincial level Meetings on National level Weekly Monthly Quarterly Investigate partnerships to monitor illegal structures Dir Protection Services Investigation completed End of Oct 2012 Review current by-laws applicable to traffic policing and law enforcement and update where necessary Chief Municipal Police and Dir Corporate Services By-laws reviewed Before end of June 2013 7.1.3 Implement awareness campaigns with regards to law enforcement services Law enforcement / traffic awareness campaigns - Chief Municipal Police with schools, businesses and NGO’s Monthly with media Weekly through specialised visible operations Monthly Output 7.2: Strengthening of fire fighting service 7.2.1 a fire-fighting by-law Adjust Standard Fire-fighting By-law according to local conditions and adopt Dir Protection Services By-law adopted by Council End of Dec 2012 Annual review of by-law Chief Fire Services By-law reviewed Annually after adoption of by-law 7.2.2 Fill the vacancy of Fire Safety Officer to enforce fire safety in buildings Secure funding for critical vacancy Dir Protection Services Funding secured Dec 2015 Recruitment and appointment Dir Protection Services Vacancy filled 1 July 2016 7.2.3 Implement awareness campaigns with regards to fire fighting and disaster management services Fire fighting / disaster awareness campaigns - Chief Fire Services with schools, businesses, old age homes Monthly with media Quarterly Output 7.3: Establishment and maintenance of a Disaster Management Structure within the Municipality Compile Disaster Management Plan Chief Fire Services Plan completed End of 1st Qtr 2012