LEKWA-TEEMANE LOCAL MUNICIPALITY “NW 396”
TOP-LAYER SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN 2019/2020
Contents FOREWORD BY MAYOR ...... 2 INTRODUCTION ...... 4 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN FRAMEWORK ...... 4 COMPONENTS OF SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN ...... 0 Reporting on SDBIP ...... 1 Monthly Reporting ...... 1 Quarterly Reporting...... 1 Mid-year Reporting ...... 1 MONTHLY PROJECTIONS OF REVENUE TO BE COLLECTED FOR EACH SOURCE ...... 1 MONTHLY PROJECTIONS OF EXPENDITURE (OPERATING AND CAPITAL) AND REVENUE FOR EACH VOTE ...... 2 QUARTERLY PROJECTIONS OF SERVICE DELIVERY TARGETS AND PERFORMANCE INDICATORS FOR EACH VOTE ...... 3 THEMATIC AREAS: BASIC SERVICES and INFRASTRUCTURE DEVELOPMENT ...... 3 Analysis: ...... 3 WARD INFORMATION FOR EXPENDITURE AND SERVICE DELIVERY ...... 35 14. LEKWA-TEEMANE MIG PROJECTS 2016/2017-2018/2019...... 36 MIG Reference Nr ...... 36 Project Description ...... 36 Project Value ...... 36 MIG Value ...... 36 Expenditure as at 30 June 2018 ...... 36 Balance as at 30 June 2018 ...... 36 Planned MIG Expenditure for 2018/2019 ...... 36 Part B ...... 42 Conclusion...... 50
FOREWORD BY MAYOR
Our Revised Service Delivery and Budget Implementation Plan (SDBIP) commits Lekwa-Teemane Local Municipality to ensure that the organization actually delivers objectives which are aligned with the Integrated Development Plan (IDP), budget (both capital and operational) during the 2018/19 financial year.
This document will efficiently and effectively assist in access to information regarding the Operational plans and status of performance Information to the Community, Council, Management, Provincial and National government, other stakeholders and private and public sectors. There are internal reports, which are designed to facilitate: the current activities of the organisation; planning its future strategies and operations; improving objectivity in the decision-making process; optimising the use of resources; measuring and evaluating performance and Improving internal and external communication.
We are widening our support to the poor in terms of ensuring that they continue to have access to water, electricity, decent sanitation and other socio-economic imperatives that include housing in formalised areas, job opportunities, etc. If we do not invest now in better services and infrastructure that create jobs and support the economy as well as delivering vital infrastructure that local communities need, we will lose the opportunity to rebuild and/or develop Lekwa-Teemane. It is in this context that our IDP, budget and SDBIP would assist the Municipality to rebuild in a way that the livelihoods of our people will improve and therefore contribute meaningfully in our open and transparent planning and implementation systems.
Approved by the Mayor.
______29 June 2019 MAYOR DATE Cllr KGN PALAGANGWE
INTRODUCTION management or implementation plan. The SDBIP therefore serves as a “contract” between the The Service Delivery and Budget Implementation Plan administration, council and community expressing the (SDBIP) gives effect to the Integrated Development Plan goals and objectives set by the council as quantifiable (IDP) and budget of the municipality and this is only outcomes that can be implemented by the administration possible if the IDP and budget are fully aligned with each over the next twelve months. This provides the basis for other, as required by the MFMA. The budget gives effect measuring performance in service delivery against end to the strategic priorities of the municipality and is not a of- year targets and implementing the budget. (Figure 1).
Council Administration SDBIP Service delivery
IDP targets Employee Contracts and Budget Annual Performance Performance indicators Agreements for the Monthly Reports Municipal Manager & Revenue and Expenditure Midyear Performance Municipal Senior Manager Assessment by vote Annual Report
SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN FRAMEWORK
Whilst the budget sets yearly service delivery and budget that the budget is built around quarterly and monthly targets (revenue and expenditure per vote), it is information. Being a start-of-year planning and target imperative that in-year mechanisms are able to measure tool, the SDBIP gives meaning to both in-year reporting performance and progress on a continuous basis. Hence, in terms of the Municipal Finance Management Act, the end-of-year targets must be based on quarterly and section 71 (monthly reporting), section 72 (mid-year monthly targets, and the municipal manager must ensure report) and end-of-year annual reports.
The SDBIP is essentially the management and responsibilities and outputs for each of the senior implementation tool which sets in-year information, such managers in the top management team, the inputs to be as quarterly service delivery and monthly budget targets, used, and the time deadlines for each output. The SDBIP and links each service delivery output to the budget of the will therefore determine the performance agreements of municipality, thus providing credible management the municipal manager and senior managers, including information and a detailed plan for how the municipality the outputs and deadlines for which they will be held will provide such services and the inputs and financial responsible. resources to be used. The SDBIP indicates the
The SDBIP is also a vital monitoring tool for the mayor remedial steps in the event of poor performance. The and council to monitor in-year performance of the SDBIP aims to ensure that managers are problem- municipal manager and for the municipal manager to solvers, who routinely look out for unanticipated problems monitor the performance of all managers in the and resolve them as soon as possible. The SDBIP also municipality within the financial year. This enables the enables the council to monitor the performance of the mayor and municipal manager to be pro-active and take municipality against quarterly targets on service delivery.
Being a management and implementation tool (and not a targets cannot be revised without notifying the council, policy proposal), the SDBIP is not required to be and if there is to be changes in service delivery targets approved by the council – it is however tabled before and performance indicators, this must be with the council and made public for information and for purposes approval of the council, following approval of an of monitoring. The SDBIP should be seen as a dynamic adjustments budget (section 54(1)(c) of MFMA). This document that may be continually revised by the council approval is necessary to ensure that the mayor or municipal manager and other top managers, as actual municipal manager do not revise service delivery targets performance after each month or quarter is taken into downwards in the event where there is poor performance. account. However, the top-layer of the SDBIP and its
The municipal manager is responsible for the preparation and submit for final approval within 14 days of the of the SDBIP, which must be legally submitted to the approval of the budget. Draft performance agreements mayor for approval once the budget has been approved should also be submitted with the draft SDBIP by 1 May, by the council (around end-May or early-June). However, and then submitted for approval with the revised SDBIP the municipal manager should start the process to within 14 days after the approval of the budget. The prepare the SDBIP no later than the tabling of the budget mayor should therefore approve the final SDBIP and (around 1 March or earlier) and preferably submit a draft performance agreements simultaneously, and then make SDBIP to the mayor by 1 May (for initial approval). Once the SDBIP and performance agreement of the municipal the budget is approved by the Council, the municipal manager public within 14 days, preferably before 1 July. manager should merely revise the approved draft SDBIP,
It is the output and goals made public in the SDBIP that only, and aimed at ensuring that the mayor and municipal will be used to measure performance on a quarterly basis manager are taking corrective steps when any during the financial year. Note that such in-year unanticipated problems arise. The SDBIP serves a critical monitoring is meant to be a light form of monitoring. The role to focus both the administration and council on council should reserve its oversight role over outputs by providing clarity of service delivery performance at the end of the financial year, when the expectations, expenditure and revenue requirements, mayor tables the annual report of the municipality. The in- service delivery targets and performance indicators. year monitoring is designed to pick up major problems
COMPONENTS OF SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
The SDBIP can defined as: “a detailed plan approved by 2. Monthly projections of expenditure (operating and the mayor of a municipality for implementing the capital) and revenue for each vote municipality’s delivery of services and the execution of its 3. Quarterly projections of service delivery targets and annual budget and which must include the following: performance indicators for each vote 1. Monthly projections of revenue to be collected for each 4. Ward information for expenditure and service delivery source 5. Detailed capital works plan broken down by ward over three years
The SDBIP must include the above information, which is is occurring more slowly than expected (e.g through the basic information required for the municipal manager under spending), the municipality needs to improve its to ensure performance. The information required on capacity to deliver services or ensure that it is making its revenue, for example, is necessary, as if the municipality payments sooner and on time. The information required is clearly not collecting as much revenue as anticipated in on revenue and expenditure will allow the mayor to the first or second quarter (for example), it should be assess budget performance of the municipality in terms taking steps to ensure that it lowers its expenditure of section 54 of the MFMA, using the monthly and mid- targets (through an adjustments budget) or improve its year reports submitted by the municipal manager in terms revenue collection performance. Similarly, if expenditure of sections 71 and 72.
Determining the service delivery targets is much harder performance indicators and measures for service delivery and occurs with a lag of at least 2 to 3 months (as (for water, electricity, recreational facilities etc), and to compared to financial information, which should be measure the quality of such delivery. This is an art that available within 10 days after the end of each month). It will require managers to be more creative and innovative. is even harder to determine the appropriate and objective
The SDBIP information on revenue will be monitored and more than anticipated. More importantly, such reported monthly by the municipal manager in terms of information requires the municipality to take urgent section 71(1) (a) and (e). For example, if there is lower remedial steps to ensure it improves on its revenue- than anticipated revenue and an overall cash shortage in collection capacity if the municipality wants to maintain its a particular month the municipality may have to revise the levels of service delivery and expenditure. spending downwards to ensure that it does not borrow
While these projections would be most useful as cash relationship between revenue billed and the amount flow projections, it is also critical to understand the actually collected in the context of tariff, credit control and
indigent policies and any other relevant policies. Sources of revenue for the purposes of the SDBIP Comprehensive, coherent revenue policies that take into defined by National Treasury as national norms and account appropriate service delivery levels, standards, standards ability to pay and collection efforts will ensure realistic revenue projections and ultimately balanced budgets. are:
a) Regional levies i) Interest & investment income
b) Property rates j) Rent of facilities and equipment
c) Property rates - penalties imposed and k) Interest earned outstanding debtors collection charges l) Traffic fines d) Electricity revenue from tariff billings m) Fines for late payment e) Water revenue from tariff billings n) Licenses and permits f) Sanitation revenue from tariff billings o) Income from agency services g) Refuse removal from tariff billings p) Other h) Grants
Service delivery targets relate to the level and standard of information must relate to output information on service service being provided to the community and include targets delivery, for example, expansion and regularity of refuse for the reductions in backlogs of basic services. The removal services or provision of water will be the primary requirement for service delivery targets is consistent with service delivery objective. Internal or management national government policy requiring the public sector to be performance indicators, suitable to manage lower-layer able to measure service delivery outputs and outcomes in managers, should generally not be made public. The addition to inputs (expenditure). For example, a service development of appropriate service delivery and delivery target could be the number of households receiving performance targets and indicators may differ from the defined minimum basic level of clean water. The public municipality to municipality depending on their priorities and information should deal with service delivery, rather than on challenges and will require further development. how a municipality organizes itself to do so. Such
Reporting on SDBIP
This section covers reporting on the SDBIP as a way of SDBIP provides an excellent basis for generating the linking the SDBIP with the oversight and monitoring reports for which MFMA requires. The reports then allow operations of the Municipal administration. Various the Lekwa-Teemane Local Council (Ward and PR reporting requirements are outlined in the MFMA. Both Councillors) to monitor the implementation of service the Mayor and the Accounting Officer have clear roles to delivery programs and initiatives across the Municipality. play in preparing and presenting these reports. The
Monthly Reporting Section 71 of the MFMA stipulates that reporting on actual revenue targets and spending against the budget should occur on a monthly basis. This reporting must be conducted by the accounting officer of a municipality no later than 10 working days, after the end of each month. Reporting must include the following: I. Actual revenue, per source; II. Actual borrowings; III. Actual expenditure, per vote; IV. Actual capital expenditure, per vote; V. The amount of any allocations received If necessary, explanation of the following must be service delivery and budget implementation plan and; (c) included in the monthly reports: (a) any material any remedial or corrective steps taken or to be taken to variances from the municipality’s projected revenue by ensure that the projected revenue and expenditure source, and from the municipality’s expenditure remain within the municipalities approved budget. projections per vote (b) any material variances from the
Quarterly Reporting Section 52 (d) of the MFMA compels the mayor to submit within 30 days of the end of each quarter. The quarterly a report to the council on the implementation of the performance projections captured in the SDBIP form the budget and the financial state of affairs of the municipality basis for the mayor’s quarterly report.
Mid-year Reporting
Section 72 (1) (a) of the MFMA outlines the requirements targets and performance indicators set in the service for mid-year reporting. The accounting officer is required delivery and budget implementation plan; by the 25th January of each year to assess the (iii) The past year’s annual report, and progress on performance of the municipality during the first half of the resolving problems identified in the annual report; and year taking into account: (iv) The performance of every municipal entity under the (i) The monthly statements referred to in section 71 of the sole or shared control of the municipality, taking into first half of the year account reports in terms of section 88 from any such (ii) the municipalities service delivery performance during entities. the first half of the financial year, and the service delivery
Based on the outcomes of the mid-year budget and are materially different from the projections contained in performance assessment report, an adjustments budget the budget or the SDBIP. may be tabled if actual revenue or expenditure amounts
The SDBIP is a living document and may be modified based on the mid-year performance review. Thus the SDBIP remains a kind of contract that holds the Lekwa-Teemane Local Municipality accountable to the community
MONTHLY PROJECTIONS OF REVENUE TO BE COLLECTED FOR EACH SOURCE
Budget R thousand July August Sept. October November December January February March April May June Year 2019/20
Revenue By Source
Property rates 2 507 2 507 2 507 2 507 2 507 2 507 2 507 2 507 2 507 2 507 2 507 2 513 30 090
Service charges - electricity revenue 6 767 6 767 6 767 6 767 6 767 6 767 6 767 6 767 6 767 6 767 6 767 6 761 81 198
Service charges - water revenue 3 260 3 260 3 260 3 260 3 260 3 260 3 260 3 260 3 260 3 260 3 260 3 258 39 118
Service charges - sanitation revenue 2 135 2 135 2 135 2 135 2 135 2 135 2 135 2 135 2 135 2 135 2 135 2 140 25 625
Service charges - refuse revenue 1 711 1 711 1 711 1 711 1 711 1 711 1 711 1 711 1 711 1 711 1 711 1 716 20 537
Rental of facilities and equipment 45 45 45 45 45 45 45 45 45 45 45 40 535 Interest earned - external investments 49 49 49 49 49 49 49 49 49 49 49 47 586 Interest earned - outstanding debtors 3 125 3 125 3 125 3 125 3 125 3 125 3 125 3 125 3 125 3 125 3 125 3 120 37 495
Dividends received – – – – – – – – – – – – –
Fines, penalties and forfeits 86 86 86 86 86 86 86 86 86 86 86 85 1 031
Licences and permits – – – – – – – – – – – – –
Agency services 230 230 230 230 230 230 230 230 230 230 230 231 2 761
Transfers and subsidies 6 101 6 101 6 101 6 101 6 101 6 101 6 101 6 101 6 101 6 101 6 101 6 097 73 208
Other revenue 89 89 89 89 89 89 89 89 89 89 88 10 500 11 478
Gains on disposal of PPE – – – – – – – – – – – – – Total Revenue (excluding capital transfers and contributions) 26 105 26 105 26 105 26 105 26 105 26 105 26 105 26 105 26 105 26 105 26 104 36 508 323 662
MONTHLY PROJECTIONS OF EXPENDITURE (OPERATING AND CAPITAL) AND REVENUE FOR EACH VOTE
BUDGET Expenditure By Type JULY AUGUST SEPT OCT NOV DEC JAN FEB MAR APRIL MAY JUNE YAER 19/20
Employee related costs 6 063 6 063 6 063 6 063 6 063 6 063 6 063 6 063 6 063 6 063 6 063 6 058 72 751
Remuneration of councillors 514 514 514 514 514 514 514 514 514 514 514 517 6 171
Debt impairment 6 716 6 716 6 716 6 716 6 716 6 716 6 716 6 716 6 716 6 716 6 716 6 717 80 593
Depreciation & asset impairment 2 113 2 113 2 113 2 113 2 113 2 113 2 113 2 113 2 113 2 113 2 113 2 117 25 360
Finance charges 347 347 347 347 347 347 347 347 347 347 347 351 4 168
Bulk purchases 5 608 5 608 5 608 5 608 5 608 5 608 5 608 5 608 5 608 5 608 5 608 5 608 67 296
Other materials 2 153 2 153 2 153 2 153 2 153 2 153 2 153 2 153 2 153 2 153 2 153 2 148 25 831
Contracted services 2 124 2 124 2 124 2 124 2 124 2 124 2 124 2 124 2 124 2 124 2 124 2 125 25 489
Transfers and subsidies – – – – – – – – – – – – –
Other expenditure 3 189 3 189 3 189 3 189 3 189 3 189 3 189 3 189 3 189 3 189 3 189 3 186 38 265
Loss on disposal of PPE – – – – – – – – – – – – –
Total Expenditure 28 827 28 827 28 827 28 827 28 827 28 827 28 827 28 827 28 827 28 827 28 827 28 827 345 923
QUARTERLY PROJECTIONS OF SERVICE DELIVERY TARGETS AND PERFORMANCE INDICATORS FOR EACH VOTE
THEMATIC AREAS: BASIC SERVICES and INFRASTRUCTURE DEVELOPMENT
Analysis: In terms of sanitation the municipality still has 300 buckets in The sanitation service is currently also stretched to the limits as Boitumelong ext.1, 2 and 4. The Christiana Town and a section of blockages regularly occur due to foreign objects being dumped into Bloemhof are still using the septic tank systems. The total number the system. Especially in Boitumelong the diameter of sewerage is 800. The District municipality is currently busy with the pipelines is not sufficient to deal with the large volumes. rehabilitation of the Boitumelong and Utlwanang ext. 5. These projects were funded and managed by the District Municipality.
Refuse are collected in the entire Lekwa-Teemane. New In Christiana, Bloemhof and Geluksoord the electricity networks are establishments within the municipal area still need refuse removal old and in a dilapidated condition and needs urgent attention. services. The municipality experience a problem regarding illegal The tar, gravel and paved streets in Lekwa-Teemane are relatively dumping at street corners and vacant stands. Skip bins are needed old and designed many years ago and cannot cope with the to address the problem of illegal dumping within the municipal area. increased volume and weight of the traffic that uses these roads on The municipal machinery is very old and needs to be replaced. a daily basis and needs urgent attention. At present the supply of water to both Bloemhof and Christiana is under severe pressure. Problems start at the abstraction points, then move to the purification plants and then on to the reservoirs, This is the result of new extensions being supplied with water and waterborne sanitation and not taking into account the capacity to supply sufficient water.
THEMATIC AREA • SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
NATIONAL GOVERNMENT • Massive programme to build social and economic infrastructure STRATEGIC OBJECTIVES Sustainable Resource Management and use
10 POINT PLAN Improve the quantity and quality of basic services for all people in terms of water, sanitation, electricity, waste management, roads and disaster management.(Infrastructure Services) NATIONAL PRIORITY OUTCOMES Outcome 6: Role of Local Government: An efficient, competitive and • Ring-fence water, electricity and sanitation functions so as to facilitate cost-reflecting pricing of responsive economic infrastructure these services network • Ensure urban spatial plans provide for commuter rail corridors, as well as other modes of public Outcome 10: transport Environmental assets and natural • Maintain and expand water purification works and waste water treatment works in line with resources that are well protected growing demand and continually enhanced • Cities to prepare to receive the devolved public transport function • Improve maintenance of municipal road networks • Develop and implement water management plans to reduce water losses • Ensure effective maintenance and rehabilitation of infrastructure • Run water and electricity saving awareness campaigns • Ensure proper management of municipal commonage and urban open spaces • Ensure development does not take place on wetlands LEKWA-TEEMANE OBJECTIVES • To deliver sustainable essential services such as water, sanitation, electricity and roads for the Lekwa-Teemane communities. STRATEGY(S) A partnership should be established between the relevant spheres of government, private sector and the respective communities to co-plan and co-fund massive social and economic infrastructure services in the District.
T.S=Technical services C.S=Community services M.O=mayor’s Office BTO=Budget and Treasury Office CP.S=Corporate Services MM=Municipal Manager’s Office
KEY PERFORMANCE AREA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
IDP Objective Key Indicator Baseline Budget Annual Target Quarterly Target POE Objective Performance Definition Indicator 1st 2nd 3rd 4th
To deliver HOUSING sustainable Service Number of Allocated 5 Ha of 5 Ha of Identify a Item to Item to 5 Ha of Council resolution essential Delivery and hectares of hectares of municipal R000.00 municipal land piece of land Portfolio Council municipal land on land allocated services Infrastructure municipal land land released for Committee released for land such as Development released for released human human released for water, human human in the settlements by settlements by sanitation, settlements settlements 2018/2019 June 2020 June 2020 electricity development and roads for the KPI.1 Lekwa- C.S Teemane communities Service Number of Land 200 Ha of R000.00 100 Hectares Identify a Item to Item to 100 Hectares Council resolution Delivery and Hectares of released for municipal of municipal piece of land Portfolio Council of municipal on land allocated Infrastructure municipal farming, non land land released Committee land released subsidized Development land released for Socio- for Socio- residential, released for institutional in the Economic Economic Socio- use and 2018/2019 Development Development Economic Economic by end June by end June Development Developmen 2020 2020 t
Number of Weekly 16 524 R 19500 19500 19500 19500 19500 Schedules households Collection of household 556734 households households households households households containing Maps with basic refuse s receive 7.25 with basic with basic with basic with basic with basic waste basic (Employ waste waste waste waste waste collection. weekly ee collection by collection by collection by collection by collection by waste Costs) end June end Sep 2019 end Dec 2019 end March end June KPI.2 collection 2020 2020 2020
C.S
No of landfill General Weekly 2 landfill sites 2 landfill sites 2 landfill sites 2 landfill sites 2 landfill sites Maintenance sites maintenance cleaning/s maintained maintained maintained maintained maintained reports maintained of landfill orting and monthly by monthly by monthly by monthly by monthly by Photos sites as upkeep of end June end Sep 2019 end Dec 2019 end March end June KPI.3 required by site. 2020 2020 2020 the National C.S Environment al Managemen t Waste Act, 2008. Number of Quarterly 2 sports Opex 3 sports 3 sports 3 sports 3 sports 3 sports Maintenance sports maintenance facilities facilities facilities facilities facilities facilities Reports facilities of 2 existing maintaine maintained on maintained on maintained on maintained on maintained on Photos sports maintained d monthly a monthly a monthly a monthly a monthly a monthly facilities in Coverdale basis by end basis by end basis by end basis by end basis by end KPI.4 and June 2020 Sep 2019 Dec 2019 March 2020 June 2020 Geluksoord C.S Cleaning grass, cutting, irrigation, weed control
Number of Quarterly Monthly Opex 2 municipal 2 municipal 2 municipal 2 municipal 2 municipal Maintenance municipal maintenance maintenan parks and parks and parks and parks and parks and Reports park and of 2 existing ce of gardens gardens gardens gardens gardens Photos Geluksoord maintained municipal maintained maintained maintained maintained parks monthly by
gardens Maintance park(grass end June monthly by monthly by monthly by monthly by maintained includes cutting, 2020 end Sep 2019 end Dec 2019 end March end June cleaning, removal of 2020 2020 irrigation,gra KPI.5 weeds, ss cutting,weed watering C.S of plants, removal of waste) Number of Erection of Illegal Opex 20 signboards 5 signboards 50 signboards 5 signboards 5 signboards Invoice signboards No Dumping dumping of illegal of illegal of illegal of illegal of illegal Photos of illegal Sites Signs dumping dumping dumping dumping dumping dumping on identified erected by erected by erected by erected by erected by erected sites end June end Sep 2019 end Sep 2019 end March end June 2020 2020 2020 KPI.6
C.S
Number of Perimeter None R1 200 3 cemeteries N/A N/A N/A 3 cemeteries Completion cemeteries fencing of existence 000.00 fenced by end fenced by end Report fenced available of fencing June 2020 June 2020 Photos cemeteries around KPI.7 with access cemetries- control As of June C.S mechanism 2018, in place there are no fences around the available cemeterie s.
ELECTRICITY SERVICES Service Number of Replacemen 54 High 16 High Mast 16 High Mast 4 High Mast 4High Mast High Mast Job card Delivery and High Mast t of broken mast lights to be lights to be lights to be lights to be lights to be Infrastructure lights to be bulbs lights repaired/maint repaired/maint repaired/maint repaired/maint repaired/maint Development repaired/mai ained in ained in ained in ained in ained in ntained in (Bloemhof (Bloemhom (Bloemhom (Bloemhom (Bloemhom
(Bloemhom and and and and and and Christiana) by Christiana) by Christiana) by Christiana) by Christiana) by Christiana) end June end Sep 2019 end Dec 2019 end March end June 2020 2020 2020 KPI.8
T.S
Number of Changing of 54 total 4 000 24 highmast 8 highmast 8 highmast 8 highmast Snag list and Tender advert, highmast 400Watts number of 000 lights lights lights lights completion Appointment lights HPS lights to municipal upgraded to upgraded to upgraded to upgraded to letter, Progress upgraded to 279Watts highmast LED LED LED LED reports & 1 X LED LED lights. lights luminaries by luminaries by luminariesby luminaries by Project Close-out luminaries The end June end Sep 2019 end Dec 2019 end March report. municipality 2020 2020 Completion KPI.9 has 32 certificate highmast T.S lights in Bloemhof and 22 highmast lights in Chriatiana
Number of Installation 66 total R41997 4 highmast Appointment N/A N/A 11 highmast Tender advert, highmast of highmast number of 18 lights in of service lights in Appointment lights lights in municipal Boitumelong, provider Boitumelong, letter, Progress installed Boitumelong highmast Coverdale Coverdale reports & 1 X ,Coverdale, lights in and Ext 10 by and Ext 10 by Project Close-out KPI.10 Ext 10, Bloemhof end June end June report. Utlwanang 2020 2020 Completion T.S and certificate Geluksood
ROADS AND STORMWATER
KM of Patching of Pothole R1 500 2 KM of 500m 500m 500m 500m Report and municipal potholes, riddled 000.00 municipal Photos roads cleaning and roads roads maintained road maintained by markings end June KPI.11 2020 Bloemhof T.S Christiana Boitumelong
Utlwanang Geluksoord Coverdale Salamat KMs of storm Cleaning of 10km R3 5 km of storm 1.25km storm 1.25km storm 1.25km storm 1.25km storm Report and water storm water stormwate 00 000. water water water water water Photos drainage drainage r drainage 00 drainage drainage drainage drainage drainage maintained system maintained by maintained by maintained by maintained maintained by end June end Sep 2019 Dec 2019 March 2020 end June KPI.12 2020 2020
T.S
KMs of Construction Gravel R2 799 500m of Appointment 250m 250m N/A Tender advert, municipal of paved Road 532.52 municipal of service municipal municipal Appointment internal roads and internal roads provider internal roads internal roads letter, Progress reports & 1 X roads paved stormwater paved by end paved by end paved by end Project Close-out in Mosiwa June 2020 Dec 2019 March 2020 report. KPI.13 Street Completion certificate T.S
KMs of Construction Gravel R7 054 1.2km of Appointment 250m 500m 450m Tender advert, municipal of paved Road 100.41 municipal of service municipal municipal municipal Appointment internal roads and internal roads provider internal roads internal roads internal roads letter, Progress reports & 1 X roads paved stormwater paved by end paved by end paved by end paved by end Project Close-out in June 2020 Dec 2019 March 2020 June 2020 report. KPI.14 Boitumelong Completion T.S certificate
WATER AND SANITATION Number of Replacemen 14 230 400 Water 100 Water 100 Water 100 Water 100 Water Water t of faulty total Meters Meters Meters Meters Meters Meters 200 water municipal replaced in replaced in replaced in replaced in replaced in replaced in meters in water Christiana and Christiana and Christiana and Christiana and Christiana and Bloemhof Christiana meters Bloemhof by Bloemhof by Bloemhof by Bloemhof by Bloemhof by and and 200 end June end Sep 2019 end Dec 2019 end Mach end June Christiana water meters 2020 2020 2020 in Bloemhof KPI.15
T.S
KEY PERFORMANCE AREA 2: LOCAL ECONOMIC DEVELOPMENT
IDP Objective Objective Key Performance Indicator Baseline Budget Annual Quarterly Target POE Indicator Definition Target 1st 2nd 3rd 4th
Strengthening Local LED Strategy LED Strategy Outdated Opex Review and Engagements Engagemen Engagements Review and LED Strategy the enabling Economic aligned to the that is going LED alignment of with third ts with third with third alignment of environment Development Provincial and to assist in strategy LED parties for parties for parties for LED strategy through more National LED identifying the strategy to assistance assistance assistance to National flexible Strategy/Framew potential National and (FEED and (FEED and (FEED and and Provincial regulations, ork developed investors Provincial District) District) District) strategies by better access strategies end June to finance and KPI.16 by end June 2019 markets, 2019 improved MO C.S infrastructure
facilities and
business support Local Number of LED Inconsiste Opex 4 LED 1 LED 1 LED 1 LED 1 LED Minutes, Economic municipal LED Intergovernme nt LED intergovern intergovernme intergovern intergovernme intergovernme attendance Development intergovernmenta ntal platforms engageme mental ntal platform mental ntal platform ntal platforms registers l platforms that allows for nts platforms convened by platform convened by convened by convened. information convened Sep 2019 convened March 2020 June 2020 sharing on by June by Dec KPI.17 opportunities 2020 2019 existing in MO C.S sector departments
Local Number of work Employment 350 work Opex 5000 work 150 work 150 work 100 work 100 work Appointment Economic opportunities opportunities opportuniti opportunitie opportunities opportunitie opportunities opportunities contracts Development created through created es s created created s created created created CWP. through CWP through through CWP through through CWP through CWP CWP by by Sep 2019 CWP by by March by June 2020 KPI.18 June 2020 Dec 2019 2020
MO C.S
Local Number of jobs 100 created 25 created 25 jobs 25 jobs 25 jobs Appointment Economic created through through the through the created created created letters Development the municipality’s municipality’ municipality’s through the through the through the local economic s local local municipality’ municipality’s municipality’s development economic economic s local local local initiatives developmen development economic economic economic including capital t initiatives initiatives developmen development development projects including including t initiatives initiatives initiatives capital capital including including including KPI.19 projects by projects by capital capital capital end June end Sep 2019 projects by projects by projects by MO C.S 2020 end Dec end March end June 2019 2020 2020
Local Number of work R1 055 80 work 40 40 Employment Economic opportunities 000.00 opportunitie Contracts Development created through s created EPWP through EPWP by KPI.20 end June 2020 MO C.S
KEY PERFORMANCE AREA Financial Management and Administrative Capacity
NATIONAL GOVERNMENT Building a developmental state including improvement of public services and strengthening democratic institutions
STRATEGIC OBJECTIVES • Restore the institutional integrity of municipality
• Develop and strengthen a politically and administratively stable system of municipalities
• Uprooting of corruption, nepotism, maladministration in our system of local government.
Build and strengthen the administrative, institutional and financial capabilities of municipality, and all municipalities should have clean audits by 2019.
10 POINT PLAN
NATIONAL PRIORITY OUTCOMES Outcome 12: Role of Local Government:
An efficient, effective and • Comply with legal financial reporting requirements development oriented public service • Review municipal expenditures to eliminate wastage and an empowered, fair and inclusive citizenship
•
LEKWA-TEEMANE OBJECTIVES • Build and strengthen the financial management of the municipality to enhance service delivery and achieve clean audit by 2019
STRATEGIES
EFFICIENT AND EFFECTIVE FINANCIAL MANAGEMENT SUPPLY CHAIN MANAGEMENT STRATEGIES
• Review and adoption of finance policies • Review and update of the Supply Chain Management policy. • Financial reporting and in year reporting • Capacitate supply chain unit. • MTEF plan • Contract management (Compliance) • Budget management • Maintain updated service provider data base. • Ensure alignment of financial systems to GRAP/ Budget format • Develop a five year integrated financial management plan. EXPENDITURE AND BUDGET MANAGEMENT STRATEGIES • MFMA Implementation reform • Payments be affected within 30 days • Development project based funding model.
• Development of the asset registers as prescribed by GRAP. • Submission of both expenditure and budgets reports timely. • General Ledger balancing • Timely creditors’ reconciliations. • Annual financial statement compilation. • Implement budget reforms as per MFMA. • Section 71 reporting • Capacity building • Section 72 and other legislative reporting. • Safeguards of the supporting documents. • The development of a comprehensive inventory and stores management policy. REVENUE ENHANCEMENT STRATEGIES • Annual budget compilation. • Cash flow management • Tariff setting • Investment management. • Billing • Meter reading BUDGET AND TREASURY MANAGEMENT • Debtors reconciliations • Revenue management • Manage revenue section • Distribution of accounts • Manage supply chain management unit • Grant funding management • Manage credit control and debt collection unit • Development of cost recovery strategic plan • Manage expenditure and budget management unit. • Manage and maintain updated valuation roll • Manage financial management, asset management and reporting unit. • Finance Intern Capacitating.
CREDIT CONTROL AND DEBT COLLECTION
• Indigent Management. • Review and maintain credit control and debt collection procedures. • Managing the cut-off, restriction, and disconnection and re connection. Reducing number of collection debts to 30 days.
KEY PERFORMANCE AREA 3: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
IDP Objective Objecti Key Indicator Baseline Budget Annual Quarterly Target POE ve Performance Definition Target Indicator 1st 2nd 3rd 4th
Build and Municip Number of Finance policies Finance R000. 10 N/A N/A N/A 10 reviewed Attach the strengthen the al financial policies 00 reviewed and policies financial Financi policies 1. Credit Control and approved reviewed, debts collection, 1. Credit Council management al reviewed approved financial 2. Asset Control debts Resolution of the Viability adopted by management collection, 2. financial policies by municipality to and council policy, Asset policies by end June enhance Manag 3. Indigent management end June 2020 service ement KPI.21 policy, 4. policy, 2020 delivery and Property Rates 3. Indigent achieve clean BTO policy policy, 4. , 5. Supply Property Rates audit by 2019 Chain policy Management , 5. Supply Policy, Chain 6. Tariff policy, Management 7. Cash Policy, Management 6. Tariff policy, policy, 8. 7. Cash Budget Policy 9. Management Borrowing policy, 8. policy. Budget Policy 10. Cost 9. Borrowing Containment policy. Policy - Review 3 - Review 3 policies per policies per quarter and if quarter and if changes adopted by changes council. 10. adopted by Cost council. Containment Policy Municip Number of Implementations 100% R000. 4 reports 1 report 1 report on 1 report 1 report on Reports al reports on the of new valuation Implementation 00 on the on the the on the the of the MPRA
Financi implementation roll from the 1st implement implement implementat implement implementat al of MPRA of July 2017. ation of ation of ion of ation of ion of Viability Billing of the MPRA by MPRA by MPRA by MPRA by MPRA by and KPI.22 properties end June end Sep end Dec end March end June Manag according to the 2020 2019 2019 2020 2020 ement BTO valuation roll and the approved tariffs
Municip Number of Reports on Reports on Rates/ 12 reports 3 reports 3 reports on 3 reports 3 reports on Reports al reports on debtors’ Revenue on on effective on effective Financi effective reconciliations, Management effective effective revenue effective revenue al revenue how many revenue revenue managemen revenue managemen Viability management households manageme managem t submitted managem t submitted and submitted by have been billed nt ent by end Dec ent by end June Manag end June 2020 and how much submitted submitted 2019 submitted 2020 ement has been by end by end by end KPI.23 collected June 2020 Sep 2019 March 2020 BTO
Municip Number of Reports on Reports on Opex 12 reports 3 reports 3 reports on 3 reports 3 reports on Reports al reports on creditors Expenditure on on expenditure on expenditure Financi expenditure reconciliations, Management expenditur expenditur managemen expenditur managemen al management reports on and e e t submitted e t submitted Viability submitted withdrawals manageme managem by end Dec managem by end June and nt ent 2019 ent 2020 Manag KPI.24 submitted submitted submitted ement by end by end by end BTO June 2020 Sep 2019 March 2020
Municip Number of Expenditure Conditional Opex 12 reports 3 reports 3 reports on 3 reports 3 reports on Reports al reports on the reports on Grants on the on the the on the the Financi Conditional conditional Conditional Condition Conditional Condition Conditional al Grants Grants Grants al Grants Grants al Grants Grants Viability spending in spending spending spending in spending spending in and accordance in in accordance in accordance
Manag with DoRA and accordanc accordanc with DoRA accordanc with DoRA ement Grant e with e with and Grant e with and Grant Frameworks DoRA and DoRA and Frameworks DoRA and Frameworks by end June Grant Grant by end Dec Grant by end June 2019 Framework Framewor 2019 Framewor 2020 s by end ks by end ks by end KPI.25 June 2020 Sep 2019 March 2020 BTO
Municip Number of Quarterly report 4 SCM R000. 4 SCM 1 SCM 1 SCM 1 SCM 1 SCM Attach Quarterly al SCM on compliance 00 compliance complianc compliance complianc compliance reports Financi compliance 1 Contract reports to be reports e report report e report report management, submitted al reports submitted submitted submitted submitted submitted 2. Deviation Viability submitted by report, 3. Bid by end by end by end Dec by end by end June and end June 2020 awarded above June 2020 Sep 2019 2019 March 2020 Manag R 200 000. 2020 ement KPI.26 4. Number of quotations BTO 5. Repairs and Maintenance
6. UIF&W
Municip Financial Financial 12 Financial Opex 4 Financial 40% 50% 50% 60% Attach Financial al viability as viability as Viability viability collection collection collection collection viability ratios Financi expressed by expressed by Reports ratios from from from from report the ratios (debt Expressed in al the ratios (debt report by outstandin outstanding outstandin outstanding coverage ratio = Ratios Viability coverage ratio, 4 : 1, end of g debts in debts in g debts in debts in and outstanding outstanding each ratios is ratios is ratios is ratios is Manag service debtors service debtors quarterly equal equal 3:1 equal 2:1 equal 1:1 ement to revenue, to revenue = (4:1). Cost coverage 3:1, Cost ratio) coverage age = 3:1)
KPI.27
BTO
Municip Number of Free basic 7116 indigents Opex 9000 10000 10000 10 000 10 000 Indigent register al Indigents services currently Indigents Indigents Indigents Indigents Indigents Financi provided to receiving free household al households basic services household household households household households receiving earning less s receiving s receiving s receiving Viability than R3500. and receiving receiving Free Basic Benefits that are Free Basic Free Basic Free Basic Manag provided. Services Services Free Services by Free Services by ement 1. 6klm Water 2. 50 klw by end Basic end Dec Basic end June
electricity June 2020 Services 2019 Services 2020 3. Other by end by end KPI.28 services at Sep 2019 March 100% 2020 BTO
Municip Percentage Quarterly 59% Collection Rates/ 80% 40% 45% 60% 80% Attach progress al (%) collection revenue rate Opex collection collection collection of collection collection of report and Financi of revenue collected of revenue of revenue revenue of revenue revenue Schedule C against the MFMA Section al achieved achieved achieved achieved by achieved achieved by actual billing 71 Reports Viability by the end by the end the end Dec by the end the end and June 2020 Sep 2019 2019 March June 2020 Manag 2020 ement KPI.29 BTO
Municip Percentage of The budgeted WSP R382 100% of 25% 25% 25% 25% Attach monthly al municipality’s amount for WSP 653.00 municipalit Quarterly Quarterly Quarterly Quarterly report Financi budget actually per Vote y’s budget report on report on report on report on al spent on actually budget budget budget budget Viability implementing spent on actually actually actually actually and its workplace implementi spent on spent on spent on spent on Manag Skills Plan ng its implement implementin implement implementin ement workplace ing its g its ing its g its KPI.30 skills plan workplace workplace workplace workplace
BTO by end skills plan skills plan skills plan skills plan June 2020 by end by end Dec by end by end June Sep 2019 2019 March 2020 2020
Municip Percentage of Report on actual 2018/19 Opex 100% of 35% 65% 85% 100% Capex Project al a municipality’s spending on Expenditure municipalit Quarterly Quarterly Quarterly Quarterly Report Financi capital budget MIG and INEP y’s capital report on report on report on report on al actually spent capital budget budget budget budget budget Attach Quarterly Viability on capital expenditure actually actually actually actually actually Reports and projects spent on spent on spent on spent on spent on Manag identified for a capital Capital Capital Capital Capital ement particular projects projects projects projects projects financial year identified identified identified by identified identified by in terms of the for a by end of end of the by end of end of the municipality’s particular the quarter the quarter integrated financial quarter quarter development year in plan terms of the KPI.31 municipalit y’s BTO integrated developme nt plan submitted by end June 2020
Municip Timeous Submission of Timeous R934 Timeous Timeous N/A N/A N/A Attach al submission of Annual submission of 000 submission submissio acknowledgeme Financi 2018/19 Financial Draft and of 2017/18 n of nt of receipts of al Annual Statements to consolidated Ópex Annual 2017/18 AFS and copy Viability Financial AGSA 2018/19 Financial Annual of Annual and Statements to Annual Report Statements Financial Financial to Internal to Auditor Statement statement Audit General by s to
Manag Auditor Committee & end August Auditor ement General Auditor 2019 General General by 31 by end August 2019 August 2019 KPI.32
BTO
Municip Percentage of Audit findings Post Audit R000. 100% of N/A 25% of 70% of 100% of Post Audit al audit findings addressed as Action Plan 00 audit audit audit audit Action Plan Financi addressed contained in the findings findings findings findings al post audit action addressed addressed addressed Viability KPI.33 plan by end by end Dec by end addressed and June 2020 2019 March by end June Manag BTO 2020 2020 ement
THEMATIC AREA • INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
NATIONAL GOVERNMENT • Building a developmental state including improvement of public services and
STRATEGIC OBJECTIVES • strengthening democratic institutions
Strengthen the skills and human resource base.
10 POINT PLAN • Restore the institutional integrity of the municipality
• Develop and strengthen a politically and administratively stable system of municipalities.
Uprooting of corruption, nepotism, maladministration in our system of local government.
NATIONAL PRIORITY OUTCOMES Outcome 5: Role of Local Government:
A skilled and capable workforce to • Ensure councils behave in ways to restore community trust in local government support an inclusive growth Continue to develop performance monitoring and management systems path
Outcome 12: An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
LEKWA-TEEMANE OBJECTIVES • To provide the necessary strategic support for the implementation of the SDBIP
• To build an enhance the human resource capacity of the municipality;
• To ensure that there is a good, sound industrial relationship between the employer and the employee;
• To create a safe working environment for all employees;
• To enhance Corporate image;
Strategies: 1. Develop and implement SDBIP
2. Provision of accessible basic skills, basic formal education, including adult education, to municipal employees;
3. Ensure a functional and effective Local Labour Forum (LLF);
4. Develop and implement occupational Health and Safety Plan;
5. Develop a marketing plan for the municipality;
To encourage career growth and personal development of employees
KEY PERFORMANCE AREA 4: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
IDP Objective Objective Key Indicator Baseline Budget Annual Target Quarterly Target POE Performance Definition Indicator 1st 2nd 3rd 4th
To provide the Institutional Number of Filling of 12 20 Posts Opex 12 posts filled 3 posts filled 3 posts filled 3 posts filled 3 posts filled Adverts, Interview necessary Developme posts filled as critical posts filled as per the as per the as per the as per the as per the Reports and strategic nt and per the that are approved approved approved approved approved Appointment Letters support for Transformat approved provided for in funded structure funded funded funded funded the ion funded the by end June structure by structure by structure by structure by implementatio structure Organisational 2020 end Sep 2019 end Dec end March end June n of the Structure in line 2019 2020 2020 SDBIP KPI.34 with request by various CP.S Directorates and allocated funds in the budget.
Institutional Number of In terms of 8 0.00 2 employees 1 Employee N/A 1 N/A Recruitment & Developme employees Employment Employees employed in employed in employees Selection
nt and employed in Equity Plan employed accordance with accordance employed in Report/Human Transformat accordance target groups according to the Employment with accordance Resource Report ion with the include disabled EEP. Equity Plan by Employment with Employment and women. end June 2020 Equity Plan by Employment Equity Plan These groups to end Sep 2020 Equity Plan be considered by end during the March 2020 recruitment and KPI.35 selection process. CP.S
Institutional Number of Officials of the 50 officials R250 10 officials 4 officials 4 officials 2 officials Attendance Developme officials municipality to trained 000 capacitated in capacitated capacitated capacitated Registers; Training nt and capacitated in be capacitated during terms of the in terms of in terms of in terms of Report Transformat terms of the with skills as 2017/18 workplace Skills the the the ion workplace provided for in Financial Plan by end workplace workplace workplace Skills Plan the WSP year. June 2019 Skills Plan Skills Plan Skills Plan end by end end by end by end June KPI.36 Dec 2019 March 2020 2020
CP.S
Institutional Number of Councilors 14 R50 000 16 Councillors N/A 6 6 4 Councillor Attendance Developme councillors capacitated in Councillors trained by end Councillors Councillors trained by Registers & nt and trained line with skills June 2020 trained by trained by end June Training Reports Transformat provided for in Trained in end Dec end March 2020 ion the WSP 17/18 2019 2020
KPI.37
CP.S
Institutional Number of Unemployed 113 learners Funded 10 learner ship N/A 10 learner 5 learner N/A Advertisement, Developme learnership youth and enrolled on by opportunities ship ship Appointment letters nt and opportunities employees Learner ship LGSET created by end opportunitie opportunitie (Service provider & Transformat created enrolled in the opportunitie A June 2020 s created by s created by Learners)/Training ion learner ships in Report.
line with the s created in end March end June WSP 2017/18 2020 2020 KPI.38
CP.S
Institutional Number of A plan for skills WSP R000.00 1 report on the N/A N/A N/A 1 report on Approved WSP, Developme reports on the development to approved workplace skills the Skill Audit Report nt and workplace be developed in and plan submitted workplace Transformat skills plan consultation submitted to to LGSETA by skills plan ion submitted to with employees LGSETA April 2020 submitted to LGSETA and organized before end LGSETA by labour. of April April 2020 2019
KPI.39
CP.S
Institutional Number of LLF meetings to 5 Local 4 Local Labour Develop an 1 Local 1 Local 1 Local Notice/Minutes/Atte Developme Local Labour be held in line Labour R000.00 Forum meetings Annual Labour Labour Labour ndance Register. nt and Forum with agreed Forum held by end Schedule for Forum Forum Forum Transformat meetings held meeting meetings June 2020 LLF meetings; meeting meeting meeting ion schedule. held. held by end held by end held by end KPI.40 1 Local Dec 2019 March 2020 June 2020 Labour Forum CP.S meeting held by end Sep 2019
Institutional Number of Performance 4 SDBIP R000.00 4 SDBIP 1 SDBIP 1 SDBIP 1 SDBIP 1 SDBIP Management Developme SDBIP reported on quarterly quarterly Quarterly Quarterly Quarterly Quarterly Report/ Institutional nt and quarterly quarterly basis performanc performance Performance Performanc Performanc Performanc Quarterly Report Transformat performance e report reports Report e Report e Report e Report ion reports submitted. generated by generated by generated generated generated generated end June 2020 end Sep 2019 by end Dec by end by end June 2019 March 2020 2020
KPI.41
MM
Institutional Number of Annual Annual R000.00 1 annual 1 annual N/A N/A N/A Copy of Annual Developme annual Municipal Report municipal municipal Report nt and municipal performance submitted. performance performance Transformat performance developed to report report ion reports measure developed in developed in developed in Institutional compliance with compliance compliance performance. section 46 with section with section 46 by end 46 by end August August 2019 2019
KPI.42
MM
Institutional Municipal 1 Municipal Municipal R000.00 1 Municipal N/A N/A 1 Municipal N/A Oversight report, Developme oversight oversight report Council oversight report oversight Item to Council nt and report submitted to Oversight submitted to report Council resolution Transformat submitted to Council by end report Council submitted to ion Council March 2020 submitted. Council by end March 2020 by end March 2020 KPI.43
MM
Institutional Number of 5 signed 3 R000.00 5 signed 5 signed N/A N/A N/A Signed Copies of Developme signed performance Performanc performance performance Performance nt and performance agreements by e agreements by agreements Agreements & Work Transformat agreements MM and Section Agreements MM and Section by MM and Plans, ion by MM and 56 employees signed. Section 56
Section 56 by end July 56 employees employees by employees 2018 by July 2019 July 2019
KPI.44
MM
Institutional Mid-Term Performance 2018/2019 Opex 1 Mid-Term N/A Mid-Term N/A N/A Mid-term report Developme performance report detailing Mid-Term performance performanc nt and assessment the performance report assessment e Transformat conducted of the conducted by assessment ion municipality for 25 January conducted the 1st half of 2020 by 25 the financial January KPI.45 year 2020 MM
Institutional Approved 1 Approved SDBIP for R000.00 1 Approved N/A N/A N/A 1 Approved Approved SDBIP by Developme SDBIP SDBIP aligned Corporate SDBIP by end SDBIP the Council. nt and to IDPs and Services June 2020 aligned to Transformat budget. submitted. IDPs and ion budget by KPI.46 end June 2020 MM
Institutional Number of Compliance 1 report R000.00 2 reports on the N/A N/A 1 report on 1 report on OHS Reports, Developme reports on the with OHS ACT submitted implementation the the Attendance nt and implementatio on of Occupational implementat implementat Register Transformat n of implementat Health Safety ion of ion of ion Occupational ion of OHS. policy by end Occupation Occupation Health Safety June 2020 al Health al Health policy Safety Safety policy by policy by
KPI.47 end March end June 2020 2020 CP.S
Institutional Number of Employee 3 Employee R140 3 employee Develop 1 employee 1 employee 1 employee Approved Developme employee wellness Wellness 000 wellness Employee wellness wellness wellness Programme, nt and wellness activities programme activities Wellness activities activities activities Attendance Transformat activities conducted conducted conducted by Programme conducted conducted conducted Register, Employee ion conducted (Sporting (sport & end June 2020 by end Dec by end by end June Wellness Reports. Codes) Welcoming 2019 March 2020 2020 for new staff, KPI.48 Womens day CP.S celebration.)
Institutional Number of Compilation of 4 Reports R000.00 2 Reports N/A 1 Report N/A 1 Report Council Report Developme reports Labour Reports Submitted submitted to submitted to submitted to attached with nt and submitted on quarterly to Council council Council on Council on Referral forms and to council Transformat basis. on Labour Labour Labour notices of set down on on ion disciplinary cases cases cases referred to referred to referred to cases Labour cases Bargaining Bargaining Bargaining KPI.49 referred to by end Dec by end June CP.S Bargaining 2019 2020 Council by end June 2020
Institutional Number of IDP meetings 2 IDP 2 IDP N/A 1 IDP N/A 1 IDP Attendance Developme IDP held for public Representat meetings meeting Register/Notice of nt and Representativ participation. ive Representative held held the meeting. Transformat e Meetings meetings meetings ion Held held. Held by end KPI.50 June 2020
MM
KEY PERFORMANCE AREA Governance, Public Participation & Intergovernmental Relations
NATIONAL GOVERNMENT • Municipalities that have reliable and credible Integrated Development Plans (IDP’s) that are used as a guide for every development, programs and projects within that municipality. STRATEGIC OBJECTIVES • Develop a coherent and cohesive system of governance and a more equitable intergovernmental fiscal system.
• Build and strengthen the administrative, institutional and financial capabilities of municipality, and all municipalities should have clean audits by 2014.
The creation of a single window of co-ordination, support, monitoring and intervention as to deal with uncoordinated interaction by other spheres of government with municipalities including unfunded mandate.
10 POINT PLAN
NATIONAL PRIORITY OUTCOMES Outcome 9: Role of Local Government: Responsive, accountable, effective and efficient local government system • Adopt IDP planning processes appropriate to the capacity and sophistication of the municipality
• Implement the community work programme
• Ensure ward committees are representative and fully involved in community consultation processes around the IDP, budget and other strategic service delivery issues
• Continue to develop performance monitoring and management systems
•
Outcome 12: Role of Local Government:
An efficient, effective and development • Ensure councils behave in ways to restore community trust in local government oriented public service and an empowered, fair and inclusive Continue to develop performance monitoring and management systems citizenship
LEKWA-TEEMANE OBJECTIVES • To ensure good governance;
• To project Lekwa-Teemane Municipality as a preferred area to invest, live and work;
• To inform the community about services rendered and have an effective communication system;
• To provide the necessary strategic support for the implementation of the SDBIP.
• To encourage and ensure public participation through ward committees, ensure participation of sector departments and other stakeholders on integrated planning.
Strategies: 1. Organize effective public participation and stakeholder meetings; 2. Enhance Corporate image; 3. Development and production of information brochures, articles, news-letters and stakeholder meetings in both electronic print media information; Develop and implement SDBIP as per the VTSD plans.
KEY PERFORMANCE AREA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP Objective Key Indicator Baseline Budget Annual Quarterly Target POE Objective Performance Definition Target Indicator 1st 2nd 3rd 4th
To ensure Good % council To ensure 4 matrix R000.00 100% 100% Classification 100% 100% 100% Update the good Governance resolutions effective and Resolution implement implementat of resolutions Update Update the Resolution governance and Public implemented efficient Register ation of ion of as per Resolution Resolution Register Participation secretarial Developed Council Council department Register Register KPI.51 services resolution resolutions and s by end distributing to CP.S June 2020 relevant department
Good Number of Provide support Schedule of R000.00 4 Section 1 Section 79 Develop 1 Section 1 Section 79 Minutes/Attendan Governance section 79 and to Council and Portfolio 79 and 80 & 80 Schedule of 79 & 80 & 80 ce and Public 80 committee its committees Committee committee meeting Committee meeting meeting Registers/Minutes Participation meetings held. sittings meetings held by end Sittings held by held by end developed held by Sep 2019 end March June 2020 KPI.52 end June 1 Section 79 2020 2020 & 80 meeting CP.S held by end Dec 2019
Good Number of Provide support 96 Committee R000.00 96 Ward 24 Ward 24 Ward 24 Ward 24 Ward Minutes/Attendan Governance Ward committee to Council and meetings committee Committee Committee Committe Committee ce and Public meetings held its committees held. meetings meetings meetings held e meetings Registers/Minutes Participation held by held by end by end Dec meetings held by end KPI.53 end June Sep 2019 2019 held by June 2020 2020 end March CP.S M.O 2020
Good Anti-corruption Implementation Policy R000.00 Implement N/A Conduct N/A Conduct Attendance Governance strategy of approved Developed ation of Awareness Awareness Registers and Public implemented anti-corruption and adopted approved Programme Programme Report Participation strategy to by Council, anti- for external Workshop corruption
minimise attended in strategy for internal stakeholder corruption. the District. by end stakeholders s KPI.54 June 2020
CP.S
Good Information and The ICT ICT R000.00 Informatio N/A Information N/A Information Report Governance Communication Governance Governance n and and and and Public Technology Policy be Policy Communi Communicatio Communica Participation Governance developed and developed cation n Technology tion policy submitted to Technolog Governance Technology implemented Council for y policy Governance approval and Governan implemented policy must be in line ce policy by end March implemente with Provincial implement 2020 d by end KPI.55 framework. ed by end June 2020 June 2020 CP.S
Good Number of Meetings and 12 Council R000.00 3 Council N/A N/A 1 Council 2 Council Notice/Attendance Governance council public Activities to be public public public public Register. and Public participation convened on participation participati participati participation Participation programmes the five programmes on on programme conducted concretes as conducted. programm programm s conducted adopted by es es by end June KPI.56 Council. conducted conducted 2020 by end by end CP.S M.O June 2020 March 2020
Good Number of Provide support 96 Committee R000.00 32 of 8 of Public 8 of Public 8 of Public 8 of Public Minutes/Attendan Governance Public Ward to Council and meetings Public Ward Ward Ward Ward ce and Public committee its committees held. Ward committee committee committee committee Participation meetings held committee meetings meetings held meetings meetings meetings held by end by end Dec held by held by end KPI.57 held by Sep 2019 2019 June 2020
CP.S M.O end June end March 2020 2020
Good Communication Communication Inputs R000.00 Communi N/A N/A Communi Communica Approved Governance strategy Strategy to be submitted for cation cation tion strategy Communication and Public implemented developed and Communicatio strategy strategy implemente Policy/Attendance Participation submitted to n Strategy implement implement d Register/Training KPI.58 Council for and the ed by end ed Report approval. Workshop June 2020 CP.S M.O conducted.
Good Number of Newsletters New KPI 2 N/A N/A 1 1 Newsletter Newsletters Governance Newsletters produced to Newsletter Newsletter produced and Public produced distributed to s produced Participation members of the produced KPI.59 community by end June 2020 CP.S
Good Updated Updated 1 report on 1 report on 1 report 1 report on 4 report on the Governance municipal municipal the updated the updated on the the updated updated website and Public website website by website website updated website Participation end June website KPI.60 2020
CP.S
Good Number of By- All Municipal 1 By law R000.00 10 By- Identify Review Promulgat N/A Draft By- Governance laws reviewed By-laws to be reviewed. laws bylaws to be bylaws and ion of By laws/Council and Public reviewed and reviewed public laws Resolution, reviewed Participation KPI.61 submitted to participation Attendance Council for by end Review to solicit Register/Notices CP.S bylaws and approval. June 2020 inputs public participation Submit to
to solicit Council for inputs Adoption
Good Implementation Assessment General R1376 100% 100% 100% 100% 100% 12 reports of the Governance and Monitoring and continuous information on 884.00 implement implementat implementatio implement implementat state of by-law and Public of municipal by- monitoring of municipal by- ion of n of municipal ation of ion of implementation ation of Participation laws on a daily municipal by- laws in place: municipal by-laws by municipal municipal reporting number basis laws. Noise Control, municipal by-laws by end Dec 2019 by-laws by by-laws by of contraventions, Dumping, by-laws by end Sep end March end June and state of KPI.62 Land Use 2019 2020 2020 prosecution end June Scheme. process on each. C.S 2020
Good Number of risk An updated risk Risk Registers R000.00 3 risk Risk 1 risk register 1 risk 1 risk Updated Risk Governance registers register, registers assessment updated by register register Register for the and Public updated reflecting the updated end Dec 2019 updated updated by department. Participation risks within the by end by end end June KPI.63 municipality June 2020 March 2020 2020 MM
KEY PERFORMANCE AREA: SPATIAL RATIONALE
IDP Objective Objective Key Performance Indicator Baseline Budget Annual Target Quarterly Target POE Indicator Definition 1st 2nd 3rd 4th
To ensure Spatial Development Old Spatial R000.00 Spatial Source Source Source Spatial Spatial good Development of a Spatial Development Development funding funding funding Development Development governance Framework Development Framework Framework Framework Framework aligned with IDP Framework aligned with IDP aligned with developed developed by IDP end June 2020 developed by KPI.64 end June 2020 MM
To ensure IDP adopted by Adoption of 2018/19 IDP R000.00 IDP adopted by Submission Hold public Hold public IDP adopted Approved IDP good council the IDP council by end of IDP engagements meetings by Council by governance aligned to May 2020 process end May 2020 IDP process District, plan to plan provincial and Council by KPI.65 national plan end August
2019 MM
WARD INFORMATION FOR EXPENDITURE AND SERVICE DELIVERY
NW396 Lekwa-Teemane - Supporting Table SA4 Reconciliation of IDP strategic objectives and budget (revenue) Goal 2018/19 Medium Term Revenue & Expenditure Strategic Objective Goal 2014/15 2015/16 2016/17 Current Year 2017/18 Code Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year Budget Year
R thousand Outcome Outcome Outcome Budget Budget Forecast 2018/19 +1 2019/20 +2 2020/21 Water Services Improve the quantity and quality of basic 78 037 80 029 97 798 – 45 081 47 823 50 636 service for all people – –
– – – Electricity Services Improve theQuantity and Quality of basic 78 037 80 029 97 798 90 488 103 076 104 901 services for all people
– – – Waste Management Services Improve the Quantity and Quality of basic 39 018 40 015 48 899 26 906 32 074 34 167 servicesfor All people
– – – Dissaster Management Improve thequantity andquality of basic 19 509 20 007 2 450 86 643 92 702 98 360 services for all people
– – – Sanitation Services Improve thequantity andquality of basic 39 018 40 015 48 899 29 951 28 721 30 534 services for all people
Allocations to other priorities 2 Total Revenue (excluding capital transfers and 260 contributions) 1 253 620 095 295 844 – – – 279 068 304 396 318 597
14. LEKWA-TEEMANE MIG PROJECTS 2016/2017-2018/2019
Expenditure MIG Reference Balance as at 30 Planned MIG Project Description Project Value MIG Value as at 30 June Nr June 2018 Expenditure for 2018/2019 2018
MIG/PMU/18/19 PMU: Lekwa Teemane 779 750.00 779 750.00 - 779 750.00 - Bloemhof: Installation of high
mast lights in Boitumelong, 4 150 000.00 4 150 000.00 4 150 000.00 4 150 000.00 - Coverdale and Salamat Bloemhof: Construction of paved internal roads and storm - 6 150 000.00 6 150 000.00 6 150 000.00 6 150 000.00 water in Boitumelong (Kukuma, - Phuduhudu and Phuti Street) Christiana: Installation of high
mast lights in Utlwanang and 4 600 000.00 4 600 000.00 4 600 000.00 3 499 250.00 - Geluksoord
14 900 000.00 14 579 000.00
15. PROGRAMMES AND PROJECTS OF OTHER SPHERES
Programmes and projects from the other spheres of government are reflecting in the attach VTSD plans for Lekwa-Teemane.
EDUCATION AND SPORTS DEVELOPMENT- REFURBISHMENT AND REHABILITATION
Project duration
Project No Project name Ward Number VTSD Type Municipality / Type of Date: Start Date: Total project Region infrastructure Finish cost
293 Gaopalelwe Secondary 2 Township Lekwa Renovations 01-Apr-18 01-Feb-19 3 315 Teemane
CATA-LIBRARIES SERVICES
17 Coverdale/Boitumelong Library 4 TOWNSHIP Lekwa- New and 01/04/2018 31/03/2020 13 000 Teemane replacement assets HEALTH - REFURBISHMENT AND REHABILITATION
69 Bloemhof CHC 4 SD Lekwa- Rehabilitate 2017/04/01 2019/03/31 20 000 Teemane existing CHC
DEPARTMENT OF ENVIRONMENTAL AFFAIRS
Upgrade of the Bloemhof Dam 4 Bloemhof Lekwa- Upgrading 02-01-2018 R30m Nature Reserve Teemane
SMMES AND COOPERATIVES APPROVED FOR NORTH WEST ACCELERATOR PROGRAMME (GAP)
Lekwa- Teemane Irrigation Christiana Lekwa- Livestock Livestock Farming Agricultural Teemane Cooperative
Martar Events Management Bloemhof Lekwa- Events and projects Teemane Management
Skeem Saam Car Wash Christiana Lekwa- Enterprise Teemane
ESKOM
Geluksoord: Installation of 7 Geluksoord Lekwa- Infrastructure 01-07-2018 30-06-2019 R 2 708 097,24 bulk feeder line Eskom to Teemane Geluksoord/Christiana switching station Geluksoord: Electrification 7 Geluksoord Lekwa- Infrastructure 01-07-2018 30-06-2019 R 2 291 902,76 of Geluksoord Phase 5 - Teemane 243 stands
DEPARTMENT OF LOCAL GOVERNMENT AND HUMAN SETTLEMENTS
Lekwa-Teemane 7 Utlwanang Lekwa- Housing 2018/2019 12 120 955,00 Utlwanang ext. 5 -1000 Teemane Barzani
Lekwa Teemane 2 Boitumelong Lekwa- Housing 2018/2019 12 503 722,00 Boitumelong 286 Metro Teemane
Lekwa Teemane 7 Geluksoord Lekwa- Housing 2018/2019 11 483 010,00 Geluksoord Ext 2&3, 500, Teemane Malapane Lekwa Teemane 7 Geluksoord Lekwa- Housing 2018/2019 11 355 421,00 Geluksoord 2&3 500, Teemane Tshikamotha Lekwa Teemane 7 Geluksoord Lekwa- Housing 2018/2019 3 200 000,00 Geluksoord 2&3 2500, Teemane Barzani 69 Lekwa Teemane 4 Boitumelong Lekwa- Housing 2018/2019 2 200 000,00 Boitumelong 500, Maseno Teemane
Lekwa Teemane 4 Boitumelong Lekwa- Housing 2018/2019 8 293 285,00 Boitumelong, 500 White Teemane Leopard 7 Geluksoord Lekwa- Housing 2018/2019 2017/18 Lekwa Teemane Teemane 56 312 343,00 Geluksoord 2&3 984 Lekwa Teemane 7 Geluksoord Lekwa- Water and 2018/2019 9 151 015,00 Geluksoord Ext 4 & 5 Teemane Sanitation
Bloemhof Boitumelong Ext 1 & 4 Boitumelong & Lekwa- Water and 2018/2019 9 518 895,00 11 & 12 Coverdale Teemane Sanitation
DEPARTMENT OF TRADE AND INDUSTRY (DTI)
Critical infrastructure 6 Christiana Lekwa- Electrical 01-07-2018 R11.5m Programme (CIP)IDT Teemane Infrastructure
DEPARTMENT OF ENERGY
Municipal Energy Efficiency Entire Entire Lekwa- Electrical 01-07-2018 R 4m and Demand Side Municipality Municipality Teemane Management Programme
DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM.
Review of the Spatial Entire Entire Lekwa- Spatial 01-07-2018 Development Framework Municipality Municipality Teemane Development
16. DRRSM CAPITAL PROJECT ALLOCATION FOR LEKWA-TEEMANE 2017-2022
DRRSM CAPITAL PROJECT ALLOCATION FOR LEKWA-TEEMANE 2017-2022
ADJUSTMENT Indicative Indicative Indicative Indicative Indicative Project Description BUDGET Budget Budget Budget 2018/19 Budget 2020/21 Budget 2021/22 2016/2017 2017/18 2019/20
Lekwa Teemane: Water Conservation and Demand R0,00 R0,00 R0,00 R0,00 R12 000 000,00 R12 000 000,00 Management
Lekwa Teemane: Upgrading of Water Treatment R0,00 R0,00 R0,00 R2 000 000,00 R40 000 000,00 R70 000 000,00 works in Christiana
Lekwa Teemane: Upgrading of Sewer Treatment R0,00 R0,00 R0,00 R2 000 000,00 R26 000 000,00 R31 000 000,00 works in Christiana
Lekwa Teemane: Upgrading of the WTW in Christiana R0,00 R3 000 000,00 R30 000 000,00 R28100 00,00 R21 700 000,00 R4 800 000,00
Part B LEKWA –TEEMANE DEVELOPMENT AGENCY PLAN 2018/2019 FINACIAL YEAR
IDP Corpor Baseline Key Output Budget Annual Quarterly targets development ate performanc indicator target objectives objectiv e indicator 1st 2nd 3rd 4th Evidence es Institutional Operate 8 HR 4 HR policies 4HR Policies n/a 4 HR 1 Policy 1 Policy 1 Policy 1 Policy Reviewed Development a well policies adopted by adopted policies adopted adopted adopted adopted policies and Administ Adopted end June adopted by Transformati ered 2020 end June on Agency 2020
Institutional Operate 2 2 staff signed Signed n/a 2 staff signed 2 n/a n/a n/a Performanc Development a well Performanc performance performance performance employees e contracts and Administ e Contracts agreements contracts agreements signed Acting Transformati ered signed by end June by end July performanc Programme on Agency 2020 2019 e Manager & agreement Administrati s on Officer
Institutional Operate 3 staff 3 staff Number of opex 3 staff 2 staff 1 staff 1 staff 3 staff Proof of Development a well member members staff trained members members member members members attendance and Administ trained trained by trained by trained trained trained trained Transformati ered June 2020 June 2020 on Agency
Institutional Operate Website not 4 updates on Website opex Website Update Update Update Update Updated Development a well updated website by updated updated 4 website website website website website and Administ June 2020 times by new service Transformati ered June 2020 provider on Agency
Sound Relevan Progress 4 progress 4 Progress n/a 4 progress 1report 1report 1report 1report Reports Governance t policy Report for reports on reports reports on submitted submitted submitted submitted submitted to impleme previous audit action submitted audit action council ntation Audit in plan plan and place submitted to submitted to monitori council June council June ng 2020 2020
IDP Corpor Baseline Key Output Budget Annual Quarterly targets development ate performanc indicator target objectives objectiv e indicator 1st 2nd 3rd 4th Evidence es Sound Relevan No 4 progress Quarterly n/a 4 progress 1report 1report 1report 1report 4 Progress Governance t policy progress reports on progress reports on submitted submitted submitted submitted reports on impleme reports on implementati implementati implementati resolutions ntation resolution on of on of on of implemente and register resolutions resolutions resolutions d monitori submitted to taken submitted to ng council by council by June 2020 June 2020 Sound Relevan 1 4 Reports n/a 4 1 report 1report 1report 1report Performanc Governance t policy performanc performance submitted performance submitted submitted submitted submitted e reports impleme e report reports quarterly reports ntation submitted to submitted to and the Board by the Board by monitori June 2020 June 2020 ng Sound Relevan Board 4 board and 4 meetings Opex 16 meetings 2 2 2 2 Minutes to Governance t policy committees 4 audit; conducted conducted committee committee committe committee meetings impleme established committee for each by June 2020 meetings meetings e meetings conducted ntation meetings committee meetings and conducted by monitori June 2020 ng Sound Relevan Mid-year Submit a 1 Submit a n/a n/a 1 report n/a Mid-year Governance t policy report mid-year assessment mid-year submitted report impleme submitted budget and report budget and ntation performance performance and assessment assessment monitori report to report to ng council by council by January 20 January 20 2020 Sound Relevan 2018/19 Submit AFS AFS opex Submit AFS 1 set of n/a n/a n/a AFS Governance t policy Annual for approval submitted for approval financials 2018/19 impleme Financial to council by timeously to council by submitted ntation submitted 20 August 20 August and 2019 2019
IDP Corpor Baseline Key Output Budget Annual Quarterly targets development ate performanc indicator target objectives objectiv e indicator 1st 2nd 3rd 4th Evidence es monitori ng
Sound Relevan 2018/19 Compile a Draft report Opex Compile a 1 draft n/a n/a n/a Annual Governance t policy Annual Draft Annual submitted draft Annual annual report impleme Performanc report by 20 together with report by 20 report 2018/19 ntation e Report August 2019 AFS August 2019 submitted and submitted 2019 monitori ng Financial Effective 2020/19 final Approved Opex 2020/21 n/a n/a Final n/a 2020/21 Viability and budget Budget budget Budget Approved efficient approved by approved by Approval Budget financial 31 May the board 31 by manage 2020 May 2020 council ment and system adoption of and financial budget policies impleme ntation Financial Effective 12 financial 12 financial 12 financial 3 3 3 3 Reports Viability and reports reports reports submitted efficient submitted to submitted submitted to financial council by and Circular council by manage end June 71 reports end June ment 2020 2020 system and budget impleme ntation
IDP Corpor Baseline Key Output Budget Annual Quarterly targets development ate performanc indicator target objectives objectiv e indicator 1st 2nd 3rd 4th Evidence es Financial Effective Integrated 1 integrated Integrated n/a n/a n/a Integrated Integrated Viability and financial financial plan financial financial financial efficient management management manageme plan financial plan adopted plan adopted nt plan manage end June end June adopted ment 2020 2020 system and budget impleme ntation Financial Effective Supplier Advertise for Updated opex Constant Ongoing Ongoing Ongoing Ongoing Adverts and Viability and database supplier supplier supplier updated efficient database database database databse financial information information manage by end of by end of ment June 2020 June 2020 system and budget impleme ntation Financial Effective SCM Policy Reports on 4 Report on opex Submit report 1 report 1 report 1 report 1 report Implementa Viability and the the to council on tion reports efficient implementati implementati SCM policy financial on of the on of the implementati manage SCM policy SCM policy on by 30 ment MFMA June 2020 system section (63) and budget impleme ntation
IDP Corpor Baseline Key Output Budget Annual Quarterly targets development ate performanc indicator target objectives objectiv e indicator 1st 2nd 3rd 4th Evidence es Local Project Economic 4 reports on Project 4 reports on 1 report 1 report 1 report 1 report Reports Economic identific Developme implementati implementati implementati submit submit submit submit Development ation nt of on of projects on reports on of projects and Lekwa- submitted to submitted submitted to impleme Teemane council by council by ntation June 2020 June 2020 Local Project Economic 2 investment Investor 2 investment n/a 1 n/a 1 Minutes for Economic identific Developme seminars attraction to seminars seminars Development ation nt of conducted by Lekwa - conducted by conducted and Lekwa- June 2020 Teemane June 2020 impleme Teemane ntation Local Project Brickmakin Continuation Profitable opex Operational Secure Ongoing Expand Ongoing Reports on Economic identific g Project of Brickmaking Brickmaking offtake sales to project by sales the Project Development ation Brickmaking Project Project by agreement walk in sourcing and Project in June 2020 s for brick customers funding impleme Bloemhof sales 40 pallets from IDC ntation monthly target Local Project Poultry Continuation Profitable opex Operational Establish a Plantation Harvestin Ongoing Reports Economic identific /Farm of Poultry & Poultry & Poultry Farm bulk market of arable g and sales and Development ation Project in Farm Project Farming Project by for poultry land source sales fallow the and Christiana in Christiana Project June 2020 & Soil inputs from land impleme preparation Dept. of ntation Agriculture Local Project Bloemhof Implementati Bloemhof opex SOD turning Pursue Signing of Project SOD Reports Economic identific Mall on of Mall for Bloemhof council on lease implemen turning Development ation Bloemhof Implementati Mall Project land lease agreement tation and Mall Project on by 30 June for new site between plan impleme 2020 of investor submissi ntation Bloemhof and on by Mall Municipality investors
IDP Corpor Baseline Key Output Budget Annual Quarterly targets development ate performanc indicator target objectives objectiv e indicator 1st 2nd 3rd 4th Evidence es Local Project Packaging Implementati Operational opex Implementati Feasibility Source Project Implement Reports Economic identific Project on of Packaging on of Potato studies Technical implemen packaging Development ation Packaging Project Packaging Partner for tation project and Project project in the project plan impleme Lekwa submissi ntation Teemane by on by 30 June 2020 investors Local Project Skills Implemented Operational opex Set up of a Feasibility Source Project Implement Reports Economic identific Training STC in Skills STC in studies and funding for implemen project Development ation Centre Lekwa- Training Lekwa – site project tation and Teemane Centre Teemane by identificatio plan impleme 30 June 2020 n finalized ntation
Project Name Bloemhof Mixed Beef Beneficiation Christiana Transit Industrial and Bloemhof Hotel Waste to Energy Brick Making Olive Farming and Development Plant Node Agro-processing Project (Sun farm) Plant processing (Retail Development) Plant Land identified Next to the N12 Adjacent to N12 Adjacent to N12 Next to Dairy Belle On and adjacent Municipal Land Bloemhof on Portion adjacent Rezoning Process Christiana Christiana Plant to N12 (next to adjacent to the N12 - municipal to Utlwanang started Score) Bloemhof premises Township Public or Private Municipal Municipal Municipal Municipal Municipal Municipal Municipal Municipal
Studies Done in Scoping, Pre-feasibility Feasibility study Scoping; Pre- Scoping; Feasibility Scoping: Feasibility study Business Plan Scoping; current phase and feasibility studies feasibility and study Feasibility study Feasibility study Feasibility studies and Business and Business Plan Plan Potential value chain Opportunities for Local livestock Food outlets; Packaging, transport, Yes, suppliers of Collection, transport, Sustain the Yes, suppliers of services and also the farmers will have a cleaning and sorting by local services, food, sorting by local Agency services, food, potential for franchisees market for their security services; SMME’s and work cleaning, security SMME`s financially, cleaning, to rent space for produce; security and arts and craft curio space for small metal security business cleaning services shops work companies Amount spent R46000-00 R18000-00 and R46 000 R18000-00 and R43 000 and R114 000 R114 000 R43 000 and R114000-00 R130000-00 R130 000 R130 000 Studies next phase Market Analysis and Technical studies to Market Analysis Technical Studies Technical Studies Technical study to n/a Technical study Geo-technical studies assess the extent of Study and Business and market analysis and market determine the amount available livestock Plan analysis of waste Amount budgeted for R100000-00 R120000-00 R150 000 R220000-00 R130 000 R250 000 R300 000 R130 000
Number of potential 120 jobs at construction 120 direct jobs and To be established by To be established by 35 direct jobs and To be established by 30 permanent 70 potential jobs jobs phase and about 150 100 indirect jobs study study 10 indirect jobs study jobs can be created permanent jobs Community benefit SMME Development, SMME Development, SMME SMME Development, SMME Energy will be available SMME SMME employment creation employment creation Development, employment creation Development, for local consumption development, development, access to services and local revenue employment creation access to products employment and economic growth. employment employment enhancement access to services creation access to Food gardens can be creation, skills creation, access services planted under neat the transfer to services structures
Conclusion
The SDBIP is a key management, implementation and monitoring tool, which provides operational content to the end-of-year service delivery targets, set in the budget and IDP. It determines the performance agreements for the municipal manager and all top managers, whose performance can then be monitored through section 71 monthly reports, and evaluated through the annual report process.
The biggest challenge that Lekwa-Teemane Local Municipality is facing year in year out is failure to meet all targets as planned as this is attributed to lack of adequate budget. In 2019/20 financial year the municipality intend to do things differently by achieving a lot with little resources, however this will remain work in progress for the municipality.
SIGNED______DATE:29 June 2019
HON.MAYOR K.G.N. PALAGANGWE