Matjhabeng Local Municipality's Service

MATJHABENG LOCAL MUNICIPALITY’S SERVICE DELIVERY & BUDGET IMPLEMENTATION PLANS AND OPERATIONAL PLANS FOR THE FINANCIAL YEAR 2012 – 2013

Page 1 of 97

1. PURPOSE

The purpose of this submission is to table the Matjhabeng Local Municipality’s Service Delivery and Budget Implementation Plans (SDBIPs), as well as Operational Plans (OPs) before the Honourable Executive Mayor for consideration and approval as per the prescripts of Section 53 (1) (c) (ii) of the Municipal Finance Management Act (MFMA) Act No 56 of 2003 as amended.

Needless to say, the SDBIPs and Ops document must be read together with the Integrated Development Plan (IDP) and Budget as approved by the Matjhabeng Council in recent sitting in May 2012.

Further, this document must also form the basis of the municipal Performance Management System (PMS) as it relates to both Section 56 and 57 employees in terms of Section 53 (1) (c) (iii)) (bb) of the Act under discussion.

2. LEGAL REQUIREMENTS AND PROCESSES

In terms of the provisions of the aforesaid Act and accompanying Circulars, the processes for the submission, approval, implementation and revision of the SDBIPs and Ops are as follows:

Section 69 (3) (a) Municipal Manager submit Draft SDBIP to the Mayor within 14 days after the approval of the Budget

Section 53 (1) (c) (ii) Mayor to take all reasonable steps to ensure that s/he approves the SDBIP within 28 days after the approval of the Budget

Section 53 (1) (c) (iii) Mayor to take all reasonable steps to ensure that annual performance agreements of the Municipal Manager and all Senior Managers are linked to the SDBIP and performance objectives approved with the Budget

Section 53 (3) (a) Mayor must ensure that the SDBIP be made public

Page 2 of 97

within 14 days after their approval

Section 53 (3) (b) Mayor must ensure that the performance agreements of the Municipal Manager and Senior Managers be made public within 14 days after approval of SDBIP and copies submitted to Council and MEC for local government in the province

Section 69 (1) (a) Municipal Manager to implement the budget and to adjust expenditure if revenue is not in accordance with the Budget and SDBIP

Section 71 (1) (g) (ii) Municipal Manager to report within 10 working days of the end of each month to the Mayor an explanation of any material variances from the SDBIP

Section 72 Municipal Manager, by 25 January of each year, to assess the performance of the municipality for the first half of the year taking into account the SDBIP targets and indicators, and submit a report to the Mayor, National Treasury and Provincial Treasury

Section 54 Mayor must upon receipt of reports listed in Sections 71 and 72, check whether or not the budget is being implemented in accordance with the approved SDBIP, etc

The thrust of the provisions of the MFMA in respect of the SDBIPs is therefore to stipulate projects and activities that must be implemented with a view to effecting life into the IDP; to implement and monitor objectives set in the Budget; set performance indicators in accordance with the IDP and Budget; to ensure that the performance agreements of the Municipal Manager and Senior Managers are linked to the IDP and Budget; to ensure measurement of such performance; and to ensure revision, if necessary, of the Budget and performance indicators.

Page 3 of 97

3. RECOMMENDATIONS

It is recommended that:

3.1 the Honourable Executive Mayor APPROVES the Service Delivery and Budget Implementation Plan (SDBIP), as well as Operational Plans (OPs) for the Financial Year 2012 / 2013

3.2 once approved:

3.2.1 the Honourable Executive Mayor must present the SDBIP and OPs before Council for noting 3.2.2 the approved SDBIP and OPs must form the basis for the performance management of the Municipal Manager and Senior Managers as prescribed by laws and regulations governing local government

RECOMMENDATIONS APPROVED / RECOMMENDATIONS DISAPPROVED

......

EXECUTIVE MAYOR DATE

Page 4 of 97

OFFICE OF THE EXECUTIVE MAYOR

SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP) 2012/2013

National Municipal KPA Departmental Key Performance Project Baseline Performance Budget Timeline Performance Target Per Quarterly KPA KPA Indicator Description Target Assessment

Sep 2012 Dec Mar Jun 2012 201 2013 3 Good Social To ensure poverty Implementation of the Development of 0 Policy to be 500.000 Sep Policy Presented 25% 25% 25% Governance Cohesion alleviation poverty alleviation Poverty Submitted to 2012 Sec 80 and and Public /reduction(nation programme and vertical alleviation Policy MAYCO Adopted by Participatio al Targets alignment MAYCO n Identification and 0 Identified projects 0 Jun Projects identifies 0 0 0 funding of submitted to 2013 and assessed to poverty MAYCO MAYCO(100)% alleviation projects Good Social To contribute Facilitate arts and culture Establishment of 0 Progress report 150.000 Ongoing 25% 25% 25% 25% Governance Cohesion towards the activities in MLM MLM Committee and Public achievement of of all arts and Participatio universal access Culture domains n to social services and building capacity To fund annual 0 Report 350.000 Dec 2012 Preparation and 100% MLM Arts Culture Getting Approval Festival intended for moral regeneration rejuvenation Good Social To contribute Facilitate the Coordination of MLM Correspondences 400.000 Ongoing 0 25% 25% 25% Governance Cohesion towards the implementation of the HIV/AIDS HIV/AID and Reports and Public achievement of HIV/AIDS plan activities through S Plan Participatio universal access the Local AIDS n to social services Council Good Social To contribute Facilitate access of social Preparation and 0 Correspondence 200.000 Oct Preparations and 0 0 0 Governance Cohesion towards the service to all communities hosting of MLM 2012 hosting 100%

Page 5 of 97 and Public achievement of games for Annual Participatio universal access OR Tambo Games n to social services Good Social To contribute Facilitate the promotion Recreational 0 0 100.000 Jun 0 0 0 100% Governance Cohesion towards the of scarce sports codes in games for senior 2013 and Public achievement of identified areas citizens Participatio universal access n to social services SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP) 2012/2013 OFFICE OF THE EXECUTIVE MAYOR (CONTINUED) National Municipal KPA Departmental Key Performance Project Baseline Performance Budget Timeline Performance Target Per Quarterly KPA KPA Indicator Description Target Assessment

Sep 2012 Dec 2012 Mar Jun 2013 2013 Good Social To contribute Facilitate the promotion Run activities for 0 Correspondenc 100.000 Nov 0 0 0 100% Governance Cohesion towards the of scarce sports codes in people living with e and reports 2012 and Public achievement of identified areas disability Participatio universal access n to social services Good Social To contribute To contributed towards Establishment of 0 Establishment 150.000 Dec 100% 0 0 0 Governance Cohesion towards the facilitation of access to Gender of Structure – 2012 and Public achievement of skills development, coordinating Report Participatio universal access economic empowerment structure n to social services , human rights for Vulnerable groups Good Social To contribute Facilitate programme Celebrate and 0 Report 100.000 Aug 100% 0 0 0 Governance Cohesion towards the that promote the rights commemorate 2012 and Public achievement of of Women, Children and national women’s Participatio universal access the Disabled days n to social services Awareness 0 Report 150.000 Ongoing 0 0 0 100% ,advocacy and protection of vulnerable children and women abuse

Page 6 of 97

Good Social To contributed Facilitate Youth Youth Audit 0 Correspondenc 50,000 Dec 0 0 100 0 Governance Cohesion towards empowerment Meetings: collect e and Report 2012 % and Public facilitation of programmes Data for youth Participatio access to skills organizations n development, service Providers economic in all Wards empowerment , human rights for Youth Summit to 0 Report 250.000 Jan 0 100% 0 0 Vulnerable groups deal with 2013 institutionalizatio n of youth Development and establishment of Youth Development forum Implementation 0 Report 0 0ngoing 25% 25% 25% 100% of MLM Youth Development Policy

SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP) 2012/2013 OFFICE OF THE EXECUTIVE MAYOR (CONTINUED)

National Municipal KPA Departmental Key Performance Project Description Baseli Performanc Budget Timeline Performance Target Per Quarterly KPA KPA Indicator ne e Target Assessment

Sep Dec Mar Jun 2013 2012 2012 2013

Good Social To contributed Facilitate Youth MLM Youth month Celebrations: 0 Correspond 200.000 Jun. 0 0 0 100% Governance Cohesion towards empowerment Celebrate, Commemorate, and ence and 2013 and Public facilitation of programmes Empowerment youth in the Report Participatio access to skills municipality on youth n development, Development Policies and economic programmes empowerment , human rights for Vulnerable groups

Page 7 of 97

Good Institutional Maintain ongoing Establish and maintain Maintain Intergovernmental forum Agenda and 50,000 Quarterl 25% 25% 25% 25% Governance and intergovernmenta forums that meet minutes y and Public Governess l relations among regularly in order to Participatio three phases of ensure sound relations n government between MLM, service providers and other government department, state agencies and NGO’s

Public To ensure good Publishing of Matjhabeng Ensure marketing of MLM Events, 12 Report 3m Monthly 1 1 1 1 Relations public relations as News Municipal Achievements Matjhabeng well as effective News management and marketing for municipality

Public To ensure good Ensure good relation with Prepare and submit press Report per 50,000 Ongoing Relations public relations as media statements on specific events and event well as effective project management and Develop and maintain press Develop 0 marketing for representation database press data municipality base and update

Invite press to all applicable events 0 Correspond 50,000 ence and report Public To ensure good Corporate Image and Develop corporate marketing 0 Availability 350.000 Dec Relations public relations as marketing material for MLM of MLM 2012 well as effective Corporate management and marketing marketing for and municipality material

0 0 150.00 Jun 2013

Develop and stock corporate gifts

Page 8 of 97

OPERATIONAL PLAN AND SERVICE DELIVERY BUDGET AND IMPLEMENTATION PLAN FOR FINACIAL YEAR 2012/2013 OFFICE OF THE MUNICIPAL MANAGER

Page 9 of 97

MUNICIPAL VISION AND MISSION

VISION OF MATJHABENG LOCAL MUNICIPALITY

To be a benchmark developmental municipality in service delivery excellence

MISSION OF MATJHABENG LOCAL MUNICIPALITY

 To be a united, non‐racial, non‐sexist, transparent, and responsive municipality  To provide municipal services in an economic, efficient, and effective way  To promote a self‐reliant community through the promotion of a culture of entrepreneurship  To create a conducive environment for growth and development  To promote cooperative governance, and  To promote dynamic community participation and value‐add partnerships

INTRODUCTORY REMARKS

In Matjhabeng Local Municipality, herein referred to as MLM, the Office of the Municipal Manager, herein referred to as the MM, consists of the following key strategic portfolios, accompanied by the following responsibilities comprising a list not so conclusive:

MUNICIPAL MANAGER (MM)

The overall objective of the Office of the MM is to ensure that the objects of local government as set out on the country’s Constitution are met. These include but are not limited to the:

 Provision of democratic and accountable government for local communities  Provision of services to communities in a sustainable manner  Promotion of social and economic development  Encouragement of the involvement of communities and community organisations in the matters of local government  Achievement of the objects set above within the municipality’s financial and administrative capacity

Page 10 of 97

The specific objectives for the Financial Year 2012/2013 for the Office of the MM, as determined in the municipality’s Integrated Development Plan and Free State Provincial Development Strategy, can be articulated as:

 To promote and ensure an integrated approach towards service delivery  To improve communication and collaboration between the municipality and Community  Improve communication and collaboration between spheres of government  To build inter‐ governmental partnerships between civil society, business community and to encourage responsible citizenship  To ensure an accountable and performance‐driven local government  To properly manage and control finances of Council  To develop, maintain, and administer a well resourced ICT system

The core functions of this department are particularly aligned to the five key performance areas governing Local Government as contemplated by the National Government. Further, the functions and responsibilities of the Office Of The Municipal Manager are captured in few but specific pieces of legislation, regulations and government gazettes, and include but are not limited to the following:

 Co‐ordination of activities within and among departments  Administration and Management  Communications  Strategy development and management  Organizational and systems development, as well as their maintenance  Infrastructure development and maintenance  Development, management and review of organizational performance  Budget development and execution  Internal audit and risk management  Management and accounting  Inter‐governmental relations  IDP development  Stakeholder liaison and management  Driving service delivery programs  Development and management of service delivery agreements  Regular reporting and accounting  Contract development and management

Page 11 of 97

 Management of regional services

EXECUTIVE DIRECTOR: STRATEGIC SUPPORT SERVICES (ED: SSS)

The functions of the portfolio Strategic Support Services complement and are supportive to those of the Municipal Manager. The portfolio executes its functions strictly and directly on behalf of the Municipal Manager, and its functions include but are not limited to the following:

 Coordination of strategies development initiatives  Facilitation of municipal and individual performance  Coordination of planning‐related activities  Coordination of monitoring and evaluation programs  Conceptualization, development and management of research exercises  Management of communications‐related initiatives  Coordination of risks identification and management programs  Budgeting and financial management  Coordination of compliance reporting activities  Facilitation of intergovernmental‐related programs  Management of internal audit  Initiation of research assignments  Building of municipal information management systems  Building of municipal knowledge data bank  Execution of municipal intergovernmental functions and reporting

SENIOR MANAGER: REGIONAL SERVICES (SNR MNGR: RS)

The portfolio is made of Regional Managers which are primarily responsible for the regions constituting Matjhabeng Local Municipality.

The main function of the Senior Manager: Regional Services is to ensure effective services delivery at the level of the six towns of the municipality. S/He will work closely with service delivery directorates (Infrastructure, Project Management Unit, and Community Services), and will carry the following specific responsibilities:

 Implementation of services delivery initiatives at regional level

Page 12 of 97

 Identification of region‐specific projects  Establishment and management of teams to drive service delivery  Monitoring of projects implementation  Reporting on progress and challenges in respect of serviced delivery programs

SENIOR MANAGER: PLANNING, MONITORING AND EVALUATION (SNR MNGR: PME)

This portfolio covers a number of very significant functions including but not limited to those which relate to:

- Branch: Integrated Development Planning - Branch: Organizational Performance - Division: Research - Division: Monitoring, Evaluation And Compliance - Planning for the development and adoption of the municipal IDP.

Municipalities in our country use integrated development planning as a method to plan future development in their areas. And IDP is some kind of a super plan for a municipality that gives an overall framework for development. It aims to coordinate the work of local and other spheres of government in a coherent plan to improve the quality of life for all the people living in that area.

IDP development usually considers the existing conditions and challenges and resources available for development. The plan looks at economic and social development for the area as a whole. It sets the framework for how land should be used; how and what infrastructure should be developed; what services are needed; how the environment should be protected; and together with the municipal budget, the IDP forms the basis for SDBIP development.

The portfolio performs a number of critical functions which include the following:

 forcing the municipality to focus on the most important needs of local communities within the context of available limited resources  helps to speed up service delivery by identifying the least serviced and most impoverished areas and points where municipal funds should be spent  assists in attracting additional funding to the municipality in that other government departments and private investors will be willing to invest where municipalities have clear development plans  strengthens democracy through the public participation methodology

Page 13 of 97

 promotes coordination among the three spheres of government by creating a platform for these to work together to tackle developmental challenges in local areas  develops IDP review process plan  links up budget to the IDP  facilitates the development of SDBIPs and Operational Plans  facilitates IDP approval by Council  establishes and manages mechanisms for public participation  ensure IDP publication and submission to relevant destinations  coordination of the initiatives aimed at development and adoption of applicable sector plans  coordination of processes aimed at development and adoption of municipal strategies, policies and plans  monitoring of the application of municipal policies, procedures and regulations  ensuring compliance with applicable laws, policies and regulations  conceptualization and management of research

SENIOR MANAGER: COMMUNICATION SERVICES (SNR MNGR: C)

The communications portfolio has several important objectives, and these include the following:

 Ensuring that Council speaks with one voice for a common purpose  Ensuring development in communication such that communities can come to terms with municipal programs  Proper positioning and projection of the municipal image and profile  Provision of an effective and efficient communications framework and policy  Enhancing of service delivery through effective and efficient communication

Having said that, the core functions of this business unit are:

 Ensuring compliance with applicable legislations  Stakeholder liaison and management  Promotion of key government campaigns and themes  Countering negative reporting by profiling success stories  Building sustainable partnerships with significant‐others with a view to raising the municipal profile

Page 14 of 97

 Manage the website, publications and other relevant tools  Develop and implement a communications strategy  Give advice on communications‐related matters  Produce and distribute internal newsletters  Ensure the municipal brand is enhanced

SENIOR MANAGER: RISK MANAGEMENT (SNR MNGR: RM)

The primary objective of this business unit is to provide quality audit services in terms of an integrated audit methodology, as well as to provide advice and information to management and the municipality’s Audit Committee.

Although Internal Audit and Risk Management portfolio is not revenue‐generating in nature, it is an essential support and control function that assists management to prevent unnecessary losses, in‐as‐much‐as its functions help to generate savings for Council. The core functions of this portfolio can be categorized into two, namely, regulatory and performance auditing.

Table 1

REGULATORY AUDITNG PERFORMANCE AUDITING

Monitor risk management processes Determine the reliability of management data

Establish compliance with regulations, ordinances, resolutions, Appraise performance in the carrying out of assigned tasks laws, etc

Review and appraise control systems Appraise the effective and economical application of resources

Review and appraise the extent to which assets are accounted for Appraise the effective attainment of set and agreed upon goals and sage‐guarded against possible loss

Page 15 of 97

Further and even more important is that the portfolio is largely responsible for the identification and mitigation of risks. It is also crucial for the portfolio to ensure each Directorate undertakes its own departmental risk assessment with a view to making sure that risks are not only identified, but are effectively managed to ensure they do not hold the organization at ransom.

MANAGER: RESEARCH (MNGR: R)

The role of this portfolio is mainly to support and maintain the municipality’s reputation for excellence in developing new bodies of knowledge and coming up with credible plans, and specific functions include the following:

 Undertaking basic research projects  Where necessary, manage external expertise in research projects assigned to them  Carry out research and literature review when such a need arises  Contribute towards the building of a knowledge data bank for the municipality  Liaise with other research organizations and acquire new knowledge on behalf of the municipality  Ensure knowledge acquired is customised for improving quality of services delivery and products  Share research results with applicable interest groups  Ensure research contributes towards quality planning and improved service delivery  Ensure research results are internalized in particular by internal customers  Contribute towards the continuous update of the municipal website content  Contribute towards the development of funding proposals

SENIOR MANAGER: INFORMATION AND COMMUNICATIONS TECHNOLOGY (SNR MNGR: ICT)

The main function of the ICT portfolio is to provide technological and communication services to the municipality in terms of an integrated technological approach, as well as to provide advice and information to management and the IT Steering Committee in a cost‐effective manner.

ICT is not necessarily a revenue‐generating portfolio, but rather an essential support and control function that helps management to prevent information manipulation, as well as preserving data integrity, thus ensuring savings to Council.

Page 16 of 97

The core functions of the ICT portfolio are:

 To ensure compliance with regulations, Council resolutions, ordinances, and various pieces of legislation  To ensure smooth operation of all ICT infrastructure and tools and tools of trade  To preserve the integrity and authenticity of Council data  To implement information security measures and safeguard Council from hackers, crackers and viruses  Design and implement a user‐friendly ICT system  Install, maintain and upgrade ICT infrastructure continuously  Main the server, data back‐ups, do back‐up testing and information restoration  Design, implement and update a website continuously  Build and increase municipality branding  Open up community access to municipal information  Ensure communication between the municipality and community

SENIOR MANAGER: PROJECT MANAGEMENT UNIT (SNR MNGR: PMU)

The primary function of the Manager: PMU is to ensure effective, efficient and cost‐effective management of the municipality’s capital service delivery programs, largely within the context of MIG funding. The Manager: PMU is not responsible for identifying projects in the IDP planning processes, but must liaise closely with municipal planning departments.

Amongst others, this will include the

 development of acceptable business plans  submission of business plans for approval  acquisition of business plans approvals  development of tender documents applicable to particular programmes  management of appointed service providers in the form of consultants and contractors  monitoring of programmes  reporting on programmes  pre‐approval of certificates  facilitation of payments

Page 17 of 97

 compliance reporting  capacity‐building within projects and contribute data towards EPWP initiatives  financial management and accountability  project management, including all activities to ensure that projects meet planning targets and objectives  project coordination  project impact assessment and/or evaluation  contract management, as well as  managing project feasibility studies

ADMINISTRATIVE SUPPORT

The different portfolios in the Office of the Municipal Manager have their respective administrative support personnel, and in the main their functions include the following:

 communications management (telephone, email, fax, letters, etc)  information management (documents development, filing, minutes‐taking, data safe‐keeping and guarding)  stakeholder liaison  meetings arrangement  general office administration  diary management  travel administration

Page 18 of 97

SERVICE DELIVERY INFORMATION – MUNICIPAL MANAGER’S OPERATIONAL PLAN FOR FY 2012‐2013

FUNCTION OBJECTIVE STRATEGY OUTCOME INDICATOR/DATE RESPONSIBLE ACHIEVEMENT NON‐ PERSON ACHIEVEMENT

MANAGEMENT AND Effective Introduce, Aligned objectives IDP and budget aligned (as MM ACCOUNTING management and implement and and goals, as well per legislation); ED:SSS coordination of all monitor as effective SDBIPs approved (as per SNR MNGR: PME strategic matters management delivery of legislation); MNGR: IDP by all managers systems to ensure Council’s strategic EXCO sitting (bi‐weekly); EDs coordination of objectives Broad management sitting SNR MNGRS Council’s strategic (monthly); Middle objectives management sittings (monthly)

Ensure Internal Develop internal Customised Submission of reliable and MM controls are in control systems; internal control quality audit and ED:SSS place through Auditing Charter; systems; quality accounting reports SNR MNGR: RM effective internal and accounting plan and factual quarterly to the Audit MNGR: IA auditing and auditing and Committee, EXCO, MAYCO EDs accounting accounting reports and Council SNR MNGRS IDP AND Ensure proper Develop a process IDP process plan; Reviewed IDP (as per MM PERFORMANCE coordination, plan detailing roles Performance legislation); Quarterly ED:SSS MANAGEMENT development and and responsibilities review plan; performance reports; SNR MNGR: PME SYSTEM management of as well as outlining performance Mid‐year performance M: IDP the IDP and performance review contracts signed; report; IDP printed and EDs performance process reporting on dispatched (annually); review performance MAYCO, Council and provincial government reporting (as per legislation); Public participation schedules (as per approved schedules)

Ensure the Office Develop and Performance Outputs / results attained MM is performance‐ cascade contracts in place; to quality, specifications ED: SSS managed performance objectives are and signed‐off SNR O: PMS contracts aligned performance contracts EDs (Quarterly, Mid‐year, SNR MNGRS annually)

Page 19 of 97

Provide objective Review individuals’ Performance Performance of individuals MM feedback on performance rewarded and/or reviewed (Quarterly, Mid‐ ED: SSS individuals’ corrected year, Annually) EDs performance SNR MNGRS Provide objective Review Performance Monthly, Quarterly, Half‐ MM feedback on organizational review reported yearly and Annual ED: SSS organizational performance on organizational SNR MNGR: PME SNR O: PMS performance performance review reports

ORGANIZATIONAL AND To ensure optimal Introduce a multi‐ Multi‐skilled Multi‐skilled staff MM SYSTEMS use of the skilled personnel personnel and development programme; ED: CSS DEVELOPMENT AND municipal human development reduced down‐ executive management ED: SSS MAINTENANCE capital and other programme and time on enskilled to meet related resources synchronized organizational minimum competency operational systems operations requirements; expenditure which will decrease according to approved standing time budget;

BUDGET To ensure the Develop a budget Budget timetable; Approved budget MM DEVELOPMENT AND compilation of the timetable outlining strategic workshop ED: SSS IMPLEMENTATION budget in terms of key deliverables and to identify EDs the MFMA deadlines objectives; CFO processes approved SNR MNGR: BDGT adjustments SNR MNGR: PME budget; approved SNR O: MC budget in line with the MFMA Ensure the Implement the Monthly, Regular reports to the MM implementation of approved 2012‐2013 quarterly, half‐ Executive Mayor ED: SSS the budget in FY budget yearly and annual EDs accordance with reporting on CFO the service budget SNR MNGR: BDGT delivery and performance SNR MNGR: PME budget SNR O: MC implementation plans (SDBIPs)

Page 20 of 97

Ensure SDBIPs and Strategic planning to Departmental Approved and published MM Operational Plans determine SDBIPs; SDBIPs and operational ED: SSS development objectives and link operational plans; plan SNR MNGR: PME with approved adequate MNGR: IDP municipal budget resources SNR O: MC allocated To train and retain Enable the Human resources Human resources MM available human development of development development strategy, ED: SSS capital to meet human resources strategy; work‐place skills plan and ED: CSS the skills strategy; work‐place succession plan; succession plan in place requirements and skills; and a well‐ work‐place skills and approved needs of the thought succession municipality plan MANAGEMENT OF To ensure quality Enable the Community access Infrastructure developed MM INFRASTRUCTURE infrastructural development of to basic municipal ED: INFR DEVELOPMENT AND development road network; water services SNR MNGR: PMU MAINTENANCE reticulation; SNR MNGR: ICT electricity supply and adequate sanitation To ensure Budget for Infrastructure in Infrastructure maintained; MM maintenance of maintenance of good and water loss reduced; roads ED: INFR developed municipal reasonable in reasonable good order SNR MNGR: PMU infrastructure infrastructure working conditions SNR MNGR: ICT STAKEHOLDER To win the support Organising briefing Support from Meetings with MM PARTICIPATION IN of stakeholders sessions for stakeholders stakeholders ED: SSS MUNICIPAL AFFAIRS stakeholders on EDs MAP activities and Networking with CFO programmes stakeholders SNR MNGRS MNGR: R Participating in Being member of communications communication forums forum at the national, provincial and local level for information sharing and capacity building To maximise Implement existing Improved quality Public participation MM participation of and craft anew of communication programmes in place and ED: SSS

Page 21 of 97

business, relevant public participation and service approved; IDP/Budget EDs interest groups programmes where delivery Steering Committee CFO and sector necessary established and functional SNR MNGR: PME departments in (as per legislation and SNR MNGR: C municipal planning when the need arises) MNGR: IDP processes MNGR: R

To improve and Develop structured An improved Establish services delivery MM strengthen service cluster system synergy in terms of initiatives that cut across EDs delivery programme financial, human Directorates and resource and technical them accordingly (July resources 2012, otherwise ongoing) REGULATORY To monitor risk Evaluate and Risk reduced to Reviews are undertaken MM AUDITING management improve the acceptable levels on a continuous basis ED: SSS processes adequacy and (ongoing) EDs effectiveness of risk CFO management, SNR MNGR: RM control and MNGR: IA governance SNR MNGRS processes;

Ensure that cost‐ effectiveness measures are taken to reduce deviations to tolerable levels

Ensure that management has planned risk management processes

Ensure that policies are in place to cover risks

Ensure participation in oversight committee

Page 22 of 97

FINANCIAL AUDIT To ensure Continuous reviews Accurate financial Performance of audits on MM reliability and and evaluation of statements and a continuous basis as per ED: SSS integrity of accounting practices reports to the audit programme EDs financial and as well as ascertain stakeholders (ongoing) SNR MNGR: RM operating data reliability MNGR: IA information Audit the SNR MNGRS municipality’s financial statements

Evaluate the internal controls over a computerised system

Evaluate the content and timing of reports to management and Council

COMPLIANCE AUDIT To determine Review processes in Compliance to Continuous MM compliance with order to align legislation, ED: SSS policies, municipal practices procedures and EDs procedures, with relevant laws, regulations SNR MNGRS regulations, and regulations, policies SNR MNGR: RM laws MNR: IA To review the Review policy Accountability on Continuous audits as per MM means of relating to assets assets audit programme ED: SSS safeguarding management EDs assets and verify SNR MNGRS their existence Physical verification SNR MNGR: RM of assets MNGR: IA

Ensuring accounting of assets in the records

Overall management of assets

Page 23 of 97

PERFORMANCE AUDIT Appraising the Determine whether Achievement of As per audit programme MM effective, operating standards the set objectives ED: SSS economical and have been SNR MNGR: PME efficient use of established for SNR MNGR: RM municipal measuring and MNGR: IA resources maintaining economy and efficiency of operations

Ensure operating standards are understood and are being adhered to

Deviations from operating standards are identified, analyzed and communicated to those responsible for corrective action Review operations Determine whether Achievements of As per the audit MM to ascertain suitable controls set results programme ED: SSS whether results have been SNR MNGR: RM are consistent incorporated into MNGR: IA with the the municipal established operations objectives, and whether these are being carried out as originally planned Review and Review the Realisation of set As per audit programme MM appraise the adequacy of the goals ED: SSS control systems system of internal SNR MMNGR: RM control to MNGR: IA determine whether the system established provides

Page 24 of 97

reasonable assurance that the municipality’s objectives will be met

Ascertain the effectiveness of the system of internal control and whether it is working as planned

Review of quality of performance to ascertain whether the municipality’s objectives and goals have been achieved

UPS INSTALLATION To ensure data Upgrade existing UPS upgraded By June 2013) MM protection during UPS infrastructure ED: SSS power failures SNR MNGR: ICT SNR MNGR: C MNGR: ICT

To enable our Procure and install Live systems run Installed dial up MM DIAL‐UP SERVER satellite offices to dial up on desk tops at infrastructure by 30 June ED: SSS run live systems infrastructure satellite Offices 2013 SNR MNGR: ICT on their desktop. SNR MNGR: C MNGR: ICT

Page 25 of 97

PRINT SERVER To centralize Phase out individual Reduced costs and Centralized printing to be MM printing function printers and install properly managed installed – 30 June 2013 ED: SSS per department. centralised printers printing function SNR MNGR: ICT per Directorate SNR MNGR: C MNGR: ICT MAIL SERVER To manage Ease of E‐mails that the Ongoing MM MANITAINACNCE AND Council’s e‐mails administration and Council will have ED: SSS MANAGEMENT and account will enable the ownership over SNR MNGR: ICT creations. department to them. No SNR MNGR: C enforce IT policy and malicious MNGR: ICT any other Council’s messages will be resolutions. sent without trace to protect the Council from any litigation.

MAINTAINANCE AND To access e‐mails Consistent E‐mails easily Ongoing MM MANAGENMENT OF while outside maintenance of the accessed while out ED: SSS WEBMAIL FACILITY office. webmail facility of the Office. SNR MNGR: ICT SNR MNGR: C MNGR: ICT

MAINTAINANCE AND To implement Update information Well‐informed Ongoing MM Website not MANAGEMENT OF municipal website and maintain the community about ED: SSS functional and is WEB SERVER as per legislative website. their municipality SNR MNGR: ICT being SNR MNGR: C requirement and marketing tool reconstructed MNGR: ICT MFMA. about any interesting locations, place to visit, natural beauty of our topography to tourists.

ICT AUDIT To perform IT Physical verification Equipments that IT Audit to be conducted MM

Page 26 of 97

audit on all of the status of IT performs to their by December 2012 ED: SSS municipal IT equipment by using optimum levels, SNR MNGR: ICT infrastructure. software. with the licensed SNR MNGR: C MNGR: ICT software.

SET‐UP ICT SERVICE Improved IT Procure software Well maintained IT MM DESK Service delivery and hardware environment and ED: SSS infrastructure. quick response to SNR MNGR: ICT SNR MNGR: C Appoint and train user’s queries. MNGR: ICT service desk staff.

CUSTOMER CARE To implement Capture customer Community Customer care and MM SYSTEM customer care queries and complaints helpdesk systems ED: SSS system and complaints on the speedily resolved implemented by 31 SNR MNGR: ICT helpdesk system. system and record SNR MNGR: C and managed. December 2012 all computer MNGR: ICT problems from municipal end‐users. INTERNAL To facilitate better Participation in Informed staff Publish Monthly internal MM COMMUNICATION communication management, newsletter (monthly); ED: SSS integration and MAYCO and Council Establishment of intranet SNR MNGR: C co‐ordination meetings to ensure AC: ICT and updating it regularly within the that municipality communications (ongoing); Usage of bulk e‐ mails (ongoing); Regularly unit stay informed To ensure of issues and usage of notice board consistent identifying those need arises); Organise communication that needs to be management road shows and better liaison communicated to (half‐ealry) among the staff directorates Establishment of To facilitate flow Internal of information Communication within the Task Team, which organisation will have

Page 27 of 97

representative from each directorate. This will ensure that Communications Unit is consistently provided with information that will be disseminated to all the staff. PUBLICATIONS To communicate Providing editorial Informed MAP Bi‐monthly newsletter MM activities, plan and guidance residents and ED: SSS programmes and for the publications projecting positive Developing Organisational SNR MNGR: C successes of MAP public image brochures/leaflets/flyers SNR MNGR: ICT WEBSITE To have up to date Proving updated and Increased number Sourcing and editing MM MANAGEMENT information on a accurate of visitors to MAP information for the ED: SSS well developed information website website SNR MNGR: C SNR MNGR: ICT website MNGR: ICT

Promotion of website

MEDIA LIAISON Ensuring that Regular interactions Increased Regular media events, MM positive relations with the media coverage of the such as media ED: SSS are maintained activities of the breakfasts/lunch with SNR MNGR: C with the media municipality by the political heads and media management

Issuing of media statements

Arranging talk shows and interviews with the media Maintaining a database of media houses and journalists BRANDING AND Maintaining Providing guidance Visibility and Development of corporate MM MARKETING uniform corporate in logo application, recognition of the identity manual (brand ED: SSS identity branding and organisation manual) SNR MNGR: C uniform identity SNR MNGR: ICT Brand recognition Regular adverts on special MNGR: ICT

Page 28 of 97

and uniform messages to market and ED: LEDP identity promote municipality brand STAKEHOLDER To win the support Organising briefing Support from Meetings with MM MANAGEMENT of stakeholders sessions for stakeholders stakeholders ED: SSS stakeholders on SNR MNGR: C MLM activities and Networking with SNR MNGR: PME programmes stakeholders MNGR: R

Participating in Being member of communications communication forums forum at the national, provincial and local level for information sharing and capacity building ISSUE‐SPECIFIC To communicate Embark upon Informed residents Open days; Information MM CAMPAIGNS programmes and communication sessions; Publicising ED: SSS successes of the projects that will campaigns of Directorates SNR MNGR: C municipality promote and (e.g. clean city campaign) SNR MNGR: ICT communicate services of the municipality CREATION OF NEW To create new Undertake research Improved quality Appreciation by service MM KNOWLEDGE knowledge for the projects of services; delivery departments; ED: SSS benefit of the improved customization of EDs municipality and municipal planning knowledge to meet SNR MNGR: PME communities customer needs MNGR: R Build a data bank Ensure website is Continuous Data bank of knowledge MM of knowledge used as storage for sourcing and safe‐ built and used as ED: SSS relevant for the and access to new keeping of new reference SNR MNGR: PME municipal work bodies of knowledge knowledge; MNGR: R created continuous use of stored information MONITORING AND To create a Initiate a process of Municipal Monitoring and Evaluation MM EVALUATION municipal development of the Monitoring and framework adopted ED: SSS monitoring and M & E framework Evaluation EDs evaluation framework SNR MNGR: PME framework internalized and MNGR: R

Page 29 of 97

used To ensure Workshop The municipality Non‐compliance is MM compliance with colleagues around becomes adherent reduced by half in the ED: SSS applicable laws compliance‐related to compliance municipality (by June SNR MNGR: PME and meeting of matters 2013) SNR 0: C deadlines To drive Coordinate The municipality Ongoing, but all major MM policy/strategy processes and complies with sets strategies/plans in place ED: SSS development activities aimed at of policies and by January 2013) EDS initiatives the development of strategies SNR MNGRS strategies and SNR MNGR: PME policies MNGR: R

KEY: MUNICIPAL MANAGER (MM); EXECUTIVE DIRECTOR STRATEGIC SUPPORT SERVICES (ED: SSS); SENIOR MANAGER REGIONAL SERVICES (SNR: RS); SENIOR MANAGER RISK MANAGEMENT (SNR: RM); SENIOR MANAGER COMMUNICATION (SNR MNGR: C); SENIOR MANAGER INFORMATION COMMUNICATIONS TECHNOLOGY (SNR MNGR: ICT); SENIOR MANAGER PLANNING MONITORING AND EVALUATION (SNR MNGR: PME); MANAGER INTERNAL AUDIT (MNGR: IA); SENIOR OFFICER COMPLIANCE (SNR O: C); MANAGER INTEGRTED DEVELOPMENT PLAN (M: IDP); ED: INFR (EXECUTIVE DIRECTOR INFRASTRUCTURE; EDs (EXECUTIVE DIRECTORS); ED: CSS (EXECUTIVE DIRECTOR CORPORATE SUPPORT SERVICES); ED: LEDP (EXECUTIVE DIRECTOR LOCAL ECONOMIC DEVELOPMENT); SNR MNGRS (SENIOR MANAGERS)

Page 30 of 97

DIRECTORATE CORPORATE SUPPORT SERVICES Service Delivery Targets and Performance Indicators OBJECTIVE KPI PROGRAMME/PROJECT ANNUAL REPORTING OPERATING Reason for DIRECTORAT TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACTUAL QUARTER 3 ACTUAL QUARTER ACTUAL Non E/DEPARTME R 30 SEP 12 FOR Q 1 31 DEC 12 FOR Q 2 31 MAR 13 FOR Q 3 4 FOR Q 4 achievement NT 30 JUN 13 /BRANCH/DI VISION EXECUTIVE DIRECTOR Ensure Signed Concluding 4 Contracts Quarterly Nil 4 4 4 4 effective performance performance contracts management contracts with managers of the reporting to Executive Directorate Directors

Concluded Providing feedback on 4 Quarterly Nil 1 1 1 1 performance performance/improved feedback performance or meetings expectations

Branch: Council Administratio n To manage Completed Ensuring that the Quarterly 4 1 1 1 1 the records audit of current records reports on of the records management system reports Matjhabeng management and practises comply practice Local system and with the relevant Municipality practices archive legislation within the Matjhabeng Local Municipality.

To manage % internal and To maintain high levels 70% Yearly 1 the facilities external of hygiene and Satisfactor of the customers cleanliness of all y levels by Matjhabeng satisfied with buildings and facilities of June 2013. Local cleanliness and the Matjhabeng Local

Page 31 of 97

OBJECTIVE KPI PROGRAMME/PROJECT ANNUAL REPORTING OPERATING Reason for DIRECTORAT TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACTUAL QUARTER 3 ACTUAL QUARTER ACTUAL Non E/DEPARTME R 30 SEP 12 FOR Q 1 31 DEC 12 FOR Q 2 31 MAR 13 FOR Q 3 4 FOR Q 4 achievement NT 30 JUN 13 /BRANCH/DI VISION Municipality hygienic state Municipality of Matjhabeng Local Municipality facilities & buildings Maintenance/ To ensure the 100% of Monthly 25% 25% 25% 25% upgrading upkeep/upgrading of scheduled undertaken as MLM buildings and maintenan scheduled facilities by undertaking ce/upgradi scheduled maintenance ng of MLM facilities undertake n by June 2013

To ensure Review of To design and Quarterly Quarterly 1 1 1 1 Effective current implement clear review of operations of business business management informatio Council processes processes n Committees manageme nt system

To promote Review To design information Quarterly Quarterly 1 1 1 1 information current management system review of management information which include informatio and system information protection n disseminatio manageme n processes nt system Branch: Public Value Add To provide Ensure that Recording and dispatch Number of Monthly 3 3 3 3 responsive complaints of service delivery Service customer and complaints to the calls logged care services community relevant departments concerns are for immediate solution addressed

Page 32 of 97

Efficient and Revamping of Installation of 100% Annually 1 effective telephone innovative telephone Revamped management system system, management telephone of the and control of the system telephone system system

Efficient Providing switchboard On‐going Monthly 3 3 3 3 professional services to the internal Switchboard and external service stakeholders

HUMAN RESOURCE S (Branch Training) To comply Conducting a skills 1 X Skills Annually 1 Skills with the needs analysis: Audit Audit relevant skills completion of skills Report for Report development audit questionnaires by Council: Conducting an legislation employees 2024 annual skills employees audit. to complete questionna ire.

Successful Compilation of a work Annually 1 WSP Compiling a implementati place skills plan 1 X work place on of Approved skills National Skills WSP. plan(WSP) by Development 30 July each Strategy

Page 33 of 97

Address Skills Compiling an Implementation of the Quarterly 1 1 1 1 gaps: Critical annual work place skills plan/ and Scarce implementatio Facilitate learning skills a n report by programmes in terms of 4 Reports priority January each the WSP. year.

Adoption of Development of Annually 1 Skills Strategy document 1 X Development Strategy Strategy by document. SDC

Addressing training 70% of Monthly 3 3 3 3 needs as planned in the total reports Providing current WSP. Critical workforce. Accredited and scare skills a Number of training priority. employees courses in line trained. ( with skills reported needs by means identified of a within WSP. monthly report)

Establish Despatch declarations One Annually Amounts of 1 learner ships, of intent to implement approved grants as Internship in Providing successful learner ships learnership determined by conjunction learnerships within Matjhabeng to and LGSETA with LGSETA. approved by LGSETA for approval internship the LGSETA. program in terns of LGSETA requireme

Page 34 of 97

Maintenance Confirmation Coordinating training Monthly Monthly 3 3 3 3 of data base of interventions conducted service of external accreditation by external training provider providers status. providers. reports.

Induction Presenting induction Depends Quarterly 1 1 1 1 program for Induction of programmes to newly on the newly new appointed employees. number of appointed employees. new employees recruits.

HUMAN RESOURCE (Branch Personnel) To manage Implementation of the 70% of Quarterly 1 1 1 1 the Employment Equity Plan staff report recruitment, employed selection , in the promotion Increasing the three and number of highest placement people from levels of policies and designated manageme processes in groups nt who are the appointed Black Matjhabeng people Local (African, Municipality Indian, Coloured).

50 % of Quarterly 1 1 1 1 staff

employed in the three

Page 35 of 97

2 % of staff Quarterly 1 1 1 1 employed in different categories and levels which are people with disabilities.

50% of Quarterly 1 1 1 1 staff employed in different categories and levels which are black people

Submitting Capturing statistical 1 1 1 1 quarterly data with regard to reports on absenteeism employee 4 Reports absenteeism, appointments, terminations, retirements.

Page 36 of 97

Briefing Introduction to new Quarterly 1 1 1 1 Sessions on additional Conditions 4 Conditions of Service Service

Branch Organisation al Efficiency Studies To administer Executing Ensuring that all Staff 1 reports per 1 1 1 1 the staff reports from appointments are made establishm quarter establishmen Directorates in accordance with the ent t of the on structural approved staff updated Matjhabeng changes on the establishment within 1 Local Staff week from Municipality: establishment. receiving changes on the approved staff establishm ent

Keeping of Monthly 3 3 3 3 statistics Monthly relating to report positions and submitted incumbents on (12 X the staff reports) establishment.

Page 37 of 97

Provide Conduct Development and Monthly 3 3 3 3 Work‐study investigations maintenance of the According and and make organisational structure to institutional recommendati and staff establishment directorate improvement ons to ED: CS of the MLM needs support and Municipal function Manager on

Develop/ According Monthly 3 3 3 3 maintain the to organisational directorate structure of needs the municipality. Determine an According Monthly 3 3 3 3 optimal staff to establishment directorate for the needs different units within the MLM.

Page 38 of 97

OBJECTIVE KPI PROGRAMME/PROJECT ANNUAL REPORTING OPERATING Reason for DIRECTORAT TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACTUAL QUARTER 3 ACTUAL QUARTER ACTUAL Non E/DEPARTME R 30 SEP 12 FOR Q 1 31 DEC 12 FOR Q 2 31 MAR 13 FOR Q 3 4 FOR Q 4 achievement NT 30 JUN 13 /BRANCH/DI VISION Assisting Line According to According Monthly 3 3 3 3 Conduct work studies Directorates directorate with reference to a to to enhance needs broad range of relevant directorate overall issues needs efficiency and performance According to According Monthly 3 3 3 3 directorate Cost effectiveness, to outsourcing and needs directorate determining of service needs standards.

According to Perform feasibility According Monthly 3 3 3 3 directorate studies and needs to reports needs analysis to enhance directorate service delivery needs

Division: Occupation Health & Safety

To manage & Safety Policy Review/amend Health & Policy to Annually 1x OHS 1 improve the Safety Policy & get be R 20K Policy in H&S of all signed by MM. approved place employees & by MM &

Buildings of displayed

MLM by at all 1 Complying to Develop other 1. 1st Aid Policy, buildings Annually the OHS Act. Safety Policies 2. Medical Surveillance, 3. Asbestos, Develop 4. Risk Assessment, and ensure 5. PPE Management, proper 6. Chemical Substance implement

Page 39 of 97

Reducing 1. Enforce Toolbox Conduct Quarterly 1 1 1 1 Injuries on Talks every morning, investigatio Duty to avoid 2. Safe working ns and Assessment procedures, make payments to 3. Strict Supervision, recommen Compensation 4. Prevention of injuries dations Commissioner due to high injury rate Training Health & Safety Staff One Quarterly R 100K 1 1 1 1 Development by employee attending Safety per quarter Workshops, Seminars, etc. Annual 1. Legal Registers, Council to Annually R 10K 1 Programme 2. Risk Assessments, have in implementatio 3. Inspection of IOD’s place to n to monitor 4. Medical Exams, avoid Workplace 5. Legal Appointments, Labour compliance 6. Training courses, Contravent 7. Evacuation ion/s. Procedures, 8. Competency,

Page 40 of 97

Exit Medical Sewerage, Waste, Road All As per Examinations Marking Painters, etc employees occurrence monitoring Exit Medical testing going on records to be kept for Pension, future references as per resigns, to OHS Act. avoid unnecessar y claims. Training of 1. 1st Aiders, All Annually R 500k 1 Committees 2. Accident nominated by external Investigators, employees Service 3. Safety Provide Representatives Induction Induction of all newly Depending Quarterly R 10k 1 1 1 1 appointed employees. on number of new appointees . Records Medical testing reports All Injuries Annually 1 and Daily IOD Reports to and be kept for 4 years in Medical archives as per the OHS testing Act. results Statistics 1. Injuries on duty & Inventory Monthly 3 3 3 3 2. 1ST Aid injuries for according monitoring to reported cases

Page 41 of 97

OBJECTIVE KPI PROGRAMME/PROJECT ANNUAL REPORTING OPERATING Reason for DIRECTORAT TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACTUAL QUARTER 3 ACTUAL QUARTER ACTUAL Non E/DEPARTME R 30 SEP 12 FOR Q 1 31 DEC 12 FOR Q 2 31 MAR 13 FOR Q 3 4 FOR Q 4 achievement NT 30 JUN 13 /BRANCH/DI VISION Develop (PPE) Personal Protective All Quarterly 1 1 1 1 check up Equipment parade employee s to use PPE to avoid minor & major injuries Briefing Procedure to follow Target all Quarterly R 15k 1 1 1 1 sessions on on what is reportable 6x Units reporting during an injury at or injuries work. Workplac es

Evacuation Evacuation of Protect all Bi‐Annually R 20k 1 employees & or employee public from buildings s and during fire to avoid property damage, injuries and fatalities. DEPARTMEN T LEGAL AND LABOUR RELATIONS (Branch Labour Relations)

Provide legal Number of Training of Presiding 100 Monthly 33 33 34 support Presiding Officers and Employer officials services Officers and Representatives in Employer Disciplinary Hearings representative s Trained Number of Finalisation of backlogs 6 cases Monthly 4 2 backlogs in disciplinary hearings reports

Page 42 of 97

OBJECTIVE KPI PROGRAMME/PROJECT ANNUAL REPORTING OPERATING Reason for DIRECTORAT TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACTUAL QUARTER 3 ACTUAL QUARTER ACTUAL Non E/DEPARTME R 30 SEP 12 FOR Q 1 31 DEC 12 FOR Q 2 31 MAR 13 FOR Q 3 4 FOR Q 4 achievement NT 30 JUN 13 /BRANCH/DI VISION addressed (6 months and older) Number of Information Sessions on 159 Quarterly 159 employees Amendments to the officials who have Labour Relations Act attended information sessions Branch Litigation Litigation Gazetting and Render supportive 16 6 10 section assist Implementatio services to PS & T in n of Department in administerin outstanding implementation of g law within by‐laws. gazetted by‐laws.. the municipality as well as rendering proper legal advice and researched opinion.

Persistent Provide a compliance monthly minimising of management services. legal risk for the municipality.

Protect Expedite action 20% Council’s pertaining to all legal interests at correspondence Courts. received.

Provision for Provision of legal As requested 10% 25% 25% 20% implementatio opinions and n of statutory safeguarding compliance compliance to legislation impacting the

Page 43 of 97

EXECUTIVE DIRECTOR Branch Employee Wellness And Social Development To co‐ Planning and Developing and ordinate and co‐ implementing an promote coordinating Employee Wellness 24 Quarterly 6 6 6 6 employee of 4 wellness Policy (6 per wellness events per units) annum. Talks on circumcision, cancer, garnishee orders& administration, etc.

Workshops & Developing Planning and co‐ 24 Quarterly Seminars and ordinating wellness (6 per implementing events. units) 6 6 6 6 4 proactive wellness HCT, cancer, papsmear, programmes financial management, per quarter. stress management, etc

Promoting Implementing Developing and Number of 100% Effective EAP reactive/conti implementing wellness programm at the ngency programmes for es Workplace wellness Matjhabeng Local programmes Municipality employees Social when and their immediate problems counselling necessary families. for 100% Social problems, employees counselling for

Page 44 of 97

Campaigns Conducting 1 Quarterly 100% 1 1 1 1 HIV /AIDS road 4 show and presentation per quarter in line with Executive Mayor’s program

Counselling Number of Recruit number of staff 150 Monthly 40 40 40 30 . staff members as Lay Counsellors.

Peer Co‐ordinators, managers & supervisors

Number of Recruit number of ward 180 ward committee as Lay Quarterly 45 45 45 45 Councillors Counsellors.

Cllrs to be included

Pauper 100% assisted Assist in Burial of 100% Monthly . Burials Paupers

Other 100% assisted Assists with other Social 100% Monthly Community Problems, such as: Counselling Programmes  ID’s  Birth certificates  Housing  Grants

Page 45 of 97

Page 46 of 97

DIRECTORATE FINANCE

SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 1 JULY 2012 TO 30 JUNE 2013 Service Delivery Targets and Performance Indicators SERVICE DELIVERY PERFORMANCE – FINANCE QTR QTR QTR QTR DEPARTMENT ENDING ENDING ENDING ENDING 30 PROGRAMME/ REPORTING OPERATING 30 30 MARCH.1 30 OBJECTIVE INDICATOR PROJECT FREQUENCY BUDGET SEPT.12 DEC.12 3 JUNE.13

ACT ACT ACT ACT PROJ UAL PROJ UAL PROJ UAL PROJ UAL COMMENTS Administration

Improvement of staff Recognition and Develop a Quarterly morale rewards recognition and 3 3 3 3 reward system for officials that excel Training and development Skills Perform a skills Quarterly of staff Audit/Evaluation in audit/evaluation in 25% 50% 75% 100% line with job line with job descriptions descriptions Internal Control Develop a policies Annually and procedures 25% 50% 75% 100% % reduction in Audit manual of all queries finance policies Good Communication ‐ Minutes of monthly ◘ Monthly Monthly meetings Meetings Manager meetings 3 3 3 3.00 with personnel Reporting

Page 47 of 97

Adherence and implementation of audit query action 25% 45% 85% 100% plan and Compliance with MFMA & % reduction in Audit compliance with all other requirements queries legislation Annually

Adherence and Budget to AFS to be implementation of Tabling of be tabled submitted audit query action audit report and by end of To practice sound financial Timeous submission plan, budget 2011/2012 approved August and sustainable financial of budget, AFS and timetable and AFS by council management. audit report. action plan Annually Budget

Budget must be in line Timeous planning Budget with IDP and submission of and IDP both IDP and budget time table time table as per NT Adherence to to be standards budget timetable tabled in and council by implementation of end of MFMA Annually August To practice sound and Financial ratio's calculation of Quarterly . sustainable financial financial ratio's on management monthly basis, comparison with baseline and report Compare Compare Compare Compare on deviations with ratio with ratio with ratio with ratio with recommendations baseline baseline baseline baseline

% over expenditure Monthly clearing of Monthly on operating budget suspense accounts 100% 100% 100% 100% & budget vote analysis Timeous review and Review all budget Annually submission of related policies and 100% 100% 100% 100% budget related submit to Council policies to Council Timeous submission Implementation Annually of draft budget and and adherence to 100% 100% 100% 100% final budget to budget timetable MAYCO, Council, PT

Page 48 of 97

and NT

Timely submission Monthly Number of reports of all reports to NT submitted to ‐ monthly, Reporting 3 3 3 3 MAYCO, Council, PT quarterly, six and NT months & yearly as per MFMA Adherence and implementation of 25% 45% 85% 100% % reduction in Audit audit query action Compliance queries plan. Supply Chain

Ensure that proposals, Timely procurement Adherence to SCM Monthly/ quotations of between R0‐ of supplies and policy and Quarterly R200k are dealt with number of reports regulations within 14 workings days. submitted to Ensure that tenders of MAYCO, council, PT 100% 100% 100% 100% R200k and above are dealt and NT with within 30 days.

Asset management Assets Register Compilation of Annually Asset verification Fixed asset Asset disposal register, updating, managing and 25% 50% 75% 100% monitoring of service provider Compliance : Acts, Policies Adherence to SCM Number of queries Annually policy and 100% 100% 100% 100% regulations Payment approval Monthly follow up Monthly lead time on orders 97% 97% 97% 97% Efficient processing of invoices Number of % Review contracts Annually 25% 50% 75% 100% Contract Management Reviewed contracts Develop of policies Annually Adherence to SCM and procedure Internal control systems policy and 1 1 100% 100% manual regulations

Page 49 of 97

Adherence to SCM policy and 25% 45% 85% 100% % reduction in Audit regulations Compliance queries Annually Archiving function % reduction in AG – storage and safe queries pertaining to keeping of 100% 100% 100% 100% Safe keeping of supporting supporting supporting documentation documentation documentation Monthly Expenditure

Timeous submission of AFS Submission of AFS Annually on or before 30 August 100%

Adherence to AFS action plan. Creditors control % increase in cost monthly efficiency strategy Reprioritization of all expenditure and 100% 100% 100% 100% creditors in line with MFMA Number of creditors 1. Reprioritization Monthly paid within 30 days of all expenditure and creditors in line with MFMA 2. Perform monthly 80% 90% 100%

outstanding orders audit in conjunction with SCM Accurate creditors monthly age analysis Perform monthly 100% 100% 100% 100% creditors reconciliations Internal control systems & % decrease in Audit Procedure manuals annually 1 Compliance queries Payment statistics Monthly payments monthly 3 3 3 3 report statistics Archiving function % reduction in AG – storage and safe queries pertaining to keeping of 100% 100% 100% 100% Safe keeping of supporting supporting supporting documentation documentation documentation Monthly

Page 50 of 97

Revenue

To practice sound and % increase in To improve sustainable financial revenue collection payment rate from management (income) and 65% to 75% and 20% 20% 20% 15% distribution of ensure accurate accurate monthly billing service accounts. 1. Cleaning billing monthly data by developing and implementation of revenue enhancement 100% 100% 100% 100% strategy to continue with monthly reports to Mayco and the % increase in revenue it has yielded. 2.Daily & Monthly

debtors balancing 3. Correcting monthly adjustments in line 100% 100% 100% 100% with internal control systems 4. Monthly debtors

reconciliations Number of Develop of policies annually Internal control systems Procedure manuals and procedure 1 2 1 1 developed manual

Free basic Services Number of annually 30 000 30 000 30 000 30 000 provided beneficiaries Develop of policies and procedure 25% 45% 85% 100% % reduction in Audit manual Compliance queries annually Credit Control

Page 51 of 97

To practice sound and Improvement of 1. Identifying all monthly sustainable financial payment rate from collections under management 65% to 75% 50% per ward and encourage 100% 100% 100% 100% community to pay for services and make arrangements. 2. Rejuvenate monthly disconnection project, with a revenue protection unit in place to 100% 100% 100% 100% monitor reconnections and disconnections 3. Identifying top monthly 100 debtors and 50% 50% 75% 100% implement Credit Control Policy Operation Patala 4.1 Encourage all quarterly MP’s, Councilors and all government employees to arrange stop orders and debit orders. 4.2 To encourage monthly parastatals and private sector 100% 100% 100% 100% employees to arrange stop orders and debit orders. 5. Establishment of annually an Internal Debt Collection unit to collect debt and 25% 50% 75% 100% specifically debt over 90 days

Page 52 of 97

6. Set up monthly targets for legal section in terms of collection. 50% 50% 75% 100%

To promote culture of Handling and Setting up a payment for service resolving of number functional of queries in customer care conjunction with all division by related departments approving the second phase of the revenue enhancement 100% 100% 100% 100% strategy to continue with monthly reports to Mayco on progress on how queries are handled and how many were resolved. Number of Develop of policies Internal control systems Procedure manuals and procedure 1 1 2 1 developed manual

Maintain indigent Number of indigents Develop of indigent registration captured / renewed management strategy by 10000 10000 10000 10000 registration of indigents on ongoing basis Manage indigent Number of indigents Installation of Monthly consumption for electricity complying with the prepaid electricity 100% 100% 100% 100% Indigent policy meters for indigents Compliance to Audit % reduction in Audit Adherence to audit 100% 100% 100% 100% General queries query action plan

Page 53 of 97

Fresh Produce Market

Canvassing/consult 30 5 10 20 ing potential Revenue generation buyers/producers

Letting‐out of 60% 70% 80% 100% cooling chambers to full capacity Letting‐out of space / 60% 70% 80% 100% accommodation to full capacity Letting‐out of trolleys to full 60% 70% 80% 100% capacity Improve door ‐ / 60% 70% Limiting losses access control Strengthen control measures on 60% 70% 80% 100% condemned produce Proper insurance 100% 100% 100% 100% and indemnities Create safe Increasing service environment for 100% 100% 100% 100% delivering to public public 3 3 3 3 Improving communication Monthly meetings Monthly meetings 3 3 3 3 agents

Compliance with Health & Number of clients 100% 100% 100% 100% Safety requirements & staff complying Procedure manuals Internal control systems 3 3 3 3

Compliance to Auditor % reduction in 25% 45% 85% 100% General Audit Queries

Page 54 of 97

DIRECTORATE COMMUNITY SERVICES

Service Delivery Targets and Performance Indicators Parks, Sport and Recreation

Cemeteries

INDICAT PROGRAMME/PROJE ANNUAL REPORTIN OPERATI OR CT TARGET G NG QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA FREQUENC BUDGET R 1 L R 2 L R 3 L FOR R 4 L Y R 30 SEP FOR Q 31 DEC FOR Q 31 MAR Q 3 30 JUN FOR Q 10 1 10 2 11 11 4

Provision Digging of graves 6400 Monthly General 1600 1600 1600 1600 of expensesR adequate 1 396 804 graves Repair & maintenan ce R538 153 Upgrading Upgrading and 8 Monthly 2 2 2 2 of maintenance of 8 cemeteries cemeteries fences Maintenan Maintenance of 18 18 Monthly 18 18 18 18 ce of cemeteries gardens and cemeteries graves

ANNUAL Monthly maintenance, 14 Monthly General 14 14 14 14 manageme management and expensesR nt and upgrading of buildings and 120 597 MAINTENA installations Repair & NCE OF 14 maintenan COMMUNI ce TY AND R385 967 RECREATIO N CENTERS

Annual Monthly maintenance, 4 Monthly General 4 4 25% 4 4 manageme management and expensesR nt and upgrading buildings 216 534 maintenan purification plants and Repair &

Page 55 of 97 ce of 4 installations maintenan public ce swimming R316 418 pools Annual Monthly maintenance, 17 Monthly General 17 17 17 17 manageme upgrading and expensesR nt and management of buildings, 85 690 maintenan fences and playing fields Repair & ce of 17 maintenan sport and ce recreation R418 316 facilities

Planning Present quarterly sport 2 Quarterly General 1 1 and and recreation expensesR present of programmes in all units 66 335 sport and Repair & recreation maintenan programm ce R23 328 es

Planning of Procure and plant of 1000 1000 Quarterly General 700 300 tree trees during planting expensesR planting season 1536 718 programm Repair & e maintenan ce R299 516 Maintenan Pruning of street trees 8000 Monthly 2000 2000 2000 2000 ce and according to tree policy caring of street trees Removal of dangerous 400 Monthly 100 100 100 100 and decrepit trees Establishm Development of new 4 Monthly 1 1 1 1 ent of urban parks urban parks Maintenan Maintenance of develop 112 Monthly 28 28 28 28 ce of parks existing parks and Maintenance of 177 Monthly 44 44 44 45 open undeveloped parks spaces

Page 56 of 97

Service Delivery Targets and Performance Indicators

Waste Management

OBJECTIVE INDICAT PROGRAMME/PROJE ANNUAL REPORTIN OPERATI OR CT TARGET G NG QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA FREQUENC BUDGET R 1 L R 2 L R 3 L FOR R 4 L Y R 30 SEP FOR Q 31 DEC FOR Q 31 MAR Q 3 30 JUN FOR Q 10 1 10 2 11 11 4

Refuse removal Provision of a Waste Waste removal in all areas 5270 areas Monthly General 1319 areas 1319 areas 1319 areas 1319 areas sustainable refuse removal expensesR removal programme from each 4,302,508 household Repair & on a maintenan weekly ce basis R2,119,970 Manageme Management of operating 100% Monthly 25% 25% 25% 25% nt and cost of vehicles and maintenan equipment ce of fleet Refuse Dumping Area Provision of a Manageme Management of operating 100% Monthly General 25% 25% 25% 25% sustainable nt and cost of vehicles and expensesR management plan maintenan equipment 4,022,165 according to permits ce of fleet Repair & maintenan ce R2,119,970 Manageme Operating cost of service 100% Monthly 25% 25% 25% 25% nt and provider at 2 sites maintenan ce of 4 dumping sites Manageme Rehabilitation of people 2 Monthly 1 1 nt of living at the Welkom and people Odendaalsrus landfill sites living at landfill site

Page 57 of 97

Service Delivery Targets and Performance Indicators Community Services Administration

The effective Number of Timely submission of 12 Monthly General 3 3 3 3 management of the report reports to Municipal expensesR Directorate Community submitted manager 371,482 Services in order to Municipal Repair & contribute to proper Manager maintenan services delivery to the ce community R109,099 Timeous Review all budget related 4 Quarterly 1 1 1 1 review and policies and submit to submission Council of policies to Council Timeous Timely submission of 12 Monthly 3 3 3 3 submission items of items for Mayco and Council Budget Review of income and 12 Monthly 3 3 3 3 control expenditure

Service Delivery Targets and Performance Indicators Public Amenities OBJECTIVE INDICAT PROGRAMME/PROJE ANNUAL REPORTIN OPERATI OR CT TARGET G NG QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA FREQUENC BUDGET R 1 L R 2 L R 3 L FOR R 4 L Y R 30 SEP FOR Q 31 DEC FOR Q 31 MAR Q 3 30 JUN FOR Q

Page 58 of 97

10 1 10 2 11 11 4

Provision of healthy and Cleaning Daily cleaning of public 100% Monthly General 25% 25% 25% 25% clean environment and amenities expensesR maintenan 137,643 ce of public Repair & amenities maintenan ce R28,110

Service Delivery Targets and Performance Indicators Libraries OBJECTIVE INDICAT PROGRAMME/PROJECT ANNUAL REPORTIN OPERATI OR TARGET G NG QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA QUARTE ACTUA FREQUENC BUDGET R 1 L R 2 L R 3 L FOR R 4 L Y R 30 SEP FOR Q 31 DEC FOR Q 31 MAR Q 3 30 JUN FOR Q 10 1 10 2 11 11 4

Effective provision and Effective Holiday programmes 56 Quarterly General 14 14 14 14 management of informatio expensesR information services n and 743,602 programm Repair & es to maintenan communiti ce es R84,829 Readathon programmes 56 Quarterly 14 14 14 14 Poetry sessions 112 Quarterly 28 28 28 28 National Library Week 14 Quarterly 14 14 National World Book Day 14 Quarterly 14 14

Page 59 of 97

PUBLIC SAFETY & TRANSPORT

Service Delivery Targets and Performance Indicators

OBJECTIVE REPORTIN DIRECTORA QUART QUART QUART QUART Reason for PROGRAMME/PRO G OPERATIN ACT. ACT. ACT. TE/DEPART KPI ANNUAL ER 1 ER 2 ER 3 ER 4 ACT. Non JECT FREQUENC G BUDGET FOR FOR FOR Q MENT/ TARGET 30 SEP 31 DEC 31 MAR 30 JUN FOR achievemen Y R Q 1 Q 2 3 BRANCH/ 12 12 13 13 Q 4 t

DIVISION FIRE 1. Project‐ Improved Identify six suitable manage the response locations for satellite fire identificatio time. stations. n of 6 Bi‐annually 5 000 000 locations for To bring satellite fire services stations closer to community. 2. Organise the Well Update disaster review & documented contingency plan. publication disaster plan 1 Annually 25% 25% 25% 25% 25% of the draft disaster plan 3. Number of Having Training and students to trained capacitating of students. be trained students. (Fire Fighting 75 Students I, II, Hazmat Annually 712 500 50% 25% 25% (3x Courses) Awareness & Operational & Fire Services I) 4. Conduct Readiness of Conduct Fire Safety safety community to Inspections. 960 Annually No cost 240 240 240 240 inspections avoid

Page 60 of 97

DIVISION as per incidents. legislation (Nat. Building Regulations Act (103/1987) 5. To make Ongoing Regulate program to sure that all process ensure that hydrants are hydrants are regularly checked. in good working 500 Weekly No cost 125 125 125 125 condition and have sufficient water pressure. 6. To make Conduct 1. Avoid the spread of sure that fire during Winter fires to neighbouring breaks are Season. farmers. erected to 2. Confine fire/s in one prevent the area (controlled grass 50 Annually No cost 50% 50% spread of and weed fires). fire to neighbourin g farmers. 3. To keep the Ongoing 1. Perform physical fire Fire Fighters process fighting operations, alert and 2. Conduct Rescue Weekly 25% 25% 25% 25% ready to services. handle any 3. Attend to Hazardous type of material incidents,

Page 61 of 97

DIVISION incident. 4. Humanitarian services (e.g. filling of swimming pools, rescuing of trapped animals, etc). 5. Visiting sites and acquaint with all types of building Occupancies, floors, roofing and doors in any structure. 4. To train Fire Ongoing Regularly send Fire Fighters on: process. Fighters to causes for Medical Fire improving skills and fighting and knowledge. 4 Quarterly 160 000 25% 25% 25% 25% Rescue including Fire. 5. To ensure Ongoing 1. Check of building that newly process plans. erected 2. Indicate the amount buildings of fire equipment to 50 Quarterly No cost 12 12 12 14 comply with be installed and the where to be installed. provisions of the act. 6. To ensure Smoke Installation of smoke that a fire is detection. detectors. detected 5 Buildings Once‐off 2 1 1 1 before it occurs. 7. Quick Fire Servicing of fire All buildings Annually 300 000 50% 50%

Page 62 of 97

DIVISION extinguishin prevention. extinguishers g of fires TRAFFIC 1. Integrating & Intensify Celebrating the coordinating Road Safety following campaigns: road safety Awareness. 1. Pedestrian education, Awareness, enforcement 2. Road Safety and Education (scholar engineering patrol and Child in 6 Twice a year 60 000 0 3 2 1 measures. Traffic), 3. Easter Holiday programme, 4. Summer Holiday programme, 5. Ipoloke project, 6. Khanya project. Erecting and 1. Road sign‐and repairing of marking traffic signs. management. 2. Painting of road markings. 3. Prioritization Establish 1. Renovation and of traffic Matjhabeng refurbishment of cases. Municipal identified building. 100% Quarterly 3 000 000 25% 25% 25% 25% Branch Court. 2. MOU with Dept of Infrastructure. Renovation of 1. Repair roof, Old Traffic 2. Stabilize building, Building. 3. Paint building, 4. Install air 100% For Quarterly 2 500 000 25% 25% 25% 25% conditioners, Phase 1 5. Fit carpet’s/tiles 6. Setting up of control room. 4. Skills To provide Training of Traffic 50 ‐ 50% ‐

Page 63 of 97

DIVISION developmen continuous officers on the Annually 500 000 50% t occupational following courses: specific 1. Certificate in Traffic training to Law Enforcement, staff in order 2. The Investigation of to enhance serious traffic operational accidents (NQF 5), effectiveness 3. Advance driving skills; & capacity Defensive driving building. (NQF 5), 4. FET in Traffic Management (NQF 5), 5. Training of new Traffic Trainees at least 50 per year, 6. Training on Refresher courses as per the legislation. Upgrading of 1. Establish a Call Traffic Centre, Administratio 2. Purchasing of two (2) n System LCD screens for (Back Office). viewing of moving 1 Quarterly 1 000 000 25% 50% 25% violations e.g. speed/stop/robots. 3. Establish a speed camera room. Maintain the 1. Further Refurbishing Accreditation of the College Credentials of Building, Annually & Matjhabeng 2. Fencing the Premises, evaluation Traffic 3. Indoor Shooting reports from 5 000 000 25% 25% 25% 25% Training Ranch, RTMC Academy. 4. Attending workshops and meetings, 5. Purchasing of Books

Page 64 of 97

DIVISION and upgrading the study materials, 6. Development of the Data System for compliance with the National Training Policy and relevant legislations, 7. Extension of training by including EOV (Examiner of Vehicles) & EDL (Examiner of Drivers Licenses) Training. 5. Effective Procurement Purchasing of: Traffic Law of law 1. Four (4) speed Enforcement enforcement machines, equipment. 2. Three (3) Alcohol 11 Quarterly 1 500 000 4 4 2 2 testing machines (Dragor) and 3. Four (4) K78 Roadblock trailers. SECURITY 1. Reduction of Effectively Implement the Safety crime minimise Strategy. 1 Monthly 500 000 25% 25% 25% 25% crime. Upgrade & 1. Secure Council expand property and existing employees. access & 2. Install electronic security security equipment, All buildings Annually 10 000 000 30% 20% 30% 20% functions at e.g. walk‐through & all municipal hand metal buildings. detectors. 3. Partition buildings for

Page 65 of 97

DIVISION proper access control for employees & community. Screening of Verification of new Depended on new appointees and service new employees & providers’ credentials. appointees & Periodically 50 000 30% 50% 10% 10% all service Service providers. providers Regulate & 1. Adequately enforce control By‐ by‐laws in all units. law E.g. street traders, enforcement. noise pollution, etc. All units Daily 3 000 000 30% 30% 20% 20% 2. Establish pound for stray animals. 3. Prevent land invasions. 2. Ensure Monitoring & Regulatory control of proactive evaluation of metal theft. policing of Copper Cable All units Daily 200 000 25% 25% 25% 25% metals theft Theft. (copper cable theft). Monitoring of Prevention of misuse service of municipal providers. resources. 1. Checking & signing of Occurrence Registers. All units Daily 100 000 25% 25% 25% 25% 2. Deployment of personnel. 3. Regulate security equipment. FLEET

Page 66 of 97

DIVISION 1. Improve Use Internal 1. Conduct Repairs and efficiency & Maintenance actions and outsourcing in line with Operating

reliability of procedures Budget.

all fleet. via SCM to 2. Controlling of Works

assist on Requests

operational, 3. Writing of All units & Weekly 22 000 000 25% 25% 25% 25% maintenance Requisitions & types of fleet

& repairs of Submissions.

fleet. 4. Accident Claims

Management.

5. License expiry & control

Acquire & 1. Vehicle tracking & Manage fleet monitoring. data on 2. Checking driver computerized behaviour & control design & deviations. 300 Monthly 5 500 000 118 ‐ ‐ ‐ support software with a global tracking System. 2. Maintenance Opening of 1. Maximise vehicle and of vehicles, Mechanical driver usage. plant & stores for 2. Battery stock control. equipment. parts & 3. Tyre stock control. 1 Monthly 2 500 000 25% 25% 25% 25% spares 4. Repairs & availability on Maintenance an in‐house Register. basis. 5. Register & action all

Page 67 of 97

DIVISION fleet challenges & breakdowns.

Upgrading & 1. Extend vehicle image maintenance & lifespan on fleet. 1 Monthly 150 000 40% 20% 20% 20% of the Wash Bay. 2. Upgrade Add to Acquire & Procure all fleet size for current fleet types. different priority 150 Annually 60 000 000 40% 40% 20% business vehicles units. required. 3. Reduction Auctioning & 1. Regulate the Lifecycle on Sales of high Programme on all inoperative maintenance fleet types. fleet. & weary 2. Reduce Asset 100 Annually 20 000 20% 50% 30% fleet. Register. 3. Decrease Operating Budget. 4. Ensure Training and Conduct needs productivity capacitating assessment & develop of staff to of personnel training programme/s provide to boost for staff on operational 1 Annually 200 000 20% 20% 20% 20% 100% employee level in line with Skills compliance skill & Development. with performance. legislation.

Page 68 of 97

DIVISION 5. To Safety Replacement of improvemen management hazardous asbestos roof, t labour for vehicles, poor illumination & compliance plant & broken windows. 2 Annually 1 00 000 50% 50% of all equipment Mechanical including Workshops driver behaviour. Visibility of Identification of equipment as equipment, floor well as ease markings & working 1 Annually 100 000 50% 50% of access to areas in line with the all working OHS Act 85/1993. areas.

Page 69 of 97

DIRECTORATE INFRASTRUCTURE

SERVICE DELIVERY TARGETS AND PERFORMANCE INDICATORS CIVIL ENGINEERING SERVICES ‐ 2012/2013 OBJECTIVE INDICATOR PROGRAMME ANNUAL OPERATING QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL Q4 / PROJECT TARGET BUDGET 1 Q1 2 31 DEC Q2 3 31 Q3 4 30 JUN 30 SEP 2012 MARCH 2013 2012 2013 OPERATIONAL BUDGET Planning, Design and Survey Information Office Standard drawings for Drawings according to Availability of 0 0 0 public and officials need. standard drawings 2,000 500 ‐ 1,000 1,500 2,000 A3 plan books Availability of books per Availability of A3 0 0 0 town Planbooks 300 75 ‐ 150 225 300 Populate network lines Lines with attribute Attribute 0 0 0 database information information of 700 175 ‐ 350 525 700 Number sewer lines i.e. sizes, length, material etc Populate network Items Point Network Items with Invert level and 0 0 0 on GIS database attribute information depth of all 700 175 ‐ 350 525 700 Number manholes

Planning & Design Evaluation of Approved designs or Designs to be 0 0 0 consultants designs and Business plan verified within one 20 5 ‐ 10 15 20 tender documents week against design specifications

Survey Detailed field survey of Accurate surveyed Accurate survey of 0 0 0 Manholes, Catchpits, attribute information sewer manholes 200 50 ‐ 100 150 200 etc, where there is Number insufficient as‐built information Open erf pegs for Visual stand pegs < 50 stands per 0 0 0 Housing, Building week 500 125 ‐ 250 375 500

Page 70 of 97

Control and house owners Open erf pegs for Accurate installed service < 50 stands per 0 0 0 services Pegs week 150 38 ‐ 75 113 150 Staking of 6 cemeteries Available grave sites Grave sites 0 0 0 available for burials 1,500 375 ‐ 750 1,125 1,500

STORM WATER Cleaning of lined storm Manual removal of soil, Lined canals R 4,424,190 water canals (64 000m) vegetation and foreign cleaned once per objects per meter year 64000 Matjhabeng 20,500 30,750 41,000 ‐ 22,121 10,250 ‐ ‐ 32000 Central 0 0 11,000 0 11,000 2,750 ‐ 5,500 8,250 17920 East 0 11,250 0 15,000 0 15,000 3,750 ‐ 7,500 14080 West 0 11,250 0 15,000 0 3,750 ‐ 7,500 15,000 Cleaning of unlined Mechanical removal of Unlined canals R 4,424,190 storm water canals (52 soil, vegetation and cleaned once per 400m) foreign objects & shaping year of channel per meter. 52400 Matjhabeng 11,500 17,250 23,000 ‐ 17,697 5,750 ‐ ‐ ‐ 26200 Central 0 0 0 7000 1,750 ‐ 3,500 5,250 7,000 14672 East 0 0 0 6000 1,500 ‐ 3,000 4,500 6,000 11528 West 0 0 10,000 0 10000 2,500 ‐ 5,000 7,500 Cleaning and Manual cleaning of catch No of catch pits R 2,212,095 maintenance of storm pits and concrete repair cleaned/ repaired water drainage per number Catchpits. Matjhabeng ‐ 4,500 838 ‐ 1,675 ‐ 2,513 ‐ 3,350 Central 0 0 0 2250 563 ‐ 1,125 1,688 2,250 East 0 0 0 1000 250 ‐ 500 750 1,000 West 0 0 0 100 25 ‐ 50 75 100

Page 71 of 97

ROADS Maintenance of streets and associated infrastructure. Repair potholes (1 036 Clean, shape, prime, tar Potholes repaired R 4,667,611 km of tarred roads) and compaction of pothole per m² Matjhabeng 0 14,250 19,000 ‐ 18,670 4,750 ‐ 9,500 ‐ Central 0 0 0 9,000 2,250 ‐ 4,500 6,750 9,000 East 0 0 0 8,000 2,000 ‐ 4,000 6,000 8,000 West 0 0 0 2,000 500 ‐ 1,000 1,500 2,000

Street cleaning (1 036 Manual removal of soil All roads cleaned R 1,000,000 km) on side channels per Km once per year 1036 Matjhabeng 0 ‐ 120 46 ‐ 93 139 ‐ 185 518 Central 0 0 0 100 25 ‐ 50 75 100 290 East 0 0 0 30 8 ‐ 15 23 30 228 West 0 0 0 55 14 ‐ 28 41 55

Weed killing on roads Chemical spraying of Weed killer applied R 1,416,069 (1036 km) vegetation in roads per once per year km 1036 Matjhabeng 0 ‐ 400 74 ‐ 149 223 ‐ 297 518 Central 0 0 0 200 50 ‐ 100 150 200 290 East 0 0 0 54 14 ‐ 27 41 54 228 West 0 0 0 43 11 ‐ 22 32 43

Maintenance of Gravel Water, transport gravel, All gravel roads R 4,361,174 Roads (701 km) blade, water and roll bladed once per gravel road per Km year

Page 72 of 97

701 Matjhabeng 0.0 ‐ 200 45 ‐ 89 134 ‐ 178 351 Central 0 0 0 100 25 ‐ 50 75 100 196 East 0 0 0

10 ‐ 19 29 38 38 154 West 0 0 0 10 ‐ 20 30 40 40

Resealing of Roads (1 Appointed Contractors to 5 % of all roads R 11,842,814 036 km) ‐ crack‐sealing: Manual resealed once per cleaning & filling of year cracks ‐ Slurry seal ‐ Chip & spray/Asphalt seals existing tar roads per Km 52 Matjhabeng ‐ 30 8 ‐ 15 ‐ 23 ‐ 30 26 Central 0 0 0 15 4 ‐ 8 11 15 14.56 East 0 0 0 8 2 ‐ 4 6 8 11.44 West 0 0 0 7 2 ‐ 4 5 7

BUILDING CONTROL Building inspections No Inspections done 0 0 10,000 0 10,000 2,500 ‐ 5,000 7,500 Writing of notices to No Notices written 0 0 0 transgressors of 900 225 ‐ 450 675 900 Building regulations Approval of building No Plans approved 0 0 0 plans 1,100 275 ‐ 550 825 1,100

SEWERAGE NETWORK Maintenance of sewer related infrastructure. (1368Km Manholes 22916) Repair broken lines Manage sewage flow, Minimize R 1,000,000 excavate, replace broken complaints

Page 73 of 97

portion & backfill per meter Matjhabeng 0 ‐ 800 200 ‐ 400 600 ‐ 800 Central 0 0 0 416 104 ‐ 208 312 416 East 0 0 0 224 56 ‐ 112 168 224 West 0 0 0 160 40 ‐ 80 120 160 Open blockages Manage sewage flow, Blockages opened R 6,442,379 remove foreign material that preventing free flow per number Matjhabeng 0.0 ‐ 4,000 1,000 ‐ 2,000 3,000 ‐ 4,000 Central 0 0 0 2,080 520 ‐ 1,040 1,560 2,080 East 0 0 0 1,120 280 ‐ 560 840 1,120 West 0 0 0 800 200 ‐ 400 600 800 Repair manholes Manage sewage flow, Manholes Repair R 255,936 repair or replace with pre‐cast structures and concrete per number Matjhabeng 17.0 0.0 25.5 ‐ 40 9 ‐ ‐ 34 Central 0 0 0 21 5 ‐ 10 16 21 East 0 0 0 11 3 ‐ 6 8 11 West 0 0 0 2 1 ‐ 1 2 2 Preventitive cleaning of Bi‐annual preventative Preventive cleaning R 1,000,000 sewer lines 1368km removal of silted of 1368km material from sewer line sewerage lines that hinders flow and every 2 years causes blockages per Km 684 Matjhabeng 0.0 513.0 ‐ 684 171 ‐ 342 ‐ 684 342 Central 0 0 0 300 75 ‐ 150 225 300

Page 74 of 97

192 East 0 0 0 200 50 ‐ 100 150 200 150 West 0 0 0 184 46 ‐ 92 138 184

PUMP STATIONS Clean sumps(46) No TOTAL NUMBER 46 R 1,802,657 0 0 0 @ R50 000 each = 36 9 ‐ 18 27 36 R920 000 /2 = R460 000/ annum) Repair / replace No TOTAL NUMBER 46 R 802,657 0 0 0 electrical panels @ R17390 per 23 6 ‐ 12 17 23 panel = R800 000 /2 = R460 000/ annum) Repair pump : R 802,657 0 0 0 Mechanical 80 20 ‐ 40 60 80

SEWERAGE TREATMENT WORKS Clean sumps (25)on No TOTAL NUMBER R 1,214,518 0 0 0 plants each years 12 plants av. 5 25 6 ‐ 13 19 25 pump stations each @ R50 000 each = R4 800 000 /2 = R2 460 000/ annum) Clean digesters (25)on No R90 000 to clean R 2,214,518 0 0 0 plants each of the 12 digester from sand 25 6 ‐ 12 18 25 plants once in 2 years Repair / replace No TOTAL NUMBER 60 R 1,068,209 0 0 0 electrical panels @ R15 000 per 71 18 ‐ 36 53 71 panel = R900 000 /2 = R450 000/ annum) Repair / replace Pumps No @R15 000 R 675,460 0 0 0 45 11 ‐ 23 34 45 Maintenace Purifying No cleaned TOTAL NUMBER R 800,000 0 0 0 plant : Sand Filter bed 12 plants av. 40 27 7 ‐ 13 20 27 structures @ R30 000 each per annum = R1,200,000

Page 75 of 97

Maintenace Purifying No TOTAL NUMBER R 200,000 0 0 0 plant : Bio Filter 12 plants av. 7 7 2 ‐ 4 5 7 structures @ R30 000 each per annum = R200,000

WATER NETWORK Repair of water leaks Close water flow, 75 % OF R 5,000,000 and maintenance of excavate, replace / clamp COMPLAINTS to be water related broken portion & backfill completed within infrastructure. per number 24 hrs. (backfilling (1590Km) excluded) Matjhabeng ‐ 1,800 450 ‐ 900 ‐ 1,350 ‐ 1,800 Central 0 0 0 936 234 ‐ 468 702 936 East 0 0 0 504 126 ‐ 252 378 504 West 0 0 0 360 90 ‐ 180 270 360 Service and repair Manage water flow, Replacing of valves R 2,000,000 valves and hydrants tighten, pack, repair or and hydrants 10685 every 5 years replace valve or hydrant 2137 per year per number 2137 Matjhabeng ‐ 2,140 535 ‐ 1,070 ‐ 1,605 ‐ 2,140 1069 Central 0 0 0 1,113 278 ‐ 556 835 1,113 598 East 0 0 0 599 150 ‐ 300 449 599 470 West 0 0 0 428 107 ‐ 214 321 428 Repair and maintenance Manage water flow, TOTAL NUMBER R 7,000,000 of meter and excavate, replace / clamp ±85000 household 3,780 connections every 5 connection, seal or meters 2000 bulk years 100781 20156 replace leaking meter meters. Repair / per year per number replace 4000 household and 200 bulk meters per annum. 20156 Matjhabeng 11,775 15,700 ‐ 15,700 3,925 ‐ 7,850 ‐ ‐ 10078 Central 0 0 0 7,850 1,963 ‐ 3,925 5,888 7,850

Page 76 of 97

5644 East 0 0 0 4,396 1,099 ‐ 2,198 3,297 4,396 4434 West 0 0 0 3,454 864 ‐ 1,727 2,591 3,454

REVENUE PROTECTION Water Regular audit of meters Disconnections Do cut‐off according to 10,000 0 15,000 0 20,000 0 Finance list 20,000 5,000 ‐ Number Reconnections Do reconnection 0 0 0 according to Finance list 4,500 1,125 ‐ 2,250 3,375 4,500 No Phase 3 disconnections Do Phase 3 cut‐off 0 0 0 according to Finance list 30 8 ‐ 15 23 30 Number

ELECTRICAL ADMINISTRATION

Electrical income Maintain distribution Manage and 10% G E: R2,895,897 10% 0% 10% 0% 10% 0% 10% 3% generation losses under 10% control electrical R&M: losses R5,388,305. Adherence of quality of Installation of required Implement quality 16 2 0 5 0 7 0 10 5 supply regulations hardware & software to of supply adhere to 047 & 048 NRS regulations regulations Administration of Load Implementation in 4 Implement and 60% 60% 0% 60% 0% 60% 0% 60% 10% control systems towns estimated annual apply Demand saving to Council R9,2 Side Management Million Adherence of National Compilation of Annual Comply with 10% 10% 0% 10% 0% 10% 0% 10% 2% Electricity Regulations NERSA reports & NERSA Licensing maintaining of Databases requirements Adherence to the OHS Continuously to ensure Implement 46080 0 92160 0 138240 0 184320 322560 Act that a safe working statuary 184,320 environment is legislations of the maintained and 184320 OHS 85/93 safety accident free working requirements hours are annually reached

Page 77 of 97

Planning departmental Continuously 75 projects Planning and 75 0 0 2 0 3 0 6 6 Projects and cost were identified on the Designing of estimations IDP program that must Capital projects be executed over a three year period HR and training of 86 Personnel in the Integrated 36 9 0 18 0 27 0 36 7 personnel Electrical Department Personnel must be trained development plan Control of departmental Continuous Budget control 100% 100% 0% 100% 0% 100% 0% 100% 3% budged, expenditure & administration functions ELECTRICAL DISTRIBUTION

Implementation of Annual maintenance of Administration of 564 G E: R1,161,806 141 0 282 0 423 0 564 59 annual maintenance 808 substations annual R&M: programs maintenance R12,206,914 programs: substations Electrical metering Annual maintenance of Maintain electrical 1088 992 0 544 0 816 0 1088 422 systems 24235 electrical meters metering systems: electrical meters Maintaining of load Implementation in 4 Maintain load 80 12.5 0 25 0 37.5 0 50 8 control systems towns estimated annual control systems saving to Council R9,2 Million Conduction of electrical Continuous Conduct 61 15 0 20 0 35 0 61 3 permanent and approximately 480 Connection temporary connections temporary and permanent connections are made annually Semi‐ perms and 240 Permanent Conduct 41 10 0 20 0 30 0 41 6 disconnections disconnections are Disconnections executed annually Reaction on break down 6000 call outs Electrical 2158 539 0 1078 0 1617 0 2158 576 situations 180 Large breakdowns breakdown are executed annually responses

132KV DISTRIBUTION

Annual Repair and Continuous maintenance Maintain 132kV 132 G E: 33 0 66 0 99 0 132 9 maintenance program of 250 MVA 132 kV distributions R85,418.78 132 kV Electrical electrical distribution R&M: distribution installations installation R2,032,237

Page 78 of 97

Maintaining of SCADA Ensure safe distribution Maintain Scada 54 13 0 26 0 39 0 54 9 Systems of 691977 MWh to End systems Users Maintaining of For 808 substations Administrate 48 12 0 24 0 36 0 48 9 protection and monitoring monitoring systems Systems STREETLIGHT MAINTENANCE

Implementation of Maintenance of 29558 Administrate 29808 G E: R3,145,997 801 0 1602 0 2403 0 3204 413 maintenance program street lights 250 High Streetlight R&M: R621,679 for all public lighting mast lights maintenance and streetlights program Repair and Maintenance of 29558 Repair and 8674 801 0 1602 0 2403 0 3204 376 Maintenance of street lights.Annual Maintenance streetlight maintenance ratio is streetlight 30%. installations Repair and Maintenance of 250 High Repair and 125 801 0 1602 0 2403 0 3204 31 Maintenance of high mast lights. Annual Maintenance mast public lighting maintenance ratio is streetlight 50%. installations ELECTRICAL WORKSHOPS

Implementation of For 808 substations that Administrate 382 G E: R1,213,051 90 0 180 0 270 0 382 55 annual maintenance must serviced as substation R&M: R317,837 program for required by the act once maintenance substations, mini a year program substations and general electrical distribution network systems Repair and maintenance Continuous on request in Maintain of Council 120 30 0 60 0 90 0 120 6 of electrical installation all town of the Buildings electrical of Council property as Matjhabeng Municipality installations to SANS 10142 regulations Maintenance of air Continuous on request as Maintain Air‐ 40 10 0 20 0 30 0 40 5 conditioner installation air‐ condition units condition malfunction installations Maintenance of Maintain 808 electrical Maintain 32 8 0 16 0 24 0 32 3 substations buildings substations and substation infrastructure annually buildings Maintenance on pump 11 Sewerage Purification Maintain pump 36 9 0 18 0 27 0 36 8 station electrical plants station installations installations 60 Pump stations installations

Page 79 of 97

REVENUE PROTECTION

Implementation of Inspection of 24235 Implementation of 2188 G E: R897,884 547 0 1094 0 1641 0 2188 203 random inspection electrical consumer the Revenue R&M: R78,123 program to all installed electrical connections protection electrical meters once every year program Provide a visual Continuous: visual Debt collections 82 20 0 40 0 60 0 82 219 presence in the presence must be kept in community regarding the community the theft of electricity and tampering Repairs and Continuous 1371 pre‐ Implement 3771 942 0 1884 0 2826 0 3771 178 maintenance to paid and 2400 inductive electrical metering electrical inductive and electrical meters are maintenance pre‐paid meters repaired or replace program annually Scrutinizing of 500 theft cases handled Auditing services 500 125 0 250 0 375 0 500 22 consumer accounts annually accounts regarding tampering To execute 11249 dis‐ and re‐ Disconnections 11249 2812 0 5624 0 8436 0 11249 78 disconnections and connections are reconnections executed annually Reconnections 11249 2812 0 5624 0 8436 0 11249 18 Auditing of all electrical An Audit of 24235 Adherence to 24235 6058 0 12117 0 18175 0 24235 370 installation electrical consumer Electrical electrical installations Installations must be conducted once regulations every year in regard to the SANS 0148 regulations

Page 80 of 97

DIRECTORATE LED & SPATIAL PLANNING

SERVICE DELIVERY TARGETS AND PERFORMANCE INDICATORS ‐ 2012/2013 FACILITIES OBJECTIVE KPI PROGRAMME/PR ANNUAL REPORTING OPERATING OJECT TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACT QUART ACTUAL QUARTE ACT R 30 SEP 12 FOR Q 1 31 DEC 12 UAL ER 3 FOR Q 3 R 4 UAL FOR 31 30 JUN FOR Q 2 MAR 13 Q 4 13 Optimise efficient and Upgraded Upgrading of 1 Quarterly R 3 000 000. Appointment of Advertising Appointment of Cont Upgradin effective utilisation of facility to meet Welkom Airport 1million + Project Manager and SCM Contr. racto g Municipal Facilities the required 2million and processes r on complete std external site d funding Number of Upgrading and 18 Quarterly R 4 000 000 Appointment of Appointme Appointment of 9 9 9 Completi 18 Kiosk upgraded installation of MIG Consultant to re nt of contract on of the and fencing Fencing at MIP design the Project project structures Manager Marketing and Market Welkom 1 Quarterly R 5 00 000 Request for SCM Appointment 1 Evaluat 1 Complete 1 Number of Show ground for Proposals processes and signing of ion of d project lease potential be done SLA SLA agreements investment signed Create new erven to Acquisition of New Facilities for 3 Quarterly R 4 000 000 Appointment of Appointme Appointment of 2 Project 1 1 3 promote sustainable properties for SMME’s in MIG Consultant to re nt of contract Hand SMMEs Development SMME’s Hennenman, design the Project over to Development Welkom and structures Manager benefic Virginia iaries Optimise efficient and Marketing& Marketing and 4 Quarterly R 150 000 Appointment of 2 Appointment of 2 2 Review 4 effective utilisation of Branding of Branding of Consultant for Service provider Municipal Facilities Econ. driven Municipal design Facilities Facilities Development Feasibility Study 1 Quarterly R 2.5 000 000 Advertising and Appointme 1 Hand Submissi 1 of Cargo and Business plan SCM Processes nt of over of on to Airport Internal funding Consultant Studies National and External to conduct and Departm funding feasibility Busine ent of study and ss Plan Transpor develop. t, Business Provincial

Page 81 of 97

Plan Governm ent and other stakehol ders

Page 82 of 97

AGRICULTURE OBJECTIVE KPI PROGRAMME/PROJECT ANNUAL REPORTING OPERATING TARGET FREQUENCY BUDGET QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL R 1 FOR Q 2 FOR Q 3 FOR Q 4 FOR Q 30 SEP 12 1 31 DEC 2 31 MAR 3 30 JUN 4 12 13 13

Creation of suitable Number of agricultural Identify and provide 25 QUARTERLY NON 5 5 10 5 environment for land to be acquired and suitable commonage sustainable agricultural disposed. farms for agricultural production. projects

Disposal by leasing out 20 QUARTERLY NON 5 5 5 5 of Municipal Farms

Establishment of 5 QUARTERLY NON 1 1 1 2 Commonage Forums

Promoting value 4 QUARTERLY R300 000 0 0 2 1 adding/agro processing internal initiatives mini broiler (Chicken) Facilitate and Promote slaughter value adding/agro house to be processing initiatives established R100 1. Lechabile chicken 000(Anglo abattoirs in Allied Mining Phomolong Company)

2. Letlotlo poultry. In Department of Agriculture Odendaalsrus and Rural Development 3. Biltong processing in has budgeted Virginia/Saaiplaas approximately R1m Number of workshops to Facilitate workshops for 4 1 1 1 1 be conducted agricultural QUARTERLY R100 000 cooperatives.

Number of agricultural Facilitate the 6 QUARTERLY NON 1 1 2 2 cooperatives to be establishment of established Agricultural Page 83 of 97

Cooperatives

Number of agricultural Support the established 7 QUARTERLY NON 2 2 2 1 cooperatives to be Agricultural supported around Cooperatives Matjhabeng

MINING AND PROJECTS OBJECTIVE KPI PROGRAMME/PROJECT ANNUAL REPORTING OPERATING TARGET FREQUENCY BUDGET QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL R 1 FOR Q 2 FOR Q 3 FOR Q 4 FOR Q 30 SEP 12 1 31 DEC 2 31 MAR 3 30 JUN 4 12 13 13

Promotion of small Capacity building and 1 training QUARTERLY R100 000 0 0 0 1 Scale mining in Number of training to be facilitation of training (30 Matjhabeng local conducted for Small Scale miners beneficiaries) Minicipality in conjunction with MINTEK

To facilitate the To facilitate the 4 QUARTERLY n/a 1 1 1 1 development of development of identified Small Scale identified Small Scale Miners Miners companies 1. Tikwe Mining 2. Little Creek Mining 3. Incapeace Mining 4. Baorapetsi Enterprise

Poverty alleviation, job Number of mini broiler Establishment of a mini 1 QUARTERLY R100 000 0 0 1 0

Page 84 of 97 creation and (Chicken) slaughter broiler (Chicken) infrastructural house to be established. slaughter house in development through Odendaalsrus. Social and Labour Plan Initiatives (Anglo Allied Letlotlo poultry is in Mining Company) need of a structure to Anglo Allied) run the project. The project has full machinery to start. Poverty alleviation, job Number of Media Media Centre at 1 QUARTERLY R1.4m 1 0 0 0 creation and Centres to be established Nanabolela School infrastructural located in Thabong development through Social and Labour Plan Number of Education Development 1 QUARTERLY R3.2m 1 0 0 0 Initiatives (Beatrix Mathematical Mine) programme in programme to be Welkom(Mathematics developed programe)

Number of Library/media centre at 1 QUARTERLY R500 000 0 0 1 0 Library/media centres to Stilte Farm School( be developed Beatrixt shaft 4)

Number of Bakery Bakery facility in 1 QUARTERLY R1M 0 0 1 0 facilities to be Welkom established 1 QUARTERLY R300 000 0 0 1 0 Develop Terms of Development of LED Reference Strategy Appointment of Service Number of LED Strategy Provider to be developed Identify maintain Establishment of Building of a Livestock 1 QUARTERLY R1 500 000 0 0 1 0 existing and develop Livestock Pound Facility Pound new and availing an auction Management and QUARTERLY R400 000 0 0 0 1 centre for local farmers infrastructure/property maintenance of of Matjhabeng Local livestock pound Upgrading of 5 QUARTERLY R1M 1 1 1 1 Municipality which will Maintenance and infrastructure for upgrading of add value to the emerging farmers economic development Commonage infrastructure (water, toilets and roads)

Page 85 of 97

in the region Number of buildings to 3 QUARTERLY NON 0 0 1 2 Facilitation and be identified in identification of conjunction with:; redundant and unused 1. Harmony Buildings/property/land 2. Public works for new entrepreneurs

‐ Appointment of a Appointment Monthly R45 000 R45 000 0 0 0 service provider to effected by provide technical 30 To stimulate assistance (TA) September the economic 2012 Develop community growth of ‐ Development of Draft report Monthly R155 000 0 0 R155 000 0 infrastructure (Projects) previously Status Quo analysis developed and create a platform disadvantaged report and finalised for private investment townships. by end in order to improve December quality life in 2012 townships. ‐ Conduct Detailed Conduct Monthly R 300 000 0 0 0 R300 000 Study (Feasibility detailed Study) study, approved by end of June 2013

DEVELOPMENT PLANNING OBJECTIVE KPI PROGRAMME ANNUAL REPORTIN OPERATIN /PROJECT TARGET G G BUDGET QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL FREQUENC R 1 FOR Q 1 2 FOR Q 2 3 FOR Q 3 4 FOR Q 4 Y 30 SEP 31 DEC 31 MAR 30 JUN 2012 2012 2013 2013

To monitor and City Growth City Development 1 Quarterly R1 000 000 Consultant Submissio Final promote economic and Strategy for appointed n of first approval growth in Matjhabeng Development Matjhabeng draft to by Council MAYCO Strategy for Matjhabeng

To foster and Spatial Spatial Development 1 Quarterly R1000 000 Consul‐ draft to Final promote the Development Framework Plan for tant MAYCO approval

Page 86 of 97 integrated spatial Framework Matjhabeng appointed by Council development of Plan for Matjhabeng Matjhabeng

DEVELOPMENT CONTROL

OBJECTIVE KPI PROGRAMME ANNUAL REPORTIN OPERATIN /PROJECT TARGET G G BUDGET QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL QUARTER ACTUAL FREQUENC R 1 FOR Q 1 2 FOR Q 2 3 FOR Q 3 4 FOR Q 4 Y 30 SEP 31 DEC 31 MAR 30 JUN 2012 2012 2013 2113

The co‐ordinated and To provide 200 To work in tandem 200 Quarterly R100 000 Ward First draft Final harmonious spatial streets in with the office of the Coun‐ to be approval planning and Matjhabeng Speaker to allocate cillors to approved of new submit by Council street development of the with names names to the streets proposals names Matjhabeng in Matjhabeng municipal area in such without any names. a manner that will most effectively promote health, safety, order, amenity, beauty, convenience and general welfare.

Tourism OBJECTIVE KPI PROGRAMME/PROJ ANNU REPORTING OPERATING QUARTER 1 ACTUAL QUARTER 2 ACTUAL QUARTER 3 ACT QUARTE ACT ECT AL FREQUENCY BUDGET 30 SEP 12 FOR Q 1 31 DEC 12 FOR Q 2 31 MAR 12 UAL R 4 UAL TARG R FOR 30 JUN FOR ET Q 3 12 Q 4

Positioning of 1. Marketing of 1.1 Tourism Route Quarterly R2 000 000 Develop Detailed Prioritise and Matjhabeng as Tourism Products Development terms of business plan implement destination of choice reference for for the one mining the Matjhabeng and history Matjhabeng mining and tour mining and history experience

Page 87 of 97

history route tourism route 1.2. Destination Quarterly Appointment Launch of Implement Branding of service Brand Brand Roll‐ provider out programme 1.3. Develop tourism Quarterly None ( Establishmen Develop Appoint of Submissi strategy funded by the t of Tourism terms of service on of first ILO) Forum reference for provider draft to the tourism MAYCO strategy 2. Development of 2.1.Redevelopment Quarterly R10 000 000 Advertise for Appoint. Submit first Final Tourism Sites and of Welkom service service draft to approval Products Showgrounds provider provider MAYCO by council 3. Development of 3.1. Upgrading of Quarterly R2 161 241 Formation of Declaration Apply to prov. Declarati Heritage Sites historical sites local heritage of local Gov. to on of site heritage sites declare local by the local provincial heritage heritage sites heritage sites. status 4. Strengthening 4.1.Collaborative Quarterly N/A Conclusion of Facilitate the Monitor the partnership with initiative MOUs to implementati MOUs relevant 4.2.Cooperation with ensure on of the stakeholders partner institutions benefits annual e.g. Phakisa, DTI, through joint targets in the IDC, DETEA, ILO, marketing MOUs FSTA and development programmes 5. Promoting Agri‐ 5.1. Partnering with Quarterly 11 000 000 Access Establishmen Registering of Renovati Tourism initiatives external funding for t if PPP ( cooperatives on of stakeholders and the project Public Private infrastruc funders Partnerships) ture To promote tourism Tourism awareness 4 Quarterly None 1 1 1 1 awareness and campaigns education

Tourism Month MTSEA ( Matjhabeng 1 Once 165 000 1 0 0 0 Tourism Service Excellence Awards ) 2012 Destination branding 1 Once R200 000 1 0 0 0 launch Comedy Show 1 Once R75 000 1 0 0 0

Page 88 of 97

Poetry session 1 Once R75 000 1 0 0 0

Trade and Investment OBJECTIVE KPI PROGRAMME/PR ANNUAL REPORTING OPERATING OJECT TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACT QUARTE ACTUA QUARTE ACT R 30 SEP 12 FOR Q 1 31 DEC 12 UAL R 3 L FOR R 4 UAL FOR 31 MAR Q 3 30 JUN FOR Q 2 13 13 Q 4

Create an enabling Number of Develop Trade 1 Quarterly R1m Draft Investment Approach 1 Investme environment for Trade and and Investment Strategy (1) higher learning nt booking trade and Investment Strategy institutions to strategy investment in Strategy to be partner, for and Matjhabeng Local developed economic Matjhabe Municipality research (1) ng Economic profile (1) Number of Business seminars 4 Quarterly R2.5m 1 1 1 1 Business seminars to be conducted Investment 2 Quarterly R200 000 Lobbying strategy 1 1 lobbying (approach campaign province and DTI) To contribute to the Targeting the Matjhabeng SME The budget 1.Constru 1. creation of decent following Development allocated for 1. Tourism 1. Tourism ction Construct employment sectors: Initiative by two Situation analysis Forum Situation ion opportunities for ‐ Construction nurturing a Municipalities report 2. Agri Business analysis forum historically ‐ Tourism stronger culture of (Mangaung & forum report 2. Social disadvantaged ‐ Agri Business entrepreneurship Matjhabeng) 2.Agri Business ServicesF population groups in ‐ Social Services among the and will be Situation analysis 2.Social orum Matjhabeng Local (Waste) population of the linked to the report Services Municipality in ‐ Education Matjhabeng and specific activity. Situation collaboration with the (recent) to create a more analysis Flanders International conducive policy, report Cooperation agency legal and (FICA)through regulatory International Labour framework for the Ogranization (ILO) operations of SMEs .

Page 89 of 97

SMME

OBJECTIVE KPI PROGR ANNUAL REPORTING OPERATING AMME TARGET FREQUENCY BUDGET QUARTER 1 ACTUAL QUARTER 2 ACT QUARTER ACTUA QUARTER ACT /PROJE R 30 SEP 12 FOR Q 1 31 DEC 12 UAL 3 L FOR 4 UAL FOR 31 MAR Q 3 30 JUN FOR CT Q 2 13 13 Q 4

Regulation of Number of Develo 1 Quarterly none 1 0 0 0 informal sector regulation pment promulgated of a policy and implem entatio n

Establishment of new Number of Identifi 3 Quarterly NONE 1 1 1 markets and newly cation upgrading existing established and of ones in upgraded areas markets Plan and design Consult ation Welko m, Virginia and Henne nman

Establishment of informal Purifica 2 Quarterly RR250,000 1 1 0 0 administration system markets tion of administration data, Redesi gn of system, Issuing

Page 90 of 97

of permits

Learn proper Benchmarking Visit by 2 Quarterly R120 000 2 1 management from SMME’ successful s municipalities Officer s to identifi ed munici palities

Capacity building of Number of Suppor 10 QUARTERLY NONE 2 4 4 2 SMME’s cooperatives to t the be supported establis hed Cooper atives No of trainings Facilita 4 QUARTERLY R500,000 1 1 1 1 to be te conducted Trainin g of SMME’ s

Page 91 of 97

TOWN PLANNING AND HOUSING

SERVICE DELIVERY TARGETS AND PERFORMANCE INDICATORS ‐ 2012/2013 OBJECTIVE INDICATOR PROGRAMME / ANNUAL REPORTING OPERATING QUARTER 1 ACTUAL QUARTER ACTUAL QUARTER 3 ACTUA QUARTE ACTUAL

PROJECT TARGET FREQUENCY BUDGET 30 SEP 12 FOR Q 1 2 FOR Q 2 31 MAR 13 L FOR R 4 FOR Q 4

R 31 DEC 12 Q 3 30 JUN

HOUSING ADMIN

Promotion of Number of Transfer through 400 Quarterly 10000.00 50 100 150 100 security of tenure houses Discount Benefit

transferred Scheme

Number of Transfer through 100 Quarterly R5000.00 20 40 20 20

houses Conversions

transferred

Enhanced Number of Compiling 4 Quarterly nil 1 1 1 1 communication articles newsletter articles

submitted on housing

matters for

Matjhabeng

newsletter

Data maintenance Existence of a Updating of a 2 Bi‐annually nil ‐ 1 1

reliable housing housing waiting

Page 92 of 97

waiting list list

HOUSING DEVELOPMENT

Address Housing Number of Project Linked 2000 Quarterly 80 000 400 600 500 500

Back‐log houses built Subsidies

Number of Individual 200 Quarterly 4000 40 60 50 50

approvals Subsidies

Identification of Number of Re‐vitalization 100 Quarterly 5000 40 40 10 10 all dilapidated dilapidated

Council Houses in houses all Matjhabeng

Units

Identification of Number of Emergency 20 Quarterly 10 000 8 3 3 6

Emergency Emergency Housing Program

Houses in all houses

Matjhabeng

Wards

Facilitate the Number of Racial Integration 50 Quarterly 3000 50

Development of houses Project

Racial Integration developed in RIP

Project in

Ventersburg

Expedite the Kutlwanong ‐455 815 Quarterly 3 500 100 400 215

Page 93 of 97 process of Land Hennenman /

Restitution Phomolong ‐355

Mmamahabane ‐ 5

Number of Consumer 6 Units Quarterly 5000 2 2 1 1

session Education

contacted

Number of Project Steering 6 Quarterly 5 000 2 2 1 1

steering Committees

committees

established

To obtain Beneficiary MLM be Quarterly 100 000

Accreditation Management appointed as a

Custodian for

Housing Subsidy

System (HSS)

LAND AFFAIRS

Release Serviced Number of Allocate sites to 3000 Quarterly 170 000 500 500 1000 1000

Land services sites to members of

be released Community for

Low, Middle / High

Income earners.

Alienate sites to Number of sites Middle /High 5000 6 Monthly 10 000 3000 2000

Page 94 of 97 members of to be alienated income services

Community sites (Ward 25)

Middle /High 65 Quarterly 20 000 10 10 10 25

income to be

developed in

(ward 9)

Avail Commercial 1000 Quarterly 20 000 300 300 200 200

and Social Services

land (ward 11,32

& 34)

Eradication of  Formalization of 3000 Quarterly 40 000 1000 1000 500 500

Informal informal

Settlements ( in all settlement affected wards)  Register all

residents in

informal

settlements

 Relocate

informal

dwellers

 Consumer

Education

Page 95 of 97

Number of sites Repossessed 1000 Quarterly 500 000 200 7000 100 500

de‐registered abandoned and

undeveloped

residential erven

RENTAL ACCOMMODATION

Development , Number of  Purification and 3824 Quarterly 30 000 1000 500 800 1524

Management and properties to be verification of administration of administered data

Rental Stock

 Facilitate the In 144 Quarterly

fill of rental

projects and

use of

surrounding

unmaintained

area for further

additional units

of blocks or

semi‐detached

units. (wards

11,31 & 32)

Number of  Ensure all 10 Quarterly 10 000 2 3 5

Page 96 of 97

unused buildings unused

identified. buildings within

the CRU are

developed and

used for social

and commercial

activities.

 Identify and 10 Quarterly 10 000 10

advertise

Municipal

Economic

Houses in

Riebeeckstad

 Selling of the 29 Quarterly 10 000

remaining

Personnel

Houses

 Repair and On‐going 2 000 000

Maintenance of

Rental Stock

Page 97 of 97