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Draft Annual Report 2019 2020.Pdf . Vhembe District Municipality Draft Annual Report 2019/2020 Table of Contents Item Page LIST OF ACRONYMS 1 CHAPTER 1 2 SECTION A: 2 1. INTRODUCTION AND LEGISLATIVE REQUIREMENTS 2 1.1. Legislative Requirement 2 1.2. VISION, MISSION AND VALUES 2 1.2.1. Vision 2 1.2.2. Mission 2 1.2.3. Municipal Values 2 1.2.4. Functions and Powers of the municipality / entity in relation to Section 155/156 of the Constitution and Chapter 3 of the MSA 2 1.3. POPULATION DETAILS 3 1.3.1. Population Growth Trends in Vhembe District Municipality 3 1.4. HOUSEHOLD DETAILS 3 1.4.1. Households Growth Trends in Vhembe District Municipality 3 1.5. GEOGRAPHIC LOCATION OF VHEMBE DISTRICT MUNICIPALITY 4 1.6. SURFACE AREA OF THE DISTRICT 4 MAP OF VHEMBE DISTRICT MUNICIPALITY 4 CHAPTER 2: GOVERNANCE 5 2.1. Component A: Governance Structures 5 2.1.1. Political Governance Structure 5 2.1.2. Council 5 2.1.3. POLITICAL MANAGEMENT TEAM (PMT) 5 2.1.4. MAYORAL COMMITTEE MEMBERS 6 2.1.5. POLITICAL OVERSIGHT 6 2.1.6. COMPOSITION OF COUNCILORS AND TRADITIONAL LEADERS IN THE COUNCIL 6 2.1.7. LIST OF VHEMBE DISTRICT MUNICIPAL COUNCILORS 5 2.1.8. VHEMBE DISTRICT MUNICIPAL COUNCILLORS WHO ARE REPRESENTATIVES FROM LOCAL MUNICIPALITIES 8 2.2. ACTIVITIES OF GOVERNANCE STRUCTURES 10 2.2.1. MPAC 10 2.2.2. COUNCIL AND ITS COMMITTEES 10 2.2.3. IDP AND BUDGET 10 2.3. AUDIT 10 2.3.1. INTERNAL AUDIT 10 2.3.2. AUDIT COMMITTEE 10 2.4. Administrative Governance Structure 10 2.4.1. INTRODUCTION TO ADMINISTRATIVE GOVERNANCE 10 2.4.2. TOP ADMINISTRATIVE STRUCTURE 11 2.5. ALL MUNICIPAL OVERSIGHT COMMITTEES 13 MUNICIPAL PUBLIC ACCOUNTS COMMITTEE 13 2.6. OTHER COMMITTEES 16 2.6.1. PROGRAMMING COMMITTEE 16 2.6.2. RULES AND ETHICS COMMITTEE 16 2.6.3. MULTIPARTY WHIPPERY COMMITTEE 16 2.7. MEETINGS OF COUNCIL, MAYORAL COMMITTEE AND PORTFOLIO COMMITTEES 16 CHAPTER 3: SERVICE DELIVERY PERFORMANCE REPORT 2019/20 (SDBIP PERFORMANCE REPORT) 25 SECTION B: 25 3.1. THE IMPACT OF COVID-19 ON SERVICE DELIVERY 25 3.2. Emerging basic service delivery challenges due to COVID-19 25 3.2.1. Services most often reported as not functioning effectively 25 3.2.2. Typical reasons for ineffective operations 25 3.2.3. Impact 25 3.2.4. Reduced targets due to reprioritisation 26 SECTION C: ORGANISATIONAL KEY PERFORMCNE AREAS, OBJECTIVES, INDICATORSTARGETS AND BUDGET 26 3.3. Organisational Performance 26 3.4. Graphical Representation of Departmental Performance 27 3.4.1. Technical Services Department 27 3.4.2. Community Services Department 28 3.4.3. Development planning Department 29 3.4.4. Corporate Services department 30 3.4.5. Finance Department 31 3.4.6. Office of the Municipal Manager 32 3.4.7. Office of the Executive Mayor 3.5. Detailed SDBIP Report Per Department 35 3.6. GENERAL KEY PERFORMANCE INDICATORS 70 3.7. Comparison of current performance with targets set for and performance in the previous financial year in line with section 46 (1) (b) of the MSA 72 3.8. PERFORMANCE OF SERVICE PROVIDERS 2019/2020 105 4. SECTION C: CONLUSION 116 LIST OF ACRONYMS ACDP : African Christian Democratic Party AG : Auditor General AFS : Annual Financial Statements ANC : African National Congress ASGISA : Accelerated and Shared Growth Initiative for South Africa CDW : Community development worker CFO : Chief Financial Officer CLLR : Councillor COGHSTA : Department of Corporative Governance, Human Settlement and Traditional Affairs COGTA : Department of Corporative Governance and Traditional Affairs COPE : Congress of the People CPMD : Certificate Programme in Management Development CWP : Community Works Programme MLM : Musina Local Municipality DA : Democratic Alliance EFF : Economic Freedom Fighter EPWP : Expanded Public Works Programme ESS : Employee Self Service EXCO : Executive Committee FBS : Free Basic Services FBW : Free Basic Water FY : Financial Year GIS : Geographic Information System GRAP : General Recognized Accounting Practice HR : Human Resources ICT : Information Communication Technology IDP : Integrated Development Plan LEGDP : Limpopo Employment, Growth and Development Plan LGSETA : Local Government Sector Education Training Authority LED : Local Economic Development LLF : Local Labour Forum MIG : Municipal Infrastructure Grant MPAC : Municipal Public Account Committee MFMA : Municipal Finance Management Act MFMP : Municipal Finance Management Program MSA : Municipal Systems Act MSCOA : Municipal Standard Charts of Accounts N/A : Not applicable NSDP : National Spatial Development Perspective OHS : Occupational Health and Safety PAC : Pan Africanist Congress of Azania PMS : Performance Management System SCM : Supply Chain Management SDBIP : Service Delivery and Budget Implementation Plan 1 CHAPTER 1 1.1. Executive Mayor`s Foreword Executive Mayor CLLR. Nenguda D.A The municipality comprises of governance structures to monitor the performance of the municipality. These structures include among others the following: The Council, Mayoral Committee, Municipal Public Accounts Committee (MPAC), Portfolio Committees, Council Committees and Political Management Team (PMT). The Executive Mayor is the Political Head of the municipality. The Executive Mayor draws powers from the Council that is chaired by the Speaker. Through the system of delegation, he devolves the powers to different municipal structures to manage and co-ordinate the systems of the administrative units. The Executive (i.e. Mayoral Committee) , Portfolio Committees, and PMT successfully convened all the programmed meetings and special meetings to ensure smooth running of affairs within the municipality. As the Executive Mayor under the circumstances, I then directed that all these meetings be held virtually through Microsoft teams. Towards the end of 2019/2020, the country was subjected to a lockdown as a result of the emergence of the COVID 19 pandemic. This therefore resulted in the government taking a new direction in an attempt to minimise the infection in the inhabitants of the district and the country at large. The National Command Council was established followed by the Provincial and so were districts. In the district, the District Command Council is chaired by the Executive Mayor. It is through this Command Council that the Executive Mayor has conducted the awareness campaign throughout the district. The District Command Council has not only conducted awareness campaign but also, assisted the inhabitants who were no longer able to receive income as a result of the lockdown, by distributing food parcels donated by business people and the Provincial Government. As I reflect on the challenging year, I am reminded of the plight of the poor, the hunger and thirst that government must attend to, those who continue to dream of Vhembe district as a place to pursue better life and livelihoods, I then derive my unreserved courage commitment to invest all my efforts with the collective to improve service 2 delivery in the district through infrastructure development, good governance and local economic development. In conclusion, I would like to express my appreciation to the political and administrative components for the work done through out the year despite the difficult environment the municipality found itself under during the period under review. Working together we shall do more in the next audit. 1.1.1. Corrective actions taken to ensure that strategic objectives as stipulated in the IDP were achieved The quarterly organisational performance assessments were conducted consistently throughout the performance cycle. During the quarterly sittings the following corrective measures were recommended in order to improve performance during 2018/2019: a) None submission of performance information especially supporting documents for achieved targets - Affected Departments should be exposed during management meetings and written explanations should be submitted to the Accounting Officer and consequence management should take place. b) Poor performance by service providers - Underperforming contractors should be identified and reflected on the report. Action should be taken to redress the situation. c) Submission of portfolio of evidence - Targets reported as achieved without portfolio of evidence should not be considered until POE is submitted. The departments must ensure that the portfolio of evidence for issues reported done are properly kept for audit purposes. d) Financial implications - The Department should indicate the financial implications for targets which have been exceeded by higher margins. e) Finance (Delays in appointing service providers) - Establish bid committees which will sit according to schedules f) Failure to meet targets - Proper reasons should be provided for service delivery targets not met 1.1.2. Methods used / implemented to improve public participation and accountability The following are the official methods used/ implemented by the municipality to improve public participation and accountability: a) IDP Representative Forum Meetings b) Imbizos c) IDP and Budget public consultation meetings d) Municipal Official Website e) Municipal Newsletter 1.1.3. Statement of corrective actions whereby service delivery can be improved 3 The following corrective actions were undertaken to improve service delivery: a) After realisation that revenue collection by the municipality is low it was agreed that we needed to appointed a service provider through Finance Department to improve on revenue collection. Revenue enhancement strategy to be developed in line with Treasury and CoGHSTA guidelines in 2018/19 b) Adjust Annual Target c) Accurate
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