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Ngwathe Local Municipality Draft Review Idp 2018/19

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Ngwathe Local Municipality Draft Review Idp 2018/19 NGWATHE LOCAL MUNICIPALITY DRAFT REVIEW IDP 2018/19 1 | P a g e TABLE OF CONTENTS Section Topic SECTION A1 Executive Summary SECTION A Introduction and Current Reality Political governance and administration SECTON B Profile of the municipality SECTION C NEEDS OF STAKEHOLDERS SECTION D ABOUT US SECTION E Spatial Economy and Development Rationale SECTION F Development Strategies – National Objectives SECTION G Objectives Strategies, Programmes and projects SECTION H Sector Plans SECTION I Capital projects SECTION J Alignment with National and Provincial Objectives and Programmes SECTION L Programmes and Projects of other spheres of government and/or private investors SECTION M Performance Management Systems (PMS) 2 | P a g e SECTION A 1 Executive Summary Concise overview of the municipality, current situation. Key challenges and opportunities, including priority strategies of the municipality to improve its situation over the next medium term of the IDP, indicating most critical targets to be achieved. Summary will address following questions; 1. Who are we? Ngwathe is a grade 3 municipality consisting of the Vredefort, Koppies, Heilbron, Edenville and Parys as the main towns from where businesses are directed both from the private including government or public sectors. The economy of the region is mainly structured along; Agriculture, Mining and Tourism of which the latter is in developing stage. The municipality consists of 18 wards, structured along the different towns with the administrative and political head office located in Parys. The municipality has an executive mayoral system, supported by participatory government system, located in ward elected councillors and ward participatory elected committees. The executive mayor is supported by an executive mayoral committee, consisting of different portfolio-chairpersons and portfolio committee members. These committees, the section 80 committees provide political direction to the different administrative departments/directorates which implements the policy directives of council. The Speaker of Council leads the legislative process and provides political oversight on the participatory leg of council, ward councillors and ward committee members. The Rules of Order directs the operations of council and further supported by a Code of Conduct for all councillors undersigned in accordance with the Municipal Systems Act, Act 32 of 2000 (as amended). The Municipal Manager, appointed in terms of Section 54 of the MSA, is appointed by Council, though he/she mainly liaises with the Executive Mayor in terms of regular reporting on matters of compliance and execution of council programme. The Municipal Manager is supported by directors whom reports to him in terms of section 57, though appointed by council to whom regular report on performance is presented. 3 | P a g e 2. What are the issues we face? Ngwathe municipality has been faced with numerous challenges over the last two decades, since its inception, ranging from structural, systemic and process challenges, that hinders its ability to meet its constitutional and/or legislative mandate. The last number of audit outcomes. The financial health of the institution, the status of infrastructure, the service delivery performance report, the governance framework, present bleak future for Ngwathe amidst a series of interventions recently initiated. The latest audit conducted by the Auditor General of South Africa, revealed serious transgressions in the areas of non-compliance to legislation, specific to non-reporting on matters of compliance, policy gaps and flaws, a total breakdown in systems, lack of policies and policy implementation and series of actions outside the governance frameworks of local government and the municipality. The cash-flow challenges amidst very weak revenue collections, compromises the daily operations of the municipality and its ability to meet its daily and monthly creditor obligations. The introduction by a Performance Improvement Plan by the Municipal Manager, highlights the prioritising of departmental activities along; policy/master/strategic planning, departmental staffing processes, asset management, risk management and mitigation, drafting of standard operating procedures, tightening of personnel management, addressing staff morale, 3. What opportunities do we offer? Ngwathe continues to offer much to all stakeholders of the municipality, as much as we also offer greater opportunity to both employee and the employer group of the institution. The recently developed PIP (performance Improvement Plan Hereafter referred to as PIP in this document) will direct much resources towards the local community, to empower both the skills and capacity base for future gain as much as benefit margins must be renegotiated to stimulate affordability from the municipality position such investment will enhance greater efficiency gains for the institution. The enhancement and rigorous development of our infrastructure provide opportunity for us to revitalise not only our local economy but also our different central business districts as aim to drive an urban renewal program with improved new-looks for both established and establishing 4 | P a g e businesses across the different towns. The establishment of Chambers of businesses across all towns aim to strengthen service delivery around our business districts, with greater responsibility on having our towns look much cleaner, neater and better taken care of. 4. What are we doing to improve ourselves? As indicated above, the introduction and implementation of PIP aim to strengthen service delivery and create better structured and resourced implementation plans to enhance greater sense of responsibility amongst the receiver and provider of service delivery. The roll-out of outreach programs in collaboration with business, public institutions, religious fraternity, schools and established sector organisations is focussed on cohesive activity to instil greater sense of pride amongst both residents and those visiting our areas. 5. What can you expect from us over the next three years? Over the next three years the following will be prioritised; Year One : Develop Realistic 3 Year All Departments 2018/19 departmental Plans Develop / Review Master All Departments, especially 2018/19 Plans/ Strategic Plans / Technical Services, Policies / Standard Operating Community Services and Procedures / Introduce Ward Corporate Services Based Planning programme Complete filling vacancies and All Departments; especially 2018/19/20 Implement Organisational Technical Services, Structure Community Services and Corporate Services 5 | P a g e Year Two Infrastructure renewal Technical Services & 2018/19/20 programme; Water, Electricity Financial services & Roads (Replacement of dilapidated meters/equipment, Introduction of Smart Meter Systems) Revenue Enhancement; Top Financial Services Dept 2018/19/20 100 Debtors, Councillor, Municipal and Government Employees Arears collections Staff Wellness Program, Job Corporate Services 2018/19/20 Descriptions, Job Evaluation, Monthly Employee Achiever Recognition Year Three Performance Evaluation Office Municipal Manager 2018/19/20 cascaded to lower levels Enhance the cleaner-town Community Services 2018/19/20 campaign Urban Renewal programme Community Services 2018/19/20 6. How will our progress be measured? Regular Quarterly reporting on progress made against the implementation of our PIP will be done on the local municipality website, local media and the municipality newsletter. The items for implementation will be included in the Performance Plans of all directors, and the performance evaluation will be done consistent with the Performance Management Framework of the municipality of which results will be published for public information after presentation to Council. 6 | P a g e 7. How was this IDP developed? This Integrated Development plan was developed and approved by council for the 2017/2022 financial term and is annually reviewed to address new evolving changes in material/social and economic conditions. The review of the IDP is done having completed of the priorities identified also and reporting other intervention programs initiated by either/and District / provincial / national government departments. The review of this IDP is done in accordance with chapter 5 of the Municipal Systems Act, Act 32 of 2000, MFMA and MSA. The review IDP is presented to Council by the Mayor as custodian of both the planning and budgeting provisions of local government. 7 | P a g e SECTION : A Introduction and Current Reality Introduction Back to Basics Program “We cannot solve today’s problems with the same level of thinking that created the problems in the first place” (Albert Einstein). We need to do things differently if we want different solutions. We must change our paradigm to focus on serving the people and not extractive elites. The Constitution and other legislation spell out our responsibilities and tasks. Some municipalities perform them well, but others don’t. For example, an acceptable level of performance means that municipalities must: 1. Put people and their concerns first and ensure constant contact with communities through effective public participation platforms. This is the essence of our ‘back to basics’ approach. 2. Create conditions for decent living by consistently delivering municipal services to the right quality and standard. This includes planning for and delivery of infrastructure and amenities, maintenance and upkeep, including the
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