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Draft a N N U a L R EPORT Draft A N N U A L R EPORT 3.6 Waste Management (Refuse collections, waste disposal, street cleaning and recycling) ............................... 74 MAYOR’S MESSAGE .......................................................... 4 3.7 Housing .......................................................... 77 MUNICIPAL MANAGER OVERVIEW ......................................... 6 3.8 Free Basic Services and Indigent Support ................. 80 COMPONENT B: ROAD TRANSPORT ...................................... 82 CHAPTER 1 .................................................................... 7 3.9 Roads and Stormwater ........................................ 82 EXECUTIVE SUMMARY ....................................................... 7 COMPONENT C: PLANNING AND LOCAL ECONOMIC DEVELOPMENT 1.1. Municipal Overview ............................................. 7 (LED) .......................................................................... 86 1.2 Municipal Functions, Population and Environmental Overview ......................................................... 8 3.10 Planning .......................................................... 86 1.3 Service Delivery Overview ................................... 14 3.11 Local Economic Development (including tourism and market places) .................................................. 89 1.4 Financial Health Overview ................................... 16 3.12 Tourism .......................................................... 90 1.5 Auditor-General Report ....................................... 19 COMPONENT D: COMMUNITY AND SOCIAL SERVICES .................. 93 1.6 2019/20 IDP/Budget Process ................................. 20 1.7 COVID-19......................................................... 24 3.13 Libraries ......................................................... 93 CHAPTER 2 ................................................................... 28 3.14 Cemeteries ...................................................... 95 COMPONENT G: SECURITY AND SAFETY ................................ 97 COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ... 28 3.15 Law Enforcement .............................................. 97 2.1 National Key Performance Indicators - Good Governance and Public Participation ...................................... 28 3.16 Traffic Services ................................................. 98 2.2 Performance Highlights - Good Governance and Public 3.17 Fire Services and Disaster Management ................. 100 Participation .................................................... 28 COMPONENT H: SPORT AND RECREATION ............................ 102 2.3 Challenges - Good Governance and Public Participation 29 3.18 Sport and Recreation ........................................ 102 2.4 Governance Structure ......................................... 29 COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES COMPONENT B: INTERGOVERNMENTAL RELATIONS ................... 33 ............................................................................... 106 2.5 Intergovernmental Relations ................................. 33 3.19 Executive and Council ....................................... 106 COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION .... 35 3.20 Financial Services ............................................ 108 2.6 Public Meetings ................................................. 35 3.21 Human Resource Services .................................. 111 COMPONENT D: CORPORATE GOVERNANCE ............................ 38 3.22 Information and Communication Technology Services 113 2.7 Risk Management ............................................... 38 3.23 Legal Services ................................................. 115 2.8 Anti-Corruption and Anti-Fraud ............................. 40 3.24 Procurement Services ....................................... 116 2.9 Audit Committee ............................................... 41 COMPONENT I: SERVICE DELIVERY PRIORITIES FOR 2020/21 ..... 118 2.10 Performance Audit Committee .............................. 42 3.25 Service Delivery Priorities for 2020/21 .................. 118 2.11 Communication ................................................. 43 CHAPTER 4 ................................................................. 124 2.12 Website .......................................................... 44 4.1 National Key Performance Indicators – Municipal CHAPTER 3 ................................................................... 47 Transformation and Organisational Development ...... 124 3.1 Overview of Performance within Organisation ........... 47 4.2 Introduction to the Municipal Workforce ................ 124 3.2 Introduction to Strategic and Municipal Performance for 4.3 Managing the Municipal Workforce ....................... 127 2019/20 .......................................................... 52 4.4 Capacitating the Municipal Workforce ................... 128 COMPONENT A: BASIC SERVICES ......................................... 65 4.5 Managing the Municipal Workforce Expenditure ....... 130 3.3 Water Provision ................................................ 65 CHAPTER 5 ................................................................. 132 3.4 Waste Water (Sanitation) Provision ......................... 68 COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ..... 132 3.5 Electricity ....................................................... 71 5.1 Financial Summary ........................................... 132 Draft2 A N N U A L R EPORT 5.2 Financial Performance per Municipal Function ......... 138 5.3 Grants .......................................................... 147 5.4 Asset Management ........................................... 150 5.5 Financial Ratios Based on Key Performance Indicators 152 COMPONENT B: SPENDING AGAINST CAPITAL BUDGET ............. 153 5.6 Sources of Finance ........................................... 153 COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS .. 157 5.7 Cash Flow ...................................................... 157 5.8 Gross Outstanding Debtors per Service .................. 159 5.9 Total Debtors Age Analysis ................................. 159 5.10 Borrowing and Investments ................................ 159 CHAPTER 6 ................................................................. 161 COMPONENT A: AUDITOR-GENERAL OPINION 2018/19 ............. 161 6.1 Auditor-General Report 2018/19 .......................... 161 COMPONENT B: AUDITOR-GENERAL OPINION 2019/20 ............. 161 6.2 Auditor-General Report 2019/20 .......................... 161 LIST OF ABBREVIATIONS ................................................. 163 LIST OF TABLES ........................................................... 164 LIST OF GRAPHS .......................................................... 167 Draft3 A N N U A L R EPORT M AYOR ’ S M ESSAGE It is a great pleasure to present to you the Annual Report of Cederberg Municipality for 2019/20. I submit this report reflecting on the devastating impact COVID-19 had on world, and more specifically Cederberg. The impact of COVID- 19 has affected the work of the Auditor-General and adversely affected service delivery to our communities during the hard lockdown under level five. During the last financial year Council was politically stable and could we focus on the core business of the Municipality. Feedback from residents, ward committees, intergovernmental and other stakeholders enables us to identify key trends and drivers of development, or under development. The diversity of the Cederberg area creates a unique variety of challenges and the Municipality strives to act within the parameters of a long term vision, understanding the challenges and taking into consideration inherited and current conditions. As a Municipality we strive to ensure proper alignment of our policies, budget and strategic plans. This is done, taking into consideration that all three spheres of government need to plan, development and implement service delivery plans to benefit the communities we serve. Council took corrective action by ensuring that listed Key Performance Indicators are properly aligned with the IDP and Budget and that these KPI’s are met. This was done through continuous assessment, evaluation and monitoring process we put in place. As Executive Mayor of Cederberg Muncipality and collective leadership we are focused on ensuring that the SDBIP, Budget and IDP are implemented to ensure we are improving on our service delivery standards. Public participation is at the heart of the Council and administration of Cederberg Municipality. We believe to plan with the people for the people. Through ensuring genuine public participation in municipal affairs, we are promoting collective good governance. In doing so we are allowing directly involved in the governance processes and taking ownership of service delivery within our area. The community could make inputs or give feedback through our social media platforms, suggestions, complaints, ward committees and public participation meetings. It is with this that I will work tirelessly to maintain clean and good corporate governance as a cardinal pillar for serving the people of Cederberg Municipality. We need to improve the delivery of core municipal services through the application of efficient and effective service delivery mechanisms, and the application of sound financial management principles. It is essential and critical to ensure that the Municipality remains financially viable and that sustainable municipal services are provided
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