TABLE OF CONTENT
Topics Page
1. Introduction 3 2. Location of Indaka Municipality 3 3. The prevailing issues at municipality 4 4. The existing opportunities within the municipality 5 5. Efforts for municipality’s improvement 6 6. The municipality’s expectations by 2014 8 7. The development of an Integrated Development Plan 8 8. The process followed in the data analysis phase 9 9. Development 9 10. Projects 9 11. Integration 10 12. Approval 11 13. Situational Analysis 12 14. Factors Influence the spatial development of the area 17 15. Identification of priority issues 22 16. Municipal Powers and functions 23 17. Long Term Growth Development goals 24 18. 5Key Performance areas, strategies and objectives 25 19. Indaka spatial development framework 30 20. Sector involvement 34 21. Projects with funds 36 22. Projects without funds 39 23. The financial framework 41 24. Performance Management System 58 25. Sector 82
2 1. INTRODUCTION
All municipalities are required to undertake IDP Reviews on annual basis. In terms of section 34 of the Local Government : Municipal Systems Act ( Act No. 32 of 2000), “ a municipal council must review in accordance its Integrated development plan
Integrated Development Planning is a process through which Municipalities prepare strategic development plans for a five-year period. The integrated Development Plan is a product of the integrated development planning process and is a principal strategic planning instrument which guides and informs all planning, budgeting, management and decision making in a municipality.
The Integrated Development Plan has been summarized in the IDP Guide Pack as being about the municipality identifying its priority issues/problems, which determine its vision, objectives and strategies followed by the identification of project address the issues. A very critical phase of the IDP is to link planning to the Municipal budget (i.e. allocation of internal or external funding to the identified projects) because this will ensure that implementation of projects and hence the IDP directs developments.
The need for the integrated development plans is entrenched in South African Constitution (section 152 and 153).The Constitution states that local government is in charge of the development process in Municipalities and it is in charge municipal planning.
3 4 2. The Location of Indaka Municipality
Indaka is a rural Municipality which was established on 18 December 2000. It is one of the 5 Municipalities which form Uthukela District.. It shares borders with Emnambithi, Endumeni, Msinga and Mtshezi municipalities. The Municipality has no economic base, and is situated 49 km East of Ladysmith.
2.1 Socio Economic profile
Extent of the Municipal area 990 km square
Population 113 644
Population density 100/square km
Black African 113 592 99.9%
Coloured 13 0.01%
White 39 0.03%
Male Population 50 248 44.2%
5 Female Population 63 396 55.8%
Municipal Age Profile 0-14 51 486
15-34 35 443
35-64 20 820
Over 65 5 895
Dependency Ratio 53 736 63%
Education Level (Not schooling) 18 405 23% Grade 12
4 752 12%
Employment (out of labour force) Unemployed 16 849
Financial Grant Dependency 92%
6 Number of Municipal Wards 10
Number of Councillor 20
Number of Traditional Authority 8 Areas
Service Backlogs
Water 38%
Sanitation 65%
Electricity 53%
Refuse 87%
Housing 50%
7 3. The prevailing issues at Municipality
This municipality continuously undergoes self-assessment and some key challenges are identified through this process. In terms of development planning the entire municipality has no formal and/or proclaimed town. As a result, the area is unable to attract inward investments that could address economic development challenges.
Due to the above-said point of economic development, there is a high rate of unemployment, of active population who are supposed to be working. Most of the families completely depend on social grants for their survival. The poverty level is below an acceptable level.
The destroying factor of poverty yields to HIV/AIDS pandemic. The death toll due to this pandemic related is attaining. It is showing population growth rate in the municipal area. The burden of AIDS related illness and deaths is not felt only by infected individual but also their families. Households suffer a loss of income when economically active members are unable to work and threaten of AIDS sufferers makes new demands.
The AIDS epidemic alters the gender composition of Indaka area since women who are the largest proportion of the municipalities population are the hardest hit. Poor educational facilities is seen as one of the reasons for high rate of illiteracy that is prevailing at Indaka Municipality. In the entire municipality there is no tertiary institution that allows high school graduates for tertiary education. The nearest tertiary institution is Mnambithi FET College which is at Ladysmith Municipality. The high rate of illiteracy is seen by poor response of communities to municipal adverts which intend to convey information to community.
In adequate recreational facilities is also a major concern. The high rate of pregnancies and HIV/AIDS infection is highly attributable to the inadequacy of recreational facilities in the entire municipality.
Indaka municipality is infested with high Crime rate. This is so because there is only one police station for the entire municipality what women’s the situation the one existing police station is not centrally located for the equal access by communities, it is tilted towards one complex of the municipality. The high crime rate is failing tourism opportunities in the municipality since tourism is sensitive to crime.
The spatial development framework for this municipality as well as land use management plans has revealed that the municipality has unutilized productive land which can be used for housing. Many hectors of land are also under the land claims commission and this hampers service delivery since no projects could be implemented on lan nder restitution opportunities.
8 4. The opportunities for economic growth
4.1 Natural landscape
Indaka municipality is characterized by two drainage systems-uThukela and Sundays river. The last flowing uThukela rivers forms the southern boundary of the municipality, with tributaries drainage southern wards to the river.
Sundays River drainage basin forms the major proportion of Indaka municipal area.
The flowing of these rivers through the municipality i viewed as an opportunity because they act as centripetal force to the industries to the municipality and also makes water supply project possible to the municipality.
4.2 Suitable arable land and land for infrastructural development
Indaka municipality has plenty of the unoccupied land. Therefore this municipality is suitable for physical development projects e.g. housing. Though agricultural potential is limited at Indaka but there are some few areas that have been identified as having good and moderate agriculture potential.
4.3 Location and Accessibility
Indaka municipality is not traversed by any national roads, but has a network of provincial and district roads due to proximity to N3 and N11
These roads service the municipality itself and carry primarily local traffic. The most important provincial road is the Helpmekaar road, which runs from Helpmekaar through Ekuvukeni and the Limehill Complex before linking with Dundee Pomorey road (MR32).
From the road, a network of district and provincial roads service the northern areas of the municipality, which links to Elandslaagte, Wasbank and Wesselsnek to the North possible by means of provincial roads.
Tourism, through, is a sensitive industry has a possibility t th the proposed police station to be built. There are two giant projects that are viewed as tourisms booster. These projects are: picni ite, cultural village and cannibalism route. Cannibalism route project is under implementation.
9 4.4 Tourism
Tourism seems to be slightly growing at Indaka, but the disturbing factor is crime. 5. Municipal plan of action to enhance economic growth
5.1 Economic Development
Since municipality does not have a revenue base it has engaged itself in developing projects that could generate income for the municipality. Those projects are cannibalism route project, craft centre, shopping complex and sight seeing.
Municipality has developed local economic development strategy that details how Indaka economy should be developed.
5.2 Financial Management viability of the Municipality
Financial management appeared to be a problem with the municipality but municipality has come up with measures over financial management and introduced a financial system that was not lasting. Some strict measures have been put in place. Municipality is speeding up the implementation of property rate act so that it will have a revenue base and this will boost financial viability of the municipality.
5.3. Eradicating Infrastructure backlogs
The municipality has conducted a backlog study and now municipality is aware of all backlogs in terms of the service delivery. Indaka engages itself with sector departments to convey the researched data contained in the backlog study for inclusion in their budgets.
5.4 HIV/AIDS Combating
Indaka municipality has a high prevalence rate of HIV/AIDS with reference to above-mentioned rate municipality has developed HIV/AIDS strategy. The developed strategy outlines intervention programme and projects that should be implemented to combat HIV/AIDS.
5.5 Skills Auditing
10 Municipality has embarked on the skills audit programme and it has revealed some gaps to many staff members of the municipality.
Some trainings have been organized to fill those gaps and workshops have been recommended for other staff members. The findings of the skills audit were accommodated in the municipal assistance programme (MAP)
5.6 Housing Plan
Municipality intends building houses for Indaka community. A Housing plan that outlines pertaining analysis housing was developed. The real construction process has commenced.
5.7 Development of Performance System
To better and maintain ourselves, municipality has developed a performance monitoring tool that is closely monitoring performance of individuals for service delivery.
Social aspect
In dealing with access to community services by the Indaka people it is important to look at all services that are needed by the communities. Services dealt with in this section includes education, health, welfare and facilities related to AIDS, sport, youth and the aged people with the Municipality area.
v Education
There are no institutions of higher learning within the municipality. After matriculation children either go to the Ladysmith Technical College to further their studies or move out of the uthukela region. The latter is not always practical and affordable as most people the area cannot afford to provide their children with education opportunities outside of the municipality area. The cost is simply too much.
At primary and secondary levels the facilities are dis are well utilized by the communities. There is however a need to extend or renovate most of the primary schools, as most are unsuitable for proper education purpose.
The statistics reveals that 31% of the people in the municipal area have no formal education. Assuming that these are adult people there is clearly a need to assist these people through the ABET program.
11 v Health services are currently the responsibility of the Department of Health. The new legislation on local government has no provided that the local municipalities are responsible for the health services in as far as they are provided to serve their area of jurisdiction. Therefore services like clinics and mobile clinics can be safely assumed to be the responsibility of Indaka Municipality.
Currently there are 7 clinics at Indaka namely the Limehill, Ekuvukeni, Rockcliff, KwaMteyi, Mhlumayo, Gcinalishone and Sahlumbe. The total number of mobile clinics that operate in the municipal area is 13. These are spread all over the area but there are some areas that still need mobile clinics. v Safety and security
There is only one police station in the whole of Indaka Municipality. This only police station is located at Ekuvukeni. Communities of the Mhlumayo settlement web have called for stronger and more visible police presence in their communities (David Totman and Associates:1999). The SAPS Crime Information Analysis Centre at Ezakheni Police Station stated that the Umhlumayo complex is being served by the Ezakheni Police Station whereas the Limehill Complex is served by the Ekuvukeni Police Station. Whilst the centre acknowledged the increase in the rate of crime in the Indaka area it was however made clear that there are no immediate plans for the construction of a new police station in the Indaka area. It was also acknowledge that the SAPS is currently under resourced in terms of personnel. v Vulnerable groups
The aged, youth, the disabled and people living with HIV and AIDS have been grouped together under vulnerable people. This is because they are almost always neglected in planning activities or are treated as part of other groups leading to their needs not being given specific attention they deserve. v The Aged
The population statistics shows that there are about 5 895 people above the age of 65 in the Indaka area. These are people who have needs related to transport, healthy security etc, which may be over and above the needs of the general population. The Department of Social Welfare in Ladysmith has stated that it has a total of 10 pension pay points in the Indaka area. There are no formal facilities that exist as pay points. Currently existing shops are used as pay points and these have no adequate facilities to cater for the needs of the people who come for pensions. v The disabled
Disabled people have often been neglected or kept indoors in our societies. Various programs have been initiated by the government to include this group in our daily lives but these have often been ignored. The constitution of South Africa protects the rights of all people. It
12 provides for no discrimination on the basis of disability. Therefore it is important that in our planning activities we do not lose sight of the needs of these people. No facilities for the disabled currently exist at Indaka.
v The youth
From the census statistics the majority of the people in the municipality is youth. As the youth is almost half of the population it is important to ensure that development projects in the area address issues of youth interest. The statistics shows that out of an economically active population of about 57 000 people only 2 510 is employed. It can be safely reasoned that the majority of the unemployed is the youth.
People living with HIV and AIDS
This is another special category of people that cuts across all groups within the population for the municipality. As the HIV/AIDS statistics clearly reflect that this increase at an alarming rate this is a cause for concern. HIV/AIDS statistics from the Department of Health reveals that the age group that is hardest hit by disease is the youth is the majority in this municipality the results can be very dramatic. Pressure will be felt within the health sector. Schools will need to adopt t situation of AIDS suffers at school. Therefore facilities will have to be provided that provide accommodation as well as health and education facilities.
Key Issues
The Indaka Local Council fulfills a very important role in the spatial pattern of the Uthukela District Municipality. In terms of the spatial dynamics, the following development dynamics need to be taken into considerations in the planning of Indaka Municipality:
v Indaka Municipality is one of the important local authorities within the uThukela District Municipality alongside uMtshezi, Ladysmith/Emnambithi, uKhahlamba and Imbabazane; v In terms of size, the land area occupied by the Indaka Municipality is approximately 9% of the total uThukela District Municipality land area, 6. The Municipality’s expectations by 2014
The Municipality is expected to have achieved the following by 2014:
13 · existence of revenue base by 2014 this municipality shall have revenue base through the attempts that are in the pipeline · Implemented property rate act municipality could have implemented e act. · Minimized backlogs Electricity Water & sanitation Roads · Increased HIV/AIDS awareness · Housing Minimum of Housing units of 1000 shall have been built by 2014 · Protected environment
7. The development of an Integrated Development Plan
The Indaka Municipality through its Process Plan prescribed a method and process to be followed in ensuring that there is an acceptable level of public participation during the Integrated Development Planning process. The following mechanism and proces participation have been put in place.
Ø IDP Representatives: This forum represents all stakeholder and be inclusive as possible. It meets during the various stages of the IDP process to provide input and discuss reports. Ø Media. Local newspaper uses to inform community of progress through a progress report will be submitted at the end of each phase. Ø Ward meetings: These held to inform people in local level.
Ø Council Approval: The Council approves the different components of the IDP throughout the process of compiling the report.
8. The process followed in the data analysis Phase
This is the first phase in the preparation of the Integrated Development Plan for the Indaka Local Municipality. In this phase existing information on the municipality is gathered then analyzed. A guiding tool in terms of what information need to be collected here is that one need to ask this question, what do municipalities need to know to arrive at strategic and implementation oriented decisions on how to make best use of their scare resources?
14 Looking at the decision-making and management requirement of municipalities the need for information and analysis of existing situation is determined by the following considerations.
Ø Information should enable the municipality to decide on priority \issues or problem ,with due consideration of the residents\ communities perceptions and of available facts and figure
Ø The municipal decision –makers should be knowledgeable about the concrete nature of these priority issues or problems, such as trends, context , causes and impacts related to these issues , o make informed decisions on the appropriate solutions ,rather than just curing the symptoms 9. Development strategies
v The Municipality’s vision (including internal transformation needs) v The council’s development priorities and objectives v The council’s development strategies IDENTIFICATION OF PRIORITY ISSUES
· HIV/AIDS prevention and reduction · Unemployment · Protection programme for disabled · Safety and security · Care programmes for the ages · Pro Support groups
15.1 Economic Priority Issues
· Economic development · Tourism initiative development · Development of Shopping Centre · Development of SMME’s
15 15.2 Infrastructure Priority Issues
· Electricity · Water Supply · Roads · MPCC 15.3 Environment priority issues
· Development of environmental impact assessment (EIA for any project related to environment Development of environmental protection plan
10. Projects
The project identification process gives effect to the key issues as ral analysis phase. They could be infrastructural, social, economic or environment. 11. Integration
All sectoral plans are integrated at this level
v A spatial Development Framework v Disaster Management Plan v Integrated Financial Management Plan v Other Integrated Programmes v Key Performance Indicators and Performance Targets
16 12. APPROVAL
Approval is a very important aspect of the IDP. Every stakeholder needs to satisfy oneself that the product and deliverables are to the best of the councils expectation.
This process can be shown diagrammatically as follows:
PHASE 1: ANALYSIS
Ø Data gathering Ø Analysis of data Ø Needs Ø Participation Ø Priority issues
PHASE 2: DEVELOPMENT STRATEGIES PHASE 2: DEVELOPMENT Ø Vision STRATEGIES Ø Objectives Ø Development strategies Ø Vision Ø Objectives Ø Development strategies
PHASE 4 INTEGRATION PHASE 5: APPROVAL
Ø Spatial development framework Ø Public comments Ø Disaster management plan Ø Approval by the Ø Integrated financial management plan Council Ø Other integrated programmes Ø Approval by the MEC Ø KPA’s Performance areas
17 19. INDAKA SPATIAL DEVELOPMENT FRAMEWORK
A SYSTEM OF DEVELOPMENT CORRIDORS
The Spatial Development Framework performs two major functions, that is, indicating where development should be promoted and also where it should be discouraged. It is an overall tool for defining structure and channeling private and public sector investment. Its key components are discussed below:
PRIMARY DEVELOPMENT CORRIDORS
The system of development corridors is based on the function of each corridor and the nature of the activities that occurs within its area of influence. The roads linking Ekuvukeni with Ladysmith and Dundee/ Glencoe has a good potential to serve as the trade routes. These routes also tributor routes to the national routes (N3 and N11). In addition, they serve as link roads to the major centres such as Ladysmith and Dundee.
SECONDARY DEVELOPMENT CORRIDORS
A secondary corridors link the primary centre to the s ondary centres and areas outside of Indaka Municipality and these include the following:- The road to Weenen (P 176) serves as a major link between Weenen and it also link Ezitendeni with Esigodini and Ekuvukeni. There are two other secondary corridors which link Ekuvukeni with the surrounding centres and these include the corridors to Wasbank and the Corridor to Elandslagte. The corridor to Dundee through Ebomvini can be considered important in facilitating development and service delivery in Ebomvini (within Limehill Complex) and it is directly linked to the primary corr keni. The corridor from Pomeroy to Majaqula attempt to link ndaka with areas across uMzinyathi and have potential to serve as major tourist access routes to the Zulu Culture and Heritage Route.
18 Tertiary Development Corridors
Tertiary development corridors facilitate linkages between settlements and serve as strategic areas for the location of public facilities. They also form the basis for the identification of settlement webs.
SYSTEM OF SERVICE CENTRES
The system of service centers are highly dependant on network of development corridors amongst other things and are intended to facilitate access to social services and facilities. To this end, they service as co-ordination centres for service delivery.
Primary Service Centre
Ekuvukeni is identified as a primary service centre. The area has some form of semi urban setting in that it acts as a major rural service centre within Indaka Municipality. It accommodates the municipal offices, police station and schools. The area includes a mixture of land uses namely administrative, social and settlements. Ekuvukeni should be developed further for services, business, institutional and administrative activities. A detailed central business development (CBD) plan is required.
Secondary Service Centre
There are four centres, which can be identified as the secondary service centres within Indaka Municipality and these include Limehill centre (within the Limehill Complex), Sahlumbe (within Ezitendeni – Msusamaphi Complex), Hlumayo (located within Mkhumbane – Mgababa complex) and Ilenge (which is within the Cannibalism Route which has a potential for tourism). These centres currently perform few functions including such as service delivery and to a limited extent commercial activities. The influence of these service centres is quite critical for service delivery to the complexes where they are located which are: - Limehill Complex – this is the largest complex within Indaka and it has a total population of approximately 64 500 people. The complex include the settlement areas of Jikishoba, Tholeni, Imbiva, Choboza, Stanford, Nakho, Amakhasi, Vaalkop, Limehill, Ematsheketshe, Ebomvini, Lionville section, School section, Hlongwane section, Ward 1A & Bb and Ward 4A & B. Ezitendeni – Msusumpi Complex – this is the second largest complex with a total population of 15 864 people. The complex include settlement areas of Ezitendeni 1 & 2, Mtebhelu, Ezihlabeni, Emban Emhohobeni, E platform, Inkawulo 1 & 2, Msusampi 1 & 2, Hlathi, Thembisa and Egunjini. The identified secondary centres are strategically located to serve these complexes and the neighboring rural settlement and they can be seen as the opportunity for clustering future development that must benefit these areas.
19 Emerging/ Tertiary Centres
There are a number of tertiary centres, which are emerging. The first one (Amabolwane – Okhalweni Complex) exist in an under – developed area and has the potential to develop into commercial centres and is intended to facilitate service delivery. Public sector investment in the form of Multi- Purpose Community Centres (MPCC) that can accommodate a range of social services and government departments should be prioritized in these areas. The other areas that are emerging as the tertiary centres within Indaka include Makayane, Mpameni, Fiffy Park, Mangweni, Cacane, Oqungweni and Mlilweni in ward 9. While the tertiary centres in ward 10 that make a hub include Ludimbi, Manqofini and Msusampi.
RURAL SETTLEMENTS AS PRIMARY INVESTMENT AREAS The rural settlements have been classified according to density and location as a means to facilitate service delivery. The strategically located higher density settlements will be cheaper and easier o service piped with water, roads and grid electricity compared to the dispersed and low density ones and they provide sufficient thresholds to support public facilities within a short radius. The rural housing projects can also be used a means to promote development in these areas.
AGRICULTURAL LAND
There are three main categories of agricultural land that have been identified for Indaka Municipality and these can be outlined as follows: -
Good Potential Agricultural Land – that have been identified on the northern parts of the municipality. According to the recent land audit there are large hectares of good potential agricultural land, which is currently underutilized within the northern parts of Indaka. Any form of land use that does not promote agricultural development or may have negative effect on the productivity of this land should be discouraged in these areas.
Moderate Agricultural Potential – most land within the northern and central parts of the municipality has moderate agricultural potential and it is currently vacant and unoccupied which present an opportunity for agricultural production amongst the individuals who will should own and occupy that land once the land claims have been settled.
Grazing and Stock Farming – most of the land within the traditional authority areas has a steep gradient and a low agricultural potential in terms of crop production. The alternative agricultural activities that can be used for this area should be stock farming or grazing.
ENVIRONMENTAL MANAGEMENT
The identified protected area and the Oribi sites (important species sites) and some tourism related assets (i.e. Cannibalism Route) within the municipality would need to be properly managed and protected
20 21 13.3 14. FACTORS INFLUENCE THE SPATIAL DEVELOPMENT OF THE AREA
The factors influencing spatial development in the area are a combination of natural factors, physical infrastructure and policies guiding spatial development.
14.1 Natural factors
v Mountain Ranges
The Indaka Municipality is located within the south-western foothills of the Biggarsberg, which forms the watershed and natural divide between the municipality and the adjacent municipalities of Endumeni to the north and Msinga to the east.
v Topography
Topographically, the municipality can be divided into entral plateau.
The southern areas of Indaka, comprising the Sundays River Valley and the Uthukela River gorge are topographically rugged, characterized by deeply entrenched river valley and broken ridge lines. Due to the steep gradients and relative inaccessibility of these areas, settlement tends to be more limited and dispersed. Agricultural potential is limited and limited agricultural activity is practiced.
The northern portion of the municipality is part of the central plateau extending from Ladysmith to Wasbank. The area is characterized by gently sloping land, with extructions of dolomitic capped koppies and ridges.
The most prominent of these are Jobskop (1734m), Stuur 54m) and Cancane (1192m). Within this flatter area, the average elevation varies from 100-1500m. Much of this northern area is degraded due to overstocking and erosion.
v Rivers
The Indaka Municipality is characterized by two drainage systems – the Uthukela River and the Sundays River,
The east-flowing Uthukela River forms the southern boundary of nicipality, with tributaries draining southwards to the river, The Jana Dam is proposed along this river, as indicated on the map: Natural Factors:
22 The Sundays River drainage basin forms the major proportion of the Indaka municipal area. The Wasbank River joins the Sundays in the central area of Indaka. Tributaries into these south flowing rivers drain from the east and west. Water quality in the Wasbank River has been negatively affected by coal mining within its drainage system.
The Uthukela, Sundays and Wasbank rivers are perennial while some of the minor tributaries may be seasonal. v Wetlands
There are no major wetlands in the Indaka municipality. However, in the upper reaches of the tributaries of the major rivers, areas have been identified where there is adequated water supply and a place where water will accumulate (Kotze and Breen, 1996). These wetlands are indicated on the map: Natural Factors. Analysis of the map indicates that these areas are more predominat in the northern area of the Indaka Municipality, due to the topography of the area. v Environmental sensitive areas
Analysis of the KZN Wildlife GIS database identifies two categories of environmentally important areas as occurring in the municipality:
Ø Important Species Sites Ø Sites of Intrinsic Biodiversity Value
The important species identified as potentially occurring in the municipality is Oribi and the location is the northwestern portion of the municipality. The locality is contiguous with areas in the Emnambithi municipality. This area overlaps with the important flood plain of the Sundays River.
Areas of high intrinsic biodiversity 3 have been identified in the Indaka Municipality. These are located in the high lying areas, particularly around Jobskop and in the ridgeline forming the watershed between the Sundays and Uthukela Rivers. Some other isolated areas in proximity to streams/wetlands have also been identified.
Many of the steep slopes of the uthukela Gorge and of the Sundays River valley have been identified as areas of intermediate biodiversity value, as have the slopes of Jobskop v High Potential Agricultural Land
Agricultural potential within the Indaka municipality is limited. As indicated on the Map: Agricultural Potential (based on data from Cedara), only a few areas have been identified as having good and moderate agricultural potential. The part of the region in which Indaka municipality falls consists mainly of the Valley Bushveld Bio-resource Group with pockets of Dry and Moist Tall Grassveld, Sour.
23 These areas are predominantly on the periphery of the municipality, in the low-lying central plateau and drained by tributaries of the Sundays River. Beef farming is the most suitable form of agricultural production in these areas.
The full agricultural potential of these areas is not currently exploited, as subsistence agricultural is mainly practiced.
The remaining areas of Indaka area characterized by very restricted, low and very low potential categorization.
Physical Infrastructure and Activities
v Indaka Municipality is not traversed by any national roads, but has a network of provincial and district roads. These roads service the municipality itself and carry primarily local traffic.
The most important provincial road is the Helpmekaar road, which runs form Ladysmith through Ekuvukeni and the Limehill Complex, before linking with the Dundee-Pomeroy road (MR 32).
From the road, a network of district and provincial ro service the northern areas of the municipality, with links to Elandslaagte, Wasbank and Wesselsnek to the north possible by means of provincial roads. The road network through the area has played an important role in the distribution of settlements, with most settlements in the municipality located along the provincial and district roads.
The predominant forms of transportation in the municipality are by taxi and bus. Nodal bus stops/taxi ranks have been identified at:
Ø Ekuvukeni Ø Klipriver Ø Waayhoek Ø Uitval (Fitty Park) Ø Sithole Tribal Authority (serving the Umhlumayo area)
In an effort to redress the backlogs of roads infrastructure, the Uthukela District Municipality is involved in the three access roads projects in the area. All three access roads are in the Mhlumayo complex. The issue of access roads in the municipality is a very serious one. This is because most the community access roads are in a very bad condition, and some now only exist as tracks. Given the impact that HIV/AIDS will have it is argued that a demand for acce s roads will increase as more people will be requiring cars to collect the sick from the settlements that are currently not accessible
v Dams
24 There are currently no dams in the Indaka Municipality. However, there are proposals for the construction of the Jana and Mielietuin Dams on the Uthukela River as part of the Vaal Transfer Scheme. However, the Indaka Municipality will only benefit marginally from the water stored in the dams v Bulk Water Systems
Bulk water systems supply the settlements of Ekuvukeni, Vaalkop and Uitval, and are being expanded to the villages of the Limehill Complex. These systems are reliant from supply from the Oliphantskop dam.
In the Mhlumayo complex there is a pattern of dispersed settlements. The people in this part of Indaka municipality are using dams, streams and boreholdes as water sources as there is no piped water. It has been observed in a number of projects that one of the problems associated with boreholes is lack of maintenance. This makes life very difficult for people who are dependant on this type of water source. Uthukela District Municipality has been involved in the supply of clean water through other means as a short term. As a long term solution the District Municipality is currently in a process of obtaining information on the best suitable way of supplying the Mhlumayo complex with clean water.
There are no bulk water systems in the remainder of the municipality, with the residents of these area reliant on tankers, boreholes and natural supplies from streams, springs and dams. Analysis of the population distribution in the Indaka municipality indicates that the greatest concentration of people and settleme in the areas where there is bulk water supply. v Electricity Lines
The northern areas of the Indaka Municipality are trav ed by bulk electricity lines. According to Statistics South Africa (1996) only 27,19 of Indaka municipality make use of electricity. The Limehill complex is the one that has benefited most in terms of electrification within the municipality, where over 50% of the residents of the complex and its periphery have access to electricity. The northwest portion of the municipality is also traversed by electricity lines, although these stop north of the Helpmekaar road. These service the commercial farms in the area.
In the remainder of the municipality there is no electrification and residents use candles, mainly due to the dispersed settlement and rugged topography. Such areas constitute about 53% (Statistics South Africa, 1996) of the total population of Indaka municipality.
Analysis of the population distribution in the municipality indicates that the greatest concentration of people and settlements is in the areas where there is electricity supply. v Towns and Settlements
25 The main town in the municipality Ekuvukeni, a former R293 township, which serves as the hub of the municipality. There is the location of the municipal administration and a concentration of conomic activities.
The remainder of the area is characterized by rural settlements, as may be anticipated in an area that previously was administered by the KwaZulu Government. A total of 143 settlements have been identified in the municipality. These are further analyzed in Section 3.4.
Many of the settlements are located along the provincial and district roads, while others are clustered where services are available (e.g. Limehill complex). v Land Reform Projects
There are two confirmed land reform projects affecting the Indaka area:
Ø The Klipriver/Emnambithi State Land Disposal Project involves the disposal of approximately 29 000 hectares of state land, made up of 84 farms extending across the municipality. The project commenced in 1998 and co-ordinated consultation with all roleplayers, including the uthukela District Municipality and the amakhosi has been ongoing. Ø The Opmerkzaamheid Project is a labour tenants(tenure/farm dweller) project currently in detailed planning phase. The project is 311 ha in extent and there are 22 beneficiary households.
The Department of Land Affairs has had a large number of enquiries of claims relating to Labour Tenants and claims have been lodged for restitution projects in the Ladysmith/Emnambithi sub-region. However as these are still being processed, i s difficult to determine the number of other projects that impact on the Indaka Municipality
Within the Indaka municipality there is a lot of overlap between the disposal of state land processes and the restitution processes, as most of the state land being considered for disposal is land that Amakhosi have put restitution claims on.
26 16. Municipal Powers and Functions Functions Entity Air pollution Local Function Building Regulations Local function Child Care Facilities Local function Electricity Reticulation District Function Fire Fighting Services Shared function Local tourism Share Function Municipal Airports Shared Function Municipal Planning Shared Function Municipal Health Services District Function Municipal Public transport Shared Function Portions, Ferries, Jetties, Piers and Harbors Local function Storm water management systems in built up areas Local function Trading Regulations Local Functions Portable Water Management systems in build up areas Local functions Trading Regulations Local functions Potable Water District function Sanitation District function Beaches and Amusement facilities Local function Billboards and the display of advertisements in public places Local function Cemeteries, funeral parlours and crematoria Shared functions Cleansing Local function Control of undertakings that sell liquor to the public Local function Facilities for the accommodation, care and burial of animals Local function Fencing and fences Local function Licensing of Dogs Local function Local amenities Local function Local sport facilities Local function Markets Shared function Municipal parks and recreation Local function Municipal Roads Shared function Noise pollution Local function Pounds Local function Public Places Local function
27 Refuse Removal, Refuse dumps and Solid Waste Shared Function Street lighting Local function Traffic and Parking Local function
28 13 ORGANISATIONAL STRUCTURE
The Municipality is structured into five Departments
v Corporate Services v Technical Services v Finance Department v Mayoral Services v Housing Development and Planning
29 AS AT THE 20 JANUARY 2009 ANNEXURE “A” ORGANOGRAM/MUNICIPAL MANAGER’S OFFICE
EXCO & COUNCIL
Municipal Manager Mr S.M. Mbhele
Director Corporate Chief Manager Manager Services M r KS Finance Technical Mayor’s Khumalo Officer Mr Services T Office M.V. MB Dlamini Hlomuka Khumalo
Internal Auditor 3 Audit P Dlamini committee Members
PA Municipal Manager JB Madondo
30 ANNEXURE “B” CORPORATE SERVICES DEPARTMENT
Director Corporate Services M r K.S. Khumalo
MPCC Area Manager M r OS Mnguni
Senior Clerk Committees M.S Sithole
Librarian Computer Assistant Vacant
Ass. Librarian Registry Receptionist Messenger HR Clerk T.J. M simang Clerk: O/B B. Zulu Vacant & M N Sithole T M Mhlongo T.T. Ngcobo
Cleaner Library Cleaner Ms Cleaner Ms Cleaner Mrs M rs Z. M bhele N.E. Mtshali B.B. Mbhele MM Mhlungu
31 ANNEXURE “C” TECHNICAL DEPARTMENT
Tech Manager T. Hlomuka
PMU Technician MB Zwane
Foreman Road Foreman Parks & SW Foreman Senior Tech. Mutshengwane Cemetry Building DV Sithole Clerk M A Gama BL Shabalala
1 Driver SW Nkosi
3 Road Assist. 5 General Assistants 3 General Assistants Mechanic M T KA Sithole 6 J.M. Khumalo B.S. Langa Mngadi OS Zondo Operators M.S. Mtshali B.A. Mashaba M Magubane M.H. Thwala M.M. Langa N.M. Sithole M.S. Radebe B.P. Zondi GB Mbatha B.H. Mavuso B. Duma B.S. Sithole
32 ANNEXURE “D” FINANCE DEPARTMENT
Chief Finance Officer Mr M.B. Dlamini
Senior Supply Chain Accountant N/A Management Practioner Kubheka B G Langa
Financial Mgt. Financial Mgt. Income Clerk Expenditure Procurement Stores Clerk Intern Intern LM Mwale Clerk B.C. Clerk MP AL Ngubane S. Shabalala T Sithole Hlatshwayo Mbhele
33 ANNEXURE “E” MANAGER MAYOR’S/SPEAKER’S OFFICE Manager Mayor’s / Speaker Office M.V. Khumalo
PA Mayor Dev Facilitator Communications Social and N.F.S. Ndolo SL Zwane Community Services Officer Officer Vacant
Mayor’s Mayor’s Mayor’s Security M. Mayor’s driver Security Security Khumalo Security P. Vacant Vacant Majola Vacant 7 Community 10 ward Development Committees Workers
34 ANNEXURE “F” HOUSING DEVELOPMENT AND PLANNING DEPARTMENT
Housing Development and Planning Manager Vacant
LED /Tourism Town and Regional Planner Officer JE Sithole NSW Sithole
Administrator Development Dev Facilitator Housing NB Champion Facilitator PM Nzuza Administrator SL Zwane S.E. Fakude
Housing Help Desk N.O. Majozi
35 17. LONG TERM GROWTH DEVELOPMENT GOALS
17.1 The Municipal development vision
This vision is informed by following attributes: · Indaka is a rural municipality · The majority of Indaka households are poor · That prior 1994 Indaka was not included under local government structures
The vision is as follows:
“Championing development to improve the quality of life to all Indaka communities”
The Mission statement
The mission statement has been carefully crafted to gi a motivating message to the staff and the residents of Indaka municipality
It is as follows:
· Providing Basic Services in a sustainable manner · Promoting a social and economic development · Promoting a safe and healthy environment · Promoting public participation in the matter of local government
The development strategies and objectives
Emanating from the mission statement are the specific and clear objectives leading to development strategies. The objectives give the clear specifications on what the municipality’s intentions to address the identified issues
36 18. 5 Key Performance areas, strategies and objectives
KPA 1. SERVICES DELIVERY AND INFRASTRUCTURE STRATEGY ISSUE OBJECTIVES STRATEGY To facilitate the provision of Alignment of MIG portable water and sanitation water/sanitation projects with to community participation Indaka 2009/2010 To facilitate the extension of Approaching Eskom for the electrical reticulation to all extension of their electrical settlement by 2011 grid. Provision of alternative energy Budgeting for alternative energy To provide well maintained all To identify, prioritize and water community access construct access roads in roads consultation with DOT
Facilitate the extension and improvement of cellular network Facilitate the improvement of radio and television coverage
To reduce backlog of Preparation of business plans community facilities for funding, related to construction of new facilities and management of existing facilities. To improve access to quality Fast tracking the housing affordable housing processing in consultation with DOM Packaging prioritized housing To priorities the new housing projects projects according to availability of funds and infrastructure
37 Create a safe and secured Secure funding for safety and environment with Indaka plans and initiatives. Local Municipality. Develop community based structures for safety and security. To implement environmental Secure funding for the management policies through development of the spatial planning and erosion environment of management management. plan.
To promote sports and Develop structures to enhance recreation at Indaka sports & recreation programs.
To decrease the level of Establishment of ABET literacy program.
To facilitate the refurbishing Facilitating the process with and maintenance of existing department of education. schools.
To ensure effective land use To prepare a land use and management for future management system. development.
Provide safe burial facility for Identification of new cemetery municipality. sites
38 KPA 2: LOCAL ECONOMIC DEVELOPMENT ISSUE OBJECTIVES STRATEGY To identify the new Local To establish an Indaka Local Economic Development Economic Development Local Economic opportunities and potential in structures Development Indaka To identify the key potential Secure funding for the tourism attractions within the establishment of Indaka Indaka Local Municipality by tourism plan. 2009 To provide temporary Liaise with DOL and Public employment Works to implement EPWP
To organize small To facilitate the formation and registration of cooperatives
To establish of new market Secure funding for new market centers centers.
Identification of new business Requesting DBSA relevant activities government department and parastatus
Facilitate the efficient Coordinate the establishment distribution of social service of MPCC
Create sustainable community Coordinate the skill services development for poor and vulnerable groups
Accessibility of the weak and vulnerable communities to social services. Provision of basic services to poor communities.
39 To ensure the participation of Development that will be the HIV/AID infected and enable the vulnerable group to affected in the affairs of participate effectively in the municipality affairs of local government Facilitate the enhancement of Coordinate the upgrading of social services for the Indaka clinics. residents. Facilitate the construction of new clinics. Facilitate the provision of mobile clinics Reduce the incidents of Source funding for the HIV/AIDS. development of Indaka HIV/AIDS strategic plan.
KPA 3: TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT ISSUE OBJECTIVES STRATEGY Develop tariff policies with Develop clear tariff policies relating to all services that will with strategies to TRANSFORMATION be provided by municipality. communicate and implement &INSTITUTIONAL them. DEVELOPMENT To develop & implement all Develop clear HR policies HR policies & procedures regarding amongst others the recruitment, retention & termination of employees Ensure effective & efficient Development of PMS linked to implementation of all projects the IDP.
40 KPA 4: FINANCIAL STRATEGY VIABILITY ISSUE OBJECTIVES STRATEGY FINANCIAL MANAGEMENT To ensure that local Increase income by levy municipality has investment collection
Reduce expenditure on operating budget Tariffs policies are relating to Control bad debt. all services that will be provided municipality must be developed communicated and implemented. Start and complete budgetary Issue guidelines budget to process on time HOD’s
KPA 5: GOOD GOVERNANCE ISSUE OBJECTIVES STRATEGY GOOD GOVERNANCE To establish a good Establishment of consultative relationship with community forum and stakeholder’s forum of community participation.
Development of standard Clear policy and conditions of contract and implementation guidelines. procument Adopt and implement a new procurement policy
41 42 20. SECTORAL PLANS
EMPLOYMENT EQUITY POLICY INTRODUCTION:
Indaka Municipality Employment Equity Policy is aimed initiating programmes to prevent employment discrimination in the workplace and to rectify possible past employment discrimination. It will fully represent South African Local Council that builds a team of the highest quality of people representing demographics of the respective regions and fully utilizes the cultural diversity of its people to improve its competitiveness in the market. This is supported by the Constitution of the Republic of South Africa, Section 195 (1) which says “Public Administration must be broadly representative of the South African people, with employment and personal management principles based on ability, objectivity, fairness and the need to redress the imbalances of the past to achieve broad representation.”
1. PURPOSE:
The purpose of this policy is to ensure that equal opp for all employees and potential employees are promoted without discrimination. It is also to ensure that employment and workplace practices eliminate unfair discrimination.
43 2. OBJECTIVES:
The objectives of the Employment Equity Policy are as follows: · To enhance capacities of the historically disadvantaged through the development and introduction of practical measures that supports their advancement within the municipality. · To remove all forms of discriminatory practices based race, gender, disability, age and language so as to achieve equity in the municipality. · To promote inter-cultural communication at all levels by creating a favorable climate which is sensitive to the diversity within the workplace. · To design and implement training and development programmes that will empower employees at all occupational levels in particular the designated groups. · To empower management with skills to manage diversity . · To give particular attention to gender representivity at all occupational levels. · To make employment more accessible to persons with disabilities.
3. APPLICABLE LEGISLATIONS:
This policy is mandated by the following Legislations. · Employment Equity Act of 1998 · Constitution of the Republic of South Africa
44 · Labour Relations Act of 1995 · Skills Development Act of 1998 · Promotion of Equality and Prevention of Unfair Discrimination Act, 4 of 2000 · Public Service Act, 103 of 1994 as amended
4. POLICY APPLICABILITY AND PROVISIONS:
This policy applies to all employees of Indaka Municipality and prospective employees that will be recruited in future in terms of the vacant positions in the organogram. All appointments and promotions will be made in accordance with this policy. Advertisements of posts will indicate that the Municipality is an Affirmative Action, equal opportunity Employer and that all posts will be filled with the intention of achieving the goals of the municipality as set out in the Employment Equity Plan.
5. TRAINING AND DEVELOPMENT:
The municipality will ensure that the following practi adhered to: · Cultivating pool of own skills deemed necessary to overcome skills shortages by providing bursaries for all municipal employees. · Training and development of staff that will be linked to Performance Management. · Induction, orientation and mentoring of employees from the designated groups to suit their needs and maximize performance of their duties.
45 · Liaising with managers to ensure that the training provided is related to the competencies required to enhance job performance. · Liaising with training providers to ensure that their training contributes meaningfully to career development of employees.
6. DISPUTE RESOLUTION:
All disputes arising from the implementation of the Employment Equity Policy and Plan whether individual or collective will be handled in terms of the municipal grievance procedures and procedures as outlined in the Labour Relations Act.
7. REPORTING, MONITORING AND EVALUATION:
Indaka Municipality will report to the Director Genera of the Department of Labour in accordance with requirements of the Act, as defined by the related Employment Equity Act Regulations. The report will be presented to the Employment Equity Forum before submission to Indaka Municipality. The municipality wi l place workplace copies of the most recent Employment Equity report to the Director General of the Department of Labour. Performance monitoring will be done to determine efficiency of the employees and to ensure that employees are placed with regard to their abilities and identify areas where further development and training is necessary. Performance evaluation of employees will be implemented in accordance with the provisions of the Employment Equity Act and other related relevant prescripts.
46 8. CONCLUSION:
The legacy of racial discrimination, gender, disability, stereotyping and the compulsion to implement the Employment Equity as a statutory requirement, results in individuals from the historically disadvantaged groups having to face hostility on the job. Members of these groups are often stigmatized as token appointees and are seen to be unworthy of their jobs. Their levels of competencies and qualifications are often doubted even when black people, women or persons with disabilities are better at their jobs than anybody else. This policy serves to emphasize and ensure that equality for designated groups is implemented at all levels of the municipality and also that unfair labour practices and discrimination is eliminated.
47 EMPLOYMENT EQUITY PLAN
5-YEAR PLAN (2006 – 2011)
Incorporating Progress Report for INDAKA MUNICIPALITY 2006 - 2011
48 1. RECRUITMENT:
Notes:
No. Objective Strategy Recommended Action/s Measurement Timing & Responsibility
1. To secure access of the - Municipality should - Recruitment policy should - Increase in the suitable qualified disclose its policy be reviewed in order to representation of candidates into municipality regarding Affirmative align it with the people from employment across the Action Employment Equity Plan Designated Group diversity spectrum at all across all occupational levels and - Recruitment strategy occupational categories: that targets PDI’s - People from Designated categories © Black / Africans, should be provided with Group need to be © Coloureds & Indians accelerated targeted aggressively. © Females development. © People with disabilities
Achievement
Barriers:
49 2. ADVERTISING POSITIONS
No. Objective Strategy Recommended Measurement Timing & Action/s Responsibility
2.1 - To promote - Select the - Ensure that advertising - Increase in the transparency and appropriate agencies use the correct candidates from to give advertising media wording for advertised designated groups opportunities to positions Previously Disadvantaged Individuals
Achievement
Barriers:
50 3. SELECTION CRITERIA AND APPOINTMENTS
No. Objective Strategy Recommended Measurement Timing & Action/s Responsibility
3.1 To select and appoint - Recruitment policies - Selection of employees - Increased candidates for should accommodate should be in line with representation from employment fairly. selection of applicants the provision of Section designated groups from the designated 56 and 57 of the groups and candidates Municipal Systems Act who are physically of 2000 challenged
Achievement
Barriers:
4. JOB CLASSIFICATION AND GRADING
No. Objective Strategy Recommended Action/s Measurement Timing & Responsibility
4.1 To clarify the demands of the - Develop job description - Consult KWANALOGA on - Properly aligned job and the level at which it in line with the grade of technical matters relating job titles and job pitches within the Municipality the position to job descriptions grades
Comments
Barriers
51 5. TERMS AND CONDITIONS OF EMPLOYMENT
No. Objective Strategy Recommended Action/s Measurement Timing & Responsibility
5.1 To comply with the Basic - Align employment contracts - HR Department need to - To up-to-date Conditions of Employment as per the requirement of consistently update employment Act(BCEA) BCEA policies as per the contracts requirements of the BCEA
Comments
Barriers
6. TRAINING AND DEVELOPMENT
No. Objective Strategy Recommended Action/s Measurement Timing & Responsibility 6.1 To capacitate all employees - To implement WSP - Engage officials in - Improved results with the aim to improve training and development from performance service delivery as per WSP. management
Comments
Barriers
52 7. HIV/AIDS EDUCATION AND PREVENTION PROGRAMME
No. Objective Strategy Recommended Action/s Measurement Timing & Responsibility
9.1 Municipality staff and the - To implement community - Promote HIV prevention - Decrease in community at large need awareness programmes with HIV/AIDS to be capacitated the aim of achieving IDP’s infections regularly targets 9.2 To achieve the targets as - Implement community - Engage Community - Decrease in set out in the IDP awareness programmes with Liaison and clinics so as HIV/AIDS the aim of achieving IDP to facilitate HIV/AIDS infections targets programme
Comments
Barriers
53 10. WORK ENVIRONMENT AND FACILITIES
No. Objective Strategy Recommended Action/s Measurement Timing & Responsibility
10.1 To provide easy access to the - Review structural designs - Renovation of existing - Increased access administration building and for all buildings so as to buildings and building of to buildings by all ablution facilities by all accommodate all types of new structures in order to types of people stakeholders including people people accommodate all types of with disabilities people.
Comments
Barriers
11. JOB ASSIGNMENT
No. Objective Strategy Recommended Measurement Timing & Action/s Responsibility
11.1 To strive towards recruiting - Use targeted selection - To introduce - Increased number people with disabilities and method learnership with disabilities and females programmes with females emphasis on people with disabilities and females.
Achievements / Comments
54 Barriers
12. PERFORMANCE AND EVALUATION SYSTEM
No. Objective Strategy Recommended Action/s Measurement Timing & Responsibility
12.1 To provide an effective To develop Performance To workshop all stakeholders Assessment results performance management Management Plan in the implementation of the in June 2007 tool which is understandable Plan and transparent to all employees.
Comments
Barriers:
55 14. CORPORATE CULTURE
No. Objective Strategy Recommended Measurement Timing & Action/s Responsibility
14.1 To comply with the - Implement Batho Pele - The municipality - Improved customer requirements of Batho Pele principles should have its own service Principles code of conduct.
Comments / Barriers
15. SUCCESSION & EXPERIENCE PLANNING
No. Objective Strategy Recommended Measurement Timing & Action/s Responsibility
15.1 To streamline the - To target employees from - To revise HR - Achievement of EE succession & experience designated groups policies so as to targets planning of Municipal accommodate employees, with emphases people from on the designated groups. designated groups.
Comments / Barriers
56 16. RETENTION MEASURES
No. Objective Strategy Recommended Measurement Timing & Action/s Responsibility
16.1 To retain employees, - Implementation on - Municipality should - Number of Learner especially those with WSP invest in employee ships in WSP potential to advance as development Programme well as employees from the designated groups
Comments
17. REMUNERATION
No. Objective Strategy Recommended Measurement Timing & Action/s Responsibility
17.1 To ensure equity in the - Offer market related - Align remuneration - Equitable internal compensation packages packages with the rest remuneration system and also in of other similar packages accordance with the structures within Local Employment Equity Act and Government the Basic Conditions of Employment Act.
Comments / Barriers
57 Department of Community Safety and Liaison
Vision
The people of Kwa-Zulu Natal live in a safe and secure environment.
Mission
Be the lead agency in driving the intergration of comm ety initiatives, towards a crime-free Kwa-zulu-Natal.
Strategic Objectives and strategies
1. Crime Prevention
The white paper on safety and security (1998:14) defines crime prevention as:
“All activities which reduce or prevent the occurrence specific crime types (i) firstly by altering the environment in which they occur, (ii) secondly by changing the conditions which are thought to cause them and (iii) thirdly by providing a strong deterrent in the form of an effective criminal justice system.”
The DCSL (March 2006) further says that “crime prevention addresses the issues of identifying, understanding and responding to crime.”
Community Safety (CS)
According to the UK National Safety Plan (2006-2009), ii Community Safety is a complex and variable concept that comprise: o Community Safety activities are defined by local community priorities, therefore it is important to understand all dynamics within communities. o The focus is not only on reduction of safety problems (reaction) but also to introduce social and economic changes as ways to prevent safety problems within a community. o CS activities focus on the improvement of the “quality of life” of the community by changing the community’s physical and social environment.
The CS unit (2005)iii reinforces the importance of com nity safety as a mechanisms for the need of multi-disciplinary and –agency partnership approach with communities and different sectors. The Department of Community Safety and Liaison (DCSL, 2006)iv refers to community safety as: “the interrelated work of both social crime prevention and safety oversight” (Refer to definition on safety oversight and social crime prevention).
58 Safety oversight Based on a recent conference paper entitled “improving Community Safety through a Local Government-led Networking Approach” (2006) presented by the DCSL, Safety Oversight: “Addresses issue relating to the effectiveness and accountability of structures involved in safety work. This includes the monitoring and evaluation (M&E) of key departments and projects involved in the provision of community safety”-primarily the Criminal Justice System (CJS) (includes SAPS and the Department of Justice and Constitutional Development, but also the Department of Social Development or Welfare, Education, Health etc.) to ensure their accountability and efficiency in respect of the implementation of their mandates and actual safety impact. Social Crime Prevention (SCP) Introduced by the White Paper for Safety and Security (1998-2004) as “any activity addressing the soicio-economic and environmental causes of crime”, social crime prevention thus offers a broad developmental approach to crime reduction work that cuts across all areas of Local Government’s work. The terms, social crime prevention and community safety, are used interchangeably as both aim to improve the quality of life. In service delivery terms, SCP work may be divided into tow (2) broad types of actions:
i) Immediate Actions – where urgent action is required, often to deal with an emergency situation that the responsible department or a number of departments and civil societ organizations has the resources to address. This may include routine service delivery or involve the municipality having to coordinate a new multi-agency effort address an urgent safety need. ii) Planned Actions –where action requires planning because it entails the design of project, the coordination of multi-agency efforts where necessary, and a process of prioritization of the act to secure funds. It is this type of SCP action that would be undertaken through the IDP process and form part of the Safety Plan of a municipality’s IDP Partnership
“A partnership is a formal agreement between institutions to work together, share costs and benefits and re-align their policies, plans and activities in pursuit of a common objective. (Local Crime Prevention Toolkit Strategic Workbook: Chapter 3,2006- unpublished)
· Komani
59 21. PROJECTS WITH FUNDS
NKPA SERVICE DELIVERY AND INFRASTRUCTURE
HOUSING
PROJECT FUNDS YEAR DEPARTMENT Mhlumayo Housing R44 000 000 2009/2010 Housing KwaHlathi R44 000 000 2009/2010 Housing Uitval R44 000 000 2009/2010 Housing Housing Consumer Education R44 000 000 2009/2010 Housing Vaalkop R44 000 000 2009/2010 Housing
SOCIAL SERVICES
PROJECT FUNDS YEAR DEPARTMENT Promotions and special functions R56 573.88 2009/2010 Indaka Sports Fund R500 000 2009/2010 Indaka Social services aid R200 000 2009/2010 Indaka Youth Fund R118 000 2009/2010 Indaka Peace Fund R 620 000 2009/2010 Indaka Gender Fund R150 000 2009/2010 Indaka Disabled R 40 000 2009/2010 Indaka Religious Promotions R 60 000 2009/2010 Indaka Pauper Burial R650 000 2009/2010 Indaka HIV/AIDS R258 000 2009/2010 Indaka
ELECTRICITY
PROJECT FUNDS BENEFICIARIES YEAR DEPARTMENT Mteyi electrification R1,424 736 272 2009/2010 Eskom Limehill Electrification R1,912 256 339 2009/2010 Eskom Spandikron Electrification R1,3 75 044 279 2009/2010 Eskom Tholeni extention R2,647 200 517 2009/2010 Eskom Vaalkop R1,255 525 207 2009/2010 Eskom Qibukhowe R274,328 50 2009/2010 Eskom Emhlumayo #3 R2,357,322 322 2009/2010 Eskom
60 WATER AND SANITATION
PROJECT FUNDS YEAR DEPARTMENT Indaka Bulk R400 000 00 2009/2010 Uthukela District Indaka Bullk water audit R498 000 00 2009/2010 Uthukela District Hwebede Sanitation R179 368 00 2009/2010 Uthukela District KwaHlathi Sanitation R1 000 000 00 2009/2010
ROADS
PROJECT FUNDS YEAR DEPARTMENT Ilenge phase 4 R2 500 000 2009/2010 MIG Ekuvukeni Tarring phase 1 R3 000 000 2009/2010 MIG Umgejakazi phase R2 500 000 2009/2010 MIG Esitezi Road R3 500 000 2009/2010 MIG Emabhekazi Road phase 2 R2 000 000 2009/2010 MIG Umbelebele phase 2 R2 000 000 2009/2010 MIG Waaihoek Access Roads phase 1 R2 500 000 2009/2010 MIG Embangeni Road Phase 2 R2 000 000 2009/2010 MIG Ezihlabathini Road phase 1 R2 000 000 2009/2010 MIG Inkinga Road Phase 2 R2 000 000 2009/2010 MIG Nazareth Access Road Phase 2 R2 500 000 2009/2010 MIG Jwili Road Phase 1 R1 500 000 2009/2010 MIG Limehill Access Road Phase 2 R2 500 000 2009/2010 MIG Kay Road (jikishoba) new roads 3km R650 000 2009/2010 Dept. of Transport Sidibe (new roads) 3km R812 500 2009/2010 Dept. of Transport Khuzeni (new roads) 3 km R650 000 2009/2010 Dept. of Transport Regravelling P 361 Elenge 6km R1 000 000 2009/2010 Dept. of Transport Patch Gravel P 355 Fitty Park1.7km R86 303 2009/2010 Dept. of Transport
Patch gravel L 2089 Stanford R386 303 2009/2010 Dept. of Transport Regravelling L457 Uhwebede R750 000 2009/2010 Dept. of Transport Regravelling P91 Kamelkop R 1 000 000 2009/2010 Dept. of Transport 2009/2010 Dept. of Transport
61 Halls and Crèches
PROJECT FUNDS YEAR DEPARTMENT Community Halls ward 10 R380 000 2009/2010 MIG Community Halls ward 9 R380 000 2009/2010 MIG Creche ward 2 R430 000 2009/2010 MIG Creche ward 5 R430 000 2009/2010 MIG Creche ward 1 R430 000 2009/2010 MIG Market stall makhasi R700 000 2009/2010 MIG Market stall ward 2 R700 000 2009/2010 MIG
NKPA: Local Economic Development
PROJECT FUNDS YEAR DEPARTMENT Ilenge Cannibalism route R1 000 000 2009/2010 Rural Development MPCC R4 000 000 2009/2010 DTLGA Provision of free basic services R2 990 000 2009/2010 DTLGA Sport R90 000 2009/2010 Indaka LM Arts and Craft R90 000 2009/2010 Ekuvukeni taxi Rank R1,800 000 2009/2010 DTLGA Ubuhlebesizwe R256 048 2009/2010 Social Development Sothukela:HIV/AIDSSewing Ubuhlebesizwe R160 000 2009/2010 Social Development Sothukela:KwahlathiSoup kitchen Ubuhlebesizwe Sothukela:Limehill R250 000 2009/2010 Social Development Soup kitchen Ubuhlebesizwe Sothukela:Nazareth R250 000 2009/2010 Social Development South kitchen Ubuhlebesizwe Sothukela;Tholeni R250 000 2009/2010 Social Development Soup kitchen Ubuhlebesizwe Sothukela:Uitval R500 000 2009/2010 Social Development Soup kitchen Sakhimpilo Home Base Care R634 000 2009/2010 Social Development Sicela impilo Soup kitchen R256 047 2009/2010 Social Development ezihlabathini
62 Qedindlala Soup kitchen & gardening R160 000 2009/2010 Social Development Soup kitchen & gardening Sizakancane poultry project Poultry R250 000 2009/2010 Social Development Zethembe sewing and weaving project R250 000 2009/2010 Social Development Sewing Hlanganani women’s empowerment R250 000 2009/2010 Social Development Sewing Bekithemba youth project Sewing R500 000 2009/2010 Social Development Zimele Women’s co-op Block making & R634 000 2009/2010 Social Development gardening LICODEC (Limehil Complex Dev. R256 048 2009/2010 Social Development Centre) Multi skills centre Market stalls-ward 4 R700 000 2009/2010 MIG Market stalls ward 2 R700 000 2009/2010 MIG Craft centre-Mhlumayo R80 000 2009/2010 NDA Gardning Mhlumayo R90 000 2009/2010 NDA Poultry- Limehill and Vaalkop R90 000 2009/2010 NDA Welding-Limehill and Ekuvukeni 30 0000 2009/2010 NDA Blockmaking-Limehill and Hlathi R60 000 2009/2010 NDA
63 NKPA: Governance
PROJECT FUNDS YEAR DEPARTMENT Public participation : Budget/ IDP R110 000 2009/2010
NKPA: Financial Viability
PROJECT FUNDS YEAR DEPARTMENT Valuation Roll R2,000,000 2009/2010 MSIG, DTLGA Financial Statements R150 000 2009/2010 MSIG
NKPA: Transformation and Institutional Development
PROJECT FUNDS YEAR DEPARTMENT Ward Committee training R50,000 2009/2010 UThukela DM Former R293 Staff Rationalization R41,620 2009/2010 DTLGA
64 22. PROJECTS WITHOUT FUNDS
NKPA SERVICE DELIVERY AND INFRASTRUCTURE
HOUSING
PROJECT FUNDS YEAR DEPARTMENT Limehill 2009/2010 Housing Nazareth 2009/2010 Housing Hlathi 2009/2010 Housing Sahlumbe 2009/2010 Housing Somshoek 2009/2010 Housing Mziyonke 2009/2010 Housing Mankandane 2009/2010 Housing Gcinalishone 2009/2010 Housing Oqungwini 2009/2010 Housing Mteyi 2009/2010 Housing Hlonyane 2009/2010 Housing Mjindini 2009/2010 Housing Kwashuzi 2009/2010 Housing KwaNcema/Komane/Jwili 2009/2010 Housing Mbondwane/Ntshele/Nkungwini 2009/2010 Housing Ngedlengedleni/Magodleni/Dalkosi 2009/2010 Housing Somshoek/Esikoko 2009/2010 Housing Lenge/Giba 2009/2010 Housing Cancane/Machibini/Mkhumbane 2009/2010 Housing Mahlabathini/Cwebelele 2009/2010 Housing Zwelisha/Mngwenya 2009/2010 Housing Madazane/Ushikishi 2009/2010 Housing Mziyonke/Mankandane 2009/2010 Housing
65 ELECTRICITY
PROJECT FUNDS BENEFICIARIES YEAR DEPARTMENT Mabhekazi 2009/2010 Eskom Oqungweni 2009/2010 Eskom Waaihoek 2009/2010 Eskom Shuzi 2009/2010 Eskom Ehlonyane 2009/2010 Eskom Emkhalandoda 2009/2010 Eskom Limehill Apollo lights 2009/2010 Eskom Tholeni Apollo lights 2009/2010 Eskom Somsoek streets lights 2009/2010 Eskom Gcinalishone 2009/2010 Eskom Emangweni 2009/2010 Eskom Okhozini 2009/2010 Eskom Okhalweni 2009/2010 Eskom Kwaphobane 2009/2010 Eskom Emsusampi 2009/2010 Eskom
WATER AND SANITATION PROJECT FUNDS YEAR DEPARTMENT Komani 2009/2010 Uthukela DM Mabhekazi 2009/2010 Uthukela DM Waaihoek 2009/2010 Uthukela DM Msusampi 2009/2010 Uthukela DM Emakegeni 2009/2010 Uthukela DM Emanqomfini 2009/2010 Uthukela DM Stormwater drainage emfundeni 2009/2010 Uthukela DM Registration of waste and disposal site 2009/2010 Uthukela DM in ward 5 5 dams in ward 9 2009/2010 Uthukela DM
66 ROADS
PROJECT FUNDS YEAR DEPARTMENT Tholeni access road 2009/2010 Stanford access road 2009/2010 Ehlabathini emathuneni road 2009/2010 Emahlabathini emathuneni road 2009/2010 Hlathi no.2 road 2009/2010 Emngceleni phase 2 road 2009/2010 Lubelo road 2009/2010 Vaalkop access road 2009/2010 Makhasi access road 2009/2010 Esigcakini access road 2009/2010 Kwacilo access road 2009/2010 Entabeni access road 2009/2010 Ekuvukeni/Spandikron road 2009/2010 Dalkosi road 2009/2010 Ndayi road 2009/2010 Ugudlintaba/shozi road 2009/2010 Umkhunjana/Mziyonke road 2009/2010 Oqugwini (Kwazimba) r road 2009/2010 Emjindini (esijozi) 2009/2010 Emabhasini road 2009/2010 Kwamankandane road 2009/2010 Stezi 2 road 2009/2010 Emakegeni road 2009/2010 Okhozini road 2009/2010 Construction of vuma low level ward 2009/2010 6 bridge Construction of low level bridged 2009/2010 limehill
67 Halls and Crèches
PROJECT FUNDS YEAR DEPARTMENT Ehlabathini creche 2009/2010 Sizananai Creche 2009/2010 Rockcliff Creche 2009/2010 Emgababa creche 2009/2010 Emachibini hall 2009/2010 Ehlonjane creche 2009/2010 Emkhalandoda creche 2009/2010 Kwamankandane creche 2009/2010 Emangweni creche 2009/2010 Nogejane creche 2009/2010 Gcinalishone creche (emaqeleni) 2009/2010 Ondikazane creche 2009/2010 Emjindini creche 2009/2010 Oqugwini creche 2009/2010 Hlonyana hall 2009/2010 Creche Ekvukeni 2009/2010 Msusampi crèche 2009/2010 Emanqomfini crèche 2009/2010
Schools
PROJECT FUNDS YEAR DEPARTMENT Emangweni 2009/2010 Oqugwini 2009/2010
NKPA: Local Economic Development PROJECT FUNDS YEAR DEPARTMENT Poultry project ward 2 and 4 2009/2010 Blockmaking projects 2009/2010 Piggery 2009/2010 Beef farming 2009/2010 Goat farmining 2009/2010 Tholeni chillies project 2009/2010 Develop of SMME’s 2009/2010
68 Ekuvukeni shopping centre 2009/2010 Waaihoek shopping centre 2009/2010 Mhlumayo shopping centre 2009/2010 Car Wash ward 5 2009/2010 Picnic site ward 3 2009/2010 Somshoek irrigation 2009/2010 Inhlambamasoka vegetable gardens 2009/2010 Ehlonyana gardening 2009/2010 Gcinalishone gardening 2009/2010 Emangweni gardening 2009/2010 Market stall ekuvukeni 2009/2010 Umzamo Womama Poultry Club 2009/2010 Cause way Poultry Club 2009/2010 Mtebheni gardening 2009/2010
NKPA: Transformation and Institutional Development PROJECT FUNDS YEAR DEPARTMENT Bursary policy 2009/2010 DBSA Employee Assistant Policy 2009/2010 DBSA Staff establishment Policy 2009/2010 DBSA Implementation of filling system 2009/2010 DBSA Review of work skills plan 2009/2010 DBSA
MKPA: Planning services Project Funds Year Department Town Planning Scheme 2009/2010 Indaka Land disposal policy 2009/2010 Indaka New cemetery site fencing 2009/2010 Indaka Sub-division of land 2009/2010 Indaka
69 Sand mining 2009/2010 Indaka Traffic Department 2009/2010 Indaka New building fencing 2009/2010 Indaka
1. THE FINANCIAL FRAMEWORK
1.1. Introduction Indaka Municipality is a Local Municipality within Uth ct Municipality which has limited urban development within its area of jurisdiction. The sources of income available for Indaka Municipality are refuse removal, burial fees, services and rates income which will increase once the townships and towns are formalized. The payment for services is very poor as most households are unemployed, however the Municipality ensures that it uses its limited resources in a sustainable manor and in line with Municipal Finance Management Act..
1.2. Financial Guidelines and Strategies
The guidelines and strategies considered during the strategies phase were designed, inter alia, to:
• Expand the revenue base of the Indaka Municipality; • Develop a financial structure for the institutional se on of the Municipality and staff it on a prioritized basis as funding became available; • Centralize information and specialist skills within the Municipality with and access capacity support from the District Municipality; • Ensure the implementation of standard institutional policies and procedures to direct the operation of the Municipality; and • The strategies were all developed to address identified objectives and provide a step-by-step or sequential process with timeframes to the finalization of each step.
70 1.3. Financial M anagement Arrangements
• All expenditure will be incurred in the Municipality in accordance • All consumers are to be issued with statements in 1.3. with the operational budgetary provision. accordance with the payment arrangement laid down by • Development of the operational budget on an annual basis will be the Municipality FINANCIAL undertaken in consultation with affected • A credit control policy is to be approved by Council in communities/stakeholders in accordance with guidelines laid terms of which strict debt collection procedures will e down in the Municipal Finance Management Act. enforced including the engagement of legal proceedings • Approval of expenditure and effecting of payment in accordance to elicit payment with documented delegations of authority in line with MFMA. • The top 20 of Consumers to be subject to an inspection • The principle of separation of duties will be observed at all times – MANAGEMENT i.e. a person involved in billing of services and issu of on at least a biannual basis statements cannot be responsible for the collection of revenue. • A monthly report to be submitted to Council reflecting • Each financial official has been provided with a job d n actual revenue and actual expenditure to date against outlining his/her duties – acceptance of the responsibilities budget, explanation of significant variances, and cash flow encapsulated in the job description to be by affixed s nature projection • On a monthly basis a cash flow projection will be comp ed for the ensuing six monthly period to facilitate managemen of cash • An internal audit function reporting directly to the flow Municipal Manager will provide an independent review • A preferred list of suppliers/service providers, based on the facility of the financial management function ARRANGEMENTS principle of supporting the local economy, will be pre ared – purchase from any other supplier/service provider will have to be motivated prior to purchase • Where required, tenders will be called for from the list of approved suppliers/service providers; unless specifically excluded, all other purchases require the prior securing of three quotatio in line with Supply Chain Management policy. • Terms of payment will be negotiated with creditors and advantage taken of cash discounts only when economically justified and possible in terms of cash flow • Stocktaking of stores items is to be undertaken on a quarterly basis and any significant variances reported to Council • On an annual basis the asset register, which is updated as assets are acquired/disposed of during the year, is to be reconciled with a physical stock take of assets
71 1.22. CONSOLIDATED
INDAKA MUNICIPALIT Y CONSOLIDATED THREE YEAR BUDGET
IN CO M E 2008/2009 2009/2010 2010/2011 FIVE
IN COM E YEAR
O PERATIN G IN CO M E 20,5 09,279 2 6,69 1,2 79 4 3,17 0,2 79 BUDGET FREE BASIC SERVICES 4,0 81,591 4,265,263 4,457,199
H O U SIN G GRAN T
AD M IN ISTRATIO N - REN TS 5 2,02 4 5 4,62 5 (INCOME)
ECO N O M IC SERV ICES 1,0 18,986 1,06 9,9 35 1,12 3,4 32
CO N DITIO N AL GRAN TS 9,6 10,000 13,4 84,0 00 15,248 ,000
TO TAL IN CO M E
72 1.23. CONSOLIDATED
INDAKA MUNICIPALITY CONSOLIDAT ED T HREE YEAR BUDGET
EXPEN DITU RE 2008/2009 2009/2010 2010/2011 FIVE YEAR
EXPEN DITURE BUDGET
SALARIES AN D W AGES 13 ,2 55 ,891 14,8 21,080 1 5,71 0,3 45
GEN ERAL EXPEN SES 5,3 00,846 5,6 20,800 5,90 1,8 40 (EXPENDITURE) O PERATIO N S AN D M AIN TEN AN CE 4,1 69,780 4,3 57,151 4,55 3,223
CO N TRIBU TIO N S TO FU N DS & RESERVES 13 ,7 27 .247 14,9 22,583 1 5,66 8,7 12
TO TAL EXPEN DITU RE 1 3,4 53 ,7 46 3 9,7 21,6 14 41,826 ,120
73 INDAKA LOCAL MUNICIPALITY-BUDGET SUMMARY : 2008/2009 -2010/2011 1.24. FIVE
INCO M E 2008/2009 2009/2010 2010/2011 YEAR BUDGET
E Q U IT A B L E SH A R E R 21 ,94 7,00 0 R 26,69 1,27 9 R 3 4,1 70,2 79
R 293 G R A N T SUMMARY G R A N T C O U N C . S A L A R IE S R 98 6,00 0 R 1,03 1,00 0 R 1,077 ,0 00
IN T E R E ST I N C O M E
FR E E B A SI C SE R V I C E S R 28 00,00 0 R 2,031 ,7 31 .2 0 R 2 ,031,73 1.20
A D M IN IST R A T I O N (INCOME)
E C O N O M IC SE R V IC E S
M IG R 8 ,625.00 0 R 11,74 9,00 0 R 1 3,2 63,0 00
H O U S IN G G R A N T
C O N D I T IO N A L G R A N T S R 9 85,00 0 R 1,73 5,00 0 R 1,985 ,0 00
T O T A L IN C O M E R 35 ,3 43,0 00 R 4 3,2 38,0 10.2 0 R 52 ,52 7,01 0.20
74 W AG ES EX PE NS ES M AIN T E NAN CE C O NT RIBUT IO N E XPE ND IT U RE 1.25. FIVE CO M MU NITY SE RVICE S 5 11,7 20 298 ,6 00
CO RP O RAT E SER VIC E S 1,4 01,6 48 2,9 61,5 87 26,2 00 YEAR CE ME TE RIES - 1 0,00 0 - 10,0 00
PU BL IC H A LLS 7 1,06 5 1 2,84 3 - 83,9 08
MA NA GE R'S OF FIC E 9 29,7 99 4 77,9 31 - 1 ,4 07,7 30 BUDGET
EN G INE ER ING SE R VIC ES 2,656,0 86 3 98,9 00 3 01,0 00 3 35,000 3 ,6 90,9 86
FR EE BA SIC S ERV IC ES - - - 4,331,448 4 ,3 31,4 48
RE FU SE RE MO VA L - 2 43,3 00 - 2 43,3 00
LIB RA RY SE RV ICE S 2 12,3 62 5 1,95 4 - 3 50,6 64 SUMMARY
SEW ERA GE DISP OS AL - - - -
FINA NC IAL SE RVICE S 1,134,8 22 2 55,0 00 - 1,564,000 2 ,8 21,4 18
DE VE LO PME N T A ND P LAN 1,12 0,84 6 8 65,4 40 - 1 80,000 1 ,6 11,3 62
HO US ING MA NAG E R 5 65,1 25 8 4,84 0 - 7 63,3 48 (DEPARTMENTAL
INT E RN AL AU DIT U NIT 2 29,6 59 2 6,00 0 10,0 00 2 16,0 00
MA YO RA L S ER VIC ES 4,44 5,04 4 2 6,84 0 10,0 00 2 26,8 40
CO ND IT IO NAL PR O JEC TS 5,605,000 5 ,6 05,0 00
TOTAL EXPENDITURE EXP)
75 1.26. INDAKA LOCAL MUNICIP AL ITY-BUDGET SUMMARY - 2007/2008 FINANCIAL YEAR FIVE
EX PE NDIT UR E SAL AR IE S & GE N ER AL RE PAIRS & C APIT AL T OT AL YEAR MAINT E NAN W AG ES EX PE NS ES CE C O NT RIBUT IO N E XPE ND IT U RE BUDGET
CO M MU NITY SE RVICE S 51 1,72 0 298 ,6 00 810 ,32 0 SUMMARY CO RP O RAT E SER VIC E S 1 ,401 ,64 8 2 ,96 1,58 7 26,200 4,389,4 35
CE ME TE RIES - - -
PU BL IC H A LLS 79,849 7 ,253 - 87,1 02
MA NA GE R'S OF FIC E 652 ,90 4 40 3,00 7 - 10,55,9 11 (DEPARTMRNTAL EN G INE ER ING SE R VIC ES 2 ,64 1,08 5.7 0 40 1,98 4 151 ,0 00 3,19 4,06 9.7 0
FR EE BA SIC S ERV IC ES - 4,331 ,448 - 4,331 ,448
RE FU SE RE MO VA L - 243 ,30 0 - 243 ,30 0
LIB RA RY SE RV ICE S 328 ,58 1 48 ,0 00 - 376 ,58 1
SEW ERA GE DISP OS AL - - - -
FINA NC IAL SE RVICE S 1 ,192 ,34 6 20 8,10 0 - 1,400,4 46
DE VE LO PME N T A ND P LAN 624 ,32 7 1,172,305 - 1,796,6 32 EXP) HO US ING MA NAG E R 766 ,85 7 56 ,220 - 823,077
INT E RN AL AU DIT U NIT 1 90,8 00 22 120 10,600 212 ,92 0
MA YO RS OF FICE 3,60 4,33 3 2,813 3,607,1 46
76 1.27.
INDAKA LO CAL MUNICIPALITY-BUDGET SUMMARY - 2008/2009 FINAN CIAL YEAR THREE
EXPE NDITUR E S ALARIE S & G ENERA L R EPAIRS & CAP ITAL TO TAL WAG ES EX PENS ES M AINTE NANCE CO NTRIBU TION EX PENDITURE YEAR
EXPE NDITUR E
COMMUN ITY SER VICE S 689,306 156,060 440,935 1,286,301 BUDGET CORP ORA TE SERVICES 1,861,012.42 2,260,995 14,722.81 0.00 4,136,730.23
CEMETERIES - - - - -
PUBLIC HALLS 58,476 67,326 - 125,802
MANAG ER'S O FFICE 774,338 26,779 - - 801,117 SUMMARY
ENG INEERING SER VICE S 2,547,985.16 798,613.29 172,813.52 30,211.20 3,549,623.17
FREE BASIC SER VICES - 2,799,865.99 2,799,865.99
REFU SE REMO VAL - 215,040 215,040 (DEPARTMENTAL LIBRA RY SE RVIC ES 212,362 17,852 230,214
SEWE RAG E DIS PO SAL - -
FINAN CIAL SERV ICES 1,166,531.91 634,334.24 2,608,466.89 4,409,333.05
DEVE LO PMENT A ND P LAN 1,149,067.51 594,720.50 - 10,647,634.35 12,391,244.36
HOUS ING MA NAGE R 574,923 15,870 590,793
INTER NAL A UDIT UNIT 229,659 - - 229,659 EXP)
MAYO RAL S ERVICES 4,655,517 5,902 4,661,418
COND ITION AL PRO JEC TS 8,625,000 8,625,000
TO TAL EXP ENDITU RE 13,229,872 8,126,604.02 343,596.33 22,352,274.44 44,052,319.79
77 1.28.THREE
INDAKA LO CAL MU NICIP ALITY-BUDGE T SUMMAR Y : 2009/2010 FIN ANCIAL YEA R
EXP ENDITURE SALARIES & GE NERAL REP AIRS & CA PITAL TOTA L
WAGE S EXP ENSES MAIN TENAN CE CO NTR IBUTIO N EX PENDITURE YEAR EXP ENDITURE
CO MMU NITY SE RVICES 720,325.81 163,082.42 460,776.79 1,344,182.02 BUDGET
CO RPOR ATE SER VICE S 1,926,393 1,821,375.94 15,385.34 3,763,153.32 CEME TERIES - - - -
PUB LIC HALLS 61,985 70,355 - - 132,340 SUMMARY MANA GER'S O FFIC E 788,998 27,984 .26 - - 816,982.42
ENG INEERING SE RVICES 2,670,463 915,894 180,590 3,766,947
FRE E BAS IC SE RVICES - 1,339,402.64 - -
REFUSE RE MOVA L - 224,772.03 - - - (DEPARTMENTAL LIB RARY S ERVICES 225,104 18,655 - - 243,759
SEW ERAG E D ISPOSA L - - - - -
FINA NCIAL SE RVICES 1,202,911 562,290.11 - 2,725,710.60 4,490,912.11
DEV ELO PMENT AND PLA N 1,188,907 197,521 - 1,386,428
HO USING MANAG ER 599,032 16,584 - - 615,616
INTE RNAL AUDIT UNIT 243,438 - 243,438 EXP)
MAYO RAL SERVICES 4,117,747 6,167 - 4,717,914
CO NDITIO NAL P RO JE CTS - - - 11,749,000 11,749,000
TO TAL EX PENDITURE 13,024,978.94 5,915,159.79 359,057.76 14,935,487.39 34,234,682.94
78 1.29.
INDA KA LOCAL M UNICIPALITY-BU DG ET SUMMA RY : 2010/2011 FINANCIAL YE AR THREE
EX PENDITURE S ALARIE S & G ENER AL R EPAIRS & CAP ITAL TO TAL
WAG ES E XPENS ES M AINTE NANCE CO NTRIBU TION EXP ENDITU RE
EX PENDITURE YEAR
CO MMUNITY S ERVICES 752,739.43 170,421.13 481,511.75 1,404,672.30 BUDGET CO RPO RATE SE RVICES 2,041,977.33 1,903,336.81 16,077.68 3,961,391.11
CE METER IE S - - - -
PU BLIC HA LLS 65,704 73,521 - - 139,225
MAN AGE R'S OFFICE 836,338.10 29,244.55 - - 865,581.65 SUMMARY
EN GINEE RING S ERVICES 2,830,691.05 957,108.91 188,717.68 32,991.39 4,009,508.03
FREE BA SIC S ERVICE S - 1,399,675.76 - - 1,399,675.76
RE FUSE REMOV AL - 234,843.52 - - 234,843.52
LIBRARY SERVICES 238,610 19,495 - - 258,105 (DEPARTMENTAL SEW ERA GE DISPOS AL - - - - -
FINANCIAL S ERVICES 1,275,086.08 587,593.17 - 2,848,376.58 4,711,046.83
DE VELOPMEN T AND PLAN 1,259,383.03 206,409.45 - 11,627,482.90 13,093,275.38
HO USING MANAG ER 634,974 17,331 - - 652,304
INTERNAL AUDIT UNIT 258,044 - 258,044
MAY ORA L SER VICE S 4,994,451 6,445 - -5,000,896
CO NDITIO NAL PROJECTS - - 13,263,000 13,263,000 EXP)
TOTA L E XPEND ITURE 14,435,258.59 6,187,743.60 375,216.49 28,253,362.62 49,251,581.30
79 IND AKA M UNICIPA LITY
THREE Y EAR CAP ITAL INV ESTM ENT PLAN 1.30.
CAPITAL / CO N D ITIO N AL GRAN TS 2008/2009 2009/2010 2010/2011 FIVE
Free Basic Electricity (Equitable share) 2,252,992 2,365,641 2,483,924
Free Basic Services (Equitable share) 2,338,343 2,455,260 2,578,023 YEAR
Furniture Boar d Room 190,800 200,340 210,357
Equipment Com mittee Room 53,000 55,650 58,433 CAPITAL O ffice fur niture and equipment 37,100 38,955 40,903
Vehicles 614,600 645,330 677,597
Vehicles( Grader, D ozer) 127,200 133,560 140,238
W aste M anagement 220,000 231,000 242,550 INVESTMENT
W ater W aste M anagement 275,000 288,750 303,188
Envir onmental Pr otection 110,000 115,500 121,275
H R Structure / H R Policies (M AP) 106,000 111,300 116,865
Co mputer equipment 734,000 770,700 809,235
M FM A (FM G grant) 150,000 157,500 165,375
Financial System (M AP) 150,000 157,500 165,375 PLAN
Customer Care (M AP) 20,000 21,000 22,050
80 IN D A K A M U N IC IP A L IT Y
T H R E E Y E A R C A P IT A L IN V E S T M E N T P L A N - C O N T IN U E D 1.31.
CA PIT AL / CO N D IT IO N AL G RAN T S 2 0 0 8 /2 0 0 9 2 0 0 9 /2 0 1 0 2 0 1 0 /2 0 1 1 FIVE YEAR
A u d it C o m m it t ee a n d In te rn a l A u d it (M A P) 2 0 ,0 0 0 2 1 ,0 0 0 2 2 ,0 5 0
Fi n a n ci al St a te m en t s (M A P) 1 4 0 ,0 0 0 1 4 7 ,0 0 0 1 5 4 ,3 5 0
IN FRA ST RU CT U RE G RA N T 4 ,8 0 2 ,0 0 0 5 ,0 4 2 ,1 0 0 5 ,2 9 4 ,2 0 5 CAPITAL
ID P REV IEW 5 0 ,0 0 0 5 2 ,5 0 0 5 5 ,1 2 5
PM S - - -
PRO PERT Y RA T ES & V A LU A T IO N RO LL 2 0 0 ,0 0 0 2 1 0 ,0 0 0 2 2 0 ,5 0 0
IN T ERD EPT M O N IT O RIN G , M FM A , INVESTMENT D EBT M A N . 4 2 5 ,0 0 0 4 4 6 ,2 5 0 4 6 8 ,5 6 3
M U N ICIPA L D EV . IN FO R. SYST EM S SU PO RT G RA N T 2 5 0 ,0 0 0 2 6 2 ,5 0 0 2 7 5 ,6 2 5
C A PA CIT Y BU ILD IN G (D EV . & PLA N ) 5 0 ,0 0 0 5 2 ,5 0 0 5 5 ,1 2 5
SPA RT IA L G RA N T 5 0 ,0 0 0 5 2 ,5 0 0 5 5 ,1 2 5
D EV . A D M IN . & CA PA CIT Y BU ILD IN G 1 5 0 ,0 0 0 1 5 7 ,5 0 0 1 6 5 ,3 7 5 PLAN
T EC H N ICA L SU PPLY IN FO R. BAC K LO G S 1 0 0 ,0 0 0 1 0 5 ,0 0 0 1 1 0 ,2 5 0
L ED Str ate gy - - -
G R A N D T O T A L 1 3 ,6 1 6 ,0 3 4 .8 8 1 4 ,2 9 6 ,8 3 6 .6 2 1 5 ,0 1 1 ,6 7 8 .4 6
81 1.4. Finan cial G u id elines and Procedure s • Debtor, creditor and bank reconciliation to be com plied on a • All participants in capital projects (consulting engin , monthly basis and review ed by C hief F inancial O fficer. contractors etc) are to be engaged in term s of signed • Payment of services can be affected electronically, by deposit into municipal service provider contracts, duly approved by 1.4. the Municipality’s bank account, by payment at a service delivery Council and follow ing a transparent tender process centre or by cheque/postal order submitted in the mail • Ow nership of the capital project will vest in the FINANCIAL • On a daily basis an interim statement is to be obtaine from the Municipality upon completion and therefore provision m t bank to establish direct deposits, dishonored cheques tc and be made in the operational budget for the operation and Consumers accounts updated accordingly. maintenance of these assets • The debt collection process is to be strictly adhered and actions specified taken on due date • Payment to be effected on original invoice, duly authorized, only 1.6 Revenue R aising Strategies GUIDELINES and then only if accompanied by an approved order or r quisition • All Consumers m ust be to register and billed for services • Prior to an a order or requisition being forw arded to a supplier, an rendered. authorization process is follow ed including the verification of • An debts collection service to be instituted to monit r the availability of funds on the operational budget billing and payment of services. • No person authorizing the issuing of an order or requisition m ay • An adoption of credit control policy; part of the debt also be a signatory to the cheque affecting payment to the collection process is the levying of interest on outstanding supplier
payments AND • The financial system w ill be subject to a m onthly clos e at which • Fastracking of formalization of tow ns. point reconciliation’s will be finalized and m onth end journals • Attracting investors for property development in order to com pleted enhance rates incom e. PROCEDURES 1.5 Cap ital and O perational Finan cial S tra teg ies • Available monies are to be used in strict accordance w h the approved budgets • The Municipality must ensure the timeous submission of requests for funding to the responsible organizations • Funds allocated for a specific purpose are to be used r that purpose only • Where capital projects are to be funded by donor organizations, the Municipality m ust ensure that the funds have been ecured prior to their inclusion in the capital budget
82 1.7. Asset M anagem ent Strategies 1.8. Cost Effectiveness Strategies • A ll a sse ts w h e th e r fixe d o r m o ve a b le a re to b e re co rd e d in a D e ve lo p m e n t o f a fu n c tio n a l o rg a n iz a tio n a l stru ctu re th a t is a sse t re g iste r w h ic h is e le ctro n ica lly m a in ta in e d sta ffe d w ith a p p r o p ria te p e rso n n e l w h o co n trib u te to th e e ffica cy o f th e M u n icip a lity • T h e a ss e t re g is te r is u p d a te d w h e n a ss e ts a r e a cq u ir e d (p u rc h as e o r tra n s fe r o n ce a ca p ita l p ro je ct h as b e e n d ) T h e im p le m e n ta tio n o f in te r n a l c o n tro ls th a t e ns u re th e 1.7. o r d is p o se d o f m a n a g e m e n t o f s to ck h o ld ing (co n tr o l o ve r sh rin ka g e ), m a n a g e m e n t o f c a sh flo w to re d u ce u sa g e o f o v e rd ra ft fa cilitie s
• O n a n a n n u a l b as is a t le a st th e re m u st b e a re co n cilia tio n w ith a tte n d a n t p e n a l in te re s t ra te s a n d e n su re e ffic ie n t ASSET b e tw e e n th e p h y sica l a ss e t h o ld in g a n d th a t re fle cte d a sse t in ve stm e n t o f su rp lu s m o n ie s. re g is ter • W h e re ca p ita l a s se ts a re tra n sfe rre d fro m th e D istrict M u n icip a lity, MANAGEMENT b u d g e ta ry p ro visio n fo r th e o p e ra tio n a n d m a in te n a n ce th o se a sse ts m u st b e in c lu d e d STRATEGIES
83 84 1.9. WEBS ITE • The Municipality has constructed a web site which will be maintained by a dedicated personnel within the Municipality. The staff member will undergo an intensi e training by the services provider who setup the website. All issues of interest to the community will be includ d on the website by the Planning and Community Services department. The website will be user friendly and easy to use so that users can obtain full benefit there from.
1.10. POLICIES • All the financial policies will be revised to ensure that they comply with the most recent legislation and that they are in line with the current policies set by the Counc The following policies will be revised:- Subsistence and Traveling policy Credit control policy
Tariff policy 1.9. Investment and cash management policy Insurance policy WEBSITE Supply chain management policy Budget policy Asset management policy Risk management policy
The above policies should amongst other legislation, take into account the relevant sections in the Municipal Finance Management Act.
1.11.DEBT ORS • All consumer services debtors are to be followed up and collected in terms of the credit control policy. It is imperative to collect debtors so as to be able to unde ke service delivery. Sufficient provision will be made in the budget for the writing off of bad debts.
1.12. INVEST MENT S • All investments are to be made and recorded in the reg er in terms of the investment policy.
85 1.13. ANNUAL REPORT • An annual report will be compiled and issued in terms of the Municipal Finance Management Act. The report will be made available to the community and all other inter sted parties.
1.14. COMPUTER SYSTEM • The conversion of the Munsoft computer system to a we ased system will be continued to its finality. An information technology (IT) plan for the IT system will be drawn up for the next five years to comply with GAMAP/GRAP. • W hen the financial statements for the year ended 30 Ju e 2008 are compiled they need to comply with 1.13. GAMAP/GRAP. The GAMAP Implementation Plan will be followed to its conclusion.
1.15. BUDGET ANNUAL • The annual budget will be compiled in terms of the Mun al Finance Management Act and conform to the Budget Reform format. A budget programme will be drawn up with time frames and responsible persons. • The budget will be reviewed regularly during the year and the expenditure and income will be monitored on a monthly basis. If necessary the budget will be amended ring the financial year in the form of the adjustments budget. REPORT
1.16. MUNICIPAL FINANCE MANAGEMENT ACT (MFMA) • W ith the introduction of the MFMA an implementation plan will be drawn up and the relevant sections in the MFMA will be highlighted and adhered to.
1.17. AUDIT COMMITTEE • A district wide Audit Committee will be established. T is audit committee will responsible for the district municipality and all the local municipalities in the d ict.
1.18. TARIFF INCREASES • As per the Policies section above a tariff policy will be drawn up. This policy will cater for lifeline and stepped tariffs. In addition Section 78 study will be undertaken to establish the effects on the tariffs should certain grant be curtailed. This is particularly relevant with the services tariffs.
86 1.19. AS SET MAINTENANCE PLAN An asset maintenance plan in terms of fixed assets management policy will be implemented within each department of the municipality.
1.20.INTEGRAT ED DEVELOPMENT PLAN (IDP) The budget will reflect the priorities in the IDP. In addition a policy will be set as regards the percentage of the to l 1.19. expenditure budget that will be allocated to each depa ent/function. This percentage will arrived at by taking into account the priorities highlighted in the IDP. Where possible monies will be obtained to carry out the outstanding
projects highlighted in the IDP. ASSET
1.21.LEGISLAT IV E REQUIREMENTS All relevant legislation will be adhered to. MAINTENANCE PLAN
87 1.22. CONSOLIDATED
INDAKA MUNICIPALIT Y CONSOLIDATED THREE YEAR BUDGET
IN CO M E 2008/2009 2009/2010 2010/2011 FIVE
IN COM E YEAR
O PERATIN G IN CO M E 20,5 09,279 2 6,69 1,2 79 4 3,17 0,2 79 BUDGET FREE BASIC SERVICES 4,0 81,591 4,265,263 4,457,199
H O U SIN G GRAN T
AD M IN ISTRATIO N - REN TS 5 2,02 4 5 4,62 5 (INCOME)
ECO N O M IC SERV ICES 1,0 18,986 1,06 9,9 35 1,12 3,4 32
CO N DITIO N AL GRAN TS 9,6 10,000 13,4 84,0 00 15,248 ,000
TO TAL IN CO M E
88 1.23. CONSOLIDATED
INDAKA MUNICIPALITY CONSOLIDAT ED T HREE YEAR BUDGET
EXPEN DITU RE 2008/2009 2009/2010 2010/2011 FIVE YEAR
EXPEN DITURE BUDGET
SALARIES AN D W AGES 13 ,2 55 ,891 14,8 21,080 1 5,71 0,3 45
GEN ERAL EXPEN SES 5,3 00,846 5,6 20,800 5,90 1,8 40 (EXPENDITURE) O PERATIO N S AN D M AIN TEN AN CE 4,1 69,780 4,3 57,151 4,55 3,223
CO N TRIBU TIO N S TO FU N DS & RESERVES 13 ,7 27 .247 14,9 22,583 1 5,66 8,7 12
TO TAL EXPEN DITU RE 1 3,4 53 ,7 46 3 9,7 21,6 14 41,826 ,120
89 INDAKA LO CAL MUNICIPALITY-BUDG ET SUM M ARY : 2008/2009 -2010/2011 1.24. FIVE
IN C O M E 2008/2009 2009/2010 2010/2011 YEAR BUDGET
E Q U IT A B L E S H A R E R 21,947,00 0 R 26,691,2 79 R 34,170,27 9
R 2 93 G R A N T SUMMARY G R A N T C O U N C . SA L A R I E S R 986,000 R 1,031 ,0 00 R 1,077 ,00 0
IN T E R E ST IN C O M E
FR E E B A SIC SE R V IC E S R 2 800,000 R 2,031 ,73 1.20 R 2,031 ,73 1.2 0
A D M IN IST R A T I O N (INCOME)
E C O N O M IC SE R V IC E S
M IG R 8,625.000 R 11,749,0 00 R 13,263,00 0
H O U SIN G G R A N T
C O N D I T IO N A L G R A N T S R 985,000 R 1,735 ,0 00 R 1,985 ,00 0
T O T A L IN C O M E R 35,343,00 0 R 43,238,01 0.20 R 52,527,01 0.20
90 W A G E S E X PE N S E S M A IN T E N AN C E C O N T R IB UT IO N E X P E ND IT U R E 1.25. FIVE C O M M U N IT Y S E RV IC E S 5 1 1 ,7 2 0 2 9 8 ,6 0 0
C O RP O RA T E S E RV IC E S 1 ,4 0 1 ,6 4 8 2 ,9 6 1 ,5 8 7 2 6 ,2 0 0 YEAR C E M E T E R IE S - 1 0 ,0 0 0 - 1 0 ,00 0
P UB L IC H AL L S 7 1 ,0 6 5 1 2 ,8 4 3 - 8 3 ,90 8
M A NA G ER 'S O F F IC E 9 2 9 ,7 9 9 4 7 7 ,9 3 1 - 1 ,4 0 7 ,73 0 BUDGET
E NG IN E E R IN G S ER V IC E S 2 ,6 5 6 ,0 8 6 3 9 8 ,9 0 0 3 0 1 ,0 00 3 3 5 ,0 0 0 3 ,6 9 0 ,98 6
F RE E BA S IC SE RV IC E S - - - 4 ,3 3 1 ,4 48 4 ,3 3 1 ,44 8
R EF US E R E M O V AL - 2 4 3 ,3 0 0 - 2 4 3 ,30 0
L IB R A R Y S E R V IC E S 2 1 2 ,3 6 2 5 1 ,9 5 4 - 3 5 0 ,66 4 SUMMARY
S EW E R AG E D IS P O S A L - - - -
F IN A N C IA L S E R V IC ES 1 ,1 3 4 ,8 2 2 2 5 5 ,0 0 0 - 1 ,5 6 4 ,0 00 2 ,8 2 1 ,41 8
D EV E L O P M E NT A N D PL A N 1 ,1 2 0 ,8 4 6 8 6 5 ,4 4 0 - 1 8 0 ,0 0 0 1 ,6 1 1 ,36 2
H O US IN G M A NA G ER 5 6 5 ,1 2 5 8 4 ,8 4 0 - 7 6 3 ,34 8 (DEPARTMENTAL
IN T E R NA L A U D IT U N IT 2 2 9 ,6 5 9 2 6 ,0 0 0 1 0 ,0 00 2 1 6 ,00 0
M A YO R AL SE R V IC E S 4 ,4 4 5 ,0 4 4 2 6 ,8 4 0 1 0 ,0 00 2 2 6 ,84 0
C O ND IT IO N A L P R O JE CT S 5 ,6 0 5 ,0 00 5 ,6 0 5 ,00 0
TO TAL EXPENDITURE EXP)
91 1.26. INDAKA LOCAL MUNICIP AL ITY-BUDGET SUMMARY - 2007/2008 FINANCIAL YEAR FIVE
EX PE NDIT UR E SAL AR IE S & GE N ER AL RE PAIRS & C APIT AL T OT AL YEAR MAINT E NAN W AG ES EX PE NS ES CE C O NT RIBUT IO N E XPE ND IT U RE BUDGET
CO M MU NITY SE RVICE S 51 1,72 0 298 ,6 00 810 ,32 0 SUMMARY CO RP O RAT E SER VIC E S 1 ,401 ,64 8 2 ,96 1,58 7 26,200 4,389,4 35
CE ME TE RIES - - -
PU BL IC H A LLS 79,849 7 ,253 - 87,1 02
MA NA GE R'S OF FIC E 652 ,90 4 40 3,00 7 - 10,55,9 11 (DEPARTMRNTAL EN G INE ER ING SE R VIC ES 2 ,64 1,08 5.7 0 40 1,98 4 151 ,0 00 3,19 4,06 9.7 0
FR EE BA SIC S ERV IC ES - 4,331 ,448 - 4,331 ,448
RE FU SE RE MO VA L - 243 ,30 0 - 243 ,30 0
LIB RA RY SE RV ICE S 328 ,58 1 48 ,0 00 - 376 ,58 1
SEW ERA GE DISP OS AL - - - -
FINA NC IAL SE RVICE S 1 ,192 ,34 6 20 8,10 0 - 1,400,4 46
DE VE LO PME N T A ND P LAN 624 ,32 7 1,172,305 - 1,796,6 32 EXP) HO US ING MA NAG E R 766 ,85 7 56 ,220 - 823,077
INT E RN AL AU DIT U NIT 1 90,8 00 22 120 10,600 212 ,92 0
MA YO RS OF FICE 3,60 4,33 3 2,813 3,607,1 46
92 1.27.
INDAKA LO CAL MUNICIPALITY-BUDGET SUMMARY - 2008/2009 FINAN CIAL YEAR THREE
EXPE NDITUR E S ALARIE S & G ENERA L R EPAIRS & CAP ITAL TO TAL WAG ES EX PENS ES M AINTE NANCE CO NTRIBU TION EX PENDITURE YEAR
EXPE NDITUR E
COMMUN ITY SER VICE S 689,306 156,060 440,935 1,286,301 BUDGET CORP ORA TE SERVICES 1,861,012.42 2,260,995 14,722.81 0.00 4,136,730.23
CEMETERIES - - - - -
PUBLIC HALLS 58,476 67,326 - 125,802
MANAG ER'S O FFICE 774,338 26,779 - - 801,117 SUMMARY
ENG INEERING SER VICE S 2,547,985.16 798,613.29 172,813.52 30,211.20 3,549,623.17
FREE BASIC SER VICES - 2,799,865.99 2,799,865.99
REFU SE REMO VAL - 215,040 215,040 (DEPARTMENTAL LIBRA RY SE RVIC ES 212,362 17,852 230,214
SEWE RAG E DIS PO SAL - -
FINAN CIAL SERV ICES 1,166,531.91 634,334.24 2,608,466.89 4,409,333.05
DEVE LO PMENT A ND P LAN 1,149,067.51 594,720.50 - 10,647,634.35 12,391,244.36
HOUS ING MA NAGE R 574,923 15,870 590,793
INTER NAL A UDIT UNIT 229,659 - - 229,659 EXP)
MAYO RAL S ERVICES 4,655,517 5,902 4,661,418
COND ITION AL PRO JEC TS 8,625,000 8,625,000
TO TAL EXP ENDITU RE 13,229,872 8,126,604.02 343,596.33 22,352,274.44 44,052,319.79
93 1.28.THREE
IN D A K A LO C A L M U N ICIP A L IT Y -B U D G E T S U M M A R Y : 2 0 0 9 /2 0 1 0 FIN A N C IA L Y E A R
E X P E N D IT U R E S A L A R IE S & G E N E R A L R E P A IR S & C A P IT A L T O T A L
W A G E S E X P E N S E S M A IN T E N A N C E C O N T R IB U T IO N E X P E N D IT U R E YEAR E X P E N D IT U R E
C O M M U N IT Y S E R V IC E S 7 2 0 ,3 2 5 .8 1 1 6 3 ,0 8 2 .4 2 4 6 0 ,7 7 6 .7 9 1 ,3 4 4 ,1 8 2 .0 2 BUDGET
C O R P O R A T E S E R VIC E S 1 ,9 2 6 ,3 9 3 1 ,8 2 1 ,3 7 5 .9 4 1 5 ,3 8 5 .3 4 3 ,7 6 3 ,1 5 3 .3 2
C E M E T E R IE S - - - -
P U B L IC H A L L S 6 1 ,9 8 5 7 0 ,3 5 5 - - 1 3 2 ,3 4 0 SUMMARY M A N A G E R 'S O F F IC E 7 8 8 ,9 9 8 2 7 ,9 8 4 .2 6 - - 8 1 6 ,9 8 2 .4 2
E N G IN E E R IN G S E R V IC E S 2 ,6 7 0 ,4 6 3 9 1 5 ,8 9 4 1 8 0 ,5 9 0 3 ,7 6 6 ,9 4 7
F R E E B A S IC S E R V IC E S - 1 ,3 3 9 ,4 0 2 .6 4 - -
R E F U S E R E M O V A L - 2 2 4 ,7 7 2 .0 3 - - - (DEPARTMENTAL L IB R A R Y S E R V IC E S 2 2 5 ,1 0 4 1 8 ,6 5 5 - - 2 4 3 ,7 5 9
S E W E R A G E D IS P O S A L - - - - -
F IN A N C IA L S E R V IC E S 1 ,2 0 2 ,9 1 1 5 6 2 ,2 9 0 .1 1 - 2 ,7 2 5 ,7 1 0 .6 0 4 ,4 9 0 ,9 1 2 .1 1
D E V E L O P M E N T A N D P L A N 1 ,1 8 8 ,9 0 7 1 9 7 ,5 2 1 - 1 ,3 8 6 ,4 2 8
H O U S IN G M A N A G E R 5 9 9 ,0 3 2 1 6 ,5 8 4 - - 6 1 5 ,6 1 6
IN T E R N A L A U D IT U N IT 2 4 3 ,4 3 8 - 2 4 3 ,4 3 8 EXP)
M A Y O R A L S E R V IC E S 4 ,1 1 7 ,7 4 7 6 ,1 6 7 - 4 ,7 1 7 ,9 1 4
C O N D IT IO N A L P RO JE C T S - - - 1 1 ,7 4 9 ,0 0 0 1 1 ,7 4 9 ,0 0 0
T O T A L E X P E N D IT U R E 1 3 ,0 2 4 ,9 7 8 .9 4 5 ,9 1 5 ,1 5 9 .7 9 3 5 9 ,0 5 7 .7 6 1 4 ,9 3 5 ,4 8 7 .3 9 3 4 ,2 3 4 ,6 8 2 .9 4
94 1.29.
INDA KA LOCAL M UNICIPALITY-BU DG ET SUMMA RY : 2010/2011 FINANCIAL YE AR THREE
EX PENDITURE S ALARIE S & G ENER AL R EPAIRS & CAP ITAL TO TAL
WAG ES E XPENS ES M AINTE NANCE CO NTRIBU TION EXP ENDITU RE
EX PENDITURE YEAR
CO MMUNITY S ERVICES 752,739.43 170,421.13 481,511.75 1,404,672.30 BUDGET CO RPO RATE SE RVICES 2,041,977.33 1,903,336.81 16,077.68 3,961,391.11
CE METER IE S - - - -
PU BLIC HA LLS 65,704 73,521 - - 139,225
MAN AGE R'S OFFICE 836,338.10 29,244.55 - - 865,581.65 SUMMARY
EN GINEE RING S ERVICES 2,830,691.05 957,108.91 188,717.68 32,991.39 4,009,508.03
FREE BA SIC S ERVICE S - 1,399,675.76 - - 1,399,675.76
RE FUSE REMOV AL - 234,843.52 - - 234,843.52
LIBRARY SERVICES 238,610 19,495 - - 258,105 (DEPARTMENTAL SEW ERA GE DISPOS AL - - - - -
FINANCIAL S ERVICES 1,275,086.08 587,593.17 - 2,848,376.58 4,711,046.83
DE VELOPMEN T AND PLAN 1,259,383.03 206,409.45 - 11,627,482.90 13,093,275.38
HO USING MANAG ER 634,974 17,331 - - 652,304
INTERNAL AUDIT UNIT 258,044 - 258,044
MAY ORA L SER VICE S 4,994,451 6,445 - -5,000,896
CO NDITIO NAL PROJECTS - - 13,263,000 13,263,000 EXP)
TOTA L E XPEND ITURE 14,435,258.59 6,187,743.60 375,216.49 28,253,362.62 49,251,581.30
95 KPA 1 – Institutional Development and Transformation
QUARTER KEY PERFORMANCE QUARTER QUARTER QUARTER UNIT OF BUDGETED ANNUAL ENDING AREA ACTIVITY ENDING ENDING ENDING MEASUREMENT AMOUNT TARGET 30 JUN ‘09 & INDICATOR 30 SEPT ‘08 31 DEC ‘08 31 MAR ‘09 R Projec Actual Projec Actual Projec Actual Projec Actual Ted -ted -ted ted Maintenance and Regularly obtain 4 46,614 Accounting package maintenance and support for No of call outs support the Accounting Software.
Upgrade Computer Arrange service providers to No of networks 3,304 1 Network upgrade network upgraded Ensure compliance Utilise grant funding as per No of items identified 199,310 with conditional Business Plan. in the business plan Grant MSIG
Management of Staff Departmental meetings Number of meetings 6 1 2 1 2 Feedback sessions with staff Number of staff 16 16 in terms of job descriptions
96 KPA 2 - Financial Management & Viability
KEY PERFORMANCE BUDGETED QUARTER QUARTER QUARTER UNIT OF ANNUAL AREA ACTIVITY AMOUNT ENDING ENDING ENDING MEASUREMENT TARGET & INDICATOR 30 SEPT ‘08 31 DEC ‘08 31 MAR ‘09 Projec Actual Projec Actual Projec Actual Projec Ted -ted -ted ted
1. Compilation Of Prepare budget plan for Budget tabled to Budget & 2009/2010 Council 1 1 Adjustments Budget Project Revenue for next 3 Projection 1 1 years. completed Complete draft budget and Completed Draft table in Council budget and 1 1 resolution of Council meeting Advertisement Advertise draft budget 1 1 Placed Budget consultation process Number of 7 7 with Stakeholders meetings Final budget approved by Final Council 1 Council resolution Prepare and table Adjustments 1 1 adjustments budget budget Tabled
2. Compilation Of Compile financial statements Financial 150 000 Financial for 2007/8 Statements 1 1 Statements Completed Compile Annual Report for Annual Report 1 1 Finance Department Compiled
3. Audit Report Provide responses to Audit Responses 1 1 Report provided Present responses to Council Responses Meeting in Auditor-Generals presented to 1 1 presence. Council and
97 Auditor-General
KEY PERFORMANCE BUDGETED QUARTER QUARTER QUARTER UNIT OF ANNUAL AREA ACTIVITY AMOUNT ENDING ENDING ENDING MEASUREMENT TARGET & INDICATOR 30 SEPT ‘08 31 DEC ‘08 31 MAR ‘09 Projec Actual Projec Actual Projec Actual Projec ted -ted -ted ted 4. Financial Submit Monthly Financial No of reports 12 3 3 3 3 Reporting Report to Mayor submitted Submit Service Delivery and Budget Implementation Plan Approved SDBIP 4 1 1 1 1 to Mayor for approval Prepare reports on Cash Number of Flow and Staff Benefits reports submitted to 4 1 1 1 1 Mayoral Committee Prepare Mid-year Budget Mid-year Budget and Performance and Assessment Report Performance 1 1 Assessment Report prepared 5. Cash Flow Cash Flow Management Prepare Annual Cash Flow document 1 1 And Investments document prepared.
Revised Cash Revise Cash Flow quarterly 4 1 1 1 1 Flow document Amount of idle Investment of surplus funds cash in current 4 1 1 1 1 account 6. Debtor Reconciliation of debtors Reconciled Management book and a report on writing Debtors book 1 1 And Credit off of bad debts and a report to
98 KEY PERFORMANCE BUDGETED QUARTER QUARTER QUARTER UNIT OF ANNUAL AREA ACTIVITY AMOUNT ENDING ENDING ENDING MEASUREMENT TARGET & INDICATOR 30 SEPT ‘08 31 DEC ‘08 31 MAR ‘09 Projec Actual Projec Actual Projec Actual Projec ted -ted -ted ted Control Council
7. Administration Reconciliation of the A reconciled Of Payroll And Payment of salaries and payroll and 12 3 3 3 3 Creditors allowances ledger Complete salary returns Copies of 12 3 3 3 3 returns Payment of creditors within Complaints 30 days received from creditors for late payments 8. Supply Chain Appointment of Supply Number of SCM Management Chain Management Officials officials 1 1 appointed Compile database of Completed 1 1 suppliers Database Evaluate tenders and No of tenders prepare items for Ongoing evaluated. Adjudication Committee 9. Valuation Roll Compilation of the Valuation Compiled 2,000 000 Roll Valuation Roll.
99 PERFORMANCE MANAGEMENT SYSTEM
CORPORATE SERVICES
KEY STRATEGIC ACTIVITIES KEY TYPE OF PERFORMACE WEIGHT SCORE PERFORMANCE OBJECTIVES PERFORMANCE INDICATORS TARGETS AREA INDICATORS
CATERGORY 1: FINANCIAL MANAGEMENT Preparation of To facilitate and Preparation of Departmental Output municipal budget assist in the departmental budget submitted to preparation of budget the CFO municipal budget Providing input Attendance of Process into the preparation budget meetings of the municipal budget Assisting the All public budget Process Mayor with public meetings area participation in arranged respect of the accordingly budget Management of the To promote an Monitoring and Submission of Output Mid term departmental finances efficiency in the review of budget reviews to management and departmental the CFO expenditure of budget municipal funds Reporting to MM Monthly financial Output Monthly on the expenditure reports of departmental budget.
100 Assessment and Prompt payment of Process Continuous approval of claims approved invoices against departmental budget
CATEGORY 2: TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT Staff establishment To perform duties Reviewing the stipulated on existing staff section establishment and 66(b),(c),(d) of the remuneration to Municipal be aligned with the System Act 32 of current powers and 2000 as delegated functions of the by the Municipal municipality. Manager
Coordinate the Adopted Output preparation of organogram municipal organogram in line with the IDP and the budget.
101 IDP Preparation To provide Participating in the Attendance of the technical input in preparation and IDP Steering the preparation of review of the IDP Committee the IDP and playing a meeting. leading role in the IDP as an interim arrangement Attendance of the IDP Representative forum meetings
KEY STRATEGIC ACTIVITIES KEY TYPE OF PERFORMACE WEIGHT SCORE PERFORMANCE OBJECTIVES PERFORMANCE INDICATORS TARGETS AREA INDICATORS Organizational PMS Providing input into the IDP preparation and review processes. Ensure that organizational PMS is implemented and playing a leading role in the driving of PMS as an interim arrangement
102 Human Resource To facilitate the Implementation of All budgeted End of financial year Management development of the approved positions are filled various human organogram in resource terms of the budget management and Employment policies in pursuit Equity Plan. of effective and efficient Development and Approved H R management or review of staff Records Access management Policy policies and ensure that all adopted Approved Internal policies are Ethics Code Policy accordingly implemented Approved Dress Code Policy Approved Internet and Email Acceptable use Policy Implementation of recommendations from Province re Former R293 Staff Rationalization Development and Approved job implementation of descriptions staff management Approved job systems and evaluation reports procedures
Facilitate Local Labour Forum meetings
103 KEY STRATEGIC ACTIVITIES KEY TYPE OF PERFORMACE WEIGHT SCORE PERFORMANCE OBJECTIVES PERFORMANCE INDICATORS TARGETS AREA INDICATORS
Compliance with the labour Relations Act. Ensuring that Labour Laws are observed
Code of conduct is developed and observed. Cllrs. Are reminded on rules of order and delegated powers of authority.
Staff training and To develop and Preparation of an Undertaking skills capacity building and manage the integrated capacity audit Compliance with municipality’s building Employment Equity capacity building programme Preparation of a Act programs and Skills Development compliance Act Plan No. 81 of 1988 No 28 of 1999 Training of Ward Committee members on the functionality of the Ward Committee system Development of Number of women employment equity in senior plan management
104 KEY PERFORMANCE STRATEGIC ACTIVITIES KEY TYPE OF PERFORMACE WEIGHT SCORE AREA OBJECTIVES PERFORMANCE INDICATORS TARGETS INDICATORS
Ensuring that the appointment of staff is in line with the provisions of the Act
To ensure that human resource management policies are implemented accordingly and are in compliance with relevant legislation
Administration system To establish and Ensure Pro-forma legal operate an municipality’s documents effective and easy access to Access to legal efficient legal services advice. municipal and that the administration Municipality system complies with Local Government legislation
105 Providing Records of all council secretarial and committee services to the meetings municipality
Agendas for council and committee meetings and distributed seven days before the meeting Edited minutes of all council and committee meetings are distributed seven days after the meeting
Developing and Registry system is in maintaining place and operational registry services Archiving system is in place and operational
Head of department Lead, direct and Departmental staff All employees have manage staff management role description within the which links to the department so that overall strategic they are able to objectives of the meet their department objectives.
106 Annual Report Collect Compilation for information from 2007/2008 Financial all Departments year for the compilation of the Annual Report
Ensure that the Council approves the Draft Annual Report
Appointment of the Service Provider for the production of the Final Rerport Evidence provided to show that the department / unit has complied with the Health and Safety Representative appointed; first Aid Kit available etc.
CATERGORY 3 GOOD GOVERNANCE Corporate governance Promoting Employment of Corporate Culture competent personnel
107 Legislative To ensure that the Developing an Schedule of Output compliance municipality outline of all the legislative complies with all legislative requirements local governance requirements. legislation
CATERGORY 4: SERVICE DELIVERY Performance of To guide the Participating in the Organogram is in line powers and municipality in annual review of with the gazetted functions the deployment powers and powers and functions of human functions resources for the performance of gazetted powers and functions Advising the The municipality is municipality on the clear on the administrative and administrative and human resource human resource implications of the implications of the service delivery service agreements. agreements. Liaison with the national and provincial government.
108 Library services To establish and Staffing of the maintain a library municipal library Stocking of the service. library with appropriate books Establishing an information centre within the library Introduction of a public IT system within the library Liaison with library Disaster To develop management systems and procedures for managing disasters.
Liaison with the district municipality in respect of disaster management.
109 Safety and To provide Active participation security security for the in CPFs and report Municipal area back to and contribute MANCO,Committe towards building es and Council a crime free Indaka area Implement internal controls for Security Management function
Make application for installation of the advanced security system
Monitor the work done by Beak Security Company i.e Review of the existing contract , accountability clauses on the contract , Rotation of security guards
Collate information on crime statistics related to Indaka and report to MANCO and or Council
110 CATERGORY 5 : CORE MANAGERIAL COMPETENCIES
Financial management Capacitation on Attendance of Obtain certificate Process-Improved End of July 2007 the field of courses and on financial approach to financial workshops related management financial management to Municipal management Finance Management Efficiency in budgeting process Efficiency in budget control Efficiency in revenue collection People Management and To improve Identification and Attainment of Process July 2007 Empowerment efficiency in attendance of relevant skills management of workshops related people and to management and employee capacity building capacity building Training of Process management and staff on the subject
CATEGORY 6: CORE OCCUPATIONAL COMPETENCIES Legislative To improve Subscription to Process Continuous Framework interpretation and National and implementation Provincial within the legislature legislative and Establish relations Process Continuous national policy with National and frameworks Provincial regarding latest regulations and policies
111 Briefing of Process Continuous Management on the current regulations and policies and continuous update thereof
112 Detailed Performance Measures Technical and Infrastructure
Finance National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Financial Management To facilitate and assist in the Preparation of municipal Preparation of departmental Departmental Plans preparation of municipal budget budget budget Providing input into the Timetable for budget Attendance of budget meeting preparation of the municipal meetings budget Draft municipal budget Assisting the Mayor with Announcement of scheduled public participation in respect budget meetings of the budget. Motor vehicle to announce the budget with a loud speaker. To promote an efficiency in Management of the Monitoring and review of Monthly expenditure reports the management and departmental finances. departmental budget. from the CFO. expenditure of municipal funds Assessment and approval of Invoices from service claims against departmental providers. budget Business Plans Preparation of business plans Identified projects for grant funding
Internal Business Process
National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Service delivery and To ensure the provision of an Collection of refuse at Appointment of the Service Council Resolution infrastructure healthy and clean Ekuvukeni ward 5 Provider environment in all areas SCM process Monitoring of the Service Appointed Service Provider provider in terms Senior Technical Clerk effectiveness Reporting to the MM Progress Reports detailing regarding the effective sections of refuse removal collection of refuse and the
113 extent of cleanliness of the environment. To address illegal dumping Legalization of a dumping site Appointment of the Service Council Resolution sites Provider
SCM process
Monitoring of the Service Appointed Service provider Provider in terms effectiveness Senior technical Clerk
Reporting to the MM Progress Reports detailing regarding the progress of sections of refuse removal registration of dumping sites in terms of the Act To provide well maintained all Zizakancane Roads Liaise with Transport Access to telephone Facilitation of road weather community access construction with DOT roads Mkhumbane Roads
Mgababa roads Collate reports from the Progress Reports detailing Reports to MM department of Transport and progress regarding the submit to the MM for review construction of these roads To improve road infrastructure Regravelling D1278 elenge to Indaka Municipality D1281 Mtebhelu Skoko Road Safety Access roads Ekuvukeni Manseleni Appointment of the Council Resolution Construction/upgrading of Contractors SCM process these Nkinga Road Monitoring of the contractor Appointed contractor Weekly progress reports to Project Management Unit the Technical Manager Technician Reporting to the MM on the Progress Reports from the Monthly reports to the MM progress of road construction PMU
Valkop-Tholeni Road Appointment of the Council Resolution Regravelling of Valkop-tholeni Contractors SCM process Weekly progress reports to Monitoring of the Contractor Appointed contractor the Technical Manager
114 Project Management unit Technician Reporting to the MM on the Progress reports from the Monthly reports to the MM progress of road construction PMU To reduce backlog of Building of community hall Appointment of the Council Resolution To ensure completion of all community facilities ward 7 Elenge Contractors prioritized community SCM process facilities Monitoring of the contractor Appointed contractor Weekly progress reports to Project Management Unit the Technical manager Technician
To improve access to and Blading of gravel roads Secure plant for blading of Plant and equipment All access road to community management of community roads Operators and foreman to facilities bladed facilities Blading of the roads monitor the progress on site Reporting to the MM on the Progress Reports from the Monthly reports to the MM progress and/or roads bladed. PMU
Building of Taxi rank Appointment of the Council Resolution Completion of construction of Contractors the Taxi Rank SCM process Monitoring of the contractor Appointed contractor Weekly progress reports to Project Management Unit the Technical Manager Technician Reporting to the MM on the Progress Reports from the Monthly reports to the MM progress or road construction PMU To implement free basic Eskom Electricity Cards Identification of the areas Information from the office of To provide reliable electricity electricity and alternative indire need of electricity the Mayor supply on an ongoing basis supply energy Implement free basic and to provide alternative alternative energy supply energy supply to indigent (i) Fuel Gel communities To reduce backlog in water Continuation of umhlumayo Monitoring of the project District meetings Facilitation of water supply infrastructure water project (supply) with uthukela DM on an on going basis Implement and supply free Distribution of water by Monitoring of the project District Meetings Facilitation of water supply basic water means of water tank supply with uThukela DM on an on going basis.
115 Water and Sanitation Monitoring of the project District meetings Facilitation of water supply with uThukela DM on an on going basis.
Customer Perspective National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Client orientation and To provide quality services to Enhance client satisfaction Quality and timely services Client satisfaction for services customer focus our clients rendered Employee Perspective
National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) People Management and To ensure effective Effective staff Management Training and Development Work Place Skills Plan management of Empowerment Human capital Effective communication Communication strategy Participation in decision Staff meetings making Performance Assessments Performance management system Job descriptions and/or performance agreements
Implementation of council Council policies policies Departmental staff Departmental mandate establishment
116 Detailed Performance Measures Development & Planning
Finance Perspective National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Financial management To facilitate and assist in the Preparation of municipal Preparation of departmental Departmental Plans preparadtion of municipal budget Providing input into the budget preparation of the municipal Timetable for budget budget. meetings Draft municipal budget Assisting the Mayor with Announcement of scheduled public participation in respect budget meetings. of the budget Motor vehicle to announce the budget with a loud speaker
To promote an efficiency in Management of the Monitoring and review of Monthly expenditure reports the management and departmental finances departmental budget from the CFO expenditure of municipal funds Assessment and approval of Invoices from service claims against departmental providers budget
Business Plans Preparation of business plans Identified projects for grant funding
Internal Business Process
National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Service Delivery and To address problems relating Implementation of HIV/AIDS Formulation of the HIV/AIDS HIV/AIDS statistics from infrastructure to those infected and affected Plan and community plan department of Health. by HIV/AIDS awareness
Implementation of the Approved HIV/AIDS plan HIV/AIDS plan
117 Budget approval as indicated in the plan
To provide improved access Enhance access to Identify community facilities Invite community Identified community facilities to all community facilities community facilitate representatives Convene a council meeting
Inclusion of community facility Identified community facilities into the IDP
Submit community facilities to Planning Committee to the Municiapl infrastructure consider these community Grant (MIG) facilities To reduce backlog of Building of community hall Appoint a Project Steering Community meetings community facilities ward 7 Elenge Committee Appointment of the project consultant.
Sourcing of funds from MIG. Monitoring of the project Meeting with project consultant facilitators Local Economic Development To encourage Indaka people Legalization of sand mining LED committee Convene LED committee and Social Services to utilize the land for recommendation. meeting Agriculture and develops small business through block Council resolution Recommendation from the making LED committee.
Formation of Agricultural LED committee Recommendation from LED forum recommendation committee Council resolution Convene a council meeting
Poultry project ward 2 LED committee Recommendation from the LED committee
Council resolution Convene a council meeting Fencing of community Receive applications from the Mobilization of the fencing gardens community. project by ward councilors Funding to respond to applications for fencing
118 Ploughing of project Tractors Quotations from service providers Funding Building of mini factory ward 3 Secure a site for the mini factory
Appointment of a building consultant
Building of a mini factory
Chillies project ward 10 Secure tractors Funds Training of co operative Trained cooperatives Chillies project implementation Car Wash (ward 5) Council resolution Council meeting
Funding Municipal budget Secure car wash site Meeting with the ward committee Appoint contractor SCM process
Construction of ca wash Contractor
Monitoring the construction of Project Facilitators the site
Shopping complex Council resolution to transfer Council meeting piece of land Ilenge cannibalism route Council resolution Council meeting
Prioritisation of Phase Two Approval by council to Road priorities phase two roads.
Poultry Project Council Resolution Council meeting Appointment of service SCM Provider to take over the project Monitoring of the project and Project facilitators service provider
119 To promote and create job Creation of job market Council resolution Council meeting market Prioritisation of LED Projects Council resolution Submit list of projects to MIG Council meeting List of prioritized projects Transformation and To develop and review the Review IDP and align budget Process Plan Framework from the District institutional development municipal IDP with the IDP Municipality
Advertise process plan Requisition and Order from SC Adoption of process plan Council meeting
To develop and implement To appoint a consultant to the organizational PMS review the existing PMS Good Gorvenance To encourage and ensure the Ensure Public Participation IDP meeting IDP draft document involvements of communities in the affairs of the municipality Customer Perspective National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Client orientation and To provide a quality service to Enhance client satisfaction Quality and timely delivery of customer focus our clients services to customers
Employee Perpective
National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KP People management and To ensure effective Effective staff management Training and Development Work place skills Plan empowerment management of human Effective communication Communication Strategy capital Participation in decision Performance management making system Performance Assessments Job descriptions and/or performance agreements
120 Implementation of council Council policies policies Departmental mandate Departmental staff establishment
121 Detailed Performance Measures Housing Development
Finance Perspective
National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Financial Management To assist in the preparation of To contribute towards the Preparation of Departmental Approved integrated municipal budget preparation of municipal budget Development Plan budget Spatial Development Framework Assisting the Mayor with public participation in respect Time of the budget Transport To ensure efficiency in the Management of the Monitoring and review of Monthly expenditure reports utilization of municipal funds Departmental finances Departmental budget from the CFO won expenditure monitoring (manage own expenditure against allocated budget) Provide feedback to the CFo Explanatins on actual regarding any discrepancies Departmental expenditure over/under expenditure against allocated budget
Reporting to the MM on the MANCO meeting expenditure of Departmental Departmental financial budget. information Assessment and approval of Signed payment certificates claims against departmental from Project Manager budget Release letters for payment from the Department of housing Reports from the service provider
To obtain funding from the Preparation of Business Plans Appointment of implementing Housing projects per the IDP department of Housing to source funding from the agents department of Housing Appointment of the Appointed implementing professional team (Land Agent
122 Auditor, Land Surveyor, Environmental Impact Assessor, Geo Technical Assessor, Town/Settlement Planner, Subsidy Administrator and Facilitator, Civil Engineer, building Professionals)
Obtain confirmation of Bulk Confirmation letter from the services from Uthukela District District
Obtained the approved IDP List of Housing projects
Obtained a letter of consent Relationship with Inkosi from Inkosi Meetings with Housing Workshops the housing beneficiaries and project beneficiaries on social steering committee compact
Obtain council Resolution Council meeting
Prepare an agency Appointment letter appointing agreement between the the IA concerned parties Preparation of the Housing Appointed implementing business plan Agent Submission of the Housing Prepare a pack of the housing Application of the Housing Project to the Housing application project project advisory committee
123 Internal Business Process Perspective National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Service Delivery and To improve access to quality Construction of houses in Appointment of the building SCM process infrastructure housing uitvaal and Mhlumayo contractor through SCM, IA and DOH Project implementation and Approved Project Plan management
Report to MANCO and Reports fro the IA and project council on the progress manager including expenditure trends
Attend Project Steering Time Committee meeting Dates of scheduled PSC meetings Implementation of the Funding for training from Extended Public Works construction SETA, NHFC Programme and DOH and DOL
Training of Housing Funding for training from Beneficiaries in all wards construction SETA, NHFC and KOH and DOL
124 Customer Perspective National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Client orientation and To provide quality financial Enhance client satisfaction Quality financial management Finance spreadsheet for customer focus management services within services and advice financial information reasonable timeframes
Employee Perspective National Key Performance Strategic objectives Strategic Activity Critical Success Factor Input Key (CSF’s) Process Performance Indicator (KPI) Transformation and Lead, direct and manage staff Effective management of Training and development Work place skills Plan organization development within the department so that Human Capital they are able to meet their Effective communication Communication strategy objectives Participation in decision Staff meetings making Performance Assessments Performance management system Job descriptions and/or performance agreements
Manage staff performance Performance management policy and system Ensure compliance with Approved OHS policy health and safety policy Departmental staff Departmental mandate establishment
125 PERFORMANCE MANAGEMENT SYSTEM
MAYORAL SERVICES
KEY STRATEGIC ACTIVITIES KEY TYPE OF PERFORMANCE WEIGHT SCORE PERFORMANCE OBJECTIVES PERFORMANCE INDICATORS TARGETS AREA INDICATORS
CATEGORY 1: FINANCIAL MANAGEMENT Preparation of To provide Monitor & oversee Ensure that Process Beginning of each municipal budget general political the exercise of Municipal budget is financial year guidance over responsibilities prepared in line fiscal & financial assigned to the with the Act. affairs of the Mayor in terms of Liase with CFO to Process 30 Days at the end Municipality in the Act in respect submit report to of each quarter terms of Section of reports and council on budget 52 of MFMA reportable matters implementation & No.56 of 2003. in Local financial affairs of Government the Municipality. Facilitate Public Process Beginning of each Participation in the financial year budget process through arranging of public meetings. Management of the To promote an Monitoring and Submission of Process Continuous Departmental efficiency in the review of budget reviews, Finances management and departmental monthly reports and expenditure of budget approval of municipal funds payments for the Department.
126 CATEGORY 2: TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT Office Establishment To ensure that the Facilitate the Appointment of key Output Continuous office of the availability of staff members and Mayor has human resources to general supervision adequate serve in the office of staff. functionaries to of the Mayor execute all delegated duties.
KEY STRATEGIC ACTIVITIES KEY TYPE OF PERFORMANCE WEIGHT SCORE PERFORMANCE OBJECTIVES PERFORMANCE INDICATORS TARGETS AREA INDICATORS IDP Preparation To co-ordinate Ensuring that the Provide input in the Process Continuous annual revision of IDP is in line with IDP preparation. the IDP in terms the overall political of Section 34 of objectives of the the Municipal Municipality. Systems Act. Attendance of all Process Continuous IDP meetings
Ensuring that all Process Continuous relevant stakeholders participate in the IDP Process.
Staff Training and To improve Capacity building Identification of Process Annually Capacity Building service delivery of all staff staff training needs through utilization members within the of high quality department. human resources.
127 Organizing training Process Annually programmes and workshops/courses for staff members Effective utilization Process Continuous of existing skills
CATEGORY 3 GOOD GOVERNANCE Ward Systems To promote public Ensuring Ensure that ward Process Annually Participation through effective committees are trained effective utilization utilization of and ensuring that an of Ward ward environment conducive to Committees in line committees. the effective functioning with Municipal of ward committees is Structures Act. created.
Organize ward Output quarterly committees meetings.
General administration Process continuous pertaining to ward committee.
Monitor the structuring of Process contiuous ward committees e.g. filing of vacancies Community To promote public To ensure Ensure adequate staffing Development participation through effective of CDW’s Workers effective utilization utilization of
128 of CDW’s. CDW’s Monitor performance of CDW’s
Ensure that monthly reports of CDW’s are submitted. Public Participation Promotion of public Promoting the Public meetings by the participation in line culture of public Speaker with requirements of participation Continuous meetings with Municipal Systems through Traditional leadership Act engagement of stakeholders Community Izimbizo to be held
Communication of By- Laws to community
Engagement of community on any other municipal issues.
CATEGORY 4: SERVICE DELIVERY & INFRASTRUCTURE ID Campaign To assist the DHA Facilitation of ID Liaise with DHA and Output Continuous with the taking of Campaign assist with CDWs to new ID’s and promote ID facilitate voter Campaign and liaise registration proccess with IEC to promote voter registration
129 Ensure Councillor involvement on ID Campaigns KEY STRATEGIC ACTIVITIES KEY TYPE OF PERFORMANCE WEIGHT SCORE PERFORMANCE OBJECTIVES PERFORMANCE INDICATORS TARGETS AREA INDICATORS General Promotion of a safe Safety and Responsible for the Process Continuous Administration environment Security safety of political Function office bearers
Active participation in CPFs and report back to MANCO
Organizing of Peace Function & other Municipal Functions. Promotion of Social Ensuring that the HIV/AIDS HIV/AIDS Issues Municipality Campaign Awareness addresses social Campaigns issues Sports Development of Sports & Cultural Cultural activities strategy Activities Co-ordination of Gender Youth and Gender Activities Youth
130 CATEGORY 5 : CORE MANAGERIAL COMPETENCIES Effective To ensure that Building of the Placing of Mayoral Output Monthly communication strategies are in Mayor’s image messages in the place to promote newspapers and communication ensuring that Mayor reaches the public trough SABC Annual Report Participate in the compilation of Municipal Annual Report Municipal Compilation of Calendars Municipal Calendars and Diaries Client Orientation To ensure that Creation of a Employment of good and Customer Focus Municipal clients customer orientated customer care approach and customers environment are always best Ensuring access to served Municipal Information
Creation and monitoring of a Suggestion box
131 CATEGORY 6: CORE OCCUPATIONAL COMPETENCIES Promotion of a To develop a To develop culture of Service tool that will implement and delivery enhance monitor Service community Commitment participation in Charter service delivery To promote To acquire more Furtherance of community skills in relation knowledge on participation in to Social issues pertaining to the affairs of the Development Community Municipality and promotion of Participation Public participation Provision of Ensure that the Ensure that all Process Continuous strategic office of the Programmes and leadership for the Mayor gives projects that are to Municipality political be effected form direction to the part of the overall entire plan of the entire Municipality Municipality Promotion of the Strive to ensure Organizing of Process Continuous Municipality that the functions that will Municipality promote the Mission Municipality and statement and building good vision are relations between adhered to and the Municipality can be realized and other stakeholders
132 25. SECTORAL PLANS
SECTOR PLANS STATUS · Detailed spatial development framework Developed · Disaster management plan Developed · Land Use Management Developed · Waste management Plan Developed · Integrated transport Plan Developed · Housing plan Developed · Local Economic Development Plan Developed · Energy master Plan Not as yet · Infrastructure investment Plan Not as yet · Forestry Plan Not as yet · Financial Plan Developed
133
134 KZ 233
INDAKA LOCAL MUNICIPALITY IDP 2009/2010
135