Integrated Development Plan IDP 2012/2013 – 2016/2017 Contents
Chapter 1 INTRODUCTION AND BACKGROUND 7 1.1. Why IDP? 8 1.1.1. Policy Directives and Legislative Mandates 8 1.1.2. Objectives of Umzumbe’s 5 year IDP 8 1.1.3. Management Involvement in the IDP development 8 1.1.4. Performance Measurement 8 1.1.5. What are the development challenges 9 1.1.6. Expectations from Umzumbe’s 5 year IDP 9 1.1.7. Strategic Focus Area 9 1.1.8. Powers and Functions 9
1.2. aNALYSIS OF THE FIVE YEAR STRATEGIC LOCAL GOVERNMENT PRIORITIES/ NATIONAL KEY PERFORMANCE AREAS 9 1.2.1. Municipal Transformation and Institutional Development 9 1.2.2. Financial Viability and Management 9 1.2.3. Local Economic Development 9 1.2.4. Good governance and Community Participation 10 1.2.5. Basic Service Delivery and Infrastructure Investment 10 1.2.6. Spatial Analysis and Environmental Management 10 1.2.7. Structure of the Document 10
1.3. INTRODUCTION 11 1.3.1. Integrated Development Planning 11 1.3.2. Legislative Framework Informing the Planning Process 11 1.3.3. Constitution of the Republic of South Africa, Act 108 of 1996 11 1.3.4. Municipal Systems Act (MSA), Act No 32 of 2000 12 1.3.5. Municipal Structures Act, No 117 of 1998 12 1.3.6. Constitution of the Republic of South Africa, Act 108 of 1996 13 1.3.7. Municipal Finance Management Act (MFMA), Act No 56 of 2003 13 1.3.8. White Paper on Local Government (1998) 13 1.3.9. National Spatial Development Perspective (NSDP) 14 1.3.10. KZN Provincial Growth and Development Strategy (PGDS) 14 1.3.11. Ugu Growth and Development Strategy 15 1.3.12. National Development Plan vs Policy Guidelines 15 1.3.13. Development Challenges in Umzumbe 15 1.3.14. Point of reference for an Ideal Functional Umzumbe Municipality 15
Chapter 2 SITUATIONAL ANALYSIS 17 2.1. LOCATION 18
2.2. POPULATION 19
2.3. SOCIO-ECONOMIC ANALYSIS 19 2.3.1. Economic Activity 19 2.3.2. Agriculture 21 2.3.3. Tourism 21 2.3.4. Manufacturing 21 2.3.5. Poverty 21 2.3.6. Employment 22
1 2.3.7. Health 22 2.3.8. Public Transport 24 2.3.9. Food Security 25 2.3.10. Climate Change 25 2.3.11. Communications 26
2.4. INFRASTRUCTURE AND BASIC SERVICE DELIVERY 27 2.4.1. Electricity 27 2.4.2. Solid Waste and Cemeteries 27 2.4.3. Roads 28 2.4.4. Water 29 2.4.5. Sanitation (Rural) 29 2.4.6. Housing Chapter 30 2.4.7. Spatial Planning 33
2.5. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT 34 2.5.1. Institutional Arrangement 34 2.5.2. Skills Base 40 2.5.3. Work Place Skills Plan 40 2.5.4. Information Systems Management 40 2.5.5. Policies 40 2.5.6. Labour Relations 41 2.5.7. Internal Audit Function 41 2.5.8. Council Committees 41 2.5.9. Risk Management 41 2.5.10. Shared Services 42 2.5.11. Annual Report 43
2.6. ORGANISATIONAL PERFORMANCE MANAGEMENT 43
2.7. YOUTH DEVELOPMENT 43 2.7.1. Institutionalisation and Mainstreaming 43 2.7.2. Education and Skills Development 43 2.7.3. Youth Economic Transformation 43 2.7.4. Social Well Being 43 2.7.5. Sport and Recreation 44
2.8. LOCAL ECONOMIC DEVELOPMENT 44 2.8.1. Economic Sectors 44 2.8.3. Economic Performance 45
2.9. FINANCIAL VIABILITY AND MANAGEMENT 46 2.9.1. Supply Chain Management (SCM) 46 2.9.2. Revenue Enhancement 46 2.9.3. Unqualified Report 47
2.10. SPATIAL ANALYSIS AND ENVIRONMENTAL MANAGEMENT 47 2.10.1. Aims and Objectives 47 2.10.2. Environmental Management 47
2.11. GOOD GOVERNANCE AND PUBLIC PARTICIPATION 47 2.11.1. IDP Framework 48 2.11.2. Community Participation Strategy 48
2 2.11.3. Ward Committees 48 2.11.4. Inter-governmental Relations 48
2.12. Operation Sukuma Sakhe 48
Chapter 3 MUNICIPAL DEVELOPMENT STRATEGIES 51 3.1. INTRODUCTION 52 3.1.1. Vision 52 3.1.2. Mission and principles 52
3.2. Developmental Challenges 52 3.2.1. Internal Challenges 52 3.2.2. External Challenges 53
3.3. High Development Framework 53 3.3.1. Third Generation Approach 53
3.4. Strategic Objectives 68
Chapter 4 HIGH LEVEL SPATIAL DEVELOPMENT FRAMEWORK 93 4. INTRODUCTION 94 4.1. BACKGROUND 95 4.2. UMZUMBE MUNICIPALITY 95 4.3. Defining the SDF 95 4.4. NEED FOR SDF IN UMZUMBE 95 4.5. Aims and Objectives 97 4.6. Scope of the Study 97 4.7. STATUS QOU (SPATIAL DEVELOPMENT FRAMEWORK) 98 4.8. Key informants 98 4.9. The following environmental issues have been sourced from a number of previous studies that have been commissioned at District and local levels: 98 4.10. Whilst the above provide the base information and analytical framework for the SDF, there IS a number of key spatial development principles contained in National Government policy as reflected in the Development Facilitation Act of 1995 that needs to be adhered to: 98 4.11. Suggested Principles & Approaches for the SDF 2009 Review 100 4.12. PLANNING OBJECTIVES 100 4.13. ESTABLISHING STRUCTURE 100 4.14. FACILITATING INTEGRATION 101 4.15. CREATING GENERATIVE SYSTEMS 101 4.16. SEEKING COMPLEXITY IN SYSTEMS 101 4.17. PROMOTING INCREMENTALISM 101 4.18. UNIQUE SPACES AND PLACES 101 4.19. PLANNING & DEVELOPMENT STRATEGIES 101 4.20. This suggests inter alia the following approaches: 102
3 4.21. INVESTMENT FRAMEWORK STRATEGY 102 4.22. Some of the more important development aspects depending on maintaining and improving the natural environment of Umzumbe include: 103 4.23. ESTABLISHING A MANAGEMENT FRAMEWORK 103 4.24. IDP OVERALL DEVELOPMENT VISION 103 4.25. SDF OVERALL DEVELOPMENT VISION 103 4.26. OVERVIEW OF KEY SPATIAL ISSUES 103 4.27. Spatial Elements 104 4.28. Proposed / Future administrative clusters 104 4.29. Nodes 104 4.30. Primary Service Centres 105 4.31. Local Service Centres (LSC’s) 105 4.32. Agricultural Service Centres (ASC’s) 105 ACTIVITY ROUTES 107 SPINES 107 CORRIDORS 107
Chapter 5 SECTOR PLANS AND CO-ORDINATION 109 5.1. Sector Plans 110
Chapter 6 PROGRAMMES AND PROJECTS 115 6.1. IDP IMPLEMENTATION 117 6.1.1. Implementation Plan 117 6.2. BUDGET 117
SERVICE DELIVERY IMPLEMENTATION PLAN (SDBIP) 253
IDP Implementation Plan 307
6.4. Sector Departments Projects 324 6.4.1. Umngeni Water Projects 324 6.4.2. Department of health 324 6.4.3. Department of transport 324
Chapter 7 ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM 327 7.1. Introduction 328 7.2. Legal Framework 328 7.3. National Key Performance Indicators 328 7.4. Adoption of a Performance Management Framework 328 7.5 Organisational Performance Management System 329
ORGANISATIONAL SCORECARD 330
Chapter 8 community needs 349
4 Executive Summary
Who are we? areas as they would serve as the main economic pillars Umzumbe Municipality (KZ213) is one of the six local in the municipal jurisdictional area. The municipality municipalities within the District of Ugu (DC21).. The intends to refocus on the revitalization of the two Municipal boundary runs along the coast for a short nodes as it was once prioritised. The sites would offer strip between Mthwalume and Hibberdene and then a number of economic opportunities to the investors. balloons out into the hinterland for approximately Agricultural sector 60 km. It is the largest municipality within the district Agriculture is the major source of income in Umzumbe. and has no established towns. It covers a vast, largely It boasts of SAPPI SAICCOR being the largest employer rural area of some 1260 square kilometers with in the forestry industry and the sugar cane farms being approximately 1% being built up/ semi-urban area. The the second largest employer. In addition to this there municipality incorporates 17 traditional authority areas is a magnitude of subsistence farmers and organised comprising 19 municipal wards. The Umzumbe Council government supported farming projects that have comprises of 19 ward Councillors and 18 Proportional a steady surplus with the potential of supplying Representation Councillors. major markets provided they have the necessary It embraces 17 traditional authority areas: the Bhekani, infrastructure. Cele, Dungeni, Emandleni, Frankland, Hlongwa, Hlubi, The agricultural sector in Umzumbe still possesses Izimpethu Zendlovu, Mabheleni, Ndelu, Nhlangwini, significant development potential. Agriculture in this Nyavivini, Qoloqolo, Qwabe N, Qwabe P, Shiyabanye area is characterized by a minority of highly developed and Thulini Traditional Authorities. and competitive commercial farming, whilst the bulk The (2007) Community Survey indicates that “the total of agricultural activities are mainly subsistence farming population within Umzumbe Municipality has been on rural communal land. The major commercial estimated at 176, 287 persons which covers up to 25% farming enterprises are in sugar cane, bananas and of the District timber. Subsistence agriculture comprises mostly of Vision livestock, dry land cropping and vegetable production. Currently the municipality is receiving starter packs By 2030 Umzumbe will be economically viable, enjoying from the department of Agriculture. Those packs tourism, heritage and agricultural benefits. include different crops, equipment and irrigation tools Mission that are distributed to the community. The Municipality is dedicated to promote people- River sand Mining centred development, acceleration of service delivery Most of the mining activities occur along the rivers of and sustainable local economic development. Umzumbe and Umthwalume rivers, which are known Investment Opportunities for river sand mining. These are the mining sites for Coastal Strip plaster sand mining which is currently done informally. The municipality runs along the coast for a strip of 4 There is a huge demand for these mining products on kilometres between Mthwalume and Hibberdene. The a commercial level. coastal strip is currently not active. This could offer Tourism an opportunity to the community of Umzumbe and The unique scenery of Umzumbe with its rivers, investors who would wish to invest in activities related beautiful mountains like uMsikazi and indigenous as to fishing, leisure and water sports etc. well as cultivated forestry offers sound eco-tourism. 10% of Umzumbe households are sustained fishing Ntelezi Msani Memorial Project is one of the flagship activities taking in the said coastal strip. Sea harvest projects that have been identified by the municipality is sold to restaurants along the coast whilst remnants as the key project that will contribute in unlocking are along N2 freeway. A lot could be done to make the tourism potential in the hinterland and also this livehood for some sustainable and have more contributes in the transformation of the heritage economic benefits. sector in the district. It is a heritage project that seeks Revitalization of small towns to highlight and commemorate the role, participation The municipality has to economic nodes namely, and effect of the Bhambatha rebellion in the greater Turton and St Faiths areas and along major transport Ugu and Umthwalume area. Being a focused and routes R102 and P68 St Faiths Road. These two major resource driven initiative to honour the unsung heroes nodes within Umzumbe are sustained by taxi ranks and of the 1906 Poll tax uprising that were led by Ntelezi ka informal trading. There is a need to revitalise the two Khukhulela Msani.
5 6 Chapter 1
Introduction and Background
7 Why IDP?
The Integrated Development Planning is a strategic • To align the IDP with local government’s Turn planning document which guides all planning, Around Strategy and the service delivery agreement budgeting, management and decision making in the (outcome nine) and with other policy imperatives. municipality. It is therefore one of the key tools for • To develop an IDP that factors in the rural context local government to fulfil its developmental role. It of Umzumbe and possible benefits of Government is an approach that seeks community involvement Rural Development Priority. in planning to identify key priorities and ensure that • To identify strategic focus areas for the next five maximized resources are directed at delivering the years. identified priorities. It is however, a continuous process that is reviewed and 1.1.3. Management Involvement in updated annually. The purpose of reviewing IDPs is to the IDP development essentially ensure that the plan reflects the community The 5 year IDP has been prepared in terms of the Local needs, the status qou, and development priorities at Government: Municipal Systems Act (Act No 32 of the said time, so as to enable “informed” decisions 2000). It took into consideration the MEC comments regarding development priorities and the allocation of that were raised in the 2011/2012 IDP review as well as resources. the ones from the IDP assessment on the draft IDPs A number of community meetings, IDP forum, IDP and of Kwa Zulu Natal’s municipalities. Municipal Lekgotla Budget road shows and the municipality’s strategic resolutions were also considered in the compilation of planning workshop were held with aim of planning the IDP. together and integrating sectoral strategies in the There was emphasis on involvement of the senior and municipality. It also was for purposes of aligning the middle managers in the compilation of all phases in the strategies to the municipality’s vision and mission. IDP. The focus was done through the linkage on the In line with the Municipal Finance Management Act (Act municipality’s proposed vision, mission, strategies and No 56) of 2003 (MFMA) requires the IDP annual review objectives as well as prioritization of projects and the and budget to be prepared alongside each other thus budget. There was high level of inputs and involvement necessitating a joint process plan. The process plan and a strong recognition of the importance of an on how to develop the IDP for 2011/2012 financial integrated approach to programmes and projects year was adopted by Council in August 2010. It identified in the IDP. gives direction in terms of Institutional procedures A number of community engagements, ward committee for participation and alignment, IDP review action meetings, IDP forum took place as from November programme and details on roles and responsibilities of 2011 to March 2012. Such engagements were meant different committees. to strength participation of all stakeholders (sector departments, private sector), alignment of programmes 1.1.1. Policy Directives and Legislative and projects in the municipality. Mandates As a planning tool it is particularly guided by government 1.1.4. Performance Measurement policies, programmes and strategies. These define the The Municipal Planning and Performance Management municipality as the primary point of service delivery of Regulations stipulate that a municipality’s Organisational development and as a result have to be considered in Performance Management System (OPMS) must entail municipal planning and development processes. a framework that sets out how the municipality’s cycle and processes of performance planning, monitoring, 1.1.2. Objectives of Umzumbe’s measurement, review, reporting and improvement 5 year IDP will be conducted, organised and managed, including determining the roles of the different role-players. The • To solicit input and information towards the municipality has completed its PMS framework and development of a credible 5 year IDP. scorecards. There is now an ongoing evaluation and • To review the municipality’s mission, vision and monitoring of performance through quarterly reviews. strategic objectives of the municipality in line with government priorities.
8 1.1.5. What are the development the district municipality and the local municipality. It challenges assigned district wide functions to district municipalities and most day to day service delivery functions to local Key steps have been taken to address the key municipalities. The provincial MECs were empowered development challenges in the municipality. to adjust these powers and functions according to the Even though progress has been made in some of capacity of municipalities to deliver services. the municipality’s focus areas, there is still some With regard to the above statement for instance, improvement that still needs to be done in addressing the Local Municipality is responsible for day to day the following challenges: Planning, it is also in liaison with the District for advice • High rate of unemployment. and support. • Lack of private sector investments. • High levels of poverty. • Lack of infrastructure. 1.2. aNALYSIS OF THE • Social issues e.g. teenage pregnancy, HIV/AIDS FIVE YEAR STRATEGIC • Lack of recreation. LOCAL GOVERNMENT • Crime and substance abuse. • Financial constraints. PRIORITIES/ NATIONAL KEY • Lack of appropriate working environment e.g. space PERFORMANCE AREAS and technological infrastructure. • Inability to own land. 1.2.1. Municipal Transformation and • Poor communication (internally and externally). Institutional Development 1.1.6. Expectations from Umzumbe’s The municipality comprises of the following departments: 5 year IDP • Office of the Municipal Manager. • Alignment of strategies and IDP objectives to the • Technical Services. vision. • Corporate Services. • Alignment of municipal key performance areas to • Social and Economic Development. the 6 national priorities. • Financial Services • Rapid response analysis and reporting templates on community needs identified both at ward committee 1.2.2. Financial Viability and Management meetings and IDP and budget road shows. The management and reporting of the municipality’s • Plans for addressing institutional challenges and finances is a crucial factor that affects the extent, quality priorities linked to the turnaround strategy. and prioritization of its implementation programme. • Reconciliation of the IDP projects with the budget 1.2.3. Local Economic Development 1.1.7. Strategic Focus Area Local Economic Development is the process by In the municipality’s strategic session, key performance which the public, business and NGOs partners work areas were identified and linked to the budget. These collectively to create better conditions for economic are as follows: growth and employment creation. • Financial viability. • Basic service delivery and infrastructure. The unit is responsible for all the activities associated • Good governance and public participation. with economic development initiatives which include • Local Economic Development. the following key functions: • Municipal transformation and institutional • Agricultural development programme development • Cooperate Development • Spatial analysis and environmental management. • SMME Development and Support • Tourism Development and Support 1.1.8. Powers and Functions • Performing Arts Development Programme The Municipal Structures Act of 1998 makes provision for the division of powers and functions between
9 1.2.4. Good governance and Community Situational Analysis: deals with Participation the current state of development within Umzumbe Municipality and The IDP Framework Plan provides the linkage CHAPTER 2 for binding relationships to be established in the provide demographic, economic, municipality and its stakeholders. By so doing, infrastructure and environmental proper consultation, Co-ordination and alignment basic facts, figures and analysis. of the review process has been maintained between Development Strategies: this the municipality, its stakeholders and the District chapter entails Umzumbe’s vision Municipality. The IDP Forum serves a platform where and mission statement which give all stakeholders are given an opportunity to debate on directives to what the municipality developmental issues affecting the municipality but the CHAPTER 3 wants to achieve in terms of its challenge is that the structure is not fully functional. long term developmental goals. Communication strategy is used to ensure proper Local Government priorities and governance and community participation. Umzumbe Municipality’s strategic focus areas are highlighted. 1.2.5. Basic Service Delivery and High Level Spatial Development Infrastructure Investment Framework: sets out the spatial CHAPTER 4 Umzumbe Municipality’s core mandate is providing development framework of the access to basic infrastructure and services. This is at the municipality. centre of development and is necessary for improving Sector Plans and Sector Co- people’s lives, as stipulated in the Constitution of the ordination: This section outlines Republic of South Africa. Even though the responsible the status of sector plans and department is mandated to provide infrastructural CHAPTER 5 sector co-ordination in support of services, the municipality still encounters challenges Umzumbe Municipality to achieve in terms of addressing amongst others roads its development goals as stated in infrastructure especially in deep rural areas. the Integrated Development Plan. Programmes and Projects: this 1.2.6. Spatial Analysis and Environmental section sets out the municipal Management budget overview which is to be CHAPTER 6 The municipality has a number of plans that are translated into SDBIP and projects addressing spatial planning issues but are out dated. to be implemented in the year These include the Spatial Development Framework under review. (SDF) etc. It currently faces a challenge of lack of Organisational Performance researched data. The SDF is under review is envisaged CHAPTER 7 Management System: sets out the to be approved by Council and implemented at the Performance Management System. end of the second quarter in the next financial year. These are documents referred to and/ or available for further detail 1.2.7. Structure of the Document such as Spatial Development Introduction and Background: REFERENCES Framework, Disaster Management deals with pieces of legislation Plan, Waste Management Plan, that give direction and guidance Hosing Plan and Water Service on the development processes Development Plan. of the IDP. It also gives analysis CHAPTER 1 of the current development level and background of different components, opportunities, challenges and national key priority key performance areas.
10 short, medium and long term development objectives, Community needs: needs identified strategies and programmes for the municipal area. in ward committee meetings The IDP is a principal strategic planning instrument, and priority needs raised by which guides and informs all planning, budgeting, communities during the local area management and decision making in a municipality. All planning sessions which were municipalities must in terms of the Municipal Systems held in the wards of Umzumbe CHAPTER 8 Act 2000 undertake an integrated development process Municipality, concerns and to produce an integrated development plan, thus the issues raised during IDP road IDP is a legislative requirement. shows whereby the draft IDP and budget were presented in all the The IDP helps to: community clusters in Umzumbe • Make more effective use of scarce resources; Municipality. • Speed up delivery; • Attract additional investment; • Attract additional funds; 1.3. INTRODUCTION • Strengthen democracy and hence institutional transformation; Municipalities are now expected to play an important • Overcome the apartheid legacy at local level; and role in the country’s fight against poverty and • Promotes intergovernmental coordination. underdevelopment. Government policies require municipalities to play a developmental role. This suggests It should inform the municipality about the problems that local government must be committed to work with affecting the municipal area and being guided by different groups within the community in order to find the information on available resources. The process ways to their social, economic and material needs and should be able to develop and implement appropriate improve the quality of their lives. It should target especially strategies and projects to address the problems. those members and groups within communities that are As a strategic plan for local government, it uses the marginalised, such as women, disabled people, and very national policies and legislative imperatives to analyse poor people (White Paper 1998). development challenges and propose interventions In responding to the developmental role that for the area of a municipality’s jurisdiction. municipalities are supposed to play, it is crucial that government works jointly with local communities and 1.3.2. Legislative Framework Informing businesses and adopt a developmental approach that the Planning Process is going to be more responsive, efficient, effective and The National Co-operative Governance and Traditional accountable to the people it serves. Affairs through consultation with other stakeholders Umzumbe’s (5 year IDP) 2012/2013 – 2016/2017 is the first such as the Provincial Department of Co-operative strategic document that the newly elected Council will adopt Governance and Traditional Affairs (COGTA) and other for the term of office. For the next five years, Umzumbe stakeholders i.e. (SALGA) in particular, have developed a Municipality will in each year review its objectives and number of policies and legislations to assist in realising strategies with the aim of ensuring the implementation of the developmental mandate of the local government. developmental goals and speedily service delivery. Municipalities are guided by these pieces of policies The document intends to give the municipality a tool and legislations in developing their respective IDPs. for development and will also give an indication of the The key legislative imperatives are as follows: status quo of levels of development that do already exist and where the needs for development are. It 1.3.3. Constitution of the Republic of will also look at the revised vision, mission, strategies, South Africa, Act 108 of 1996 objectives and ultimately projects to develop the The Constitution mandates that a municipality must municipality’s jurisdictional area and insure a better undertake developmental orientated planning so as to life for its communities. ensure that it: • Strives to achieve the objectives of local government 1.3.1. Integrated Development Planning set out in section 152. Integrated Development Planning is process through • Gives effect to its developmental duties as required which municipalities prepare a strategic plan containing by section 153.
11 • Together with other organs od state it contributes 1.3.5. Municipal Structures Act, to the progressive realisation of fundamental rights No 117 of 1998 contained in section 24, 25, 26, 27, and 29 The Municipal Structures Act of 1998 makes provision 1.3.4. Municipal Systems Act (MSA), for the division of powers and functions between the Act No 32 of 2000 district and local municipalities. It assigns the day to day service delivery functions to the local municipalities. The Municipal Systems Act (No 32) of 2000 requires The Provincial MECs are empowered to adjust these that local government structures prepare Integrated powers and functions according to the capacity of the Development Plans (IDPs). The IDPs serve as tools for municipalities to deliver services. With regard to the transforming local government towards facilitation above statement for instance, the function of Water and management of development with their areas and Sanitation as well as the maintenance of water of jurisdiction. The Systems Act identifies IDP as the infrastructure is the function of the district municipality. vehicle to be used in the achievement of these goals. Whilst the Local Municipality is responsible for day to Umzumbe Municipality’s commitment to “building day Planning, it is also in liaison with the District for a better future for its inhabitants” has been the main advice and support. Amongst other things the powers focus in the current IDP, with a specific emphasis on and functions of the municipalities are as follows: the review of the municipal vision, IDP objectives and strategies as well as implementation. The focus of the 2011/2012 – 2015/2016 IDP is on building a more inclusive developmental local government that would translate the Municipality’ s vision into action.
Table 1: Municipalities Powers and functions Local Functions District Functions Shared services
• Building Regulations • Municipal Health • Fire Fighting • Child Care Facilities Services Services • Pontoons, Ferries, Jetties, Piers and Harbours • Potable Water • Local Tourism • Storm Water Management Systems in Built up Areas • Sanitation • Municipal Airports • Trading Regulations • Air Quality • Municipal • Billboards and the Display of Advertisements in Public Places Management Public Transport • Cleansing Cemeteries, • Control of Public Nuisances Funeral Parlours • Street Lighting and Crematoria • Traffic and Parking • Markets • Control of Undertakings that Sell Liquor to the Public • Municipal • Facilities for the Accommodation, Care and Burial of Animals Abattoirs • Fences and Fencing • Municipal Roads • Licensing of Dogs • Refuse Removal, • Licensing and Control of Undertakings that sell food to the public RefuseDumps and • Local Amenities Solid Waste • Local Sport Facilities • Development • Municipal Parks and Recreation Planning • Noise Pollution • Pounds • Public Places • Street Trading
12 1.3.6. Constitution of the Republic of The preparation, tabling and approval of the annual South Africa, Act 108 of 1996 budget; (ii). The annual review of the budget The constitution mandates that a municipality must (a). The IDP in terms of section 34 of the Municipal undertake developmental orientated planning so as to Systems Act (MSA) and (b) The budget related pol- ensure that it: icies. • Strives to achieve the objects of local government (iii). The tabling and adoption of any amendments to set out in section 152; the IDP and budget related policies. • Gives effect to its developmental duties as required (iv). Any consultative process forming part of the pro- by section 153; cesses referred to in sub-paragraph (i), (ii) and (iii). • Together with other organs of state contribute to the 1.2.5. Local Government: Municipal Planning and progressive realization of fundamental rights con- Performance Management Regulations, 2001 Dis- tained in section 24, 25, 26, 27, and 29 aster Management Act, Act No 57 of 2002 • Section 152 of the Constitution also provides the ob- jectives of local government to be as follows: The Disaster Management Act, (Act 57 of 2002) aimed • To provide democratic accountable government for to provide integrated and coordinated disaster man- local communities; agement policy, in which the main features of disaster • To ensure the provision of services to communities management are described as preventing or reducing in a sustainable manner; the risk of disasters, mitigation the severity of disasters, • To promote social and economic development; emergency preparedness, rapid and effective response • To promote a safe and healthy environment and to disasters and post disaster recovery and rehabilita- • To encourage the involvement of communities and tion. community organisations in the matters of local gov- The Disaster Management Act provides for the decla- ernment. ration of disasters through national, provincial and lo- Whilst working to achieve these objectives, munici- cal government spheres. In the case where Provincial palities are also expected to transform their approach and Local authorities have determined that a disastrous and focus to be developmental in nature (section 153). drought occurred or threatens to occur, the disaster To do this the Constitution requires a municipality to management centres of both the province and munici- structure and manage its administration, budgeting pality must immediately; initiate efforts to assess the and planning processes to give priority to the basic magnitude and severity or potential magnitude and needs of the community; and thus participating in na- severity of the disaster; inform the national centres of tional and provincial development programs together the disaster and its initial assessment of the magnitude with other organs of state contribute to the progressive and severity or potential magnitude and severity of the realization of fundamental rights contained in sections disaster; alert disaster management role-players in the 24 to 27 and 29. province that may be of assistance in the circumstanc- es and; initiate the implementation of any contingency 1.3.7. Municipal Finance Management plans and emergency procedures that may be applica- Act (MFMA), Act No 56 of 2003 ble in all circumstances. Section 21 of the MFMA stipulates that the mayor of a 1.3.8. White Paper on Local Government municipality must; • Coordinate the processes for the annual budget and (1998) for reviewing the municipality’s IDP and budget – re- The White Paper establishes the basis for a new devel- lated policies to ensure that the tabled budget and opmental local government and characterizes it as a any revisions of the IDP and budget related policies system, which is committed to working with citizens, are mutually consistent and credible. groups and communities to create sustainable human • At least 10 months before the start of the budget settlements which provide for a decent quality of life year, table in the municipal council a time schedule and meet the social, economic and material needs of outlining key deadlines for-: communities in a holistic way. To achieve developmental outcomes will require sig- nificant changes in the way local government works.
13 The White paper further puts forward three interre- Government spending on fixed investment should lated approaches which can assist municipalities to be- be focused on localities of economic growth and/or come more developmental. These entail the following: economic potential in order to gear up private sector • Integrated development planning and budgeting. investment, stimulate sustainable economic activities • Performance management. and create long-term employment opportunities; ef- • Working together with local citizens and partners. forts to address past and current social inequalities should focus on people, not places. 1.3.9. National Spatial Development In order to overcome the spatial distortions, future Perspective (NSDP) settlement and economic development opportunities Government’s key priority is to increase economic should be channelled into activity corridors and nodes growth and promote social inclusion. Rapid economic that are adjacent to or link the main growth centres; growth that is sustained and inclusive is a pre-requi- infrastructure investment should primarily support lo- site for the achievement of other policy objectives, calities that will become major growth nodes within amongst which poverty alleviation is key; provide basic Umzumbe Municipality and Ugu District Municipality services to all citizens wherever they reside. to create regional gateways to the KZN Province and South African economy.
1.3.10 KZN Privincial Growth and Development Strategy (PGDS) STRATEGIC KZN PGDS STRATEGIC GOALS STRATEGIC FRAMEWORK OBJECTIVES
1. Unleashing the Agricultural Sector 2. Enhance Iindustrial Development through Trade, Aspire to … Investment & Exports 1 JOB CREATION 3. Expansion of Government-led job creation 1 programmes • Gateway 4. Promoting SMME, Entrepreneurial and Youth • Human & natural resources Development 5. Enhance the Knowledge Economy HUMAN RESOURCE • Safe, healthy & sustainable living environment 6. Early Childhood Development, Primary and 2 DEVELOPMENT Secondary Education • Healthy educated communities 7. Skills alignment to Economic Growth 8. Youth Skills Development & Life-Long Learning • Employable people are HUMAN & COMMUNITY employed 9. Poverty Alleviation & Social Welfare 10. Enhancing Health of Communities and Citizens 3 DEVELOPMENT • Equitable society 11. Enhance Sustainable Household Food Security 12. Sustainable Human Settlements • Basic services 13. Enhance Safety & Security • More equitable society 14. Advance Social Capital Social Cohesion STRATEGIC • World class infrastructure 15. Development of Harbours 4 16. Development of Ports 4 INFRASTRUCTURE • Investors confidence 17. Development of Road & Rail Networks • Skilled labour force 18. Development of ICT Infrastructure 19. Improve Water Resource Management and ENVIRONMENTAL • Focus on people centredness Supply • Strong & decisive leadership 20. Develop Energy Production and Supply 5 SUSTAINABILITY 21. Increase Productive Use of Land • Foster social compacts 22. Advance Alternative Energy Generation 23. Manage pressures on Biodiversity 24. Adaptation to Climate Change GOVERNMENT AND 25. Strengthen Policy and Strategy Co-ordination & 6 IGR 6 POLICY Vision 26. Building Government Capacity 27. Eradicating Fraud & Corruption 28. Promote Participative, Facilitative & Accountable 2030 Governance SPATIAL EQUITY 29. Actively Promoting Spatial Concentration 7 30. Facilitate Integrated Land Management 30 & Spatial Planning
14 1.3.11. Ugu Growth and Development • Focusing on building a growing and developing Strategy district. • Positioning Ugu as a self-sufficient food secure Vision reads as follows: district. “By 2030, the Ugu District will be leading KZN and • Improve education and training of its entire people. Leisure tourism destination, driven by investment • Focus on improvement of access to health, education, into the productive sectors of agriculture and and welfare services. manufacturing, supported by healthy, educated and • Promotes entrepreneurism. skilled labour force, and underpinned by world class- infrastructure. The district will provide safe, healthy, 1.3.12. National Development Plan vs environmentally sustainable living environment, where Policy Guidelines all people have access to economic opportunities and Below is table highlighting national development plan, social amenities.” key priority issues that have to be addressed through • It is a long term socio- economic development plan/ responses to already existing policy guidelines. strategy.
Table 2: National development plan, priority issues, and policy guidelines National Development Plan Key Priority Issues Policy Guidelines • Creating jobs and livelihoods • Rural Development • Medium Term Strategic • Expanding infrastructure • Economic Growth Framework • Transforming to low carbon • Health • New Economic Growth Path economy • Education • New Education Curriculum • Transforming urban and rural • Crime and Corruption • Comprehensive Rural spaces • Job creation Development programme • Improving education and • Outcome 9 and Service Delivery training Agreement • Providing quality health care • Operation clean audit by 2014 • Building a capable state • Apprenticeships within FET • Fighting corruption and colleges. enhancing accountability • Transforming society and uniting the nation
1.3.13. Development Challenges in • High levels of crime Umzumbe • Unsustainable developmental practices In a strategic session held in the 2011/ 2012 financial year, it was noted that significant steps have been made 1.3.14. Point of reference for an Ideal to address the key challenges in the municipality. While Functional Umzumbe significant progress has been made in all areas, there Municipality is still a lot of work that needs to be done towards First term of democratic local government has been one addressing the challenges listed below: of the most complex projects of state transformation • High rates of unemployment and low economic growth since 1994. The tasks of local government transformation • High levels of poverty have proven to be more complex and protracted • Lack of infrastructure than was initially anticipated. Therefore what must • Inadequate financial viability be done in this third generation of IDPs? In order to • Low levels of skills development and literacy achieve our vision and address the above mentioned • Increased incidents of HIV/AIDS and communicable developmental challenges, there are a number of the diseases key performance areas of the municipality that have to be addressed. These are as follows:
15 KPA 1: Municipal Transformation and KPA 2: Local Economic Development Institutional Development • Thriving and vibrant local economy and • An IDP that is the expression of state-wide neighbourhoods. planning as a whole. • Facilitation of job creation and access to business • A balanced infrastructure investment and opportunities. sustainable economic development programme • Continuous and positive interactions with all key that is part of the IDP. economic anchors and actors. • Establishment and functionality of all core municipal policies and systems as required by law. KPA 3: Basic Service Delivery and KPA 4: Financial Viability and Financial Infrastructure Investment Management • A clean, safe and healthy municipality. • Sound financial management systems. • Universal access to quality, affordable and • Development of annual and medium term outlook reliable municipal services (e.g. water, sanitation, on revenue and expenditure plans and targets. electricity, refuse removal, transportation). • Reduced dependency on grant transfers. • Regular investment in infrastructure and productive equipment. KPA 5: Good Governance and Community KPA 6: Spatial Planning and Environmental Participation Management • Functional community participation mechanisms • Sharing of boundaries and spatial pattern activities. and ward committees. • Legislative directive by land use management • Continuous and special attention to historically approach. marginalised and excluded communities • Fast track municipality’s spatial development • Equal, easy and convenient access for the public to framework. the municipality and its services. • Through the implantation of the Planning • Effective intergovernmental relations. Development Act.
16 Chapter 2
Situational Analysis
17 Location
Umzumbe Municipality runs along the coast for a short the total population within Umzumbe Municipality has strip between Mthwalume and Hibberdene and then been estimated at 176, 287 persons which covers up balloons out into the hinterland for approximately to 25% of the District. The average ward population is 60 km. It covers a vastly, large rural area of some 1260 9155 people. square kilometres with approximately 1% being built There are no established towns in the municipality, up/ semi-urban area. The municipality incorporates 17 which is characterized by a vast backlog of basic traditional authority areas comprise of 19 municipal services, high levels of poverty and virtually no wards. economic base. The most striking physical feature is the It is a local municipality (KZN 213) that falls within Ugu extent of undeveloped natural, land which represents District Municipality (DC 21) and is one of the six local almost 60% of the total land area. Agriculture is the municipalities within the District of Ugu. Umzumbe mainstay of the economy with the main activities being Municipality is the second largest municipality within sugar cane and small scale farming, as well as a small the district. The community survey (2007) indicates that business community.
Map 1: Locality Map
18 Population
The people who reside within the municipal area consist The estimated population of the municipality is of individuals from different ethnic groups. The majority approximately 179, 638 persons. The table below of the population comes from the Black community indicates the composition of the population in terms (178,975) followed by the Coloured community (491). of population estimates in the municipality. Umzumbe The White community accounts for (109) and the Asian Municipality population estimates have an average community (62). The figures are based on Quantec share of 25.5% and ranges between 186, 879 and 179, 2009. It is evident that there is high concentration of 638. Generally, the number of males has continued blacks than other racial groups. The distribution shows declining between 2006 and 2008 and bit high for that 178, 975 are from a population that was historically year 2009. One of the factors that could explain the disadvantaged by apartheid. These levels of population phenomenon is the rampant migration among which is groups emphasize the importance of the municipality observable in most rural South Africa. to actively address issues of imbalances particularly regarding economic development, infrastructure, housing and social services. Table 3: Demographic Information Total Municipality Black Coloured Asian White Population Population Group 178,975 491 62 109 179,638 Population Estimates Average 2003 2004 2005 2006 2007 2008 2009 Share Umzumbe 186,879 185,004 182,329 179,217 176,546 174,444 179,638 25.5 Population by Gender 2006 2007 2008 2009 Male Female Male Female Male Female Male Female 81, 072 98,145 79,758 96,758 78,712 95,732 81,574 98,064 Source: Quantec 2009 2.3. Socio-Economic Analysis It is envisaged that the development of P68 and P73 as corridors linking Umzumbe with the N2 and Sisonke Socio-economic analysis gives a summary of the municipal will unlock more economic potential as mobility would area in terms of its physical, social and economic be enhanced culminating in further infrastructural characteristics. This information is to contribute towards development that would result in more economic informed planning and decision making. nodes. Umzumbe is also rich in natural resources that 2.3.1. Economic Activity appeal to the tourism industry. Umzumbe has a great economic potential; like most Table 4: Number of People living with less than USD 1 per rural municipalities it represents an extensive natural, day I Umzumbe human and economic potential which is utilized Municipality 2003 2004 2005 2006 2007 2008 unevenly and imperfectly. This presents an opportunity engagement to develop economic activities that Umzumbe 15,892 12,735 9, 340 8,320 7,235 5,577 are balanced and sustainable. The tendency of settlements developing in the areas of the municipality Source: Global Insight 2009 that have infrastructural development; such as water and electricity; have created nodes with vibrant Agriculture as a primary sector is the major source of socio economic activities. An example of which; are income in Umzumbe. Most of the unskilled human Umthwalume, Ophepheni and St Faiths. capital and both illiterate and semi illiterate are employed
19 within this sector; with the largest employer being Sappi but has not materialized due to lack of resources. The in the forestry industry and the sugar cane farms. business incubator would produce more able and Although most of the commercial farmers in Umzumbe sustainable businesses and thus create more jobs to are white but there is a strong minority of African combat the scourge of poverty in the municipality. commercial farmers are now available since the 1994 The municipality has embarked on a gender approach elections. In addition to this, there is a magnitude to LED in order to bridge the gender gap of which of subsistence farmers, organized and government women are 2% more than men in numbers. The strong supported farming projects that have a steady surplus emphasis on empowering women is hoped to boost with the potential of supplying major markets provided this sector due to the resilient nature and being on the they have the necessary infrastructure. receiving end of poverty of women as opposed to men. Quarrying has not been formalized yet within the The tertiary sector is one sector that when assessed municipality. Currently quarries belong to no particular has been found more wanting than the other two person as there are no licenses for such. On the other mentioned. In the first place Umzumbe does not hand the mining sector is becoming more formal than have even a single banking institution or insurance quarrying as an increasing number of miners have or or financial services owing to its rural nature. Retail, are in the process of applying for mining licenses. however are thriving within the municipality both Most of the river sand mining activities occur along formal and informal retail outlets is prevalent. This the rivers of Umzumbe such as Umzumbe and sector is more prevalent in wards 19, 10, 18, and 3 this Umthwalume rivers. There are minor mining sites for is due to the mobility as a result of road infrastructure plaster sand that are informal. There is a huge demand that fairly good in the wards mentioned. for these mining products outside of Umzumbe on The municipality is one amongst the others in the a commercial level as well as locally as Umzumbe is country that are facing challenges in improving developing rapidly. the quality of life. There is high level of poverty and The two kilometer stretch of Umthwalume beach unemployment as well as low economic growth in is the best fishing spot. It sustains 10% of Umzumbe the area. Food security and economic development households who have no bread winners. The sea harvest are critical issues in the Municipality therefore a more is sold to restaurants along the coast whilst remnant of prescriptive approach to land use management to which is sold along the N2 freeway. A lot could be done ensure that the suitable areas are used and managed to make this livelihood for some sustainable and have appropriately. more economic benefits. Whilst Umzumbe has a great economic potential but The secondary sector is growing steadily, within the it should be mentioned that due to the high rates of manufacturing sector the municipality can boast, poverty, unemployment, illiteracy and seclusion from locally made furniture, sculptured wood, tissue the main stream economy; the line between Local manufacturing, jewelery manufacturing and water Economic Development and Community Development bottling. The municipality has contributed by partly is blurred. Developing the projects that are already funding, provision of inputs and assisting in the there with the focus of developing a value chain may establishment of these initiatives. There is a huge pool be a vehicle that would see economic activities that are of crafters and artist in Umzumbe that fall under this inclusive and organic in formation. category. It is therefore imperative for Umzumbe municipality The municipality with the assistance of DED has been amongst other initiatives to focus on its competitive exposing local people with talent to the local and and comparative advantage in order to unlock its international markets through exhibitions. This sector LED potential. Currently the municipality’s economic has a huge potential for development and growth. strengths lie in agriculture; subsistence farming, Inhibiting this growth is shortage of working space tourism and manufacturing (beneficiation). In addition and the lack of basic infrastructure such as water and to this, there is also potential in the retail, trade and electricity. The multipurpose centers that are built services sectors. by government should play a role in addressing such Informal trade is the backbone of Umzumbe’s economy problems but their design is not suitable. The dire and is mostly situated in the areas that have already need of a business incubator has long been identified been identified as the municipality’s economic nodes.
20 The development on the coastal zone is critical and is well as cultivated forestry offers sound eco-tourism. in line with the provincial Growth and Development Ntelezi Msani. Strategy (PGDS); the municipality is in the process of Memorial Project is one of the flagship projects that raising funds for Umthwalume beach development. have been identified by the District Municipality and This would make Umzumbe a role player and Umzumbe Municipality as the key project that will beneficiary of the lucrative beach tourism economy of contribute in unlocking the tourism potential in the KwaZulu-Natal. hinterland and also contributes in the transformation of the heritage sector in the district. 2.3.2. Agriculture It is a heritage project that seeks to highlight and The agricultural sector in Umzumbe still possesses commemorate the role, participation and effect of significant development potential. Agriculture in this the Bhambatha rebellion in the greater UGU and area is characterized by a minority of highly developed Umthwalume area. Being a focused and resource and competitive commercial farming, whilst the bulk driven initiative to honour the unsung heroes of of agricultural activities are mainly subsistence farming the 1906 Poll tax uprising that were led by Ntelezi ka on rural communal land. The major commercial Khukhulela Msani. farming enterprises are in sugar cane, bananas and The project will be adding value to the existing Cultural timber. Subsistence agriculture comprises mostly of Node (Gobhela Arts and Crafts Centre and Shosholoza livestock, dry land cropping and vegetable production. Recording Studio), which in the long run will become Currently the municipality is receiving starter packs a new tourism route that links with Emthini Holiday from the department of Agriculture. Those packs Resort (African Cuisine Offering Lodge in the South include different crops, equipment and irrigation tools Coast). The Project is a worthy investment for Ugu that are distributed to the community. District and Umzumbe Municipality that needs a 2.3.3. Tourism tourism route linkage from Freedom Park Trust and other battle fields in KwaZulu Natal province. The municipality has identified a number of projects and initiatives to develop the tourism assets and 2.3.4. Manufacturing improve the management and marketing of Umzumbe The contribution by the manufacturing sector within tourist products and services. This will be achieved the municipal economy is increasing steadily. The by further researching the new products, vigorously municipality is seeing more youth entrepreneurial marketing Umzumbe as a destination and contributing initiatives. The municipality has played a significant role in transforming the face of tourism in the South coast. in capacitating crafters and people living with disabilities Transformation of the sector will include attracting with different skills in arts and craft and they are now the emerging middle class and developing an annual implementing those skills. The drive is to improve the calendar of events to attract tourists. Umzumbe shall quality of local products to appeal to both domestic and focus on its competitive advantage in order to make international markets. The municipality has promoted tourism a success. There are opportunities in Agri and marketed outstanding talents within the municipality tourism, cultural and heritage tourism. with the assistance of the Department of Economic Umzumbe has a wealth of untapped potential in this Development through exhibitions locally and abroad. regard. Research has been done in the identified areas of attraction and the municipality shall work with South 2.3.5. Poverty coast tourism in packaging and marketing the new Umzumbe is the worst municipality within Ugu district products. The tourism industry has the potential of that is affected by extreme poverty. Economic trends employing more people in a sustainable manner, whilst show that the municipality achieved the biggest decline empowering them to take initiatives in the pro poor in poverty levels over the 6 years period. However an tourism approach. The development of Umthwalume infrastructural project initiative that had the greatest beach is one catalyst that would unlock the tourism impact under the Integrated Sustainable Rural potential to the pristine coastline of Umzumbe. Development Programme (ISRD) is the construction The unique scenery of Umzumbe with its rivers, of P68 road between oShabeni and Highflats. This road beautiful mountains like uMsikazi and indigenous as network is seen to have increased economic activity
21 and job opportunities in the municipality. Below is the 2.3.7. Health table showing the extent of poverty in the municipality. According to the Health District, Umzumbe Table 5: Number of People living in poverty in Umzumbe Municipality is experiencing a prevalence and impact of HIV/AIDS. It is estimated that in 2004, 25, 788 people Municipality 2003 2004 2005 2006 2007 2008 in Umzumbe were affected by HIV/AIDS. The annual Umzumbe 15,892 12,735 9, 340 8,320 7,235 5,577 growth rate of HIV and infections in Umzumbe is 13.7% per year. The KZN Department of Health, indicates Source: Global Insight 2010 that between 1994 and 2004, there has been a sharp increase from 11.7% to 53.3% of deaths which were AIDS related. This number has substantially increased 2.3.6. Employment over the last nine years; there has been a 32.3% annual The percentage of unemployed people in Umzumbe growth rate in AIDS related deaths. is 72%.This suggests that unemployment level remains The increase of the HIV/AIDS pandemic has had an high within the municipality. This could be as a result impact on the demographic profile of the municipality. of limited and irregular household income, inadequate The municipal population has decreased between 2001 levels of education and training. The formal sector and 2007 by more than 20 000 residents. This can be only caters for 38%. This suggests that there was a attributed to two main factors, that is, HIV/Aids and steady increase in unemployment numbers in the year outward migration due to lack of socio-economic 2007. This is depicted in the table below. Strategies opportunities. would have to be developed in order to ensure that The municipality’s strategic intervention focuses on the Municipality is able to meet the Millennium AIDS awareness and support programme within the Development Goals and National targets of halving communities of Umzumbe. As a result the municipality poverty by 2014. currently plays a co-ordination role of the registered Non- Table : Employment governmental Organizations, Department of Health with regards to HIV/AIDS programme. This is done through Asthma case – new Employed 28% distribution of health kits. Another initiative by the Employment Municipality is a project t which deals orphans leaving Unemployed 72% with HIV/AIDS, the Assissi Children Shelter. Source: Stats SA, Community Survey 2007 The graph below shows statistical information recorded during an HIV/ Counselling Testing (HIV) in Umzumbe locality from the month of April20- March 2011.
Graph 1: HIV Counseling Testing
HCT campaign April 2010 – March 2011 31 646 30 632 40 000 30 000 20 000 4 185 10 000 0 Client pre-test Client tested for HIV Client tested positive counselled for HIV TOTAL for HIV – TOTAL
Department of Health Statistics (2010/2011)
22 Different types of diseases that have been recorded by the Department of Health in Umzumbe locality for the year 2011 are reflected in the graph below.
Graph 2: Umzumbe disease profile Umzumbe Disease Profile Q3 2011
9 000 8 000 7 000 6 000 5 000 4 000 3 000 2 000 1 000 0
Asthma case – new Epilepsy case - new STI treated – new episode Disease Profile
Diabetis mellitus case on treatment – new Hypertension case put on treatment – newPneumonia under 5 years – new ambulatory Diarrhoea with dehydration – new ambulatory
Department of Health Statistics (2011) A number of health facilities designated for Ugu Health District service Umzumbe municipality. However these are not sufficient for the people as they have to travel long distances to access health care. These facilities are tabulated in the table below.
Table 6: Health facilities
No of facilities Type of Facility Location Management Under 1 Dunstan Farrell (TB Hospital) Ward 16 Provincial Health Department
13 Clinics Provincial Health Department
2 Mobile Clinics 2 Provincial Health Department Future Turton Community Health Centre Ward 10 Provincial Health Department
Source: Department of Health Statistics (2010/2011)
23 Map 2: Health Facilities in Umzumbe
Legend
Surgery Umzumbe roads Ocean_wg 31 Hospital Umzumbe wards Clinics Umzumbe_wg 31 Umzumbe Mobile clinics
The Department of Health is involved in the flagship 2.3.8. Public Transport programme in wards 6, 8 and 12. Questionnaires are The primary mode of travel by the communities is used for purposes of profiling households. Information public transport that being busses and taxis. Along gathered is meant to look at issues such the pap smears, the coastal area and in primary economic nodes is a immunization, eye care, rehabilitation services of the relatively reliable means of transportation in the form people. This kind of information informs what kind of of minibus taxis. As a result the standard of living is intervention is required from the Department of Health. relatively better in easily accessible areas. Inland areas There are also clinic committees that are responsible within Umzumbe, public transport services are lacking collecting community needs and at times Izimbizos and communities are highly dependent on the weather and open days’ sessions are held to get views of the conditions as there are areas that are inaccessible communities on healthcare services/ campaigns. From during the rainy days. The lack of infrastructure partly time to time community health workers dispatch contributes to the fact that this particular is not yet well immunization drops to the communities. developed within the jurisdiction of the municipality. The Dunstin Farrel is the only available TB Hospital in The contribution by the manufacturing sector within Umzumbe. It has dilapidated buildings and old septic the municipal economy is increasing steadily. The tanks are used for disposal of sewerage waste. Amongst municipality is seeing more youth entrepreneurial other concerns are high rate of TB/HIV co infection rates in initiatives. The municipality has played a significant role the hospital as well as emergence of TB strains resistance. in capacitating crafters and people living with disabilities
24 with different skills in arts and craft and they are now are home one garden programme etc. Support in the form implementing those skills. The drive is to improve the of seedlings and compost together with expertise quality of local products to appeal to both domestic and is provided by the municipality in conjunction with international markets. The municipality has promoted Department of Agriculture to communities to assist and marketed outstanding talents within the municipality them in ensuring their food security. with the assistance of the Department of Economic 2.3.10. Climate Change Development through exhibitions locally and abroad. Climate change is likely to cause challenges for 2.3.9. Food Security Umzumbe municipality. This is directly associated with global weather changes such as extreme weather Hunger and food insecurity are great challenges facing events e.g. flooding and drought etc. Unforeseen communities residing within the municipal area. The climatic conditions are challenge in Umzumbe as key challenges faced include lack of financial and non- houses built out of mud and gravel roads collapse financial resources. The municipality has initiated a during the rainy days. This result in a financial burden number of programmes to assist in the alleviation of upon the municipality, as it has to resort to disaster food insecurity. These include self-sustaining projects contingency plans and other forms of financial aid such as poultry farming, community gardens, one from other stakeholders in order with such incidents.
Map 2: Telecommunications and Electricity Power lines
Legend Telecommunication_wg31
Escom_data Ocean_wg31 Umzumbe_wards Umzumbe_wgs31
25 2.3.11. Communications The municipality aims to increase the number of such centres to cater for local businesses and youth. Telecommunications data is generally not easy to access ICT is the sector in the modern economy that offers due to its sensitive nature. Whilst no detailed indication the greatest potential for SMME development and of fixed line or broadband services is available, it has employment creation. been identified that broadband services are limited and only available in the major centres. Lower lying areas of ICT can also make a significant contribution to poverty Umzumbe have difficulty in accessing these services. reduction and eradication in poor and marginalized communities by increasing access to information, as well as supporting SMME development in other sectors Table 6: GSM/Broadband coverage in Umzumbe through reduced transaction costs. GSM GSM The development of the ICT sector and relevant GSM Total Municipality and and Total infrastructure is a key national and provincial strategy Only Coverage Edge 3G to unlock the inherent business development potential Umzumbe 75.3% 13.5% 10.9% 99.7% 31,801 in the sector, improve competitiveness of the economy and assist in poverty eradication. Source: Ugu Infrastructure Audit 2011 Information and Communication Technology is important for businesses to be able to communicate within the global village. The municipality has started with eight computer workstations earmarked for business promotion and training in order to address this shortfall.
26 Infrastructure and Basic Service Delivery
Without a clear outline of the situational analysis of 2.4.2. Solid Waste and Cemeteries what really exists on the ground, municipalities are Municipal solid waste management involves the forced to make development decisions based upon collection, transportation and safe disposal of unknown factors. This in return leads to inefficiencies refuse from residential areas to landfill. The National and in some instances duplication of effort. Further Environmental Management: Waste Act (Act 59 of 2008) to this, the section reveals the backlogs and demand has placed a huge responsibility on local municipalities vs supply over the past 5 years and projected capacity to deliver waste services. Solid waste service is not requirements over the next 5 to 10 years for electricity, offered by Umzumbe municipality. This kind of a waste, roads, water, sanitation etc. service is virtually non-existent in the municipality. 2.4.1. Electricity This therefore suggests none of the consumers residing in Umzumbe municipal area have access Access to electricity remains a challenge to the to refuse removal at least once per week. However municipality. Lack of bulk infrastructure and lack of the developed integrated waste management plan funding pose a challenge. The area with the largest identifies all areas that generate waste within the concentration of backlogs is the St Faiths area. This municipality. This includes cluster A residential areas is also a factor of the terrain and the scattered low e.g. wards 10, 16, 17, 18 and 19. Health facilities such as density nature of the settlements in that part of the clinics and community facilities have been identified as municipality’s jurisdiction. second major waste generators in the municipality. The table below reflects on the number and percentage In terms of cemeteries, Umzumbe has a majority rural of households in Umzumbe supplied with electricity. population which practise traditional on-site burial of Table 7: Households with access to electricity supply in deceased family members. In some cases there has Umzumbe been resistance to the development of cemeteries as Municipality Electrified Total % of HHs this is a sensitive matter with cultural implications. Households Households Below is a table showing waste services per settlement Umzumbe 21, 407 31, 801 67% category. Source: Ugu Infrastructure 2011 Table 10: Umzumbe waste services per settlement category Table 8: Households with potential for electricity infill Settlement Serviced Not Total connections by local municipality Category Households serviced Households
Municipality Households Formal Urban 0 25 25 Informal Umzumbe 811 Residential 0 0 0 Source: Ugu Infrastructure Audit 2011 Upgrade Linked Rural 169 8,998 9,167 Table 9: Households with no electricity supply Upgrade Good Access Rural 136 8,034 8,170 Municipality None Off Grid Upgrade Umzumbe 9, 474 109 Limited Access 131 5,541 5,672 Source: Ugu Infrastructure Audit 2011 Rural Upgrade Source: Ugu Infrastructure Audit 2011 In order to meet the backlog as well as improve the network, regional projects have been identified for It is clear that there are significant backlogs in the the period (2011-2024). These include the Kenterton municipality. The ability to render such a service substation and Qwabe NB 5.8. As part of regional depends on a number of factors e.g. availability planning, Eskom has therefore budgeted to spend a of landfill facility which Umzumbe does not have. total of R196 million over the next 15 years to improve The municipality is also not involved minimisation the core infrastructure. initiatives.
27 2.4.3. Roads below access to transport is measured in terms of the percentage of households that have access to a Level 1 The road network hierarchy starts with national roads, to Level 3 road e.g. (national, main and district roads) provincial roads down to local municipal roads. Umzumbe municipality falls within class 7 category Table 11: Access to road transport infrastructure according to road network hierarchy. The inland road (household within 1 km of national, network system is still at a level where most roads are main and district roads) gravel and not in good conditions on rainy days. Only a limited number of access roads have been constructed Municipality HH within 1 Total HH Percentage by the municipality as it is totally dependent on grants km of a road from other spheres of government. The municipality has also supported the Expanded Umzumbe 24,274 31,801 76% Public Works Programme through the emerging Source: Ugu Infrastructure Audit 2011 contractors’ programme which has 200 contractors and many of them employed in as general workers. Amongst Umzumbe still lags behind other municipalities within other responsibilities assigned to the contractors, is the district. It has a backlog of 8%. The provision of maintenance of access roads that have been upgraded a transport network within 1 km of each household, through the EPWP criteria. This has resulted in the particularly in a rural environment like Umzumbe transfer of skill and job opportunities. is almost unaffordable, this is shown in the table With regards to the backlog, an extensive higher below, households within the delivery standard in the order network exists within the district. In the table municipality.
Map 3: Roads within Umzumbe
Legend Umzumbe_roads Umzumbe_wards
28 Table 12: Households within the delivery standard extended in future to include the areas of Ndelu, HH within Qwabe N, kwa Hlongwa and parts of Mabheleni and service Mathulini of the Umzumbe tribal authority areas. Municipality Households Percentage delivery Mthwalume Supply Zone: is supplied by mthwalume standard waterworks and includes the rural areas of Mathulini and Qoloqolo, as well as the urban coastal areas of Umzumbe 29,203 31, 088 92% Mthwalume and Ifafa Beach Source: Ugu Infrastructure Audit 2011 Mhlabatshane Supply Zone: currently comprises of a number of stand-alone rural schemes (Phungashe, Department of transport has presented a project Ndwebu, Assisi schemes) which will in future be priority list for 2010-2015 financial periods, and this incorporated into a single regional water supply highlights local roads and causeways prioritised for scheme. The supply zone covers the area between construction or upgrade. These are to be implemented Umzimkhulu and Umzumbe rivers, from Phungashe in in the following areas: the North West to Frankland in the south east. Mathulini, Hlubi, Cele K, Nhlangwini, Mfangisale, Ugu district has been served with RDP level of service. Bhekani, KwaNyuswa, Mthimude, Kwambotho, The table below shows population in Umzumbe with Bashaweni, KwaDuma, Kwajali, KwaCele, Ndwalane, access to water services. Lushaba, Mavundla, Table 14: Access to water services in Umzumbe 2.4.4. Water local municipality Water provision is essential component for any Serviced Serviced < investment decisions within the municipality. The water Settlement Not Total No RDP RDP backlog is being experienced in almost all areas within Category Serviced of People < 200 m 200m - 800 m the municipality. The table below indicates the number 41,514 38,917 73, 959 of households with limited access to water (water below Umzumbe 154, 389 RDP level). Umzumbe in the entire district municipality (27%) (25%) (48%) has by far the highest water backlogs. Water backlogs, Source: Ugu Infrastructure Audit 2011 even though not significant, are showing an increasing trend in this locality. The largest water backlog is 2.4.5. Sanitation (Rural) experienced in Umzumbe and accounts for over 35%. In terms of the 2007 Community Survey the sanitation Table 13: Water backlog-number of households provision in Umzumbe Municipality as tabulated in below RDP –level the table below. It is evident communities are not well provided with the necessary basic infrastructure. Even Year 2003 2004 2005 2006 2007 2008 though in community meetings residents request for upgrade of ablution facilities but the challenge remains Umzumbe 33,193 33,162 31,066 31,838 31,930 31,975 in proving such at a cost that is affordable to the users. Source: Global Insight 2010 With regards to water 39.1% community members have access to piped water, 13.8% to spring or borehole and According to Ugu Infrastructure Audit report, 43.7% still depend on dams or streams and only 3.4% of the infrastructure development in the rural areas was community depends on other methods of water provision. historically done in a haphazard manner and this resulted in a number of stand-alone rural water schemes Table 15: Access to sanitation that many times are supplied from unsustainable water Resource Umzumbe Municipality sources. The existing infrastructure and future master planning identified a number of bulk supply sources Flush 1.9 that form the basis of the current and future water Pit (including VIPs) 66.6 supply systems in the entire district. The supply zones Chemical 20.9 located in Umzumbe jurisdictional area are: Ndelu Supply Zone: is supplied by Ndelu waterworks None 10.7 from Umzumbe River. The supply zone will also be Community Survey Data, Statistics SA 2007
29 In the Ugu Infrastructure Audit report, it is stated that Housing Demand List there is no reliable data pertaining to either the location The Municipality does not have an existing data base. of ventilated improved pit latrines constructed within In the absence of housing list the numerical extent of the district. This poses a major challenge as there is no the housing backlog in the Umzumbe Municipality data with which to plan for relocation of VIPs and also has been quantified as the sum total of household prevents the accurate determination of the backlog. In that earn less than R3500. This data will be updated on order to obtain a better understanding regarding the completion of the housing list. The 2001 census claims status quo of the rural sanitation within Ugu, a number that 96% of household in the Municipality have an of random sample surveys were undertaken within income of less than R3500. each local municipal area. The table below shows the Household that earn less than R3500 are eligible for level of service by survey area. a full government housing subsidy, however this is Table 16: Level of service by survey area no indication that every household that qualifies, will apply for a housing subsidy as they may either be Informal Survey Area VIP None formal homes or traditional homesteads. The condition Long Drop of the housing structure for the poorest household is a Umzumbe reflection of their means to provide their own shelter. 100% None None (WARD 1) Urbanization, Population Growth, Source: Ugu Infrastructure Audit 2011 Challenges The Umzumbe Municipality is the second large 2.4.6. Housing Chapter Municipality within the District. The (2007) community The current Housing Sector Plan will be reviewed survey indicates that “the total population within and updated. The Housing Chapter is a summarized Umzumbe Municipality has been estimated at 176,287 version of the Housing Sector Plan and focuses on persons which covers up to 25% of the District” essential points certain for the purpose of the IDP. For Ward 3 is the largest with 13308 people and ward 18, more detailed information reference should be made with population densities of 65 to 95 people square to the Housing Sector Plan. kilometers. Coastal wards 10 and 17 have densities of The Housing Section consists of a Housing Manager who 600 to almost 800 people per square kilometer. The reports to the Director Technical Services. The Manager population congregates towards the coast, where fast is responsible for housing delivery process in terms of transport routes allow access to access to economic initiation, co - ordination, planning and implementation opportunity. of projects. She regularly liaises with Implementing Land Identification and Availability Agents and relevant government departments inspect The largest portion of land in Umzumbe is state owned and monitor progress and compile reports for Council .Apart from the extent of state land in the Municipality, and Housing Portfolio committee. The manager many of these areas have high agricultural, conservation also has to inspect and monitor progress during the and/or tourism potential clearly this represents a construction of houses and meet with project steering significant opportunity for productive enterprises, and committees to address community challenges. appropriate development should be promoted. The The housing manager works closely with the Provincial following parcels of land have been identified: Department of Human Settlements and other • Umgayi cluster stakeholders, eliciting their assistance and attendance • Umzumbe Cluster at meetings to address challenges and thereby ensuring • Assissi Cluster that housing delivery is at its premium. • Odeke Cluster Objective • Hlokozi Cluster • Ndwebu cluster The objectives of Umzumbe Municipality in terms of • St Faiths Cluster Housing delivery are as follows: 1. To eradicate the housing backlog; • Mzimkhulu river valley 2. To ensure Job creation through housing delivery Besides the above state land that has been identified, 3. To create sustainable Human settlement. there is other of state land that is currently occupied or
30 settled which can be used for housing development. District Municipality The state can dispose this land for housing development Water and Sanitation purpose. It has been suggested by DLA that land use Ugu District Municipality is responsible for water audit need to be conducted to determine the status of reticulation and sanitation. this land and the possibility of utilizing it for housing development. Electricity Land Identified for Housing Projects Eskom is the service provider of the electricity and they are supplying electricity in terms of their programmes This section presents the legal status of the land that has and budget. They have full records of our current been identified for housing development. In line with projects and the proposed or planned housing projects. the land ownership patterns in the municipality the majority of the land in Umzumbe Municipality is held Social Viability under communal ownership through tribal authorities. In planning the rural project cognizance has been Therefore the possible land reform programme that taken of the existing transport route, access road and could be undertaken is tenure reform wherein the to ensure sustainability of the settlement community settlement would be established as a township with provision has been made for schools, open spaces, formal tenure. sports field, crèche, small industry and commercial However, all the current projects are an in-situ upgrade centre. wherein the municipality identified households with The aspect of social viability and sustainability of the houses that are in a state of disrepair and were proved project will be adequately addressed in the application to be low income earners through the indigent data for project approval to Council via the PDA [Provincial base. Thus there are no proposals to upgrade tenure. Development Act] route which has replaced the DFA The less formal means of tenure have implications [Development Facilitation Act] and LEFTI [Less Formal for investment in property. Housing development Township]. amongst others is intended to contribute towards the In terms of housing flagship programme, the eradication of asset poverty. With less formal means of municipality is assisting the Department of Human tenure this cannot be achieved. Settlements with profiling within the priority wards Bulk Services which are wards 6, 8 and 12. Profiling has been Local Municipal Roads completed in ward 8 for 63 people. The profiling process Umzumbe Municipality rendered road maintenance has to be completed in the two remaining wards prior in the entire rural projects and, the level of service to any request being made to the Department for provided comply with the housing Code 2009 and funding. Once profiling is completed, the results will in terms of the conditions stipulated in the planning be forwarded to the Department of Human Settlements approval. for approval.
31 CURRENT PROJECTS Project Number / Number Name Type Status Project year Budget of units K :04110008 Cluster A Rural Rural 1 000 Construction Stage 2012/2013 – 2013/2014 Housing Project R72,928.180.00 K 05070003 Cluster B Rural Rural 1 000 Construction Stage 2011/2012-2012/2013 Housing Project R64,868 080.00 Planning stage: The Contract was terminated K 04100001 currently the New IA Cluster C Rural Rural 1 000 has been appointed 2013/2014 – 2014/2015 Housing Project R777,125.00 currently awaiting for the Tripartite Agreement to be concluded. Cluster D Rural Rural 1 000 2012/2013 – 2013/2014 Housing Projects Project recommended R 2,819 590.00 (Ward 8 & 9) and for approval Ward 11 & 15 Rural 500 2014/2015
Map 4: Community Settlements in Umzumbe
Legend Umzumbe_wards Community Settlement All other values TYPEDESCRI Rural - Dense village >5 000 Rural - Small village <5 000 Rural - scattered Ocean_wg31 Umzumbe_wgs31
32 Project Number / Number Name Type Status Project year Budget of units K: 04030010 Nhlangwini Rural Rural 1 000 Planning Stage 2012/2013 – 2013/2014 housing Project R 2,442.35 Ward 8 flagship Emergency R4,376 390.76 63 Construction stage 2011/2012 programme houses Ward 12 Flagship Emergency Project Recommended R 4,469 665.20 65 2011/2012 Programme houses for approval Individual Project Recommended R68,764.08 Ward 11 1 2011/2012 subsidy for approval
2.4.7. Spatial Planning vision of the municipality. It is meant to translate social, economic and environmental development issues and Umzumbe Municipality is currently developing a will serve as the primary land use management tool of comprehensive Spatial Development Framework to the municipality. give effect to the requirements of Section 26 of the Below is a map showing land that belongs to Ingonyama Municipal Systems Act (2000). The SDF is envisaged Trust and farms. to respond to spatial development and the proposed
Map 5: Ingonyama Trust land and Farms in Umzumbe
Legend
Umzumbe_wards Ingonyama_trust Umzumbe_farm Ocean_wg31 Umzumbe_wgs31
33 2.5. MUNICIPAL 2.5.1. Institutional Arrangement TRANSFORMATION It comprises of two categories: AND INSTITUTIONAL • Council: is the structure in which the executive and legislative authorities of a municipality are DEVELOPMENT vested. The roles of Council amongst others are the Resources available to deliver its developmental approval of policies, budgets, by-laws etc. programme rest with the organizational structuring of • Administration: is headed by the Municipal its staffing and financial resources. As such the section Manager. The municipality has five administrative is concerned with the overall institutional environment departments, four being headed by relevant in the municipality. Programmes and projects in Directors and one by the Chief Financial Officer. this plan have been formulated in order to improve efficient and effective operations. Below are some The Municipal Manager is responsible for the of the key issues that fall within the department that efficient and effective operations of all departments. is responsible for institutional development in the The following table shows the municipal departments, municipality. responsibilities and responsible official.
Table 17. Institutional Arrangement of the municipality
Department Responsibilities Designated Official Office of the The office of the Municipal Manager is responsible for the Municipal Manager Municipal following services: Development Planning, Communications, Manager Mayoralty Youth Development and Special Programmes. Development Planning – functions are the development of the integrated development plan aligned to performance management system and development planning. Communications, Mayoralty, Youth Development and Special Programmes – main functions of the department are to plan, develop and implement strategies and projects in order to achieve a co-ordinated internal and external communication process, support the administrative functioning of the Mayor’s Office and advance the interest of special groups and young people within Umzumbe. Corporate Corporate Services Department is composed of two sections. Director: Corporate Services These are Human Resources and Administrative Support Services Department Sections with different legislative mandate. The department is mainly operational in nature. It provides strategic direction and support to the services’ departments, that by ensuring that human/ physical resources are in place to enable the municipality to meet its service delivery objectives. Financial Services The Department is responsible for managing the financial Chief Financial Officer Department administration of the municipality. It comprises of sub departments i.e. Expenditure and Assets, Budget, Treasury and Revenue and Supply Chain Management.
34 Department Responsibilities Designated Official Technical Services This is the department that has been entrusted with delivery of Director: Technical Department basic services through operations and maintenance of existing Services infrastructural services as well as delivering new services so as to reduce backlog in the municipality. It consists of two units namely, Housing Unit and. Project Management Unit Social and The Department comprises of three units namely, Community Director: Social Economic Services, Local Economic Development and Disaster and Economic Development Management. It facilitates and co-ordinates activities and Development programmes that would yield shared economic growth and marketing of the municipality.
See following Organograms
35 OFFICE OF THE MUNICIPAL MANAGER and ORGANISATIONAL STRUCTURE MUNICIPAL MANAGER (N C Mgijima)
Director: Corporate Services (Vacant)
IT Manager Manager Manager HR Admin (Vacant) (T Mdubeki) (B Nyuswa)
Snr Admin IT H R SDF Officer Committee Officer Officer Officer (New Proposed Officer (N Ndelu) (Z Cele) (P Mhlongo) Post) (Z Zondi)
Committee Committee OHS Officer Officer (New Proposed (T Ngcobo) (T Sithole) Post)
Registry Receptionist Clerk (B Mbili) (N Shozi)
Admin Secretary/PA (S Mdletshe)
Driver Driver Driver Driver Driver Messenger Messenger Messenger Messenger Messenger (B Ndebele) (T Cele) (J Mkhandi) (Vacant) (Vacant)
General General General General General Security Security Security Worker Worker Worker Worker Worker Guard Guard Guard (New Proposed (L Khomo) (T Cele) (P Malunga) (P Ngema) (V Cele) (L Madlala) (L Mthembu) Post)
36 OFFICE OF THE MUNICIPAL MANAGER and ORGANISATIONAL STRUCTURE MUNICIPAL MANAGER (N C Mgijima)
Director: Technical Services (Vacant)
PMU Manager (Vacant)
Environmental Housing Manager Management (Vacant) Manager (New proposed post
Technical Environmental Building Housing Technical Officer Capital Management Inspector Officer Officer MIG (H & Maintenance Officer (Vacant) (New proposed post) Hlongwa) (Vacant) (New proposed post)
Data Capturer (M Cele)
Admin Secretary/PA (V Ndlovu)
Grader Operator (B Gumede)
TLB Driver Operator Tip Truck (M Dlamini) (New proposed post) ORGANOGRAM – UMZUMBE 2 – ADJUSTED 08 JUNE 2012
37 MUNICIPAL MANAGER (N C Mgijima)
Director: Chief Financial Officer Social Economic Development (Kushi Audan) (Pat Cele)
Manager Manager Supply Manager: Manager: Manager: Expenditure Chain Budget & Management LED Community Services (N Ntanzi) Revenue (L Ngidi) (M Msomi) (Nelly Ngcobo) (V Shozi)
Accountant Accountant Accountant Accountant Expenditure & Expenditure & Payroll Revenue Assets Assets (N Mdlozini) (E N Jwara) (N Nasha) (N Nzimande)
LED Sub Officer Rural Procurement LED Accountant Sub Development Tourism LED Officer Community Community Officer Procurement Officer Payroll Accountant Sub Officer Co-operative Development Development (New Officer SMME (New Payments Accountant (New Development Officer Officer proposed (N Msimanga) Development proposed (P Mthembu) Payroll proposed post) (S Mini) (L Shelembe) (Vacant) post) (S Mbatha) post) (New proposed post)
Admin Secretary/PA (Vacant)
Tractor Driver Tractor Driver Tractor Driver Tractor Driver (S V Zama) (F Bhengu) (B Ngubane) (New proposed post)
38 MUNICIPAL MANAGER (N C Mgijima)
SNR Manager Manager Communications Snr Dev. Planner Internal Auditor Development Mayoralty & Youth (Sh Serv) (Sh Serv) Planning Development (L Ngcobo) (N G Msani) (L Radebe) (S Cele)
Manager: Manager Manager: Manager: Manager Manager: Municipal Special Youth Internal Audit Disaster Management Speaker’s Office Manager’s Programmes Development (New Proposed (N Z Lushaba) (N Msomi) Office (N Nkomo) (M Msomi) Post) (M Thabede)
Special Pro- Special Pro- Development Development grammes Officer grammes Officer Planner Planner (New proposed (New proposed (B Msimango) (Vacant) post) post)
Communications Practitioner Disaster Disaster (N Cele) Management Management Practitioner Practitioner (Vacant) (Vacant) Ward Career Guidance Committee Advisor Clerk (B Khwela) (X Cele)
PA PA Assistant Ward PA Municipal Fire Fighter Fire Fighter Admin Secretary/PA Speaker Mayor Committee Clerk Manager (Vacant) (Vacant) (L Mqadi) (M Ngwabe) (J Ncube) (M Khwani) (H Mbhele)
Community Outreach Officer (S Nkomo)
Speaker Driver Mayor Driver Mayor Bodyguard (New proposed (Vacant) (M Cele) post)
ORGANOGRAM – UMZUMBE 1 – ADJUSTED 08 JUNE 2012
39 2.5.2. Skills Base undergo experiential training in their specific fields of specialities and in turn also assist the municipality to The municipality has well developed and experienced improve service delivery. technical skills in the areas of municipal service delivery and all other municipal functions are well structured 2.5.4. Information Systems Management within the organization, as the municipality has pro- actively developed new units to support important The municipality is dependent upon an ad hoc municipal functions such as the Disaster unit in the Social and information system serving different departments. Economic Development Department. The municipality, This poses a problem in the Corporate Management however still needs to focus attention to address the of its delivery programme. The importance of a well- new functions, especially in the environmental sphere designed integrated information system management where there is lack in both organizational structure serving all departments in the municipality has been and the necessary technical skills. identified as a priority. Focus has been given to address this aspect by the appointment of an additional 2.5.3. Work Place Skills Plan information systems specialist. Co-operate Services Department is responsible for The municipality still lacks an integrated approach to the development of the above mentioned plan in information system management. This is important if order to facilitate skills training of the employees and Umzumbe is to avoid building its information system Council. The programme caters for all those who have around ad hoc acquired information system (IT) rather identified a need to improve on the skills they have. than on the basis on identified specific information It has in each year ensured a smooth implementation systems management needs. of the unemployed graduates’ programme, whereby graduates are placed within the relevant departments 2.5.5. Policies in the municipality. Corporate Services Department is the custodians In 2012/2013 financial year a total of 12 graduates have of policies of the municipality.it is responsible for been employed by the municipality and have been facilitating the development and review the policies. placed in the following departments namely, Financial The following policies were developed and in certain Services Department, Human Resources, Department, cases reviewed during the 2011/ 2012 financial year. Information Systems Department, Youth Development Below is a list of policies and procedures of the and Communications Departments. They will municipality.
Table 18: List of Policies
Policies and Procedures Status Quo Responsibility
Policy Policy drafted Policy formulated/ Policy No Policy Title but not requiring amended and Drafted approved review Approved
1. Skills Retention Policy *
2. Supply Chain Management Policy *
3. Property Rates Policy *
4. Credit Control Policy *
5. Workplace Skills Plan *
6. Telephone and cell phone Policy *
40 Policies and Procedures Status Quo Responsibility
Policy Policy drafted Policy formulated/ Policy No Policy Title but not requiring amended and Drafted approved review Approved
7. Human Resource Policy *
8. Registry Policy *
9. Records Management policy
10 Communications Policy *
Public Participation policy *
Awarding of bursaries Policy *
2.5.6. Labour Relations The above committees conduct monthly meetings. • Planning Portfolio Committee The Municipality does not have a specialist to efficiently • Local Economic Development Committee deal with labour relations issues; it currently relies on • Infrastructure Committee the services of the support offered by Salga specifically with regard to the disciplinary matters. A lack of this The above committees meet bi-monthly. All of the service is attributed to budget constraints and the size portfolio committees are chaired by members of the of the Municipality. However it, fully participating in the Executive Committee. programme for training of Managers and supervisors in conducting disciplinary hearings offered by Kwanaloga. 2.5.9. Risk Management Risk is an inherent part of all activities undertaken The Municipality has a functional Local Labour forum which meets on frequent basis to deal with labour by the municipality. Risk management provides a issues and which has been trained on various aspects reasonable assurance to government that the municipal of their work. organizational objectives will be achieved within a tolerable level of residual risks. 2.5.7. Internal Audit Function Risk management derive its mandate from the following The municipality has a fully functional Audit Committee legislation and corporate governance guidelines and internal audit which is part of the shared services Section 62(1)(c)(i) of the Municipal Finance agreement with District Municipality. The Audit Management Act 56 of 2003 (MFMA), which prescribes Committee meets quarterly where various governance that the accounting officer must ensure that the issues are discussed. The internal audit performs their institution has and maintains effective, efficient and Audit in terms of the Audit plan and the charter. transparent systems of financial and risk management and internal control. 2.5.8. Council Committees Section 3.2.1 of the Treasury Regulations which further Council Committee are comprised of the following: prescribes that: “the accounting officer must ensure • SCOPA that a risk assessment is conducted regularly to identify • Finance and Budget Control and Corporate Services emerging risks of the institution. A risk management Committee strategy, which must include a fraud prevention plan, • Housing Committee must be used to direct internal audit effort and priority,
41 and to determine the skills required of managers and 2.5.9.3.1. Batho Pele Flagship Projects staff to improve controls and to manage these risks. This is where Batho Pele services in Umzumbe are The strategy must be clearly communicated to all promoted, and the Municipality educates it. There is a officials to ensure that the risk management strategy need to t community about their rights. These are as is incorporated into the language and culture of the follows: institution.” • Unannounced site visits projects brief. King Report on Corporate Governance for South • Municipal Service Week. Africa 2002, which applies to “public sector • Know your service Rights Campaign Change. enterprises and agencies falling under the Public • Management Engagement Programme. Finance Management Act and the Municipal Finance • Batho Pele Learning Network coordinator forums. Management Act…” 2.5.10. Shared Services 2.5.9.1. Mainstreaming of risk management in the organization Shared services look into the possibility and feasibility of a number of municipalities pooling resources to There is an urgent need to mainstream risk management deliver services in the most cost effective manner in the organization. from one of the better resourced Municipality or 2.5.9.2. Integration of all risks for the shared services centre. Owing to the fact that we organization are a low capacity municipality management and There is a need to integrate internal and external risks. leadership resolved to enter into a shared service with the Ugu District Family of Municipalities for the 2.5.9.3. Batho Pele following: Batho Pele, a seSotho word meaning “people first”, • Emergency and fire fighting is a notion which was adopted in 1994 and became a • Internal and external audit policy in 1997. Batho Pele concept has a main objective • Development Planning (geographic information of addressing service delivery improvement by systems, development planning and performance introducing principles which guide the transformation management system). of service delivery to be people centric. Legislative imperatives The Shared Services has to achieve the following: Batho Pele has its roots in a series of policies and Shared know-how - the benefits associated with legislative frameworks which have been categorised the sharing of knowledge and practice across the into three themes namely; those that are overarching or Municipalities. This involves sharing best practice in transversal, those that deal with access to information service delivery; and those that deal with transformation of Service Reducing costs and avoiding duplication of effort - the Delivery: benefits from economies of scale and elimination of The Constitution of the Republic of South Africa of duplicated effort will streamline and simplify delivery 1996(as amended) of services to reduce costs; The White Paper on the Transformation of the Public Improving quality of service to customers - the benefits Service of 1995(WPTPS) from more efficient processes can deliver greater The White Paper on the Transformation of Service consistency, timely and effective service delivery to Delivery of 1997, also known as Batho Pele White Paper customers and help reduce competition and rivalry Public Service Regulations of 1999 and 2001 between the Ugu DM Family of Municipalities; The legislative framework calls for setting up of Service Responding to and facilitating organizational change - standards, defining outputs and targets, and benchmarking the benefits of greater structural flexibility, improving performance indicators against international standards. organisational learning are seen as an important levers Similarly, it also calls for the introduction of monitoring for re-positioning the contribution of Shared Services and evaluation mechanism and structures to measure as a business-driven function focused on facilitating progress on a continuous basis. and supporting organisational change;
42 2.5.11. Annual Report 2.7.1. Institutionalisation and Umzumbe Municipality prepares annual reports for all Mainstreaming financial years. The 2010/2011 annual report consisting The Youth Development Office serves as a consultative of the annual performance report has been prepared body representing the interests of the young people, and adopted by Council. that are communicated to government and vice versa, further more n annual youth summit is held in March 2.6. ORGANISATIONAL and in which youth of Umzumbe engage in a dialogue PERFORMANCE MANAGEMENT with the Management of the municipality and other stakeholders and share their development goals. In managing the roll out of its work as per the Below are some of the key youth progammes that are objective of local government, enshrined in Chapter implemented on a yearly basis. 7 of the Constitution of the republic of South Africa and the package of legislation that followed, the municipality needs to have a well-organized 2.7.2. Education and Skills Development mechanism to track its performance. Since 2003/ Ugu District forged a strategic partnership with 2004, prior to issuing of the guidelines by organs of National Youth Development Agency. This lead to state and making it an administrative requirement, youth advisory centre being created at Umzumbe the municipality implemented its Performance Municipality. This is a one stop youth facility that Management System. dispenses information relating to the livelihoods of the young people such as career guidance, life skills, The system was developed as a result of the legacy computer/internet skills, bursary opportunities et.c. of non-performance of municipalities. In the context There is an Outreach officer and Career guidance of local government, a comprehensive system of Advisor responsible for interacting and assisting the monitoring and performance in municipalities young people of Umzumbe. Proposed activities for the has been legislated. The system is intended above mentioned programme are as follows: to continuously monitor the performance of • Formulation of skills audit and database municipalities in fulfilling their developmental development for the youth. mandate. Central to the system is the development • Driver’s license programme. of key performance indicators as instruments to • Registration fee programme. assess performance. The indicators help to translate • Recruiting of young people for experiential training. complex socio- economic development challenges into quantifiable and measurable outputs. They are 2.7.3. Youth Economic Transformation therefore crucial if a proper assessment is to be done Youth transformation in Umzumbe is vital in the of the impact of government in improving the quality creation of a better life for the youth in business of life of all. and local economic development. In order for the municipality’s vision to be realised by 2030, it is 2.7. YOUTH DEVELOPMENT critical that young people of Umzumbe are part of the The IDP objective for undertaking youth development economic decisions taken. Follow up on the matter within the municipality is to promote a culture of below: participatory and integration. Youth Development • 2nd Youth in Business Resolutions are critical in the falls under the National Key Performance Area of youth economic transformation. Good Governance and Public Participation. The focus areas are derived from the National Government 2.7.4. Social Well Being Directives of ensuring the institutionalisation and There is a project initiative co-ordinated by the mainstreaming of Youth Development at Local Youth Development office and is aimed at creating Government Level. awareness amongst youth to refrain from abusing The Ugu Youth Development Policy Framework, drugs and other related substances. This project also developed and approved by the District Municipality highlights amongst other issues the health dangers serves as a guiding tool for the implementation of and behavioural problems affecting the community at youth development programmes in the municipality. large, the disease profile in Umzumbe is high, mobile
43 clinics are not visible and teenage pregnancy is a namely: primary, secondary and tertiary sectors of the common challenge. Activities planned are as follows: economy. • Edutainment awareness creation campaign for the entire Umzumbe Municipality. 2.8.1.1. Primary Sector • Decentralization of the mobile clinics. Agriculture is the major source of income in • The Youth Council to engage the CHC Management Umzumbe. Most of the unskilled human capital Committee, as custodians of the youth issues and and both illiterate and semi illiterate are employed have a share on the socio-economic activities in the within this sector; with the largest employer being CHC Sappi Saiccor in the forestry industry and the sugar • The Men’s Forum shall be engaged for a campaign to cane farms. educate young men on a healthy lifestyle. Although most of the commercial farmers in Umzumbe are white but there is a strong minority 2.7.5. Sport and Recreation of African commercial farmers are now available Infrastructure development of facilities is still a since the 1994 elections. In addition to this there is challenge within Umzumbe. Sports are vital in the a magnitude of subsistence farmers and organized development of young people and promotion of and government supported farming projects that a healthy lifestyle. In trying to promote healthy have a steady surplus with the potential of supplying lifestyles amongst the youth, the Youth Development major markets provided they have the necessary organises each year the winter and beach games in infrastructure. which youth compete for different prizes in different Quarrying has not been formalized yet within sporting codes. This encourages a spirit of unity and the municipality. Currently quarries belong to no also serves as platform for selection of players to particular person as there are no licenses for such. play for provincial and national teams. On the other hand the mining sector is becoming more formal than quarrying as an increasing number 2.8. LOCAL ECONOMIC of miners have or are in the process of applying for DEVELOPMENT mining licenses. Umzumbe has a great economic potential; like most Most of the mining activities occur along the rivers rural municipalities it represent an extensive territorial of Umzumbe such as Umzumbe and Umthwalume or natural, human and economic potential which rivers which is river sand mining. There are minor is utilized unevenly and imperfectly. This presents mining sites for plaster sand that are informal. There is an opportunity engagement to develop economic a huge demand for these mining products outside of activities that are balanced and sustainable. The Umzumbe on a commercial level as well as locally as tendency of settlements developing in the areas of the Umzumbe is developing rapidly. municipality that have infrastructural development; The two kilometer stretch of Umthwalume beach such as water and electricity; have created nodes with is the best fishing spot. It sustains 10% of Umzumbe vibrant socio economic activities. households who have no bread winners. The An example of which; are Umthwalume, Ophepheni sea harvest is sold to restaurants along the coast and St Faiths. It is envisaged that the development of whilst remnant of which is sold along the N2 P68 and P73 as corridors linking Umzumbe with the freeway. A lot could be done to make this livelihood N2 and Sisonke will unlock more economic potential for some sustainable and have more economic as mobility would be enhanced culminating in further benefits. infrastructural development that would result in more economic nodes. Umzumbe is also rich in natural 2.8.1.2. Secondary Sector resources with an aesthetic nature that appeals to the The municipality is very proud of this sector, it is tourism industry. growing steadily. Within the manufacturing sector the municipality can boast, locally made furniture, 2.8.1. Economic Sectors sculptured wood, tissue manufacturing, jewelery Umzumbe; in the face of all the adversities that it manufacturing and water bottling. The municipality faces is fortunate that it has al three economic sectors has contributed by partly funding, provision of
44 inputs and assisting in the establishment of these As a result even the standard of life is relatively better. initiatives. There is a huge pool of crafters and artist Inland within Umzumbe transport is lacking and in Umzumbe that fall under this category. is highly dependent on the weather conditions as there are inaccessible areas during the rainy season. The municipality with the assistance of DED has Information and communication services isa vital been exposing them to the local and international component of this sector that is has not developed markets through exhibitions. This sector has a huge within the municipality, partly due to the lack of potential for development and growth. Inhibiting this infrastructure but as well as resources. growth is shortage of working space and the lack of basic infrastructure such as water and electricity. The However the municipality is facilitating a tourism multipurpose centres that are built by government initiative which is the Ntelezi Msane Heritage should play a role in addressing such problems but Centre. This centre will consist of a museum with an interpretive centre, and a school / academy that their design is not suitable. deals with arts, crafts and heritage. The will also be The municipality is in the process of raising funds a Ntelezi Msane monument, an amphitheatre where to have business units built to address the above historic environment education, time travels and problem. The dire need of a business incubator has live performances conducted, an African-themed long been identified but has not materilised due to lack restaurant. These will be designed around historical of resources. The business incubator would produce cultural and natural heritage themes. more able and sustainable businesses and thus create The centre will present a niche tourism product more jobs to combat the scrooge of poverty in the focused on cultural, heritage and history. The aim is to municipality. attract a defined group of visitors who are interested in The municipality has embarked on a gender approach this product. There will be three market segments and to LED in order to bridge the gender gap of which these to include the following: women are 2% more than men in numbers. The • International visitors interested in culture and strong emphasis on empowering women is hoped to heritage. boost this sector due to the resilient nature and being • Students who aspire to become performing artists on the receiving end of poverty of women as opposed or visual artists. to men. • Domestic tourists interested in South African 2.8.1.3. Tertiary sector History. This is the one sector that when assessed has been 2.8.1.4. Manufacturing found more wanting than the other two mentioned. In The contribution by the manufacturing sector within the first place Umzumbe does not have even a single the municipal economy is increasing steadily. The banking institution or insurance or financial services municipality is seeing more youth entrepreneurial owing to its rural nature. Retail, however is thriving initiatives. The municipality has played a significant within the municipality both formal and informal retail role in capacitating crafters and people living with outlets are prevalent. disabilities with different skills in arts and craft and This sector is more prevalent in wards 19,10,18, they are now are implementing those skills. The and 3 this is due to the mobility as a result of road drive is to improve the quality of local products to infrastructure that fairly good in the wards mentioned. appeal to both domestic and international markets. Although Umzumbe is rich in schools b ut it has no The municipality has promoted and marketed institutions of higher learning. This fact coupled with outstanding talents within the municipality with the high levels of poverty has resulted in a highly the assistance of the Department of Economic illiterate population. Development through exhibitions locally and abroad. Transport is a key component of this sector. Along the coastal area and the other economic nodes of Umzumbe 2.8.3. Economic Performance there is a relatively reliable means of transportation Umzumbe Municipality is one amongst the others in in the form of minibus taxis. This is facilitated by the the country that are facing challenges in improving relatively good transportation infrastructure found in the quality of life. There is high level of poverty and those areas. unemployment as well as low economic growth in the
45 area. Food security and economic development are operations and intergovernmental transfers, to critical issues in the Municipality therefore a more enable it to carry out its functions. In addition, it prescriptive approach to land use management to is necessary that there is reasonable degree of ensure that the suitable areas are used and managed certainty with regard to source, amount and timing of appropriately. revenue. The Division of Revenue Act has always laid Whilst Umzumbe has a great economic potential but out the level of funding from National Government it should be mentioned that due to the high rates of that will be received for the three financial years poverty, unemployment, illiteracy and seclusion from with the first year being concrete and other years’ the main stream economy; the line between Local estimates. Economic Development and Community Development 2.9.1. Supply Chain Management (SCM) is blurred. The Municipality has a Supply Chain Management Developing the projects that are already there with Unit which falls within the Finance Department. The the focus of developing a value chain may be a vehicle Manager: Supply Chain Management is responsible that would see economic activities that are inclusive for the implementation of the Supply Chain and organic in formation. It is therefore imperative Management policy and ensuring that the goods for Umzumbe municipality amongst other initiatives and services are procured in manner which are to focus on its competitive and comparative transparent, competitive, equitable, cost effective and advantage in order to unlock its LED potential. fair. Currently the municipality’s economic strengths The unit responds to the authorized purchase lie in agriculture; subsistence farming, tourism and requisitions for other departments within the manufacturing (beneficiation). In addition to this, municipality using the electronic accounting system there is also potential in the retail, trade and services called Pastel Evolution. The speedy response to the sectors. authorized purchase requisitions where possible is Informal trade is the backbone of Umzumbe’s always ensured. economy and is mostly situated in the areas that have The municipality is striving to empower local already been identified as the municipality’s economic businesses and cooperatives to improve our Local nodes. The development on the coastal zone is Economic Development. The suppliers are rotated in critical and is in line with the provincial Growth and terms of the National Treasury regulations to ensure Development Strategy (PGDS); the municipality is in that everyone is getting equal chance however there the process of raising funds for Umthwalume beach are challenges since most of our local businesses are development. This would make Umzumbe a role not well established and therefore cannot supply or player and beneficiary of the lucrative beach tourism provide certain goods or services. economy of KwaZulu-Natal. 2.9.2. Revenue Enhancement 2.9. FINANCIAL VIABILITY AND Revenue is crucial in every organization for day to MANAGEMENT day operations and sustainability. The municipality is The management of municipal finances involve both predominantly rural with high level of unemployment strategic and operational component. Strategically, and poverty. This makes it very difficult for the the finances must be managed to accommodate municipality to be able to generate its own revenue in fluctuations in the economy and the resulting terms of waste removal, electricity, sanitation and other changes in costs and revenues. Operationally, the municipal services. municipality must put in place clear financial goals, Most of the land within Umzumbe belongs to policies, and tolls to implement its strategic plan. It Ingonyama Trust. As per the Department of must be noted that not all municipalities are the same Local Government and Traditional Affairs all the and this should be kept in mind when assessing the municipalities (including low capacity municipalities) financial health of, and the setting of benchmarks for were to implement the Property Rates Act. a municipality. The municipality has implemented the Property Rates It is thus essential that the municipality has access Act from 2008/2009 financial year. The valuation roll to adequate sources of revenue, from both its own has been compiled by the registered valuer which was
46 appointed as a shared service with other municipalities In order to ensure alignment with the National, within Ugu District. The valuer maintains the valuation District and other neighbouring municipalities, roll on a monthly basis. Umzumbe’s SDF is currently under review. The review The has challenges in terms of the implementation process will ensure that the SDF is based on a sound of Property Rates Act due to the fact that the empirical analysis, for an example it will have ensured municipality is predominantly rural which makes it that: very difficult to find the postal addresses for the • Available environmental baseline informs planning. rate payers in order to send the bills. High level of • Ensure that the SDF is economically, socially, poverty and unemployment is also a challenge. Our rates payers are made of Government departments, ecologically and institutionally sustainable: private businesses and household. • Sustainability assessment – facilitate integration at various stages of the SDF process The budgeted property rates revenue for 2010/2011 and 2011/2012 is R1,7m and R2,3m respectively. • Ensure legal compliance of an SDF: Property rates revenue makes up 2% of the budgeted revenue for 2011/2012 financial which makes the 2.10.1. Aims and Objectives municipality depended on grant transfers. • To give effect to vision, goals & objectives of IDP, Spatial Planning, Land Use Management Bill, DFA & 2.9.3. Unqualified Report NSDP. The municipality received an unqualified report • To engage interested and affected parties in a for year under review. This is a result f the strategic planning process. implementation of good financial management • To promote inter-governmental relations (consult systems and sound management practices. Secondly all relevant stakeholders). this has been achieved through compliance to • To provide for the spatial transformation of municipal prescripts such as MFMA. area. • To provide for sustainable development. 2.10. SPATIAL ANALYSIS AND • To facilitate development of efficient & effective spatial structure. ENVIRONMENTAL • To develop framework for public & private sector MANAGEMENT investment. The Municipality is vast therefore rural/urban interaction should be promoted to ensure sustainable 2.10.2. Environmental Management economic and social development. The absence of the Umzumbe municipality is dependent on the district on land audit and the fact that most of the land is owned the issues pertaining to environmental management by Ingonyama Trust make it difficult to determine since there are no dedicated personnel within the available land stock for future development. municipality. All environmental matters are presented Unavailability of an approved Spatial Development to the district for further advice. Framework and schemes does not promote developmental issues and is difficult to administer. 2.11. GOOD GOVERNANCE AND However The MEC for Cooperative Governance PUBLIC PARTICIPATION and Traditional Affaires (COGTA) in her previous comments on our IDP dated 22/11/2010 in point 1.6 The municipality is accountable to the people regarding the SDF raised concerns pertaining to our who provide the resources, for what they do with SDF lack of improvement, that it was: the resources. The budgeting process and other • Not credible. financial decisions must therefore be open be open • Out-dated. to public scrutiny and participation. In addition, • There was lack of alignment between the Integrated the accounting and financial reporting procedures Development Plan and the Spatial Development must minimize opportunities for corruption. It is Framework. also essential that accurate financial information is • Nodes and corridors not prioritised. produced within acceptable timeframes.
47 2.11.1. IDP Framework the key challenges that hinder effectiveness of ward committees include administration / logistics support The IDP Framework Plan provides a process to be and the vastness and inaccessibility of rural wards. established in the municipality, during the compilation Some of the areas are serviced by the Community of the IDP. In so doing, proper consultation, co- Development Workers who have a dual responsibility ordination and alignment of the review process of the to report to Department of Local Government and Municipality has been maintained with its communities. Traditional Affairs and Local Municipalities. In 2010 the Municipality, as a legislative requirement, adopted its 2011/2012 IDP Review Framework Plan. This 2.11.4. Inter-governmental Relations was to guide the IDP process plan of the municipality. The municipality has no IGR Policy in place. However, 2.11.2. Community Participation it is highly involved in IGR structures that are existing Strategy e.g. District Coordinating Committees, CFOs Forums (provincial and District level) The municipality has, however, managed to establish fully functional public participation structures. The Ward Committees are functioning in all the Wards; 2.12. Operation Sukuma CDWs continue to play a very supportive role to Sakhe Ward Committees; IDP Representative Forum is The Operation Sukuma Sakhe Programme (OSSP), fully functional; mayoral izimbizo are proving to be formerly known as the Flagship, Social Cluster effective, etc. The Office of the Speaker co-ordinates Programme (War on Poverty), was introduced to the public participation meetings of communities and Ugu District in 2009. In introducing the programme, the those of Ward Committees meetings are also held Kwa-Zulu Natal, Office of the Premier gave a mandate regularly to deliberate on developmental matters of to all districts, to ensure that the proposed structure the municipality as well as ensuring proper reporting. was in place. 2.11.3. Ward Committees The municipality has 19 wards and in all of them, ward committees have been established. However,
The focus areas of the said programme are as follows:
Poverty Alleviation Illiteracy & other educational programmes
HIV/AIDS, TB & STIs as well as health matters Food security & social relief
Employment Creation Economic Development
Youth Development Provision of critical registration documents (e.g. birth certificates, IDs) Drug & substance abuse and other social ills Orphaned & Vulnerable groups e.g. Senior Citizens, Women, Farm Workers & people living with disabilities
48 The programme is implemented in the following wards
Frequency of war room Most Deprived wars meetings in most deprived Meduim Deprived Wards Least Deprived wards wards
Ward 6 St Faiths Fridays Wards 9, 13, 15, 16, 14, 11, Wards 3, 17, 19 5, 4, 10, 18
Ward 8 Nyavini Thursdays
Ward 12 Mabheleni Tuesdays
Ward 4 Mandawe Fridays
49 50 Chapter 3
Municipal Development Strategies
51 Introduction
Chapter three outlines how the municipality intends initiatives that characterizes developmental local to translate its proposed long term 2030 Municipality government. vision into an operational plan that is aligned to the The Principles and Values of the Council Are As Follows: budget, organisational performance management • To be responsive to the needs of citizens of system, medium/ long term developmental goals and Umzumbe. timeframes for service delivery. The proposed vision, • Develop partnership for development with “friends mission, strategic focus areas and objectives are of Umzumbe” (other government departments and closely aligned to the context of the National and Local service providers. Government policies and priorities. • To be transparent, accountable and participative in In strategic sessions held at Karredene Protea Hotel and our dealings with each other and our partners. Estuary Country Hotel key developmental challenges • To cultivate a work ethic on performance, were identified. In response to these challenges a achievement and results. proposed vision and mission were then crafted. These • To promote and pursue key national, provincial and were refined in order to support the key actions that local development goals. would help the municipality achieve its IDP goals, • To ensure a representative organization strategies, programmes in order to ensure that the IDP • To be democratic in the pursuance of our objectives. responses to amongst other government programmes, the MTSF. These were divided into two categories 3.2. Developmental namely, internal and external municipal challenges and are briefly summarised in the paragraphs below. Challenges Government priorities, policy imperatives, and local Key steps have been taken to address the key government key development programmes to ensure development challenges in the municipality. that the developmental mandate of the municipality Even though progress has been made in some of is achieved (outcome based approach of the third the municipality’s focus areas, there is still some generation of Umzumbe’s IDP) are summarised below. improvement that still needs to be done in addressing the following internal and external challenges: 3.1.1. Vision 3.2.1. Internal Challenges By 2030 Umzumbe will be economically viable enjoying heritage, tourism and agricultural benefits. • Financial constraints: the municipality is predominantly rural with high level of unemployment and poverty, 3.1.2. Mission and principles and as a result it makes it difficult to generate The Municipality is dedicated to promote people- own venue. It depends on government grants as it centred development, acceleration of service delivery does not have any revenue base. About 60% of the and sustainable local economic development. budget is focussed on basic service delivery and infrastructure key performance area and leaving We will achieve this by: other areas to a share of 40% of the budget. • Implementing “new development approach” that • Lack of appropriate working environment: the strategically addresses the key challenges of the municipal offices are not adequate for the staff people. component that is currently employed and as a • Integrated development planning and proper result the working environment is not favourable. co-ordination and integration of development • Technological infrastructure: information initiatives of the Municipality and other spheres of management system poses a challenge as it government. unexpectedly shuts down at times. This leads to • Ensuring the fair and just allocation and distribution low productivity levels of employees, as some of resources within the municipality. of the critical tools that employees use do not • Enhancing the economic development and growth function satisfactorily e.g. computers. This particular within the municipality. challenge could be rated as the key one. • Infrastructure development and service provision • Inability to own land: The municipality owns no land, that meets priority needs of communities. close to 40% of the land falls under Ingonyama trust • Learning from other municipalities with the best and about 35% is under private ownership. The practice in service delivery municipality has no authority to use the land and as • Empowering our citizen through capacity building a result is unable to develop it.
52 • Poor communication: There is poor communication services that communities continuously complain both internally and externally. The existing about. Limited funding is one of the causes to this communication strategy is not effectively particular challenge and this causes service delivery implemented for an example a scheduled date for programme to always not be up to date. municipal events at times clash and reflects on weak • Social issues e.g. teenage pregnancy, HIV/AIDS, communication channels in the municipality and crime and substance abuse: Umzumbe municipality with other external stakeholders. is negatively affected by the HIV/AIDS epidemic. Even though awareness and education and poverty 3.2.2. External Challenges alleviation programmes are in place, the rate at which • High rate of unemployment: This is a challenge to HIV/AIDS incidents are decreased is low. According the municipality as it has a negative impact on most to statistical information from Department of Health, families. This constrains the municipality to direct it shows that the teenage pregnancy challenge some of the resources to wards supplementing its affects mostly girls that are between 10 and 14 years communities with food parcels, burial support, of age. These on the other hand increase sexually indigent services e.g. distribution of gel etc. transmitted diseases amongst the youth. Youth also • Lack of private sector investments: Private sector are involved in crime and substance abuse. investments initiatives do not exist currently, but has been identified as one area that needs more attention, 3.3. High Development in order to economically develop Umzumbe. Framework Strategic programmes aimed at unlocking economic potential of Umzumbe will have to be developed. This High Development Framework encompasses a number needs an integrated approach that would include the of government priorities, policy imperatives and community, public and private sector partnerships. sectoral alignment programmes. These programmes • High levels of poverty: high levels of dependency are critical in trying to help the municipality achieve its and unemployment rates of communities result in vision and deal with the development challenges. abject poverty. More municipality’s initiatives should be encouraged to ensure job creation and that 3.3.1. Third Generation Approach economic development programmes are sustainable With regards to the third generation of IDPs, there is need so as to lift the affected communities out of poverty. to simply IDPs. Umzumbe’s IDP was crafted based on the • Lack of infrastructure: lack of maintained roads, critical government priorities as reflected in the diagram. water, and electricity are some of the critical These are briefly discussed in the paragraphs below.
OUTCOME 9 & SOPA PGDS & MTAS SONA
M&E COP Frameworks 17
Cabinet 3rd District Lekgotla Generation Lekgotla IDP
Outcome Based Approach for 3rd Generation IDPs
53 • Monitoring and Evaluation Framework: tracks • State of the Nation Address: Guides government performance against what was planned by collecting policies and actions. It seeks to reaffirm government’s and analysing data on the indicators established for commitment to advance ideals of the country’s monitoring and evaluation purposes. This also includes Constitution at all times. The statement focuses on the The framework must: steady progress made in various areas such as health, * Identify the roles of the different role players education, and fight against crime, human settlements, in monitoring and measuring the Municipality’s water provision, energy, rural development and many performance; ore. The main priorities identified are: * Allocate specific tasks to the gathering of data and * Poverty, inequality and unemployment submission of reports; * Job creation(new growth approach) * Determine the data that must be collected in order * Rail, road and water infrastructure to assess performance, * Movement of goods and economic integration * how that data is to be collected, stored, verified and * Industrial and agricultural development analysed and how reports on that data are to be * Export capacity. compiled; * Improvement to infrastructure development. * Provide for reporting to the municipal Council at * Access to basic services e.g. water, electricity and least quarterly; sanitation * Be designed in a manner that enables the Municipality • State of the Province Address: The mid-term review to detect early indications of under-performance; indicated steady progress in various areas. However, * Provide for corrective measures where under- the triple challenge of unemployment, poverty and performance has been identified; and inequality persists, despite the progress made. Africans, * Compare current performance with performance women and the youth continue to suffer most from this during the previous financial year and baseline challenge. Both in 2011 and 2012 the central theme of the indicators. President in his State of the Nation address was that of job creation. Some of the priority issues identified are:
Municipal Turnaround Strategy SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Service delivery Improve the quantity Access to municipal 53 Km of Municipal km of Municipal Km of municipal 100 km road 53 km of gravel road Lack of funding More roads to be Increase the budget and quality of roads road constructed road constructed. roads constructed constructed constructed registered with MIG allocation municipal basic Access to basic (or 0 nr of household Nr of households Development and 150 household per 0 Lack of Funding Engage DME to Construction services to the higher) electricity provided with with access to implementation financial year for building power provide funding of Dweshula & people in the areas electricity basic (or higher) of Electrification stations Qoloqolo Sub- of access to water, electricity Master plan stations by Eskom, sanitation, electricity, Maintenance of 70 km to be Km of roads 20 km maintained 70 km to be 20 km maintained Lack of funding Owning plant rather Funding to purchase waste management, access road maintained maintained that depending on plant roads and disaster hiring management Provision of 40 m2 1200 unit with VIP No of houses 1200 houses 5000 houses 1200 units Funding Approval DOHS to fast-track To engage DOHS in Houses and VIP constructed constructed constructed constructed constructed by DOHS their approval terms increasing the toilets in Umzumbe system speed of funding Municipality approvals Access to basic 0 Nr of households Development of Approved waste 0 Capacity Ugu District to Finalization of (or higher) refuse with access to basic Waste Management management plan finalise their IWMP by Ugu removal and solid (or higher) refuse plan integrated waste District waste disposal removal management plan
54 * Infrastructure revolution * Strengthening the administrative and financial * Provincial Growth and Development Strategy capability of municipalities. * Water * Addressing coordination problems and strengthen * Electricity cross-departmental initiatives. * Human Settlements • Provincial Growth and Development Strategy: A long * Expanded Public Works Programme term socio-economic development strategy focusing * Rail transport strategy on building a growing and developing the Province / * Upgrading of ports District Municipalities. * Operation Sukuma Sakhe * Critical to that is positioning of Umzumbe as a self- * Building Maritime industry sufficient food secure municipality. * Development of economic zones * Improvement in education and training of all the * Tourism people. * Building a spirit of entrepreneurism * Focus on improvement of access to health, education. • Outcome 9: The vision is to develop a rigorous data * Provision of welfare services. driven and detailed segmentation of municipalities * Promoting entrepreneurism. that better reflect the varied and capacities and • Municipal Turn Around Strategy: developed tailor made contexts within municipalities and lays the basis for strategy which is meant to assist municipalities in a differentiated approach to municipal financing, identifying key challenges in terms of service delivery. planning and support through: The key challenges were identified according to the * Ensuring improved access to essential services. key performance areas of the municipality e.g. * Initiating ward-based programmes to sustain * Financial viability and management livelihoods. * Good Governance and Public Participation * Contributing to the achievement of sustainable * Municipal Transformation human settlements and quality neighbourhoods. * Basic Services Delivery and Infrastructure * Strengthening participatory governance. Development
Municipal Turnaround Strategy SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Service delivery Improve the quantity Access to municipal 53 Km of Municipal km of Municipal Km of municipal 100 km road 53 km of gravel road Lack of funding More roads to be Increase the budget and quality of roads road constructed road constructed. roads constructed constructed constructed registered with MIG allocation municipal basic Access to basic (or 0 nr of household Nr of households Development and 150 household per 0 Lack of Funding Engage DME to Construction services to the higher) electricity provided with with access to implementation financial year for building power provide funding of Dweshula & people in the areas electricity basic (or higher) of Electrification stations Qoloqolo Sub- of access to water, electricity Master plan stations by Eskom, sanitation, electricity, Maintenance of 70 km to be Km of roads 20 km maintained 70 km to be 20 km maintained Lack of funding Owning plant rather Funding to purchase waste management, access road maintained maintained that depending on plant roads and disaster hiring management Provision of 40 m2 1200 unit with VIP No of houses 1200 houses 5000 houses 1200 units Funding Approval DOHS to fast-track To engage DOHS in Houses and VIP constructed constructed constructed constructed constructed by DOHS their approval terms increasing the toilets in Umzumbe system speed of funding Municipality approvals Access to basic 0 Nr of households Development of Approved waste 0 Capacity Ugu District to Finalization of (or higher) refuse with access to basic Waste Management management plan finalise their IWMP by Ugu removal and solid (or higher) refuse plan integrated waste District waste disposal removal management plan
55 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Financial and Administrative Capacity Build and strengthen Revenue MPRA Collection rate on Maintain a Collection of all System generated Not all departments Engaging directly Assistance/ the administrative, management billings reasonable outstanding rates bills were sent have paid; with stakeholders to cooperation institutional and collection rate to government facilitate payment from government Difficulty in rates financial capabilities departments; in fast tracking bills reaching of the municipality Received money payments from their households and from some departments households paying departments; Support for rates 62.66% collection Staff capacity management and received to date. training. Debt management MPRA Percentage of Maintain a constant Collection of 45,6 % Rates bills reaching Engaging with Support for debt collected as collection of rates outstanding rates households and stakeholders collecting a percentage of outstanding households paying government and money owed to the household debt Government debt municipality Staff capacity and training Expenditure Monthly operational Maintaining Maintaining 19.17 % None None None Management expenditure as operational expenditure in line a percentage expenditure in line with budget of budgeted with budget expenditure Build and strengthen Monthly capital Maintaining capital Maintaining 12.2 % None None None the administrative, expenditure as a % expenditure in line expenditure in line institutional and of budgeted capital with budget with budget financial capabilities expenditure of the municipality Unqualified audit Unqualified audit Audit opinion To maintain Unqualified opinion Unqualified audit None As per the None (continued) opinion unqualified opinion report for past two corrective measures years MFMA deadline Timeous adoption To keep within the To keep within the The 2010/11 budget None None None MFMA deadline of budget deadline deadline was adopted within the deadline MFMA deadline Timeous submission Maintain Submission by 31 Annual financial None None None MFMA deadline of annual financial compliance in August statements for statements terms of statutory 2010/11 submitted deadline on the 31 August 2011 MFMA,GRAP Updated and Maintain GRAP compliant Compiled GRAP None None None MFMA,GRAP credible asset compliance asset register asset register register
56 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Financial and Administrative Capacity Build and strengthen Revenue MPRA Collection rate on Maintain a Collection of all System generated Not all departments Engaging directly Assistance/ the administrative, management billings reasonable outstanding rates bills were sent have paid; with stakeholders to cooperation institutional and collection rate to government facilitate payment from government Difficulty in rates financial capabilities departments; in fast tracking bills reaching of the municipality Received money payments from their households and from some departments households paying departments; Support for rates 62.66% collection Staff capacity management and received to date. training. Debt management MPRA Percentage of Maintain a constant Collection of 45,6 % Rates bills reaching Engaging with Support for debt collected as collection of rates outstanding rates households and stakeholders collecting a percentage of outstanding households paying government and money owed to the household debt Government debt municipality Staff capacity and training Expenditure Monthly operational Maintaining Maintaining 19.17 % None None None Management expenditure as operational expenditure in line a percentage expenditure in line with budget of budgeted with budget expenditure Build and strengthen Monthly capital Maintaining capital Maintaining 12.2 % None None None the administrative, expenditure as a % expenditure in line expenditure in line institutional and of budgeted capital with budget with budget financial capabilities expenditure of the municipality Unqualified audit Unqualified audit Audit opinion To maintain Unqualified opinion Unqualified audit None As per the None (continued) opinion unqualified opinion report for past two corrective measures years MFMA deadline Timeous adoption To keep within the To keep within the The 2010/11 budget None None None MFMA deadline of budget deadline deadline was adopted within the deadline MFMA deadline Timeous submission Maintain Submission by 31 Annual financial None None None MFMA deadline of annual financial compliance in August statements for statements terms of statutory 2010/11 submitted deadline on the 31 August 2011 MFMA,GRAP Updated and Maintain GRAP compliant Compiled GRAP None None None MFMA,GRAP credible asset compliance asset register asset register register
57 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Uproot fraud, Reduced corruption SCM Policy, Treasury Functional supply Maintain Fully compliant There has been a Staff capacity Employment of Training corruption, nepotism Regulations chain management compliance supply chain reduction in the more staff in and all forms of system management system number of audit procurement maladministration queries section affecting local government Development Planning Ensure the Integrated Approved IDP Timeous adoption Develop credible Credible IDP In the process of Some sector plans Update of all Relevant sector development development (2011/2012 financial of IDP IDP in terms of MSA adopted reviewing housing, are still outstanding necessary sector departments and adoption planning year) LED, disaster e.g.EMP, institutional plans to assist with of reliable and management and plan, agrarian compilation of credible integrated integrated waste reform document outstanding sector development plan management sector plans and input into plans. the reviewed ones. Spatial Out dated Spatial Adopted Spatial Review SDF and Reviewed SDF for In the progress of Human capacity, Need to review SDF Engage Provincial Development Development Development ensure compliance the next 5 year review time and financial so that it is relevant Planning CoGTA Framework Framework Framework with the IDP cycle. constraints to Umzumbe’s department situation Create single window OPMS None Functional OPMS Complete OPMS Quarterly OPMS for 2009/2011 Human capacity, Engage Shared of co-ordination scorecard as submission of financial completed time and financial Services and for the support, performance constraints Provincial PMS monitoring and progress reports on CoGTA department intervention in the mun’s OPMS municipalities Actions to support Town Planning Outdated Town Adopted Town Busy with draft town 2014 None Financial constraints Provincial support the human Scheme Planning Scheme Planning Scheme planning scheme in collecting settlements outcome spatial information (land audit) and implementation as well as monitor the interventions agreed upon. Labour Relations Build and strengthen Labour relations 4 Critical post filled 80% of critical posts Filling of one(1) 01 January 2012 one The appointment Appointment of Continue the Executive the administrative, filled Critical post critical post filled process is in Section 57 is the process of Committee to institutional and progress. responsibility appointment. appoint. financial capabilities of the Executive of the municipality Committee. There were delays in the progress
58 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Uproot fraud, Reduced corruption SCM Policy, Treasury Functional supply Maintain Fully compliant There has been a Staff capacity Employment of Training corruption, nepotism Regulations chain management compliance supply chain reduction in the more staff in and all forms of system management system number of audit procurement maladministration queries section affecting local government Development Planning Ensure the Integrated Approved IDP Timeous adoption Develop credible Credible IDP In the process of Some sector plans Update of all Relevant sector development development (2011/2012 financial of IDP IDP in terms of MSA adopted reviewing housing, are still outstanding necessary sector departments and adoption planning year) LED, disaster e.g.EMP, institutional plans to assist with of reliable and management and plan, agrarian compilation of credible integrated integrated waste reform document outstanding sector development plan management sector plans and input into plans. the reviewed ones. Spatial Out dated Spatial Adopted Spatial Review SDF and Reviewed SDF for In the progress of Human capacity, Need to review SDF Engage Provincial Development Development Development ensure compliance the next 5 year review time and financial so that it is relevant Planning CoGTA Framework Framework Framework with the IDP cycle. constraints to Umzumbe’s department situation Create single window OPMS None Functional OPMS Complete OPMS Quarterly OPMS for 2009/2011 Human capacity, Engage Shared of co-ordination scorecard as submission of financial completed time and financial Services and for the support, performance constraints Provincial PMS monitoring and progress reports on CoGTA department intervention in the mun’s OPMS municipalities Actions to support Town Planning Outdated Town Adopted Town Busy with draft town 2014 None Financial constraints Provincial support the human Scheme Planning Scheme Planning Scheme planning scheme in collecting settlements outcome spatial information (land audit) and implementation as well as monitor the interventions agreed upon. Labour Relations Build and strengthen Labour relations 4 Critical post filled 80% of critical posts Filling of one(1) 01 January 2012 one The appointment Appointment of Continue the Executive the administrative, filled Critical post critical post filled process is in Section 57 is the process of Committee to institutional and progress. responsibility appointment. appoint. financial capabilities of the Executive of the municipality Committee. There were delays in the progress
59 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Municipal Local Labour Forum New Local Labour Meetings as per The Local Labour Monthly meetings The Local Labour There are no There are no Capacity Transformation Forum members has roster Forum meets on a Forum meets as per blockages corrective measures development and Institutional been appointed regular basis as per roster. support in the Development roster of meetings, form of training is look into labour required. issues. Alignment of District Council One Council agenda Meetings held as The district Council Quarterly meetings Dates of the Local Agenda not always To regularly request The District District issues to the Agenda were requested for per roster meeting held on labour forum are available to the for the Council Municipal Manager Municipal Council the Departments Quarterly basis to set. Municipality. Agenda. ensure that agenda of the Municipal look into issues that the requested Items relevant to Manager. affect Umzumbe information is Umzumbe are Municipality provided on time. seldom in the District Agenda. LOCAL ECONOMIC DEVELOPMENT Enhance the Co operative Non functional Creation of Assisting co ops To develop at least Currently there Limited resources in None have been Trading stalls are municipal and SMME co operatives and sustainable and SMMEs with 10 co operatives to are 4 co operatives terms of capitalizing taken needed. Bulk contribution development. SMMEs that had livelihood through inputs to facilitate become functional that have been these enterprises. infrastructure dev to job creation not operated since food security,and production. and expose supported and are Lack of business or to facilitate even and sustainable registration. income generating Monitoring progress SMMEs to local functional. SMMEs trading in place in anchor businesses livelihoods through projects. and saving of and international are attending local economic nodes. entering the area. Local Economic income. markets. and international The unavailability Ease of access Development exhibitions. of land and bulk to Ngonyama infrastructure to trust land as the facilitate economic municipality owns activity. none. Led strategy Facilitate local A 2007 LED strategy Adoption of the Work on the To start Arranging a Only four (4) Distribute LED Capacity building economic that was not aligned reviewed LED implementation implementing the workshop for the councillors attended strategy document for all staff and development in to the district and strategy plan of the strategy reviewed strategy by councillors to for councillor councillors in terms uMzumbe through provincial as well as and focus on the June 2012 understand and benefit of understanding implementation of a some local issues. sourcing of funds make an input into the importance of relevant strategy. for implementation. the LED strategy LED Tourism development Develop pro poor Construction of Developing a Start construction Have been funded Need for more Have invited Moree funds and hinterland Ntelezi Msane stakeholder base as of Ntelezi Msane by Cogta for funding to finish potential funders to are needed and tourism in Herutage project well as local interest project by February R5000 000.00. Have the Ntelezi Msane sit in the technical expertise in terms uMzumbe and development group as tour guides 2012. trained tour guides project as the team for the Ntelezi of enhancing the promoting local and documentation and tour operators and operators. Have business plan Msane project other tourist sites history and heritage of other tourist advertised for the projected without spoiling the sites and marketing project manager of R18 000 000.00 indegious nature of thereof same There is also need the environment for funding for the development of the other tourist sites
60 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Municipal Local Labour Forum New Local Labour Meetings as per The Local Labour Monthly meetings The Local Labour There are no There are no Capacity Transformation Forum members has roster Forum meets on a Forum meets as per blockages corrective measures development and Institutional been appointed regular basis as per roster. support in the Development roster of meetings, form of training is look into labour required. issues. Alignment of District Council One Council agenda Meetings held as The district Council Quarterly meetings Dates of the Local Agenda not always To regularly request The District District issues to the Agenda were requested for per roster meeting held on labour forum are available to the for the Council Municipal Manager Municipal Council the Departments Quarterly basis to set. Municipality. Agenda. ensure that agenda of the Municipal look into issues that the requested Items relevant to Manager. affect Umzumbe information is Umzumbe are Municipality provided on time. seldom in the District Agenda. LOCAL ECONOMIC DEVELOPMENT Enhance the Co operative Non functional Creation of Assisting co ops To develop at least Currently there Limited resources in None have been Trading stalls are municipal and SMME co operatives and sustainable and SMMEs with 10 co operatives to are 4 co operatives terms of capitalizing taken needed. Bulk contribution development. SMMEs that had livelihood through inputs to facilitate become functional that have been these enterprises. infrastructure dev to job creation not operated since food security,and production. and expose supported and are Lack of business or to facilitate even and sustainable registration. income generating Monitoring progress SMMEs to local functional. SMMEs trading in place in anchor businesses livelihoods through projects. and saving of and international are attending local economic nodes. entering the area. Local Economic income. markets. and international The unavailability Ease of access Development exhibitions. of land and bulk to Ngonyama infrastructure to trust land as the facilitate economic municipality owns activity. none. Led strategy Facilitate local A 2007 LED strategy Adoption of the Work on the To start Arranging a Only four (4) Distribute LED Capacity building economic that was not aligned reviewed LED implementation implementing the workshop for the councillors attended strategy document for all staff and development in to the district and strategy plan of the strategy reviewed strategy by councillors to for councillor councillors in terms uMzumbe through provincial as well as and focus on the June 2012 understand and benefit of understanding implementation of a some local issues. sourcing of funds make an input into the importance of relevant strategy. for implementation. the LED strategy LED Tourism development Develop pro poor Construction of Developing a Start construction Have been funded Need for more Have invited Moree funds and hinterland Ntelezi Msane stakeholder base as of Ntelezi Msane by Cogta for funding to finish potential funders to are needed and tourism in Herutage project well as local interest project by February R5000 000.00. Have the Ntelezi Msane sit in the technical expertise in terms uMzumbe and development group as tour guides 2012. trained tour guides project as the team for the Ntelezi of enhancing the promoting local and documentation and tour operators and operators. Have business plan Msane project other tourist sites history and heritage of other tourist advertised for the projected without spoiling the sites and marketing project manager of R18 000 000.00 indegious nature of thereof same There is also need the environment for funding for the development of the other tourist sites
61 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Disaster Management Provide a sound Disaster Disaster Reviewed and Review and Updated Disaster Assessed Risks, Slow movement of Employment Assistance with Disaster Management Management Management Plan updated Disaster update Disaster Management Plan Prioritized and the process due to of Disaster the reviewing service 2008/2009 Management Plan Management Plan adopted by Council Profiled them understaffing Management and updating Practitioners will of the Disaster assist Management and Communication Plan. Responding to None Assessment forms Responding to Responding to Responding to Vastness of Employment Infrastructural Responding to Disaster Incidents and report on disaster incidents Disaster Incidents disaster incidents Umzumbe, lack of of Disaster development that Disaster Incidents attended incidents as and when they within 72 hours of as and when they space to keep stock Management will enable Disaster occur reporting occur (tents and blankets Practitioners will Management are kept at Umdoni) assist. services to reach all and understaffing areas in reasonable pose challenge to time. achieving the target Responding to None Assessment forms Responding to Responding to Responding to Vastness of Employment Infrastructural Disaster Incidents and report on disaster incidents Disaster Incidents disaster incidents Umzumbe, lack of of Disaster development that attended incidents as and when they within 72 hours of as and when they space to keep stock Management will enable Disaster occur reporting occur (tents and blankets Practitioners will Management are kept at Umdoni) assist. services to reach all and understaffing areas in reasonable pose challenge to time. achieving the target
ACTION PLAN FOR EACH MTAS PRIORITY
RESPONSIBLE SUPPORT NEEDED IN TERMS OF MTAS PRIORITY MILESTONE DETAILED ACTIVITIES TARGET DATES BLOCKAGES / CHALLENGES OFFICIAL UNBLOCKING Revenue management Maintain a reasonable collection rate CFO 30 June 2012 Not all departments have paid; Assistance/cooperation from government in fast tracking Collection of all outstanding rates Difficulty in rates bills reaching payments from their departments. households and households System generated bills were sent to paying Support for rates management and government departments training. Staff capacity Debt management Maintain a reasonable collection rate CFO 30 June 2012 Not all departments have paid; Support for collecting government and household debt Collection of all outstanding rates Difficulty in rates bills reaching households and households Staff capacity and training System generated bills were sent to paying government departments Staff capacity Functional supply chain Implementing a fully compliant supply CFO 30 June 2012 Staff capacity Employment of more staff in management system chain management system procurement section and training
62 SUPPORT NEEDED PROGRESS CORRECTIVE Output PRIORITY AREA BASELINE INDICATORS ACTION TARGETS BLOCKAGES IN TERMS OF ACHIEVED MEASURES UNBLOCKING Disaster Management Provide a sound Disaster Disaster Reviewed and Review and Updated Disaster Assessed Risks, Slow movement of Employment Assistance with Disaster Management Management Management Plan updated Disaster update Disaster Management Plan Prioritized and the process due to of Disaster the reviewing service 2008/2009 Management Plan Management Plan adopted by Council Profiled them understaffing Management and updating Practitioners will of the Disaster assist Management and Communication Plan. Responding to None Assessment forms Responding to Responding to Responding to Vastness of Employment Infrastructural Responding to Disaster Incidents and report on disaster incidents Disaster Incidents disaster incidents Umzumbe, lack of of Disaster development that Disaster Incidents attended incidents as and when they within 72 hours of as and when they space to keep stock Management will enable Disaster occur reporting occur (tents and blankets Practitioners will Management are kept at Umdoni) assist. services to reach all and understaffing areas in reasonable pose challenge to time. achieving the target Responding to None Assessment forms Responding to Responding to Responding to Vastness of Employment Infrastructural Disaster Incidents and report on disaster incidents Disaster Incidents disaster incidents Umzumbe, lack of of Disaster development that attended incidents as and when they within 72 hours of as and when they space to keep stock Management will enable Disaster occur reporting occur (tents and blankets Practitioners will Management are kept at Umdoni) assist. services to reach all and understaffing areas in reasonable pose challenge to time. achieving the target
ACTION PLAN FOR EACH MTAS PRIORITY
RESPONSIBLE SUPPORT NEEDED IN TERMS OF MTAS PRIORITY MILESTONE DETAILED ACTIVITIES TARGET DATES BLOCKAGES / CHALLENGES OFFICIAL UNBLOCKING Revenue management Maintain a reasonable collection rate CFO 30 June 2012 Not all departments have paid; Assistance/cooperation from government in fast tracking Collection of all outstanding rates Difficulty in rates bills reaching payments from their departments. households and households System generated bills were sent to paying Support for rates management and government departments training. Staff capacity Debt management Maintain a reasonable collection rate CFO 30 June 2012 Not all departments have paid; Support for collecting government and household debt Collection of all outstanding rates Difficulty in rates bills reaching households and households Staff capacity and training System generated bills were sent to paying government departments Staff capacity Functional supply chain Implementing a fully compliant supply CFO 30 June 2012 Staff capacity Employment of more staff in management system chain management system procurement section and training
63 RESPONSIBLE SUPPORT NEEDED IN TERMS OF MTAS PRIORITY MILESTONE DETAILED ACTIVITIES TARGET DATES BLOCKAGES / CHALLENGES OFFICIAL UNBLOCKING Development and Appointment of service provider to develop Director Technical 30 June 2012 Implementation of the plan Engage DME for Funding and implementation of the Electrification plan Services due to Lack of Funding for the Eskom for the construction of Electrification Master Plan construction of Power stations power stations Construction of Municipal Appointment of contractors to execute the Director Technical 30 June 2011 Lack of funding More Funds to be allocated access road work. Services Maintenance of Umzumbe Hiring of graders to maintain the access Director Technical On-going process Lack of plant Funding for the purchase of more Municipal access roads roads Services plant Construction of houses within 5000 number houses built Director Technical As per the Funding Approvals by DoHS Engage DoHS in order to improve cluster A,B,C,D, and Ehlangwini Services Approval by DoHS their funding approval systems. housing project in Umzumbe Municipality Development of Waste Appointment of service provider for the Director Technical 30 June 2012 Ugu district to finalise their Funding for the implementation of Management Plan development of plan Services Integrated waste Management the plan plan. Reviewed sector plans in the LED strategy reviewed, Finalise the sector plans that are under IDP Manager 30 June 2012 Some sector plans are Relevant sector departments approved IDP housing sector plan in the review. still outstanding e.g.EMP, to assist with compilation of process of being reviewed. institutional plan, agrarian outstanding sector plans and input Compilation of the outstanding sector plans reform document into the reviewed ones. Reviewed Spatial Development Terms of reference have been Appointment of the service provider to IDP Manager 30 June 2012 Human capacity, time and Engage Provincial Planning CoGTA Framework compiled and about to be facilitate the compilation of the SDF. financial constraints department advertised. Ensure alignment with PGDS and LED strategy. Established OPMS for the Draft policy framework Regular update of OPMS as per legislated IDP Manager On going Human capacity, time and Engage Shared Services and municipality adopted by Council and draft timeframes financial constraints Provincial PMS CoGTA department policy still to be tabled for approval To review set indicators in the scorecards for 2012/2013 financial year Developed and functional town Initiated the process with Development of the scheme IDP Manager 30 June 2012 Financial constraints Provincial support in collecting planning scheme CoGTA, still have to compile a spatial information (land audit) draft document. and implementation as well as monitor the interventions agreed upon. Post of the Municipal Manger Director: Corporate 01 January 2012 Appointments of Section 57 Executive Committee to appoint. advertised Services are the responsibility of the Executive Committee. The process was delayed. New local Labour Forum The Local labour forum meets on a regular Director: Corporate Monthly meetings There are no blockages. Capacity development support in members appointed basis as per roster of meetings to look into Services the form of training is required. labour issues.
64 RESPONSIBLE SUPPORT NEEDED IN TERMS OF MTAS PRIORITY MILESTONE DETAILED ACTIVITIES TARGET DATES BLOCKAGES / CHALLENGES OFFICIAL UNBLOCKING Development and Appointment of service provider to develop Director Technical 30 June 2012 Implementation of the plan Engage DME for Funding and implementation of the Electrification plan Services due to Lack of Funding for the Eskom for the construction of Electrification Master Plan construction of Power stations power stations Construction of Municipal Appointment of contractors to execute the Director Technical 30 June 2011 Lack of funding More Funds to be allocated access road work. Services Maintenance of Umzumbe Hiring of graders to maintain the access Director Technical On-going process Lack of plant Funding for the purchase of more Municipal access roads roads Services plant Construction of houses within 5000 number houses built Director Technical As per the Funding Approvals by DoHS Engage DoHS in order to improve cluster A,B,C,D, and Ehlangwini Services Approval by DoHS their funding approval systems. housing project in Umzumbe Municipality Development of Waste Appointment of service provider for the Director Technical 30 June 2012 Ugu district to finalise their Funding for the implementation of Management Plan development of plan Services Integrated waste Management the plan plan. Reviewed sector plans in the LED strategy reviewed, Finalise the sector plans that are under IDP Manager 30 June 2012 Some sector plans are Relevant sector departments approved IDP housing sector plan in the review. still outstanding e.g.EMP, to assist with compilation of process of being reviewed. institutional plan, agrarian outstanding sector plans and input Compilation of the outstanding sector plans reform document into the reviewed ones. Reviewed Spatial Development Terms of reference have been Appointment of the service provider to IDP Manager 30 June 2012 Human capacity, time and Engage Provincial Planning CoGTA Framework compiled and about to be facilitate the compilation of the SDF. financial constraints department advertised. Ensure alignment with PGDS and LED strategy. Established OPMS for the Draft policy framework Regular update of OPMS as per legislated IDP Manager On going Human capacity, time and Engage Shared Services and municipality adopted by Council and draft timeframes financial constraints Provincial PMS CoGTA department policy still to be tabled for approval To review set indicators in the scorecards for 2012/2013 financial year Developed and functional town Initiated the process with Development of the scheme IDP Manager 30 June 2012 Financial constraints Provincial support in collecting planning scheme CoGTA, still have to compile a spatial information (land audit) draft document. and implementation as well as monitor the interventions agreed upon. Post of the Municipal Manger Director: Corporate 01 January 2012 Appointments of Section 57 Executive Committee to appoint. advertised Services are the responsibility of the Executive Committee. The process was delayed. New local Labour Forum The Local labour forum meets on a regular Director: Corporate Monthly meetings There are no blockages. Capacity development support in members appointed basis as per roster of meetings to look into Services the form of training is required. labour issues.
65 RESPONSIBLE SUPPORT NEEDED IN TERMS OF MTAS PRIORITY MILESTONE DETAILED ACTIVITIES TARGET DATES BLOCKAGES / CHALLENGES OFFICIAL UNBLOCKING One Council agenda received District agenda were requested foe the Director: Corporate Quarterly Agenda not always availed to The District Municipal Manager department of the Municipal Manager Services meetings the Municipality. to ensure that the requested information is provided on time. Items relevant to Umzumbe are seldom in the District Providing a sound disaster Reviewing disaster management plan Director: Social 30 June 2012 Slow movement of the process Assistance with the reviewing management service and economic due to understaffing and updating of the Disaster development Management and Communication Plan. Responding to disaster To assess damage, source assistance, Director: Social As and when Vastness of Umzumbe, lack of Infrastructural development that incidents as and when they distribute assistance to affected families and economic incidents occur space to keep stock (tents and will enable Disaster Management occur development blankets are kept at Umdoni) services to reach all areas in and understaffing pose reasonable time. challenge to achieving the target Including co operatives in the Acquiring DTI co operative incentive to Director: Social 30 June 2012 Limited resources in terms of Trading stalls are needed. Bulk Adluck mass poultry production cover project costs and economic capitalizing these enterprises. infrastructure dev to facilitate even project development Lack of business or trading anchor businesses entering the Covering commitment fees for the SMMES in place in economic nodes. area. Ease of access to Ngonyama Facilitating SMMEs entry Requisiting project inputs for them The unavailability of land and trust land as the municipality owns in exhibitions funded by bulk infrastructure to facilitate none. uMzumbe and DED economic activity. Adopted LED strategy Tabling the strategy to EXCo and full council Director: Social 30 June 2012 Only four (4) councillors Capacity building for all staff and economic attended and councillors in terms of development understanding the importance of LED Properly marketed and Appoint project manager for Ntelezi msane Director: Social 30 June 2012 Need for more funding to Moree funds are needed and functioning tourism projects. project and economic finish the Ntelezi Msane expertise in terms of enhancing development project as the business plan the other tourist sites without Start implementation of project projected R18 000 000.00 spoiling the indegious nature of Source more funds7 the environment There is also need for funding for the development of the other tourist sites
66 RESPONSIBLE SUPPORT NEEDED IN TERMS OF MTAS PRIORITY MILESTONE DETAILED ACTIVITIES TARGET DATES BLOCKAGES / CHALLENGES OFFICIAL UNBLOCKING One Council agenda received District agenda were requested foe the Director: Corporate Quarterly Agenda not always availed to The District Municipal Manager department of the Municipal Manager Services meetings the Municipality. to ensure that the requested information is provided on time. Items relevant to Umzumbe are seldom in the District Providing a sound disaster Reviewing disaster management plan Director: Social 30 June 2012 Slow movement of the process Assistance with the reviewing management service and economic due to understaffing and updating of the Disaster development Management and Communication Plan. Responding to disaster To assess damage, source assistance, Director: Social As and when Vastness of Umzumbe, lack of Infrastructural development that incidents as and when they distribute assistance to affected families and economic incidents occur space to keep stock (tents and will enable Disaster Management occur development blankets are kept at Umdoni) services to reach all areas in and understaffing pose reasonable time. challenge to achieving the target Including co operatives in the Acquiring DTI co operative incentive to Director: Social 30 June 2012 Limited resources in terms of Trading stalls are needed. Bulk Adluck mass poultry production cover project costs and economic capitalizing these enterprises. infrastructure dev to facilitate even project development Lack of business or trading anchor businesses entering the Covering commitment fees for the SMMES in place in economic nodes. area. Ease of access to Ngonyama Facilitating SMMEs entry Requisiting project inputs for them The unavailability of land and trust land as the municipality owns in exhibitions funded by bulk infrastructure to facilitate none. uMzumbe and DED economic activity. Adopted LED strategy Tabling the strategy to EXCo and full council Director: Social 30 June 2012 Only four (4) councillors Capacity building for all staff and economic attended and councillors in terms of development understanding the importance of LED Properly marketed and Appoint project manager for Ntelezi msane Director: Social 30 June 2012 Need for more funding to Moree funds are needed and functioning tourism projects. project and economic finish the Ntelezi Msane expertise in terms of enhancing development project as the business plan the other tourist sites without Start implementation of project projected R18 000 000.00 spoiling the indegious nature of Source more funds7 the environment There is also need for funding for the development of the other tourist sites
67 3.4. STRATEGIC OBJECTIVES IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg DEPARTMENT: MUNICIPAL MANAGER'S OFFICE NATIONAL KEY PERFORMANCE AREA: MUNICIPAL TRANSFORMATION AND INSTITUTTIONAL DEVELOPMENT OUTCOME 9: DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT To ensure Annual reviewal Simplified IDPs IDP's Adopted Final IDP Manager compliance of the IDP focusing on draft with MSA, planning for the adopted delivery of 10 by critical municipal council services To ensure Annual reviewal Simplified IDPs 10 Critical services compliance of the IDP focusing on identified and with MSA, planning for the included in the IDP delivery of 10 critical municipal services To ensure Annual reviewal Simplified IDPs IDP aligned to Yes IDP Manager compliance of the IDP focusing on Outcome 9 with MSA, planning for the delivery of 10 critical municipal services To ensure OPMS Implementation Number (as well 5 IDP Manager compliance Development of Performance as percentage) with MSA, Contracts of performance performance agreements signed regulations , reflecting national MFMA government priorities To ensure OPMS Functional PMS Fully functional Yes IDP Manager establishment Development OPMS of a functional PMS in the municipality To ensure OPMS Functional PMS Number of 4 IDP Manager establishment Development quarterly reviews of a functional conducted PMS in the municipality To ensure OPMS Functional PMS Number of reports 1 IDP Manager establishment Development submitted on of a functional performance in PMS in the terms of Section 46 municipality of the MSA To ensure OPMS Functional PMS adoption date of Mar-13 IDP Manager establishment Development the annual report of a functional PMS in the municipality
68 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure OPMS Functional PMS Number of Municipal Manage establishment Development corrective actions of a functional taken to improve PMS in the performance municipality Improved Improve Hold meeting to Communications stakeholder stakeholder ensure a functional Manager involvement involvement IGR structures in all planning development programmes NATIONAL KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION OUTCOME 9: DEEPEN DEMOCRACY THOUGH A REFINED WARD COMMITTEE SYSTEM To ensure Functionality Improved Ward Number of 19 Manager: Speaker's functionality of ward Committees ward committee office of ward committees management committees meetings held and percentage attendance by members To ensure Functionality Improved Ward Number of 19 Manager: Speaker's functionality of ward Committees community office of ward committees meetings committees organized by the ward committee and percentage attendance by the ward community To ensure Functionality Improved Ward Submission and 4 Manager: Speaker's functionality of ward Committees tabling of ward office of ward committees reports and plans committees to the council covering needs and priorities for the ward, feedback on the performance of the Councils various line/service functions and their impact on the ward To ensure Functionality Improved Ward Number of 200 Manager: MM's functionality of ward Committees complaints, Office of ward committees queries and committees requests registered from the community and attended to (checklist for meetings needs against registered needs and turn around time)
69 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure Functionality Payment of Percentage of 100% Manager: Speaker's functionality of ward ward committee stipends paid to office of ward committees stipends ward committees committees To ensure Functionality Policy on ward Development Jun-13 Manager: Speaker's functionality of ward committee of policy on office of ward committees stipends ward committee committees stipends Improved Ward Participation All Committees in plans and programmes of municipalities and other spheres of government impacting on the ward development and monitoring To ensure Functionality Improved Ward Ward committee 2 Manager: Speaker's functionality of ward Committees skills development office of ward committees committees To ensure Functionality Improved Ward Public participation 01 Nov Manager: Speaker's functionality of ward Committees framework 2012 office of ward committees committees To ensure Functional and Improved Ensure a functional 4 times a Senior Manager: access to updated website Communications and updated year Communication, municipal Systems website Youth Development information and Mayoralty To ensure Improved Conduct customer 2 surveys Manager: MM's access to Communications satisfaction surveys con- Office municipal Systems ducted information To implement Municipal Improved Dispatching 20450 Senior Manager: a Communica- matters well Communications of Municipal Communication, tions Strategy communicated Systems newspaper Youth Development and Mayoralty To improve HIV/AIDS To improve the HIV/AIDS 5 HIV/ Manager: Special quality of life Programmes quality of life of awareness AIDS Programmes of vulnerable vulnerable groups campaigns Programs groups To improve Disability To improve the Hold disability 4 Manager: Special quality of life Programmes quality of life of events Programmes of vulnerable vulnerable groups groups To improve Gender To improve the Implement gender 5 Manager: Special quality of life programmes quality of life of programmes Programmes of vulnerable vulnerable groups groups To improve Orphanage To improve the Implement 9 Manager: Special quality of life and vulnerable quality of life of vulnerable children Programmes of vulnerable children vulnerable groups programmes groups Programmes
70 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To improve Senior Citizen To improve the Senior Citizen 10 Manager: Special quality of life Programmes quality of life of Programmes Programmes of vulnerable vulnerable groups groups To promote Youth Promotion of Number of Youth 20 Manager: Youth a culture of Development participatory programs Development participatory Programmes democracy democracy and integration amongst the youth To promote Youth Promotion of External bursaries 2 Manager: Youth a culture of Development participatory awarded Development participatory Programmes democracy democracy and integration amongst the youth To promote Youth Promotion of Participation in the 4 Manager: Youth a culture of Development participatory District Games Development participatory Programmes democracy democracy and integration amongst the youth To promote Youth Promotion of KwaNaloga Games 3 Manager: Youth a culture of Development participatory Development participatory Programmes democracy democracy and integration amongst the youth To promote Youth Promotion of Unemployed a culture of Development participatory graduates participatory Programmes democracy democracy and integration amongst the youth To ensure im- Promote a Batho Pele Batho Pele 9 MM: Manager plementation culture and Programme Programmes of Batho Pele practice of Batho conducted Programme Pele Programme To ensure Developed risk Risk Management Risk Management 5 MM: Manager implementa- management Programme Committee tion of risk plan for the Meetings management municipality programme To ensure a Presidential Service Delivery Presidential 200 MM: Manager free fraud and hotline Report Hotline calls corruption received environment
71 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Business plans Development of 4 MM: Manager developed business plans/ proposals Community Marketing, promo- 70% participation tion and branding programmes held activities Improving in- Improved inter- Functional Shared services 48 IDP Manager ter governmen- governmental Development (Development tal relations relations Planning and PMS planning and PMS Community number of participation meetings held with programmes held all stakeholders NATIONAL KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND FINANCIAL MANAGEMENT OUTCOME 9: IMPROVED MUNICIPAL FINANCIAL AND ADMINISTRATIVE CAPABILITY To ensure Improved Improved Audit Established 4+ Auditor compliance oversight role Opinion internal audit with MFMA To ensure Improved Improved Audit Fraud prevention 30 June MM: Manager compliance oversight role Opinion plan in place and 2013 with MFMA implemented NATIONAL KEY PERFORMANCE AREA: SPATIAL PLANNING AND MANAGEMENT OUTCOME 9 Creation of Development Integrated Spatial Developed and Nov-12 IDP Manager favourable and Planning adopted spatial environment implementation development for service of SDF framework delivery Creation of Development Integrated Spatial Implementation of IDP Manger favourable and Planning LUMS environment implementation for service of SDF delivery To encourage Public/private Municipal Encourage public 3 SLAs IDP Manger investment investment Investment private investment signed within the partnership partnerships municipality To encourage Conduct Land Audit Report Conducting a IDP Manger investment detailed land detailed land audit within the audit municipality Investing in Development Integrated Spatial Identification 100% IDP Manger localities of of sustainable Planning of land for economic economic nodes development growth and corridors projects Investing in Development Local Economic Identification of 2 IDP Manger localities of of sustainable Growth viable economic economic economic nodes nodes growth and corridors To ensure Establishment of Up to date GIS Functionality of a 100% IDP Manger up to date a GIS GIS that covers the information whole municipality systems
72 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg DEPARTMENT: CO-OPERATE SERVICES DEPARTMENT KPA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT To ensure Compliance Restructuring and Compliance 4 policies Manager: Human compliance with policies and Human Resource with policies and adopted Resources with policies internal controls Profile internal controls and and internal imple- controls mented To ensure Compliance Restructuring and Induction of New 13 em- Manager: Human compliance with policies and Human Resource employees ployees Resources with policies internal controls Profile inducted and internal controls To ensure Compliance Restructuring and Review of 13 Manager: Human compliance with policies and Human Resource Organogram to people Resources with policies internal controls Profile ensure the filling em- and internal of vacant posts ployed controls To ensure Compliance Scarce skills Develop and reviewed Manager: Human compliance with policies and retention strategy Implement a policy on Resources with policies internal controls retention policy scarce and internal skills controls retention policy To ensure Compliance Scarce skills Capacity and Skills 2 coun- Manager: Human compliance with policies and retention strategy development cillors Resources with policies internal controls enrolled and internal CPMD, 2 controls coun- cillors ELMDP, and short courses 1 em- ployee CPMD, 1 em- ployee ELMDP, 2 employ- ees short courses and other training as per WSP To ensure Implementation Number (as well 5 posts to Manager: Human compliance of Performance as percentage) of be filled Resources with policies Contracts critical posts filled and internal controls To ensure Implementation Budget spent on 1% of the Manager: Human compliance of Performance Work Skills Plan salary Resources with policies Contracts budget and internal controls
73 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure Implementation Number of people 5 Manager: Human compliance of Performance from employment Resources with policies Contracts equity target and internal groups employed controls in the three highest levels of management Participation 2 vehicles Administration in plans and programmes of municipalities and other spheres of government impacting on the ward development and monitoring (number of fleet to be purchased) Participation 2 park Administration in plans and homes programmes of municipalities and other spheres of government impacting on the ward development and monitoring (number of park homes to be pur- chased) Participation 3 offices Administration in plans and programmes of municipalities and other spheres of government impacting on the ward development and monitoring (number of offices to be furnished) Participation 3 cases HR department in plans and programmes of municipalities and other spheres of government impacting on the ward development and monitoring (legal charges)
74 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Participation 7 posts to HR department in plans and be adver- programmes of tised municipalities and other spheres of government impacting on the ward development and monitoring (number of advertising and public relation) Participation 2 work- HR department in plans and shops programmes of municipalities and other spheres of government impacting on the ward development and monitor- ing (number of conferences and workshops or sum- mits for staff) Office Participation 12 Administration refreshments in plans and months programmes of municipalities and other spheres of government impacting on the ward development and monitoring (number of office refreshments purchased) Catering for Participation 67 meet- Administration Council and Port- in plans and ing all for folio meetings programmes of Council municipalities commit- and other spheres tees of government impacting on the ward development and monitoring (catering for Council and port folio meetings)
75 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Participation Facilita- Administration in plans and tion of programmes of Insur- municipalities ance pay- and other spheres ments, 12 of government Vehicles, impacting on the and 1 ward development office and monitoring building (insurance) and 2 Com- munity Facilities. Participation 12 per Administration in plans and annum programmes of municipalities and other spheres of government impacting on the ward development and monitor- ing (printing and stationery) Participation Facilita- Administration in plans and tion of programmes of rent for municipalities 3 photo and other spheres copy of government machine impacting on the ward development and monitoring (rental and lease charges) Participation Facilita- Administration in plans and tion for programmes of payments municipalities once a and other spheres month of government and impacting on the appoint- ward development ment of and monitoring 1 new (security) security company Participation reduc- Administration in plans and tion of programmes of number municipalities of work and other spheres related of government accidents impacting on the claimed ward development and monitoring (workmen's compensation)
76 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Participation as per HR department in plans and num- programmes of ber of municipalities Section and other spheres 57 posts of government candi- impacting on the date ward development inter- and monitoring viewed (re-imbursement of interviews) Participation as per HR department in plans and number programmes of of filled municipalities vacancies and other spheres of government impacting on the ward development and monitoring (staff relocation) Participation 4 em- HR department in plans and ployees programmes of municipalities and other spheres of government impacting on the ward development and monitoring (internal bursaries) Participation 100% HR department in plans and programmes of municipalities and other spheres of government impacting on the ward development and monitoring (subsistence and travelling) Participation 10 Administration in plans and vehicles, programmes of 1 grader, municipalities 1 TLB and and other spheres 4 tractors of government impacting on the ward development and monitoring (subsistence and travelling (fleet computers and license fees)
77 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Participation reduce HR department in plans and bills by programmes of 3% municipalities and other spheres of government impacting on the ward development and monitoring (facilitation of telephone and con- tracted cellphone bills) Participation 7 General Administration in plans and assistants programmes of employ- municipalities ees and other spheres of government impacting on the ward development and monitoring (uniform and protective clothing) Participation For IT Administration in plans and Manager, programmes of Fleet municipalities Control and other spheres officer, of government SDF impacting on the ward development and monitoring (computer equipment and acquisition) Participation Upgrade Administration/ IT in plans and of web- programmes of site and municipalities configu- and other spheres ration 1 of government server impacting on the for email ward development hosting and monitoring (IT upgrade) Participation Disposal Administration in plans and of 2 programmes of vehicles , municipalities purchase and other spheres of 2 of government vehicles impacting on the ward development and monitoring (acquisition of fleet)
78 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Participation 1 grader, Administration in plans and 1 TLB programmes of and 10 municipalities vehicles and other spheres of government impacting on the ward development and monitoring (maintenance of plant, equipment, fleet and running costs) Participation 5 office Administration in plans and to be programmes of main- municipalities tained and other spheres of government impacting on the ward development and monitoring Participation 3% re- Administration in plans and duction programmes of municipalities and other spheres of government impacting on the ward development and monitoring (electricity) Participation 2% re- Administration in plans and duction programmes of municipalities and other spheres of government impacting on the ward development and monitoring (water)
79 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Department: Technical Services KPA: Basic Service delivery and infrastructure OUTCOME 9: IMPROVED ACCESS TO BASIC SERVICES To ensure that Constitutional Improved access to Number (as well DM District Municipality facilitation of mandate in the basic services as percentage) other basic provision of of consumer services as this basic services to units with access is a function the communities to portable of the district (drinkable) water municipality To ensure that Constitutional Improved access to Number (as well DM District Municipality facilitation of mandate in the basic services as percentage ) other basic provision of of schools with services as this basic services to access to portable is a function the communities (drinkable) water of the district municipality To ensure that Constitutional Improved access to Number ( as well DM District Municipality facilitation of mandate in the basic services as percentage) other basic provision of of clinics with services as this basic services to access to portable is a function the communities (drinkable) water of the district municipality To ensure that Constitutional Improved access to Number (as well DM District Municipality facilitation of mandate in the basic services as percentage of other basic provision of consumer units services as this basic services to access to sanitation is a function the communities of the district municipality To ensure that Constitutional Improved access to Facilitation for Facilita- Director: Technical facilitation of mandate in the basic services the constant tion of Services other basic provision of supply of water access services as this basic services to to the Umzumbe to water is a function the communities community to 3000 of the district house- municipality holds To ensure that Constitutional Improved access to Number (as well DM District Municipality facilitation of mandate in the basic services as percentage ) of other basic provision of schools with access services as this basic services to to sanitation is a function the communities of the district municipality To ensure that Constitutional Improved access to Number (as well DM District Municipality facilitation of mandate in the basic services as percentage ) of other basic provision of clinics access to services as this basic services to sanitation is a function the communities of the district municipality
80 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To promote Constitutional Improved access to Number of DM Director: Technical a healthy mandate in the basic services consumer units Services and hygienic provision of with access to environment, basic services to refuse removal which supports the communities at least once per sustainable week utilisation of natural resources To promote Constitutional Improved access to Implementation 40% im- Director: Technical a healthy mandate in the basic services of the Umzumbe plemen- Services and hygienic provision of Waste tation environment, basic services to Management Plan integrat- which supports the communities ed waste sustainable manage- utilisation ment of natural plan resources To promote Constitutional Improved access to Implementation 1 waste Director: Technical a healthy mandate in the basic services of the Umzumbe manage- Services and hygienic provision of Waste ment ve- environment, basic services to Management Plan hicle pur- which supports the communities chased sustainable utilisation of natural resources To promote Constitutional Improved access to Number of Nil Director: Technical a healthy mandate in the basic services registered landfill/ Services and hygienic provision of waste disposal sites environment, basic services to which supports the communities sustainable utilisation of natural resources To promote Constitutional Improved access to Number (as well 466 Director: Technical a healthy mandate in the basic services percentage) of house- Services and hygienic provision of consumer with holds environment, basic services to units with access to with which supports the communities electricity access to sustainable elec- utilisation tricity of natural resources To ensure im- Constitutional Improved access to Implementation 31 Dec-12 Director: Technical plementation mandate in the basic services of the Electricity Services of electricity provision of Master Plan installation as basic services to iti is an Eskom the communities function To ensure Constitutional Improved Access Number (as well DM infrastructure mandate in the to free basic as percentage) of development provision of services households with and basic services to access to free basic rehabilitation the communities water
81 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure Constitutional Improved Access Number (as well Facilita- Director: Technical infrastructure mandate in the to free basic as percentage) of tion of Services development provision of services households with access to and basic services to access to free basic sanita- rehabilitation the communities sanitation tion 1000 house- holds Constitutional Improved Access Number (as well Eskom Director: Technical mandate in the to free basic as percentage) of Services provision of services households with basic services to access to free basic the communities electricity To ensure Constitutional Provision of basic Upgrading of 4 Sports Director: Technical infrastructure mandate in the services and sports fields fields Services development provision of infrastructure upgraded and basic services to rehabilitation the communities To ensure Constitutional Provision of basic Km of access roads 53 km of Director: Technical infrastructure mandate in the services and constructed and access Services development provision of infrastructure maintained roads and basic services to con- rehabilitation the communities structed To ensure Constitutional Provision of basic Number of 19 com- Director: Technical infrastructure mandate in the services and community munity Services development provision of infrastructure facilities facilities and basic services to maintained main- rehabilitation the communities tained To ensure Constitutional Provision of basic Facilitation for 1 craft Director: Technical infrastructure mandate in the services and the construction centre Services development provision of infrastructure of Ukwakha Craft con- and basic services to Centre structed rehabilitation the communities To ensure Constitutional Provision of basic Procurement 1 grader Director: Technical infrastructure mandate in the services and of plant and pur- Services development provision of infrastructure equipment chased and basic services to rehabilitation the communities To ensure Constitutional Housing Facilitation for 500 Director: Technical facilitation mandate in the Development the provision Houses Services of housing provision of of housing to built development basic services to the Umzumbe in Umzumbe the communities Community To ensure Municipal Municipal Renovations, Munici- Director: Technical infrastructure Transformation Transformation repairs and pal office Services development and Institutional and Institutional maintenance buildings and Development Development of municipal improved rehabilitation buildings and main- tained
82 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Department: Social and Economic Development OUTCOME 9: COMMUNITY WORK PROGRAMME IMPLEMENTED AND COOPERATIVES SUPPORTED To strengthen Restoring Community Number of wards 11 wards Manager: co-operation Dignity work programme where CWP has Community Services amongst all through work implemented been implemented spheres of opportunities and cooperatives Government supported To strengthen Community Number Manager: co-operation work programme of projects Community Services amongst all implemented implemented per spheres of and cooperatives ward Government supported To strengthen Types of projects Manager: co-operation implemented per Community Services amongst all ward spheres of Government To create Development of Community Development of 8 Manager: Local an enabling SMMEs work programme SMMEs (number Economic environment implemented of training s Development to attract LED and cooperatives and workshops supported offered) To create Community Development of 20 Manager: Local an enabling work programme SMMEs(number Economic environment implemented of emerging Development to attract LED and cooperatives contractors on supported data base and registered) To create Community Development of 10 Manager: Local an enabling work programme SMMEs (number funded Economic environment implemented of SMMEs assisted) SMMes Development to attract LED and cooperatives supported To create Development of Community Development of 8 Manager: Local an enabling SMMEs work programme SMMEs (number Economic environment implemented of cooperatives Development to attract LED and cooperatives assisted) supported To create Community Development of 5 men- an enabling work programme SMMEs (number of tored environment implemented crafters exposed to crafters to attract LED and cooperatives markets) supported To create Community Development of 3 artists an enabling work programme SMMEs (number within environment implemented of different genre genres to attract LED and cooperatives competitions - in- perform- supported goma, isicathamiya, ing at a gospel) profes- sional level
83 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To promote Promotion of Promotion of Trade Promote Trade 1 equip- Manager: Local trade initiatives provincial trade initiatives initiatives( fully ped and Economic in uMzumbe networks equipped bakery) func- Development tional bakery To promote Promotion of Promotion of Trade Promote Trade 15 Manager: Local trade initiatives provincial trade initiatives initiatives (number Economic in uMzumbe networks of informal traders Development per ward) To promote Promotion of Promotion of Trade Promote Trade 15 Manager: Local trade initiatives provincial trade initiatives initiatives ( number Economic in uMzumbe networks of business Development licenses) To encourage Promotion of Heritage and Promotion 3 sites Manager: Local heritage/ Heritage sites tourism initiatives Heritage Sites devel- Economic tourism in oped Development uMzumbe To encourage Promotion Heritage and Promotion of 2 tourism Manager: Local heritage/ of Tourism tourism initiatives Tourism Initiative initiatives Economic tourism in initiatives (tour guide Development uMzumbe development) To encourage Promotion Heritage and Promotion of Manager: Local heritage/ of Tourism tourism initiatives Tourism Initiative Economic tourism in initiatives (number of Development uMzumbe tourism initiatives) To promote Promotion of Promotion of Implement of 1 Sustain- Manager: Local community sustainable sustainable agricultural able ag- Economic participation agricultural economic growth programmes ricultural Development in the programmes project municipality’s per ward economic (19) growth programmes To promote Promotion of Promotion of Creation fully 1 market Manager: Local community sustainable sustainable functional produce stall Economic participation agricultural economic growth markets Development in the programmes municipality’s economic growth programmes Continuous Stakeholder Improved Ward Participation 4 LED Manager: Local and positive participation Committees in plans and forums Economic interactions programmes of held Development with all key municipalities economic and other spheres anchors and of government actors impacting on the ward development and monitoring (number of LED forums held)
84 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg Disaster Capacity Improved Ward Participation Recruit Manager: Disaster Management Building Committees in plans and and Management Marshalling on Disaster programmes of Training Program Management municipalities of Event and other spheres Marshalls of government impacting on the ward development and monitoring (number of marshals to be recruited) Adherence Provide sound Improved Ward Participation Installa- Manager: Disaster to NFPA Disaster Committees in plans and tion of 5 Management standards for Management programmes of fire extin- fire Services municipalities guishers and other spheres of government impacting on the ward development and monitoring (number of community facilities to be installed with fire extinguishers) To ensure that Disaster Improved Ward Participation 4 forum Manager: Disaster interests of Management Committees in plans and meetings Management the special Advisory Forums programmes of groups are municipalities championed and other spheres of government impacting on the ward development and monitoring (number of advisory forums to be held) To ensure Revenue Management Participation Revenue Manager: the proper collection for of Community in plans and collec- Community Services management the maintenance Facilities programmes of tion from of community of Community municipalities 10 Com- facilities facilities and other spheres munity of government facilities impacting on the ward development and monitoring (% revenue collection) To ensure that Provide support Adopted Grant in Participation Adopted Manager: the interest and capacity Aid policy in plans and and Community Services of special building to programmes of imple- groups are special groups municipalities mented championed and other spheres Grant of government in Aid impacting on the policy ward development and monitoring (grant in aid policy)
85 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg NATIONAL KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION OUTCOME 9: DEEPEN DEMOCRACY THROUGH WIDE PARTICIPATORY SYSTEM Improved ward Management 19 wards Manager: committees and updating to be Community Services of ward profiles profiled and database of indigent households To ensure Establishment Establishment of a Conduct a Jun-13 Manager: revenue of traffic traffic department feasibility study Community Services enhancement department To ensure Development of Improved traffic Facilitate the Manager: controlled Turton Off ramp control development of Community Services traffic flow the Turton off in and out of ramp Umzumbe To Establish Partnerships Fire fighting shared Signed SLA with 1 signed Manager: Disaster Integrated in Disaster service partners Service Management Institutional Management Level Capacity Agree- ment To ensure that Public Risk Identification, Response to Provide Manager: Disaster interests of Awareness Prevention and incident in 72 support Management the special on Disaster Mitigation hours from to groups are Management reporting affected championed families within 72 hours of incident reporting To ensure that Public Risk Identification, No of awareness 4 Manager: Disaster interests of Awareness Prevention and campaigns aware- Management the special on Disaster Mitigation conducted ness groups are Management cam- championed paigns done To ensure that Capacity Risk Identification, Number of 4 volun- Manager: Disaster interests of Building Prevention and meetings and teer pro- Management the special on Disaster Mitigation trainings grammes groups are Management championed To ensure that Risk Identification, Approved disaster 2013/6/1 Manager: Disaster interests of the Prevention and management approved Management special groups Mitigation communication disaster are championed plan manage- ment commu- nication plan To ensure that Provide support Improved ward Number of 2 forums Manager: the interest and capacity committees NGO programs and 4 Community Services of special building to and initiatives initiatives groups are special groups implemented championed
86 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure that Eradication of A total number 278 Manager: the interest extreme poverty of indigent families Community Services of special and hunger households, 38 benefit- groups are women and ing championed households To ensure that Eradication of Burial support 120 Manager: the interest extreme poverty families Community Services of special and hunger groups are championed BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT OUTCOME 9: IMPROVED ACCESS TO BASIC SERVICES To ensure the Update of an Improved access to An adopted and 1 Manager: provision of Indigent Register free basic services updated Indigent indigent Community Services high quality Register for the register infrastructure municipality updated services that will enhance the standard of living for the people To ensure the Provision of Improved access to Distribution of free 4 783 Manager: provision of alternative free basic services basic energy (gel house- Community Services high quality energy and tokens) holds infrastructure benefit- services that ing will enhance the standard of living for the people To collect Household Improved access to Percentage of 19 wards Manager: household profiling with free basic services households to be Community Services data with Ward committee earning less than profiled access to water members R1100 per month and with access to free basic services Department: Finance Department KPA : FINANCIAL VIABILITY Budget,Treasury and other statutory reporting To strengthen To ensure Preparation of Approved Ap- CFO the financial compliance 2013/2014 Annual 2013/2014 Annual proved viability of the with MFMA Budget Budget 2013/2014 municipality and Treasury Annual regulations Budget and implement internal controls To ensure Preparation of Mid Approved Ap- CFO compliance term performance 2012/2013 proved with MFMA assessment and performance 2012/2013 and Treasury adjustment budget assessment and perfor- regulations for 2012/2013 adjustment budget mance and implement assess- internal controls ment and adjust- ment budget
87 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure Monthly Budget 12 Monthly 12 CFO compliance Statements in Financial Reports Monthly with MFMA terms of section submitted to the Financial and Treasury 71 of the MFMA Accounting Officer Reports regulations produced and Provincial and implement timeously i.e. by Treasury before the internal controls no later than the 10th working day 10th working day of each month of each month To ensure Preparation Audited Annual Prepared CFO compliance of 2011/2012 Financial and with MFMA annual financial Statements for submit- and Treasury statements in 2011/2012 ted by 31 regulations GRAP Compliance August and implement 2012 internal controls To ensure Assist in the 2011/2012 2011/2012 CFO compliance preparation of the Approved Annual Ap- with MFMA Annual Report for Report proved and Treasury 2011/2012 financial Annual regulations year. Report and implement internal controls To ensure Report all Closing Report on closing Report CFO compliance bank balances balances on with MFMA for 2011/2012 to closing and Treasury Auditor-General, balances regulations Provincial Treasury and implement within 30 days after internal controls 2011/2012 financial year in terms of the MFMA Income and expenditure To ensure Preparation Updated cash 12 CFO compliance of monthly books,Updated Updated with MFMA cashbook,updated General cash and Treasury general ledger Ledger,Bank books. regulations and preparation of and Creditors Updated and implement reconciliations reconciliation General internal controls statements Ledger,12 Bank recon- ciliations, Creditors reconcili- ations To ensure Timeous payment Payment vouchers Main- CFO compliance of internal and taining with MFMA external audit fees timeous and Treasury payment regulations of inter- and implement nal and internal controls external audit fees
88 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure Timeous payment Payment of service Main- CFO compliance of service providers within taining with MFMA providers upon 30 days timeous and Treasury the receipt of the pay- regulations invoice ment of and implement service internal controls providers upon the receipt of the invoice To ensure Compliance with No. of VAT 201 Submis- CFO compliance SARS directive on returns sion of 12 with MFMA VAT issues. VAT 201 and Treasury returns regulations and implement internal controls To ensure Timeous Remuneration Main- CFO compliance authorised schedule and taining with MFMA payment of salaries payslips by the 19th timeous and Treasury and delivery of of each month. payment regulations salary advices. of sala- and implement ries and internal controls delivery of salary advices To ensure Timeous payment Payment vouchers Main- CFO compliance of 3rd parties. by the 7th of each taining with MFMA month Timeous and Treasury payment regulations of 3rd and implement parties. internal controls To ensure Reconciliation No. of Journal 12 CFO compliance of Payday and entries monthly with MFMA Pastel accounting journal and Treasury systems. entries regulations and implement internal controls To ensure Timeous Issue of IRP5’s issued as IRP5’s CFO compliance employees IRP5s. per approval from issued to with MFMA SARS all em- and Treasury ployees regulations and implement internal controls To ensure Authorization of No. of authorised 12 CFO compliance financial inputs to input forms monthly with MFMA Pay Day. author- and Treasury ised regulations inputs and implement internal controls
89 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure Ensure that S/T % of S/T budget 100% CFO compliance budget is spent spent Spending with MFMA of S/T and Treasury budget regulations and implement internal controls To ensure Improved Accurate rates Post billing report Maintain CFO revenue property rates billing and and valuation roll accurate generation collection maintenance of rates bill- and financial valuation roll. ing and viability mainte- nance valuation roll To strengthen Assets & the financial Investments viability of the municipality To ensure Updated GRAP Assets Register and 1 GRAP CFO compliance compliant General ledger and compli- with MFMA assets register depreciation ant asset and Treasury corresponding to register regulations the general ledger and and implement and depreciation updated internal controls general ledger and deprecia- tion To ensure Surplus money Investment 1 Up- CFO compliance invested Register and Bank dated in- with MFMA and updated Statements vestment and Treasury investment register register regulations and and implement updated internal controls general ledger To ensure Effective Bank statements 12 CFO compliance management of Monthly with MFMA municipal bank bank and Treasury account and petty state- regulations cash ments and implement internal controls To ensure Ensuring finance Computers Staff are CFO compliance staff have sufficient properly with MFMA tools of trade equip- and Treasury ped to regulations perform and implement their internal controls functions Supply Chain Management
90 IDP/ Strategic Strategies (Measurable Performance Year 1 Year 2 Year 3 Year 4 Year 5 Responsibility SDBIP Objective (IDP) Objective/ Output) Indicator pg To ensure Orders are Authorised Author- CFO compliance authorised after requisition, ised with MFMA an authorised Purchase orders, and Treasury requisition order,quotations requisi- regulations form and three and quotation tion and implement quotations summaries forms internal controls requested and quo- tations To ensure Timeous Bid adjudication Maintain CFO compliance adjudication of Bid report Timeous with MFMA documents after adjudica- and Treasury evaluation tion of regulations Bid docu- and implement ments internal controls after evalua- tion To ensure Reporting of bids Listing of bids as Maintain CFO compliance above R100 000 per Treasury web reporting with MFMA to National and site compli- and Treasury Provincial Treasury ance regulations and implement internal controls To ensure Service providers Tax clearance Tax clear- CFO compliance taxation status is in certificates and ance cer- with MFMA order registration tificates and Treasury certificates submit- regulations ted and implement internal controls
91 92 Chapter 4
High Level Spatial Development Framework
93 Introduction
SDF MAP Figure 1: Umzumbe SDF (2009) Figure
94 4.1. BACKGROUND land area. Agriculture is the mainstay of the economy with the main activities being sugar cane and small- Umzumbe Municipality, with the assistance of scale farming. The proposed SDF should contribute Department of Cooperative Governance and towards the spatial transformation and development Traditional Affairs (COGTA) has initiated a process of the municipality as a functional, sustainable and towards the preparation of a Spatial Development generative administrative and economic region. Framework (SDF) for its area of jurisdiction. COGTA has accordingly enlisted the services of Isibuko 4.3. Defining the SDF Development Planners to undertake this project in accordance with the terms of reference (ToR). The Spatial Development Framework is a process through which a municipality prepares a medium to The project will unfold in phases with a report being long-term strategic spatial development plan for its delivered for each phase. This document is the first area of jurisdiction. The SDF will serve as a principal in a series of reports to be produced as part of the strategic spatial planning instrument, which guides and process. It presents a Project Inception Report (PIR) informs all planning, land management, development and is intended to serve as a guide throughout the and spatial decision-making in a municipality. It is a planning process. It opens with a brief introduction component of an Integrated Development Plan (IDP) outlining the need and the basis for the SDF, proposed and aims to create a spatial interpretation of the approach and focuses mainly on the planning process strategies and projects already contained within the and its deliverables. It concludes with a detailed IDP. It should not be seen a separate planning process, program. but only aims to assist in the prioritisation of resources The SDF will be prepared substantially in accordance towards implementing the IDP. The current SDF is with Guidelines for the Formulation of SDF’s depicted on the Map above. developed by the Department of Rural Development and Land Reform, the Provincial Spatial development 4.4. NEED FOR SDF IN UMZUMBE guidelines in accordance with section three of the The proposed Umzumbe Municipality SDF is ToR. Where necessary and applicable, the guidelines intended, in part, to comply with Section 26(e) of the will be fine-tuned to suite the specific circumstances Municipal Systems Act, Act No. 32 of 2000). The MSA of the Umzumbe Local Municipality. requires a municipality to prepare and adopt an SDF as a component of its Integrated Development Plan 4.2. UMZUMBE MUNICIPALITY (IDP). Most importantly, the municipality has initiated Umzumbe Municipality (KZN 213) is one of the six this process as a means to facilitate development of a local municipalities within the Ugu District. It runs spatial structure that promotes integrated along the coast for a short strip between Mthwalume development and an efficient delivery of services. and Hibberdene and then balloons out into the The SDF will give direction to future planning and hinterland for approximately 60 km. It covers a vast development within the municipality, and provide rural area of some 1260 km2 with approximately 1% a framework for site or area specific land use only being semi-urban. The municipality incorporates management system (refer to the figure on page 96). 17 traditional authority areas and comprises of 19 municipal wards. Umzumbe Municipality is the second largest municipality within the district. The community survey (2007), suggests that the total population of the Umzumbe Municipality is approximately 176, 287 persons. The average ward population is 9155 people. There are no established towns within the municipality. A huge service backlog, high levels of poverty and lack of economic base are some of the key features of the area. The most striking physical feature is the extent of undeveloped natural land, representing almost 60% of the total
95 Figure 1: IDP, SDF, SEA and LUMS Process
Spatial representation of development vision
Integrated Spatial Land Use Development Development Scheme Plan Framework
Strategic Environmental Assessment
Sets development Outlines development policy parameters & priorities
The Constitution of the Republic of South Africa and implement appropriate strategies and projects confers major developmental responsibilities to to address spatial problems and to guide private and municipalities to ensure that the quality of life for public sector investment. its citizens is improved. An SDF therefore, forms The SDF completes the strategic spatial planning part of the systems and procedures at the disposal toolbox of the municipality. of themunicipality to perform on its developmental Figure 1 indicates the link between the IDP, SDF, SEA mandate and facilitate removal of spatial remnants and Land Use Scheme. As such, the IDP outlines of the apartheid past. The main purpose of the SDF the development principles and priorities of the is to guide the form and location of future spatial municipality, while the SDF provides the spatial development within a Municipal area. It is a legislative representation of the municipal development vision requirement and has a legal status. It provides and the Land Use Scheme sets specific development an analysis of the spatial problems and provides parameters. The Strategic Environmental Assessment strategies and programs to address the challenges. In (SEA) process forms the link between the IDP, SDF and summary, the SDF has the following benefits: scheme by providing sustainability and environmental As the SDF is a legislative requirement it has legal guidelines for spatial development. status and it supersedes all other spatial plans that In addition, the SDF should align with all sector plans guide development at local government level. (service delivery, LED, etc) and be informed by a The SDF will enable the municipality to manage its rigorous assessment of the state of the environment. land resources effectively in a sustainable manner. This should form the basis for the preparation of a Through the SDF, the municipality is able to develop Strategic Environmental Assessment.
96 To facilitate the development of an efficient and BOX 1 effective spatial structure. • Develop Spatial vision & objectives; To develop a framework for public and private sector • Develop conceptual scenario for envisaged spatial investment. form; In addition, the SDF is required: • Develop more detailed spatial linkage plans for To comply with the requirements of the MSA and the the core areas; Municipal Planning and Performance Management • Set out of objectives that reflect the desired spatial Regulations, 2001. form of the municipality; To complete the toolbox for effective spatial planning • Contain strategies, policies and plans which must- and land use management. This includes the generation o Analyse opportunities & constraints; of GIS data that would enable the municipality to o Delineate agricultural land that has high promote environmentally sustainable and harmonious potential; development. o Indicate desired patterns of land use within the The SDF will be prepared in accordance with the municipality; guidelines as introduced by DRDLR. The key components are indicated in Box 1. o Identify existing and future land reform projects; 4.6. Scope of the Study o Address the spatial reconstruction of the The scope of the project is understood to include the location and nature of development within preparation of a detailed yet strategic SDF for Umzumbe the municipality including desired settlement Municipality as a means to give effect to the legislated patterns; mandate and municipal development strategy as o Provide strategic guidance in respect of the outlined in the IDP. This includes completion of the location and nature of development within the following main activities: municipality. Stakeholder mobilization and consultation in line 4.5. Aims and Objectives with the communication and public participation procedures of the municipality. The mobilisation of The primary aim of this project is to develop a Spatial stakeholders should be in support of a common vision Development Framework for Umzumbe Municipality, for the future spatial setting of Umzumbe Municipality. which will address spatial, environmental, institutional, Review of government policies with a particular focus socio-economic and economic issues confronting on the implications for Umzumbe Municipality. This Umzumbe as a municipality. Its objectives are as will include the alignment of spatial development follows: programmes with the district, provincial and national To give effect to the vision, goals and objectives of spatial planning policies and directives. the municipal IDP, Spatial Planning and Land Use Identification and analysis of the external development Management Bill, DFA, NSDP and the most recent NDP trends and patterns that impacts on land use and and Provincial Spatial Framework developed by the settlement pattern in Umzumbe. This may include Planning Commission. regional access and movement patterns, nature To engage the interested and affected parties in a conservation initiative, catchment management, etc. strategic planning process taking into account their Strategies that could influence the settlement pattern views, concerns and interests. that would result in the effective delivery of services To promote inter-governmental relations by ensuring and infrastructure. that all relevant stakeholders are consulted and The integration of environmental management practices participate actively in the planning process. and systems into the municipal spatial planning and To provide for the spatial transformation of the development toolbox. This will be achieved through municipal area. the development of the Strategic Environmental To provide for sustainable development in line with the Assessment. The SEA entails the identification of the norms and standards for environmental management. social, economic and biophysical resources that should
97 be maintained and enhanced, as well as the trends, 4.9. The following institutions, legislation and other factors that influence the maintenance and enhancement of these resources. environmental issues The development of frameworks for the preparation have been sourced from of area based plans and the introduction of area/site a number of previous specific and a wall-to-wall land use scheme. studies that have The preparation of a SDF in accordance with the national guidelines and legal requirements. been commissioned at District and local 4.7. STATUS QOU (SPATIAL levels: DEVELOPMENT Soil erosion associated with roads, pathways and FRAMEWORK) quarries; Introduction The Spatial Development Framework Proliferation of alien invasive plants, particularly in (SDF) provides the locational guidelines for desired watercourses, wetlands and forests; land use and development. It is intended to Loss of indigenous vegetation due to poor farming provide the spatial parameters for implementation practices, of the development strategies and projects. The Alien plant invasion, poor catchment management and SDF should assist the Municipality with short and harvesting for firewood; long term decisions with regard to the location of various development interventions. It is therefore Wetland degradation through development within a framework for future investment and is intended drainage lines, wetlands and on stream banks; to direct national, provincial and local government Pollution of water resources through inadequate waste investment towards disadvantaged areas. It should and sanitation management promote a spatial form that promotes efficiency and sustainability, redresses historical imbalances, and generates investor confidence. 4.10. Whilst the above Through providing the spatial parameters for future provide the base development, the SDF will provide a very important information and tool for decision-makers and officials within local government and provide residents and other analytical framework stakeholders within the sub-region with a sense of for the SDF, there where development is likely to occur, and how they IS a number of key will be affected. spatial development 4.8. Key informants principles contained in The 2008/2009 Ugu District IDP; The Umzumbe National Government 2008/2009 IDP policy as reflected The existing pattern of development based on the current SDF and baseline GIS data; in the Development The development goals, objectives and strategies Facilitation Act of discussed under items 4,5 and 6 in this report; 1995 that needs to be The Turton Township Establishment Project, adhered to: The Umzumbe LED Plan • Integrated and liveable settlements The draft Umzumbe Infrastructure Investment Plan • Compact towns that mitigate against urban sprawl • Optimal use of existing infrastructure and services • Equal consideration of formal and informal settlements
98 LOCALITY MAP
99 • The 2009 SDF Review builds up on the current SDF to the relevant hierarchy of interceptor points and is also informed by interaction with the Planning and creating a hierarchy of threshold levels by municipal officials. Key spatial issues have been concentrating a variety of amenities and activities at obtained from the 2008/2009 IDP. such points. • Settlement structure, i.e. creating a hierarchy of 4.11. Suggested Principles & settlement areas in terms of density, level of service Approaches for the SDF provision, type of development etc informed by both the settlement structure and topographic, 2009 Review geotechnical, environmental etc considerations. The following outlines basic physical / spatial • Secure land tenure, i.e. facilitating the improved development principles and approaches envisaged to economic development and investment as well as guide the future development of Umzumbe. appropriate institutional integration of traditional Integrated Development, i.e. basing development on settlement areas. the notions of integration both in terms of various • Local economic development, i.e. structuring scales of planning, integrating various development the future development by increasing local sectors and integrating the various development threshold levels, is providing greater levels of components. development certainty, identifying unique needs and Efficient Development, i.e. promoting development opportunities and providing a realistic efficiency in terms of location, accessibility, density, implementation process. integration, uniqueness etc. • Protection and integration of environmental • Sustainable Development, i.e. promoting the resources, i.e. creating improved living conditions establishment of sustainable development both in and creating unique settlement areas by identifying terms of environmental considerations as well as the local environmental resources, establishing with regards to economic, social and institutional systems for their appropriate protection, sustainability. rehabilitation and management, as well as identifying • Development as continuous process, i.e. accepting means of integration of the natural into the built that development takes the form of a continuous environment and of appropriate utilisation. process of a series of actions and reactions, created during this process, new realities which cannot always be accurately predicted. Appropriate 4.12. PLANNING OBJECTIVES planning therefore needs to concentrate rather on The following provides an outline of some of the structuring the envisaged development than fixing major objectives for the planning and development of individual land uses. Umzumbe. • Framework planning, i.e. guiding development through an on-going process, establishing a 4.13. ESTABLISHING STRUCTURE development structure and direction rather than Of a land use structure provides guidance and a fixed end product, including providing guidance certainty for future development and intentions as for the performance of the development components well as for the control and management of such rather than prescribing their form and contents. development. As such it facilitates the appropriate • Establishment of Structure, i.e. creating the location of land uses and physical and social services backbone of development around which activities contributing to the appropriate utilization of the and land uses will change over time. unique resources of the area and the adequate • Focus on movement, i.e. acknowledging that the integration of the various development components. movement system represents one of the most Such development structure would primarily be obvious structuring elements, providing different established on the basis of a hierarchy of levels of levels of accessibility, providing internal and external accessibility, and a resulting hierarchy of development linkage and integration and guiding the location of / investment corridors and a hierarchy of activity facilities, activities and densities. nodes. A further significant structuring element • Establishment of service nodes, i.e. locating and consists of natural environment components such associating a hierarchy of activities and land uses as river valleys, coastal environments, river mouths,
100 lagoons etc and other significant environmental accommodate such natural development progression. resources. It needs to ensure that the appropriate strategic initial development steps are taken and that planning 4.14. FACILITATING INTEGRATION is adequately visionary to provide guidance for the future continued development without being too Issues of integration at the district level relate primarily prescriptive. to aspects such as integration with the development of surrounding districts, the integration and appropriate 4.18. UNIQUE SPACES AND linkage of local municipal development within the district, the integration and appropriate connection PLACES of major land use components, the integration of Appropriate development planning, both at the local underdeveloped areas into the systems of higher and the district level of planning, needs to respond development areas, the integration of natural appropriately to the context and uniqueness of environments with urban developments etc. places and areas. It is this input which provides the Integration allows for the creation of a richer and more appropriate structuring elements of the development, varied development environment providing greater the appropriate usage and development of areas, while development options. building on the uniqueness of areas and while creating unique and appropriate development. 4.15. CREATING GENERATIVE 4.19. PLANNING & SYSTEMS DEVELOPMENT STRATEGIES The land use structure established should be able Based on the principles and objectives outlined the to guide the generation of activity in appropriate following establishes strategies intended to guide the locations and for adequate spatial capacity to provide planning and development of Umzumbe. accommodation for the expected generation of • CENTRE STRATEGY increased thresholds. The concentration of appropriate Following an outline of service centre strategy which development in adequately located development has been developed within the provincial context and nodes and corridors will enable the provision of a which is appropriate to the establishment of district range of amenities and facilities and the consequent and local municipality SDF. creation of increased levels of thresholds for local economic development. Appropriate initial impetus DISTRICT CENTRE, i.e. the municipal and administrative should be created for the establishment of generative centre of the district, providing services to the entire and on-going development process. district, depending on the location of the centre providing also a high level of economic development, being easily accessible from all areas of the district. 4.16. SEEKING COMPLEXITY IN PRIMARY CENTRE, i.e. the centres of the local SYSTEMS municipalities within the district, serving generally a radius of 25 km, providing most services and The creation of complexity, as opposed to promoting activities required at the local municipality level, monotonous single use development, creates greater being appropriately located to be easily accessed variety and attractively, encourages the shared use by the majority of the residents of the municipality, of scarce resource and opportunities and enables appropriate public transport providing accessibility for the development of greater threshold levels for local weekly and monthly requirements. economic development. SECONDARY CENTRE, i.e. nodal development serving 4.17. PROMOTING several local communities with above-local level facilities, amenities and activities, serving generally INCREMENTALISM a radius of approximately 10km providing services Development does not consist of a single event but required on a weekly to monthly basis, depending on of a process of action, reaction and renewed action. the conditions of a local municipality, the municipality Development planning needs to be appropriately would accommodate two to four such nodes.
101 TERTIARY CENTRE, i.e. strictly local community centre The notion of structure aims at establishing a clear providing for the basic needs of a community in terms framework which facilitates access, (access here of education, health, recreation, civic and economic refers not just too physical access but also access to activities, depending on local conditions serving an a range of social and economic opportunities), and area of 2 – 5 km radius, potentially accessed by the which creates a framework to direct public and private residents of the community on daily basis. It should be investment. One of the main challenges in this regard noted that local conditions may require a variation of is working within a context of scattered settlement. the above structure and that higher order centres will The concept in terms of creating structure is based on at the same time provide the services and amenities of working with the resource base, existing settlement the relevant lower order centres. pattern and within a developing lattice or network of • CLUSTER STRATEGY opportunity. Sprawling and dispersed settlement is a commonly A key informant here is the existing network of roads acknowledged characteristic of many areas of the and access ways as the foundation of the framework. provincial landscape. The required provision of Access opportunities come however in different improved levels of services, the better management levels of importance informing therefore the type and protection of the natural resources of the area, of development and activity potentially to be the more efficient usage of the natural resources etc associated with the access route. At both the local suggest a growth strategy which provides for guided and district levels it is important to ensure on and structured growth while accepting the present the one hand that such access opportunities are dispersed development. linked to each other across local municipality boundaries, that the SDFs extend beyond the mere 4.20. This suggests inter identification of existing access routes and identify alia the following potential future strategic linkage opportunities, while on the other hand ensuring that such potential approaches: additional access and linkage contributes to the • Emphasis on a hierarchy of nodal developments, reconstruction and integration of peripheral and • Structuring settlement growth primarily around underdeveloped areas. development nodes and identified development corridors, INVESTMENT CENTRES BASED ON LOCAL • Provision of improved services, facilities and OPPORTUNITY promotion of increased levels of local economic Extending the concept of an investment framework activity in nodes and identified corridors, further, the next stage is based on establishing points • Promotion of increased levels of agricultural activity within the system where investment should be made. in areas outside the identified corridors and nodes, The strategy suggests that where particular investment structured on appropriate community base and lines meet or in places of an established presence, informed by specific local opportunities, these would become the ideal locations to serve as • Actively limiting settlement growth in areas investment centres. Based on the position of particular of agricultural opportunity and in identified settlements and the different levels of investment lines, environmental resource areas, certain points within the system would serve as higher • Identifying appropriate limits for urban growth and order investment centres while others would serve a sprawl, more local function. • Establishing appropriate land use and management controls. While initially serving as investment centres primarily for public sector investment, renewed investment is 4.21. INVESTMENT FRAMEWORK likely to spark processes of private sector investment STRATEGY over time. Together the investment lines and investment centres provide the basic investment framework and ACCESS ROUTES AS INVESTMENT LINES structure for future development. (See Investment A primary strategy is that of developing a district and Framework in terms of the proposed Investment Lines, local municipality structure. Points and Investment areas)
102 NATURAL RESOURCES AS PRIMARY ASSET 4.24. IDP OVERALL A fundamental starting point for the spatial framework should be acknowledging, protecting and enhancing DEVELOPMENT VISION the inherent qualities of the landscape. Here the The future development of Umzumbe should contribute concern rests in managing the natural environment as to furthering the human potential of its residents. a prime asset and resource base for the municipality. It should maximise the physical and economic potential Environmental sustainability, restoration and of the area, while retaining and further developing rehabilitation as a means to create an appropriate the uniqueness of Umzumbe. Providing a safe platform for rural development and in its own right as and secure environment for residents, visitors and a meaningful part of development forms part of the investors, the development should be based on approach. sound and democratic local institutions and realistic financing. 4.22. Some of the more important development 4.25. SDF OVERALL aspects depending DEVELOPMENT VISION on maintaining and The Umzumbe Spatial Development Framework identifies the unique resources of the study area improving the natural and establishes a guiding framework for the future environment of development of the area appropriately integrating Umzumbe include: physical / spatial, social, economic, institutional and environmental issues into a plan which creates Creating good living environments, i.e. taking clues improved living conditions for the local communities from the existing natural environment, its topography, within the unique context and opportunities of the land form etc and promoting the creation of unique area. developments in harmony with and integrating the natural environment, 4.26. OVERVIEW OF KEY SPATIAL Promoting the establishment of sustainable agricultural activities, i.e. establishing appropriate and suitable ISSUES agricultural activities, ensuring adherence to sound Primary and secondary data sources that have been and sustainable usage of the environment, consulted highlight the following key issues: Promoting the establishment of a range of tourism Dispersed low-density settlement pattern, making the and recreational development, i.e. ensuring that the provision of physical and social infrastructure (roads, unique natural environment as one of the major water, electricity, clinics, schools, and police stations), assets of Umzumbe is appropriately maintained, and the costs of installing, maintaining and operating rehabilitated and managed to further the development infrastructure very high. intentions Steep river valleys and hilly terrain, which create obstacles to accessibility, and limits the extent of 4.23. ESTABLISHING agricultural production. Weak road and communication A MANAGEMENT linkages exacerbated by hilly topography, with few tarred surfaces and few bridges across rivers. In FRAMEWORK particular, north-south linkages are very poorly Having established an investment framework, and developed within and beyond the sub-region. being informed by the natural resource base, it is Limited farming practices in traditional areas that do possible to identify an overall management framework not make optimal productive use of the agricultural to guide future development. potential of the area. Subsistence farming in the Such guidance will include the identification of primary sub-region is beset by numerous problems: lack of land use zones including environmental conservation water, destruction of crops by livestock, and inability zones, agricultural zones, areas for residential to afford necessary farming inputs, services and settlement etc. infrastructure. Thus arable land is often left unutilized
103 or underutilized, because the returns of subsistence information sharing and dissemination, training, farming are so minimal. enabling payment of services and other forms of Limited economic activity in traditional areas, resulting governance. The ABMS is intended to achieve a in income leakage outside these areas, exacerbated by network of service “hubs”, with strong linkages in a lack of business support services (training, banking, between, facilitating information sharing and service advice, etc.). delivery. There are no tourism infrastructure and services Boundaries are based upon the existing wards; the beyond the coastal corridor despite a diverse range of 19 wards are grouped into 4 clusters, based upon attractions within the rural hinterland. topography, accessibility and existing infrastructure. Overgrazing, fire, illegal sand winning operations The clusters were used as a basis for participation and encroaching settlement have begun to cause during the analysis phase, and were therefore environmental degradation, although not irreparable implicitly agreed to as a logical grouping in terms damage. Given these issues, a key goal of the Umzumbe of the above criteria. These groupings were later IDP is to provide an efficient and effective spatial agreed to during the participation processes for this framework that enables the optimal use of resources and strategy phase. What should be considered, however, delivery of services. Whilst it is intended to provide the and was raised as an issue during consultation, is the spatial parameters for development in this IDP period, it relation of Tribal boundaries to the ward clusters. is intended to guide development in the long term. Perhaps the biggest discrepancy is the tribal area to 4.27. Spatial Elements the northwest of the study area (see Figure 1) which overshoots the actual Municipal boundary by about The Spatial elements in this plan are intended to be the 5 km’s. Whilst the ward boundaries form the logical building blocks around which the SDF is constructed. basis for the ABMS (given ward representation on the These are structuring elements that reflect the spatial Umzumbe Council), the underlying tribal boundaries concept for the area, with more specific land use need to be considered in its administration by the proposals made to enable detailed decision making. Municipality. The SDF is intended to be the framework for a detailed landuse management system, effectively a development The inclusion of Ward 8 in Cluster A is due to the control mechanism whereby the Municipality should one road that connects it with Wards 12 and 16. The administer the land. combination of Ward 8 with 9, 11 and 15 into Cluster D would lead to a more equitable distribution of 4.28. Proposed / Future services and population. This is however not presently possible, given the lack of access between wards 8 and administrative 9. It is proposed that the feasibility of constructing a clusters route between these two wards be investigated in The Umzumbe Municipal area is very large measuring order to facilitate the inclusion of Ward 8 in Cluster some 1 260 square km’s, is intersected by two major D in future. rivers (the Umzimkhulu River to the south, and the Umzumbe River further north), and is characterized 4.29. Nodes by broken topography. It therefore includes pockets Activities are currently very dispersed in the area, of land secluded from the rest of the study area, with some concentration beginning to occur in some perpetuating communities’ feeling of isolation and lack centers. Concentrated settlements are emerging along of access to services. the R68 and include Assisi, KwaDweshula, St Faiths and In order to address these issues, it is proposed that Phungashe; whilst denser settlement can be observed a basic area-based management system (ABMS) be near the coastal strip in the Turton/Nyangwini area. implemented. An ABMS is intended to facilitate The SDF endeavors to encourage densification, on decentralised local governance through the delineation the one hand, yet also allow for future densification of ward clusters within the area, each containing in remote areas inland. In order to optimize existing one central service node that accommodates local social and infrastructural services, the SDF proposed government functions. These functions include three types of nodes:
104 The composition of each ward cluster is indicated in Table 1 below and illustrated graphically in Figure 1: Proposed Ward Clusters Table 1: Ward clusters
Cluster No of Area Population Wards Predominant land use Existing centers number wards Sq km (households)
A Initially 6 263 43 900 Agriculture – commercial and Mtwalume 8, 10, 16, (8 380) Subsistence Turton/Nyangwini 17, 18, 19 Forest plantations Msinsini Coastal strip and settlements
B 5, 7, 12,13, 5 388 49 300 Degraded thicket and bushland Morrisons Post 14 (7 980) Commercial and subsistence Sipofu Agriculture St Patrick’s Mission
C 1, 2, 3, 4, 6 5 461 49 300 Agriculture – subsistence St Faiths (9 250) Thicket and bushland Phungashe Degraded thicket and bushland Ndwebu Some commercial Agriculture Deshula Dense settlement along major routes
D 9, 11, 15 3 148 22 200 Thicket and bushland Umgayi (8 to be (3 100) Commercial agriculture Qoloqolo Included Forest at a later Forest plantations stage)
Total 19 1260 164 700 (28 710)
Sources: Calculated from Ugu District GIS, ESKOM Megasub study and Census 1996
4.30. Primary Service Centres 4.32. Agricultural Service Major node within each ward cluster; intended to be a Centres (ASC’s) local authority service node from which higher order Localized services with particular emphasis on social, institutional and infrastructural services are agricultural activity available to the whole ward cluster. 4.31. Local Service Centres (LSC’s) Localized services that provide concentration of permanent and mobile services and commercial activities
105 Table 2: Proposed nodes Type Name Ward Existing No of Future interventions Cluster Social households services within 5 km radius (% of total households in Ward Cluster) Primary Turton A Schools 4150 Decentralized Municipal Office with Community Hall Service Clinic (50%) Commercial Multi-purpose Centre with Taxi Rank Centres High order service infrastructure: - reticulated water - waterborne sanitation - electricity - telephones - waste management Community Safety Centre, with Periodic Magistrate Pension pay point and information shelter Worship, Cemetery (subject to Geotech conditions) Community Health Centre Multi-media Centre and Library Sports Complex Morrisons B Schools 1 700 Post (21%) Primary St Faiths C Schools 1 850 Service Clinic (20%) Centres Police Station Umgayi D Schools 870 Clinic (28%) Tribal court Local A Tribal 1 330 Periodic LA services in Community Hall with Service Court (16 %) Information dissemination point (Tribal Court) Centres Clinics Basic service infrastructure; Satellite Police Station; Schools Pension pay point; Worship; Sports field; Small commercial facility with Taxi Stop; Periodic Market with Social welfare services Day Clinic Sipofu B Schools 1 750 Tribal (22 %) Court B Police 930 Station (12 %) Clinic Schools Tribal Court Phungashe C Tribal 1 930 Court (21 %) Clinic Schools
106 Type Name Ward Existing No of Future interventions Cluster Social households services within 5 km radius (% of total households in Ward Cluster) Agricultural Msinsini A Police 1 170 Land Affairs information point Service Station (14 %) Basic service infrastructure Centres 3 Clinics Agricultural Extension Office Schools Pension pay point Worship Sports field Periodic Market with mobile welfare and social services near Taxi Stop Agricultural Demonstration plots Agricultural training programme with assistance to cooperatives Day Clinic Police Charge Office C Clinic 1 760 School (19 %) C Clinic 1 750 Schools (19 %) D 2 Clinics 1 620 Schools (52 %)
ACTIVITY ROUTES SPINES The roads that presently run throughout the Umzumbe High order routes that require a high level of Municipality present opportunities for creating the maintenance and carry through traffic. They communication and access networks necessary to accommodate emergency services, public transport permeate the area. Along these routes services are and inter-Municipal traffic. These are the routes that provided and public transport operates, whilst many integrated Umzumbe with its surroundings. of these routes provide gathering places for those CORRIDORS attracted to the activities along them. Existing high order routes could potentially evolve into movement Local corridors have a high intensity of activity along corridors in the first instance, with high order activity them, and are combined with nodes to provide the developing along them over time. The R102/P03 thresholds of activity to sustain economic and social provides the main north-south link and compliments development. They cannot be long, due to the fact that the high-speed N2, with the following routes providing a high order of activity cannot be sustained over too important east-west linkages: R68, R75 and the R286. long a distance in sparsely populated areas. There are five types of activity routes proposed, varying in accordance to the level of activity encouraged along them as well as their primary function:
107 108 Chapter 5
Sector Plans and Co-Ordination
109 Sector Plans
The purpose of this section is to outline the status commitment to support the development objectives of of sector plans in support of Umzumbe Municipality municipalities has been evident in the distribution of to achieve its development goals as stated in the its programs and budget. The table below shows status Integrated Development Plan. .The government wide of sector plans in the municipal IDP.
Sector Plan Umzumbe Adoption/ Review Progress Responsible date Departments
SPATIAL DEVELOPMENT ANALYSIS AND RATIONALE
YES/NO
Spatial Development Yes 29 May 2009 Do not have an Planning Framework updated one in Department place. However a service provider has been appointed by CoGTA to assist the municipality with drafting of the SDF.
Disaster Yes January 2009 Available Council Social and Economic Management Plan approved document. Department Currently, the plan is under review and is to be adopted in June 2011
Organizational Yes In place however Development Performance Provincial PMS Unit Planning Management Plan has introduced a Department (OPMS) and Service new OPM/Annual Delivery and Budget Report template Implementation Plan for purposes of (SDBIP) standardising the PMS in the Province
110 Sector Plan Umzumbe Adoption/ Review Progress Responsible date Departments
Integrated Transport No Will benefit from Planning Plan the district wide Department plan compiled by Siyazithula Consultants on behalf of Ugu and local municipalities.
SERVICE DELIVERY AND INFRASTRUCTURE PLANNING
Housing Sector Plan Yes The plan is currently Technical Services under review. The Department Housing Chapter is a summarized version of the Housing Sector Plan and focuses on certain key areas for the purpose of the IDP. For more detailed information reference should be made to the Housing Sector Plan.
Integrated Waste Yes Not adopted yet The municipality Technical Services Management Plan developed its IWMP which identified all areas generating waste within the municipality and identified strategies for waste management in the municipality.
111 Sector Plan Umzumbe Adoption/ Review Progress Responsible date Departments
Environmental No N/A Do not have a Technical Services Management Plan detailed analysis of the natural environment and its elements including priorities and risk aspects. However there projects identified to address some of the environmental issues in the municipality.
Energy and N/A N/A/ Dependant on Technical Services Electricity Plan Eskom but have budgeted for compilation of the said plan for the municipality in the next financial year
Infrastructure Yes Reviewed 2010 The plan looks at Technical Services Investment Plan the status of basic service delivery issues in Umzumbe Municipality
112 Sector Plan Umzumbe Adoption/ Review Progress Responsible date Departments
LOCAL ECONOMIC DEVELOPMENT
Local Economic Yes December 2011 The LED strategy is Social and Economic Development in place as the LED Department programmes are informed by this strategy. It is aligned with the national, provincial and district objectives and management structures are in place.
INSTITUTITONAL ARRANGEMENT
Work Skills Plan Yes Reviewed WSP is available Corporate Services and contains Department training needs of the employees and Councillors , budget for training needs etc.
113 114 Chapter 6
Programmes and Projects
115 Abbreviations and Acronyms Programme AMR Automated Meter Reading MIG Municipal Infrastructure Grant ASGISA Accelerated and Shared Growth Initiative MMC Member of Mayoral Committee BPC Budget Planning Committee MPRA Municipal Properties Rates Act CBD Central Business District MSA Municipal Systems Act CFO Chief Financial Officer MTEF Medium-term Expenditure Framework CM City Manager MTREF Medium-term Revenue and Expenditure Framework CPI Consumer Price Index NERSA National Electricity Regulator South Africa CRRF Capital Replacement Reserve Fund NGO Non-Governmental organisations DBSA Development Bank of South Africa NKPIs National Key Performance Indicators DoRA Division of Revenue Act OHS Occupational Health and Safety DWA Department of Water Affairs OP Operational Plan EE Employment Equity PBO Public Benefit Organisations EEDSM Energy Efficiency Demand Side Management PHC Provincial Health Care EM Executive Mayor PMS Performance Management System FBS Free basic services PPE Property Plant and Equipment GAMAP Generally Accepted Municipal Accounting Practice PPP Public Private Partnership GDP Gross domestic product PTIS Public Transport Infrastructure System GDS Gauteng Growth and Development Strategy RG Restructuring Grant GFS Government Financial Statistics RSC Regional Services Council GRAP General Recognised Accounting Practice SALGA South African Local Government Association HR Human Resources SAPS South African Police Service HSRC Human Science Research Council SDBIP Service Delivery Budget Implementation Plan IDP Integrated Development Strategy SMME Small Micro and Medium Enterprises IT Information Technology kℓ kilolitre km kilometre KPA Key Performance Area KPI Key Performance Indicator kWh kilowatt ℓ litre LED Local Economic Development MEC Member of the Executive Committee MFMA Municipal Financial Management Act
116 IDP Implementation
6.1. THE IMPLEMENTATION PLAN finance in KwaZulu Natal, Ms. Ina Cronje. In preparing the final budget for the financial Umzumbe’s implementation plan (both 5 year and year 2012/13, we have aligned our priorities to the annual) is the linkage of projects to budget allocations national and the provincial priorities to ensure that and the year of implementation. The detail planning our programmes as Umzumbe are in line with our of most of the projects will commence during the government’s strategic framework on service delivery. 2012/2013 financial year. This, we are doing to achieve the idea of a ‘seamless’ The timing of the projects could change due to government. availability of human and non-human resources. Financial resources other than own municipal sources In closing, Honorable Speaker, I want to assure could also have an effect on when a project will be all members of council that this budget has been implemented, depending on when these resources will presented to our community, through our public be released. The implementation plan is the primary participation mechanisms, to afford our people an management guide to implement the IDP. opportunity to engage fruitfully with us, and provide All projects planned for implementation in year one input that assisted us in preparing our final ‘peoples’ have budgeted amounts The Capital budget was budget . prepared on the basis of the prioritised projects that emanated from the IDP process. Below are copies of I thank you the budget as well as programmes and projects.
6.2. BUDGET Council Resolutions 6.2.1 MAYOR’S REPORT On 22 May 2012 the Council of Umzumbe Local Municipality met in the Council Chambers of It gives me great pleasure to table before this council Umzumbe Municipality to consider the annual budget our draft budget for the financial year 2012/2013. The of the municipality for the financial year 2012/2013. tabling of this final budget today is done in compliance The Council approved and adopted the following with the requirements of the Municipal Finance resolutions: Management Act no 56 of 2003 section 16, which 1. The Council of Umzumbe Local Municipality, acting amongst other things states that: in terms of section 24 of the Municipal Finance 1) The Council of the municipality must for each Management Act, (Act 56 of 2003) approves and financial year approve an annual budget for the adopts: municipality before the start of the start 1. The annual budget of the municipality for the 2) In order for the municipality to comply with financial year 2012/13 and the multi-year and subsection (1), the Mayor of the Municipality must single-year capital appropriations as set out in the table the annual budget at a council meeting at following tables: least 90 days before the start of the financial year. • Budgeted Financial Performance (revenue Honorable, Speaker, the final budget that I am tabling and expenditure by standard classification) before council today, takes into account, the national as contained in Table 2 Page 6; priorities, as presented by President Gedleyihlekisa • Budgeted Financial Performance (revenue Mhlanganyelwa Zuma, in the State of the Nation and expenditure by municipal vote) as Address earlier this year. Furthermore, the Budget contained in Table 3 page 7; Speech, presented to the Nation by the Minister of • Budgeted Financial Performance (revenue by Finance, Mr. Pravin Gordhan, has provided a foundation source and expenditure by type) as contained through which our projections are based. In addition, in Table 4 page 8; the Premier of KwaZulu Natal, Dr. Zweli Mkhize, in his • Multi-year and single-year capital State of the Province Address, has clearly articulated appropriations by municipal vote and our provincial governments priorities for the coming standard classification and associated year, and these have been further emphasized in the funding by source as contained in Table 5 provincial budget speech, presented by, the MEC for page 10.
117 2. The financial position, cash flow budget, cash- 2. Executive Summary backed reserve/accumulated surplus, asset The application of sound financial management management and basic service delivery targets principles for the compilation of the Municipality’s are approved as set out in the following tables: financial plan is essential and critical to ensure that • Budgeted Financial Position as contained in the Municipality remains financially viable and Table 6 page 12; that municipal services are provided sustainably, • Budgeted Cash Flows as contained in Table 7 economically and equitably to all communities. page 14; The Municipality is grant dependent and it is 100% • Cash backed reserves and accumulated rural with high poverty and very low employment surplus reconciliation as contained in Table rates. The Municipality’s business and service 8 page 14; delivery priorities were reviewed as part of this • Asset management as contained in Table 9 year’s planning and budget process. Where page 16; appropriate, funds were transferred from low- to • Basic service delivery measurement as high-priority programmes so as to maintain sound contained in Table 10 page 18. financial stewardship. 3. The Council of Umzumbe Local Municipality, acting in terms of section 75A of the Local National Treasury’s MFMA Circular No. 58 and 59 Government: Municipal Systems Act (Act 32 of were used to guide the compilation of the 2012/2013 2000) approves and adopts with effect from 1 July MTREF. 2012: The main challenges experienced during the • the tariffs for property rates compilation of the 2012/2013 MTREF can be summarised as follows:
TABLE 1 MBRR Table A1 – Budget Summary
A1KZN213 Umzumbe - Table A1 Budget Summary 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousands Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Financial Performance Property rates – 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 Service charges – – – – – – – – – – Investment revenue – – 1,421 – – – – 1,000 900 800 Transfers recognised - operational 62,784 79,405 63,564 103,143 105,143 105,143 55,084 95,627 95,880 103,456 Other own revenue 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 Total Revenue 64,002 83,738 67,257 109,473 112,516 112,516 62,189 99,559 99,890 107,555 (excluding capital transfers and contributions) Employee costs 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Remuneration of councillors 7,637 8,092 7,864 8,947 9,147 9,147 5,840 10,348 11,176 12,070 Depreciation & asset impairment 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079 Finance charges – – – – – – – – – – Materials and bulk purchases – – – – – – – – – – Transfers and grants – – – – – – – – – – Other expenditure 29,690 25,446 27,241 34,688 36,531 36,531 16,123 44,355 47,016 49,837 Total Expenditure 52,237 50,916 57,206 70,511 72,354 72,354 34,063 86,759 92,171 97,925
118 1. The ongoing difficulties in the national and 3. Annual Budget Tables - Parent Municipality local economy; The following pages present the ten main budget 2. Lack and poorly maintained roads infrastructure; tables as required in terms of section 8 of the 3. The need to reprioritise projects and Municipal Budget and Reporting Regulations. expenditure within the existing resource These tables set out the municipality’s 2012/2013 envelope given the cash flow realities; budget and MTREF as approved by the Council. Each table is accompanied by explanatory notes. 4. Dependency on government grants; 5. Wage increases for municipal staff that continue to exceed consumer inflation, as well as the need to fill critical vacancies; 6. Affordability of capital projects;
TABLE 1 MBRR Table A1 – Budget Summary
A1KZN213 Umzumbe - Table A1 Budget Summary 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousands Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Financial Performance Property rates – 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 Service charges – – – – – – – – – – Investment revenue – – 1,421 – – – – 1,000 900 800 Transfers recognised - operational 62,784 79,405 63,564 103,143 105,143 105,143 55,084 95,627 95,880 103,456 Other own revenue 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 Total Revenue 64,002 83,738 67,257 109,473 112,516 112,516 62,189 99,559 99,890 107,555 (excluding capital transfers and contributions) Employee costs 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Remuneration of councillors 7,637 8,092 7,864 8,947 9,147 9,147 5,840 10,348 11,176 12,070 Depreciation & asset impairment 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079 Finance charges – – – – – – – – – – Materials and bulk purchases – – – – – – – – – – Transfers and grants – – – – – – – – – – Other expenditure 29,690 25,446 27,241 34,688 36,531 36,531 16,123 44,355 47,016 49,837 Total Expenditure 52,237 50,916 57,206 70,511 72,354 72,354 34,063 86,759 92,171 97,925
119 A1KZN213 Umzumbe - Table A1 Budget Summary 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousands Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Surplus/(Deficit) 11,765 32,822 10,051 38,962 40,162 40,162 28,126 12,800 7,719 9,629 Transfers recognised - capital 9,329 31,417 31,922 38,962 45,500 45,500 17,642 29,908 31,549 33,373 Contributions recognised - capital & contributed assets – – – – – – – – – – Surplus/(Deficit) after capital transfers & contributions 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Share of surplus/ (deficit) of associate – – – – – – – – – – Surplus/(Deficit) for the year 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Capital expenditure & funds sources Capital expenditure 25,037 31,417 35,481 38,962 45,499 45,499 8,987 42,709 45,272 47,988 Transfers recognised - capital 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Public contributions & donations – – – – – – – – – – Borrowing – – – – – – – – – – Internally generated funds – – – – – – – – – – Total sources of capital funds 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Financial position Total current assets 12,957 26,033 24,070 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Total non current assets – – 137,136 103,143 103,143 103,143 120,450 122,112 129,438 137,205 Total current liabilities 1,248 980 7,999 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Total non current liabilities – – – – – – – – – – Community wealth/Equity 37,521 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928 Cash flows Net cash from (used) operating 12,834 27,705 48,078 38,962 40,162 40,162 45,768 42,709 39,532 43,658 Net cash from (used) investing (22,835) (31,719) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) Net cash from (used) financing – – – – – – – – – – Cash/cash equivalents at the year end (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070) Cash backing/surplus reconciliation Cash and investments available 9,335 19,786 15,618 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Application of cash and investments – (1,112) (1,778) 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Balance - surplus (shortfall) 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994) Asset management Asset register summary (WDV) 25,036 31,646 35,480 38,962 45,499 45,499 42,709 42,709 45,272 47,988 Depreciation & asset impairment 3,254 3,626 6,123 5,545 5,545 5,545 6,300 6,300 6,678 7,079 Renewal of Existing Assets – – – – – – – – – – Repairs and Maintenance – – 657 1,062 3,083 3,083 5,215 5,215 5,528 5,860 Free services Cost of Free Basic Services provided – – – – – – – – – – Revenue cost of free services provided – – – – – – – – – –
120 A1KZN213 Umzumbe - Table A1 Budget Summary 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousands Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Surplus/(Deficit) 11,765 32,822 10,051 38,962 40,162 40,162 28,126 12,800 7,719 9,629 Transfers recognised - capital 9,329 31,417 31,922 38,962 45,500 45,500 17,642 29,908 31,549 33,373 Contributions recognised - capital & contributed assets – – – – – – – – – – Surplus/(Deficit) after capital transfers & contributions 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Share of surplus/ (deficit) of associate – – – – – – – – – – Surplus/(Deficit) for the year 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Capital expenditure & funds sources Capital expenditure 25,037 31,417 35,481 38,962 45,499 45,499 8,987 42,709 45,272 47,988 Transfers recognised - capital 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Public contributions & donations – – – – – – – – – – Borrowing – – – – – – – – – – Internally generated funds – – – – – – – – – – Total sources of capital funds 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Financial position Total current assets 12,957 26,033 24,070 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Total non current assets – – 137,136 103,143 103,143 103,143 120,450 122,112 129,438 137,205 Total current liabilities 1,248 980 7,999 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Total non current liabilities – – – – – – – – – – Community wealth/Equity 37,521 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928 Cash flows Net cash from (used) operating 12,834 27,705 48,078 38,962 40,162 40,162 45,768 42,709 39,532 43,658 Net cash from (used) investing (22,835) (31,719) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) Net cash from (used) financing – – – – – – – – – – Cash/cash equivalents at the year end (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070) Cash backing/surplus reconciliation Cash and investments available 9,335 19,786 15,618 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Application of cash and investments – (1,112) (1,778) 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Balance - surplus (shortfall) 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994) Asset management Asset register summary (WDV) 25,036 31,646 35,480 38,962 45,499 45,499 42,709 42,709 45,272 47,988 Depreciation & asset impairment 3,254 3,626 6,123 5,545 5,545 5,545 6,300 6,300 6,678 7,079 Renewal of Existing Assets – – – – – – – – – – Repairs and Maintenance – – 657 1,062 3,083 3,083 5,215 5,215 5,528 5,860 Free services Cost of Free Basic Services provided – – – – – – – – – – Revenue cost of free services provided – – – – – – – – – –
121 A1KZN213 Umzumbe - Table A1 Budget Summary 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousands Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Households below minimum service level Water: – – – – – – – – – – Sanitation/sewerage: – – – – – – – – – – Energy: – – – – – – – – – – Refuse: – – – – – – – – – –
Explanatory notes to MBRR Table A1 - Budget Summary 1. Table A1 is a budget summary and provides a concise overview of the Municipality’s budget from all of the major financial perspectives (operating, capital expenditure, financial position, cash flow, and MFMA funding compliance). 2. The table provides an overview of the amounts approved by Council for operating performance, resources deployed to capital expenditure, financial position, cash and funding compliance, as well as the municipality’s commitment to eliminating basic service delivery backlogs. 3. Financial management reforms emphasises the importance of the municipal budget being funded. This requires the simultaneous assessment of the Financial Performance, Financial Position and Cash Flow Budgets, along with the Capital Budget. The Budget Summary provides the key information in this regard: 1. The operating surplus/deficit (after Total Expenditure) is positive over the MTREF
TABLE 2 MBRR Table A2 – Budgeted Financial Performance (revenue and expenditure by standard classification) KZN213 Umzumbe - Table A2 Budgeted Financial Performance (revenue and expenditure by standard classification) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Revenue - Standard Governance and administration 41,061 59,034 64,351 50,651 53,870 53,870 61,444 65,131 69,038 Executive and council 15,096 8,800 16,456 5,254 8,424 8,424 8,515 9,026 9,567 Budget and treasury office 25,965 50,234 47,895 7,911 7,911 7,911 9,680 10,261 10,876 Corporate services – – – 37,486 37,535 37,535 43,249 45,844 48,594 Community and public safety 22,336 14,863 32,175 18,160 16,784 16,784 23,640 25,058 26,562 Community and social services 22,336 14,863 32,175 18,160 16,784 16,784 23,640 25,058 26,562 Sport and recreation – – – – – – – – – Public safety – – – – – – – – – Housing – – – – – – – – – Health – – – – – – – – – Economic and environmental services 604 8,772 2,654 1,700 1,700 1,700 1,675 1,776 1,882 Planning and development 604 8,772 2,654 1,700 1,700 1,700 1,675 1,776 1,882 Road transport – – – – – – – – – Environmental protection – – – – – – – – –
122 A1KZN213 Umzumbe - Table A1 Budget Summary 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousands Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Households below minimum service level Water: – – – – – – – – – – Sanitation/sewerage: – – – – – – – – – – Energy: – – – – – – – – – – Refuse: – – – – – – – – – –
2. Capital expenditure is balanced by capital funding sources, of which 1. Transfers recognised is reflected on the Financial Performance Budget; 2. Borrowing is incorporated in the net cash from financing on the Cash Flow Budget 3. Internally generated funds is financed from a combination of the current operating surplus and accumulated cash-backed surpluses from previous years. The amount is incorporated in the Net cash from investing on the Cash Flow Budget. The fact that the municipality’s cash flow remains positive, and is improving indicates that the necessary cash resources are available to fund the Capital Budget. 4. The Cash backing/surplus reconciliation shows that in previous financial years the municipality was not paying much attention to managing this aspect of its finances, and consequently many of its obligations are not cash- backed. 5. Even though the Council is placing great emphasis on securing the financial sustainability of the municipality, this is not being done at the expense of services to the poor. TABLE 2 MBRR Table A2 – Budgeted Financial Performance (revenue and expenditure by standard classification) KZN213 Umzumbe - Table A2 Budgeted Financial Performance (revenue and expenditure by standard classification) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Revenue - Standard Governance and administration 41,061 59,034 64,351 50,651 53,870 53,870 61,444 65,131 69,038 Executive and council 15,096 8,800 16,456 5,254 8,424 8,424 8,515 9,026 9,567 Budget and treasury office 25,965 50,234 47,895 7,911 7,911 7,911 9,680 10,261 10,876 Corporate services – – – 37,486 37,535 37,535 43,249 45,844 48,594 Community and public safety 22,336 14,863 32,175 18,160 16,784 16,784 23,640 25,058 26,562 Community and social services 22,336 14,863 32,175 18,160 16,784 16,784 23,640 25,058 26,562 Sport and recreation – – – – – – – – – Public safety – – – – – – – – – Housing – – – – – – – – – Health – – – – – – – – – Economic and environmental services 604 8,772 2,654 1,700 1,700 1,700 1,675 1,776 1,882 Planning and development 604 8,772 2,654 1,700 1,700 1,700 1,675 1,776 1,882 Road transport – – – – – – – – – Environmental protection – – – – – – – – –
123 KZN213 Umzumbe - Table A2 Budgeted Financial Performance (revenue and expenditure by standard classification) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Trading services – – – – – – – – – Electricity – – – – – – – – – Water – – – – – – – – – Waste water management – – – – – – – – – Waste management – – – – – – – – – Other 4 – – – – – – – – – Total Revenue - Standard 2 64,002 82,669 99,179 70,511 72,354 72,354 86,759 91,964 97,482 Expenditure - Standard Governance and administration 37,144 38,510 37,135 50,651 53,870 53,870 61,444 65,131 69,038 Executive and council 13,694 5,768 9,496 5,254 8,424 8,424 8,515 9,026 9,567 Budget and treasury office 23,450 32,742 27,639 7,911 7,911 7,911 9,680 10,261 10,876 Corporate services – – – 37,486 37,535 37,535 43,249 45,844 48,594 Community and public safety 16,981 9,742 18,882 18,160 16,784 16,784 23,640 25,058 26,562 Community and social services 16,981 9,742 18,882 18,160 16,784 16,784 23,640 25,058 26,562 Sport and recreation – – – – – – – – – Public safety – – – – – – – – – Housing – – – – – – – – – Health – – – – – – – – – Economic and environmental services 548 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Planning and development 548 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Road transport – – – – – – – – – Environmental protection – – – – – – – – – Trading services – – – – – – – – – Electricity – – – – – – – – – Water – – – – – – – – – Waste water management – – – – – – – – – Waste management – – – – – – – – – Other 4 – – – – – – – – – Total Expenditure - Standard 3 54,672 54,035 57,549 70,511 72,354 72,354 86,759 91,964 97,482 Surplus/(Deficit) for the year 9,329 28,634 41,631 – – – – – –
Explanatory notes to MBRR Table A2 Budgeted Financial Performance (revenue and expenditure by standard classification) 1. Table A2 is a view of the budgeted financial performance in relation to revenue and expenditure per standard classification. The modified GFS standard classification divides the municipal services into 15 functional areas. Municipal revenue, operating expenditure and capital expenditure are then classified in terms if each of these functional areas which enables the National Treasury to compile ‘whole of government’ reports.
124 KZN213 Umzumbe - Table A2 Budgeted Financial Performance (revenue and expenditure by standard classification) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Trading services – – – – – – – – – Electricity – – – – – – – – – Water – – – – – – – – – Waste water management – – – – – – – – – Waste management – – – – – – – – – Other 4 – – – – – – – – – Total Revenue - Standard 2 64,002 82,669 99,179 70,511 72,354 72,354 86,759 91,964 97,482 Expenditure - Standard Governance and administration 37,144 38,510 37,135 50,651 53,870 53,870 61,444 65,131 69,038 Executive and council 13,694 5,768 9,496 5,254 8,424 8,424 8,515 9,026 9,567 Budget and treasury office 23,450 32,742 27,639 7,911 7,911 7,911 9,680 10,261 10,876 Corporate services – – – 37,486 37,535 37,535 43,249 45,844 48,594 Community and public safety 16,981 9,742 18,882 18,160 16,784 16,784 23,640 25,058 26,562 Community and social services 16,981 9,742 18,882 18,160 16,784 16,784 23,640 25,058 26,562 Sport and recreation – – – – – – – – – Public safety – – – – – – – – – Housing – – – – – – – – – Health – – – – – – – – – Economic and environmental services 548 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Planning and development 548 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Road transport – – – – – – – – – Environmental protection – – – – – – – – – Trading services – – – – – – – – – Electricity – – – – – – – – – Water – – – – – – – – – Waste water management – – – – – – – – – Waste management – – – – – – – – – Other 4 – – – – – – – – – Total Expenditure - Standard 3 54,672 54,035 57,549 70,511 72,354 72,354 86,759 91,964 97,482 Surplus/(Deficit) for the year 9,329 28,634 41,631 – – – – – –
2. Note the Total Revenue on this table includes capital revenues (Transfers recognised – capital) and so does not balance to the operating revenue shown on Table A4.
125 TABLE 3 MBRR Table A3 – Budgeted Financial Performance (revenue and expenditure by municipal vote) KZN213 Umzumbe - Table A3 Budgeted Financial Performance (revenue and expenditure by municipal vote) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Revenue by Vote 1 Vote 1 - EXECUTIVE AND COUNCIL 15,096 8,800 16,456 5,254 8,424 8,424 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 25,965 50,234 47,895 45,397 45,446 45,446 52,929 56,105 59,471 Vote 3 - PLANNING 604 8,772 2,654 1,700 1,700 1,700 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 22,336 14,863 32,17 18,160 16,784 16,784 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – Vote 9 - [NAME OF VOTE 9] – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – Total Revenue by Vote 2 64,002 82,669 99,179 70,511 72,354 72,354 86,759 91,964 97,482 Expenditure by Vote to be appropriated 1 Vote 1 - EXECUTIVE AND COUNCIL 13,694 5,768 9,496 5,254 8,424 8,424 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 23,450 32,742 27,639 45,397 45,446 45,446 52,929 56,105 59,471 Vote 3 - PLANNING 548 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 16,981 9,742 18,882 18,160 16,784 16,784 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – Vote 9 - [NAME OF VOTE 9] – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – Total Expenditure by Vote 2 54,672 54,035 57,549 70,511 72,354 72,354 86,759 91,964 97,482 Surplus/(Deficit) for the year 2 9,329 28,634 41,631 – – – – – –
Explanatory notes to MBRR Table A3 - Budgeted Financial Performance (revenue and expenditure by municipal vote)
1. Table A3 is a view of the budgeted financial performance in relation to the revenue and expenditure per municipal vote. This table facilitates the view of the budgeted operating performance in relation to the organisational
126 TABLE 3 MBRR Table A3 – Budgeted Financial Performance (revenue and expenditure by municipal vote) KZN213 Umzumbe - Table A3 Budgeted Financial Performance (revenue and expenditure by municipal vote) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Revenue by Vote 1 Vote 1 - EXECUTIVE AND COUNCIL 15,096 8,800 16,456 5,254 8,424 8,424 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 25,965 50,234 47,895 45,397 45,446 45,446 52,929 56,105 59,471 Vote 3 - PLANNING 604 8,772 2,654 1,700 1,700 1,700 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 22,336 14,863 32,17 18,160 16,784 16,784 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – Vote 9 - [NAME OF VOTE 9] – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – Total Revenue by Vote 2 64,002 82,669 99,179 70,511 72,354 72,354 86,759 91,964 97,482 Expenditure by Vote to be appropriated 1 Vote 1 - EXECUTIVE AND COUNCIL 13,694 5,768 9,496 5,254 8,424 8,424 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 23,450 32,742 27,639 45,397 45,446 45,446 52,929 56,105 59,471 Vote 3 - PLANNING 548 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 16,981 9,742 18,882 18,160 16,784 16,784 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – Vote 9 - [NAME OF VOTE 9] – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – Total Expenditure by Vote 2 54,672 54,035 57,549 70,511 72,354 72,354 86,759 91,964 97,482 Surplus/(Deficit) for the year 2 9,329 28,634 41,631 – – – – – –
structure of the Municipality. This means it is possible to present the operating surplus or deficit of a vote. The following table is an analysis of the surplus or deficit for the electricity and water trading services.
127 TABLE 4 MBRR Table A4 – Budgeted Financial Performance (revenue and expenditure)
KZN213 Umzumbe - Table A4 Budgeted Financial Performance (revenue and expenditure) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Revenue By Source Property rates 2 – 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 Property rates - penalties & collection charges Service charges - electricity revenue 2 – – – – – – – – – – Service charges - water revenue 2 – – – – – – – – – – Service charges - sanitation revenue 2 – – – – – – – – – – Service charges - refuse revenue 2 – – – – – – – – – – Service charges - other Rental of facilities and equipment Interest earned - external investments 1,421 1,000 900 800 Interest earned - outstanding debtors Dividends received Fines Licences and permits Agency services Transfers recognised - operational 62,784 79,405 63,564 103,143 105,143 105,143 55,084 95,627 95,880 103,456 Other revenue 2 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 Gains on disposal of PPE Total Revenue (excluding capital transfers and 64,002 83,738 67,257 109,473 112,516 112,516 62,189 99,559 99,890 107,555 contributions) Expenditure By Type Employee related costs 2 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Remuneration of councillors 7,637 8,092 7,864 8,947 9,147 9,147 5,840 10,348 11,176 12,070 Debt impairment 3 Depreciation & asset impairment 2 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079 Finance charges Bulk purchases 2 – – – – – – – – – – Other materials 8 Contracted services – – – – – – – – – – Transfers and grants – – – – – – – – – – Other expenditure 4, 5 29,690 25,446 27,241 34,688 36,531 36,531 16,123 44,355 47,016 49,837 Loss on disposal of PPE Total Expenditure 52,237 50,916 57,206 70,511 72,354 72,354 34,063 86,759 92,171 97,925
128 TABLE 4 MBRR Table A4 – Budgeted Financial Performance (revenue and expenditure)
KZN213 Umzumbe - Table A4 Budgeted Financial Performance (revenue and expenditure) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Revenue By Source Property rates 2 – 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 Property rates - penalties & collection charges Service charges - electricity revenue 2 – – – – – – – – – – Service charges - water revenue 2 – – – – – – – – – – Service charges - sanitation revenue 2 – – – – – – – – – – Service charges - refuse revenue 2 – – – – – – – – – – Service charges - other Rental of facilities and equipment Interest earned - external investments 1,421 1,000 900 800 Interest earned - outstanding debtors Dividends received Fines Licences and permits Agency services Transfers recognised - operational 62,784 79,405 63,564 103,143 105,143 105,143 55,084 95,627 95,880 103,456 Other revenue 2 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 Gains on disposal of PPE Total Revenue (excluding capital transfers and 64,002 83,738 67,257 109,473 112,516 112,516 62,189 99,559 99,890 107,555 contributions) Expenditure By Type Employee related costs 2 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Remuneration of councillors 7,637 8,092 7,864 8,947 9,147 9,147 5,840 10,348 11,176 12,070 Debt impairment 3 Depreciation & asset impairment 2 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079 Finance charges Bulk purchases 2 – – – – – – – – – – Other materials 8 Contracted services – – – – – – – – – – Transfers and grants – – – – – – – – – – Other expenditure 4, 5 29,690 25,446 27,241 34,688 36,531 36,531 16,123 44,355 47,016 49,837 Loss on disposal of PPE Total Expenditure 52,237 50,916 57,206 70,511 72,354 72,354 34,063 86,759 92,171 97,925
129 KZN213 Umzumbe - Table A4 Budgeted Financial Performance (revenue and expenditure) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Surplus/(Deficit) 11,765 32,822 10,051 38,962 40,162 40,162 28,126 12,800 7,719 9,629 Transfers recognised - capital 9,329 31,417 31,922 38,962 45,500 45,500 17,642 29,908 31,549 33,373 Contributions recognised - capital 6 – – – – – – – – – – Contributed assets Surplus/(Deficit) after capital transfers & 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 contributions Taxation Surplus/(Deficit) after taxation 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Attributable to minorities Surplus/(Deficit) attributable to municipality 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Share of surplus/ (deficit) of associate 7 Surplus/(Deficit) for the year 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002
Explanatory notes to Table A4 - Budgeted Financial Performance (revenue and expenditure) 1. Total revenue is R99.6 million in 2012/2013 and escalates to R107.6 by 2014/2015. 2. Revenue to be generated from property rates is R2.8 million in the 2012/2012 financial year and increases to R3.2 million by 2015/2015 which represents only 3 per cent of the operating revenue base of the Municipality and therefore remains an insignificant funding source for the municipality.
TABLE 5 MBRR Table A5 – Budgeted Capital Expenditure by vote, standard classification and funding source
KZN213 Umzumbe - Table A5 Budgeted Capital Expenditure by vote, standard classification and funding source 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Capital expenditure - Vote Multi-year expenditure to be appropriated 2 Vote 1 - EXECUTIVE AND COUNCIL – – – – – – – – – – Vote 2 - FINANCE AND ADMIN – – – – – – – – – – Vote 3 - PLANNING – – – – – – – – – – Vote 4 - COMMUNITY AND SOCIAL SERVICES – – – – – – – – – – Vote 5 - [NAME OF VOTE 5] – – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – –
130 KZN213 Umzumbe - Table A4 Budgeted Financial Performance (revenue and expenditure) 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Surplus/(Deficit) 11,765 32,822 10,051 38,962 40,162 40,162 28,126 12,800 7,719 9,629 Transfers recognised - capital 9,329 31,417 31,922 38,962 45,500 45,500 17,642 29,908 31,549 33,373 Contributions recognised - capital 6 – – – – – – – – – – Contributed assets Surplus/(Deficit) after capital transfers & 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 contributions Taxation Surplus/(Deficit) after taxation 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Attributable to minorities Surplus/(Deficit) attributable to municipality 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Share of surplus/ (deficit) of associate 7 Surplus/(Deficit) for the year 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002
3. Transfers recognised – operating includes the local government equitable share and other operating grants from national and provincial government. It needs to be noted that in real terms the grants receipts from national government are growing rapidly over the MTREF. Government grants are the main sources of the municipality’s revenue since it totals to 96% which makes our municipality grants dependent.
TABLE 5 MBRR Table A5 – Budgeted Capital Expenditure by vote, standard classification and funding source
KZN213 Umzumbe - Table A5 Budgeted Capital Expenditure by vote, standard classification and funding source 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Capital expenditure - Vote Multi-year expenditure to be appropriated 2 Vote 1 - EXECUTIVE AND COUNCIL – – – – – – – – – – Vote 2 - FINANCE AND ADMIN – – – – – – – – – – Vote 3 - PLANNING – – – – – – – – – – Vote 4 - COMMUNITY AND SOCIAL SERVICES – – – – – – – – – – Vote 5 - [NAME OF VOTE 5] – – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – –
131 KZN213 Umzumbe - Table A5 Budgeted Capital Expenditure by vote, standard classification and funding source 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – Capital multi-year expenditure sub-total 7 – – – – – – – – – – Single-year expenditure to be appropriated 2 Vote 1 - EXECUTIVE AND COUNCIL 761 127 680 60 110 110 37 35 37 39 Vote 2 - FINANCE AND ADMIN 513 1,962 466 1,821 1,771 1,771 34 925 981 1,039 Vote 3 - PLANNING 12 9 21 15 15 15 – 15 16 17 Vote 4 - COMMUNITY AND SOCIAL SERVICES 23,750 29,320 34,314 37,066 43,604 43,604 8,916 41,734 44,238 46,892 Vote 5 - [NAME OF VOTE 5] – – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – – Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – Capital single-year expenditure sub-total 25,036 31,417 35,480 38,962 45,500 45,500 8,987 42,709 45,272 47,988 Total Capital Expenditure - Vote 25,036 31,417 35,480 38,962 45,500 45,500 8,987 42,709 45,272 47,988 Capital Expenditure - Standard Governance and administration 1,275 2,088 1,146 1,881 1,881 1,881 71 960 1,018 1,079 Executive and council 761 127 680 60 110 110 37 35 37 39 Budget and treasury office 513 1,962 466 50 50 50 – 20 21 22 Corporate services 1,771 1,721 1,721 34 905 959 1,017 Community and public safety 23,750 29,320 34,314 37,066 43,603 43,603 8,916 41,734 44,238 46,892 Community and social services 23,750 29,320 34,314 37,066 43,603 43,603 8,916 41,734 44,238 46,892 Sport and recreation Public safety Housing Health
132 KZN213 Umzumbe - Table A5 Budgeted Capital Expenditure by vote, standard classification and funding source 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – Capital multi-year expenditure sub-total 7 – – – – – – – – – – Single-year expenditure to be appropriated 2 Vote 1 - EXECUTIVE AND COUNCIL 761 127 680 60 110 110 37 35 37 39 Vote 2 - FINANCE AND ADMIN 513 1,962 466 1,821 1,771 1,771 34 925 981 1,039 Vote 3 - PLANNING 12 9 21 15 15 15 – 15 16 17 Vote 4 - COMMUNITY AND SOCIAL SERVICES 23,750 29,320 34,314 37,066 43,604 43,604 8,916 41,734 44,238 46,892 Vote 5 - [NAME OF VOTE 5] – – – – – – – – – – Vote 6 - [NAME OF VOTE 6] – – – – – – – – – – Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – Vote 8 - [NAME OF VOTE 8] – – – – – – – – – – Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – Capital single-year expenditure sub-total 25,036 31,417 35,480 38,962 45,500 45,500 8,987 42,709 45,272 47,988 Total Capital Expenditure - Vote 25,036 31,417 35,480 38,962 45,500 45,500 8,987 42,709 45,272 47,988 Capital Expenditure - Standard Governance and administration 1,275 2,088 1,146 1,881 1,881 1,881 71 960 1,018 1,079 Executive and council 761 127 680 60 110 110 37 35 37 39 Budget and treasury office 513 1,962 466 50 50 50 – 20 21 22 Corporate services 1,771 1,721 1,721 34 905 959 1,017 Community and public safety 23,750 29,320 34,314 37,066 43,603 43,603 8,916 41,734 44,238 46,892 Community and social services 23,750 29,320 34,314 37,066 43,603 43,603 8,916 41,734 44,238 46,892 Sport and recreation Public safety Housing Health
133 KZN213 Umzumbe - Table A5 Budgeted Capital Expenditure by vote, standard classification and funding source 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Economic and environmental services 12 9 21 15 15 15 – 15 16 17 Planning and development 12 9 21 15 15 15 – 15 16 17 Road transport Environmental protection Trading services – – – – – – – – – – Electricity Water Waste water management Waste management Other Total Capital Expenditure - Standard 3 25,037 31,417 35,481 38,962 45,499 45,499 8,987 42,709 45,272 47,988 Funded by: National Government 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Provincial Government District Municipality Other transfers and grants Transfers recognised - capital 4 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Public contributions & donations 5 Borrowing 6 Internally generated funds Total Capital Funding 7 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988
Explanatory notes to Table A5 - Budgeted Capital Expenditure by vote, standard classification and funding source 1. Table A5 is a breakdown of the capital programme in relation to capital expenditure by municipal vote (multi- year and single-year appropriations); capital expenditure by standard classification; and the funding sources necessary to fund the capital budget, including information on capital transfers from national and provincial departments. 2. The MFMA provides that a municipality may approve multi-year or single-year capital budget appropriations. In relation to multi-year appropriations there is no budget allocated since the municipality does not have multi- year capital projects. 3. Single-year capital expenditure has been appropriated at R42,7 million for the 2012/2013 financial year and increases over the MTREF at levels of R45.3 million and R48 million respectively for the two outer years.
134 KZN213 Umzumbe - Table A5 Budgeted Capital Expenditure by vote, standard classification and funding source 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Economic and environmental services 12 9 21 15 15 15 – 15 16 17 Planning and development 12 9 21 15 15 15 – 15 16 17 Road transport Environmental protection Trading services – – – – – – – – – – Electricity Water Waste water management Waste management Other Total Capital Expenditure - Standard 3 25,037 31,417 35,481 38,962 45,499 45,499 8,987 42,709 45,272 47,988 Funded by: National Government 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Provincial Government District Municipality Other transfers and grants Transfers recognised - capital 4 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988 Public contributions & donations 5 Borrowing 6 Internally generated funds Total Capital Funding 7 36,659 58,441 31,922 38,962 45,500 45,500 17,642 42,709 45,272 47,988
4. The single-year appropriations relate to expenditure that will be incurred in the specific budget year such as construction of access roads, construction of a craft centre, procurement of vehicles, plant and equipment. The budget appropriations for the two outer years are indicative allocations based on the departmental business plans as informed by the IDP and will be reviewed on an annual basis to assess the relevance of the expenditure in relation to the strategic objectives and service delivery imperatives of the Municipality. For the purpose of funding assessment of the MTREF, these appropriations have been included but no commitments will be incurred against single-year appropriations for the two outer-years. 5. The capital programme is funded from capital and national grants and transfers and internally generated funds from current year surpluses. For 2012/2013, capital transfers totals R29.9 million and increases to R33.4 million by 2014/2015.
135 TABLE 6 MBRR Table A6 – Budgeted Financial Position
KZN213 Umzumbe - Table A6 Budgeted Financial Position 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 ASSETS Current assets Cash 9,777 19,786 15,618 Call investment deposits 1 – – – 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Consumer debtors 1 – – – – – – – – – – Other debtors 3,180 6,247 8,453 Current portion of long-term receivables Inventory 2 Total current assets 12,957 26,033 24,070 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Non current assets Long-term receivables Investments Investment property Investment in Associate Property, plant and equipment 3 – – 113,066 103,143 103,143 103,143 120,450 122,112 129,438 137,205 Agricultural Biological Intangible Other non-current assets 24,070 Total non current assets – – 137,136 103,143 103,143 103,143 120,450 122,112 129,438 137,205 TOTAL ASSETS 12,957 26,033 161,207 111,143 111,143 111,143 130,022 129,112 135,438 142,205 LIABILITIES Current liabilities Bank overdraft 1 442 Borrowing 4 – – – – – – – – – – Consumer deposits Trade and other payables 4 – – 6,675 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Provisions 807 980 1,324 Total current liabilities 1,248 980 7,999 2,325 2,325 2,325 7,898 5,334 5,654 5,994
136 TABLE 6 MBRR Table A6 – Budgeted Financial Position
KZN213 Umzumbe - Table A6 Budgeted Financial Position 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 ASSETS Current assets Cash 9,777 19,786 15,618 Call investment deposits 1 – – – 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Consumer debtors 1 – – – – – – – – – – Other debtors 3,180 6,247 8,453 Current portion of long-term receivables Inventory 2 Total current assets 12,957 26,033 24,070 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Non current assets Long-term receivables Investments Investment property Investment in Associate Property, plant and equipment 3 – – 113,066 103,143 103,143 103,143 120,450 122,112 129,438 137,205 Agricultural Biological Intangible Other non-current assets 24,070 Total non current assets – – 137,136 103,143 103,143 103,143 120,450 122,112 129,438 137,205 TOTAL ASSETS 12,957 26,033 161,207 111,143 111,143 111,143 130,022 129,112 135,438 142,205 LIABILITIES Current liabilities Bank overdraft 1 442 Borrowing 4 – – – – – – – – – – Consumer deposits Trade and other payables 4 – – 6,675 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Provisions 807 980 1,324 Total current liabilities 1,248 980 7,999 2,325 2,325 2,325 7,898 5,334 5,654 5,994
137 KZN213 Umzumbe - Table A6 Budgeted Financial Position 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Non current liabilities Borrowing – – – – – – – – – – Provisions – – – – – – – – – – Total non current liabilities – – – – – – – – – – TOTAL LIABILITIES 1,248 980 7,999 2,325 2,325 2,325 7,898 5,334 5,654 5,994 NET ASSETS 5 11,709 25,053 153,207 108,818 108,818 108,818 122,125 123,777 129,784 136,211 COMMUNITY WEALTH/EQUITY Accumulated Surplus/(Deficit) 10,506 Reserves 4 27,015 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928 Minorities’ interests TOTAL COMMUNITY WEALTH/EQUITY 5 37,521 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928
Explanatory notes to Table A6 - Budgeted Financial Position 1. Table A6 is consistent with international standards of good financial management practice, and improves understandability for councilors and management of the impact of the budget on the statement of financial position (balance sheet). 2. This format of presenting the statement of financial position is aligned to GRAP1, which is generally aligned to the international version which presents Assets less Liabilities as “accounting” Community Wealth. The order of items within each group illustrates items in order of liquidity; i.e. assets readily converted to cash, or liabilities immediately required to be met from cash, appear first. 3. Table SA3 is supported by an extensive table of notes providing a detailed analysis of the major components of a number of items, including: 1. Call investments deposits; 2. Consumer debtors; 3. Property, plant and equipment; 4. Trade and other payables; 5. Provisions non current; 6. Changes in net assets; and 7. Reserves
138 KZN213 Umzumbe - Table A6 Budgeted Financial Position 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Non current liabilities Borrowing – – – – – – – – – – Provisions – – – – – – – – – – Total non current liabilities – – – – – – – – – – TOTAL LIABILITIES 1,248 980 7,999 2,325 2,325 2,325 7,898 5,334 5,654 5,994 NET ASSETS 5 11,709 25,053 153,207 108,818 108,818 108,818 122,125 123,777 129,784 136,211 COMMUNITY WEALTH/EQUITY Accumulated Surplus/(Deficit) 10,506 Reserves 4 27,015 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928 Minorities’ interests TOTAL COMMUNITY WEALTH/EQUITY 5 37,521 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928
7. The municipal equivalent of equity is Community Wealth/Equity. The justification is that ownership and the net assets of the municipality belong to the community. 8. Any movement on the Budgeted Financial Performance or the Capital Budget will inevitably impact on the Budgeted Financial Position. As an example, the collection rate assumption will impact on the cash position of the municipality and subsequently inform the level of cash and cash equivalents at year end. Similarly, the collection rate assumption should inform the budget appropriation for debt impairment which in turn would impact on the provision for bad debt. These budget and planning assumptions form a critical link in determining the applicability and relevance of the budget as well as the determination of ratios and financial indicators. In addition the funding compliance assessment is informed directly by forecasting the statement of financial position.
139 TABLE 7 MBRR Table A7 – Budgeted Cash Flow Statement KZN213 Umzumbe - Table A7 Budgeted Cash Flow Statement 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 CASH FLOW FROM OPERATING ACTIVITIES Receipts Ratepayers and other 771 2,273 5,430 6,273 6,273 6,083 2,933 3,168 3,421 Government - operating 1 66,543 51,445 63,564 78,488 80,488 80,488 55,084 95,627 95,880 103,546 Government - capital 1 27,960 31,922 24,655 24,655 24,655 17,642 29,908 31,549 33,373 Interest 964 1,559 1,421 900 1,100 1,100 1,022 1,000 900 800 Dividends Payments Suppliers and employees (54,664) (54,030) (51,101) (70,511) (72,354) (72,354) (34,063) (86,759) (91,964) (97,482) Finance charges (9) Transfers and Grants 1 NET CASH FROM/(USED) OPERATING ACTIVITIES 12,834 27,705 48,078 38,962 40,162 40,162 45,768 42,709 39,532 43,658 CASH FLOWS FROM INVESTING ACTIVITIES Receipts Proceeds on disposal of PPE (302) Decrease (Increase) in non-current debtors Decrease (increase) other non-current receivables Decrease (increase) in non-current investments Payments Capital assets (22,835) (31,417) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) NET CASH FROM/(USED) INVESTING ACTIVITIES (22,835) (31,719) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) CASH FLOWS FROM FINANCING ACTIVITIES Receipts Short term loans Borrowing long term/refinancing Increase (decrease) in consumer deposits Payments Repayment of borrowing NET CASH FROM/(USED) FINANCING ACTIVITIES – – – – – – – – – – NET INCREASE/ (DECREASE) IN CASH HELD (10,001) (4,014) 12,598 0 (5,337) (5,337) 36,781 – (5,739) (4,330) Cash/cash equivalents at the year begin: 2 (10,001) (14,015) 7,000 5,337 5,337 5,337 – (5,739) Cash/cash equivalents at the year end: 2 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070)
Explanatory notes to Table A7 - Budgeted Cash Flow Statement 1. The budgeted cash flow statement is the first measurement in determining if the budget is funded. 2. It shows the expected level of cash in-flow versus cash out-flow that is likely to result from the implementation of the budget.
140 TABLE 7 MBRR Table A7 – Budgeted Cash Flow Statement KZN213 Umzumbe - Table A7 Budgeted Cash Flow Statement 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 CASH FLOW FROM OPERATING ACTIVITIES Receipts Ratepayers and other 771 2,273 5,430 6,273 6,273 6,083 2,933 3,168 3,421 Government - operating 1 66,543 51,445 63,564 78,488 80,488 80,488 55,084 95,627 95,880 103,546 Government - capital 1 27,960 31,922 24,655 24,655 24,655 17,642 29,908 31,549 33,373 Interest 964 1,559 1,421 900 1,100 1,100 1,022 1,000 900 800 Dividends Payments Suppliers and employees (54,664) (54,030) (51,101) (70,511) (72,354) (72,354) (34,063) (86,759) (91,964) (97,482) Finance charges (9) Transfers and Grants 1 NET CASH FROM/(USED) OPERATING ACTIVITIES 12,834 27,705 48,078 38,962 40,162 40,162 45,768 42,709 39,532 43,658 CASH FLOWS FROM INVESTING ACTIVITIES Receipts Proceeds on disposal of PPE (302) Decrease (Increase) in non-current debtors Decrease (increase) other non-current receivables Decrease (increase) in non-current investments Payments Capital assets (22,835) (31,417) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) NET CASH FROM/(USED) INVESTING ACTIVITIES (22,835) (31,719) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) CASH FLOWS FROM FINANCING ACTIVITIES Receipts Short term loans Borrowing long term/refinancing Increase (decrease) in consumer deposits Payments Repayment of borrowing NET CASH FROM/(USED) FINANCING ACTIVITIES – – – – – – – – – – NET INCREASE/ (DECREASE) IN CASH HELD (10,001) (4,014) 12,598 0 (5,337) (5,337) 36,781 – (5,739) (4,330) Cash/cash equivalents at the year begin: 2 (10,001) (14,015) 7,000 5,337 5,337 5,337 – (5,739) Cash/cash equivalents at the year end: 2 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070)
3. It can be seen that the cash levels of the Municipality improved over the 2008/2009 to 2009/10 period owing directly to a net increase in cash for the 2010/2011 financial year of R12.6 million. 4. The 2012/2013 MTREF has been informed by the planning principle of ensuring adequate cash reserves over the medium-term.
141 TABLE 8 MBRR Table A8 – Cash Backed Reserves/ Accummulated Surplus Reconciliation
KZN213 Umzumbe - Table A8 Cash Backed Reserves/Accummulated Surplus Reconciliation 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Standard Classification Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Cash and investments available Cash/cash equivalents at the year end 1 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070) Other current investments > 90 days 19,336 33,801 17,034 1,000 8,000 8,000 (32,546) 7,000 11,739 15,070 Non current assets - Investments 1 – – – – – – – – – – Cash and investments available: 9,335 19,786 15,618 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Application of cash and investments Unspent conditional transfers – – 1,446 – – – – – – – Unspent borrowing – – – – – – – – – Statutory requirements 2 Other working capital requirements 3 – (1,112) (3,223) 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Other provisions Long term investments committed 4 – – – – – – – – – – Reserves to be backed by cash/investments 5 Total Application of cash and investments: – (1,112) (1,778) 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Surplus (shortfall) 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994)
Explanatory notes to Table A8 - Cash Backed Reserves/Accumulated Surplus Reconciliation 1. The cash backed reserves/accumulated surplus reconciliation is aligned to the requirements of MFMA Circular 42 – Funding a Municipal Budget. 2. In essence the table evaluates the funding levels of the budget by firstly forecasting the cash and investments at year end and secondly reconciling the available funding to the liabilities/commitments that exist. 3. The outcome of this exercise would either be a surplus or deficit. A deficit would indicate that the applications exceed the cash and investments available and would be indicative of non-compliance with the MFMA requirements that the municipality’s budget must be “funded”.
142 TABLE 8 MBRR Table A8 – Cash Backed Reserves/ Accummulated Surplus Reconciliation
KZN213 Umzumbe - Table A8 Cash Backed Reserves/Accummulated Surplus Reconciliation 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Standard Classification Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Cash and investments available Cash/cash equivalents at the year end 1 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070) Other current investments > 90 days 19,336 33,801 17,034 1,000 8,000 8,000 (32,546) 7,000 11,739 15,070 Non current assets - Investments 1 – – – – – – – – – – Cash and investments available: 9,335 19,786 15,618 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Application of cash and investments Unspent conditional transfers – – 1,446 – – – – – – – Unspent borrowing – – – – – – – – – Statutory requirements 2 Other working capital requirements 3 – (1,112) (3,223) 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Other provisions Long term investments committed 4 – – – – – – – – – – Reserves to be backed by cash/investments 5 Total Application of cash and investments: – (1,112) (1,778) 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Surplus (shortfall) 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994)
4. Non-compliance with section 18 of the MFMA is assumed because a shortfall would indirectly indicate that the annual budget is not appropriately funded. 5. From the table it can be seen that for the period 2008/09 to 211/12 the surplus deteriorated from R9.3 million to R5.8 million. 6. Considering the requirements of section 18 of the MFMA, it can be concluded that the adopted 2011/12 MTREF was funded. 7. As part of the budgeting and planning guidelines that informed the compilation of the 2012/13 MTREF the end objective of the medium-term framework was to ensure the budget is funded aligned to section 18 of the MFMA.
143 TABLE 9 MBRR Table A9 – Asset Management KZN213 Umzumbe - Table A9 Asset Management 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 CAPITAL EXPENDITURE Total New Assets 1 25,036 31,417 35,480 38,962 45,500 45,500 42,709 45,272 47,988 Infrastructure - Road transport 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other 795 – – – – – – – – Infrastructure 6,190 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Community 16,934 2,834 2,149 7,554 8,837 8,837 7,254 7,689 8,151 Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 6 1,912 1,242 1,275 2,936 2,752 2,752 5,531 5,863 6,215 Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – Total Renewal of Existing Assets 2 – – – – – – – – – Infrastructure - Road transport – – – – – – – – – Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other – – – – – – – – – Infrastructure – – – – – – – – – Community – – – – – – – – – Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 6 – – – – – – – – – Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – Total Capital Expenditure 4 Infrastructure - Road transport 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other 795 – – – – – – – – Infrastructure 6,190 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Community 16,934 2,834 2,149 7,554 8,837 8,837 7,254 7,689 8,151 Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 1,912 1,242 1,275 2,936 2,752 2,752 5,531 5,863 6,215
144 TABLE 9 MBRR Table A9 – Asset Management KZN213 Umzumbe - Table A9 Asset Management 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 CAPITAL EXPENDITURE Total New Assets 1 25,036 31,417 35,480 38,962 45,500 45,500 42,709 45,272 47,988 Infrastructure - Road transport 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other 795 – – – – – – – – Infrastructure 6,190 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Community 16,934 2,834 2,149 7,554 8,837 8,837 7,254 7,689 8,151 Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 6 1,912 1,242 1,275 2,936 2,752 2,752 5,531 5,863 6,215 Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – Total Renewal of Existing Assets 2 – – – – – – – – – Infrastructure - Road transport – – – – – – – – – Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other – – – – – – – – – Infrastructure – – – – – – – – – Community – – – – – – – – – Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 6 – – – – – – – – – Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – Total Capital Expenditure 4 Infrastructure - Road transport 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other 795 – – – – – – – – Infrastructure 6,190 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Community 16,934 2,834 2,149 7,554 8,837 8,837 7,254 7,689 8,151 Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 1,912 1,242 1,275 2,936 2,752 2,752 5,531 5,863 6,215
145 KZN213 Umzumbe - Table A9 Asset Management 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – TOTAL CAPITAL EXPENDITURE - Asset class 2 25,036 31,417 35,480 38,962 45,500 45,500 42,709 45,272 47,988 ASSET REGISTER SUMMARY - PPE (WDV) 5 Infrastructure - Road transport Infrastructure - Electricity Infrastructure - Water Infrastructure - Sanitation Infrastructure - Other 6,190 27,570 32,056 28,472 28,472 28,472 29,924 31,720 33,623 Infrastructure 6,190 27,570 32,056 28,472 28,472 28,472 29,924 31,720 33,623 Community 16,934 2,834 2,149 7,554 13,891 13,891 7,254 7,689 8,151 Heritage assets Investment properties – – – – – – – – – Other assets 1,912 1,242 1,275 2,936 3,136 3,136 5,531 5,863 6,215 Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – TOTAL ASSET REGISTER SUMMARY - PPE (WDV) 5 25,036 31,646 35,480 38,962 45,499 45,499 42,709 45,272 47,988 EXPENDITURE OTHER ITEMS Depreciation & asset impairment 3,254 3,626 6,123 5,545 5,545 5,545 6,300 6,678 7,079 Repairs and Maintenance by Asset Class 3 – – 657 1,062 3,083 3,083 5,215 5,528 5,860 Infrastructure - Road transport – – – – – – – – – Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other – – – – – – – – – Infrastructure – – – – – – – – – Community – – – 200 2,197 2,197 3,830 4,060 4,303 Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 6, 7 – – 657 862 887 887 1,385 1,468 1,556 TOTAL EXPENDITURE OTHER ITEMS 3,254 3,626 6,781 6,606 8,628 8,628 11,515 12,206 12,938 Renewal of Existing Assets as % of total capex 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Renewal of Existing Assets as % of deprecn” 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% R&M as a % of PPE 0.0% 0.0% 0.6% 1.0% 3.0% 3.0% 4.3% 4.3% 4.3% Renewal and R&M as a % of PPE 0.0% 0.0% 2.0% 3.0% 7.0% 7.0% 12.0% 12.0% 12.0%
Explanatory notes to Table A9 - Asset Management 1. Table A9 provides an overview of municipal capital allocations to building new assets and the renewal of existing assets, as well as spending on repairs and maintenance by asset class.
146 KZN213 Umzumbe - Table A9 Asset Management 2012/13 Medium Term Revenue Standard Classification Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – TOTAL CAPITAL EXPENDITURE - Asset class 2 25,036 31,417 35,480 38,962 45,500 45,500 42,709 45,272 47,988 ASSET REGISTER SUMMARY - PPE (WDV) 5 Infrastructure - Road transport Infrastructure - Electricity Infrastructure - Water Infrastructure - Sanitation Infrastructure - Other 6,190 27,570 32,056 28,472 28,472 28,472 29,924 31,720 33,623 Infrastructure 6,190 27,570 32,056 28,472 28,472 28,472 29,924 31,720 33,623 Community 16,934 2,834 2,149 7,554 13,891 13,891 7,254 7,689 8,151 Heritage assets Investment properties – – – – – – – – – Other assets 1,912 1,242 1,275 2,936 3,136 3,136 5,531 5,863 6,215 Agricultural Assets – – – – – – – – – Biological assets – – – – – – – – – Intangibles – – – – – – – – – TOTAL ASSET REGISTER SUMMARY - PPE (WDV) 5 25,036 31,646 35,480 38,962 45,499 45,499 42,709 45,272 47,988 EXPENDITURE OTHER ITEMS Depreciation & asset impairment 3,254 3,626 6,123 5,545 5,545 5,545 6,300 6,678 7,079 Repairs and Maintenance by Asset Class 3 – – 657 1,062 3,083 3,083 5,215 5,528 5,860 Infrastructure - Road transport – – – – – – – – – Infrastructure - Electricity – – – – – – – – – Infrastructure - Water – – – – – – – – – Infrastructure - Sanitation – – – – – – – – – Infrastructure - Other – – – – – – – – – Infrastructure – – – – – – – – – Community – – – 200 2,197 2,197 3,830 4,060 4,303 Heritage assets – – – – – – – – – Investment properties – – – – – – – – – Other assets 6, 7 – – 657 862 887 887 1,385 1,468 1,556 TOTAL EXPENDITURE OTHER ITEMS 3,254 3,626 6,781 6,606 8,628 8,628 11,515 12,206 12,938 Renewal of Existing Assets as % of total capex 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Renewal of Existing Assets as % of deprecn” 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% R&M as a % of PPE 0.0% 0.0% 0.6% 1.0% 3.0% 3.0% 4.3% 4.3% 4.3% Renewal and R&M as a % of PPE 0.0% 0.0% 2.0% 3.0% 7.0% 7.0% 12.0% 12.0% 12.0%
2. National Treasury has recommended that municipalities should allocate at least 40 per cent of their capital budget to the renewal of existing assets, and allocations to repairs and maintenance should be 8 per cent of PPE. However due to the fact that there is a lack of infrastructure in the municipality, it does not meet the recommendation.
147 TABLE 10 MBRR Table A10 – Basic Service Delivery Measurement KZN213 Umzumbe - Table A10 Basic Service Delivery Measurement 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Description Ref Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Household service targets 1 Water: Piped water inside dwelling Piped water inside yard (but not in dwelling) Using public tap (at least min.service level) 2 Other water supply (at least min.service level) 4 Minimum Service Level and Above sub-total – – – – – – – – – Using public tap (< min.service level) 3 Other water supply (< min.service level) 4 No water supply Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Sanitation/sewerage: Flush toilet (connected to sewerage) Flush toilet (with septic tank) Chemical toilet Pit toilet (ventilated) Other toilet provisions (> min.service level) Minimum Service Level and Above sub-total – – – – – – – – – Bucket toilet Other toilet provisions (< min.service level) No toilet provisions Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Energy: Electricity (at least min.service level) Electricity - prepaid (min.service level) Minimum Service Level and Above sub-total – – – – – – – – – Electricity (< min.service level) Electricity - prepaid (< min. service level) Other energy sources Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Refuse: Removed at least once a week Minimum Service Level and Above sub-total – – – – – – – – – Removed less frequently than once a week Using communal refuse dump Using own refuse dump Other rubbish disposal
148 TABLE 10 MBRR Table A10 – Basic Service Delivery Measurement KZN213 Umzumbe - Table A10 Basic Service Delivery Measurement 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Description Ref Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Household service targets 1 Water: Piped water inside dwelling Piped water inside yard (but not in dwelling) Using public tap (at least min.service level) 2 Other water supply (at least min.service level) 4 Minimum Service Level and Above sub-total – – – – – – – – – Using public tap (< min.service level) 3 Other water supply (< min.service level) 4 No water supply Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Sanitation/sewerage: Flush toilet (connected to sewerage) Flush toilet (with septic tank) Chemical toilet Pit toilet (ventilated) Other toilet provisions (> min.service level) Minimum Service Level and Above sub-total – – – – – – – – – Bucket toilet Other toilet provisions (< min.service level) No toilet provisions Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Energy: Electricity (at least min.service level) Electricity - prepaid (min.service level) Minimum Service Level and Above sub-total – – – – – – – – – Electricity (< min.service level) Electricity - prepaid (< min. service level) Other energy sources Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Refuse: Removed at least once a week Minimum Service Level and Above sub-total – – – – – – – – – Removed less frequently than once a week Using communal refuse dump Using own refuse dump Other rubbish disposal
149 KZN213 Umzumbe - Table A10 Basic Service Delivery Measurement 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Description Ref Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 No rubbish disposal Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Households receiving Free Basic Service 7 Water (6 kilolitres per household per month) Sanitation (free minimum level service) Electricity/other energy (50kwh per household per month) Refuse (removed at least once a week) Cost of Free Basic Services provided (R’000) 8 Water (6 kilolitres per household per month) Sanitation (free sanitation service) Electricity/other energy (50kwh per household per month) Refuse (removed once a week) Total cost of FBS provided (minimum social package) – – – – – – – – – Highest level of free service provided Property rates (R value threshold) Water (kilolitres per household per month) Sanitation (kilolitres per household per month) Sanitation (Rand per household per month) Electricity (kwh per household per month) Refuse (average litres per week) Revenue cost of free services provided (R’000) 9 Property rates (R15 000 threshold rebate) Property rates (other exemptions, reductions and rebates) Water Sanitation Electricity/other energy Refuse Municipal Housing - rental rebates Housing - top structure subsidies 6 Other Total revenue cost of free services provided – – – – – – – – – (total social package)
Explanatory notes to Table A10 - Basic Service Delivery Measurement 1. Table A10 provides an overview of service delivery levels, including backlogs (below minimum service level), for each of the main services. 2. The municipality does not provide services such as water, sanitation, energy and refuse removal.
150 KZN213 Umzumbe - Table A10 Basic Service Delivery Measurement 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Description Ref Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 No rubbish disposal Below Minimum Service Level sub-total – – – – – – – – – Total number of households 5 – – – – – – – – – Households receiving Free Basic Service 7 Water (6 kilolitres per household per month) Sanitation (free minimum level service) Electricity/other energy (50kwh per household per month) Refuse (removed at least once a week) Cost of Free Basic Services provided (R’000) 8 Water (6 kilolitres per household per month) Sanitation (free sanitation service) Electricity/other energy (50kwh per household per month) Refuse (removed once a week) Total cost of FBS provided (minimum social package) – – – – – – – – – Highest level of free service provided Property rates (R value threshold) Water (kilolitres per household per month) Sanitation (kilolitres per household per month) Sanitation (Rand per household per month) Electricity (kwh per household per month) Refuse (average litres per week) Revenue cost of free services provided (R’000) 9 Property rates (R15 000 threshold rebate) Property rates (other exemptions, reductions and rebates) Water Sanitation Electricity/other energy Refuse Municipal Housing - rental rebates Housing - top structure subsidies 6 Other Total revenue cost of free services provided – – – – – – – – – (total social package)
3. Water and sanitation is provided by Ugu District municipality, energy is supplied by Eskom. 4. Currently there is no refuse removal in the municipality.
151 Supporting Documentation
Overview of the annual budget process for medium term in relation to NSDP and PGDF. Section 53 of the MFMA requires the Mayor of the Determine funding availability & requirements per municipality to provide general political guidance in sector plan and where relevant prepare business the budget process and the setting of priorities that plan/ terms of reference and roll out accordingly; must guide the preparation of the budget. In addition 4. October 2011 – Review and confirm objectives, Chapter 2 of the Municipal Budget and Reporting strategies and projects at IDPRF workshop. Review Regulations states that the Mayor of the municipality capital, institutional, operational, maintenance must establish a Budget Steering Committee to provide projects. Estimate available resources and provide technical assistance to the Mayor in discharging the guidance for way forward for budgeting; responsibilities set out in section 53 of the Act. 5. November 2011 – Submit revised projects to Treasury. Submit first Draft IDP to IDP steering The Budget Steering Committee consists of the committee and council for in principle approval Municipal Manager and senior officials of the 6. December 2011 – Submit budget instructions and municipality meeting under the chairpersonship of the 2012/2013 budget framework to all relevant persons. MMC for Finance. Submit draft IDP to COGTA for assessment. The primary aims of the Budget Steering Committee is Preparation of summary of available funds (internal to ensure: and external); 1. that the process followed to compile the budget 7. January 2012 – Council considers the 2011/2012 complies with legislation and good budget Mid-year Review and Adjustments Budget; practices; 8. February 2012 – Assess financial feasibility of 2. that there is proper alignment between the proposed new projects based on existing and policy and service delivery priorities set out in potential funds. Consideration of draft budget; the Municipality’s IDP and the budget, taking 9. March 2012 – Tabling in Council of the draft into account the need to protect the financial 2012/2013 IDP and 2012/2013 MTREF for public sustainability of municipality; consultation; 3. that the municipality’s revenue and tariff setting 10. April 2012 – Public consultation; strategies ensure that the cash resources needed 11. May 2012 – finalisation of the 2012/2013 IDP to deliver services are available; and and 2012/2013 MTREF, taking into consideration 4. that the various spending priorities of the different comments received from the public, comments from municipal departments are properly evaluated and National Treasury, and updated information from the prioritised in the allocation of resources. most recent Division of Revenue Bill and financial framework; and tabling of the 2011/12 MTREF before Budget Process Overview Council for consideration and approval. In terms of section 21 of the MFMA the Mayor is There were no deviations from the key dates set out in required to table in Council ten months before the the Budget Time Schedule tabled in Council. start of the new financial year (i.e. in August 2011) a time schedule that sets out the process to revise the IDP and Service Delivery and Budget IDP and prepare the budget. Implementation Plan The Mayor tabled in Council the required the IDP and The Municipality’s IDP is its principal strategic planning budget time schedule on 25 August 2011. Key dates instrument, which directly guides and informs its applicable to the process were: planning, budget, management and development 1. July 2011 – Prepare joint process plan for IDP, PMS actions. This framework is rolled out into objectives, key and Budget and advertise draft IDFP review; performance indicators and targets for implementation 2. August 2011 – Submit process plan to IDP forum, which directly inform the Service Delivery and Budget portfolio committees and council. Liaise with Implementation Plan. The Process Plan applicable to national and provincial governments for planning the fifth revision cycle included the following key IDP and budgeting process; processes and deliverables: 3. September 2011 – Assessment of objectives, 12. Registration of community needs; strategies and projects against cross cutting issues. 13. Compilation of departmental business plans Assessment of alignment of IDP strategies & projects including key performance indicators and targets;
152 14. Financial planning and budgeting process; Community Consultation 15. Public participation process; The draft 2012/2013 MTREF as tabled before Council on 16. Compilation of the SDBIP, and 29 March 2012 for community consultation has been 17. The review of the performance management and published on the municipality’s website, and hard monitoring processes. copies has been made available at municipal offices The IDP has been taken into a business and financial and other community centres. In addition budget road planning process leading up to the 2012/2013 MTREF, shows were held in different municipal clusters. Inputs based on the approved 2011/2012 MTREF, Mid-year were also collected via e-mails. Review and adjustments budget. The business planning All documents in the appropriate format (electronic process has subsequently been refined in the light of and printed) will provided to National Treasury, current economic circumstances and the resulting and other national and provincial departments in revenue projections. accordance with section 23 of the MFMA, to provide an With the compilation of the 2012/2013 MTREF, each opportunity for them to make inputs. department/function had to review the business Ward Committees were utilised to facilitate the planning process, including the setting of priorities and community consultation process from 16 April to targets after reviewing the mid-year and third quarter 23 April 2012. The applicable dates and venues were performance against the 2011/2012 Departmental published in all the local newspapers. Imbizo’s will be Service Delivery and Budget Implementation Plan. held to further ensure transparency and interaction. Business planning links back to priority needs and Other stakeholders involved in the consultation will master planning, and essentially informed the detail include churches, non-governmental institutions and operating budget appropriations and three-year capital community-based organisations. programme. Submissions received during the community Financial Modelling and Key Planning consultation process and additional information Drivers regarding revenue and expenditure and individual As part of the compilation of the 2012/2013 MTREF, capital projects were addressed, and where relevant extensive financial modelling was undertaken to ensure considered as part of the finalisation of the 2012/2013 affordability and long-term financial sustainability. The MTREF. following key factors and planning strategies have Overview of alignment of annual budget informed the compilation of the 2012/2013 MTREF: with IDP 18. Municipality growth The Constitution mandates local government with 19. Policy priorities and strategic objectives the responsibility to exercise local developmental and 20. Asset maintenance cooperative governance. The eradication of imbalances 21. Economic climate and trends (i.e inflation) in South African society can only be realized through a 22. Performance trends credible integrated developmental planning process. 23. The approved 2011/2012 adjustments budget and performance against the SDBIP Municipalities in South Africa need to utilise integrated 24. Cash Flow Management Strategy development planning as a method to plan future 25. Debtor payment levels development in their areas and so find the best 26. Investment possibilities solutions to achieve sound long-term development 27. The need for tariff increases versus the ability of goals. A municipal IDP provides a five year strategic the community to pay for services; programme of action aimed at setting short, medium 28. Improved and sustainable service delivery and long term strategic and budget priorities to create a development platform, which correlates with the term In addition to the above, the strategic guidance given of office of the political incumbents. The plan aligns in National Treasury’s MFMA Circulars 58 and 59 has the resources and the capacity of a municipality to its been taken into consideration in the planning and overall development aims and guides the municipal prioritisation process. budget. An IDP is therefore a key instrument which municipalities use to provide vision, leadership and direction to all those that have a role to play in the
153 development of a municipal area. The IDP enables the key objectives is therefore to ensure that there municipalities to make the best use of scarce resources exists alignment between national and provincial and speed up service delivery. priorities, policies and strategies and the Municipality’s Integrated developmental planning in the South African response to these requirements. context is amongst others, an approach to planning The national and provincial priorities, aimed at involving the municipality and the community policies and strategies of importance to jointly find the best solutions towards sustainable include amongst others: development. Furthermore, integrated development 29. Green Paper on National Strategic Planning of 2009; planning provides a strategic environment for 30. Government Programme of Action; managing and guiding all planning, development and 31. Development Facilitation Act of 1995; decision making in the municipality. 32. Provincial Growth and Development Strategy It is important that the IDP developed by municipalities (GGDS); correlate with National and Provincial intent. It must 33. National and Provincial spatial development aim to co-ordinate the work of local and other spheres perspectives; of government in a coherent plan to improve the 34. Relevant sector plans such as transportation, quality of life for all the people living in that area. legislation and policy; Applied to the Municipality, issues of national and 35. National Key Performance Indicators (NKPIs); provincial importance should be reflected in the IDP of 36. Accelerated and Shared Growth Initiative (ASGISA); the municipality. A clear understanding of such intent 37. National 2014 Vision; is therefore imperative to ensure that the Municipality’s 38. National Spatial Development Perspective (NSDP) strategically complies with the key national and and provincial priorities. 39. The National Priority Outcomes. The aim of this revision cycle was to develop and coordinate a coherent plan to improve the quality of The Constitution requires local government to relate life for all the people living in the area, also reflecting its management, budgeting and planning functions issues of national and provincial importance. One of to its objectives. This gives a clear indication of
TABLE 12 MBRR Table SA4 – Reconciliation between the IDP strategic objectives and budgeted revenue
TABLE 12 MBRR Table SA4 – Reconciliation between the IDP strategic objectives and budgeted revenue 2012/13 Medium Term Revenue & 2008/9 2009/10 2010/11 Current Year 2011/12 Strategic Objective Expenditure Framework Goal Goal Code Ref Budget Budget Budget Audited Audited Audited Original Adjusted Full Year R thousand Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Basic Service delivery and Infrastructure Investment 32,568 46,777 12,683 46,091 51,429 51,429 55,508 58,838 62,369 Good governance and public participation 18,310 17,168 56,456 44,571 47,790 47,790 52,704 55,866 59,218 Municipal transformation and institutional 655 8,772 2,654 1,715 1,715 1,715 1,690 1,791 1,899 development Local Economic Development 9,856 6,495 19,492 9,135 7,419 7,419 9,866 10,458 11,085 Financial viability 2,612 3,457 7,895 7,961 7,961 7,961 9,700 10,282 10,899 Allocations to other priorities 2 Total Revenue (excluding capital transfers and contributions) 1 64,001 82,669 99,179 109,473 116,313 116,313 129,468 137,236 145,470
154 the intended purposes of municipal integrated development and job creation, efficient service delivery, development planning. Legislation stipulates clearly poverty alleviation and building sound institutional that a municipality must not only give effect to its IDP, arrangements. but must also conduct its affairs in a manner which is In line with the MSA, the IDP constitutes a single, consistent with its IDP. The following table highlights inclusive strategic plan for the Municipality. The the IDP’s six strategic objectives for the 2012/2013 five-year programme responds to the development MTREF and further planning refinements that have challenges and opportunities faced by the Municipality directly informed the compilation of the budget: by identifying the key performance areas to achieve the five the strategic objectives mentioned above. Table 11 IDP Strategic Objectives In addition to the five-year IDP, the municipality 2012/13 Financial Year undertakes an extensive planning and developmental strategy which primarily focuses on a longer-term 1. Financial Viability horizon; 15 to 20 years. This process is aimed at 2. Basic Service delivery and infrastructure influencing the development path by proposing a substantial programme of public-led investment to 3. Good governance and public participation restructure current patterns of settlement, activity and 4. Local economic Development access to resources in the Municipality so as to promote 5. Municipal transformation and institutional greater equity and enhanced opportunity. It provides development direction to the Municipality’s IDP, associated sectoral plans and strategies, and the allocation of resources of 6. Spatial analysis and environmental management the Municipality and other service delivery partners. The 2012/13 MTREF has therefore been directly In order to ensure integrated and focused service informed by the IDP revision process and the following delivery between all spheres of government it was tables provide a reconciliation between the IDP important for the Municipality to align its budget strategic objectives and operating revenue, operating priorities with that of national and provincial expenditure and capital expenditure. government. All spheres of government place a high priority on infrastructure development, economic
TABLE 12 MBRR Table SA4 – Reconciliation between the IDP strategic objectives and budgeted revenue
TABLE 12 MBRR Table SA4 – Reconciliation between the IDP strategic objectives and budgeted revenue 2012/13 Medium Term Revenue & 2008/9 2009/10 2010/11 Current Year 2011/12 Strategic Objective Expenditure Framework Goal Goal Code Ref Budget Budget Budget Audited Audited Audited Original Adjusted Full Year R thousand Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Basic Service delivery and Infrastructure Investment 32,568 46,777 12,683 46,091 51,429 51,429 55,508 58,838 62,369 Good governance and public participation 18,310 17,168 56,456 44,571 47,790 47,790 52,704 55,866 59,218 Municipal transformation and institutional 655 8,772 2,654 1,715 1,715 1,715 1,690 1,791 1,899 development Local Economic Development 9,856 6,495 19,492 9,135 7,419 7,419 9,866 10,458 11,085 Financial viability 2,612 3,457 7,895 7,961 7,961 7,961 9,700 10,282 10,899 Allocations to other priorities 2 Total Revenue (excluding capital transfers and contributions) 1 64,001 82,669 99,179 109,473 116,313 116,313 129,468 137,236 145,470
155 TABLE 13 MBRR Table SA5 – Reconciliation between the IDP strategic objectives and budgeted operating expenditure
TABLE 13 MBRR Table SA5 – Reconciliation between the IDP strategic objectives and budgeted operating expenditure 2012/13 Medium Term Revenue & 2008/9 2009/10 2010/11 Current Year 2011/12 Strategic Objective Expenditure Framework Goal Goal Code Ref Budget Budget Budget Audited Audited Audited Original Adjusted Full Year R thousand Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Basic Service delivery and Infrastructure Investment 20,726 5,485 7,319 9,565 9,365 9,365 14,010 14,851 15,742 Good governance and public participation 2 3,450 35,523 29,496 42,740 45,959 45,959 51,764 54,870 58,162 Municipal transformation and institutional development 1,459 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Local Economic Development 7,065 4,257 11,563 8,595 7,419 7,419 9,630 10,208 10,820 Financial viability 2,076 2,987 7,639 7,911 7,911 7,911 9,680 10,261 10,876 Allocations to other priorities Total Expenditure 1 54,776 54,035 57,549 70,511 72,354 72,354 86,759 91,964 97,482
TABLE 14 MBRR Table SA6 – Reconciliation between the IDP strategic objectives and budgeted capital expenditure
TABLE 14 MBRR Table SA6 – Reconciliation between the IDP strategic objectives and budgeted capital expenditure 2012/13 Medium Term Revenue & 2008/9 2009/10 2010/11 Current Year 2011/12 Strategic Objective Expenditure Framework Goal Goal Code Ref Budget Budget Budget Audited Audited Audited Original Adjusted Full Year R thousand Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Basic Service delivery and Infrastructure Investment A 23,416 27,266 30,350 36,526 42,064 42,064 41,498 43,988 46,627 Good governance and public participation B 761 1,816 680 1,831 1,831 1,831 940 996 1,056 Municipal transformation and institutional development C 12 9 21 15 15 15 15 16 17 Local Economic Development D 333 2,054 3,963 540 1,540 1,540 236 250 265 Financial viability E 513 146 466 50 50 50 20 21 22 F G H I J K L M N O P Allocations to other priorities 3 Total Capital Expenditure 1 25,036 31,290 35,480 38,962 45,500 45,500 42,709 45,272 47,988
156 TABLE 13 MBRR Table SA5 – Reconciliation between the IDP strategic objectives and budgeted operating expenditure
TABLE 13 MBRR Table SA5 – Reconciliation between the IDP strategic objectives and budgeted operating expenditure 2012/13 Medium Term Revenue & 2008/9 2009/10 2010/11 Current Year 2011/12 Strategic Objective Expenditure Framework Goal Goal Code Ref Budget Budget Budget Audited Audited Audited Original Adjusted Full Year R thousand Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Basic Service delivery and Infrastructure Investment 20,726 5,485 7,319 9,565 9,365 9,365 14,010 14,851 15,742 Good governance and public participation 2 3,450 35,523 29,496 42,740 45,959 45,959 51,764 54,870 58,162 Municipal transformation and institutional development 1,459 5,783 1,531 1,700 1,700 1,700 1,675 1,776 1,882 Local Economic Development 7,065 4,257 11,563 8,595 7,419 7,419 9,630 10,208 10,820 Financial viability 2,076 2,987 7,639 7,911 7,911 7,911 9,680 10,261 10,876 Allocations to other priorities Total Expenditure 1 54,776 54,035 57,549 70,511 72,354 72,354 86,759 91,964 97,482
TABLE 14 MBRR Table SA6 – Reconciliation between the IDP strategic objectives and budgeted capital expenditure
TABLE 14 MBRR Table SA6 – Reconciliation between the IDP strategic objectives and budgeted capital expenditure 2012/13 Medium Term Revenue & 2008/9 2009/10 2010/11 Current Year 2011/12 Strategic Objective Expenditure Framework Goal Goal Code Ref Budget Budget Budget Audited Audited Audited Original Adjusted Full Year R thousand Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Basic Service delivery and Infrastructure Investment A 23,416 27,266 30,350 36,526 42,064 42,064 41,498 43,988 46,627 Good governance and public participation B 761 1,816 680 1,831 1,831 1,831 940 996 1,056 Municipal transformation and institutional development C 12 9 21 15 15 15 15 16 17 Local Economic Development D 333 2,054 3,963 540 1,540 1,540 236 250 265 Financial viability E 513 146 466 50 50 50 20 21 22 F G H I J K L M N O P Allocations to other priorities 3 Total Capital Expenditure 1 25,036 31,290 35,480 38,962 45,500 45,500 42,709 45,272 47,988
157 Measurable performance objectives and The performance of the Municipality relates directly to indicators the extent to which it has achieved success in realising Performance Management is a system intended to its goals and objectives, complied with legislative manage and monitor service delivery progress against requirements and meeting stakeholder expectations. the identified strategic objectives and priorities. In The Municipality therefore has adopted one integrated accordance with legislative requirements and good performance management system which encompasses: business practices as informed by the National 40. Planning (setting goals, objectives, targets and Framework for Managing Programme Performance benchmarks); Information, the Municipality has developed and 41. Monitoring (regular monitoring and checking on implemented a performance management system of the progress against plan); which system is constantly refined as the integrated 42. Measurement (indicators of success); planning process unfolds. The Municipality targets, 43. Review (identifying areas requiring change and monitors, assesses and reviews organisational improvement); performance which in turn is directly linked to 44. Reporting (what information, to whom, from individual employee’s performance. whom, how often and for what purpose); and 45. Improvement (making changes where necessary). At any given time within government, information from multiple years is being considered; plans and budgets The performance information concepts used by for next year; implementation for the current year; the Municipality in its integrated performance and reporting on last year’s performance. Although management system are aligned to the Framework of performance information is reported publicly during Managing Programme Performance Information issued the last stage, the performance information process by the National Treasury: begins when policies are being developed, and continues through each of the planning, budgeting, implementation and reporting stages.
The following table provides the main measurable performance objectives the municipality undertakes to achieve this financial year.
TABLE 15 MBRR Table SA7 – Measurable performance objectives
KZN213 Umzumbe - Supporting Table SA7 Measureable performance objectives 2012/13 Medium Term Revenue & Expenditure Frame- 2008/9 2009/10 2010/11 Current Year 2011/12 Unit of work Description measurement Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Vote 1 - EXECUTIVE AND COUNCIL Function 1 - Mayor’s Sub-function 1 - Mayor’s Office Good governance and public participation 10,567 2,947 16,456 4,999 8,194 8,194 8,070 8,554 9,067 Sub-function 2 - (Municipal Manager Office)
158 The Developmental results of achieving specific outcomes IMPACTS
The medium-term results for specific beneficiaries that are the consequence of achieving specific outputs OUTCOMES
The final products, or goods and services produced for delivery OUTPUTS
The processes or actions that use a range of inputs to produce the desired outputs and ultimately outcomes ACTIVITIES
The resources that contribute to the production and delivery of outputs INPUTS
Figure 1: Definition of performance information concepts
The following table provides the main measurable performance objectives the municipality undertakes to achieve this financial year.
TABLE 15 MBRR Table SA7 – Measurable performance objectives
KZN213 Umzumbe - Supporting Table SA7 Measureable performance objectives 2012/13 Medium Term Revenue & Expenditure Frame- 2008/9 2009/10 2010/11 Current Year 2011/12 Unit of work Description measurement Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Vote 1 - EXECUTIVE AND COUNCIL Function 1 - Mayor’s Sub-function 1 - Mayor’s Office Good governance and public participation 10,567 2,947 16,456 4,999 8,194 8,194 8,070 8,554 9,067 Sub-function 2 - (Municipal Manager Office)
159 KZN213 Umzumbe - Supporting Table SA7 Measureable performance objectives 2012/13 Medium Term Revenue & Expenditure Frame- 2008/9 2009/10 2010/11 Current Year 2011/12 Unit of work Description measurement Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Sub-function 1 - Municipal Manager’s Office Good governance and public 4,529 2,947 315 315 315 465 493 522 participation Sub-function 3 - (name) Insert measure/s description Vote 2 - Finance and Admin Function 1 - Finance Financial viability 2,612 3,128 47,895 7,961 7,961 7,961 9,700 10,282 10,899 Function 2 - Corporate Services Sub-function 1 - Corporate services Good governance and public 23,353 31,576 39,257 39,256 39,256 44,154 46,803 49,611 participation Vote 3 - Planning Function 1 - Planning Sub-function 1 - Planning Municipal transformation and institutional development 655 5,791 2,654 1,715 1,715 1,715 1,690 1,791 1,899 Vote 4 - Community and social services Function 1 - Community Services Sub-function 1 - Community Services Local Economic Development 9,856 8,549 19,492 8,649 8,959 8,959 9,866 10,458 11,085 Function 3 - Technical Services Sub-function 1 - Technical Services Basic Service delivery and 32,568 32,750 12,683 46,091 51,429 51,429 55,508 58,838 62,369 Infrastructure Investment Sub-function 3 - (name) Insert measure/s description And so on for the rest of the Votes The following table sets out the municipalities main performance objectives and benchmarks for the 2011/12 MTREF.
160 KZN213 Umzumbe - Supporting Table SA7 Measureable performance objectives 2012/13 Medium Term Revenue & Expenditure Frame- 2008/9 2009/10 2010/11 Current Year 2011/12 Unit of work Description measurement Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Sub-function 1 - Municipal Manager’s Office Good governance and public 4,529 2,947 315 315 315 465 493 522 participation Sub-function 3 - (name) Insert measure/s description Vote 2 - Finance and Admin Function 1 - Finance Financial viability 2,612 3,128 47,895 7,961 7,961 7,961 9,700 10,282 10,899 Function 2 - Corporate Services Sub-function 1 - Corporate services Good governance and public 23,353 31,576 39,257 39,256 39,256 44,154 46,803 49,611 participation Vote 3 - Planning Function 1 - Planning Sub-function 1 - Planning Municipal transformation and institutional development 655 5,791 2,654 1,715 1,715 1,715 1,690 1,791 1,899 Vote 4 - Community and social services Function 1 - Community Services Sub-function 1 - Community Services Local Economic Development 9,856 8,549 19,492 8,649 8,959 8,959 9,866 10,458 11,085 Function 3 - Technical Services Sub-function 1 - Technical Services Basic Service delivery and 32,568 32,750 12,683 46,091 51,429 51,429 55,508 58,838 62,369 Infrastructure Investment Sub-function 3 - (name) Insert measure/s description And so on for the rest of the Votes The following table sets out the municipalities main performance objectives and benchmarks for the 2011/12 MTREF.
161 Table 16 MBRR Table SA8 - Performance indicators and benchmarks
KZN213 Umzumbe - Supporting Table SA8 Performance indicators and benchmarks 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 Current Year 2011/12 Description of financial Framework Basis of calculation indicator Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Borrowing Management Credit Rating Capital Charges to Interest & Principal Paid / 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Operating Expenditure Operating Expenditure Capital Charges to Own Finance charges & Repayment 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Revenue of borrowing /Own Revenue Borrowing/Capital Borrowed funding of ‘own’ expenditure excl. transfers 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% capital expenditure and grants and contributions Safety of Capital Long Term Borrowing/ Funds Gearing 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% & Reserves Liquidity Current assets/current Current Ratio 10.4 26.6 3.0 3.4 3.4 3.4 1.2 1.3 1.1 0.8 liabilities Current Ratio adjusted for Current assets less debtors > 10.4 26.6 3.0 3.4 3.4 3.4 1.2 1.3 1.1 0.8 aged debtors 90 days/current liabilities Monetary Assets/Current Liquidity Ratio 7.8 20.2 2.0 3.4 3.4 3.4 1.2 1.3 1.1 0.8 Liabilities Revenue Management Annual Debtors Collection Last 12 Mths Receipts/Last 12 0.0% 17.8% 100.0% 85.8% 85.1% 85.1% 85.6% 100.0% 101.8% Rate (Payment Level %) Mths Billing Current Debtors Collection Rate (Cash receipts % of 0.0% 17.8% 100.0% 85.8% 85.1% 85.1% 85.6% 100.0% 101.8% Ratepayer & Other revenue) Outstanding Debtors to Total Outstanding Debtors to 5.0% 7.5% 12.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Revenue Annual Revenue Debtors > 12 Mths Recovered/ Longstanding Debtors Total Debtors > 12 Months Recovered Old Creditors Management
162 Table 16 MBRR Table SA8 - Performance indicators and benchmarks
KZN213 Umzumbe - Supporting Table SA8 Performance indicators and benchmarks 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 Current Year 2011/12 Description of financial Framework Basis of calculation indicator Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 Borrowing Management Credit Rating Capital Charges to Interest & Principal Paid / 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Operating Expenditure Operating Expenditure Capital Charges to Own Finance charges & Repayment 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Revenue of borrowing /Own Revenue Borrowing/Capital Borrowed funding of ‘own’ expenditure excl. transfers 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% capital expenditure and grants and contributions Safety of Capital Long Term Borrowing/ Funds Gearing 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% & Reserves Liquidity Current assets/current Current Ratio 10.4 26.6 3.0 3.4 3.4 3.4 1.2 1.3 1.1 0.8 liabilities Current Ratio adjusted for Current assets less debtors > 10.4 26.6 3.0 3.4 3.4 3.4 1.2 1.3 1.1 0.8 aged debtors 90 days/current liabilities Monetary Assets/Current Liquidity Ratio 7.8 20.2 2.0 3.4 3.4 3.4 1.2 1.3 1.1 0.8 Liabilities Revenue Management Annual Debtors Collection Last 12 Mths Receipts/Last 12 0.0% 17.8% 100.0% 85.8% 85.1% 85.1% 85.6% 100.0% 101.8% Rate (Payment Level %) Mths Billing Current Debtors Collection Rate (Cash receipts % of 0.0% 17.8% 100.0% 85.8% 85.1% 85.1% 85.6% 100.0% 101.8% Ratepayer & Other revenue) Outstanding Debtors to Total Outstanding Debtors to 5.0% 7.5% 12.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Revenue Annual Revenue Debtors > 12 Mths Recovered/ Longstanding Debtors Total Debtors > 12 Months Recovered Old Creditors Management
163 KZN213 Umzumbe - Supporting Table SA8 Performance indicators and benchmarks 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 Current Year 2011/12 Description of financial Framework Basis of calculation indicator Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 % of Creditors Paid Within Creditors System Efficiency Terms (within`MFMA’ s 65(e)) Creditors to Cash and 0.0% 0.0% -369.2% 33.2% 498847.0% 498847.0% 18.8% 0.0% -98.5% -59.5% Investments Other Indicators % Volume (units purchased Electricity Distribution and generated less units Losses (2) sold)/units purchased and generated % Volume (units purchased and own source less units Water Distribution Losses (2) sold)/Total units purchased and own source Employee costs/(Total Employee costs 18.2% 16.4% 23.8% 19.5% 18.8% 18.8% 19.5% 25.9% 27.3% 26.9% Revenue - capital revenue) Total remuneration/(Total Remuneration 30.1% 26.1% 35.4% 27.7% 26.9% 26.9% 37.1% 39.2% 38.6% Revenue - capital revenue) R&M/(Total Revenue Repairs & Maintenance 0.0% 0.0% 1.0% 1.0% 2.7% 2.7% 5.2% 5.5% 5.4% excluding capital revenue) Finance charges & FC&D/(Total Revenue - capital 5.1% 4.3% 9.1% 5.1% 4.9% 4.9% 0.0% 6.3% 6.7% 6.6% Depreciation revenue) IDP regulation financial viability indicators (Total Operating Revenue - Operating Grants)/Debt i. Debt coverage 0.8 3.0 4.1 5.8 5.8 5.8 7.1 4.4 5.0 5.1 service payments due within financial year) Total outstanding service ii.O/S Service Debtors to debtors/annual revenue 0.0% 809.8% 548.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Revenue received for services (Available cash + iii. Cost coverage Investments)/monthly fixed (3.9) (5.3) (0.5) 1.9 0.0 0.0 20.7 – (1.2) (2.0) operational expenditure
164 KZN213 Umzumbe - Supporting Table SA8 Performance indicators and benchmarks 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 Current Year 2011/12 Description of financial Framework Basis of calculation indicator Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast outcome 2012/13 +1 2013/14 +2 2014/15 % of Creditors Paid Within Creditors System Efficiency Terms (within`MFMA’ s 65(e)) Creditors to Cash and 0.0% 0.0% -369.2% 33.2% 498847.0% 498847.0% 18.8% 0.0% -98.5% -59.5% Investments Other Indicators % Volume (units purchased Electricity Distribution and generated less units Losses (2) sold)/units purchased and generated % Volume (units purchased and own source less units Water Distribution Losses (2) sold)/Total units purchased and own source Employee costs/(Total Employee costs 18.2% 16.4% 23.8% 19.5% 18.8% 18.8% 19.5% 25.9% 27.3% 26.9% Revenue - capital revenue) Total remuneration/(Total Remuneration 30.1% 26.1% 35.4% 27.7% 26.9% 26.9% 37.1% 39.2% 38.6% Revenue - capital revenue) R&M/(Total Revenue Repairs & Maintenance 0.0% 0.0% 1.0% 1.0% 2.7% 2.7% 5.2% 5.5% 5.4% excluding capital revenue) Finance charges & FC&D/(Total Revenue - capital 5.1% 4.3% 9.1% 5.1% 4.9% 4.9% 0.0% 6.3% 6.7% 6.6% Depreciation revenue) IDP regulation financial viability indicators (Total Operating Revenue - Operating Grants)/Debt i. Debt coverage 0.8 3.0 4.1 5.8 5.8 5.8 7.1 4.4 5.0 5.1 service payments due within financial year) Total outstanding service ii.O/S Service Debtors to debtors/annual revenue 0.0% 809.8% 548.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Revenue received for services (Available cash + iii. Cost coverage Investments)/monthly fixed (3.9) (5.3) (0.5) 1.9 0.0 0.0 20.7 – (1.2) (2.0) operational expenditure
165 Overview of budget related-policies Cash Management and Investment Policy The Municipality’s budgeting process is guided and The aim of the policy is to ensure that the Municipality’s governed by relevant legislation, frameworks, strategies surplus cash and investments are adequately managed, and related policies. especially the funds set aside for the cash backing of certain reserves. The policy details the minimum cash Credit control and debt collection and cash equivalents required at any point in time and procedures/policies introduces time frames to achieve certain benchmarks. The 2012/13 MTREF has been prepared on the basis of achieving an average debtors’ collection rate of 85 Tariff Policies per cent on current billings. In addition the collection The Municipality’s tariff policies provide a broad of debt in excess of 90 days has been prioritised as a framework within which the Council can determine pertinent strategy in increasing the City’s cash levels. fair, transparent and affordable charges that also promote sustainable service delivery. The policies have Asset Management policy been approved on various dates and a consolidated A proxy for asset consumption can be considered tariff policy is envisaged to be compiled for ease of the level of depreciation each asset incurs on an administration and implementation. annual basis. Preserving the investment in existing infrastructure needs to be considered a significant Overview of budget assumptions strategy in ensuring the future sustainability of External factors infrastructure. Domestically, after five years of strong growth, during The Asset Management Policy is considered a strategic which about two million jobs were created, our guide in ensuring a sustainable approach to asset economy shrank by an estimated 1.8 per cent last year renewal, repairs and maintenance and is utilised as a and about 900 000 people lost their jobs. It is expected guide to the selection and prioritisation of individual that recovery from this deterioration will be slow and capital projects. In addition the policy prescribes the uneven, and that growth for 2011 will be 2.3 per cent accounting and administrative policies and procedures rising to 3.6 per cent by 2012. relating to property, plant and equipment (fixed assets). Owing to the economic slowdown, financial resources Supply Chain Management Policy are limited due to reduced payment levels by consumers. The Supply Chain Management Policy was adopted by This has resulted in declining cash inflows, which has Council in April 2009. necessitated restrained expenditure to ensure that cash outflows remain within the affordability parameters of Review of Budget Policy the Municipality’s finances. The Budget Policy is current under review and will be tabled together with the budget on 22 May 2012. The General inflation outlook and its impact on Budget Policy aims to empower senior managers with the municipal activities an efficient financial and budgetary amendment and There are five key factors that have been taken into control system to ensure optimum service delivery consideration in the compilation of the 2012/13 MTREF: within the legislative framework of the MFMA and the 46. National Government macro economic targets; Municipality’s system of delegations. 47. The general inflationary outlook and the impact on Municipality’s residents and businesses; 48. The impact of municipal cost drivers; 49. The increase in the cost of remuneration.
166 Collection rate for revenue services To achieve these priorities integration mechanisms are The rate of revenue collection is currently expressed in place to ensure integrated planning and execution as a percentage (85 per cent) of annual billings. Cash of various development programs. The focus will be flow is assumed to be 85 per cent of billings. The to strengthen the link between policy priorities and performance of arrear collections will however only expenditure thereby ensuring the achievement of the be considered a source of additional cash in-flow once national, provincial and local objectives. the performance has been carefully monitored. Overview of budget funding Salary increases Medium Term revenue The collective agreement regarding salaries/wages Umzumbe Municipality mainly depends on came into operation on 1 July 2009 and shall remain in government grants and subsidies. force until 30 June 2012. The negotiations are currently underway for the period beginning on 1 July 2012 Operational grants and subsidies amount to R95.6 however the increase of 8% has been provided for million, R95.9 million and R103.5 million for each of the in the 2012/13 budget, pending the outcome of the respective financial years of the MTREF, or 96 per cent negotiations. of operating revenue. It needs to be noted that in real terms the grants receipts from national government are growing rapidly over the MTREF. Impact of national, provincial and local Investment revenue contributes 1 per cent to the policies revenue base of the municipality with a budget Integration of service delivery between national, allocation of R1 million, R900 thousand and R800 provincial and local government is critical to ensure thousand for the respective three financial years of the focussed service delivery and in this regard various 2012/13 MTREF. The actual performance against budget measures were implemented to align IDPs, provincial will be carefully monitored. Any variances in this and national strategies around priority spatial regard will be addressed as part of the mid-year review interventions. In this regard, the following national and adjustments budget. priorities form the basis of all integration initiatives: 50. Creating jobs; 51. Infrastructure development; 52. Enhancing education and skill development; 53. Improving Health services; 54. Rural development and agriculture; and 55. Fighting crime and corruption.
167 The tables below provide d investment information and investment particulars by maturity.
Table 17 MBRR SA15 – Detail Investment Information
KZN213 Umzumbe - Supporting Table SA15 Detail investment information 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Investment Type & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Parent municipality Securities - National Government Listed Corporate Bonds Deposits - Bank 9,577 9,572 8,000 8,000 8,000 7,000 6,000 5,000 Deposits - Public Investment Commissioners Deposits - Corporation for Public Deposits Bankers Acceptance Certificates Negotiable Certificates of Deposit - Banks Guaranteed Endowment Policies (sinking) Repurchase Agreements - Banks Municipal Bonds Municipality sub-total 1 – 9,577 9,572 8,000 8,000 8,000 7,000 6,000 5,000 Entities Securities - National Government Listed Corporate Bonds Deposits - Bank Deposits - Public Investment Commissioners Deposits - Corporation for Public Deposits Bankers Acceptance Certificates Negotiable Certificates of Deposit - Banks Guaranteed Endowment Policies (sinking) Repurchase Agreements - Banks Entities sub-total – – – – – – – – – Consolidated total: – 9,577 9,572 8,000 8,000 8,000 7,000 6,000 5,000
168 The tables below provide d investment information and investment particulars by maturity.
Table 17 MBRR SA15 – Detail Investment Information
KZN213 Umzumbe - Supporting Table SA15 Detail investment information 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Investment Type & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Parent municipality Securities - National Government Listed Corporate Bonds Deposits - Bank 9,577 9,572 8,000 8,000 8,000 7,000 6,000 5,000 Deposits - Public Investment Commissioners Deposits - Corporation for Public Deposits Bankers Acceptance Certificates Negotiable Certificates of Deposit - Banks Guaranteed Endowment Policies (sinking) Repurchase Agreements - Banks Municipal Bonds Municipality sub-total 1 – 9,577 9,572 8,000 8,000 8,000 7,000 6,000 5,000 Entities Securities - National Government Listed Corporate Bonds Deposits - Bank Deposits - Public Investment Commissioners Deposits - Corporation for Public Deposits Bankers Acceptance Certificates Negotiable Certificates of Deposit - Banks Guaranteed Endowment Policies (sinking) Repurchase Agreements - Banks Entities sub-total – – – – – – – – – Consolidated total: – 9,577 9,572 8,000 8,000 8,000 7,000 6,000 5,000
169 Table 18 MBRR SA16 – Investment particulars by maturity
KZN213 Umzumbe - Supporting Table SA16 Investment particulars by maturity
Period of Capital Variable or Monetary Interest to be Investments by Maturity Ref Type of Commission Commission Expiry date of Investment Guarantee Fixed interest Interest Rate 3 value realised Investment Paid (Rands) Recipient investment Name of institution & investment ID Yrs/Months (Yes/ No) rate Rand thousand Parent municipality Notice FNB 3,000 Deposit FNB Call Deposit 4,000 Municipality sub-total 7,000 Entities Entities sub-total – – TOTAL INVESTMENTS AND INTEREST 1 7,000 –
Medium-term outlook: capital revenue The Municipality’s capital budget is funded by the Municipal Infrastructure Grant and the surplus for Equitable share. The Municipal Infrastructure Grant for the MTERF is 29.9 million, 31.5 million and 33.4 million for respective years. Table19 MBRR Table SA 18 - Capital transfers and grant receipts
KZN213 Umzumbe - Supporting Table SA18 Transfers and grant receipts 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Capital Transfers and Grants National Government: 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Municipal Infrastructure Grant (MIG) 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Other capital transfers/grants [insert desc] Provincial Government: – – – – – – – – – District Municipality: – – – – – – – – – Other grant providers: – – – – – – – – – [insert description] – Total Capital Transfers and Grants 5 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373
170 Table 18 MBRR SA16 – Investment particulars by maturity
KZN213 Umzumbe - Supporting Table SA16 Investment particulars by maturity
Period of Capital Variable or Monetary Interest to be Investments by Maturity Ref Type of Commission Commission Expiry date of Investment Guarantee Fixed interest Interest Rate 3 value realised Investment Paid (Rands) Recipient investment Name of institution & investment ID Yrs/Months (Yes/ No) rate Rand thousand Parent municipality Notice FNB 3,000 Deposit FNB Call Deposit 4,000 Municipality sub-total 7,000 Entities Entities sub-total – – TOTAL INVESTMENTS AND INTEREST 1 7,000 –
Medium-term outlook: capital revenue The Municipality’s capital budget is funded by the Municipal Infrastructure Grant and the surplus for Equitable share. The Municipal Infrastructure Grant for the MTERF is 29.9 million, 31.5 million and 33.4 million for respective years. Table19 MBRR Table SA 18 - Capital transfers and grant receipts
KZN213 Umzumbe - Supporting Table SA18 Transfers and grant receipts 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Capital Transfers and Grants National Government: 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Municipal Infrastructure Grant (MIG) 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Other capital transfers/grants [insert desc] Provincial Government: – – – – – – – – – District Municipality: – – – – – – – – – Other grant providers: – – – – – – – – – [insert description] – Total Capital Transfers and Grants 5 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373
171 Cash Flow Management Cash flow management and forecasting is a critical step in determining if the budget is funded over the medium- term. The table below is consistent with international standards of good financial management practice and also improves understandability for councillors and management. Some specific features include:
Table 20 MBRR Table A7 - Budget cash flow statement KZN213 Umzumbe - Table A7 Budgeted Cash Flows 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 CASH FLOW FROM OPERATING ACTIVITIES Receipts Ratepayers and other 771 2,273 5,430 6,273 6,273 6,083 2,933 3,168 3,421 Government - operating 1 66,543 51,445 63,564 78,488 80,488 80,488 55,084 95,627 95,880 103,546 Government - capital 1 27,960 31,922 24,655 24,655 24,655 17,642 29,908 31,549 33,373 Interest 964 1,559 1,421 900 1,100 1,100 1,022 1,000 900 800 Dividends Payments Suppliers and employees (54,664) (54,030) (51,101) (70,511) (72,354) (72,354) (34,063) (86,759) (91,964) (97,482) Finance charges (9) Transfers and Grants 1 NET CASH FROM/(USED) OPERATING ACTIVITIES 12,834 27,705 48,078 38,962 40,162 40,162 45,768 42,709 39,532 43,658 CASH FLOWS FROM INVESTING ACTIVITIES Receipts Proceeds on disposal of PPE (302) Decrease (Increase) in non-current debtors Decrease (increase) other non-current receivables Decrease (increase) in non-current investments Payments Capital assets (22,835) (31,417) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) NET CASH FROM/(USED) INVESTING ACTIVITIES (22,835) (31,719) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) CASH FLOWS FROM FINANCING ACTIVITIES Receipts Short term loans Borrowing long term/refinancing Increase (decrease) in consumer deposits Payments Repayment of borrowing NET CASH FROM/(USED) FINANCING ACTIVITIES – – – – – – – – – – NET INCREASE/ (DECREASE) IN CASH HELD (10,001) (4,014) 12,598 0 (5,337) (5,337) 36,781 – (5,739) (4,330) Cash/cash equivalents at the year begin: 2 (10,001) (14,015) 7,000 5,337 5,337 5,337 – (5,739) Cash/cash equivalents at the year end: 2 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070)
172 56. Clear separation of receipts and payments within each cash flow category; 57. Clear separation of capital and operating receipts from government, which also enables cash from ‘Ratepayers and other’ to be provide for as cash inflow based on actual performance. In other words the actual collection rate of billed revenue., and 58. Separation of borrowing and loan repayments (no set-off), to assist with MFMA compliance assessment regarding the use of long term borrowing (debt). Table 20 MBRR Table A7 - Budget cash flow statement KZN213 Umzumbe - Table A7 Budgeted Cash Flows 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 CASH FLOW FROM OPERATING ACTIVITIES Receipts Ratepayers and other 771 2,273 5,430 6,273 6,273 6,083 2,933 3,168 3,421 Government - operating 1 66,543 51,445 63,564 78,488 80,488 80,488 55,084 95,627 95,880 103,546 Government - capital 1 27,960 31,922 24,655 24,655 24,655 17,642 29,908 31,549 33,373 Interest 964 1,559 1,421 900 1,100 1,100 1,022 1,000 900 800 Dividends Payments Suppliers and employees (54,664) (54,030) (51,101) (70,511) (72,354) (72,354) (34,063) (86,759) (91,964) (97,482) Finance charges (9) Transfers and Grants 1 NET CASH FROM/(USED) OPERATING ACTIVITIES 12,834 27,705 48,078 38,962 40,162 40,162 45,768 42,709 39,532 43,658 CASH FLOWS FROM INVESTING ACTIVITIES Receipts Proceeds on disposal of PPE (302) Decrease (Increase) in non-current debtors Decrease (increase) other non-current receivables Decrease (increase) in non-current investments Payments Capital assets (22,835) (31,417) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) NET CASH FROM/(USED) INVESTING ACTIVITIES (22,835) (31,719) (35,480) (38,962) (45,499) (45,499) (8,987) (42,709) (45,272) (47,988) CASH FLOWS FROM FINANCING ACTIVITIES Receipts Short term loans Borrowing long term/refinancing Increase (decrease) in consumer deposits Payments Repayment of borrowing NET CASH FROM/(USED) FINANCING ACTIVITIES – – – – – – – – – – NET INCREASE/ (DECREASE) IN CASH HELD (10,001) (4,014) 12,598 0 (5,337) (5,337) 36,781 – (5,739) (4,330) Cash/cash equivalents at the year begin: 2 (10,001) (14,015) 7,000 5,337 5,337 5,337 – (5,739) Cash/cash equivalents at the year end: 2 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070)
173 Cash Backed Reserves/Accumulated Surplus Reconciliation This following table meets the requirements of MFMA Circular 42 which deals with the funding of a municipal budget in accordance with sections 18 and 19 of the MFMA. The table seeks to answer three key questions regarding the use and availability of cash: 59. What are the predicted cash and investments that are available at the end of the budget year? 60. How are those funds used? 61. What is the net funds available or funding shortfall?
Table 21 MBRR Table A8 - Cash backed reserves/accumulated surplus reconciliation
KZN213 Umzumbe - Table A8 Cash backed reserves/accumulated surplus reconciliation
2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15
Cash and investments available
Cash/cash equivalents at the year end 1 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070)
Other current investments > 90 days 19,336 33,801 17,034 1,000 8,000 8,000 (32,546) 7,000 11,739 15,070
Non current assets - Investments 1 – – – – – – – – – –
Cash and investments available: 9,335 19,786 15,618 8,000 8,000 8,000 9,572 7,000 6,000 5,000
Application of cash and investments
Unspent conditional transfers – – 1,446 – – – – – – –
Unspent borrowing – – – – – – – – –
Statutory requirements 2
Other working capital requirements 3 – (1,112) (3,223) 2,325 2,325 2,325 7,898 5,334 5,654 5,994
Other provisions
Long term investments committed 4 – – – – – – – – – –
Reserves to be backed by cash/investments 5
Total Application of cash and investments: – (1,112) (1,778) 2,325 2,325 2,325 7,898 5,334 5,654 5,994
Surplus(shortfall) 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994)
174 A surplus would indicate the cash-backed accumulated surplus that was/is available. A shortfall (applications > cash and investments) is indicative of non-compliance with section 18 of the MFMA requirement that the municipality’s budget must be ‘funded’. Non-compliance with section 18 is assumed because a shortfall would indirectly indicate that the annual budget is not appropriately funded (budgeted spending is greater than funds available or to be collected). It is also important to analyse trends to understand the consequences, e.g. the budget year might indicate a small surplus situation, which in itself is an appropriate outcome, but if in prior years there were much larger surpluses then this negative trend may be a concern that requires closer examination.
Table 21 MBRR Table A8 - Cash backed reserves/accumulated surplus reconciliation
KZN213 Umzumbe - Table A8 Cash backed reserves/accumulated surplus reconciliation
2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15
Cash and investments available
Cash/cash equivalents at the year end 1 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070)
Other current investments > 90 days 19,336 33,801 17,034 1,000 8,000 8,000 (32,546) 7,000 11,739 15,070
Non current assets - Investments 1 – – – – – – – – – –
Cash and investments available: 9,335 19,786 15,618 8,000 8,000 8,000 9,572 7,000 6,000 5,000
Application of cash and investments
Unspent conditional transfers – – 1,446 – – – – – – –
Unspent borrowing – – – – – – – – –
Statutory requirements 2
Other working capital requirements 3 – (1,112) (3,223) 2,325 2,325 2,325 7,898 5,334 5,654 5,994
Other provisions
Long term investments committed 4 – – – – – – – – – –
Reserves to be backed by cash/investments 5
Total Application of cash and investments: – (1,112) (1,778) 2,325 2,325 2,325 7,898 5,334 5,654 5,994
Surplus(shortfall) 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994)
175 Funding compliance measurement National Treasury requires that the municipality assess its financial sustainability against fourteen different measures that look at various aspects of the financial health of the municipality. These measures are contained in the following table. All the information comes directly from the annual budgeted statements of financial
Table 22 MBRR SA10 – Funding compliance measurement
KZN213 Umzumbe - Table SA10 Funding compliance measurement 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 MFMA & Expenditure Framework Description Ref section Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Funding measures Cash/cash equivalents at the year end - R’000 18(1)b 1 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070) Cash + investments at the yr end less 18(1)b 2 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994) applications - R’000 Cash year end/monthly employee/supplier 18(1)b 3 (3.9) (5.3) (0.5) 1.9 0.0 0.0 20.7 – (1.2) (2.0) payments Surplus/(Deficit) excluding depreciation offsets: 18(1) 4 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 R’000 Service charge rev % change - macro CPIX 18(1)a,(2) 5 N.A. (6.0%) 94.0% 43.3% (6.0%) (6.0%) (34.9%) 17.4% (0.0%) 0.0% target exclusive Cash receipts % of Ratepayer & Other revenue 18(1)a,(2) 6 0.0% 17.8% 100.0% 85.8% 85.1% 85.1% 85.6% 100.0% 101.8% 103.7% Debt impairment expense as a % of total 18(1)a,(2) 7 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% billable revenue Capital payments % of capital expenditure 18(1)c;19 8 91.2% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Borrowing receipts % of capital expenditure 18(1)c 9 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (excl. transfers) Grants % of Govt. legislated/gazetted 18(1)a 10 100.1% 100.0% 100.0% allocations Current consumer debtors % change - 18(1)a 11 N.A. 96.4% 35.3% (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% incr(decr) Long term receivables % change - incr(decr) 18(1)a 12 N.A. 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% R&M % of Property Plant & Equipment 20(1)(vi) 13 0.0% 0.0% 0.6% 1.0% 3.0% 3.0% 4.3% 4.3% 4.3% 4.3% Asset renewal % of capital budget 20(1)(vi) 14 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
176 performance, financial position and cash flows. The funding compliance measurement table essentially measures the degree to which the proposed budget complies with the funding requirements of the MFMA. Each of the measures is discussed below.
Table 22 MBRR SA10 – Funding compliance measurement
KZN213 Umzumbe - Table SA10 Funding compliance measurement 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 MFMA & Expenditure Framework Description Ref section Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 2013/14 +2 2014/15 Funding measures Cash/cash equivalents at the year end - R’000 18(1)b 1 (10,001) (14,015) (1,417) 7,000 0 0 42,118 – (5,739) (10,070) Cash + investments at the yr end less 18(1)b 2 9,335 20,898 17,395 5,675 5,675 5,675 1,675 1,666 346 (994) applications - R’000 Cash year end/monthly employee/supplier 18(1)b 3 (3.9) (5.3) (0.5) 1.9 0.0 0.0 20.7 – (1.2) (2.0) payments Surplus/(Deficit) excluding depreciation offsets: 18(1) 4 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 R’000 Service charge rev % change - macro CPIX 18(1)a,(2) 5 N.A. (6.0%) 94.0% 43.3% (6.0%) (6.0%) (34.9%) 17.4% (0.0%) 0.0% target exclusive Cash receipts % of Ratepayer & Other revenue 18(1)a,(2) 6 0.0% 17.8% 100.0% 85.8% 85.1% 85.1% 85.6% 100.0% 101.8% 103.7% Debt impairment expense as a % of total 18(1)a,(2) 7 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% billable revenue Capital payments % of capital expenditure 18(1)c;19 8 91.2% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Borrowing receipts % of capital expenditure 18(1)c 9 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (excl. transfers) Grants % of Govt. legislated/gazetted 18(1)a 10 100.1% 100.0% 100.0% allocations Current consumer debtors % change - 18(1)a 11 N.A. 96.4% 35.3% (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% incr(decr) Long term receivables % change - incr(decr) 18(1)a 12 N.A. 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% R&M % of Property Plant & Equipment 20(1)(vi) 13 0.0% 0.0% 0.6% 1.0% 3.0% 3.0% 4.3% 4.3% 4.3% 4.3% Asset renewal % of capital budget 20(1)(vi) 14 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
177 Expenditure on grants and reconciliations of unspent funds.
Table 23 MBRR SA19 - Expenditure on transfers and grant programmes
KZN213 Umzumbe - Supporting Table SA19 Expenditure on transfers and grant programme 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 EXPENDITURE: 1 Operating expenditure of Transfers and Grants National Government: 35,279 49,791 62,966 78,488 78,488 78,488 95,477 95,880 103,456 Local Government Equitable Share 33,946 48,056 60,966 76,198 76,198 76,198 86,177 93,230 100,756 Finance Management 598 1,000 1,250 1,500 1,500 1,500 1,500 1,750 1,750 Municipal Systems Improvement 735 735 750 790 790 790 800 900 950 Intergarted national Electrification Grant – – 7,000 – – Provincial Government: – – – – – – 150 – – Sport and Recration Grant – – – – – – 150 – – District Municipality: 137 – – – – – – – – Youth Advisory Centre Grant 137 Other grant providers: – – – – – – – – – [insert description] Total operating expenditure of Transfers and Grants: 35,416 49,791 62,966 78,488 78,488 78,488 95,627 95,880 103,456 Capital expenditure of Transfers and Grants National Government: 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Municipal Infrastructure Grant (MIG) 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Other capital transfers/grants [insert desc] Provincial Government: – – – – – – – – – 0 District Municipality: – – – – – – – – – 0 Other grant providers: – – – – – – – – – [insert description] Total capital expenditure of Transfers and Grants 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 TOTAL EXPENDITURE OF TRANSFERS AND GRANTS 56,468 77,751 83,465 103,143 103,143 103,143 125,535 127,429 136,829
178 Expenditure on grants and reconciliations of unspent funds.
Table 23 MBRR SA19 - Expenditure on transfers and grant programmes
KZN213 Umzumbe - Supporting Table SA19 Expenditure on transfers and grant programme 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 EXPENDITURE: 1 Operating expenditure of Transfers and Grants National Government: 35,279 49,791 62,966 78,488 78,488 78,488 95,477 95,880 103,456 Local Government Equitable Share 33,946 48,056 60,966 76,198 76,198 76,198 86,177 93,230 100,756 Finance Management 598 1,000 1,250 1,500 1,500 1,500 1,500 1,750 1,750 Municipal Systems Improvement 735 735 750 790 790 790 800 900 950 Intergarted national Electrification Grant – – 7,000 – – Provincial Government: – – – – – – 150 – – Sport and Recration Grant – – – – – – 150 – – District Municipality: 137 – – – – – – – – Youth Advisory Centre Grant 137 Other grant providers: – – – – – – – – – [insert description] Total operating expenditure of Transfers and Grants: 35,416 49,791 62,966 78,488 78,488 78,488 95,627 95,880 103,456 Capital expenditure of Transfers and Grants National Government: 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Municipal Infrastructure Grant (MIG) 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 Other capital transfers/grants [insert desc] Provincial Government: – – – – – – – – – 0 District Municipality: – – – – – – – – – 0 Other grant providers: – – – – – – – – – [insert description] Total capital expenditure of Transfers and Grants 21,052 27,960 20,499 24,655 24,655 24,655 29,908 31,549 33,373 TOTAL EXPENDITURE OF TRANSFERS AND GRANTS 56,468 77,751 83,465 103,143 103,143 103,143 125,535 127,429 136,829
179 Table 24 MBRR SA 20 - Reconciliation between of transfers, grant receipts and unspent funds
KZN213 Umzumbe - Supporting Table SA20 Reconciliation of transfers, grant receipts and unspent funds 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Operating transfers and grants: 1,3 National Government: Balance unspent at beginning of the year 8,325 – Current year receipts 62,784 78,488 78,488 78,488 95,477 95,880 103,456 Conditions met - transferred to revenue 71,108 – – 78,488 78,488 78,488 95,477 95,880 103,456 Conditions still to be met - transferred to liabilities Provincial Government: Balance unspent at beginning of the year – – – – – – – – – Current year receipts – – – – – – 150 – – Conditions met - transferred to revenue – – – – – – 150 – – Conditions still to be met - transferred to liabilities District Municipality: Balance unspent at beginning of the year Current year receipts 137 Conditions met - transferred to revenue 137 – – – – – – – – Conditions still to be met - transferred to liabilities Other grant providers: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities Total operating transfers and grants revenue 71,245 – – 78,488 78,488 78,488 95,627 95,880 103,456 Total operating transfers and grants - CTBM 2 – – – – – – – – – Capital transfers and grants: 1,3 National Government: Balance unspent at beginning of the year 6,361 8,000 Current year receipts 36,152 24,655 24,655 24,655 29,908 31,549 33,373 Conditions met - transferred to revenue – 42,513 – 32,655 24,655 24,655 29,908 31,549 33,373 Conditions still to be met - transferred to liabilities Provincial Government: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities
180 Table 24 MBRR SA 20 - Reconciliation between of transfers, grant receipts and unspent funds
KZN213 Umzumbe - Supporting Table SA20 Reconciliation of transfers, grant receipts and unspent funds 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Operating transfers and grants: 1,3 National Government: Balance unspent at beginning of the year 8,325 – Current year receipts 62,784 78,488 78,488 78,488 95,477 95,880 103,456 Conditions met - transferred to revenue 71,108 – – 78,488 78,488 78,488 95,477 95,880 103,456 Conditions still to be met - transferred to liabilities Provincial Government: Balance unspent at beginning of the year – – – – – – – – – Current year receipts – – – – – – 150 – – Conditions met - transferred to revenue – – – – – – 150 – – Conditions still to be met - transferred to liabilities District Municipality: Balance unspent at beginning of the year Current year receipts 137 Conditions met - transferred to revenue 137 – – – – – – – – Conditions still to be met - transferred to liabilities Other grant providers: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities Total operating transfers and grants revenue 71,245 – – 78,488 78,488 78,488 95,627 95,880 103,456 Total operating transfers and grants - CTBM 2 – – – – – – – – – Capital transfers and grants: 1,3 National Government: Balance unspent at beginning of the year 6,361 8,000 Current year receipts 36,152 24,655 24,655 24,655 29,908 31,549 33,373 Conditions met - transferred to revenue – 42,513 – 32,655 24,655 24,655 29,908 31,549 33,373 Conditions still to be met - transferred to liabilities Provincial Government: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities
181 KZN213 Umzumbe - Supporting Table SA20 Reconciliation of transfers, grant receipts and unspent funds 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 District Municipality: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities Other grant providers: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities Total capital transfers and grants revenue – 42,513 – 32,655 24,655 24,655 29,908 31,549 33,373 Total capital transfers and grants - CTBM 2 – – – – – – – – – TOTAL TRANSFERS AND GRANTS REVENUE 71,245 42,513 – 111,143 103,143 103,143 125,535 127,429 136,829 TOTAL TRANSFERS AND GRANTS - CTBM – – – – – – – – –
Councillor and employee benefits Table 25 MBRR SA22 - Summary of councillor and staff benefits
KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 1 A B C D E F G H I Councillors (Political Office Bearers plus Other) Basic Salaries and Wages 5,185 8,092 7,864 6,373 6,373 6,373 7,622 8,079 8,564 Pension and UIF Contributions Medical Aid Contributions Motor Vehicle Allowance 2,064 2,125 2,325 2,325 2,865 3,037 3,219 Cellphone Allowance 388 450 450 450 581 616 653 Housing Allowances Other benefits and allowances 107 114 121 Sub Total - Councillors 7,637 8,092 7,864 8,947 9,147 9,147 11,176 11,846 12,557 % increase 4 6.0% (2.8%) 13.8% 2.2% – 22.2% 6.0% 6.0%
182 KZN213 Umzumbe - Supporting Table SA20 Reconciliation of transfers, grant receipts and unspent funds 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 District Municipality: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities Other grant providers: Balance unspent at beginning of the year Current year receipts Conditions met - transferred to revenue – – – – – – – – – Conditions still to be met - transferred to liabilities Total capital transfers and grants revenue – 42,513 – 32,655 24,655 24,655 29,908 31,549 33,373 Total capital transfers and grants - CTBM 2 – – – – – – – – – TOTAL TRANSFERS AND GRANTS REVENUE 71,245 42,513 – 111,143 103,143 103,143 125,535 127,429 136,829 TOTAL TRANSFERS AND GRANTS - CTBM – – – – – – – – –
Councillor and employee benefits Table 25 MBRR SA22 - Summary of councillor and staff benefits
KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 1 A B C D E F G H I Councillors (Political Office Bearers plus Other) Basic Salaries and Wages 5,185 8,092 7,864 6,373 6,373 6,373 7,622 8,079 8,564 Pension and UIF Contributions Medical Aid Contributions Motor Vehicle Allowance 2,064 2,125 2,325 2,325 2,865 3,037 3,219 Cellphone Allowance 388 450 450 450 581 616 653 Housing Allowances Other benefits and allowances 107 114 121 Sub Total - Councillors 7,637 8,092 7,864 8,947 9,147 9,147 11,176 11,846 12,557 % increase 4 6.0% (2.8%) 13.8% 2.2% – 22.2% 6.0% 6.0%
183 KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Senior Managers of the Municipality 2 Basic Salaries and Wages 1,317 1,658 2,255 3,038 3,038 3,038 3,236 3,430 3,636 Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus 100 97 304 304 304 453 480 509 Motor Vehicle Allowance 3 563 Cellphone Allowance 3 Housing Allowances 3 101 Other benefits and allowances 3 692 246 261 277 Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Senior Managers of Municipality 1,880 2,551 2,352 3,341 3,341 3,341 3,935 4,171 4,422 % increase 4 35.7% (7.8%) 42.1% – – 17.8% 6.0% 6.0% Other Municipal Staff Basic Salaries and Wages 4,182 5,012 8,391 11,548 11,348 11,348 13,580 14,395 15,259 Pension and UIF Contributions 2,142 909 1,445 2,413 2,413 2,413 2,945 3,121 3,309 Medical Aid Contributions 348 419 547 1,059 1,059 1,059 1,195 1,267 1,343 Overtime 324 325 99 100 100 100 200 212 225 Performance Bonus Motor Vehicle Allowance 3 1,171 2,165 1,750 1,750 1,750 2,660 2,820 2,989 Cellphone Allowance 3 Housing Allowances 3 90 5 212 212 212 181 191 203 Other benefits and allowances 3 1,609 4,443 909 909 909 1,074 1,138 1,206 Payments in lieu of leave 187 Long service awards Post-retirement benefit obligations 6 787 Sub Total - Other Municipal Staff 9,776 11,199 13,626 17,990 17,790 17,790 21,835 23,145 24,533 % increase 4 14.6% 21.7% 32.0% (1.1%) – 22.7% 6.0% 6.0% Total Parent Municipality 19,293 21,842 23,842 30,279 30,279 30,279 36,946 39,162 41,512 13.2% 9.2% 27.0% – – 22.0% 6.0% 6.0%
184 KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Senior Managers of the Municipality 2 Basic Salaries and Wages 1,317 1,658 2,255 3,038 3,038 3,038 3,236 3,430 3,636 Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus 100 97 304 304 304 453 480 509 Motor Vehicle Allowance 3 563 Cellphone Allowance 3 Housing Allowances 3 101 Other benefits and allowances 3 692 246 261 277 Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Senior Managers of Municipality 1,880 2,551 2,352 3,341 3,341 3,341 3,935 4,171 4,422 % increase 4 35.7% (7.8%) 42.1% – – 17.8% 6.0% 6.0% Other Municipal Staff Basic Salaries and Wages 4,182 5,012 8,391 11,548 11,348 11,348 13,580 14,395 15,259 Pension and UIF Contributions 2,142 909 1,445 2,413 2,413 2,413 2,945 3,121 3,309 Medical Aid Contributions 348 419 547 1,059 1,059 1,059 1,195 1,267 1,343 Overtime 324 325 99 100 100 100 200 212 225 Performance Bonus Motor Vehicle Allowance 3 1,171 2,165 1,750 1,750 1,750 2,660 2,820 2,989 Cellphone Allowance 3 Housing Allowances 3 90 5 212 212 212 181 191 203 Other benefits and allowances 3 1,609 4,443 909 909 909 1,074 1,138 1,206 Payments in lieu of leave 187 Long service awards Post-retirement benefit obligations 6 787 Sub Total - Other Municipal Staff 9,776 11,199 13,626 17,990 17,790 17,790 21,835 23,145 24,533 % increase 4 14.6% 21.7% 32.0% (1.1%) – 22.7% 6.0% 6.0% Total Parent Municipality 19,293 21,842 23,842 30,279 30,279 30,279 36,946 39,162 41,512 13.2% 9.2% 27.0% – – 22.0% 6.0% 6.0%
185 KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Board Members of Entities Basic Salaries and Wages Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus Motor Vehicle Allowance 3 Cellphone Allowance 3 Housing Allowances 3 Other benefits and allowances 3 Board Fees Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Board Members of Entities – – – – – – – – – % increase 4 – – – – – – – – Senior Managers of Entities Basic Salaries and Wages Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus Motor Vehicle Allowance 3 Cellphone Allowance 3 Housing Allowances 3 Other benefits and allowances 3 Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Senior Managers of Entities – – – – – – – – – % increase 4 – – – – – – – –
186 KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Board Members of Entities Basic Salaries and Wages Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus Motor Vehicle Allowance 3 Cellphone Allowance 3 Housing Allowances 3 Other benefits and allowances 3 Board Fees Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Board Members of Entities – – – – – – – – – % increase 4 – – – – – – – – Senior Managers of Entities Basic Salaries and Wages Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus Motor Vehicle Allowance 3 Cellphone Allowance 3 Housing Allowances 3 Other benefits and allowances 3 Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Senior Managers of Entities – – – – – – – – – % increase 4 – – – – – – – –
187 KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Other Staff of Entities Basic Salaries and Wages Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus Motor Vehicle Allowance 3 Cellphone Allowance 3 Housing Allowances 3 Other benefits and allowances 3 Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Other Staff of Entities – – – – – – – – – % increase 4 – – – – – – – – Total Municipal Entities – – – – – – – – – TOTAL SALARY, ALLOWANCES & BENEFITS 19,293 21,842 23,842 30,279 30,279 30,279 36,946 39,162 41,512 % increase 4 13.2% 9.2% 27.0% – – 22.0% 6.0% 6.0% TOTAL MANAGERS AND STAFF 5 11,656 13,750 15,978 21,331 21,131 21,131 25,770 27,316 28,955
Table 26 MBRR SA23 - Salaries, allowances and benefits (political office bearers/councillors/ senior managers) KZN213 Umzumbe - Supporting Table SA23 Salaries, allowances & benefits (political office bearers/councillors/senior managers) Contributions Performance Total Package Disclosure of Salaries, Allowances & Benefits 1 Ref No. Salary Allowances In-kind benefits 1 Bonuses 2 Councillors 3 Speaker 4 1 367,833 142,770 510,603 Chief Whip – Executive Mayor 1 459,79 1 173,422 633,213 Deputy Executive Mayor 1 367,833 142,770 510,603 Executive Committee 5 1,724,214 675,534 2,399,748 Total for all other councillors 30 4,137,818 399,485 1,756,480 6,293,783 Total Councillors 8 38 7,057,489 399,485 2,890,976 10,347,950
188 KZN213 Umzumbe - Supporting Table SA22 Summary of councillor and staff benefits 2012/13 Medium Term Revenue Summary of Employee and Councillor remuneration 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Other Staff of Entities Basic Salaries and Wages Pension and UIF Contributions Medical Aid Contributions Overtime Performance Bonus Motor Vehicle Allowance 3 Cellphone Allowance 3 Housing Allowances 3 Other benefits and allowances 3 Payments in lieu of leave Long service awards Post-retirement benefit obligations 6 Sub Total - Other Staff of Entities – – – – – – – – – % increase 4 – – – – – – – – Total Municipal Entities – – – – – – – – – TOTAL SALARY, ALLOWANCES & BENEFITS 19,293 21,842 23,842 30,279 30,279 30,279 36,946 39,162 41,512 % increase 4 13.2% 9.2% 27.0% – – 22.0% 6.0% 6.0% TOTAL MANAGERS AND STAFF 5 11,656 13,750 15,978 21,331 21,131 21,131 25,770 27,316 28,955
Table 26 MBRR SA23 - Salaries, allowances and benefits (political office bearers/councillors/ senior managers) KZN213 Umzumbe - Supporting Table SA23 Salaries, allowances & benefits (political office bearers/councillors/senior managers) Contributions Performance Total Package Disclosure of Salaries, Allowances & Benefits 1 Ref No. Salary Allowances In-kind benefits 1 Bonuses 2 Councillors 3 Speaker 4 1 367,833 142,770 510,603 Chief Whip – Executive Mayor 1 459,79 1 173,422 633,213 Deputy Executive Mayor 1 367,833 142,770 510,603 Executive Committee 5 1,724,214 675,534 2,399,748 Total for all other councillors 30 4,137,818 399,485 1,756,480 6,293,783 Total Councillors 8 38 7,057,489 399,485 2,890,976 10,347,950
189 KZN213 Umzumbe - Supporting Table SA23 Salaries, allowances & benefits (political office bearers/councillors/senior managers) Contributions Performance Total Package Disclosure of Salaries, Allowances & Benefits 1 Ref No. Salary Allowances In-kind benefits 1 Bonuses 2 Senior Managers of the Municipality 5 Municipal Manager (MM) 1 787,605 110,265 897,870 Chief Finance Officer 1 624,076 87,371 711,447 Director technical Services 1 624,076 87,371 711,447 Director Corporate Services 1 600,077 84,011 684,088 Director Community and Social Services 1 600,077 232,359 84,011 916,447 – List of each offical with packages >= senior manager – – – – – – – – – – – – – Total Senior Managers of the Municipality 8 5 3,235,911 232,359 – 453,029 3,921,299 A Heading for Each Entity 6,7 List each member of board by designation – – – – – – – – – – – – – – – Total for municipal entities 8 – – – – – – TOTAL COST OF COUNCILLOR, DIRECTOR and 43 10,293,400 631,844 2,890,976 453,029 14,269,249 EXECUTIVE REMUNERATION
190 KZN213 Umzumbe - Supporting Table SA23 Salaries, allowances & benefits (political office bearers/councillors/senior managers) Contributions Performance Total Package Disclosure of Salaries, Allowances & Benefits 1 Ref No. Salary Allowances In-kind benefits 1 Bonuses 2 Senior Managers of the Municipality 5 Municipal Manager (MM) 1 787,605 110,265 897,870 Chief Finance Officer 1 624,076 87,371 711,447 Director technical Services 1 624,076 87,371 711,447 Director Corporate Services 1 600,077 84,011 684,088 Director Community and Social Services 1 600,077 232,359 84,011 916,447 – List of each offical with packages >= senior manager – – – – – – – – – – – – – Total Senior Managers of the Municipality 8 5 3,235,911 232,359 – 453,029 3,921,299 A Heading for Each Entity 6,7 List each member of board by designation – – – – – – – – – – – – – – – Total for municipal entities 8 – – – – – – TOTAL COST OF COUNCILLOR, DIRECTOR and 43 10,293,400 631,844 2,890,976 453,029 14,269,249 EXECUTIVE REMUNERATION
191 Table 27 MBRR SA24 – Summary of personnel numbers
KZN213 Umzumbe - Supporting Table SA24 Summary of personnel numbers
Summary of Personnel Numbers Ref 2010/11 Current Year 2011/12 Budget Year 2012/13 Permanent Contract Permanent Contract Permanent Contract Positions Positions Positions Number 1,2 employees employees employees employees employees employees Municipal Council and Boards of Municipal Entities Councillors (Political Office Bearers plus Other 37 38 38 Councillors) Board Members of municipal entities 4 Municipal employees 5 Municipal Manager and Senior Managers 3 5 5 5 5 5 5 Other Managers 7 11 11 15 14 1 18 17 1 Professionals 42 28 14 39 36 3 43 42 1 Finance 7 7 Spatial/town planning 2 2 Information Technology 1 1 Roads Electricity Water Sanitation Refuse 42 28 14 39 36 3 33 32 1 Other Technicians – – – – – – – – – Finance Spatial/town planning Information Technology Roads Electricity Water Sanitation Refuse Other Clerks (Clerical and administrative) Service and sales workers Skilled agricultural and fishery workers Craft and related trades Plant and Machine Operators 5 3 2 5 3 2 5 3 3 Elementary Occupations TOTAL PERSONNEL NUMBERS 100 42 21 102 53 11 109 62 10 % increase 2.0% 26.2% (47.6%) 6.9% 17.0% (9.1%) Total municipal employees headcount 6 Finance personnel headcount 8 8 8 8 8 10 9 1 Human Resources personnel headcount 8 2 2 2 2 2 2
192 Table 27 MBRR SA24 – Summary of personnel numbers
KZN213 Umzumbe - Supporting Table SA24 Summary of personnel numbers
Summary of Personnel Numbers Ref 2010/11 Current Year 2011/12 Budget Year 2012/13 Permanent Contract Permanent Contract Permanent Contract Positions Positions Positions Number 1,2 employees employees employees employees employees employees Municipal Council and Boards of Municipal Entities Councillors (Political Office Bearers plus Other 37 38 38 Councillors) Board Members of municipal entities 4 Municipal employees 5 Municipal Manager and Senior Managers 3 5 5 5 5 5 5 Other Managers 7 11 11 15 14 1 18 17 1 Professionals 42 28 14 39 36 3 43 42 1 Finance 7 7 Spatial/town planning 2 2 Information Technology 1 1 Roads Electricity Water Sanitation Refuse 42 28 14 39 36 3 33 32 1 Other Technicians – – – – – – – – – Finance Spatial/town planning Information Technology Roads Electricity Water Sanitation Refuse Other Clerks (Clerical and administrative) Service and sales workers Skilled agricultural and fishery workers Craft and related trades Plant and Machine Operators 5 3 2 5 3 2 5 3 3 Elementary Occupations TOTAL PERSONNEL NUMBERS 100 42 21 102 53 11 109 62 10 % increase 2.0% 26.2% (47.6%) 6.9% 17.0% (9.1%) Total municipal employees headcount 6 Finance personnel headcount 8 8 8 8 8 10 9 1 Human Resources personnel headcount 8 2 2 2 2 2 2
193 Monthly targets for revenue, expenditure and cash flow Table 28 MBRR SA25 - Budgeted monthly revenue and expenditure
KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Revenue By Source Property rates 258 258 258 258 Property rates - penalties & collection charges – – – – Service charges - electricity revenue – – – – Service charges - water revenue – – – – Service charges - sanitation revenue – – – – Service charges - refuse revenue – – – – Service charges - other – – – – Rental of facilities and equipment – – – – Interest earned - external investments 91 91 91 91 91 91 91 91 91 91 91 0 1,000 900 800 Interest earned - outstanding debtors – – – – Dividends received – – – – Fines – – – – Licences and permits – – – – Agency services – – – – Transfers recognised - operational 31,876 31,876 31,876 (0) 95,627 95,880 103,456 Other revenue 8 8 8 8 8 8 8 8 8 8 8 (0) 90 97 105 Gains on disposal of PPE – – – – Total Revenue (excluding capital transfers and 32,233 357 357 357 contributions) Expenditure By Type Employee related costs 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 (0) 25,756 27,301 28,939 Remuneration of councillors 941 941 941 941 941 941 941 941 941 941 941 (0) 10,348 11,176 12,070 Debt impairment – – – – Depreciation & asset impairment 6,300 – 6,300 6,678 7,079 Finance charges – – – – Bulk purchases – – – – Other materials – – – – Contracted services – – – – Transfers and grants – – – – Other expenditure 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 0 44,355 47,016 49,837 Loss on disposal of PPE – – – – Total Expenditure 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 13,614 (0) 86,759 92,171 97,925
194 Monthly targets for revenue, expenditure and cash flow Table 28 MBRR SA25 - Budgeted monthly revenue and expenditure
KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Revenue By Source Property rates 258 258 258 258 Property rates - penalties & collection charges – – – – Service charges - electricity revenue – – – – Service charges - water revenue – – – – Service charges - sanitation revenue – – – – Service charges - refuse revenue – – – – Service charges - other – – – – Rental of facilities and equipment – – – – Interest earned - external investments 91 91 91 91 91 91 91 91 91 91 91 0 1,000 900 800 Interest earned - outstanding debtors – – – – Dividends received – – – – Fines – – – – Licences and permits – – – – Agency services – – – – Transfers recognised - operational 31,876 31,876 31,876 (0) 95,627 95,880 103,456 Other revenue 8 8 8 8 8 8 8 8 8 8 8 (0) 90 97 105 Gains on disposal of PPE – – – – Total Revenue (excluding capital transfers and 32,233 357 357 357 contributions) Expenditure By Type Employee related costs 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 (0) 25,756 27,301 28,939 Remuneration of councillors 941 941 941 941 941 941 941 941 941 941 941 (0) 10,348 11,176 12,070 Debt impairment – – – – Depreciation & asset impairment 6,300 – 6,300 6,678 7,079 Finance charges – – – – Bulk purchases – – – – Other materials – – – – Contracted services – – – – Transfers and grants – – – – Other expenditure 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 0 44,355 47,016 49,837 Loss on disposal of PPE – – – – Total Expenditure 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 13,614 (0) 86,759 92,171 97,925
195 KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Surplus/(Deficit) 24,919 (6,957) (6,957) (6,957) 24,919 (6,957) (6,957) (6,957) 24,919 (6,957) (13,257) 0 12,800 7,719 9,629 Transfers recognised - capital 9,969 9,969 9,969 0 29,908 31,549 33,373 Contributions recognised - capital – – – – Contributed assets – – – – Surplus/(Deficit) after capital transfers & contributions 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (13,257) 0 42,708 39,268 43,002 Taxation – – – – Attributable to minorities – – – – Share of surplus/ (deficit) of associate – – – – Surplus/(Deficit) 1 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (13,257) 0 42,708 39,268 43,002
Table 29 MBRR SA25 - Budgeted monthly revenue and expenditure (municipal vote)
KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Revenue by Vote Vote 1 - EXECUTIVE AND COUNCIL 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 (0) 52,929 56,105 59,471 Vote 3 - PLANNING 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – – Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Total Revenue by Vote 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482
196 KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Surplus/(Deficit) 24,919 (6,957) (6,957) (6,957) 24,919 (6,957) (6,957) (6,957) 24,919 (6,957) (13,257) 0 12,800 7,719 9,629 Transfers recognised - capital 9,969 9,969 9,969 0 29,908 31,549 33,373 Contributions recognised - capital – – – – Contributed assets – – – – Surplus/(Deficit) after capital transfers & contributions 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (13,257) 0 42,708 39,268 43,002 Taxation – – – – Attributable to minorities – – – – Share of surplus/ (deficit) of associate – – – – Surplus/(Deficit) 1 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (6,957) (6,957) 34,888 (6,957) (13,257) 0 42,708 39,268 43,002
Table 29 MBRR SA25 - Budgeted monthly revenue and expenditure (municipal vote)
KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Revenue by Vote Vote 1 - EXECUTIVE AND COUNCIL 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 (0) 52,929 56,105 59,471 Vote 3 - PLANNING 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – – Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Total Revenue by Vote 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482
197 KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Expenditure by Vote to be appropriated Vote 1 - EXECUTIVE AND COUNCIL 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 (0) 52,929 56,105 59,471 Vote 3 - PLANNING 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – – Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Total Expenditure by Vote 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482
Surplus/(Deficit) before assoc. – – – – – – – – – – – – – – – Taxation – – – – Attributable to minorities – – – – Share of surplus/ (deficit) of associate – – – – Surplus/(Deficit) 1 – – – – – – – – – – – – – – –
198 KZN213 Umzumbe - Supporting Table SA25 Budgeted monthly revenue and expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Expenditure by Vote to be appropriated Vote 1 - EXECUTIVE AND COUNCIL 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Vote 2 - FINANCE AND ADMIN 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 4,812 (0) 52,929 56,105 59,471 Vote 3 - PLANNING 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Vote 4 - COMMUNITY AND SOCIAL SERVICES 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – – Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Total Expenditure by Vote 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482
Surplus/(Deficit) before assoc. – – – – – – – – – – – – – – – Taxation – – – – Attributable to minorities – – – – Share of surplus/ (deficit) of associate – – – – Surplus/(Deficit) 1 – – – – – – – – – – – – – – –
199 Table 30 MBRR SA27 - Budgeted monthly revenue and expenditure (standard classification)
KZN213 Umzumbe - Supporting Table SA27 Budgeted monthly revenue and expenditure (standard classification) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Revenue - Standard Governance and administration 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 (0) 61,444 65,131 69,038 Executive and council 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Budget and treasury office 880 880 880 880 880 880 880 880 880 880 880 – 9,680 10,261 10,876 Corporate services 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 (0) 43,249 45,844 48,594 Community and public safety 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Community and social services 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Sport and recreation – – – – Public safety – – – – Housing – – – – Health – – – – Economic and environmental services 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Planning and development 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Road transport – – – – Environmental protection – – – – Trading services – – – – – – – – – – – – – – – Electricity – – – – Water – – – – Waste water management – – – – Waste management – – – – Other – – – – Total Revenue - Standard 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482 Expenditure - Standard 10,963 10,963 10,963 10,963 10,963 10,963 10,963 10,963 10,963 10,963 Governance and administration 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 (0) 61,444 65,131 69,038 Executive and council 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Budget and treasury office 880 880 880 880 880 880 880 880 880 880 880 – 9,680 10,261 10,876 Corporate services 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 (0) 43,249 45,844 48,594 Community and public safety 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Community and social services 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Sport and recreation – – – – Public safety – – – – Housing – – – – Health – – – –
200 Table 30 MBRR SA27 - Budgeted monthly revenue and expenditure (standard classification)
KZN213 Umzumbe - Supporting Table SA27 Budgeted monthly revenue and expenditure (standard classification) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Revenue - Standard Governance and administration 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 (0) 61,444 65,131 69,038 Executive and council 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Budget and treasury office 880 880 880 880 880 880 880 880 880 880 880 – 9,680 10,261 10,876 Corporate services 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 (0) 43,249 45,844 48,594 Community and public safety 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Community and social services 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Sport and recreation – – – – Public safety – – – – Housing – – – – Health – – – – Economic and environmental services 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Planning and development 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Road transport – – – – Environmental protection – – – – Trading services – – – – – – – – – – – – – – – Electricity – – – – Water – – – – Waste water management – – – – Waste management – – – – Other – – – – Total Revenue - Standard 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482 Expenditure - Standard 10,963 10,963 10,963 10,963 10,963 10,963 10,963 10,963 10,963 10,963 Governance and administration 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 5,586 (0) 61,444 65,131 69,038 Executive and council 774 774 774 774 774 774 774 774 774 774 774 (0) 8,515 9,026 9,567 Budget and treasury office 880 880 880 880 880 880 880 880 880 880 880 – 9,680 10,261 10,876 Corporate services 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 (0) 43,249 45,844 48,594 Community and public safety 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Community and social services 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 (0) 23,640 25,058 26,562 Sport and recreation – – – – Public safety – – – – Housing – – – – Health – – – –
201 KZN213 Umzumbe - Supporting Table SA27 Budgeted monthly revenue and expenditure (standard classification) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Economic and environmental services 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Planning and development 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Road transport – – – – Environmental protection – – – – Trading services – – – – – – – – – – – – – – – Electricity – – – – Water – – – – Waste water management – – – – Waste management – – – – Other – – – – Total Expenditure - Standard 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482 Surplus/(Deficit) before assoc. – – – – – – – – – – – – – – – Share of surplus/ (deficit) of associate – – – – Surplus/(Deficit) 1 – – – – – – – – – – – – – – –
Table 31 MBRR SA28 - Budgeted monthly capital expenditure (municipal vote)
KZN213 Umzumbe - Supporting Table SA28 Budgeted monthly capital expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Multi-year expenditure to be appropriated 1 Vote 1 - EXECUTIVE AND COUNCIL – – – – Vote 2 - FINANCE AND ADMIN – – – – Vote 3 - PLANNING – – – – Vote 4 - COMMUNITY AND SOCIAL SERVICES – – – – Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – –
202 KZN213 Umzumbe - Supporting Table SA27 Budgeted monthly revenue and expenditure (standard classification) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Economic and environmental services 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Planning and development 152 152 152 152 152 152 152 152 152 152 152 (0) 1,675 1,776 1,882 Road transport – – – – Environmental protection – – – – Trading services – – – – – – – – – – – – – – – Electricity – – – – Water – – – – Waste water management – – – – Waste management – – – – Other – – – – Total Expenditure - Standard 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 7,887 (0) 86,759 91,964 97,482 Surplus/(Deficit) before assoc. – – – – – – – – – – – – – – – Share of surplus/ (deficit) of associate – – – – Surplus/(Deficit) 1 – – – – – – – – – – – – – – –
Table 31 MBRR SA28 - Budgeted monthly capital expenditure (municipal vote)
KZN213 Umzumbe - Supporting Table SA28 Budgeted monthly capital expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Multi-year expenditure to be appropriated 1 Vote 1 - EXECUTIVE AND COUNCIL – – – – Vote 2 - FINANCE AND ADMIN – – – – Vote 3 - PLANNING – – – – Vote 4 - COMMUNITY AND SOCIAL SERVICES – – – – Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – –
203 KZN213 Umzumbe - Supporting Table SA28 Budgeted monthly capital expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Capital multi-year expenditure sub-total 2 – – – – – – – – – – – – – – –
Single-year expenditure to be appropriated Vote 1 - EXECUTIVE AND COUNCIL 35 – 35 37 39 Vote 2 - FINANCE AND ADMIN 50 875 – 925 981 1,039 Vote 3 - PLANNING 15 – 15 16 17 Vote 4 - COMMUNITY AND SOCIAL SERVICES 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 41,734 44,238 46,892 Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – – Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Capital single-year expenditure sub-total 2 3,859 3,829 3,794 4,669 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 42,709 45,272 47,988 Total Capital Expenditure 2 3,859 3,829 3,794 4,669 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 42,709 45,272 47,988
204 KZN213 Umzumbe - Supporting Table SA28 Budgeted monthly capital expenditure (municipal vote) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Capital multi-year expenditure sub-total 2 – – – – – – – – – – – – – – –
Single-year expenditure to be appropriated Vote 1 - EXECUTIVE AND COUNCIL 35 – 35 37 39 Vote 2 - FINANCE AND ADMIN 50 875 – 925 981 1,039 Vote 3 - PLANNING 15 – 15 16 17 Vote 4 - COMMUNITY AND SOCIAL SERVICES 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 41,734 44,238 46,892 Vote 5 - [NAME OF VOTE 5] – – – – Vote 6 - [NAME OF VOTE 6] – – – – Vote 7 - [NAME OF VOTE 7] – – – – Vote 8 - [NAME OF VOTE 8] – – – – Vote 9 - [NAME OF VOTE 9] – – – – Vote 10 - [NAME OF VOTE 10] – – – – Vote 11 - [NAME OF VOTE 11] – – – – Vote 12 - [NAME OF VOTE 12] – – – – Vote 13 - [NAME OF VOTE 13] – – – – Vote 14 - [NAME OF VOTE 14] – – – – Vote 15 - [NAME OF VOTE 15] – – – – Capital single-year expenditure sub-total 2 3,859 3,829 3,794 4,669 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 42,709 45,272 47,988 Total Capital Expenditure 2 3,859 3,829 3,794 4,669 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 42,709 45,272 47,988
205 Table 32 MBRR SA29 - Budgeted monthly capital expenditure (standard classification)
KZN213 Umzumbe - Supporting Table SA29 Budgeted monthly capital expenditure (standard classification) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Capital Expenditure - Standard 1 Governance and administration 85 – – 875 – – – – – – – – 960 1,018 1,079 Executive and council 35 – 35 37 39 Budget and treasury office 20 – 20 21 22 Corporate services 30 875 – 905 959 1,017 Community and public safety 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 41,734 44,238 46,892 Community and social services 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 41,734 44,238 46,892 Sport and recreation – – – – Public safety – – – – Housing – – – – Health – – – – Economic and environmental services 15 – – – – – – – – – – – 15 16 17 Planning and development 15 – 15 16 17 Road transport – – – – Environmental protection – – – – Trading services – – – – – – – – – – – – – – – Electricity – – – – Water – – – – Waste water management – – – – Waste management – – – – Other – – – – Total Capital Expenditure - Standard 2 3,894 3,794 3,794 4,669 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 42,709 45,272 47,988
206 Table 32 MBRR SA29 - Budgeted monthly capital expenditure (standard classification)
KZN213 Umzumbe - Supporting Table SA29 Budgeted monthly capital expenditure (standard classification) Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Description Expenditure Framework Ref Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Capital Expenditure - Standard 1 Governance and administration 85 – – 875 – – – – – – – – 960 1,018 1,079 Executive and council 35 – 35 37 39 Budget and treasury office 20 – 20 21 22 Corporate services 30 875 – 905 959 1,017 Community and public safety 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 41,734 44,238 46,892 Community and social services 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 41,734 44,238 46,892 Sport and recreation – – – – Public safety – – – – Housing – – – – Health – – – – Economic and environmental services 15 – – – – – – – – – – – 15 16 17 Planning and development 15 – 15 16 17 Road transport – – – – Environmental protection – – – – Trading services – – – – – – – – – – – – – – – Electricity – – – – Water – – – – Waste water management – – – – Waste management – – – – Other – – – – Total Capital Expenditure - Standard 2 3,894 3,794 3,794 4,669 3,794 3,794 3,794 3,794 3,794 3,794 3,794 – 42,709 45,272 47,988
207 Table 33 MBRR SA30 - Budgeted monthly cash flow
KZN213 Umzumbe - Supporting Table SA30 Budgeted monthly cash flow Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Monthly Cash Flows Expenditure Framework Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Cash Receipts By Source 1 Property rates 258 258 258 258 258 258 258 258 258 258 258 0 2,842 3,013 3,194 Property rates - penalties & collection charges – Service charges - electricity revenue – Service charges - water revenue – Service charges - sanitation revenue – Service charges - refuse revenue – Service charges - other – Rental of facilities and equipment – Interest earned - external investments 91 91 91 91 91 91 91 91 91 91 91 0 1,000 900 800 Interest earned - outstanding debtors – Dividends received – Fines – Licences and permits – Agency services – Transfer receipts - operational 31,876 31,876 31,876 (0) 95,627 95,880 103,456 Other revenue 8 8 8 8 8 8 8 8 8 8 8 (0) 90 97 105 Cash Receipts by Source 32,233 357 357 357 32,233 357 357 357 32,233 357 357 0 99,559 99,890 107,555 Other Cash Flows by Source Transfer receipts - capital 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 0 29,908 31,549 33,373 Contributions recognised - capital & Contributed – assets Proceeds on disposal of PPE – Short term loans – Borrowing long term/refinancing – Increase (decrease) in consumer deposits – Decrease (Increase) in non-current debtors – Decrease (increase) other non-current receivables – Decrease (increase) in non-current investments – Total Cash Receipts by Source 34,952 3,076 3,076 3,076 34,952 3,076 3,076 3,076 34,952 3,076 3,076 0 129,467 131,439 140,928
208 Table 33 MBRR SA30 - Budgeted monthly cash flow
KZN213 Umzumbe - Supporting Table SA30 Budgeted monthly cash flow Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Monthly Cash Flows Expenditure Framework Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Cash Receipts By Source 1 Property rates 258 258 258 258 258 258 258 258 258 258 258 0 2,842 3,013 3,194 Property rates - penalties & collection charges – Service charges - electricity revenue – Service charges - water revenue – Service charges - sanitation revenue – Service charges - refuse revenue – Service charges - other – Rental of facilities and equipment – Interest earned - external investments 91 91 91 91 91 91 91 91 91 91 91 0 1,000 900 800 Interest earned - outstanding debtors – Dividends received – Fines – Licences and permits – Agency services – Transfer receipts - operational 31,876 31,876 31,876 (0) 95,627 95,880 103,456 Other revenue 8 8 8 8 8 8 8 8 8 8 8 (0) 90 97 105 Cash Receipts by Source 32,233 357 357 357 32,233 357 357 357 32,233 357 357 0 99,559 99,890 107,555 Other Cash Flows by Source Transfer receipts - capital 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 2,719 0 29,908 31,549 33,373 Contributions recognised - capital & Contributed – assets Proceeds on disposal of PPE – Short term loans – Borrowing long term/refinancing – Increase (decrease) in consumer deposits – Decrease (Increase) in non-current debtors – Decrease (increase) other non-current receivables – Decrease (increase) in non-current investments – Total Cash Receipts by Source 34,952 3,076 3,076 3,076 34,952 3,076 3,076 3,076 34,952 3,076 3,076 0 129,467 131,439 140,928
209 KZN213 Umzumbe - Supporting Table SA30 Budgeted monthly cash flow Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Monthly Cash Flows Expenditure Framework Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Cash Payments by Type Employee related costs 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 (0) 25,756 27,301 28,039 Remuneration of councillors 941 941 941 941 941 941 941 941 941 941 941 (0) 10,348 10,969 11,627 Finance charges – Bulk purchases - Electricity – Bulk purchases - Water & Sewer – Other materials – Contracted services – Transfers and grants - other municipalities – Transfers and grants - other – Other expenditure 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 0 44,355 47,016 49,837 Cash Payments by Type 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 (0) 80,459 85,286 89,504 Other Cash Flows/Payments by Type Capital assets 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 0 42,709 45,272 47,988 Repayment of borrowing – Other Cash Flows/Payments – Total Cash Payments by Type 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 (0) 123,168 30,558 137,492 NET INCREASE/(DECREASE) IN CASH HELD 23,755 (8,121) (8,121) (8,121) 23,755 (8,121) (8,121) (8,121) 23,755 (8,121) (8,121) 0 6,299 881 3,436 Cash/cash equivalents at the month/year begin: 23,755 15,634 7,513 (607) 23,148 15,027 6,906 (1,214) 22,540 14,420 6,299 – 6,299 7,180 Cash/cash equivalents at the month/year end: 23,755 15,634 7,513 (607) 23,148 15,027 6,906 (1,214) 22,540 14,420 6,299 6,299 6,299 7,180 10,616
210 KZN213 Umzumbe - Supporting Table SA30 Budgeted monthly cash flow Medium Term Revenue and Budget Year 2012/13 Budget Year 2012/13 Monthly Cash Flows Expenditure Framework Budget Budget Budget R thousand July Aug. Sept. Oct. Nov. Dec. Jan. Febr. March April May June Year Year +1 Year +2 2012/13 2013/14 2014/15 Cash Payments by Type Employee related costs 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 2,341 (0) 25,756 27,301 28,039 Remuneration of councillors 941 941 941 941 941 941 941 941 941 941 941 (0) 10,348 10,969 11,627 Finance charges – Bulk purchases - Electricity – Bulk purchases - Water & Sewer – Other materials – Contracted services – Transfers and grants - other municipalities – Transfers and grants - other – Other expenditure 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 4,032 0 44,355 47,016 49,837 Cash Payments by Type 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 7,314 (0) 80,459 85,286 89,504 Other Cash Flows/Payments by Type Capital assets 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 3,883 0 42,709 45,272 47,988 Repayment of borrowing – Other Cash Flows/Payments – Total Cash Payments by Type 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 11,197 (0) 123,168 30,558 137,492 NET INCREASE/(DECREASE) IN CASH HELD 23,755 (8,121) (8,121) (8,121) 23,755 (8,121) (8,121) (8,121) 23,755 (8,121) (8,121) 0 6,299 881 3,436 Cash/cash equivalents at the month/year begin: 23,755 15,634 7,513 (607) 23,148 15,027 6,906 (1,214) 22,540 14,420 6,299 – 6,299 7,180 Cash/cash equivalents at the month/year end: 23,755 15,634 7,513 (607) 23,148 15,027 6,906 (1,214) 22,540 14,420 6,299 6,299 6,299 7,180 10,616
211 Table 34 MBRR 34a - Capital expenditure on new assets by asset class
KZN213 Umzumbe - Supporting Table SA34a Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Capital expenditure on new assets by Asset Class/Sub-class Infrastructure 6,190 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Infrastructure - Road transport 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Roads, Pavements & Bridges 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Storm water Infrastructure - Electricity – – – – – – – – – Generation Transmission & Reticulation Street Lighting Infrastructure - Water – – – – – – – – – Dams & Reservoirs Water purification Reticulation Infrastructure - Sanitation – – – – – – – – – Reticulation Sewerage purification Infrastructure - Other 795 – – – – – – – – Waste Management Transportation 2 Gas Other 3 795 Community 16,934 2,834 2,149 7,554 8,837 8,837 7,254 7,689 8,151 Parks & gardens Sportsfields & stadia 2,500 3,623 3,623 2,000 2,120 2,247 Swimming pools Community halls Libraries Recreational facilities Fire, safety & emergency Security and policing Buses 7 Clinics Museums & Art Galleries Cemeteries Social rental housing 8 Other 16,934 2,834 2,149 5,054 5,215 5,215 5,254 5,569 5,903
212 Table 34 MBRR 34a - Capital expenditure on new assets by asset class
KZN213 Umzumbe - Supporting Table SA34a Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Capital expenditure on new assets by Asset Class/Sub-class Infrastructure 6,190 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Infrastructure - Road transport 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Roads, Pavements & Bridges 5,396 27,340 32,056 28,472 33,910 33,910 29,924 31,720 33,623 Storm water Infrastructure - Electricity – – – – – – – – – Generation Transmission & Reticulation Street Lighting Infrastructure - Water – – – – – – – – – Dams & Reservoirs Water purification Reticulation Infrastructure - Sanitation – – – – – – – – – Reticulation Sewerage purification Infrastructure - Other 795 – – – – – – – – Waste Management Transportation 2 Gas Other 3 795 Community 16,934 2,834 2,149 7,554 8,837 8,837 7,254 7,689 8,151 Parks & gardens Sportsfields & stadia 2,500 3,623 3,623 2,000 2,120 2,247 Swimming pools Community halls Libraries Recreational facilities Fire, safety & emergency Security and policing Buses 7 Clinics Museums & Art Galleries Cemeteries Social rental housing 8 Other 16,934 2,834 2,149 5,054 5,215 5,215 5,254 5,569 5,903
213 KZN213 Umzumbe - Supporting Table SA34a Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Heritage assets – – – – – – – – – Buildings Other 9 Investment properties – – – – – – – – – Housing development Other Other assets 1,912 1,242 1,275 2,936 2,752 2,752 5,531 5,863 6,215 General vehicles 568 853 1,500 1,500 1,500 2,000 2,120 2,247 Specialised vehicles 10 – – – – – – – – – Plant & equipment 10 500 500 500 3,000 3,180 3,371 Computers - hardware/equipment 279 195 260 260 140 148 157 Furniture and other office equipment 197 200 120 120 50 53 56 Abattoirs Markets Civic Land and Buildings Other Buildings 137 188 500 116 116 Other Land Surplus Assets - (Investment or Inventory) Other 1,775 422 41 256 256 341 361 383 Agricultural assets – – – – – – – – – List sub-class Biological assets – – – – – – – – – List sub-class Intangibles – – – – – – – – – Computers - software & programming Other (list sub-class) Total Capital Expenditure on new assets 1 25,036 31,417 35,480 38,962 45,500 45,500 42,709 45,272 47,988 Specialised vehicles – – – – – – – – – Refuse Fire Conservancy Ambulances
214 KZN213 Umzumbe - Supporting Table SA34a Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Heritage assets – – – – – – – – – Buildings Other 9 Investment properties – – – – – – – – – Housing development Other Other assets 1,912 1,242 1,275 2,936 2,752 2,752 5,531 5,863 6,215 General vehicles 568 853 1,500 1,500 1,500 2,000 2,120 2,247 Specialised vehicles 10 – – – – – – – – – Plant & equipment 10 500 500 500 3,000 3,180 3,371 Computers - hardware/equipment 279 195 260 260 140 148 157 Furniture and other office equipment 197 200 120 120 50 53 56 Abattoirs Markets Civic Land and Buildings Other Buildings 137 188 500 116 116 Other Land Surplus Assets - (Investment or Inventory) Other 1,775 422 41 256 256 341 361 383 Agricultural assets – – – – – – – – – List sub-class Biological assets – – – – – – – – – List sub-class Intangibles – – – – – – – – – Computers - software & programming Other (list sub-class) Total Capital Expenditure on new assets 1 25,036 31,417 35,480 38,962 45,500 45,500 42,709 45,272 47,988 Specialised vehicles – – – – – – – – – Refuse Fire Conservancy Ambulances
215 Table 35 MBRR 34b - Capital expenditure on new assets by asset class KZN213 Umzumbe - Supporting Table SA34b Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Capital expenditure on renewal of existing assets by Asset Class/ Sub-class Infrastructure – – – – – – – – – Infrastructure - Road transport – – – – – – – – – Roads, Pavements & Bridges NONE Storm water Infrastructure - Electricity – – – – – – – – – Generation Transmission & Reticulation Street Lighting Infrastructure - Water – – – – – – – – – Dams & Reservoirs Water purification Reticulation Infrastructure - Sanitation – – – – – – – – – Reticulation Sewerage purification Infrastructure - Other – – – – – – – – – Waste Management Transportation 2 Gas Other 3 Community – – – – – – – – – Parks & gardens Sportsfields & stadia Swimming pools Community halls Libraries Recreational facilities Fire, safety & emergency Security and policing Buses 7 Clinics Museums & Art Galleries Cemeteries Social rental housing 8 Other
216 Table 35 MBRR 34b - Capital expenditure on new assets by asset class KZN213 Umzumbe - Supporting Table SA34b Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Capital expenditure on renewal of existing assets by Asset Class/ Sub-class Infrastructure – – – – – – – – – Infrastructure - Road transport – – – – – – – – – Roads, Pavements & Bridges NONE Storm water Infrastructure - Electricity – – – – – – – – – Generation Transmission & Reticulation Street Lighting Infrastructure - Water – – – – – – – – – Dams & Reservoirs Water purification Reticulation Infrastructure - Sanitation – – – – – – – – – Reticulation Sewerage purification Infrastructure - Other – – – – – – – – – Waste Management Transportation 2 Gas Other 3 Community – – – – – – – – – Parks & gardens Sportsfields & stadia Swimming pools Community halls Libraries Recreational facilities Fire, safety & emergency Security and policing Buses 7 Clinics Museums & Art Galleries Cemeteries Social rental housing 8 Other
217 KZN213 Umzumbe - Supporting Table SA34b Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Heritage assets – – – – – – – – – Buildings Other 9 Investment properties – – – – – – – – – Housing development Other Other assets – – – – – – – – – General vehicles Specialised vehicles 10 – – – – – – – – – Plant & equipment Computers - hardware/equipment Furniture and other office equipment Abattoirs Markets Civic Land and Buildings Other Buildings Other Land Surplus Assets - (Investment or Inventory) Other Agricultural assets – – – – – – – – – List sub-class Biological assets – – – – – – – – – List sub-class Intangibles – – – – – – – – – Computers - software & programming Other (list sub-class) Total Capital Expenditure on renewal of existing assets 1 – – – – – – – – – Specialised vehicles – – – – – – – – – Refuse Fire Conservancy Ambulances Renewal of Existing Assets as % of total capex 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Renewal of Existing Assets as % of deprecn” 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
218 KZN213 Umzumbe - Supporting Table SA34b Summary of councillor and staff benefits 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Heritage assets – – – – – – – – – Buildings Other 9 Investment properties – – – – – – – – – Housing development Other Other assets – – – – – – – – – General vehicles Specialised vehicles 10 – – – – – – – – – Plant & equipment Computers - hardware/equipment Furniture and other office equipment Abattoirs Markets Civic Land and Buildings Other Buildings Other Land Surplus Assets - (Investment or Inventory) Other Agricultural assets – – – – – – – – – List sub-class Biological assets – – – – – – – – – List sub-class Intangibles – – – – – – – – – Computers - software & programming Other (list sub-class) Total Capital Expenditure on renewal of existing assets 1 – – – – – – – – – Specialised vehicles – – – – – – – – – Refuse Fire Conservancy Ambulances Renewal of Existing Assets as % of total capex 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Renewal of Existing Assets as % of deprecn” 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
219 Table 36 MBRR 34c - Repairs and maintenance expenditure by asset class KZN213 Umzumbe - Supporting Table SA34c Repairs and maintenance expenditure by asset class 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Repairs and maintenance expenditure by Asset Class/Sub-class Infrastructure – – – – – – – – – Infrastructure - Road transport – – – – – – – – – Roads, Pavements & Bridges Storm water Infrastructure - Electricity – – – – – – – – – Generation Transmission & Reticulation Street Lighting Infrastructure - Water – – – – – – – – – Dams & Reservoirs Water purification Reticulation Infrastructure - Sanitation – – – – – – – – – Reticulation Sewerage purification Infrastructure - Other – – – – – – – – – Waste Management Transportation 2 Gas Other 3 Community – – – 200 2,197 2,197 3,830 4,060 4,303 Parks & gardens Sportsfields & stadia Swimming pools Community halls Libraries Recreational facilities Fire, safety & emergency Security and policing Buses 7 Clinics Museums & Art Galleries Cemeteries Social rental housing 8 Other 200 2,197 2,197 3,830 4,060 4,303
220 Table 36 MBRR 34c - Repairs and maintenance expenditure by asset class KZN213 Umzumbe - Supporting Table SA34c Repairs and maintenance expenditure by asset class 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Repairs and maintenance expenditure by Asset Class/Sub-class Infrastructure – – – – – – – – – Infrastructure - Road transport – – – – – – – – – Roads, Pavements & Bridges Storm water Infrastructure - Electricity – – – – – – – – – Generation Transmission & Reticulation Street Lighting Infrastructure - Water – – – – – – – – – Dams & Reservoirs Water purification Reticulation Infrastructure - Sanitation – – – – – – – – – Reticulation Sewerage purification Infrastructure - Other – – – – – – – – – Waste Management Transportation 2 Gas Other 3 Community – – – 200 2,197 2,197 3,830 4,060 4,303 Parks & gardens Sportsfields & stadia Swimming pools Community halls Libraries Recreational facilities Fire, safety & emergency Security and policing Buses 7 Clinics Museums & Art Galleries Cemeteries Social rental housing 8 Other 200 2,197 2,197 3,830 4,060 4,303
221 KZN213 Umzumbe - Supporting Table SA34c Repairs and maintenance expenditure by asset class 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Heritage assets – – – – – – – – – Buildings Other 9 Investment properties – – – – – – – – – Housing development Other Other assets – – 657 862 887 887 1,385 1,468 1,556 General vehicles 110 110 110 145 154 163 Specialised vehicles 10 – – – – – – – – – Plant & equipment 600 600 600 600 636 674 Computers - hardware/equipment 62 62 62 50 53 56 Furniture and other office equipment Abattoirs Markets Civic Land and Buildings Other Buildings 90 115 115 590 625 663 Other Land Surplus Assets - (Investment or Inventory) Other 657 Agricultural assets – – – – – – – – – List sub-class Biological assets – – – – – – – – – List sub-class Intangibles – – – – – – – – – Computers - software & programming Other (list sub-class) Total Repairs and Maintenance Expenditure 1 – – 657 1,062 3,083 3,083 5,215 5,528 5,860 Specialised vehicles – – – – – – – – – Refuse Fire Conservancy Ambulances R&M as a % of PPE 0.0% 0.0% 0.6% 1.0% 3.0% 3.0% 4.3% 4.3% 4.3% R&M as % Operating Expenditure 0.0% 0.0% 1.1% 1.5% 4.3% 4.3% 6.0% 6.0% 6.0%
222 KZN213 Umzumbe - Supporting Table SA34c Repairs and maintenance expenditure by asset class 2012/13 Medium Term Revenue Description 2008/9 2009/10 2010/11 Current Year 2011/12 & Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year +1 Budget Year +2 R thousand Outcome Outcome Outcome Budget Budget Forecast 2012/13 2013/14 2014/15 Heritage assets – – – – – – – – – Buildings Other 9 Investment properties – – – – – – – – – Housing development Other Other assets – – 657 862 887 887 1,385 1,468 1,556 General vehicles 110 110 110 145 154 163 Specialised vehicles 10 – – – – – – – – – Plant & equipment 600 600 600 600 636 674 Computers - hardware/equipment 62 62 62 50 53 56 Furniture and other office equipment Abattoirs Markets Civic Land and Buildings Other Buildings 90 115 115 590 625 663 Other Land Surplus Assets - (Investment or Inventory) Other 657 Agricultural assets – – – – – – – – – List sub-class Biological assets – – – – – – – – – List sub-class Intangibles – – – – – – – – – Computers - software & programming Other (list sub-class) Total Repairs and Maintenance Expenditure 1 – – 657 1,062 3,083 3,083 5,215 5,528 5,860 Specialised vehicles – – – – – – – – – Refuse Fire Conservancy Ambulances R&M as a % of PPE 0.0% 0.0% 0.6% 1.0% 3.0% 3.0% 4.3% 4.3% 4.3% R&M as % Operating Expenditure 0.0% 0.0% 1.1% 1.5% 4.3% 4.3% 6.0% 6.0% 6.0%
223 Table 37 MBRR SA35 - Future financial implications of the capital budget
KZN213 Umzumbe - Supporting Table SA35 Future financial implications of the capital budget Vote Description 2012/13 Medium Term Revenue & Expenditure Framework Forecasts Ref Budget Year Budget Year +1 Budget Year +2 Forecast Forecast Forecast Present R thousand 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 value Capital expenditure 1
Vote 1 - EXECUTIVE AND COUNCIL 35 37 39
Vote 2 - FINANCE AND ADMIN 925 981 1,039
Vote 3 - PLANNING 15 16 17
Vote 4 - COMMUNITY AND SOCIAL 41,734 44,238 46,892 SERVICES Vote 5 - [NAME OF VOTE 5] – – –
Vote 6 - [NAME OF VOTE 6] – – –
Vote 7 - [NAME OF VOTE 7] – – –
Vote 8 - [NAME OF VOTE 8] – – –
Vote 9 - [NAME OF VOTE 9] – – –
Vote 10 - [NAME OF VOTE 10] – – –
Vote 11 - [NAME OF VOTE 11] – – –
Vote 12 - [NAME OF VOTE 12] – – –
Vote 13 - [NAME OF VOTE 13] – – –
Vote 14 - [NAME OF VOTE 14] – – –
Vote 15 - [NAME OF VOTE 15] – – –
List entity summary if applicable
Total Capital Expenditure 42,709 45,272 47,988 – – – –
Future operational costs by vote 2
Vote 1 - EXECUTIVE AND COUNCIL
Vote 2 - FINANCE AND ADMIN
Vote 3 - PLANNING
Vote 4 - COMMUNITY AND SOCIAL SERVICES Vote 5 - [NAME OF VOTE 5]
Vote 6 - [NAME OF VOTE 6]
224 Table 37 MBRR SA35 - Future financial implications of the capital budget
KZN213 Umzumbe - Supporting Table SA35 Future financial implications of the capital budget Vote Description 2012/13 Medium Term Revenue & Expenditure Framework Forecasts Ref Budget Year Budget Year +1 Budget Year +2 Forecast Forecast Forecast Present R thousand 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 value Capital expenditure 1
Vote 1 - EXECUTIVE AND COUNCIL 35 37 39
Vote 2 - FINANCE AND ADMIN 925 981 1,039
Vote 3 - PLANNING 15 16 17
Vote 4 - COMMUNITY AND SOCIAL 41,734 44,238 46,892 SERVICES Vote 5 - [NAME OF VOTE 5] – – –
Vote 6 - [NAME OF VOTE 6] – – –
Vote 7 - [NAME OF VOTE 7] – – –
Vote 8 - [NAME OF VOTE 8] – – –
Vote 9 - [NAME OF VOTE 9] – – –
Vote 10 - [NAME OF VOTE 10] – – –
Vote 11 - [NAME OF VOTE 11] – – –
Vote 12 - [NAME OF VOTE 12] – – –
Vote 13 - [NAME OF VOTE 13] – – –
Vote 14 - [NAME OF VOTE 14] – – –
Vote 15 - [NAME OF VOTE 15] – – –
List entity summary if applicable
Total Capital Expenditure 42,709 45,272 47,988 – – – –
Future operational costs by vote 2
Vote 1 - EXECUTIVE AND COUNCIL
Vote 2 - FINANCE AND ADMIN
Vote 3 - PLANNING
Vote 4 - COMMUNITY AND SOCIAL SERVICES Vote 5 - [NAME OF VOTE 5]
Vote 6 - [NAME OF VOTE 6]
225 KZN213 Umzumbe - Supporting Table SA35 Future financial implications of the capital budget Vote Description 2012/13 Medium Term Revenue & Expenditure Framework Forecasts Ref Budget Year Budget Year +1 Budget Year +2 Forecast Forecast Forecast Present R thousand 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 value Vote 7 - [NAME OF VOTE 7]
Vote 8 - [NAME OF VOTE 8]
Vote 9 - [NAME OF VOTE 9]
Vote 10 - [NAME OF VOTE 10]
Vote 11 - [NAME OF VOTE 11]
Vote 12 - [NAME OF VOTE 12]
Vote 13 - [NAME OF VOTE 13]
Vote 14 - [NAME OF VOTE 14]
Vote 15 - [NAME OF VOTE 15]
List entity summary if applicable
Total future operational costs – – – – – – –
Future revenue by source 3
Property rates
Property rates - penalties & collection charges Service charges - electricity revenue
Service charges - water revenue
Service charges - sanitation revenue
Service charges - refuse revenue
Service charges - other
Rental of facilities and equipment
List other revenues sources if applicable List entity summary if applicable
Total future revenue – – – – – – –
Net Financial Implications 42,709 45,272 47,988 – – – –
226 KZN213 Umzumbe - Supporting Table SA35 Future financial implications of the capital budget Vote Description 2012/13 Medium Term Revenue & Expenditure Framework Forecasts Ref Budget Year Budget Year +1 Budget Year +2 Forecast Forecast Forecast Present R thousand 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 value Vote 7 - [NAME OF VOTE 7]
Vote 8 - [NAME OF VOTE 8]
Vote 9 - [NAME OF VOTE 9]
Vote 10 - [NAME OF VOTE 10]
Vote 11 - [NAME OF VOTE 11]
Vote 12 - [NAME OF VOTE 12]
Vote 13 - [NAME OF VOTE 13]
Vote 14 - [NAME OF VOTE 14]
Vote 15 - [NAME OF VOTE 15]
List entity summary if applicable
Total future operational costs – – – – – – –
Future revenue by source 3
Property rates
Property rates - penalties & collection charges Service charges - electricity revenue
Service charges - water revenue
Service charges - sanitation revenue
Service charges - refuse revenue
Service charges - other
Rental of facilities and equipment
List other revenues sources if applicable List entity summary if applicable
Total future revenue – – – – – – –
Net Financial Implications 42,709 45,272 47,988 – – – –
227 Table 38 MBRR SA36 - Future financial implications of the capital budget
KZN213 Umzumbe - Supporting Table SA36 Detailed capital budget 2012/13 Medium Term Revenue & Prior year outcomes Expenditure Framework Project information Individu- Municipal Vote/ IDP Total Current Program/Project Project ally Ap- Capital project Goal Asset Sub- GPS co- Project Year Budget Budget Budget description number proved Audited Ward New or Ref code Asset Class Class ordinates Estimate 2011/12 Year Year +1 Year +2 (Yes/No) Outcome location renewal Full Year 2012/13 2013/14 2014/15 R thousand 4 2 6 3 3 5 5 Forecast Parent municipality: List all capital projects grouped by Municipal Vote
Access Roads Construction of Infrastruc- Roads, 39,017 33,910 29,924 31,720 33,623 new access roads ture - Road Pavements transport & Bridges Craft Centre Construction of Community Markets – – 5,054 5,357 5,679 new Okwakha craft Centre Sports fields Upgrading of Community Sportsfields 3,623 2,000 2,120 2,247 new sportfields & stadia Market stalls Building of shelter Community Markets – – 200 212 225 new for banana hawkers Purchase of plant Purchasing of 2 Other Assets Plant & – – 3,000 3,180 3,371 new municipal graders equipment Purchase of motor Purchasing of a Other Assets General 853 1,500 2,000 212 225 new vehicles municipal vehicle vehicles and a truck Purchase of park Purchasing of Other Assets Other – – 320 339 360 new homes municipal park homes Furniture Purchasing of Other Assets Furniture 185 376 71 75 80 new municipal furniture and other and other equipment office equipment Computer equipment Purchasing Other Assets Computers 229 260 140 148 157 new of computer - hardware/ equipments equipment
Parent Capital 1 42,709 43,364 45,965 expenditure
228 Table 38 MBRR SA36 - Future financial implications of the capital budget
KZN213 Umzumbe - Supporting Table SA36 Detailed capital budget 2012/13 Medium Term Revenue & Prior year outcomes Expenditure Framework Project information Individu- Municipal Vote/ IDP Total Current Program/Project Project ally Ap- Capital project Goal Asset Sub- GPS co- Project Year Budget Budget Budget description number proved Audited Ward New or Ref code Asset Class Class ordinates Estimate 2011/12 Year Year +1 Year +2 (Yes/No) Outcome location renewal Full Year 2012/13 2013/14 2014/15 R thousand 4 2 6 3 3 5 5 Forecast Parent municipality: List all capital projects grouped by Municipal Vote
Access Roads Construction of Infrastruc- Roads, 39,017 33,910 29,924 31,720 33,623 new access roads ture - Road Pavements transport & Bridges Craft Centre Construction of Community Markets – – 5,054 5,357 5,679 new Okwakha craft Centre Sports fields Upgrading of Community Sportsfields 3,623 2,000 2,120 2,247 new sportfields & stadia Market stalls Building of shelter Community Markets – – 200 212 225 new for banana hawkers Purchase of plant Purchasing of 2 Other Assets Plant & – – 3,000 3,180 3,371 new municipal graders equipment Purchase of motor Purchasing of a Other Assets General 853 1,500 2,000 212 225 new vehicles municipal vehicle vehicles and a truck Purchase of park Purchasing of Other Assets Other – – 320 339 360 new homes municipal park homes Furniture Purchasing of Other Assets Furniture 185 376 71 75 80 new municipal furniture and other and other equipment office equipment Computer equipment Purchasing Other Assets Computers 229 260 140 148 157 new of computer - hardware/ equipments equipment
Parent Capital 1 42,709 43,364 45,965 expenditure
229 KZN213 Umzumbe - Supporting Table SA36 Detailed capital budget 2012/13 Medium Term Revenue & Prior year outcomes Expenditure Framework Project information Individu- Municipal Vote/ IDP Total Current Program/Project Project ally Ap- Capital project Goal Asset Sub- GPS co- Project Year Budget Budget Budget description number proved Audited Ward New or Ref code Asset Class Class ordinates Estimate 2011/12 Year Year +1 Year +2 (Yes/No) Outcome location renewal Full Year 2012/13 2013/14 2014/15 R thousand 4 2 6 3 3 5 5 Forecast Entities: List all capital projects grouped by Entity Entity A Water project A Entity B Electricity project B Entity Capital – – – – – expenditure Total Capital 40,285 39,669 42,709 43,364 45,965 expenditure
Table 39 MBRR SA37 - Projects delayed from previous financial year/s
KZN213 Umzumbe - Supporting Table SA37 Projects delayed from previous financial year/s Previous Municipal Vote/ 2012/13 Medium Term Revenue & Expenditure Ref. Asset Class Asset Sub- GPS co- target year to Current Year 2011/12 Capital project Project Framework Project name Class ordinates complete number 1,2 3 3 4 Original Full Year Budget Year Budget Year Budget Year Year R thousand Budget Forecast 2012/13 +1 2013/14 +2 2014/15 Parent municipality: List all capital projects Examples Examples grouped by Municipal Vote
Entities: List all capital projects grouped by Municipal Entity Entity Name Project name
230 KZN213 Umzumbe - Supporting Table SA36 Detailed capital budget 2012/13 Medium Term Revenue & Prior year outcomes Expenditure Framework Project information Individu- Municipal Vote/ IDP Total Current Program/Project Project ally Ap- Capital project Goal Asset Sub- GPS co- Project Year Budget Budget Budget description number proved Audited Ward New or Ref code Asset Class Class ordinates Estimate 2011/12 Year Year +1 Year +2 (Yes/No) Outcome location renewal Full Year 2012/13 2013/14 2014/15 R thousand 4 2 6 3 3 5 5 Forecast Entities: List all capital projects grouped by Entity Entity A Water project A Entity B Electricity project B Entity Capital – – – – – expenditure Total Capital 40,285 39,669 42,709 43,364 45,965 expenditure
Table 39 MBRR SA37 - Projects delayed from previous financial year/s
KZN213 Umzumbe - Supporting Table SA37 Projects delayed from previous financial year/s Previous Municipal Vote/ 2012/13 Medium Term Revenue & Expenditure Ref. Asset Class Asset Sub- GPS co- target year to Current Year 2011/12 Capital project Project Framework Project name Class ordinates complete number 1,2 3 3 4 Original Full Year Budget Year Budget Year Budget Year Year R thousand Budget Forecast 2012/13 +1 2013/14 +2 2014/15 Parent municipality: List all capital projects Examples Examples grouped by Municipal Vote
Entities: List all capital projects grouped by Municipal Entity Entity Name Project name
231 Legislation compliance status 2. internship programme The Municipality is participating in the Municipal Compliance with the MFMA implementation Financial Management Internship programme and requirements have been substantially adhered to has employed five interns undergoing training through the following activities: in various divisions of the Financial Services 1. in year reporting Department. Of the five interns three have been Reporting to National Treasury in electronic format appointed permanently. The remaining two have was fully complied with on a monthly basis. Section completed their two year contract on 30 April 2012. 71 reporting to the Executive Mayor (within 10 working days).
Table 40 MBRR SA1 - Supporting detail to budgeted financial performance
KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 REVENUE ITEMS: Property rates 6 Total Property Rates 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 less Revenue Foregone Net Property Rates – 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 Service charges - electricity revenue 6 Total Service charges - electricity revenue less Revenue Foregone Net Service charges - electricity revenue – – – – – – – – – – Service charges - water revenue 6 Total Service charges - water revenue less Revenue Foregone Net Service charges - water revenue – – – – – – – – – – Service charges - sanitation revenue Total Service charges - sanitation revenue less Revenue Foregone Net Service charges - sanitation revenue – – – – – – – – – – Service charges - refuse revenue 6 Total refuse removal revenue Total landfill revenue less Revenue Foregone Net Service charges - refuse revenue – – – – – – – – – –
232 3. budget and Treasury Office 5. service Delivery and Implementation Plan The Budget and Treasury Office has been established The detail 2012/13 draft SDBIP document will be in accordance with the MFMA. finalised and will be tabled before council. 4. audit Committee 6. annual Report An Audit Committee is shared with other Annual report is compiled in terms of the MFMA municipalities within the district and is fully and National Treasury requirements. functional.
Table 40 MBRR SA1 - Supporting detail to budgeted financial performance
KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 REVENUE ITEMS: Property rates 6 Total Property Rates 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 less Revenue Foregone Net Property Rates – 771 1,543 2,303 2,303 2,303 1,637 2,842 3,013 3,194 Service charges - electricity revenue 6 Total Service charges - electricity revenue less Revenue Foregone Net Service charges - electricity revenue – – – – – – – – – – Service charges - water revenue 6 Total Service charges - water revenue less Revenue Foregone Net Service charges - water revenue – – – – – – – – – – Service charges - sanitation revenue Total Service charges - sanitation revenue less Revenue Foregone Net Service charges - sanitation revenue – – – – – – – – – – Service charges - refuse revenue 6 Total refuse removal revenue Total landfill revenue less Revenue Foregone Net Service charges - refuse revenue – – – – – – – – – –
233 KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Other Revenue by source List other revenue by source Other revenue 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 3 Total ‘Other’ Revenue 1 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 EXPENDITURE ITEMS: Employee related costs Basic Salaries and Wages 2 5,606 6,670 10,646 14,586 14,386 14,386 8,429 16,816 17,825 18,895 Pension and UIF Contributions 876 1,209 1,445 2,413 2,413 2,413 1,060 2,977 3,156 3,345 Medical Aid Contributions 2,087 3,692 547 1,059 1,059 1,059 391 1,195 1,267 1,343 Overtime 324 325 99 100 100 100 82 200 212 225 Performance Bonus 97 304 304 304 68 453 480 509 Motor Vehicle Allowance 2,165 1,750 1,750 1,750 1,200 2,860 3,032 3,213 Cellphone Allowance Housing Allowances 601 662 5 212 212 212 81 181 191 203 Other benefits and allowances 909 909 909 789 1,074 1,138 1,206 Payments in lieu of leave 851 286 187 Long service awards Post-retirement benefit obligations 4 1,310 909 787 sub-total 5 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Less: Employees costs capitalised to PPE Total Employee related costs 1 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Contributions recognised - capital List contributions by contract
Total Contributions recognised - capital – – – – – – – – – – Depreciation & asset impairment Depreciation of Property, Plant & Equipment 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079 Lease amortisation Capital asset impairment Depreciation resulting from revaluation of PPE 10 Total Depreciation & asset impairment 1 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079
234 KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Other Revenue by source List other revenue by source Other revenue 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 3 Total ‘Other’ Revenue 1 1,218 3,562 730 4,027 5,070 5,070 5,468 90 97 105 EXPENDITURE ITEMS: Employee related costs Basic Salaries and Wages 2 5,606 6,670 10,646 14,586 14,386 14,386 8,429 16,816 17,825 18,895 Pension and UIF Contributions 876 1,209 1,445 2,413 2,413 2,413 1,060 2,977 3,156 3,345 Medical Aid Contributions 2,087 3,692 547 1,059 1,059 1,059 391 1,195 1,267 1,343 Overtime 324 325 99 100 100 100 82 200 212 225 Performance Bonus 97 304 304 304 68 453 480 509 Motor Vehicle Allowance 2,165 1,750 1,750 1,750 1,200 2,860 3,032 3,213 Cellphone Allowance Housing Allowances 601 662 5 212 212 212 81 181 191 203 Other benefits and allowances 909 909 909 789 1,074 1,138 1,206 Payments in lieu of leave 851 286 187 Long service awards Post-retirement benefit obligations 4 1,310 909 787 sub-total 5 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Less: Employees costs capitalised to PPE Total Employee related costs 1 11,656 13,752 15,978 21,331 21,131 21,131 12,100 25,756 27,301 28,939 Contributions recognised - capital List contributions by contract
Total Contributions recognised - capital – – – – – – – – – – Depreciation & asset impairment Depreciation of Property, Plant & Equipment 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079 Lease amortisation Capital asset impairment Depreciation resulting from revaluation of PPE 10 Total Depreciation & asset impairment 1 3,254 3,626 6,123 5,545 5,545 5,545 – 6,300 6,678 7,079
235 KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Bulk purchases Electricity Bulk Purchases Water Bulk Purchases Total bulk purchases 1 – – – – – – – – – – Transfers and grants Cash transfers and grants – – – – – – – – – – Non-cash transfers and grants – – – – – – – – – – Total transfers and grants 1 – – – – – – – – – – Contracted services List services provided by contract
sub-total 1 – – – – – – – – – – Allocations to organs of state: Electricity Water Sanitation Other Total contracted services – – – – – – – – – – Other Expenditure By Type Collection costs Contributions to ‘other’ provisions Consultant fees 1,250 1,325 1,405 Audit fees 1,316 1,395 1,479 General expenses 3 29,690 25,446 27,241 34,688 36,531 36,531 16,123 41,789 44,296 46,954 List Other Expenditure by Type Community Participation Motor Vehicle Running Costs Printing and Stationery Security Services Staff Training Travel and Accomodation Telephone & contracted Cell phones Tankered Water Grid Electricity and Gel
236 KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Bulk purchases Electricity Bulk Purchases Water Bulk Purchases Total bulk purchases 1 – – – – – – – – – – Transfers and grants Cash transfers and grants – – – – – – – – – – Non-cash transfers and grants – – – – – – – – – – Total transfers and grants 1 – – – – – – – – – – Contracted services List services provided by contract
sub-total 1 – – – – – – – – – – Allocations to organs of state: Electricity Water Sanitation Other Total contracted services – – – – – – – – – – Other Expenditure By Type Collection costs Contributions to ‘other’ provisions Consultant fees 1,250 1,325 1,405 Audit fees 1,316 1,395 1,479 General expenses 3 29,690 25,446 27,241 34,688 36,531 36,531 16,123 41,789 44,296 46,954 List Other Expenditure by Type Community Participation Motor Vehicle Running Costs Printing and Stationery Security Services Staff Training Travel and Accomodation Telephone & contracted Cell phones Tankered Water Grid Electricity and Gel
237 KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Hiring of Graders LED Projects Special Programmes
Total ‘Other’ Expenditure 1 29,690 25,446 27,241 34,688 36,531 36,531 16,123 44,355 47,016 49,837 “Repairs and Maintenance by Expenditure Item” 8 Employee related costs Other materials Contracted Services Other Expenditure 2,435 657 Total Repairs and Maintenance Expenditure 9 2,435 – 657 – – – – – – –
Table 41 MBRR SA2 - Matrix financial performance budget (revenue source/expenditure type and department)
KZN213 Umzumbe - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type and dept.) Vote 4 Vote 1 Vote 2 Vote 5 Vote 6 Vote 7 Vote 8 - Vote 9 Vote 10 Vote 11 Vote 12 Vote 13 Vote 14 Vote 15 Description Ref Vote 3 COMMU- EXECU- FINANCE [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME PLAN- NITY AND Total TIVE AND AND OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE R thousand 1 NING SOCIAL COUNCIL ADMIN 5] 6] 7] 8] 9] 10] 11] 12] 13] 14] 15] SERVICES Revenue By Source Property rates 2,842 2,842 Property rates - penalties & collection charges – Service charges - electricity revenue – Service charges - water revenue – Service charges - sanitation revenue – Service charges - refuse revenue – Service charges - other – Rental of facilities and equipment – Interest earned - external investments 1,000 1,000 Interest earned - outstanding debtors –
238 KZN213 Umzumbe - Table SA1 Supporting Table SA1 Supporting detail to budgeted financial performance 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Hiring of Graders LED Projects Special Programmes
Total ‘Other’ Expenditure 1 29,690 25,446 27,241 34,688 36,531 36,531 16,123 44,355 47,016 49,837 “Repairs and Maintenance by Expenditure Item” 8 Employee related costs Other materials Contracted Services Other Expenditure 2,435 657 Total Repairs and Maintenance Expenditure 9 2,435 – 657 – – – – – – –
Table 41 MBRR SA2 - Matrix financial performance budget (revenue source/expenditure type and department)
KZN213 Umzumbe - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type and dept.) Vote 4 Vote 1 Vote 2 Vote 5 Vote 6 Vote 7 Vote 8 - Vote 9 Vote 10 Vote 11 Vote 12 Vote 13 Vote 14 Vote 15 Description Ref Vote 3 COMMU- EXECU- FINANCE [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME PLAN- NITY AND Total TIVE AND AND OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE R thousand 1 NING SOCIAL COUNCIL ADMIN 5] 6] 7] 8] 9] 10] 11] 12] 13] 14] 15] SERVICES Revenue By Source Property rates 2,842 2,842 Property rates - penalties & collection charges – Service charges - electricity revenue – Service charges - water revenue – Service charges - sanitation revenue – Service charges - refuse revenue – Service charges - other – Rental of facilities and equipment – Interest earned - external investments 1,000 1,000 Interest earned - outstanding debtors –
239 KZN213 Umzumbe - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type and dept.) Vote 4 Vote 1 Vote 2 Vote 5 Vote 6 Vote 7 Vote 8 - Vote 9 Vote 10 Vote 11 Vote 12 Vote 13 Vote 14 Vote 15 Description Ref Vote 3 COMMU- EXECU- FINANCE [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME PLAN- NITY AND Total TIVE AND AND OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE R thousand 1 NING SOCIAL COUNCIL ADMIN 5] 6] 7] 8] 9] 10] 11] 12] 13] 14] 15] SERVICES Dividends received – Fines – Licences and permits – Agency services – Other revenue 90 90 Transfers recognised - operational 8,515 48,997 1,675 23,640 82,827 Gains on disposal of PPE – Total Revenue (excluding capital transfers and 8,515 52,929 1,675 23,640 – – – – – – – – – – – 86,759 contributions) Expenditure By Type Employee related costs 25,756 25,756 Remuneration of councillors 10,348 10,348 Debt impairment – Depreciation & asset impairment 6,300 6,300 Finance charges – Bulk purchases – Other materials – Contracted services – Transfers and grants – Other expenditure 8,515 10,525 1,675 23,640 44,355 Loss on disposal of PPE – Total Expenditure 8,515 52,929 1,675 23,640 – – – – – – – – – – – 86,759 Surplus/(Deficit) – 0 – – – – – – – – – – – – – 0 Transfers recognised - capital 29,908 29,908 Contributions recognised - capital – Contributed assets – Surplus/(Deficit) after capital transfers & – 0 – 29,908 – – – – – – – – – – – 29,908 contributions
240 KZN213 Umzumbe - Supporting Table SA2 Matrix Financial Performance Budget (revenue source/expenditure type and dept.) Vote 4 Vote 1 Vote 2 Vote 5 Vote 6 Vote 7 Vote 8 - Vote 9 Vote 10 Vote 11 Vote 12 Vote 13 Vote 14 Vote 15 Description Ref Vote 3 COMMU- EXECU- FINANCE [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME [NAME PLAN- NITY AND Total TIVE AND AND OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE OF VOTE R thousand 1 NING SOCIAL COUNCIL ADMIN 5] 6] 7] 8] 9] 10] 11] 12] 13] 14] 15] SERVICES Dividends received – Fines – Licences and permits – Agency services – Other revenue 90 90 Transfers recognised - operational 8,515 48,997 1,675 23,640 82,827 Gains on disposal of PPE – Total Revenue (excluding capital transfers and 8,515 52,929 1,675 23,640 – – – – – – – – – – – 86,759 contributions) Expenditure By Type Employee related costs 25,756 25,756 Remuneration of councillors 10,348 10,348 Debt impairment – Depreciation & asset impairment 6,300 6,300 Finance charges – Bulk purchases – Other materials – Contracted services – Transfers and grants – Other expenditure 8,515 10,525 1,675 23,640 44,355 Loss on disposal of PPE – Total Expenditure 8,515 52,929 1,675 23,640 – – – – – – – – – – – 86,759 Surplus/(Deficit) – 0 – – – – – – – – – – – – – 0 Transfers recognised - capital 29,908 29,908 Contributions recognised - capital – Contributed assets – Surplus/(Deficit) after capital transfers & – 0 – 29,908 – – – – – – – – – – – 29,908 contributions
241 Table 42 MBRR SA3 - Supporting detail to Statement of Financial Position
KZN213 Umzumbe - Supporting Table SA3 Supporting detail to Statement of Financial Position 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 ASSETS Call investment deposits Call deposits < 90 days 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Other current investments > 90 days Total Call investment deposits 2 – – – 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Consumer debtors Consumer debtors Less: Provision for debt impairment Total Consumer debtors 2 – – – – – – – – – – Debt impairment provision Balance at the beginning of the year Contributions to the provision Bad debts written off Balance at end of year – – – – – – – – – – Property, plant and equipment (PPE) PPE at cost/valuation (excl. finance leases) 119,190 103,143 103,143 103,143 120,450 122,112 129,438 137,205 Leases recognised as PPE 3 Less: Accumulated depreciation 6,123 Total Property, plant and equipment (PPE) 2 – – 113,066 103,143 103,143 103,143 120,450 122,112 129,438 137,205 LIABILITIES Current liabilities - Borrowing Short term loans (other than bank overdraft) Current portion of long-term liabilities Total Current liabilities - Borrowing – – – – – – – – – – Trade and other payables Trade and other creditors 5,230 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Unspent conditional transfers 1,446 VAT Total Trade and other payables 2 – – 6,675 2,325 2,325 2,325 7,898 5,334 5,654 5,994
242 Table 42 MBRR SA3 - Supporting detail to Statement of Financial Position
KZN213 Umzumbe - Supporting Table SA3 Supporting detail to Statement of Financial Position 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 ASSETS Call investment deposits Call deposits < 90 days 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Other current investments > 90 days Total Call investment deposits 2 – – – 8,000 8,000 8,000 9,572 7,000 6,000 5,000 Consumer debtors Consumer debtors Less: Provision for debt impairment Total Consumer debtors 2 – – – – – – – – – – Debt impairment provision Balance at the beginning of the year Contributions to the provision Bad debts written off Balance at end of year – – – – – – – – – – Property, plant and equipment (PPE) PPE at cost/valuation (excl. finance leases) 119,190 103,143 103,143 103,143 120,450 122,112 129,438 137,205 Leases recognised as PPE 3 Less: Accumulated depreciation 6,123 Total Property, plant and equipment (PPE) 2 – – 113,066 103,143 103,143 103,143 120,450 122,112 129,438 137,205 LIABILITIES Current liabilities - Borrowing Short term loans (other than bank overdraft) Current portion of long-term liabilities Total Current liabilities - Borrowing – – – – – – – – – – Trade and other payables Trade and other creditors 5,230 2,325 2,325 2,325 7,898 5,334 5,654 5,994 Unspent conditional transfers 1,446 VAT Total Trade and other payables 2 – – 6,675 2,325 2,325 2,325 7,898 5,334 5,654 5,994
243 KZN213 Umzumbe - Supporting Table SA3 Supporting detail to Statement of Financial Position 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Non current liabilities - Borrowing Borrowing 4 Finance leases (including PPP asset element) Total Non current liabilities - Borrowing – – – – – – – – – – Provisions - non-current Retirement benefits List other major provision items Refuse landfill site rehabilitation Other Total Provisions - non-current – – – – – – – – – – CHANGES IN NET ASSETS Accumulated Surplus/(Deficit) Accumulated Surplus/(Deficit) - opening balance GRAP adjustments Restated balance – – – – – – – – – – Surplus/(Deficit) 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Appropriations to Reserves Transfers from Reserves Depreciation offsets Other adjustments Accumulated Surplus/(Deficit) 1 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Reserves Housing Development Fund Capital replacement Self-insurance Other reserves 27,015 47,512 103,143 105,143 105,143 125,535 127,429 140,928 Revaluation Total Reserves 2 27,015 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928 TOTAL COMMUNITY WEALTH/EQUITY 2 48,109 111,751 41,973 181,067 190,805 190,805 45,768 168,243 166,697 183,930
244 KZN213 Umzumbe - Supporting Table SA3 Supporting detail to Statement of Financial Position 2012/13 Medium Term Revenue 2008/9 2009/10 2010/11 Current Year 2011/12 Description & Expenditure Framework Ref R thousand Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year Outcome Outcome Outcome Budget Budget Forecast Audit 2012/13 +1 2013/14 +2 2014/15 Non current liabilities - Borrowing Borrowing 4 Finance leases (including PPP asset element) Total Non current liabilities - Borrowing – – – – – – – – – – Provisions - non-current Retirement benefits List other major provision items Refuse landfill site rehabilitation Other Total Provisions - non-current – – – – – – – – – – CHANGES IN NET ASSETS Accumulated Surplus/(Deficit) Accumulated Surplus/(Deficit) - opening balance GRAP adjustments Restated balance – – – – – – – – – – Surplus/(Deficit) 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Appropriations to Reserves Transfers from Reserves Depreciation offsets Other adjustments Accumulated Surplus/(Deficit) 1 21,094 64,239 41,973 77,924 85,662 85,662 45,768 42,708 39,268 43,002 Reserves Housing Development Fund Capital replacement Self-insurance Other reserves 27,015 47,512 103,143 105,143 105,143 125,535 127,429 140,928 Revaluation Total Reserves 2 27,015 47,512 – 103,143 105,143 105,143 – 125,535 127,429 140,928 TOTAL COMMUNITY WEALTH/EQUITY 2 48,109 111,751 41,973 181,067 190,805 190,805 45,768 168,243 166,697 183,930
245 Table 43 MBRR SA9 - Social, economic and demographic statistics and assumptions
KZN213 Umzumbe - Supporting Table SA9 Social, economic and demographic statistics and assumptions Current Year 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 1996 2001 2007 2011/12 Framework Description of economic indicator Ref. Basis of calculation Census Census Survey Original Outcome Outcome Outcome Outcome Outcome Outcome Budget Demographics Population 165 194 176 176 176 176 176 176 176 176 Females aged 5 - 14 27 32 29 29 29 29 29 29 29 29 Males aged 5 - 14 22 26 24 24 24 24 24 24 24 24 Females aged 15 - 34 29 34 31 31 31 31 31 31 31 31 Males aged 15 - 34 24 28 25 25 25 25 25 25 25 25 Unemployment 119 140 127 127 127 127 127 127 127 127 Monthly household income 1, 12 (no. of households) No income R1 - R1 600 R1 601 - R3 200 R3 201 - R6 400 R6 401 - R12 800 R12 801 - R25 600 R25 601 - R51 200 R52 201 - R102 400 R102 401 - R204 800 R204 801 - R409 600 R409 601 - R819 200 > R819 200 Poverty profiles (no. of households) < R2 060 per household per 13 month Insert description 2 Household/demographics (000) Number of people in municipal 164,799 193,762 176,287 176,287 176,287 176,287 176,287 176,287 176,287 176,287 area Number of poor people in 38,889 40,579 40,579 40,579 40,579 40,579 40,579 40,579 40,579 municipal area Number of households in municipal area
246 Table 43 MBRR SA9 - Social, economic and demographic statistics and assumptions
KZN213 Umzumbe - Supporting Table SA9 Social, economic and demographic statistics and assumptions Current Year 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 1996 2001 2007 2011/12 Framework Description of economic indicator Ref. Basis of calculation Census Census Survey Original Outcome Outcome Outcome Outcome Outcome Outcome Budget Demographics Population 165 194 176 176 176 176 176 176 176 176 Females aged 5 - 14 27 32 29 29 29 29 29 29 29 29 Males aged 5 - 14 22 26 24 24 24 24 24 24 24 24 Females aged 15 - 34 29 34 31 31 31 31 31 31 31 31 Males aged 15 - 34 24 28 25 25 25 25 25 25 25 25 Unemployment 119 140 127 127 127 127 127 127 127 127 Monthly household income 1, 12 (no. of households) No income R1 - R1 600 R1 601 - R3 200 R3 201 - R6 400 R6 401 - R12 800 R12 801 - R25 600 R25 601 - R51 200 R52 201 - R102 400 R102 401 - R204 800 R204 801 - R409 600 R409 601 - R819 200 > R819 200 Poverty profiles (no. of households) < R2 060 per household per 13 month Insert description 2 Household/demographics (000) Number of people in municipal 164,799 193,762 176,287 176,287 176,287 176,287 176,287 176,287 176,287 176,287 area Number of poor people in 38,889 40,579 40,579 40,579 40,579 40,579 40,579 40,579 40,579 municipal area Number of households in municipal area
247 KZN213 Umzumbe - Supporting Table SA9 Social, economic and demographic statistics and assumptions Current Year 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 1996 2001 2007 2011/12 Framework Description of economic indicator Ref. Basis of calculation Census Census Survey Original Outcome Outcome Outcome Outcome Outcome Outcome Budget Number of poor households in municipal area Definition of poor household (R per month) Housing statistics 3 Formal Informal Total number of households ------Dwellings provided by 4 municipality Dwellings provided by province/s Dwellings provided by private 5 sector Total new housing dwellings ------Economic 6 Inflation/inflation outlook (CPIX) Interest rate - borrowing Interest rate - investment Remuneration increases Consumption growth (electricity) Consumption growth (water) Collection rates 7 Property tax/service charges Rental of facilities & equipment Interest - external investments Interest - debtors Revenue from agency services
248 KZN213 Umzumbe - Supporting Table SA9 Social, economic and demographic statistics and assumptions Current Year 2012/13 Medium Term Revenue & Expenditure 2008/9 2009/10 2010/11 1996 2001 2007 2011/12 Framework Description of economic indicator Ref. Basis of calculation Census Census Survey Original Outcome Outcome Outcome Outcome Outcome Outcome Budget Number of poor households in municipal area Definition of poor household (R per month) Housing statistics 3 Formal Informal Total number of households ------Dwellings provided by 4 municipality Dwellings provided by province/s Dwellings provided by private 5 sector Total new housing dwellings ------Economic 6 Inflation/inflation outlook (CPIX) Interest rate - borrowing Interest rate - investment Remuneration increases Consumption growth (electricity) Consumption growth (water) Collection rates 7 Property tax/service charges Rental of facilities & equipment Interest - external investments Interest - debtors Revenue from agency services
249 Table 44 MBRR SA32 - List of external mechanisms
KZN213 Umzumbe - Supporting Table SA32 List of external mechanisms Expiry date of service Monetary value of External mechanism Period of agreement 1 Yrs/ Mths Service provided delivery agreement or agreement 2 Name of organisation Number contract R thousand NO EXTERNAL MECHANISMS
Municipal manager’s quality certificate
I …………………………………………………………………………………, municipal manager of Umzumbe Municpality, hereby certify that the annual budget and supporting documentation have been prepared in accordance with the Municipal Finance Management Act and the regulations made under the Act, and that the annual budget and supporting documents are consistent with the Integrated Development Plan of the municipality.
Print Name:
Municipal manager of Umzumbe Municipality (KZN213)
Signature:
Date:
250 Table 44 MBRR SA32 - List of external mechanisms
KZN213 Umzumbe - Supporting Table SA32 List of external mechanisms Expiry date of service Monetary value of External mechanism Period of agreement 1 Yrs/ Mths Service provided delivery agreement or agreement 2 Name of organisation Number contract R thousand NO EXTERNAL MECHANISMS
251 252 Service Delivery Implementation Plan (SDBIP)
253 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) DEPARTMENT: MUNICIPAL MANAGER’S OFFICE NATIONAL KEY PERFORMANCE AREA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT OUTCOME 9: DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT IDP pg 7/ SDBIP To ensure Annual Simplified IDPs IDP’s Adopted Final draft Adoption of the IDP, 1 st daft adopted by 2nd draft adopted by Final draft adopted IDP Manager In house pg 1 compliance reviewal of the focusing on adopted by Budget and PMS Council Council by Council with MSA, IDP planning for the council process plan delivery of 10 critical municipal services IDP pg 8/SDBIP To ensure Annual Simplified IDPs 10 Critical N/A N/A N/A N/A pg 1 compliance reviewal of the focusing on services with MSA, IDP planning for the identified and delivery of 10 included in the critical municipal IDP services IDP pg 59/SDBIP To ensure Annual Simplified IDPs IDP aligned to Yes N/A N/A N/A Yes IDP Manager In house pg 1 compliance reviewal of the focusing on Outcome 9 with MSA, IDP planning for the delivery of 10 critical municipal services IDP pg 124/SDBIP To ensure OPMS Implementation Number (as well 5 Five draft Circulated to the Nil Nil IDP Manager In house pg1 compliance Development of Performance as percentage) performance relevant sector with MSA, Contracts of performance agreements departments performance agreements dispatched to Sec regulaitons , signed reflecting 57 for perusal and MFMA national signing government priorities IDP pg 125/SDBIP To ensure OPMS Functional PMS Fully functional Yes Yes Yes Yes Yes IDP Manager In house pg 1 establishment Development OPMS of a functional PMS in the municipality IDP pg 125/SDBIP To ensure OPMS Functional PMS Number of 4 First quarterly review Second quarterly Third quarterly Fourth quarterly IDP Manager In house pg 1 establishment Development quarterly to assess municipal review to assess review to assess review to assess of a functional reviews performance municipal municipal municipal PMS in the conducted performance performance performance municipality IDP pg 41/ SDBIP To ensure OPMS Functional PMS Number 1 Nil Nil Performance report Nil IDP Manager In house pg1 establishment Development of reports submitted of a functional submitted on PMS in the performance in municipality terms of Section 46 of the MSA IDP pg 41/ SDBIP To ensure OPMS Functional PMS Adoption date Mar-13 Put together Compilation Adoption of first Final adoption IDP Manager In house pg1 establishment Development of the annual performance of report and draft by Council of document by of a functional report information for the presentation to Council PMS in the previous financial various committees municipality year
254 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) DEPARTMENT: MUNICIPAL MANAGER’S OFFICE NATIONAL KEY PERFORMANCE AREA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT OUTCOME 9: DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT IDP pg 7/ SDBIP To ensure Annual Simplified IDPs IDP’s Adopted Final draft Adoption of the IDP, 1 st daft adopted by 2nd draft adopted by Final draft adopted IDP Manager In house pg 1 compliance reviewal of the focusing on adopted by Budget and PMS Council Council by Council with MSA, IDP planning for the council process plan delivery of 10 critical municipal services IDP pg 8/SDBIP To ensure Annual Simplified IDPs 10 Critical N/A N/A N/A N/A pg 1 compliance reviewal of the focusing on services with MSA, IDP planning for the identified and delivery of 10 included in the critical municipal IDP services IDP pg 59/SDBIP To ensure Annual Simplified IDPs IDP aligned to Yes N/A N/A N/A Yes IDP Manager In house pg 1 compliance reviewal of the focusing on Outcome 9 with MSA, IDP planning for the delivery of 10 critical municipal services IDP pg 124/SDBIP To ensure OPMS Implementation Number (as well 5 Five draft Circulated to the Nil Nil IDP Manager In house pg1 compliance Development of Performance as percentage) performance relevant sector with MSA, Contracts of performance agreements departments performance agreements dispatched to Sec regulaitons , signed reflecting 57 for perusal and MFMA national signing government priorities IDP pg 125/SDBIP To ensure OPMS Functional PMS Fully functional Yes Yes Yes Yes Yes IDP Manager In house pg 1 establishment Development OPMS of a functional PMS in the municipality IDP pg 125/SDBIP To ensure OPMS Functional PMS Number of 4 First quarterly review Second quarterly Third quarterly Fourth quarterly IDP Manager In house pg 1 establishment Development quarterly to assess municipal review to assess review to assess review to assess of a functional reviews performance municipal municipal municipal PMS in the conducted performance performance performance municipality IDP pg 41/ SDBIP To ensure OPMS Functional PMS Number 1 Nil Nil Performance report Nil IDP Manager In house pg1 establishment Development of reports submitted of a functional submitted on PMS in the performance in municipality terms of Section 46 of the MSA IDP pg 41/ SDBIP To ensure OPMS Functional PMS Adoption date Mar-13 Put together Compilation Adoption of first Final adoption IDP Manager In house pg1 establishment Development of the annual performance of report and draft by Council of document by of a functional report information for the presentation to Council PMS in the previous financial various committees municipality year
255 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 41/ SDBIP To ensure OPMS Functional PMS Number of Municipal pg1 establishment Development corrective Manage of a functional actions taken PMS in the to improve municipality performance IDP pg pg 48/ Improved Improve Hold meeting Communica- SDBIP pg 1 stakeholder stakeholder to ensure a tions Manager involvement involvement functional IGR in all planning structures development programmes NATIONAL KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION OUTCOME 9: DEEPEN DEMOCRACY THOUGH A REFINED WARD COMMITTEE SYSTEM IDP pg 48 /SDBIP To ensure Functionality Improved Ward Number of 19 3 ward committee 2 ward committee 2 ward committee 3 ward committee Manager: pg 1 functionality of ward Committees ward committee meeting per ward meeting per ward meeting per ward meeting per ward Speaker’s office of ward committees management committeees meetings held and percentage attendance by members IDP pg 48 /SDBIP To ensure Functionality Improved Ward Number of 19 3 community 2 community 2 community 3 community Manager: pg 1 functionality of ward Committees community meetings per ward meetings per ward meetings per ward meetings per ward Speaker’s office of ward committees meetings committeees organized by the ward committee and percentage attendance by the ward community IDP pg 48 /SDBIP To ensure Functionality Improved Ward Submission 4 1 report from ward 1 report from ward 1 report from ward 1 report from ward Manager: pg 1 functionality of ward Committees and tabling of committee meetings committee meetings committee meetings committee meetings Speaker’s office of ward committees ward reports to be tabled to to be tabled to to be tabled to to be tabled to committeees and plans to Council Council Council Council the council covering needs and priorities for the ward, feedback on the performance of the Councils various line/ service functions and their impact on the ward
256 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 41/ SDBIP To ensure OPMS Functional PMS Number of Municipal pg1 establishment Development corrective Manage of a functional actions taken PMS in the to improve municipality performance IDP pg pg 48/ Improved Improve Hold meeting Communica- SDBIP pg 1 stakeholder stakeholder to ensure a tions Manager involvement involvement functional IGR in all planning structures development programmes NATIONAL KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION OUTCOME 9: DEEPEN DEMOCRACY THOUGH A REFINED WARD COMMITTEE SYSTEM IDP pg 48 /SDBIP To ensure Functionality Improved Ward Number of 19 3 ward committee 2 ward committee 2 ward committee 3 ward committee Manager: pg 1 functionality of ward Committees ward committee meeting per ward meeting per ward meeting per ward meeting per ward Speaker’s office of ward committees management committeees meetings held and percentage attendance by members IDP pg 48 /SDBIP To ensure Functionality Improved Ward Number of 19 3 community 2 community 2 community 3 community Manager: pg 1 functionality of ward Committees community meetings per ward meetings per ward meetings per ward meetings per ward Speaker’s office of ward committees meetings committeees organized by the ward committee and percentage attendance by the ward community IDP pg 48 /SDBIP To ensure Functionality Improved Ward Submission 4 1 report from ward 1 report from ward 1 report from ward 1 report from ward Manager: pg 1 functionality of ward Committees and tabling of committee meetings committee meetings committee meetings committee meetings Speaker’s office of ward committees ward reports to be tabled to to be tabled to to be tabled to to be tabled to committeees and plans to Council Council Council Council the council covering needs and priorities for the ward, feedback on the performance of the Councils various line/ service functions and their impact on the ward
257 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 40/SDBIP To ensure Functionality Improved Ward Number of 200 50 complaints 50 complaints 50 complaints 50 complaints Manager: MM’s pg 1 functionality of ward Committees complaints, received and received and received and received and Office of ward committees queries and responded to responded to responded to responded to committeees requests registered from the community and attended to (checklist for meetings needs against registered needs and turn around time) IDP pg 54 /SDBIP To ensure Functionality Payment of Percentage 100% 100% ward 100% ward 100% ward 100% ward Manager: pg 2 functionality of ward ward committee of stipends committees paid committees paid committees paid committees paid Speaker’s office of ward committees stipends paid to ward committeees committees IDP pg 54 /SDBIP To ensure Functionality Policy on ward Development Jun 13 Information Development of Presentation of draft Implementation of Manager: pg 2 functionality of ward committee of policy on collection and draft policy. policy to council for the policy Speaker’s office of ward committees stipends ward committee consultation adoption committeees stipends Improved Ward Participation All Committees in plans and programmes of municipalities and other spheres of government impacting on the ward development and monitoring IDP pg 54 /SDBIP To ensure Functionality Improved Ward Ward 2 1 module on skills 1 module on skills Manager: 430 000.00 pg 2 functionality of ward Committees committee skills development development Speaker’s office of ward committees development committeees IDP pg 47/ SDBIP To ensure Functionality Improved Ward Public Nov 01 Development of Obtaining input Submission of Workshop on Manager: 70 000.00 pg 2 functionality of ward Committees participation draft framework on from ward draft framework to public participation Speaker’s office of ward committees framework public participation committees on draft council for adoption framework committeees framework IDP pg 47-54/ To ensure Functional Improved Ensure a 4 times a website content website content website content website content Senior Manager: Inhouse SDBIP pg 2 access to and updated Communications functional and year updated on 30 updated on 30 updated on 30 March updated on 30 June Communica- municipal website Systems updated website September 2012 December 2012 2013 201 tion, Youth De- information velopment and Mayoralty IDP pg 40/SDBIP To ensure Improved Conduct 2 surveys 1 staff satisfaction 1 customer Manager: MM’s 15 000.00 pg 2 access to Communications customer conducted survey conducted. satisfaction survey Office municipal Systems satisfaction conducted. information surveys
258 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 40/SDBIP To ensure Functionality Improved Ward Number of 200 50 complaints 50 complaints 50 complaints 50 complaints Manager: MM’s pg 1 functionality of ward Committees complaints, received and received and received and received and Office of ward committees queries and responded to responded to responded to responded to committeees requests registered from the community and attended to (checklist for meetings needs against registered needs and turn around time) IDP pg 54 /SDBIP To ensure Functionality Payment of Percentage 100% 100% ward 100% ward 100% ward 100% ward Manager: pg 2 functionality of ward ward committee of stipends committees paid committees paid committees paid committees paid Speaker’s office of ward committees stipends paid to ward committeees committees IDP pg 54 /SDBIP To ensure Functionality Policy on ward Development Jun 13 Information Development of Presentation of draft Implementation of Manager: pg 2 functionality of ward committee of policy on collection and draft policy. policy to council for the policy Speaker’s office of ward committees stipends ward committee consultation adoption committeees stipends Improved Ward Participation All Committees in plans and programmes of municipalities and other spheres of government impacting on the ward development and monitoring IDP pg 54 /SDBIP To ensure Functionality Improved Ward Ward 2 1 module on skills 1 module on skills Manager: 430 000.00 pg 2 functionality of ward Committees committee skills development development Speaker’s office of ward committees development committeees IDP pg 47/ SDBIP To ensure Functionality Improved Ward Public Nov 01 Development of Obtaining input Submission of Workshop on Manager: 70 000.00 pg 2 functionality of ward Committees participation draft framework on from ward draft framework to public participation Speaker’s office of ward committees framework public participation committees on draft council for adoption framework committeees framework IDP pg 47-54/ To ensure Functional Improved Ensure a 4 times a website content website content website content website content Senior Manager: Inhouse SDBIP pg 2 access to and updated Communications functional and year updated on 30 updated on 30 updated on 30 March updated on 30 June Communica- municipal website Systems updated website September 2012 December 2012 2013 201 tion, Youth De- information velopment and Mayoralty IDP pg 40/SDBIP To ensure Improved Conduct 2 surveys 1 staff satisfaction 1 customer Manager: MM’s 15 000.00 pg 2 access to Communications customer conducted survey conducted. satisfaction survey Office municipal Systems satisfaction conducted. information surveys
259 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 47/ SDBIP To implement Municipal Improved Dispatching 20450 5000 copies of 5000 copies of 5000 copies of 5000 of the internal Senior Manager: 160 000.00 pg 2 a Communica- matters well Communications of Municipal internal newsletter internal newsletter internal newsletter newsletter, 150 Communica- tions Strategy communicated Systems newspaper printed and printed and printed and copies of annual tion, Youth De- distributed distributed distributed report and 300 velopment and copies of the Mayoralty IDP printed and distributed IDP pg 54 /SDBIP To improve HIV/AIDS To improve the HIV/AIDS 5 HIV/AIDS 1 LAC meeting 1 LAC meeting, 1 LAC meeting 1 LAC meeting Manager: 430 000.00 pg 2 quality of life Programmes quality of life awareness Programs Launch of ward HIV/ Special of vulnerable of vulnerable campaigns AIDS committees Programmes groups groups in 5 wards, Commemoration of World Aids day IDP pg 54 /SDBIP To improve Disability To improve the Hold disability 4 Disability sports day National disability Health and hygiene Capacity building Manager: 320 000.00 pg 2 quality of life Programmes quality of life events day celebration awareness for the on self reliance and Special of vulnerable of vulnerable disabled people business skills Programmes groups groups IDP pg 54 /SDBIP To improve Gender To improve the Implement 5 National women’s 16 Days of activism Sugar daddy’s Women in health Manager: 300 000.00 pg 2 quality of life programmes quality of life gender day celebration, campaign campaign indaba. Special of vulnerable of vulnerable programmes Men’s dialogue sugar Programmes groups groups mama’s IDP pg 54 /SDBIP To improve Orphanage To improve the Implement 9 Take a girl and boy Children’s Christmas Back to school Nil Manager: 800 000.00 pg 2 quality of life and vulnerable quality of life vulnerable child to work party campaign Special of vulnerable children of vulnerable children Sanitary Dignity Sanitary Dignity Sanitary Dignity Sanitary Dignity Programmes groups Programmes groups programmes Nil Umkhosi womhlanga Dress a child Nil IDP pg 54 /SDBIP To improve Senior Citizen To improve the Senior Citizen 10 2 Golden games Golden games; Golden games; Golden games; Manager: 260 000.00 pg 2 quality of life Programmes quality of life Programmes Inter generation Christmas party for Special of vulnerable of vulnerable dialogue senior citizens; Programmes groups groups Launch of luncheon Launch of luncheon Launch of luncheon Launch of luncheon clubs clubs clubs clubs IDP pg 42/ SDBIP To promote Youth Promotion of Number of 20 1 Youth special 1 Youth in business 1 Drug awareness 1 Teenage pregnancy Manager: Youth 1 100 000.00 pg 2 a culture of Development participatory Youth programs general meeting; indaba; campaign; campaign Development participatory Programmes democracy 1 Young women 1 Computer 1 Career exhibition Career guidance and democracy empowerment; information kiosk; school visit and integration 1 Youth small Moral regeneration Youth development Outreach programs, amongst the business fare campaign; summit youth Driver’s license for 19 1 Exams prayer NQF level 5 Youth Day young people certificate for 10 commemoration young people Youth structures Youth structures Youth structures Youth structures meetings, meetings, meetings, meetings, Workshops, Workshops, Workshops, Workshops, conferences conferences conferences conferences and transport and transport and transport and transport arrangements. arrangements. arrangements. arrangements.
260 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 47/ SDBIP To implement Municipal Improved Dispatching 20450 5000 copies of 5000 copies of 5000 copies of 5000 of the internal Senior Manager: 160 000.00 pg 2 a Communica- matters well Communications of Municipal internal newsletter internal newsletter internal newsletter newsletter, 150 Communica- tions Strategy communicated Systems newspaper printed and printed and printed and copies of annual tion, Youth De- distributed distributed distributed report and 300 velopment and copies of the Mayoralty IDP printed and distributed IDP pg 54 /SDBIP To improve HIV/AIDS To improve the HIV/AIDS 5 HIV/AIDS 1 LAC meeting 1 LAC meeting, 1 LAC meeting 1 LAC meeting Manager: 430 000.00 pg 2 quality of life Programmes quality of life awareness Programs Launch of ward HIV/ Special of vulnerable of vulnerable campaigns AIDS committees Programmes groups groups in 5 wards, Commemoration of World Aids day IDP pg 54 /SDBIP To improve Disability To improve the Hold disability 4 Disability sports day National disability Health and hygiene Capacity building Manager: 320 000.00 pg 2 quality of life Programmes quality of life events day celebration awareness for the on self reliance and Special of vulnerable of vulnerable disabled people business skills Programmes groups groups IDP pg 54 /SDBIP To improve Gender To improve the Implement 5 National women’s 16 Days of activism Sugar daddy’s Women in health Manager: 300 000.00 pg 2 quality of life programmes quality of life gender day celebration, campaign campaign indaba. Special of vulnerable of vulnerable programmes Men’s dialogue sugar Programmes groups groups mama’s IDP pg 54 /SDBIP To improve Orphanage To improve the Implement 9 Take a girl and boy Children’s Christmas Back to school Nil Manager: 800 000.00 pg 2 quality of life and vulnerable quality of life vulnerable child to work party campaign Special of vulnerable children of vulnerable children Sanitary Dignity Sanitary Dignity Sanitary Dignity Sanitary Dignity Programmes groups Programmes groups programmes Nil Umkhosi womhlanga Dress a child Nil IDP pg 54 /SDBIP To improve Senior Citizen To improve the Senior Citizen 10 2 Golden games Golden games; Golden games; Golden games; Manager: 260 000.00 pg 2 quality of life Programmes quality of life Programmes Inter generation Christmas party for Special of vulnerable of vulnerable dialogue senior citizens; Programmes groups groups Launch of luncheon Launch of luncheon Launch of luncheon Launch of luncheon clubs clubs clubs clubs IDP pg 42/ SDBIP To promote Youth Promotion of Number of 20 1 Youth special 1 Youth in business 1 Drug awareness 1 Teenage pregnancy Manager: Youth 1 100 000.00 pg 2 a culture of Development participatory Youth programs general meeting; indaba; campaign; campaign Development participatory Programmes democracy 1 Young women 1 Computer 1 Career exhibition Career guidance and democracy empowerment; information kiosk; school visit and integration 1 Youth small Moral regeneration Youth development Outreach programs, amongst the business fare campaign; summit youth Driver’s license for 19 1 Exams prayer NQF level 5 Youth Day young people certificate for 10 commemoration young people Youth structures Youth structures Youth structures Youth structures meetings, meetings, meetings, meetings, Workshops, Workshops, Workshops, Workshops, conferences conferences conferences conferences and transport and transport and transport and transport arrangements. arrangements. arrangements. arrangements.
261 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 42/ SDBIP To promote Youth Promotion of External 2 Selection of Matric high Manager: Youth 330 000.00 pg 2 a culture of Development participatory bursaries candidates for achiever’s awards; Development participatory Programmes democracy awarded the awards and Tertiary registration democracy advert for tertiary and integration registration fees. amongst the youth IDP pg 43/ SDBIP To promote Youth Promotion of Participation 4 Sport council Sports codes Turton beach games Mayoral cup Manager: Youth 400 000.00 pg 2 a culture of Development participatory in the District capacity building development Development participatory Programmes democracy Games workshop. tournaments democracy and integration amongst the youth IDP pg 43/ SDBIP To promote Youth Promotion of KwaNaloga 3 Winter games KwaNaloga games Accommodation Manager: Youth 400 000.00 pg 2 a culture of Development participatory Games (selection bookings for Development participatory Programmes democracy tournament) KwaNaloga games democracy and integration amongst the youth IDP pg 54/ SDBIP To promote Youth Promotion of Unemployed pg 2 a culture of Development participatory graduates participatory Programmes democracy democracy and integration amongst the youth IDP pg 40/ SDIBP To ensure Promote a Batho Pele Batho Pele 9 Preparation of Development of Departmental Launch of SDIP and MM: Manager 90 000.00 pg 3 implementation culture and Programme Programmes SDIP; 1 Batho Pele complaints and assessments and service commitment of Batho Pele practice of conducted Awareness campaign suggestion policy; Municipal Service charter and 1 Batho Programme Batho Pele in cluster D 1 Batho Pele week and 1 Batho Pele Awareness Programme Awareness campaign Pele Awareness campaign in cluster in cluster C campaign in cluster A B IDP pg 40/ SDIBP To ensure Developed risk Risk Risk 5 1 risk management 1 risk management 1 risk management 1 risk management MM: Manager Inhouse pg 3 implementation management Management Management committee committee meeting committee meeting committee meeting of risk plan for the Programme Committee meeting and 1 risk management municipality Meetings assessment programme IDP pg 40/ SDIBP To ensure a Presidential Service Delivery Presidential 200 50 queries attended 50 queries attended 50 queries attended 50 queries attended MM: Manager Inhouse pg 3 free fraud and hotline Report Hotline calls corruption received environment IDP pg 40/ SDBIP Business plans Development of 4 1 business plan 1 business plan 1 business plan 1 business plan MM: Manager Inhouse pg 3 developed business plans/ drafted drafted drafted drafted proposals IDP pg 47/SDBIP Community Marketing, 70% pg 3 participation promotion and programmes branding activi- held ties
262 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 42/ SDBIP To promote Youth Promotion of External 2 Selection of Matric high Manager: Youth 330 000.00 pg 2 a culture of Development participatory bursaries candidates for achiever’s awards; Development participatory Programmes democracy awarded the awards and Tertiary registration democracy advert for tertiary and integration registration fees. amongst the youth IDP pg 43/ SDBIP To promote Youth Promotion of Participation 4 Sport council Sports codes Turton beach games Mayoral cup Manager: Youth 400 000.00 pg 2 a culture of Development participatory in the District capacity building development Development participatory Programmes democracy Games workshop. tournaments democracy and integration amongst the youth IDP pg 43/ SDBIP To promote Youth Promotion of KwaNaloga 3 Winter games KwaNaloga games Accommodation Manager: Youth 400 000.00 pg 2 a culture of Development participatory Games (selection bookings for Development participatory Programmes democracy tournament) KwaNaloga games democracy and integration amongst the youth IDP pg 54/ SDBIP To promote Youth Promotion of Unemployed pg 2 a culture of Development participatory graduates participatory Programmes democracy democracy and integration amongst the youth IDP pg 40/ SDIBP To ensure Promote a Batho Pele Batho Pele 9 Preparation of Development of Departmental Launch of SDIP and MM: Manager 90 000.00 pg 3 implementation culture and Programme Programmes SDIP; 1 Batho Pele complaints and assessments and service commitment of Batho Pele practice of conducted Awareness campaign suggestion policy; Municipal Service charter and 1 Batho Programme Batho Pele in cluster D 1 Batho Pele week and 1 Batho Pele Awareness Programme Awareness campaign Pele Awareness campaign in cluster in cluster C campaign in cluster A B IDP pg 40/ SDIBP To ensure Developed risk Risk Risk 5 1 risk management 1 risk management 1 risk management 1 risk management MM: Manager Inhouse pg 3 implementation management Management Management committee committee meeting committee meeting committee meeting of risk plan for the Programme Committee meeting and 1 risk management municipality Meetings assessment programme IDP pg 40/ SDIBP To ensure a Presidential Service Delivery Presidential 200 50 queries attended 50 queries attended 50 queries attended 50 queries attended MM: Manager Inhouse pg 3 free fraud and hotline Report Hotline calls corruption received environment IDP pg 40/ SDBIP Business plans Development of 4 1 business plan 1 business plan 1 business plan 1 business plan MM: Manager Inhouse pg 3 developed business plans/ drafted drafted drafted drafted proposals IDP pg 47/SDBIP Community Marketing, 70% pg 3 participation promotion and programmes branding activi- held ties
263 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 41/ SDBIP Improving inter- Improved inter- Functional Shared services 48 12 Visits by 12 Visits by 12 Visits by 12 Visits by IDP Manager 950 000.00 dev pg 3 governmental governmental Development (Development DPSS staff and DPSS staff and DPSS staff and DPSS staff and plan vote relations relations Planning and planning and working sessions working sessions working sessions working sessions PMS PMS) at Umzumbe at Umzumbe at Umzumbe at Umzumbe Municipality Municipality Municipality Municipality IDP pg 54/SDBIP Community Number of pg 3 participation meetings programmes held with all held stakeholders NATIONAL KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND FINANCIAL MANAGEMENT OUTCOME 9: IMPROVED MUNICIPAL FINANCIAL AND ADMINISTRATIVE CAPABILITY IDP pg 41/ SDBIP To ensure Improved Improved Audit Established 4+ Presentation of Quarterly reporting Quarterly reporting Quarterly reporting Auditor In house pg 3 compliance oversight role Opinion internal audit internal audit plan to the Audit to the Audit to the Audit with MFMA to Audit Committee Committee Committee Committee for approval and Quarterly reporting to the Audit Committee IDP pg 41/ SDBIP To ensure Improved Improved Audit Fraud 30 June 2013 Analysis of Presentation Implementation of Monitoring and MM: Manager In house pg 3 compliance oversight role Opinion prevention plan legislation to the relevant the plan evaluation of the with MFMA in place and concerning stakeholders progress of the plan. implemented fraud issues and development of the fraud prevention plan NATIONAL KEY PERFORMANCE AREA: SPATIAL PLANNING AND MANAGEMENT OUTCOME 9 IDP pg 87/ SDBIP Creation of Development Integrated Developed and Nov 12 Conduct Public Compilation of the Advertisement and Adoption by Council IDP Manager Cogta funding pg 3 favourable and implemen- Spatial Planning adopted spatial meetings and report through input presentation for environment for tation of SDF development collection of data by all PSC members public comments service delivery framework and other interested before final adoption parties IDP pg 87/ SDBIP Creation of Development Integrated Implementation Development of IDP Manger 950 0000.00 pg 3 favourable and implemen- Spatial Planning of LUMS municipal LUMS Dev Plan vote environment for tation of SDF service delivery IDP pg 54/ SDBIP To encourage Public/private Municipal Encourage 3 SLAs None 1 service level 1 service level 1 service level IDP Manger Inhouse pg 3 investment investment Investment public private signed agreement signed agreement signed agreement within the partnership investment between the investor between the investor signed between municipality partnerships and municipality and municipality the investor and municipality IDP pg 54/ SDBIP To encourage Conduct Land Audit Conducting a IDP Manger pg 3 investment detailed land Report detailed land within the audit audit municipality IDP pg 54/ SDBIP Investing in Development Integrated Identification 100% 25% 25% 25% 25% IDP Manger Inhouse pg 3 localities of of sustainable Spatial Planning of and for economic economic development growth nodes and projects corridors
264 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 41/ SDBIP Improving inter- Improved inter- Functional Shared services 48 12 Visits by 12 Visits by 12 Visits by 12 Visits by IDP Manager 950 000.00 dev pg 3 governmental governmental Development (Development DPSS staff and DPSS staff and DPSS staff and DPSS staff and plan vote relations relations Planning and planning and working sessions working sessions working sessions working sessions PMS PMS) at Umzumbe at Umzumbe at Umzumbe at Umzumbe Municipality Municipality Municipality Municipality IDP pg 54/SDBIP Community Number of pg 3 participation meetings programmes held with all held stakeholders NATIONAL KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND FINANCIAL MANAGEMENT OUTCOME 9: IMPROVED MUNICIPAL FINANCIAL AND ADMINISTRATIVE CAPABILITY IDP pg 41/ SDBIP To ensure Improved Improved Audit Established 4+ Presentation of Quarterly reporting Quarterly reporting Quarterly reporting Auditor In house pg 3 compliance oversight role Opinion internal audit internal audit plan to the Audit to the Audit to the Audit with MFMA to Audit Committee Committee Committee Committee for approval and Quarterly reporting to the Audit Committee IDP pg 41/ SDBIP To ensure Improved Improved Audit Fraud 30 June 2013 Analysis of Presentation Implementation of Monitoring and MM: Manager In house pg 3 compliance oversight role Opinion prevention plan legislation to the relevant the plan evaluation of the with MFMA in place and concerning stakeholders progress of the plan. implemented fraud issues and development of the fraud prevention plan NATIONAL KEY PERFORMANCE AREA: SPATIAL PLANNING AND MANAGEMENT OUTCOME 9 IDP pg 87/ SDBIP Creation of Development Integrated Developed and Nov 12 Conduct Public Compilation of the Advertisement and Adoption by Council IDP Manager Cogta funding pg 3 favourable and implemen- Spatial Planning adopted spatial meetings and report through input presentation for environment for tation of SDF development collection of data by all PSC members public comments service delivery framework and other interested before final adoption parties IDP pg 87/ SDBIP Creation of Development Integrated Implementation Development of IDP Manger 950 0000.00 pg 3 favourable and implemen- Spatial Planning of LUMS municipal LUMS Dev Plan vote environment for tation of SDF service delivery IDP pg 54/ SDBIP To encourage Public/private Municipal Encourage 3 SLAs None 1 service level 1 service level 1 service level IDP Manger Inhouse pg 3 investment investment Investment public private signed agreement signed agreement signed agreement within the partnership investment between the investor between the investor signed between municipality partnerships and municipality and municipality the investor and municipality IDP pg 54/ SDBIP To encourage Conduct Land Audit Conducting a IDP Manger pg 3 investment detailed land Report detailed land within the audit audit municipality IDP pg 54/ SDBIP Investing in Development Integrated Identification 100% 25% 25% 25% 25% IDP Manger Inhouse pg 3 localities of of sustainable Spatial Planning of and for economic economic development growth nodes and projects corridors
265 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 100/ SDBIP Investing in Development Local Economic Identification of 2 Identification of two IDP Manger Inhouse pg 100 localities of of sustainable Growth viable economic viable economic economic economic nodes nodes growth nodes and corridors IDP pg 54/ SDBIP To ensure Establishment Up to date GIS Functionality of 100% Would be Training of staff Use of the On going use of pg 3 up to date of a GIS a GIS that covers procurement of on the GIS and programme for the programme and information the whole equipment and installation of the development service systems municipality programme programme planning queries and other related matters DEPARTMENT: CO-OPERATE SERVICES DEPARTMENT KPA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT IDP pg 37/ SDBIP To ensure Compliance Restructuring Compliance 4 policies Review process of Adoption of the four Implementation of Implementation of Manager: R100 000.00 pg 3 compliance with policies and Human with policies and adopted the following HR, polices reviewed in all the four adopted all the adopted four Human and 1 HIV/ with policies and internal Resource Profile internal controls and imple- Fleet management, the first quarter policies policies Resources AIDS policy and internal controls mented development of to be done in controls Farewell & HIV/AIDS house policies IDP pg 37 / SDBIP To ensure Compliance Restructuring Induction of 13 employ- 10 employees 2 employees N/A 1 employee inducted Manager: 25 755 880 pg 3 compliance with policies and Human New employees ees inducted inducted inducted Human relevant to with policies and internal Resource Profile Resources break down and internal controls controls IDP pg 37/ SDBIP To ensure Compliance Restructuring Review of 13 people 10 employed 2 employed N/A 1 employed Manager: pg 4 compliance with policies and Human Organogram to employed Human with policies and internal Resource Profile ensure the filling Resources and internal controls of vacant posts controls IDP pg 38/ SDBIP To ensure Compliance Scarce skills Develop and Reviewed reviewal process reviewal process Adoption of the Implementation Manager: In house pg 4 compliance with policies retention Implement a policy on policy Human with policies and internal strategy retention policy scarce skills Resources and internal controls retention controls policy IDP pg 38/ SDBIP To ensure Compliance Scarce skills Capacity 2 council- Enrolment of CPMD, Ongoing Ongoing Progress report Manager: R 550 000.00 pg 4 compliance with policies retention and Skills lors enrolled ELMDP Human with policies and internal strategy development CPMD, 2 Resources and internal controls council- controls lors ELMDP, and short courses 1 employee CPMD ,1 IDP pg 38/ SDBIP To ensure Implementation Number (as well 5 posts to be 5 posts to be filled N/A N/A N/A Manager: 25 755 880.00 pg 4 compliance of Performance as percentage) filled Human relevant dept with policies Contracts of critical posts Resources to break down and internal filled controls IDP pg 152/ SDBIP To ensure Implementation Budget spent on 1% of the 64389.7 64389.7 64389.7 64389.7 Manager: 25 755 880 pg 4 compliance of Performance Work Skills Plan salary Human relevant dept with policies Contracts budget Resources to break down and internal controls
266 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 100/ SDBIP Investing in Development Local Economic Identification of 2 Identification of two IDP Manger Inhouse pg 100 localities of of sustainable Growth viable economic viable economic economic economic nodes nodes growth nodes and corridors IDP pg 54/ SDBIP To ensure Establishment Up to date GIS Functionality of 100% Would be Training of staff Use of the On going use of pg 3 up to date of a GIS a GIS that covers procurement of on the GIS and programme for the programme and information the whole equipment and installation of the development service systems municipality programme programme planning queries and other related matters DEPARTMENT: CO-OPERATE SERVICES DEPARTMENT KPA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT IDP pg 37/ SDBIP To ensure Compliance Restructuring Compliance 4 policies Review process of Adoption of the four Implementation of Implementation of Manager: R100 000.00 pg 3 compliance with policies and Human with policies and adopted the following HR, polices reviewed in all the four adopted all the adopted four Human and 1 HIV/ with policies and internal Resource Profile internal controls and imple- Fleet management, the first quarter policies policies Resources AIDS policy and internal controls mented development of to be done in controls Farewell & HIV/AIDS house policies IDP pg 37 / SDBIP To ensure Compliance Restructuring Induction of 13 employ- 10 employees 2 employees N/A 1 employee inducted Manager: 25 755 880 pg 3 compliance with policies and Human New employees ees inducted inducted inducted Human relevant to with policies and internal Resource Profile Resources break down and internal controls controls IDP pg 37/ SDBIP To ensure Compliance Restructuring Review of 13 people 10 employed 2 employed N/A 1 employed Manager: pg 4 compliance with policies and Human Organogram to employed Human with policies and internal Resource Profile ensure the filling Resources and internal controls of vacant posts controls IDP pg 38/ SDBIP To ensure Compliance Scarce skills Develop and Reviewed reviewal process reviewal process Adoption of the Implementation Manager: In house pg 4 compliance with policies retention Implement a policy on policy Human with policies and internal strategy retention policy scarce skills Resources and internal controls retention controls policy IDP pg 38/ SDBIP To ensure Compliance Scarce skills Capacity 2 council- Enrolment of CPMD, Ongoing Ongoing Progress report Manager: R 550 000.00 pg 4 compliance with policies retention and Skills lors enrolled ELMDP Human with policies and internal strategy development CPMD, 2 Resources and internal controls council- controls lors ELMDP, and short courses 1 employee CPMD ,1 IDP pg 38/ SDBIP To ensure Implementation Number (as well 5 posts to be 5 posts to be filled N/A N/A N/A Manager: 25 755 880.00 pg 4 compliance of Performance as percentage) filled Human relevant dept with policies Contracts of critical posts Resources to break down and internal filled controls IDP pg 152/ SDBIP To ensure Implementation Budget spent on 1% of the 64389.7 64389.7 64389.7 64389.7 Manager: 25 755 880 pg 4 compliance of Performance Work Skills Plan salary Human relevant dept with policies Contracts budget Resources to break down and internal controls
267 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 37/ SDBIP To ensure Implementation Number of 5 CFO, Director 0 0 0 Manager: Nil pg 4 compliance of Performance people from Technical Services, Human with policies Contracts employment Director Social Resources and internal equity target and Economic controls groups Development, employed Director Corporate in the three Services and highest levels of Municipal Manager management Participation Disposal of 2 Procurement Procurement Purchasing of Implementation Administration R 500 000 in plans and vehicles and processes processes and 2 vehicles and programmes purchase of disposal of 2 vehicles implementation of municipali- 2 vehicles thereof ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 2 park Procurement N/A N/A N/A Administration R 320 000 in plans and homes processes and programmes purchase of park of municipali- homes ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 3 offices 2 offices furnished N/A 1 office furnished N/A Administration R 50 000 in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased)
268 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) IDP pg 37/ SDBIP To ensure Implementation Number of 5 CFO, Director 0 0 0 Manager: Nil pg 4 compliance of Performance people from Technical Services, Human with policies Contracts employment Director Social Resources and internal equity target and Economic controls groups Development, employed Director Corporate in the three Services and highest levels of Municipal Manager management Participation Disposal of 2 Procurement Procurement Purchasing of Implementation Administration R 500 000 in plans and vehicles and processes processes and 2 vehicles and programmes purchase of disposal of 2 vehicles implementation of municipali- 2 vehicles thereof ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 2 park Procurement N/A N/A N/A Administration R 320 000 in plans and homes processes and programmes purchase of park of municipali- homes ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 3 offices 2 offices furnished N/A 1 office furnished N/A Administration R 50 000 in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased)
269 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation 3 cases Facilitation of Facilitation payments Facilitation payments Facilitation payments HR department R180 00 in plans and payment and for on going case for on-going cases for on-going cases programmes co-ordination of of municipali- disciplinary hearings ties and other as and when spheres of go- necessary vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 7 posts to be 4 posts to be 2 post to be 1 post to be N/A HR department R200 000 in plans and advertised advertised advertised advertised programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 2 workshops N/A 1 workshop 1 workshops N/A HR department R100 000 in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Office Participation 12 months 3 orders in 3 months 3 orders in 3 months 3 orders in 3 months 3 orders in 3 months Administration R 70 000 refreshments in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased)
270 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation 3 cases Facilitation of Facilitation payments Facilitation payments Facilitation payments HR department R180 00 in plans and payment and for on going case for on-going cases for on-going cases programmes co-ordination of of municipali- disciplinary hearings ties and other as and when spheres of go- necessary vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 7 posts to be 4 posts to be 2 post to be 1 post to be N/A HR department R200 000 in plans and advertised advertised advertised advertised programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Participation 2 workshops N/A 1 workshop 1 workshops N/A HR department R100 000 in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased) Office Participation 12 months 3 orders in 3 months 3 orders in 3 months 3 orders in 3 months 3 orders in 3 months Administration R 70 000 refreshments in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (number of fleet to be purchased)
271 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Catering for Participation in 67 meeting 1 Council Meeting, 3 1 Council Meeting, 3 1 Council Meeting, 3 1 Council Meeting, 3 Administration R 165 000 Council and Port- plans and pro- all for Exco, 3 FBCC, 4 Port- Exco, 3 FBCC, 4 Port- Exco, 3 FBCC, 4 Port- Exco, 3 FBCC, 4 Port- folio meetings grammes of mu- Council folio committees, 3 folio committees, 3 folio committees, 3 folio committees, 3 nicipalities and committees MPAC (SCOPA) and MPAC (SCOPA) and MPAC (SCOPA) and MPAC (SCOPA) and other spheres 3 LFF 3 LFF 3 LFF 3 LFF of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation in facilitation Facilitation of N/A N/A N/A Administration R 700 000 plans and pro- of Insurance payment for grammes of mu- payments, insurance nicipalities and 12 Vehicles, other spheres and 1 office of government building impacting on the and 2 ward develop- Community ment and moni- Facilities. toring (catering for Council and portfolio meet- ings) Participation in 12 per Facilitation of Facilitation of Facilitation of Facilitation of Administration R 200 000 plans and pro- annum 3 payments for 3 payments for 3 payments for 3 payments for grammes of mu- printing and printing and printing and printing and nicipalities and stationery stationery stationery stationery other spheres of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation in Facilitation Facilitation of rent Facilitation of rent Facilitation of rent Facilitation of rent Administration R 230 000 plans and pro- of rent of of 3 photo-copying of 3 photo-copying of 3 photo-copying of 3 photo-copying grammes of mu- 3 photo- machines machines machines machines nicipalities and copying other spheres machines of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings)
272 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Catering for Participation in 67 meeting 1 Council Meeting, 3 1 Council Meeting, 3 1 Council Meeting, 3 1 Council Meeting, 3 Administration R 165 000 Council and Port- plans and pro- all for Exco, 3 FBCC, 4 Port- Exco, 3 FBCC, 4 Port- Exco, 3 FBCC, 4 Port- Exco, 3 FBCC, 4 Port- folio meetings grammes of mu- Council folio committees, 3 folio committees, 3 folio committees, 3 folio committees, 3 nicipalities and committees MPAC (SCOPA) and MPAC (SCOPA) and MPAC (SCOPA) and MPAC (SCOPA) and other spheres 3 LFF 3 LFF 3 LFF 3 LFF of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation in facilitation Facilitation of N/A N/A N/A Administration R 700 000 plans and pro- of Insurance payment for grammes of mu- payments, insurance nicipalities and 12 Vehicles, other spheres and 1 office of government building impacting on the and 2 ward develop- Community ment and moni- Facilities. toring (catering for Council and portfolio meet- ings) Participation in 12 per Facilitation of Facilitation of Facilitation of Facilitation of Administration R 200 000 plans and pro- annum 3 payments for 3 payments for 3 payments for 3 payments for grammes of mu- printing and printing and printing and printing and nicipalities and stationery stationery stationery stationery other spheres of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation in Facilitation Facilitation of rent Facilitation of rent Facilitation of rent Facilitation of rent Administration R 230 000 plans and pro- of rent of of 3 photo-copying of 3 photo-copying of 3 photo-copying of 3 photo-copying grammes of mu- 3 photo- machines machines machines machines nicipalities and copying other spheres machines of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings)
273 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation in Facilitation Facilitation of Facilitation of Facilitation of Facilitation of Administration R 470 000 plans and pro- for payments payments payments payments payment and grammes of mu- once a appointments of nicipalities and month and a new Security other spheres appointment company of government of 1 new impacting on the security ward develop- company ment and moni- toring (catering for Council and portfolio meet- ings) Participation in reduction of N/A Facilitate payments N/A N/ Administration R250 000 plans and pro- number of for compliance grammes of mu- work related nicipalities and accidents other spheres claimed of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation in as per As the need arises As the need arises As the need arises As the need arises HR department R 20 000 plans and pro- number grammes of mu- of Section nicipalities and 57 posts other spheres candidate of government interviewed impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation as per N/A N/A N/A N/A HR department R 20 000 in plans and number programmes of filled of municipali- vacancies ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings)
274 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation in Facilitation Facilitation of Facilitation of Facilitation of Facilitation of Administration R 470 000 plans and pro- for payments payments payments payments payment and grammes of mu- once a appointments of nicipalities and month and a new Security other spheres appointment company of government of 1 new impacting on the security ward develop- company ment and moni- toring (catering for Council and portfolio meet- ings) Participation in reduction of N/A Facilitate payments N/A N/ Administration R250 000 plans and pro- number of for compliance grammes of mu- work related nicipalities and accidents other spheres claimed of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation in as per As the need arises As the need arises As the need arises As the need arises HR department R 20 000 plans and pro- number grammes of mu- of Section nicipalities and 57 posts other spheres candidate of government interviewed impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation as per N/A N/A N/A N/A HR department R 20 000 in plans and number programmes of filled of municipali- vacancies ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings)
275 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation in 4 employees N/A N/A 4 Employees as per N/A HR department R100 000 plans and pro- WSP grammes of mu- nicipalities and other spheres of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation 100% 25% 25% 25% 25% HR department R 150 000 in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation 10 vehicles, 2 Vehicles and N/A N/A 8 vehicle, 1 TLB and 4 Administration R 200 000 in plans and 1 grader, 1 1 grader by 30 Tractors 30 April 2013 programmes TLB and 4 September 2012 of municipali- tractors ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings)
276 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation in 4 employees N/A N/A 4 Employees as per N/A HR department R100 000 plans and pro- WSP grammes of mu- nicipalities and other spheres of government impacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation 100% 25% 25% 25% 25% HR department R 150 000 in plans and programmes of municipali- ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings) Participation 10 vehicles, 2 Vehicles and N/A N/A 8 vehicle, 1 TLB and 4 Administration R 200 000 in plans and 1 grader, 1 1 grader by 30 Tractors 30 April 2013 programmes TLB and 4 September 2012 of municipali- tractors ties and other spheres of go- vernment im- pacting on the ward develop- ment and moni- toring (catering for Council and portfolio meet- ings)
277 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation Reduce bills Facilitation of Facilitation of Facilitation of Facilitation of HR department R 1 200 000 in plans and by 3% payment for telephone payment for telephone payment for telephone payment for telephone programmes of and cellphone bills and cellphone bills and cellphone bills and cellphone bills municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation 7 General 7 General assistants N/A N/A N/A Administration R 10 00 in plans and assistants employees programmes of employees municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation For IT IT Manager, Fleet Manager Internal N/A N/A Administration R 80 00 in plans and Manager, Control officer Auditor programmes of Fleet Control municipalities officer, SDF and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation upgrade of upgrade of website, N/A N/A N/A Administration/ R 250 000 in plans and website and configuration of email IT programmes of configuration server. municipalities 1 server for and other spheres email hosting of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills)
278 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation Reduce bills Facilitation of Facilitation of Facilitation of Facilitation of HR department R 1 200 000 in plans and by 3% payment for telephone payment for telephone payment for telephone payment for telephone programmes of and cellphone bills and cellphone bills and cellphone bills and cellphone bills municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation 7 General 7 General assistants N/A N/A N/A Administration R 10 00 in plans and assistants employees programmes of employees municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation For IT IT Manager, Fleet Manager Internal N/A N/A Administration R 80 00 in plans and Manager, Control officer Auditor programmes of Fleet Control municipalities officer, SDF and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation upgrade of upgrade of website, N/A N/A N/A Administration/ R 250 000 in plans and website and configuration of email IT programmes of configuration server. municipalities 1 server for and other spheres email hosting of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills)
279 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation 1 grader, 1 Maintenance done Maintenance done Maintenance done Maintenance done Administration R 1 395 000 in plans and TLB and 10 when it is necessary when it is necessary when it is necessary when it is necessary programmes of vehicles municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation 5 office to be Painting of 2 offices As and when required 3 offices painted and Purchase of cleaning administration R 90 000 in plans and maintained and purchase of purchase of cleaning detergents programmes of cleaning detergents detergents municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation 3% reduction 0,5% 0,5% 1% 1% Administration R 120 000 in plans and programmes of municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of electricity bills payment) Participation 2% reduction 0,5% 0,5% 0,5% 0,5% Administration R 45 000 in plans and programmes of municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of water bills payment)
280 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Participation 1 grader, 1 Maintenance done Maintenance done Maintenance done Maintenance done Administration R 1 395 000 in plans and TLB and 10 when it is necessary when it is necessary when it is necessary when it is necessary programmes of vehicles municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation 5 office to be Painting of 2 offices As and when required 3 offices painted and Purchase of cleaning administration R 90 000 in plans and maintained and purchase of purchase of cleaning detergents programmes of cleaning detergents detergents municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of telephone and contracted cellphone bills) Participation 3% reduction 0,5% 0,5% 1% 1% Administration R 120 000 in plans and programmes of municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of electricity bills payment) Participation 2% reduction 0,5% 0,5% 0,5% 0,5% Administration R 45 000 in plans and programmes of municipalities and other spheres of government impacting on the ward develop- ment and moni- toring (facilita- tion of water bills payment)
281 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Department: Technical Services KPA: Basic Service delivery and infrastructure OUTCOME 9: IMPROVED ACCESS TO BASIC SERVICES To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of consumer services as this basic services to units with access is a function the communities to portable of the district (drinkable) water municipality To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of schools with services as this basic services to access to portable is a function the communities (drinkable) water of the district municipality To ensure that Constitutional Improved access Number ( as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of clinics with services as this basic services to access to portable is a function the communities (drinkable ) water of the district municipality To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of consumer services as this basic services to units access to is a function the communities sanitation of the district municipality To ensure that Constitutional Improved access Facilitation for Facilitation Ensure facilitation to Ensure facilitation to Ensure facilitation to Ensure facilitation to Director: In house facilitation of mandate in the to basic services the constant of access to 750 households 750 households 750 households 750 households Technical other basic provision of supply of water water to 3000 Services services as this basic services to to the Umzumbe households is a function the communities community of the district municipality To ensure that Constitutional Improved access Number(as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of schools services as this basic services to with access to is a function the communities sanitation of the district municipality To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) of reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of clinics access to services as this basic services to sanitation is a function the communities of the district municipality
282 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Department: Technical Services KPA: Basic Service delivery and infrastructure OUTCOME 9: IMPROVED ACCESS TO BASIC SERVICES To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of consumer services as this basic services to units with access is a function the communities to portable of the district (drinkable) water municipality To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of schools with services as this basic services to access to portable is a function the communities (drinkable) water of the district municipality To ensure that Constitutional Improved access Number ( as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of clinics with services as this basic services to access to portable is a function the communities (drinkable ) water of the district municipality To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of consumer services as this basic services to units access to is a function the communities sanitation of the district municipality To ensure that Constitutional Improved access Facilitation for Facilitation Ensure facilitation to Ensure facilitation to Ensure facilitation to Ensure facilitation to Director: In house facilitation of mandate in the to basic services the constant of access to 750 households 750 households 750 households 750 households Technical other basic provision of supply of water water to 3000 Services services as this basic services to to the Umzumbe households is a function the communities community of the district municipality To ensure that Constitutional Improved access Number(as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District facilitation of mandate in the to basic services as percentage) reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of of schools services as this basic services to with access to is a function the communities sanitation of the district municipality To ensure that Constitutional Improved access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress District In house facilitation of mandate in the to basic services as percentage) of reports from Ugu reports from Ugu reports from Ugu reports from Ugu Municipality other basic provision of clinics access to services as this basic services to sanitation is a function the communities of the district municipality
283 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To promote Constitutional Improved access Number of DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress Director: In house a healthy mandate in the to basic services consumer units reports from Ugu reports from Ugu reports from Ugu reports from Ugu Technical and hygienic provision of with access to Services environment, basic services to refuse removal which supports the communities at least once per sustainable week utilisation of natural resources To promote Constitutional Improved access Implementation 40% imple- Tender processes Appointment of Implementation and Implementation and Director: 500 000,00 a healthy mandate in the to basic services of the Umzumbe mentation service provider monitoring phases monitoring phases Technical and hygienic provision of Waste integrated Services environment, basic services to Management Plan waste man- which supports the communities agement plan sustainable utilisation of natural resources To promote Constitutional Improved access Implementation 1 waste Tender processes Appointment of Director: 1 500 000,00 a healthy mandate in the to basic services of the Umzumbe management service providers and Technical and hygienic provision of Waste vehicle delivery of vehicles Services environment, basic services to Management Plan purchased which supports the communities sustainable utilisation of natural resources To promote Constitutional Improved access Number of Nil Nil Nil Nil Nil Director: a healthy mandate in the to basic services registered landfill/ Technical and hygienic provision of waste disposal Services environment, basic services to sites which supports the communities sustainable utilisation of natural resources To promote Constitutional Improved access Number (as well 466 117 households with 117 households with 116 households with 116 households with Director: R8 500 000,00 a healthy mandate in the to basic services as percentage) of households access to electricity access to electricity access to electricity access to electricity Technical and hygienic provision of consumer with with access to Services environment, basic services to units with access electricity which supports the communities to electricity sustainable utilisation of natural resources To ensure Constitutional Improved access Implementation 31-Dec-12 Communication 1 functional electricity Workshop on the Implementation of the Director: In house implementation mandate in the to basic services of the Electricity between the master plan developed electricity master plan master plan Technical of electricity provision of Master Plan municipality and Services installation as basic services to Eskom it is an Eskom the communities function To ensure Constitutional Improved Access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress infrastructure mandate in the to free basic as percentage) of reports from Ugu reports from Ugu reports from Ugu reports from Ugu development and provision of services households with rehabilitation basic services to access to free the communities basic water
284 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To promote Constitutional Improved access Number of DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress Director: In house a healthy mandate in the to basic services consumer units reports from Ugu reports from Ugu reports from Ugu reports from Ugu Technical and hygienic provision of with access to Services environment, basic services to refuse removal which supports the communities at least once per sustainable week utilisation of natural resources To promote Constitutional Improved access Implementation 40% imple- Tender processes Appointment of Implementation and Implementation and Director: 500 000,00 a healthy mandate in the to basic services of the Umzumbe mentation service provider monitoring phases monitoring phases Technical and hygienic provision of Waste integrated Services environment, basic services to Management Plan waste man- which supports the communities agement plan sustainable utilisation of natural resources To promote Constitutional Improved access Implementation 1 waste Tender processes Appointment of Director: 1 500 000,00 a healthy mandate in the to basic services of the Umzumbe management service providers and Technical and hygienic provision of Waste vehicle delivery of vehicles Services environment, basic services to Management Plan purchased which supports the communities sustainable utilisation of natural resources To promote Constitutional Improved access Number of Nil Nil Nil Nil Nil Director: a healthy mandate in the to basic services registered landfill/ Technical and hygienic provision of waste disposal Services environment, basic services to sites which supports the communities sustainable utilisation of natural resources To promote Constitutional Improved access Number (as well 466 117 households with 117 households with 116 households with 116 households with Director: R8 500 000,00 a healthy mandate in the to basic services as percentage) of households access to electricity access to electricity access to electricity access to electricity Technical and hygienic provision of consumer with with access to Services environment, basic services to units with access electricity which supports the communities to electricity sustainable utilisation of natural resources To ensure Constitutional Improved access Implementation 31-Dec-12 Communication 1 functional electricity Workshop on the Implementation of the Director: In house implementation mandate in the to basic services of the Electricity between the master plan developed electricity master plan master plan Technical of electricity provision of Master Plan municipality and Services installation as basic services to Eskom it is an Eskom the communities function To ensure Constitutional Improved Access Number (as well DM Quarterly progress Quarterly progress Quarterly progress Quarterly progress infrastructure mandate in the to free basic as percentage) of reports from Ugu reports from Ugu reports from Ugu reports from Ugu development and provision of services households with rehabilitation basic services to access to free the communities basic water
285 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Constitutional Improved Access Number (as well Facilitation Ensure facilitation to Ensure facilitation to Ensure facilitation to Ensure facilitation to Director: In house infrastructure mandate in the to free basic as percentage) of of access to 250 households 250 households 250 households 250 households Technical development and provision of services households with sanitation Services rehabilitation basic services to access to free 1000 the communities basic sanitation households Constitutional Improved Access Number (as well Eskom Quarterly progress Quarterly progress Quarterly progress Quarterly progress Director: In house mandate in the to free basic as percentage) of reports from Eskom reports from Eskom reports from Eskom reports from Eskom Technical provision of services households with Services basic services to access to free the communities basic electricity To ensure Constittutional Provision of basic Upgrading of 4 Sports fields Planning, Design and Evaluation , Upgrading phase Completion and Director: R2 000 000,00 infrastructure mandate in the services and sports fields upgraded advert adjudication, site commisison stages Technical development and provision of infrastructure hand over Services rehabilitation basic services t the communities To ensure Constittutional Provision of basic Km of access 53 km of Planning , Design and Construction phase Completion and Director: 29 924,084 infrastructure mandate in the services and roads constructed access roads advert commission stages Technical development and provision of infrastructure and maintained constructed Services rehabilitation basic services to the communities To ensure Constittutional Provision of basic Number of 19 Assessment and advert Evaluation, Maintenance phase Completion and Director: 3,830 000.00 infrastructure mandate in the services and community community adjudication and commission stages Technical development and provision of infrastructure facilities facilities handover Servcies rehabilitation basic services t maintained maintained the communities To ensure Constitutional Provision of basic Facilitation for 1 craft centre To facilitate all Planning, design and Evaluation, Completion and Director: R5, 053 916,00 infrastructure mandate in the services and the construction constructed Council processes advert adjudication, hand commission stages of Technical development and provision of infrastructure of Ukwakha Craft needed over and construction completed phase Services rehabilittion basic services to Centre of particular phases the communities To ensure Constitutional Provision of basic Procurement 1 grader Procurement process Purchased plant and Implementation and Implementation and Director: R3 000 000,00 infrastructure mandate in the services and of plant and purchased equipment monitoring phases monitoring phases Technical development and provision of infrastructure equipment Services rehabilitation basic services to the communities Constittutional Housing Facilitation for 500 Houses Facilitate planning, 125 houses built 250 houses built 125 houses built Director: In house mandate in the Development the provision built design and advert Technical provision of of housing to Services basic services to the Umzumbe the communities Community To ensure Municipal Municipal Renovations, Municipal Improved and well Procurement Appointment of Finalisation of the Director: R 500 000,00 infrastructure Transformation Transformation repair and office maintained office processes service provider and renovation Technical development and and Institutional and Institutional maintenance buildings buildings initiating renovation Services rehabilitation Development Development of municipal improved and processes buildings maintained
286 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Constitutional Improved Access Number (as well Facilitation Ensure facilitation to Ensure facilitation to Ensure facilitation to Ensure facilitation to Director: In house infrastructure mandate in the to free basic as percentage) of of access to 250 households 250 households 250 households 250 households Technical development and provision of services households with sanitation Services rehabilitation basic services to access to free 1000 the communities basic sanitation households Constitutional Improved Access Number (as well Eskom Quarterly progress Quarterly progress Quarterly progress Quarterly progress Director: In house mandate in the to free basic as percentage) of reports from Eskom reports from Eskom reports from Eskom reports from Eskom Technical provision of services households with Services basic services to access to free the communities basic electricity To ensure Constittutional Provision of basic Upgrading of 4 Sports fields Planning, Design and Evaluation , Upgrading phase Completion and Director: R2 000 000,00 infrastructure mandate in the services and sports fields upgraded advert adjudication, site commisison stages Technical development and provision of infrastructure hand over Services rehabilitation basic services t the communities To ensure Constittutional Provision of basic Km of access 53 km of Planning , Design and Construction phase Completion and Director: 29 924,084 infrastructure mandate in the services and roads constructed access roads advert commission stages Technical development and provision of infrastructure and maintained constructed Services rehabilitation basic services to the communities To ensure Constittutional Provision of basic Number of 19 Assessment and advert Evaluation, Maintenance phase Completion and Director: 3,830 000.00 infrastructure mandate in the services and community community adjudication and commission stages Technical development and provision of infrastructure facilities facilities handover Servcies rehabilitation basic services t maintained maintained the communities To ensure Constitutional Provision of basic Facilitation for 1 craft centre To facilitate all Planning, design and Evaluation, Completion and Director: R5, 053 916,00 infrastructure mandate in the services and the construction constructed Council processes advert adjudication, hand commission stages of Technical development and provision of infrastructure of Ukwakha Craft needed over and construction completed phase Services rehabilittion basic services to Centre of particular phases the communities To ensure Constitutional Provision of basic Procurement 1 grader Procurement process Purchased plant and Implementation and Implementation and Director: R3 000 000,00 infrastructure mandate in the services and of plant and purchased equipment monitoring phases monitoring phases Technical development and provision of infrastructure equipment Services rehabilitation basic services to the communities Constittutional Housing Facilitation for 500 Houses Facilitate planning, 125 houses built 250 houses built 125 houses built Director: In house mandate in the Development the provision built design and advert Technical provision of of housing to Services basic services to the Umzumbe the communities Community To ensure Municipal Municipal Renovations, Municipal Improved and well Procurement Appointment of Finalisation of the Director: R 500 000,00 infrastructure Transformation Transformation repair and office maintained office processes service provider and renovation Technical development and and Institutional and Institutional maintenance buildings buildings initiating renovation Services rehabilitation Development Development of municipal improved and processes buildings maintained
287 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Department: Social and Economic Development OUTCOME 9: COMMUNITY WORK PROGRAMME IMPLEMENTED AND CO-OPERATIVES SUPPORTED To strengthen Restoring Community Number of 11 wards Manager: Nil co-operation Dignity work programme wards where Community amongst all through work implemented CWP has been Services spheres of opportunities and cooperatives implemented Government supported To strengthen Community Number Manager: co-operation work programme of projects Community amongst all implemented implemented per Services spheres of and cooperatives ward Government supported To strengthen Types of projects Manager: co-operation implemented per Community amongst all ward Services spheres of Government To create Development of Community Development of 8 Processing of Procurement process: Training of SMMEs Registration of trainees Manager: Local R3 800 000 an enabling SMME’s work programme SMMEs (number application forms for trainers and to a formal business Economic environment to implemented of training s and compiling of list relevant materials for entity, monitoring and Development attract LED and cooperatives and workshops of trainees for SMME training. progress report supported offered) trainings. To create Community Development of 20 Upgrade database of 5 Information Assisting unregistered Progress report Manager: Local an enabling work programme SMMEs (number emerging contractors dissemination contractors to register Economic environment to implemented of emerging and identification of workshops. for compliance Development attract LED and cooperatives contractors on stakeholders. supported data base and registered) To create Community Development of 10 funded Monitoring of funded Monitoring continued Processing of Monitoring the Manager: Local an enabling work programme SMMEs (number SMMes SMMEs and report and gap identification proposals for SMMEs delivery of inputs. Economic environment to implemented of SMMEs thereof. and procurement of Progress report Development attract LED and cooperatives assisted) inputs supported To create Community Development of 8 Assesment of Training of crafters for Training s provided Monitoring of Manager: Local R 350 000 an enabling work programme SMMEs (number struggling co ops quality management where needed. Revival acquired skills Economic environment to implemented of cooperatives for resuscitation in of saving clubs. implementation. Development attract LED and cooperatives assisted) partnership with supported DED and other stakeholders. To create Development of Community Development of 5 mentored Identification of Training of crafters for Development of Marketing of crafters an enabling SMMEs work programme SMMEs (number crafters crafters for training quality management Umzumbe crafters products and progress environment to implemented of crafters and sourcing of website report attract LED and cooperatives exposed to service providers supported markets) To create Community Development of 3 artists Hosting of uMzumbe Election of new arts Compiling terms Hosting of uMzumbe an enabling work programme SMMEs ( number within genres Music festival. and culture forum. of reference and Music festival. environment to implemented of different genre performing at And identification procuring service attract LED and cooperatives competitions- in- a professional of arts and culture providers to provide supported goma, isicathami- level training needs training ya, gospel)
288 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Department: Social and Economic Development OUTCOME 9: COMMUNITY WORK PROGRAMME IMPLEMENTED AND CO-OPERATIVES SUPPORTED To strengthen Restoring Community Number of 11 wards Manager: Nil co-operation Dignity work programme wards where Community amongst all through work implemented CWP has been Services spheres of opportunities and cooperatives implemented Government supported To strengthen Community Number Manager: co-operation work programme of projects Community amongst all implemented implemented per Services spheres of and cooperatives ward Government supported To strengthen Types of projects Manager: co-operation implemented per Community amongst all ward Services spheres of Government To create Development of Community Development of 8 Processing of Procurement process: Training of SMMEs Registration of trainees Manager: Local R3 800 000 an enabling SMME’s work programme SMMEs (number application forms for trainers and to a formal business Economic environment to implemented of training s and compiling of list relevant materials for entity, monitoring and Development attract LED and cooperatives and workshops of trainees for SMME training. progress report supported offered) trainings. To create Community Development of 20 Upgrade database of 5 Information Assisting unregistered Progress report Manager: Local an enabling work programme SMMEs (number emerging contractors dissemination contractors to register Economic environment to implemented of emerging and identification of workshops. for compliance Development attract LED and cooperatives contractors on stakeholders. supported data base and registered) To create Community Development of 10 funded Monitoring of funded Monitoring continued Processing of Monitoring the Manager: Local an enabling work programme SMMEs (number SMMes SMMEs and report and gap identification proposals for SMMEs delivery of inputs. Economic environment to implemented of SMMEs thereof. and procurement of Progress report Development attract LED and cooperatives assisted) inputs supported To create Community Development of 8 Assesment of Training of crafters for Training s provided Monitoring of Manager: Local R 350 000 an enabling work programme SMMEs (number struggling co ops quality management where needed. Revival acquired skills Economic environment to implemented of cooperatives for resuscitation in of saving clubs. implementation. Development attract LED and cooperatives assisted) partnership with supported DED and other stakeholders. To create Development of Community Development of 5 mentored Identification of Training of crafters for Development of Marketing of crafters an enabling SMMEs work programme SMMEs (number crafters crafters for training quality management Umzumbe crafters products and progress environment to implemented of crafters and sourcing of website report attract LED and cooperatives exposed to service providers supported markets) To create Community Development of 3 artists Hosting of uMzumbe Election of new arts Compiling terms Hosting of uMzumbe an enabling work programme SMMEs ( number within genres Music festival. and culture forum. of reference and Music festival. environment to implemented of different genre performing at And identification procuring service attract LED and cooperatives competitions- in- a professional of arts and culture providers to provide supported goma, isicathami- level training needs training ya, gospel)
289 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To promote trade Promotion of Promotion of Promote Trade 1 equiped Handing over of Provision of mentoring Ongoing Report on the Manager: Local 500 000 initiatives in provincial trade Trade initiatives initiatives (fully and Mkhaliphi bakery and support. functionality of the Economic uMzumbe networks equiped bakery) functional equipment. bakery Development bakery To promote trade Promotion of Promotion of Promote Trade 15 Mobilising and Needs assessment Consultative meetings Facilitate Trainings in Manager: Local In house initiatives in provincial trade Trade initiatives initiatives rescacitation of and assistance with business management Economic uMzumbe networks (number of informal traders cipro registration. and health and Development informal traders structure. hygiene. per ward) To promote trade Promotion of Promotion of Promote Trade 15 Facilitation of Facilitation of Facilitation of Facilitation of Manager: Local In house initiatives in provincial trade Trade initiatives initiatives applications, applications, applications, applications, Economic uMzumbe networks (number of assessments and assessments and assessments and assessments and Development business licenses) issuing if compliant. issuing if compliant. issuing if compliant. issuing if compliant. To encourage Promotion of Heritage and Promotion 3 sites Site identification Site identification Site identification Recorded history of Manager: Local heritage/ tourism Heritage sites tourism initiatives Heritage Sites developed research and research and research and approved and adopted Economic in uMzumbe development. development development sites Development To encourage Promotion Heritage and Promotion of 2 tourism Formalisation of the Shared Service Monitoring and Monitoring and Manager: Local R1 500 000 heritage/ tourism of Tourism Tourism initiatives Tourism Initiative initiatives relationship between Reporting on the Reporting on Economic Discuss with in uMzumbe initiatives (tour guide the municipality and functionality of the the functionality Development relevant dept development) Tour guide group. co-operatives achievements of tour about second guide group. row To encourage Promotion Heritage and Promotion of Tourism plan, terms of Monitoring and Draft tourism plan Draft tourism plan Manager: Local heritage/ tourism of Tourism tourism initiatives Tourism Initiative reference & advert Reporting on the presented for approval presented for approval Economic in uMzumbe initiatives (number functionality of the of council. of council. Development of tourism co-operatives initiatives) To promote Promotion of Promotion of Implementation 1 Sustainable Identification of Fencing of community Needs assessment Procurement of inputs Manager: Local 1 000 000.00 community sustainable sustainable of agricultural agricultural needs with Dept of gardens and other relevant Economic participation in agricultural economic growth programmes project per Agri advisor and interventions Development the municipality’s programmes ward (19) implementation economic growth thereof programmes To promote Promotion of Promotion of Creation fully 1 market stall Advertising & terms of Procurement Simplified business Handing over of the Manager: Local 200 000.00 community sustainable sustainable functional references processes skills training market stalls. Economic participation in agricultural economic growth produce markets Development the municipality’s programmes economic growth programmes Continuous Stakeholder Improved Ward Participation 4 LED forums 1st LED forum 2nd LED forum 3rd LED forum 4th LED forum Manager: Local In house and positive participation Committees in plans and held Economic interactions with programmes of Development all key economic municipalities anchors and and other spheres actors of government impacting on the ward development and monitoring (number of LED forums held)
290 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To promote trade Promotion of Promotion of Promote Trade 1 equiped Handing over of Provision of mentoring Ongoing Report on the Manager: Local 500 000 initiatives in provincial trade Trade initiatives initiatives (fully and Mkhaliphi bakery and support. functionality of the Economic uMzumbe networks equiped bakery) functional equipment. bakery Development bakery To promote trade Promotion of Promotion of Promote Trade 15 Mobilising and Needs assessment Consultative meetings Facilitate Trainings in Manager: Local In house initiatives in provincial trade Trade initiatives initiatives rescacitation of and assistance with business management Economic uMzumbe networks (number of informal traders cipro registration. and health and Development informal traders structure. hygiene. per ward) To promote trade Promotion of Promotion of Promote Trade 15 Facilitation of Facilitation of Facilitation of Facilitation of Manager: Local In house initiatives in provincial trade Trade initiatives initiatives applications, applications, applications, applications, Economic uMzumbe networks (number of assessments and assessments and assessments and assessments and Development business licenses) issuing if compliant. issuing if compliant. issuing if compliant. issuing if compliant. To encourage Promotion of Heritage and Promotion 3 sites Site identification Site identification Site identification Recorded history of Manager: Local heritage/ tourism Heritage sites tourism initiatives Heritage Sites developed research and research and research and approved and adopted Economic in uMzumbe development. development development sites Development To encourage Promotion Heritage and Promotion of 2 tourism Formalisation of the Shared Service Monitoring and Monitoring and Manager: Local R1 500 000 heritage/ tourism of Tourism Tourism initiatives Tourism Initiative initiatives relationship between Reporting on the Reporting on Economic Discuss with in uMzumbe initiatives (tour guide the municipality and functionality of the the functionality Development relevant dept development) Tour guide group. co-operatives achievements of tour about second guide group. row To encourage Promotion Heritage and Promotion of Tourism plan, terms of Monitoring and Draft tourism plan Draft tourism plan Manager: Local heritage/ tourism of Tourism tourism initiatives Tourism Initiative reference & advert Reporting on the presented for approval presented for approval Economic in uMzumbe initiatives (number functionality of the of council. of council. Development of tourism co-operatives initiatives) To promote Promotion of Promotion of Implementation 1 Sustainable Identification of Fencing of community Needs assessment Procurement of inputs Manager: Local 1 000 000.00 community sustainable sustainable of agricultural agricultural needs with Dept of gardens and other relevant Economic participation in agricultural economic growth programmes project per Agri advisor and interventions Development the municipality’s programmes ward (19) implementation economic growth thereof programmes To promote Promotion of Promotion of Creation fully 1 market stall Advertising & terms of Procurement Simplified business Handing over of the Manager: Local 200 000.00 community sustainable sustainable functional references processes skills training market stalls. Economic participation in agricultural economic growth produce markets Development the municipality’s programmes economic growth programmes Continuous Stakeholder Improved Ward Participation 4 LED forums 1st LED forum 2nd LED forum 3rd LED forum 4th LED forum Manager: Local In house and positive participation Committees in plans and held Economic interactions with programmes of Development all key economic municipalities anchors and and other spheres actors of government impacting on the ward development and monitoring (number of LED forums held)
291 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Disaster Capacity Improved Ward Participation Recruit and Manager: R 50 000.00 Management Building Committees in plans and Training Disaster Marshalling on Disaster programmes of of Event Management Program Management municipalities Marshalls and other spheres of government impacting on the ward development and monitoring (number of marshals to be recruited) Adherance to Provide sound Improved Ward Participation Installation Manager: R 50 000.00 NFPA standards Disaster Committees in plans and of 5 fire Disaster for fire Management programmes of extinguishers Management Services municipalities and other spheres of government impacting on the ward development and monitoring (number of community facilities to be installed with fire extinguishers) To ensure that Disaster Improved Ward Participation 4 forum Manager: R 40 000.00 interests of the Management Committees in plans and meetings Disaster special groups Advisory Forums programmes of Management are championed municipalities and other spheres of government impacting on the ward development and monitoring (number of advisory forums to be held) To ensure Revenue Management Participation Revenue Manager: In house the proper collection for of Community in plans and collection Community management the maintenance Facilities programmes of from 10 Services of community of Community municipalities Community facilities facilities and other spheres facilities of government impacting on the ward development and monitoring (% revenue collection)
292 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) Disaster Capacity Improved Ward Participation Recruit and Manager: R 50 000.00 Management Building Committees in plans and Training Disaster Marshalling on Disaster programmes of of Event Management Program Management municipalities Marshalls and other spheres of government impacting on the ward development and monitoring (number of marshals to be recruited) Adherance to Provide sound Improved Ward Participation Installation Manager: R 50 000.00 NFPA standards Disaster Committees in plans and of 5 fire Disaster for fire Management programmes of extinguishers Management Services municipalities and other spheres of government impacting on the ward development and monitoring (number of community facilities to be installed with fire extinguishers) To ensure that Disaster Improved Ward Participation 4 forum Manager: R 40 000.00 interests of the Management Committees in plans and meetings Disaster special groups Advisory Forums programmes of Management are championed municipalities and other spheres of government impacting on the ward development and monitoring (number of advisory forums to be held) To ensure Revenue Management Participation Revenue Manager: In house the proper collection for of Community in plans and collection Community management the maintenance Facilities programmes of from 10 Services of community of Community municipalities Community facilities facilities and other spheres facilities of government impacting on the ward development and monitoring (% revenue collection)
293 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure that Provide support Adopted Grant in Participation Adopted and Manager: In house the interest of and capacity Aid policy in plans and implemented Community special groups building to programmes of Grant in Aid Services are c special groups municipalities policy and other spheres of government impacting on the ward development and monitoring (grant in aid policy) NATIONAL KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION OUTCOME 9: DEEPEN DEMOCRACY THROUGH WIDE PARTICIPATORY SYSTEM Improved ward Management 19 wards to Collection of data Collection of data Collection of data Collection of data Manager: In house committees and updating be profiled Community of ward profiles Servcies and database of indigent households To ensure Establishment Establishment of a Conduct a Jun-13 Conduct a feasibility Conduct a feasibility Conduct a feasibility Conduct a feasibility Manager: revenue of traffic traffic department feasibility study study study study study Community enhancement department Servcies To Establish Partnerships Fire fighting Signed SLA with 1 signed Facilitate the signing Implementation Implementation Implementation Manager: R 550 000.00 Integrated in Disaster shared service partners Service Level of the SLA and reports on the and reports on the and reports on the Disaster Institutional Management Agreement functioning of the SLA functioning of the SLA functioning of the SLA Management Capacity To ensure that Public Risk Identification, Response to Provide Assessments and Assessments and Assessments and Assessments and Manager: R 100 000 interests of the Awareness Prevention and incident in 72 support to provision of relevant provision of relevant provision of relevant provision of relevant Disaster special groups on Disaster Mitigation hours from affected support to affected support to affected support to affected support to affected Management are championed Management reporting families families families families families within 72 hours of incident reporting To ensure that Public Risk Identification, No of awareness 4 awareness 1 disaster 1 disaster 1 disaster 1 disaster Manager: R 250 000 interests of the Awareness Prevention and campaigns campaigns management management management management Disaster special groups on Disaster Mitigation conducted done awareness campaign awareness campaign awareness campaign awareness campaign Management are championed Management To ensure that Capacity Risk Identification, Number of 4 volunteer Volunteer meeting Volunteer meeting Volunteer meeting Volunteer meeting Manager: R 160 000.00 interests of the Building Prevention and meetings and programmes Disaster special groups on Disaster Mitigation trainings Management are championed Management 2013/06/01 Risk Identification, Approved disaster 2013/06/01 First draft of the Approved disaster Manager: R 45 000.00 approved Prevention and management approved disaster management management Disaster disaster Mitigation communication disaster communication plan communication plan Management management plan management communication communica- plan tion plan To ensure that Provide support Improved ward Number of 2 forums and Assessment of training Training of NGOs and Grant in aid Provision of support to Manager: R 300 000.00 the interest of and capacity committees NGO programs 4 initiatives needs for NGOs and 1 second forum meeting applications NGOs Community special groups building to and initiatives forum meeting Servcies are championed special groups implemented
294 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure that Provide support Adopted Grant in Participation Adopted and Manager: In house the interest of and capacity Aid policy in plans and implemented Community special groups building to programmes of Grant in Aid Services are c special groups municipalities policy and other spheres of government impacting on the ward development and monitoring (grant in aid policy) NATIONAL KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION OUTCOME 9: DEEPEN DEMOCRACY THROUGH WIDE PARTICIPATORY SYSTEM Improved ward Management 19 wards to Collection of data Collection of data Collection of data Collection of data Manager: In house committees and updating be profiled Community of ward profiles Servcies and database of indigent households To ensure Establishment Establishment of a Conduct a Jun-13 Conduct a feasibility Conduct a feasibility Conduct a feasibility Conduct a feasibility Manager: revenue of traffic traffic department feasibility study study study study study Community enhancement department Servcies To Establish Partnerships Fire fighting Signed SLA with 1 signed Facilitate the signing Implementation Implementation Implementation Manager: R 550 000.00 Integrated in Disaster shared service partners Service Level of the SLA and reports on the and reports on the and reports on the Disaster Institutional Management Agreement functioning of the SLA functioning of the SLA functioning of the SLA Management Capacity To ensure that Public Risk Identification, Response to Provide Assessments and Assessments and Assessments and Assessments and Manager: R 100 000 interests of the Awareness Prevention and incident in 72 support to provision of relevant provision of relevant provision of relevant provision of relevant Disaster special groups on Disaster Mitigation hours from affected support to affected support to affected support to affected support to affected Management are championed Management reporting families families families families families within 72 hours of incident reporting To ensure that Public Risk Identification, No of awareness 4 awareness 1 disaster 1 disaster 1 disaster 1 disaster Manager: R 250 000 interests of the Awareness Prevention and campaigns campaigns management management management management Disaster special groups on Disaster Mitigation conducted done awareness campaign awareness campaign awareness campaign awareness campaign Management are championed Management To ensure that Capacity Risk Identification, Number of 4 volunteer Volunteer meeting Volunteer meeting Volunteer meeting Volunteer meeting Manager: R 160 000.00 interests of the Building Prevention and meetings and programmes Disaster special groups on Disaster Mitigation trainings Management are championed Management 2013/06/01 Risk Identification, Approved disaster 2013/06/01 First draft of the Approved disaster Manager: R 45 000.00 approved Prevention and management approved disaster management management Disaster disaster Mitigation communication disaster communication plan communication plan Management management plan management communication communica- plan tion plan To ensure that Provide support Improved ward Number of 2 forums and Assessment of training Training of NGOs and Grant in aid Provision of support to Manager: R 300 000.00 the interest of and capacity committees NGO programs 4 initiatives needs for NGOs and 1 second forum meeting applications NGOs Community special groups building to and initiatives forum meeting Servcies are championed special groups implemented
295 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure that Eradication of A total number 278 families 10 families provided 10 families provided 10 families provided 10 families provided Manager: R900 000.00 the interest of extreme poverty of indigent benefiting with support and with support and with support and with support and Community special groups and hunger households, linked with relevant linked with relevant linked with relevant linked with relevant Servcies are championed 38 women and sector depths sector depths sector debts sector debts households Identification and 80 households 60 households 60 households procurement of seeds Cleaning of Cleaning of Cleaning of Cleaning of community facilities community facilities community facilities community facilities To ensure that Eradication of Burial support 120 families 30 indigent families 30 indigent families 30 indigent families 30 indigent families Manager: R 300 000.00 the interest of extreme poverty supported supported supported supported Community special groups and hunger Servcies are championed
BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT OUTCOME 9: IMPROVED ACCESS TO BASIC SERVICES To ensure the Update of an Improved access An adopted and 1 indigent Collect and update Collect and update Collect and update Collect and update Manager: In house provision of Indigent Register to free basic updated Indigent register indigent data indigent data indigent data indigent data Community high quality services Register for the updated Servcies infrastructure municipality services that will enhance the standard of living for the people To ensure the Provision of Improved access Distribution 4 783 12485 families to 12485 families to 12485 families to 12485 families to Manager: R 2 000 000.00 provision of alternative to free basic of free basic households benefit benefit benefit benefit Community high quality energy services energy(geland benefiting Servcies infrastructure tokens) services that will enhance the standard of living for the people To collect Household Improved access Percentage of 19 wards to 10% 30% 40% 10% Manager: Nil household data profiling with to free basic households be profiled Community with access to Ward committee services earning less than Servcies water and members R1100 per month with access to free basic services
Department: Finance Department KPA : FINANCIAL VIABILITY Budget,Treasury and other statutory reporting To strengthen To ensure Preparation Approved Approved Council adopted a Budget inputs Council adopt the Council adopt final CFO the financial compliance of 2013/2014 2013/2014 2013/2014 budget process plan collected from various draft 2013/2014 2013/2014 annual variety of the with MFMA Annual Budget Annual Budget Annual departments budget for public budget municipality and Treasury Budget comments and regulations advertise budget and implement thereafter internal controls
296 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure that Eradication of A total number 278 families 10 families provided 10 families provided 10 families provided 10 families provided Manager: R900 000.00 the interest of extreme poverty of indigent benefiting with support and with support and with support and with support and Community special groups and hunger households, linked with relevant linked with relevant linked with relevant linked with relevant Servcies are championed 38 women and sector depths sector depths sector debts sector debts households Identification and 80 households 60 households 60 households procurement of seeds Cleaning of Cleaning of Cleaning of Cleaning of community facilities community facilities community facilities community facilities To ensure that Eradication of Burial support 120 families 30 indigent families 30 indigent families 30 indigent families 30 indigent families Manager: R 300 000.00 the interest of extreme poverty supported supported supported supported Community special groups and hunger Servcies are championed
BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT OUTCOME 9: IMPROVED ACCESS TO BASIC SERVICES To ensure the Update of an Improved access An adopted and 1 indigent Collect and update Collect and update Collect and update Collect and update Manager: In house provision of Indigent Register to free basic updated Indigent register indigent data indigent data indigent data indigent data Community high quality services Register for the updated Servcies infrastructure municipality services that will enhance the standard of living for the people To ensure the Provision of Improved access Distribution 4 783 12485 families to 12485 families to 12485 families to 12485 families to Manager: R 2 000 000.00 provision of alternative to free basic of free basic households benefit benefit benefit benefit Community high quality energy services energy(geland benefiting Servcies infrastructure tokens) services that will enhance the standard of living for the people To collect Household Improved access Percentage of 19 wards to 10% 30% 40% 10% Manager: Nil household data profiling with to free basic households be profiled Community with access to Ward committee services earning less than Servcies water and members R1100 per month with access to free basic services
Department: Finance Department KPA : FINANCIAL VIABILITY Budget,Treasury and other statutory reporting To strengthen To ensure Preparation Approved Approved Council adopted a Budget inputs Council adopt the Council adopt final CFO the financial compliance of 2013/2014 2013/2014 2013/2014 budget process plan collected from various draft 2013/2014 2013/2014 annual variety of the with MFMA Annual Budget Annual Budget Annual departments budget for public budget municipality and Treasury Budget comments and regulations advertise budget and implement thereafter internal controls
297 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Preparation of Mid Approved Approved N/A N/A Adopted 2012/2013 N/A CFO compliance term performance 2012/2013 2012/2013 adjustment budget with MFMA assessment and performance performance and Treasury adjustment budget assessment and assessment regulations for 2012/2013 adjustment and and implement budget adjustment internal controls budget To ensure Monthly Budget 12 Monthly 12 Monthly 3 Monthly reports and 3 Monthly reports and 3 Monthly reports and 3 Monthly reports and CFO compliance Statements in Financial Reports Financial 1 Quarterly report 1 Quarterly report 1 Quarterly report 1 Quarterly report with MFMA terms of section submitted to Reports and Treasury 71 of the MFMA the Accounting regulations produced Officer and and implement timeously i.e. by Provincial internal controls no later than the Treasury before 10th working day the 10th working of each month day of each month To ensure Preparation Audited Annual Prepared and 2011/2012 Annual Timeous response Tabling Audit Report N/A CFO R 250 000 compliance of 2011/2012 Financial submitted by Financial Statements to the Auditor- before Council and with MFMA annual financial Statements for 31 August reviewed by Audit General’s queries at corrective measures and Treasury statements 2011/2012 2012 Committee and informal queries and tabled to address the regulations in GRAP Submitted to Auditor- management letter audit issues raised. and implement Compliance General level. internal controls To ensure Assist in the 2011/2012 2011/2012 N/A N/A Submit financial N/A CFO compliance preparation of the Approved Annual Approved related items to the with MFMA Annual Report Report Annual Accounting Officer and Treasury for 2011/2012 Report for inclusion in regulations financial year. 2011/2012 Annual and implement Report internal controls To ensure Report all Closing Report on closing Report on Notify Auditor- N/A N/A N/A CFO compliance bank balances balances closing General, Provincial with MFMA for 2011/2012 to balances Treasury in terms of and Treasury Auditor-General, MFMA regulations Provincial and implement Treasury within internal controls 30 days after 2011/2012 financial year in terms of the MFMA INCOME AND EXPENDITURE To ensure Preparation Updated cash- 12 Updated Three monthly cash Three monthly cash Three monthly cash Three monthly cash CFO compliance of monthly books, Updated cash books. books, updated books, updated books, updated books, updated with MFMA cashbook,updated General Ledger, Updated general ledger, general ledger, general ledger, general ledger, and Treasury general ledger Bank and Credi- General bank and creditors bank and creditors bank and creditors bank and creditors regulations and preparation of tors reconcilia- Ledger,12 reconciliations reconciliations reconciliations reconciliations and implement reconciliations tions tatements Bank recon- internal controls ciliations, Creditors re- conciliations
298 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Preparation of Mid Approved Approved N/A N/A Adopted 2012/2013 N/A CFO compliance term performance 2012/2013 2012/2013 adjustment budget with MFMA assessment and performance performance and Treasury adjustment budget assessment and assessment regulations for 2012/2013 adjustment and and implement budget adjustment internal controls budget To ensure Monthly Budget 12 Monthly 12 Monthly 3 Monthly reports and 3 Monthly reports and 3 Monthly reports and 3 Monthly reports and CFO compliance Statements in Financial Reports Financial 1 Quarterly report 1 Quarterly report 1 Quarterly report 1 Quarterly report with MFMA terms of section submitted to Reports and Treasury 71 of the MFMA the Accounting regulations produced Officer and and implement timeously i.e. by Provincial internal controls no later than the Treasury before 10th working day the 10th working of each month day of each month To ensure Preparation Audited Annual Prepared and 2011/2012 Annual Timeous response Tabling Audit Report N/A CFO R 250 000 compliance of 2011/2012 Financial submitted by Financial Statements to the Auditor- before Council and with MFMA annual financial Statements for 31 August reviewed by Audit General’s queries at corrective measures and Treasury statements 2011/2012 2012 Committee and informal queries and tabled to address the regulations in GRAP Submitted to Auditor- management letter audit issues raised. and implement Compliance General level. internal controls To ensure Assist in the 2011/2012 2011/2012 N/A N/A Submit financial N/A CFO compliance preparation of the Approved Annual Approved related items to the with MFMA Annual Report Report Annual Accounting Officer and Treasury for 2011/2012 Report for inclusion in regulations financial year. 2011/2012 Annual and implement Report internal controls To ensure Report all Closing Report on closing Report on Notify Auditor- N/A N/A N/A CFO compliance bank balances balances closing General, Provincial with MFMA for 2011/2012 to balances Treasury in terms of and Treasury Auditor-General, MFMA regulations Provincial and implement Treasury within internal controls 30 days after 2011/2012 financial year in terms of the MFMA INCOME AND EXPENDITURE To ensure Preparation Updated cash- 12 Updated Three monthly cash Three monthly cash Three monthly cash Three monthly cash CFO compliance of monthly books, Updated cash books. books, updated books, updated books, updated books, updated with MFMA cashbook,updated General Ledger, Updated general ledger, general ledger, general ledger, general ledger, and Treasury general ledger Bank and Credi- General bank and creditors bank and creditors bank and creditors bank and creditors regulations and preparation of tors reconcilia- Ledger,12 reconciliations reconciliations reconciliations reconciliations and implement reconciliations tions tatements Bank recon- internal controls ciliations, Creditors re- conciliations
299 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Timeous payment Payment vouchers Maintaining Payments to auditors if Payments to auditors if Payments to auditors if Payments to auditors if CFO R 1 316 000 compliance of internal and timeous invoiced. invoiced. invoiced. invoiced. with MFMA external audit fees payment of and Treasury internal and regulations external audit and implement fees internal controls To ensure Timeous payment Payment of Maintaining General expenses are General expenses are General expenses are General expenses are CFO compliance of service service providers timeous paid within 30 days paid within 30 days paid within 30 days paid within 30 days with MFMA providers upon within 30 days payment after the receipt of an after the receipt of an after the receipt of an after the receipt of an and Treasury the receipt of the of service invoice. invoice. invoice. invoice. regulations invoice providers and implement upon the internal controls receipt of the invoice To ensure Compliance with No. of VAT 201 Submission of Completed 3 VAT Completed 3 VAT Completed 3 Completed 3 VAT CFO compliance SARS directive on returns 12 VAT 201 returns for June, July, return for September, VAT return for return for March,April, with MFMA VAT issues. returns August October, November December,January, May and Treasury February regulations and implement internal controls To ensure Timeous Remuneration Maintaining Monthly authorised Monthly authorised Monthly authorised Monthly authorised CFO compliance authorised schedule and timeous payroll by the payroll by the payroll by the payroll by the with MFMA payment of payslips by the payment of CFO prior to the CFO prior to the CFO prior to the CFO prior to the and Treasury salaries and 19th of each salaries and payment. Signed payment. Signed payment. Signed payment. Signed regulations delivery of salary month. delivery of payslips register payslips register payslips register payslips register and implement advices. salary advices acknowledging the acknowledging the acknowledging the acknowledging the internal controls receipt of payslip. receipt of payslip. receipt of payslip. receipt of payslip. The salary schedule is The salary schedule is The salary schedule is The salary schedule is authorised and sent to authorised and sent to authorised and sent to authorised and sent to the bank by the 19th the bank by the 19th the bank by the 19th the bank by the 19th of each month of each month of each month of each month To ensure Timeous payment Payment vouchers Maintaining Monthly payments Monthly payments Monthly payments Monthly payments CFO compliance of 3rd parties. by the 7th of each Timeous to 3rd parties made to 3rd parties made to 3rd parties made to 3rd parties made with MFMA month payment of before the 7th of each before the 7th of each before the 7th of each before the 7th of each and Treasury 3rd parties. month for quarter 1 month for quarter 2 month for quarter 3 month for quarter 4 regulations and implement internal controls To ensure Reconciliation No. of Journal 12 monthly Processing monthly Processing monthly Processing monthly Processing monthly CFO compliance of Payday and entries journal journal entries from journal entries from journal entries from journal entries from with MFMA Pastel accounting entries Pay Day to Pastel in Pay Day to Pastel in Pay Day to Pastel in Pay Day to Pastel in and Treasury systems. the General Journal the General Journal the General Journal the General Journal regulations and implement internal controls
300 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Timeous payment Payment vouchers Maintaining Payments to auditors if Payments to auditors if Payments to auditors if Payments to auditors if CFO R 1 316 000 compliance of internal and timeous invoiced. invoiced. invoiced. invoiced. with MFMA external audit fees payment of and Treasury internal and regulations external audit and implement fees internal controls To ensure Timeous payment Payment of Maintaining General expenses are General expenses are General expenses are General expenses are CFO compliance of service service providers timeous paid within 30 days paid within 30 days paid within 30 days paid within 30 days with MFMA providers upon within 30 days payment after the receipt of an after the receipt of an after the receipt of an after the receipt of an and Treasury the receipt of the of service invoice. invoice. invoice. invoice. regulations invoice providers and implement upon the internal controls receipt of the invoice To ensure Compliance with No. of VAT 201 Submission of Completed 3 VAT Completed 3 VAT Completed 3 Completed 3 VAT CFO compliance SARS directive on returns 12 VAT 201 returns for June, July, return for September, VAT return for return for March,April, with MFMA VAT issues. returns August October, November December,January, May and Treasury February regulations and implement internal controls To ensure Timeous Remuneration Maintaining Monthly authorised Monthly authorised Monthly authorised Monthly authorised CFO compliance authorised schedule and timeous payroll by the payroll by the payroll by the payroll by the with MFMA payment of payslips by the payment of CFO prior to the CFO prior to the CFO prior to the CFO prior to the and Treasury salaries and 19th of each salaries and payment. Signed payment. Signed payment. Signed payment. Signed regulations delivery of salary month. delivery of payslips register payslips register payslips register payslips register and implement advices. salary advices acknowledging the acknowledging the acknowledging the acknowledging the internal controls receipt of payslip. receipt of payslip. receipt of payslip. receipt of payslip. The salary schedule is The salary schedule is The salary schedule is The salary schedule is authorised and sent to authorised and sent to authorised and sent to authorised and sent to the bank by the 19th the bank by the 19th the bank by the 19th the bank by the 19th of each month of each month of each month of each month To ensure Timeous payment Payment vouchers Maintaining Monthly payments Monthly payments Monthly payments Monthly payments CFO compliance of 3rd parties. by the 7th of each Timeous to 3rd parties made to 3rd parties made to 3rd parties made to 3rd parties made with MFMA month payment of before the 7th of each before the 7th of each before the 7th of each before the 7th of each and Treasury 3rd parties. month for quarter 1 month for quarter 2 month for quarter 3 month for quarter 4 regulations and implement internal controls To ensure Reconciliation No. of Journal 12 monthly Processing monthly Processing monthly Processing monthly Processing monthly CFO compliance of Payday and entries journal journal entries from journal entries from journal entries from journal entries from with MFMA Pastel accounting entries Pay Day to Pastel in Pay Day to Pastel in Pay Day to Pastel in Pay Day to Pastel in and Treasury systems. the General Journal the General Journal the General Journal the General Journal regulations and implement internal controls
301 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Timeous Issue of IRP5’s issued as IRP5’s N/A N/A N/A Issue IRP5’s to CFO compliance employees IRP5s. per approval from issued to all employees and with MFMA SARS employees councillors and and Treasury let them to sign to regulations acknowledge the and implement receipt internal controls To ensure Authorization of No. of authorised 12 monthly Monthly authorised Monthly authorised Monthly authorised Monthly authorised CFO compliance financial inputs to input forms authorised batch for financial batch for financial batch for financial batch for financial with MFMA Pay Day. inputs input captured in Pay input captured in Pay input captured in Pay input captured in Pay and Treasury Day System for the Day System for the Day System for the Day System for the regulations quarter quarter quarter quarter and implement internal controls To ensure Ensure that S/T % of S/T budget 100% 25 % Spent 25 % Spent 25 % Spent 25 % Spent CFO R 100 000 compliance budget is spent spent Spending of with MFMA S/T budget and Treasury regulations and implement internal controls To ensure Improved Accurate rates Post billing report Maintain Updating pastel billing Updating pastel billing Updating pastel billing Updating pastel billing CFO R 1 400 000 revenue property rates billing and and valuation roll accurate rates system and follow up system and follow up system and follow up system and follow up generation and collection maintenance of billing and on outstanding debt on outstanding debt on outstanding debt on outstanding debt financial viability valuation roll. maintenance valuation roll ASSETS & INVESTMENTS To strengthen the To ensure Updated GRAP Assets Register 1 GRAP N/A N/A N/A The computerised CFO R 6 500 000 financial viability compliance compliant and General compliant GRAP asset register f the municipality with MFMA assets register ledger and asset register is updated ,asset and Treasury corresponding to depreciation and updated verification performed regulations the general ledger general and updated general and implement and depreciation ledger and ledger internal controls depreciation To ensure Surplus money Investment 1 Updated Accrue interest on Accrue interest on Accrue interest on Accrue interest on CFO compliance invested Register and Bank investment investments on a investments on a investments on a investments on a with MFMA and updated Statements register and monthly basis and monthly basis and monthly basis and monthly basis and and Treasury investment register updated update investment update investment update investment update investment regulations general ledger register for interest register for interest register for interest register for interest and implement internal controls To ensure Effective Bank statements 12 Monthly Bank statements for Bank statements for Bank statements for Bank statements for CFO R 114 000 compliance management of bank the quarter the quarter the quarter the quarter with MFMA municipal bank statements and Treasury account and petty regulations cash and implement internal controls
302 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Timeous Issue of IRP5’s issued as IRP5’s N/A N/A N/A Issue IRP5’s to CFO compliance employees IRP5s. per approval from issued to all employees and with MFMA SARS employees councillors and and Treasury let them to sign to regulations acknowledge the and implement receipt internal controls To ensure Authorization of No. of authorised 12 monthly Monthly authorised Monthly authorised Monthly authorised Monthly authorised CFO compliance financial inputs to input forms authorised batch for financial batch for financial batch for financial batch for financial with MFMA Pay Day. inputs input captured in Pay input captured in Pay input captured in Pay input captured in Pay and Treasury Day System for the Day System for the Day System for the Day System for the regulations quarter quarter quarter quarter and implement internal controls To ensure Ensure that S/T % of S/T budget 100% 25 % Spent 25 % Spent 25 % Spent 25 % Spent CFO R 100 000 compliance budget is spent spent Spending of with MFMA S/T budget and Treasury regulations and implement internal controls To ensure Improved Accurate rates Post billing report Maintain Updating pastel billing Updating pastel billing Updating pastel billing Updating pastel billing CFO R 1 400 000 revenue property rates billing and and valuation roll accurate rates system and follow up system and follow up system and follow up system and follow up generation and collection maintenance of billing and on outstanding debt on outstanding debt on outstanding debt on outstanding debt financial viability valuation roll. maintenance valuation roll ASSETS & INVESTMENTS To strengthen the To ensure Updated GRAP Assets Register 1 GRAP N/A N/A N/A The computerised CFO R 6 500 000 financial viability compliance compliant and General compliant GRAP asset register f the municipality with MFMA assets register ledger and asset register is updated ,asset and Treasury corresponding to depreciation and updated verification performed regulations the general ledger general and updated general and implement and depreciation ledger and ledger internal controls depreciation To ensure Surplus money Investment 1 Updated Accrue interest on Accrue interest on Accrue interest on Accrue interest on CFO compliance invested Register and Bank investment investments on a investments on a investments on a investments on a with MFMA and updated Statements register and monthly basis and monthly basis and monthly basis and monthly basis and and Treasury investment register updated update investment update investment update investment update investment regulations general ledger register for interest register for interest register for interest register for interest and implement internal controls To ensure Effective Bank statements 12 Monthly Bank statements for Bank statements for Bank statements for Bank statements for CFO R 114 000 compliance management of bank the quarter the quarter the quarter the quarter with MFMA municipal bank statements and Treasury account and petty regulations cash and implement internal controls
303 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Ensuring finance Computers Staff are N/A Purchase of computers N/A N/A CFO R 20 000 compliance staff have properly with MFMA sufficient tools of equipped to and Treasury trade perform their regulations functions and implement internal controls SUPPLY CHAIN MANAGEMENT To ensure Orders are Authorised Authorised Orders are authorised Orders are authorised Orders are authorised Orders are authorised CFO compliance authorised after requisition, orders, after an authorised after an authorised after an authorised after an authorised with MFMA an authorised Purchase order, requisition requisition form and requisition form and requisition form and requisition form and and Treasury requisition quotations forms and three quotations three quotations three quotations three quotations regulations form and three and quotation quotations requested. If less than requested. If less than requested. If less than requested. If less than and implement quotations summaries three quotations then three quotations then three quotations then three quotations then internal controls requested reasons presented reasons presented reasons presented reasons presented To ensure Timeous Bid adjudication Maintain Bid adjudication Bid adjudication Bid adjudication Bid adjudication CFO compliance adjudication of report Timeous committee to appoint committee to appoint committee to appoint committee to appoint with MFMA Bid documents adjudication within a reasonable within a reasonable within a reasonable within a reasonable and Treasury after evaluation of Bid time after evaluation time after evaluation time after evaluation time after evaluation regulations documents and implement after internal controls evaluation To ensure Reporting of Listing of bids as Maintain Report to provincial Report to provincial Report to provincial Report to provincial CFO compliance bids above R100 per Treasury web reporting treasury each bid of treasury each bid of treasury each bid of treasury each bid of with MFMA 000 to National site compliance at least R100,000 at least R100,000 at least R100,000 at least R100,000 and Treasury and Provincial awarded to service awarded to service awarded to service awarded to service regulations Treasury providers if any. providers if any. providers if any. providers if any. and implement internal controls To ensure Service providers Tax clearance Tax clearance Review invoices for Review invoices for Review invoices for Review invoices for CFO compliance taxation status is certificates and certificates Vat registration (if Vat registration (if Vat registration (if Vat registration (if with MFMA in order registration submitted applicable); Obtaining applicable); Obtaining applicable); Obtaining applicable); Obtaining and Treasury certificates tax clearance tax clearance tax clearance tax clearance regulations certificates. certificates. certificates. certificates. and implement internal controls
304 DEPARTMENTAL SDBIP SERVICE DELIVERY QUARTERLY PROJECTIONS Programmes/ Quarter 1 Quarter 2 Quarter 3 Quarter 4 Projects Baseline Budget Strategic Performance IDP pg/SDBIPpg Strategies (Measurable (Previous Year Annual Target Responsibility R’000 Objective (IDP) Indicator Objective/ actual) Planned Planned Planned Planned Output) To ensure Ensuring finance Computers Staff are N/A Purchase of computers N/A N/A CFO R 20 000 compliance staff have properly with MFMA sufficient tools of equipped to and Treasury trade perform their regulations functions and implement internal controls SUPPLY CHAIN MANAGEMENT To ensure Orders are Authorised Authorised Orders are authorised Orders are authorised Orders are authorised Orders are authorised CFO compliance authorised after requisition, orders, after an authorised after an authorised after an authorised after an authorised with MFMA an authorised Purchase order, requisition requisition form and requisition form and requisition form and requisition form and and Treasury requisition quotations forms and three quotations three quotations three quotations three quotations regulations form and three and quotation quotations requested. If less than requested. If less than requested. If less than requested. If less than and implement quotations summaries three quotations then three quotations then three quotations then three quotations then internal controls requested reasons presented reasons presented reasons presented reasons presented To ensure Timeous Bid adjudication Maintain Bid adjudication Bid adjudication Bid adjudication Bid adjudication CFO compliance adjudication of report Timeous committee to appoint committee to appoint committee to appoint committee to appoint with MFMA Bid documents adjudication within a reasonable within a reasonable within a reasonable within a reasonable and Treasury after evaluation of Bid time after evaluation time after evaluation time after evaluation time after evaluation regulations documents and implement after internal controls evaluation To ensure Reporting of Listing of bids as Maintain Report to provincial Report to provincial Report to provincial Report to provincial CFO compliance bids above R100 per Treasury web reporting treasury each bid of treasury each bid of treasury each bid of treasury each bid of with MFMA 000 to National site compliance at least R100,000 at least R100,000 at least R100,000 at least R100,000 and Treasury and Provincial awarded to service awarded to service awarded to service awarded to service regulations Treasury providers if any. providers if any. providers if any. providers if any. and implement internal controls To ensure Service providers Tax clearance Tax clearance Review invoices for Review invoices for Review invoices for Review invoices for CFO compliance taxation status is certificates and certificates Vat registration (if Vat registration (if Vat registration (if Vat registration (if with MFMA in order registration submitted applicable); Obtaining applicable); Obtaining applicable); Obtaining applicable); Obtaining and Treasury certificates tax clearance tax clearance tax clearance tax clearance regulations certificates. certificates. certificates. certificates. and implement internal controls
305 306 IDP Implementation Plan
307 IDP Implementation
Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Good Governance and Public Participation Youth Development 1, 250 000,00 1, 375 000,00 1, 512 500,00 1, 663 750,00 1, 830 125,00 Programes *Skills Development 1-19 Umzumbe LM 1. Drivers License 1 per ward in all wards 2. Learner ships (NQF Level 5) *Education 1. Career Exhibition 1-19 Umzumbe LM 2. Registration Fees 1-19 Umzumbe LM Assistance 3. Construction of the Cluster A Department of University within Education Umzumbe *Youth Economic Transformation 1. Youth In Business 1-19 Umzumbe LM Indaba 2. Formation of Youth 1-19 Umzumbe LM In Business database 3. 04 Cooperatives 1-19 DEDT *Social Wellbeing e.g. Department Health, Community of Education Safety. Umzumbe LM 1. Exams Prayer 1-19 Department 2. Mandela Day 1-19 of Education, 3. HIV&AIDS 16 days of 1-19 Department of activism Health 4. Crime, Substance 1-19 SAPS, and Drugs Department of awareness campaign Health 5. Teenage Pregnancy 1-19 Department of Awareness Health Campaign All 6. Youth Day Stakeholders Commemoration *Social Mobilization, 1-19 Umzumbe LM Lobby & Advocacy 1. Youth Council 1-19 Umzumbe LM Meetings 1-19 Umzumbe LM 2. Youth Summit 3. Youth Special 1-19 Umzumbe LM General Meetings 4. Workshops *Youth Advisory Centre/ Office 1. YAC Kioski 1-19 Umzumbe LM 2. Training of staff Umzumbe Umzumbe LM LM
308 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 *Sport Development 1. Sport Sports and 400, 000,00 440, 000,00 484,000,00 532, 400,00 585,640,00 Indaba Recreation 2 . Beach Games 3. Winter Games 4. Mayoral Cup 5. Indoor Sport Centers 1 per Cluster *SALGA GAMES SALGA Kwanaloga/ 500, 000,00 450, 000,00 494,000,00 542, 400,00 595,640,00 Games Salga inter- logistics and district Vote Parapher- nalia *External Bursaries: Registration External 450,000,00 495, 000,00 544, 500,00 598, 950,00 658, 845,00 Fees Bursaries Vote Unemployed 1-19 Unemployed 360, 000,00 396,000,00 435, 600,00 479, 160,00 527, 076,00 Graduates Graduates Recruitment of Vote 10 Unemployed Graduates *Filling of post in the As per the organogram: approved Outreach Officer organogram Career Guidance Level 05 Advisor *New proposed post: Level 06 Sport development practitioner As per the youth development summit resolutions in 2009/10 and 2010/11 Speaker’s Office Development of R50 000 53 000 56 180 59 550 63 123 public participation framework Capacity building R1 750 000 1 855000 196 630 208 427 220 932, 62 programme for ward committees and payment of stipends Caucus Funding 76 000.00 83 600.00 91 960.00 101 156.00 111 271.60 Corporate Services Information System Umzumbe LM R 392 200 R 415 732 R 440 675.92
309 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Batho Pele Program Umzumbe LM Preparation Review Review of SDIP SDIP. SDIP. Tools of trade Umzumbe LM R 196 100 R 207 866 R 220 337.96 Municipal Manager’s Office Batho Pele Programs Umzumbe LM 200 000.00 220 000.00 240 000.00 260 000.00 280 000.00 Risk Management Umzumbe LM In house In house In house In house In house Prevention of Fraud Umzumbe LM In house In house In house In house In house and corruption Presidential Hotline Umzumbe LM In house In house In house In house In house Office Space (Land Umzumbe LM 500 000.00 550 000.00 600 000.00 650 000.00 700 000.00 acquisition) Park homes Umzumbe LM 500 000.00 550 000.00 605 000.00 665 500.00 732 050.00 Renovations and face Umzumbe LM 500 000.00 550 000.00 605 000.00 665 500.00 732 050.00 lift of the offices Sports and recreation 70 000.00 77 000.00 84 700.00 93 170.00 102 487.00 Annual Internal Audit Nil Nil Nil Nil Nil Plan Internal Audit Charter Nil Nil Nil Nil Nil Internal Audit Nil Nil Nil Nil Nil reporting Sourcing of funds from 70 000.00 77 000.00 84 700.00 93 170.00 102 487.00 government spheres Special Programmes R2000 R2000 R3 500 R3 500 R4000 Disability Programmes Disability Forum R100 000 R100 000 R150 000 R150 000 R150 000 Meeting Disability Sport Day R10 000 R10 000 R20 000 R20 000 R 30 000 Carrier Day For R2000 R2000 R3 000 R3 000 R 3000 Disabled Children Disability Forum R50 000 R50 000 R 100 000 R 100 000 R 100 000 meeting Drama and Music R 100 000 R 100 000 R 150 000 R 150 000 R 150 000 show Disability Day R2000 R2000 R3 000 R 3 000 R 3000 (National Calendar) Disability Forum R 2000 R 2000 R 3000 R 3000 R 4000 meeting HIV/AIDS Awareness R50 000 R50 000 R60 000 R60 000 R60 000 Campaign to the Disabled Life Skill training to the R3000 R3000 R3 500 R3 500 R3 500 disabled
310 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Disability Forum N/A N/A N/A N/A N/A Meeting Gender Programmes R20 000 R20 000 R20 000 R20 000 R20 000 Ugu Men’s Dialogue Provincial Men’s R20 000 R20 000 R20 000 R30 000 R30 000 Dialogue National Women’s Day R20 000 R20 000 R30 000 R30 000 R30 000 Establishment of R10 000 R10 000 R10 000 R20 000 R20 000 Young Women Forum Women in Health R30 000 R30 000 R30 000 R40 000 R50 000 Indaba 16 Days of Activism N/A N/A N/A N/A N/A against women and child abuse Moral regeneration N/A N/A N/A N/A N/A day International Women’s R50 000 R50 000 R60 000 R60 000 R60 000 Day Widows Summit R50 000 R50 000 R60 000 R60 000 R60 000 Establishment of R100 000 R100 000 R150 000 R150 000 R150 000 young men’s forum Umzumbe Men’s N/A N/A N/A N/A N/A Dialogue Farm Workers R30 000 R30 000 R40 000 R40 000 R40 000 Meeting with farmers Association/Farm Managers Establishment of R50 000 R50 000 R60 000 R60 000 R60 000 Umzumbe Forum for farm workers Support capacity for N/A N/A N/A N/A N/A building activities aimed at farm workers HIV/AIDS Campaign R10 000 R10 000 R20 000 R20 000 R20 000 aimed at farm workers Back to school N/A N/A N/A N/A N/A campaign aimed in children living on farms Creating data base for N/A N/A N/A N/A N/A children living on farms who are at school and out of school Carrier guidance in R10 000 R10 000 R20 000 R20 000 R20 000 schools that are on farms
311 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Taking services R10 000 R10 000 R20 000 R20 000 R20 000 from government department to farm workers Right of Child R10 000 R10 000 R20 000 R20 000 R20 000 Programme Mandela day: Programme of visiting orphanage or children’s home to give them gifts and seeds and paint their homes Take a boy child to R5000 R5000 R10 000 R10 000 R10 000 work Sanitary dignity R10 000 R10 000 R20 000 R20 000 R20 000 campaign schools Take a girl child to R3000 R3000 R4000 R4000 R4000 work Right of a child forum R100 000 R100 000 R150 000 R150 000 R150 000 meeting Reed Dance R10 000 R10 000 R20 000 R20 000 R20 000 Plenary One Child one garden R15 000 R15 000 R20 000 R20 000 R20 000 16 days of Activism R100 000 R100 000 R150 000 R150 000 R150 000 Against women and children abuse Christmas party for R5000 R5000 R5000 orphans and disabled children Back to school R800 000 R800 000 R900 000 R900 000 R900 000 campaign Dress a Child R15 000 R15 000 R20 000 R20 000 R20 000 Launch of local R20 000 R20 000 R30 000 R30 000 R30 000 advisory council for children Moral regeneration in R30 000 R30 000 R40 000 R40 000 R40 000 schools and ensuring of quality learning HIV/AIDS Programmes N/A N/A N/A N/A N/A Umzumbe local aids council UGu District Aids R40 000 R40 000 R50 000 R50 000 R50 00 Council
312 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Campaign against R40 000 R40 000 R50 000 R50 000 R50 00 HIV/AIDS in school teenage pregnancy Chronic diseases R30 000 R30 000 R40 000 R40 000 R40 000 campaign Training of home base R50 000 R50 000 R100 000 R100 000 R100 00 care/care givers Promotion on R50 000 R50 000 R60 000 R60 000 R60 000 Establishment of home base care centres Other events at District R10 000 R10 000 R20 000 R20 000 R20 000 and Provincial Care and Support R50 000 R50 000 R60 000 R60 000 R60 000 workshops One home one garden R150 000 R150 000 R200 000 R200 000 R200 00 campaign (Sukuma Sakhe Programme) Umzumbe HIV/AIDS N/A N/A N/A N/A N/A Summit Back to school N/A N/A N/A N/A N/A campaign Dress a Child N/A N/A N/A N/A N/A Launch of local R15 000 R15 000 R20 000 R20 000 R20 00 advisory council for children Moral regeneration in R30 000 R30 000 R40 000 R40 000 R40 000 schools and ensuring of quality learning Senior Citizens R50 000 R50 000 R100 000 R100 000 R100 00 Programme Intergeneration Dialogue Senior Citizens R100 000 R100 000 R150 000 R150 000 R150 000 Golden Games in Local Municipality Wednesday Games N/A N/A N/A N/A N/A District Golden Games N/A N/A N/A N/A N/A Provincial Golden R150 000 R150 000 R20 000 R20 000 R20 000 Games Promotion R2000 R2000 R3 500 R3 500 R4000 Establishment of Luncheon clubs/ Service Centres National Golden R100 000 R100 000 R150 000 R150 000 R150 000 Games
313 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Care and Support R10 000 R10 000 R20 000 R20 000 R 30 000 workshops One home one garden R2000 R2000 R3 000 R3 000 R 3000 campaign(Sukuma Sakhe Programme) Senior Citizens R50 000 R50 000 R 100 000 R 100 000 R 100 000 Summit Disaster Management Manpower (1 Disaster Management Practitioners) Trainings on Disaster 80 000 50 000 50 000 50 000 50 000 Management Volunteer Program 200 000 230 000 250 000 270 000 300 000 Equipment for 80 000 80 000 85 000 85 000 90 000 Volunteers Uniform and 70 000 75 000 80 000 85 000 90 000 Protective Clothing Events Marshaling 100 000 105 000 110 000 115 000 120 000 Awareness Campaigns 180 000 200 000 220 000 230 000 250 000 and Risk Assessments Advisory Forum 30 000 33 000 35 000 37 000 39 000 Consultations Fire Fighting Shared 550 000 600 000 650 000 700 000 750 000 Service 4 Hydrants (per 400 000 250 000 300 000 350 000 400 000 cluster) Incident Support 150 000 170 000 180 000 190 000 200 000 Purchase Fire 40 000 15 000 17 000 19 000 21 000 Extinguisher and maintenance Institutional Development and Transformation Communications and - - Mayoral Support Development of a Umzumbe LM 150 000 150 000 marketing strategy Implementation of Umzumbe LM 100 000 126 000 132 300 138 915 145 861 a communication strategy Review of a Umzumbe LM 100 000 150 000 200 000 220 000 242 000 communication Policy & strategy Printing of calendars, Umzumbe LM 150 000 157 500 165 375 173 644 182 326 diaries and purchasing of Stationery
314 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Procurement of new Umzumbe LM 80 000 84 000 88 200 92 610 97 241 office equipment Filling of Special Umzumbe LM 333 132 349 789 367 278 385 642 404 924 Programmes Officer positions ( 2 approved Positions @ level 5) Training of staff on Umzumbe LM 135 000 141 750 148 838 156 279 164 093 desktop publishing, events management and customer care Printing & distribution Umzumbe LM 320 000 336 000 352 800 370 440 388 962 of internal Publications Training of ward Umzumbe LM 1500 000 1575 000 1653 750 1736 438 1823 259 committees Payment of ward Umzumbe 1140 000 1197 000 1256 850 1319 693 1385 677 committee stipends LM Development of a Umzumbe 50 000 - 55 000 60 500 66 550 public participation LM framework Official launch of a Umzumbe LM 100 000 - - - - municipal website External directional Umzumbe LM 150 000 70 000 73 500 77 175 81 034 signage Holding of media tours Umzumbe LM 120 000 126 000 132 300 138 915 145 861 and media briefings Co- ordination of Umzumbe LM 350 000 367 500 385 875 405 169 425 428 mayoral radio slots Planning and co- Umzumbe LM 1500 000 157 5000 165 3750 173 6438 1823259 ordination of mayoral izimbizo, budget road shows, sod turnings and hand over events. Community Initiatives Umzumbe LM 700 000 735 000 771 750 810 338 850 854 Support Corporate Services Recruitment and Umzumbe LM R 1 304 723.26 R 1 383 006.66 R 1 465 987.06 Selection Training of staff and Umzumbe LM R 795 000 R 842 700 R 893 262 Councillors Development and Umzumbe LM R 371 000 R 392 260 R 415 795.60 Review of Policies Workmen’s Umzumbe LM R 265 000 R 280 900 R 297 754 compensation Acquisition of Fleet Umzumbe LM R 1 378 000 R 1 460 680 R 1 548 320.80
315 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Effective property Umzumbe LM R 159 000 R 168 540 R 178 652.40 management. Provision of efficient Umzumbe LM R 190 800 R202 248 R 214 382.88 secretariat and auxiliary services Financial Viability and Management Financial Viability Preparation of Annual Umzumbe LM 0 0 0 0 0 Budget Preparation of Mid- Umzumbe LM 0 0 0 0 0 term performance assessment and adjustment budget Monthly Budget Umzumbe LM 0 0 0 0 0 Statements in terms of section 71 of the MFMA produced timeously i.e. by no later than the 10th working day of each month Preparation of annual Umzumbe LM 280 000 280 000 280 000 280 000 280 000 financial statements in GRAP Compliance Provide financial Umzumbe LM 0 0 0 0 0 inputs for preparation of the Annual Report Report all Closing Umzumbe LM 0 0 0 0 0 bank balances to Auditor-General, Provincial Treasury within 30 days after financial year in terms of the MFMA Preparation of monthly Umzumbe LM 0 0 0 0 0 cashbook, updated general ledger and reconciliations Timeous payment of Umzumbe LM 1 316 000.00 1 381 800.00 1 450 890.00 1 523 434.50 1 599 606.23 internal and external audit fees Timeous payment Umzumbe LM 0 0 0 0 0 of service providers upon the receipt of the invoice
316 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Compliance with Umzumbe LM 0 0 0 0 0 SARS directive on VAT issues. Timeous authorised Umzumbe LM 0 0 0 0 0 payment of salaries and delivery of salary advices. Timeous payment of Umzumbe LM 0 0 0 0 0 3rd parties. Reconciliation of Umzumbe LM 0 0 0 0 0 Payday and Pastel accounting systems. Timeous Issue of Umzumbe LM 0 0 0 0 0 employees IRP5s. Authorization of Umzumbe LM 0 0 0 0 0 financial inputs to Pay Day. Accurate rates billing Umzumbe LM 1 500 000 200 000 200 000 2 000 000 200 000 and maintenance of valuation roll. Updated GRAP Umzumbe LM 370 000 370 000 370 000 370 000 370 000 compliant assets register corresponding to the general ledger Surplus money Umzumbe LM 0 0 0 0 0 invested and updated investment register Orders are authorised Umzumbe LM 0 0 0 0 0 after an authorised requisition form and three quotations requested Timeous adjudication Umzumbe LM 0 0 0 0 0 of Bid documents after evaluation Reporting of bids Umzumbe LM 0 0 0 0 0 above R100 000 to National and Provincial Treasury Service providers Umzumbe LM 0 0 0 0 0 taxation status is in order Assist in addressing Umzumbe LM 0 0 0 0 0 internal and external audit queries
317 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Budget road shows, Umzumbe LM 0 0 0 0 0 advertising of budgets and supplementary valuation rolls Local suppliers used Umzumbe LM 0 0 0 0 0 Public perception Umzumbe LM through Batho Pele principles Spatial Planning and Environmental Management Development Planning Revitalisation of small 19, 3 Umzumbe LM 500 000 0 0 0 0 towns Basic Services Delivery and Infrastructure Development Housing Project Estimated Years Cluster A Rural 10, 16, 17, 2014/2015- Housing Project with 18, 19 2015/2016- anticipated number of 2016/2017 200 units Cluster B Rural 5, 7, 13, 14, 2014/2015- Housing Project with 12 2015/2016- anticipated number of 2016/2017 200 units Cluster C Rural 1, 2, 3, 4, 6 2015/2016- Housing Project with 2016/2017 anticipated number of 200 units Cluster D Rural 11, 15, 8, 9 2016/2017 Housing Project with anticipated number of 500 units Assisi Children Shelter 5 2013/2014 with anticipated number of 60 units Technical Services R36,354,392.00 R38,644,719.00 R41,079,336.00 R43,667,334.00 R36,354,392.00 Staff Training on EPWP, Project management, Contract administration, financial management, file administration, typing skills, Compliance with MFMA and contribution towards clean audit
318 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 CLUSTER A 10 Ward 10 (Thamizulu, Khoza -Phase 2 and Emthini owomile access roads) Electrification, Community hall construction, Bridge construction Ward 16 (Ndunge, 16 Isivivane, Gospel, Msabala, Emanandini and Mhlanga access roads) Electrification, Community hall construction, Bridge construction Ward 17 (Malinga, 17 Mashazini and Mfazazane access roads) Electrification, Community hall construction, Bridge construction Ward 18 (Mfule, 18 Mlotshwa, Mkhize and Mashembeni access road) Electrification, Community hall construction, Bridge construction Electrification, Community hall construction, Bridge construction, Mpelazwe Road Ward 19 (Mpisane, 19 Dembese, Nazaretha, Sgananda and Bhunwini access roads) Electrification, Community hall construction, Bridge construction
319 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 CLUSTER B 5 Ward 5 ( completion of manoka access roads phase two, completion of ntengele access road phase two) Electrification, Community hall construction, Gwala Gwala Bridge construction Electrification, Community hall construction, pikitwane pedestrian bridge construction Ward 7 (Joyisa, 7 Ncapheni, Msontini access roads) Electrification, Community hall construction, Bridge construction Ward 12 (Mfomfo, Spofu, Sangqu and Vukani access roads) Electrification, 12 Community hall construction, Bridge construction Ward 13 (Khokhoba, 13 Esihlabeni, Khulu access roads) Electrification, Community hall construction, Bridge construction Ward 14 (Malukhakhe, 14 Zakhe, Mhlangeni access road, Mtumaseli Bridge Mhlangeni access road and Mashembeni access road) Electrification, Community hall construction, Bridge construction
320 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 CLUSTER C 1 Ward 1 (Nkomba, Mqangqala, Madundube, Khanyile access roads) Electrification, Community hall construction, Bridge construction Electrification, Community hall construction, Bridge construction Ward 2 (Makhowana, 2 Ngcengesi -phase 2 and Ndilinde- Phase 2 access roads) Ward 3 (Sosibo, 3 Isigubho, Mfeni and Depho access roads) Electrification, Community hall construction, Bridge construction Ward 4 (Enduneni, 4 Fodo and Roman access roads) Electrification, Community hall construction, Bridge construction Ward 6 (Ncazolo, 6 Vethe, Mshizela and Umuzilanyoni access roads) Electrification, Community hall construction, Bridge construction
321 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 CLUSTER D 8 Ward 8 (Esivivaneni, Sdakeni Link, Ntashana access road, Upper Mtwalume Bridge and Mswazi access Road) Electrification, Community hall construction, Bridge construction Electrification, Bhatata Community hall construction, Bridge construction Ward 9 (Mbeyane, 9 Dulwini and Masenti access roads) Electrification, Community hall construction, Bridge construction Ward 11 (Gumede, 11 Mzimkhwane and Sgodiphola access roads) Electrification, Community hall construction, Bridge construction Ward 15 (Zibonele, 15 Othandweni, Lower Mtwalume Bridge, Mqokolweni and Siyakhula access roads) Electrification, Community hall construction, Bridge construction Local Economic Development and Social Development Local Economic Development LED Forum 200 000 250 000 300 000 350 000 400 000 LED summit 0 500 000 0 600 000 0 Ntelezi Msani 8 000 000 5 000 000 5 000 000 5 000 000 5 000 000 construction Phepheni Market Stalls 500 000 0 0 0 0 Poverty Alleviation R450 000 R480 000 R500 000 R520 000 R550 000
322 Project ID Programmes/ Project Wards Sources of Year Year Year Year Year funding 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Burial Support R450 000 R500 000 R550 000 R600 000 R650 000 NGO R300 000 R350 000 R400 000 R450 000 R500 000 Free Basic Energy R 2 500 000 R3 000 000 R3 200 000 R3 500 000 R3 700 000 Social Awareness R 200 000 R220 000 R240 000 R260 000 R280 000 Management of R100 000 R150 000 R200 000 R250 000 R300 000 Stakeholder’s Forum Research and R200 000 R220 000 R250 000 R280 000 R300 000 Development Management of Community Facilities Establishment of Protection Services and licensing centre
323 Sector Departments Project
Umgeni Water Projects
Project Programmes/ Projects Wards Financial Year Budget (Subject to ID review) Mhlabathsane Bulk Water SUPPLY Ward 3 2012/2013 R60 000,000 scheme 2013/2014 R45 000,000 (Phase 1) 2014/2015 R14 814,000 South Coast Pipeline (Phase 2b) Ward 19 2022/2023 R14 500,000 2024/2025 R85 000,000 2025/2026 R20 500,000
Department of health Project Programmes/ Projects Wards Financial Year Budget (Subject to ID review) Building of a new clinic: Nyavini Ward 8 2012/2013 B.M.W & D.O.H Esihoyini Ward 6 2012/2013 D.O.H Peakstore/Odeke 2013/2014 D.O.H ward 13/14 Mabiya Ward 12 2015/2016 D.O.H KwaNguza Ward 2 2015/2016 D.O.H Cabane Ward 16 2018/2019 D.O.H Upgrading of Ndelu clinics-Staff Ward 2012/2013 D.O.H Accommodation & ARV Unit Upgrading of Mabheleni clinic –ARV Ward 12 2012/2013 D.O.H Unit Upgrading of Morrison Clinic –Staff Ward 13 2014/2015 D.O.H Accommodation Upgrade of Ntibankulu clinic Ward 2012/2013 D.O.H Establishment of EMRS (Ambulance Ward 19 (first quarter of) D.O.H Services Based ar turton Community 2012/2013 Health Centre) Establishment of High Volume Male Ward 10 (first quarter of ) D.O.H Medical Circumcision (MMC) Centre at 2012/201 ex Nyangwini Clinic
Department of transport Project Programmes/ Projects Wards Financial Year Budget (Subject to ID review)
Guardrail repairs KZ213 2012/2013 1 000 000 Road Marking & Studs KZ214 2012/2013 1 000 000 Blacktop Patching KZ213 2012/2013 1 928 000 New Gravel Road KZ213 2012/2013 1 378 126
324 Project Programmes/ Projects Wards Financial Year Budget (Subject to ID review) New Gravel Road KZ213 2012/2013 1 378 126 New Gravel Road KZ211 2012/2013 1 000 000 New Gravel Road KZ211 2012/2013 0 Causeway Construction KZ212 2012/2013 1 199 667 Causeway Construction KZ211 2012/2013 1 199 667 Blading KZ213 2012/2013 1 500 000 Drain clearing & Verge Maintenance KZ213 2012/2013 450 000 Drain clearing & Verge Maintenance KZ213 2012/2013 450 000 Drain clearing & Verge Maintenance KZ213 2012/2013 750 000 Patch Gravelling KZ213 2012/2013 1 200 000 Maintenance of information/guidance KZ216 2012/2013 100 000 signs Betterment & Regravelling KZ213 2012/2013 17 023 500
325 326 Chapter 7
Organisational Performance Management System
327 Introduction
In the local government context, a comprehensive Performance Management Regulations, 2001: and elaborate system of monitoring performance of The percentage of households with access to basic municipalities has been developed. The system is level of water, sanitation, electricity and solid waste designed to continuously monitor the performance removal. of municipalities in fulfilling their developmental The percentage of households earning less than R 1100 mandate. Central to the system is the development of key performance indicators as instruments to per month with access to basic free services. assess performance. The indicators help to translate The percentage of a municipality’s capital budget complex socio-economic development challenges actually spent on the capital projects identified for a into quantifiable and measurable constructs. They are particular financial year in terms of the municipality’s therefore crucial if a proper assessment of the impact integrated development plan. of government in improving the quality of life of all is The number of jobs created through the municipality’s to be done. local economic development initiatives including capital projects. 7.2. Legal Framework The number of people from employment equity The framework of Chapter 6 of the Municipal Systems target groups employed in the three highest levels Act requires municipalities to develop performance of management in compliance with a municipality’s monitoring systems that are intended as strategic approved employment equity plan. The percentage of management tools to enable municipalities to: a municipality’s budget actually spent of implementing Monitor their own performance in the implementation its workplace skills plan and financial viability with of IDPs. respect to debt coverage, outstanding debtors in Improve efficiency, effectiveness, quality and relation to revenue and cost coverage. accountability in delivery of services. The objective of institutionalizing a Performance Enable communities to hold municipalities accountable Management System (PMS), beyond the fulfilling for the performance. of legislative requirements, is to serve as a primary Performance management is aimed at ensuring that mechanism to monitor, review and improve the IDPs are monitored in order for municipalities to implementation of the municipality’s IDP. continuously improve their operations. In terms of Section 19 of the Municipal Systems Act, municipalities 7.4. Adoption of need to review their overall performance annually, a a Performance local Performance Management System must: • Set appropriate performance indicators, including Management Framework outcomes and impact, with regard to the In terms of the Municipal Systems Act (2000), the municipality’s development priorities and objectives Municipal Council adopted performance management set out in the IDP. system framework. The last review was done in • Set measurable targets. 2009/2010 financial year. The PMs Framework adheres • Monitor performance. to the legal requirements as summarized above. • Measure and review performance at least once a The framework for performance management of year. Umzumbe municipality describes how the process • Aim to improve performance. of performance planning, monitoring, measurement, • Establish a process of regular reporting. review and reporting will happen. T he said document has guided the municipality with the preparation and 7.3. National Key the implementation of an Institutional and Individual Performance Indicators PMS. The Municipal Systems Act provides for a national The following activities were done: system of monitoring performance of municipalities. Setting of key performance indicators based on the The following key performance indicators are required municipality’s priority issues and objectives and to comply with as prescribed in terms of Section 10 incorporating general key performance indicators that of the Local Government Municipal Planning and are prescribed in ministerial regulations.
328 Setting targets. 7.5. Organisational Linking the organisational performance with employee performance. This was done with assistance Performance of the ESP consulting which was appointed by Management System Province (Department of Cooperative governance OPMS is aimed at translating the municipality’s vision, and Traditional Affairs) to help local municipalities. mission and IDP into clear measurable outcomes, However, there is still a challenge pertaining to some indicators and performance levels that define success. performance indicators of the institution, as these These are supposed to be shared throughout the cannot be really measured against the end result. municipality and with the municipality’s stakeholders. The quality and scope of the PMS has evolved with It also ensures the implementation of plans and the recent introduction of further details through the programmes and provides a tool for assessing, MFMA’s Service Delivery and Budget Implementation managing and improving the overall health and success Plan. While the two documents have different levels of business processes and systems. To measure the of emphasis in different issues, with SDBIP focusing development impact, ensure efficient utilisation of on financial details and PMS on non-financial aspects resources and promoting accountability amongst all of service delivery, they are both tools used by local municipal employees. government to enable Monitoring, Reporting and Umzumbe’s OPMS allows for the Municipal Manager Evaluation of its work. and Heads of Departments to sign performance In Umzumbe Municipality, SDBIP is developed contracts aligned to the organizational IDP which annually and for ease of reference the municipality is monitored on quarterly basis to ensure that their opted to develop a reporting template that seeks to put targets are met. Performance Bonuses for Section 57 all the requirements in the SDBIP and Scorecards. The Managers are only paid once the Performance Annual challenge however is to align these to Governments Report has been approved and adopted by Council. programmes of action as outlined in the IDP. The assessment is done in a form of an evaluation of performance of the Director.
329 Organisational Scorecard
EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 7/ SDBIP DIFFERENTIATED MUNICIPAL Simplified IDPs 1 IDP’s Adopted Yes/No Yes Yes IDP Council pg 1 APPROACH TO TRANSFORMATION focusing on planning Manager resolu- MUNICIPAL AND for the delivery of tion IDP pg 8/ SDBIP FINANCING, INSTITUTIONAL 10 critical municipal Date Adopted 30 Jun 30 Jun 13 IDP Council pg1 PLANNING AND DEVELOPMENT services Manager resolu- SUPPORT tion 2 10 Critical services Yes/No Yes Yes All IDP identified and included in the IDP IDP pg 59/SDBIP 3 IDP aligned to Yes/No none Yes Yes IDP IDP pg 1 Outcome 9 Manager IDP pg37 / SDBIP Restructuring and Compliance with Percentage of Complaince 100% 100% 100% 100% 100% Corporate Report pg 3 Human Resource policies and internal services Profile controls IDP pg 37 / SDBIP Induction of New No of employees inducted 13 10 2 0 1 Corporate Report pg3 employees services IDP pg37 / SDBIP Review of Date reviewed 30 Jun 30 Jun Corporate Report pg 4 Organogram to ensure services the filling of vacant Percentage of vacant posts 100% 100% posts filled IDP pg 38/ SDBIP Scarce skills retention Develop and Date Adopted 30 Mar 30 Mar Corporate pg 4 Strategy Implement a retention policy IDP pg38 / SDBIP Implementation of the Percentage Implemented 100% Corporate pg 4 policy to retain services existing staff IDP pg38 / SDBIP Capacity and Skills No of training programmes 2 2 0 0 0 Corporate Report pg 4 development held services IDP pg38 / SDBIP Implementation 4 Number (as well as Number 6 6 Corporate Report pg 4 of Performance percentage) of critical services IDP pg38 / SDBIP Contracts posts filled Percentage 100% 100% Corporate Report pg 4 services IDP pg 38/SDBI Total number of posts on Corporate Report pg organogram services IDP pg124 / SDBIP 5 Number (as well Number of signed 5 5 MM Perfor- pg 1 as percentage) performance agreements mance of performance agree- agreements signed ments reflecting national Reports government priorities Percentage of signed 100% 100% MM Perfro- performance agreements mance agree- ments signed IDP pg152 / SDBIP 6 Budget spent on Work Budgeted amount 100% 25% 25% 25% 25% Corporate Report pg 4 Skills Plan services Actual amount spent R 257 558,80 R 64 389,70 R64 389,70 R64 389,70 R64 389,70 Corporate Report services Percentage spent 100% 25% 25% 25% 25% Corporate Report services IDP pg 37 / SDBIP 7 Number of people Number 7 7 0 0 0 Corporate Report pg 4 from employment services equity target groups employed in the three highest levels of management
330 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 7/ SDBIP DIFFERENTIATED MUNICIPAL Simplified IDPs 1 IDP’s Adopted Yes/No Yes Yes IDP Council pg 1 APPROACH TO TRANSFORMATION focusing on planning Manager resolu- MUNICIPAL AND for the delivery of tion IDP pg 8/ SDBIP FINANCING, INSTITUTIONAL 10 critical municipal Date Adopted 30 Jun 30 Jun 13 IDP Council pg1 PLANNING AND DEVELOPMENT services Manager resolu- SUPPORT tion 2 10 Critical services Yes/No Yes Yes All IDP identified and included in the IDP IDP pg 59/SDBIP 3 IDP aligned to Yes/No none Yes Yes IDP IDP pg 1 Outcome 9 Manager IDP pg37 / SDBIP Restructuring and Compliance with Percentage of Complaince 100% 100% 100% 100% 100% Corporate Report pg 3 Human Resource policies and internal services Profile controls IDP pg 37 / SDBIP Induction of New No of employees inducted 13 10 2 0 1 Corporate Report pg3 employees services IDP pg37 / SDBIP Review of Date reviewed 30 Jun 30 Jun Corporate Report pg 4 Organogram to ensure services the filling of vacant Percentage of vacant posts 100% 100% posts filled IDP pg 38/ SDBIP Scarce skills retention Develop and Date Adopted 30 Mar 30 Mar Corporate pg 4 Strategy Implement a retention policy IDP pg38 / SDBIP Implementation of the Percentage Implemented 100% Corporate pg 4 policy to retain services existing staff IDP pg38 / SDBIP Capacity and Skills No of training programmes 2 2 0 0 0 Corporate Report pg 4 development held services IDP pg38 / SDBIP Implementation 4 Number (as well as Number 6 6 Corporate Report pg 4 of Performance percentage) of critical services IDP pg38 / SDBIP Contracts posts filled Percentage 100% 100% Corporate Report pg 4 services IDP pg 38/SDBI Total number of posts on Corporate Report pg organogram services IDP pg124 / SDBIP 5 Number (as well Number of signed 5 5 MM Perfor- pg 1 as percentage) performance agreements mance of performance agree- agreements signed ments reflecting national Reports government priorities Percentage of signed 100% 100% MM Perfro- performance agreements mance agree- ments signed IDP pg152 / SDBIP 6 Budget spent on Work Budgeted amount 100% 25% 25% 25% 25% Corporate Report pg 4 Skills Plan services Actual amount spent R 257 558,80 R 64 389,70 R64 389,70 R64 389,70 R64 389,70 Corporate Report services Percentage spent 100% 25% 25% 25% 25% Corporate Report services IDP pg 37 / SDBIP 7 Number of people Number 7 7 0 0 0 Corporate Report pg 4 from employment services equity target groups employed in the three highest levels of management
331 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 125/ SDBI DIFFERENTIATED MUNICIPAL Functional OPMS Fully functional OPMS Yes/No yes yes yes yes yes MM offices Organi- Pg 1 APPROACH TO TRANSFORMATION sational MUNICIPAL AND score- FINANCING, INSTITUTIONAL card IDPpg 125 /SDBIP PLANNING AND DEVELOPMENT 8 Number of quarterly Number of reviews 4 1 1 1 1 MM office Report pg 1 SUPPORT (cont) reviews conducted conducted (cont) IDP pg 41/ SDBIP 9 Number of Reports Number of Reports 1 1 IDP Report pg 1 submitted on Manager performance in terms of Section 46 of the MSA IDP pg 41/ SDBIP adoption date of the Yes/No yes yes MM offices Council pg 1 annual Report resolu- tion IDP pg 41 / SDBIP date adopted 12-Mar N/A 12 Mar 31 Mar MM offices Council pg 1 resolu- tion IDP pg 41 / SDBIP 10 Number of corrective Number 5 5 MM offices Report pg 1 actions taken to improve performance IDP pg 48/ SDBIP Improve stakeholder Hold meeting to No of meetings held Commu- Report pg 1 involvement ensure a functional nication in all planning IGR structures Manager development programmes IDP pg 29/ SDBIP IMPROVED BASIC SERVICE Improved access to 11 Number (as well Number DM Technical Report pg 5 ACCESS TO BASIC DELIVERY AND basic services as percentage) of Services SERVICES INFRASTRUCTURE consumer units with Percentage DM Technical Report DEVELOPMENT access to portable Services (drinkable) water IDP pg 29/ SDBIP 12 Number (as well Number DM Technical Report pg 5 as percentage) of Services schools with access to Percentage DM Technical Report portable (drinkable) Services water IDP pg 29/ SDBIP 13 Number (as well Number DM Technical Report pg 5 as percentage)of Services clinics with access to Percentage DM Technical Report portable (drinkable) Services water IDP pg 30 /SDBIP 14 Number (as well Number DM Technical Report pg 5 as percentage) of Services consumer units access Percentage DM Technical Report to sanitation Services IDP pg29 /SDBIP Faciltation for the No of households 3000 pg 5 constant supply represented of water to the Umzumbe Community IDP pg 30/ SDBIP 15 Number (as well as Number DM Technical Report pg 5 percentage) of schools Services access to sanitation Percentage DM Technical Report Services IDP pg 30/SDBIP 16 Number(as well as Number DM Technical Report pg 5 percentage) of clinics Services access to sanitation Percentage DM Technical Report Services IDP pg 25/SDBIP 17 Number of consumer Number 0 Technical Report pg 5 units with access to Services refuse removal at least once per week
332 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 125/ SDBI DIFFERENTIATED MUNICIPAL Functional OPMS Fully functional OPMS Yes/No yes yes yes yes yes MM offices Organi- Pg 1 APPROACH TO TRANSFORMATION sational MUNICIPAL AND score- FINANCING, INSTITUTIONAL card IDPpg 125 /SDBIP PLANNING AND DEVELOPMENT 8 Number of quarterly Number of reviews 4 1 1 1 1 MM office Report pg 1 SUPPORT (cont) reviews conducted conducted (cont) IDP pg 41/ SDBIP 9 Number of Reports Number of Reports 1 1 IDP Report pg 1 submitted on Manager performance in terms of Section 46 of the MSA IDP pg 41/ SDBIP adoption date of the Yes/No yes yes MM offices Council pg 1 annual Report resolu- tion IDP pg 41 / SDBIP date adopted 12-Mar N/A 12 Mar 31 Mar MM offices Council pg 1 resolu- tion IDP pg 41 / SDBIP 10 Number of corrective Number 5 5 MM offices Report pg 1 actions taken to improve performance IDP pg 48/ SDBIP Improve stakeholder Hold meeting to No of meetings held Commu- Report pg 1 involvement ensure a functional nication in all planning IGR structures Manager development programmes IDP pg 29/ SDBIP IMPROVED BASIC SERVICE Improved access to 11 Number (as well Number DM Technical Report pg 5 ACCESS TO BASIC DELIVERY AND basic services as percentage) of Services SERVICES INFRASTRUCTURE consumer units with Percentage DM Technical Report DEVELOPMENT access to portable Services (drinkable) water IDP pg 29/ SDBIP 12 Number (as well Number DM Technical Report pg 5 as percentage) of Services schools with access to Percentage DM Technical Report portable (drinkable) Services water IDP pg 29/ SDBIP 13 Number (as well Number DM Technical Report pg 5 as percentage)of Services clinics with access to Percentage DM Technical Report portable (drinkable) Services water IDP pg 30 /SDBIP 14 Number (as well Number DM Technical Report pg 5 as percentage) of Services consumer units access Percentage DM Technical Report to sanitation Services IDP pg29 /SDBIP Faciltation for the No of households 3000 pg 5 constant supply represented of water to the Umzumbe Community IDP pg 30/ SDBIP 15 Number (as well as Number DM Technical Report pg 5 percentage) of schools Services access to sanitation Percentage DM Technical Report Services IDP pg 30/SDBIP 16 Number(as well as Number DM Technical Report pg 5 percentage) of clinics Services access to sanitation Percentage DM Technical Report Services IDP pg 25/SDBIP 17 Number of consumer Number 0 Technical Report pg 5 units with access to Services refuse removal at least once per week
333 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 25/SDBIP IMPROVED BASIC SERVICE Improved access to Implementation of Percentage Implemented 40% pg 6 ACCESS TO BASIC DELIVERY AND basic services the Umzumbe Waste SERVICES INFRASTRUCTURE (cont) Management Plan IDP pg 25/SDBIP (cont) DEVELOPMENT Number of community Number 19 facilities Technical R3 830 000,00 Report pg 6 (cont) facilities maintained Services IDP pg 106/SDBIP Facilitation for the Number 1 centre Technical R5 053 916,00 Report pg 6 construction of Services Ukwakha Craft Centre IDP pg 54/SDBIP pg Procurement of plant 1 grader Technical R3 000 000,00 Report and equipment Services IDP pg 54/SDBIP Renovations, repairs Number M un Offices R500 000,00 Report pg 6 and maitnenance of municipal buildings IDP pg 25/ SDBIP pg 18 Number of registered Number 0 Technical Report landfill / waste Services disposal sites IDP pg 25/ SDBIP pg 19 Number (as well Number ESKOM Report as percentage) of Percentage ESKOM Technical Report consumer units with Service access to electricity IDP pg 25/SDBIPpg Implement the Date Implemented 31 Dec Electricity Master Plan IDP pg / SDBIP pg 20 An adopted and Yes/No Yes Manager: Council updated Indigent Community resolu- Register for the Services tion municipality IDP pg29 / SDBIP 21 Number (as well as Number DM Social and Report pg 6 percentage) of Economic households with develop- access to free basic ment water Percentage DM Social and Report Economic develop- ment IDP pg 30 / SDBIP 22 Number (as well as Number DM Social and Report pg 6 percentage) of Economic households with develop- access to free basic ment sanitation Percentage DM Social and Report Economic develop- ment IDP pg 25 / SDBIP 23 Number (as well as Number Social and Report pg 6 percentage) of Economic households with develop- access to free basic ment electricity Percentage Social and Report Economic develop- ment IDP pg 25/ SDBIP 24 Distribution of free No of Households. 4783 Manager: R2 000 000,00 Report pg 8 basic energy (gel and Community tokens) Services IDP pg / SDBIP pg Percentage of Percentage 19 10% 30% 40% 10% Manager: Report households earning Community less than R1100 per Services month with access to free basic services
334 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 25/SDBIP IMPROVED BASIC SERVICE Improved access to Implementation of Percentage Implemented 40% pg 6 ACCESS TO BASIC DELIVERY AND basic services the Umzumbe Waste SERVICES INFRASTRUCTURE (cont) Management Plan IDP pg 25/SDBIP (cont) DEVELOPMENT Number of community Number 19 facilities Technical R3 830 000,00 Report pg 6 (cont) facilities maintained Services IDP pg 106/SDBIP Facilitation for the Number 1 centre Technical R5 053 916,00 Report pg 6 construction of Services Ukwakha Craft Centre IDP pg 54/SDBIP pg Procurement of plant 1 grader Technical R3 000 000,00 Report and equipment Services IDP pg 54/SDBIP Renovations, repairs Number M un Offices R500 000,00 Report pg 6 and maitnenance of municipal buildings IDP pg 25/ SDBIP pg 18 Number of registered Number 0 Technical Report landfill / waste Services disposal sites IDP pg 25/ SDBIP pg 19 Number (as well Number ESKOM Report as percentage) of Percentage ESKOM Technical Report consumer units with Service access to electricity IDP pg 25/SDBIPpg Implement the Date Implemented 31 Dec Electricity Master Plan IDP pg / SDBIP pg 20 An adopted and Yes/No Yes Manager: Council updated Indigent Community resolu- Register for the Services tion municipality IDP pg29 / SDBIP 21 Number (as well as Number DM Social and Report pg 6 percentage) of Economic households with develop- access to free basic ment water Percentage DM Social and Report Economic develop- ment IDP pg 30 / SDBIP 22 Number (as well as Number DM Social and Report pg 6 percentage) of Economic households with develop- access to free basic ment sanitation Percentage DM Social and Report Economic develop- ment IDP pg 25 / SDBIP 23 Number (as well as Number Social and Report pg 6 percentage) of Economic households with develop- access to free basic ment electricity Percentage Social and Report Economic develop- ment IDP pg 25/ SDBIP 24 Distribution of free No of Households. 4783 Manager: R2 000 000,00 Report pg 8 basic energy (gel and Community tokens) Services IDP pg / SDBIP pg Percentage of Percentage 19 10% 30% 40% 10% Manager: Report households earning Community less than R1100 per Services month with access to free basic services
335 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 54/SDBIP IMPROVED BASIC SERVICE Provision of basic Upgrading of sports No of fields upgraded 4 Technical R2 000 000,00 Report pg 6 ACCESS TO BASIC DELIVERY AND services and fields Services SERVICES INFRASTRUCTURE infrastructure IDP pg 54 / SDBIP (cont) DEVELOPMENT Km of access roads No of KM 53 53 53 Technical R29 924,84 Report pg 6 (cont) constructed and Services maintaned IDP pg 30 /SDBIP Housing Faciltation for the No of meetings attended Technical In house Report pg 6 development provision of housing Services to the Umzumbe Community IDP pg/ SDBIP pg 6 Provision of basic Procurement of plant 1 Technical R3 000 000,00 Report services and and equipment Services infrastructure IDP pg / SDBIP Provision of basic Municipal office 1 Technical R500 000,00 Report pg 6 services and buildings improved Services infrastructure and maintained IDP pg54 /SDBIP pg COMMUNITY LOCAL ECONOMIC Community 25 Number of wards Number 11 3 3 3 2 Manager: Report WORK DEVELOPMENT Work programme where CWP has been Community PROGRAMME implemented implemented Services IDP pg 54/ SDBI IMPLEMENTED and cooperatives 26 Number of work Number 200 In -house Report pg 6 AND supported opportunities created COOPERATIVES through LED SUPPORTED development initiatives including Capital Projects DP pg 54/ SDBIP 27 Number of projects Number Manager: Report pg 6 implemented per ward Community Services IDP pg54/ SDBIP 28 Types of projects Types 5 tpyes Manager: Report pg 6 implemented per ward Community Services IDP pg 54/ SDBIP Development No Developed 54 14 15 14 11 Manager: R1 3500 000 00 Report pg 7 of SMMEs, Co- LED operatives, Arts, Craft and Culture IDP pg54/ SDBI Promotion of Trade Promote trade No of Initiatives 31 11 10 10 Manager: In -house / Report pg 7 initiatives initiatives LED R500 000,00 IDP 54 pg/ SDBIP Heritage and tourism Promotion of Heritage No of sites visited and 3 Manager: R1 500 000,00 Report pg 7 initiatives Sites promoted LED IDP pg 16 /SDBIP Promotion of Tourism No of Initiatives 5 2 1 1 1 Manager: R1 5000 000,00 Report pg 7 Initiatives LED IDP pg 16 / SDBIP promotion of Implement ation of No of programmes 19 5 5 5 4 Manager: R1 000 000,00 Report pg 7 sustainable economic agricultural LED growth programmes IDP pg 14 /SDBIP Creation of fully No of markets created 1 0 0 0 1 Manager: R200 000,00 Report pg 7 functional produce LED markets
R7,00
336 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 54/SDBIP IMPROVED BASIC SERVICE Provision of basic Upgrading of sports No of fields upgraded 4 Technical R2 000 000,00 Report pg 6 ACCESS TO BASIC DELIVERY AND services and fields Services SERVICES INFRASTRUCTURE infrastructure IDP pg 54 / SDBIP (cont) DEVELOPMENT Km of access roads No of KM 53 53 53 Technical R29 924,84 Report pg 6 (cont) constructed and Services maintaned IDP pg 30 /SDBIP Housing Faciltation for the No of meetings attended Technical In house Report pg 6 development provision of housing Services to the Umzumbe Community IDP pg/ SDBIP pg 6 Provision of basic Procurement of plant 1 Technical R3 000 000,00 Report services and and equipment Services infrastructure IDP pg / SDBIP Provision of basic Municipal office 1 Technical R500 000,00 Report pg 6 services and buildings improved Services infrastructure and maintained IDP pg54 /SDBIP pg COMMUNITY LOCAL ECONOMIC Community 25 Number of wards Number 11 3 3 3 2 Manager: Report WORK DEVELOPMENT Work programme where CWP has been Community PROGRAMME implemented implemented Services IDP pg 54/ SDBI IMPLEMENTED and cooperatives 26 Number of work Number 200 In -house Report pg 6 AND supported opportunities created COOPERATIVES through LED SUPPORTED development initiatives including Capital Projects DP pg 54/ SDBIP 27 Number of projects Number Manager: Report pg 6 implemented per ward Community Services IDP pg54/ SDBIP 28 Types of projects Types 5 tpyes Manager: Report pg 6 implemented per ward Community Services IDP pg 54/ SDBIP Development No Developed 54 14 15 14 11 Manager: R1 3500 000 00 Report pg 7 of SMMEs, Co- LED operatives, Arts, Craft and Culture IDP pg54/ SDBI Promotion of Trade Promote trade No of Initiatives 31 11 10 10 Manager: In -house / Report pg 7 initiatives initiatives LED R500 000,00 IDP 54 pg/ SDBIP Heritage and tourism Promotion of Heritage No of sites visited and 3 Manager: R1 500 000,00 Report pg 7 initiatives Sites promoted LED IDP pg 16 /SDBIP Promotion of Tourism No of Initiatives 5 2 1 1 1 Manager: R1 5000 000,00 Report pg 7 Initiatives LED IDP pg 16 / SDBIP promotion of Implement ation of No of programmes 19 5 5 5 4 Manager: R1 000 000,00 Report pg 7 sustainable economic agricultural LED growth programmes IDP pg 14 /SDBIP Creation of fully No of markets created 1 0 0 0 1 Manager: R200 000,00 Report pg 7 functional produce LED markets
R7,00
337 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 48/ SDBIP DEEPEN GOOD Improved Ward 29 Number of ward Number of wards 19 Speakers R950 000,00 Report pg 1 DEMOCRACY GOVERNANCE Committees committee Office THROUGH A AND PUBLIC management meetings Number of meetings per 10 3 2 2 3 Speakers Report REFINED WARD PARTICIPATION held and percentage ward Office COMMITTEE attendance by SYSTEM members Percentage of attendance by 75% 75% 75% 75% 75% Speakers Report members per ward Office IDP pg 48/ SDBIP 30 Number of community Number of wards 19 Speakers Report pg 1 meetings organized by Office the ward committee Number of community 10 3 2 2 3 Speakers Report and percentage meetings per ward Office attendance by the ward community Percentage of attendance by 50% 50% 50% 50% 50% Speakers Report ward community per ward Office IDP pg 48/ SDBIP 31 Submission and Number of Reports per 4 1 1 1 1 Speakers Report pg 1 tabling of ward project per ward Office Reports and plans to the council covering needs and priorities for the ward, feedback on the performance of the Councils various line/service functions and their impact on the ward 32 Number of door to Number per project per MM office Report door campaigns and/ ward or interactions with sub structures including street committees IDP pg 40 / SDBIP 33 Number of Number per project per 200 50 50 50 50 MM: Inhouse Report pg 1 complaints, queries ward Manager and requests Checklist Yes/No registered from the Speakers community and Office attended to (checklist for meetings needs Speakers against registered Office needs and turn Speakers Report around time) Office IDP pg 54/ SDBIP 34 Distributed Number of publications 20450 5000 5000 5000 5450 Communi- R160 000,00 Report publications over a distributed cations period of time IDP pg 54/ SDBIP 35 Management and Date last updated Social and Report pg 8 updating of ward economic profiles and database develop- of indigent ment households IDP pg / SDBIP pg 36 Participation in plans List plans / programmes 10 2 2 7 2 ALL R90 000,00 Report and programmes of municipalities and other spheres of government impacting on the ward development and monitoring
338 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 48/ SDBIP DEEPEN GOOD Improved Ward 29 Number of ward Number of wards 19 Speakers R950 000,00 Report pg 1 DEMOCRACY GOVERNANCE Committees committee Office THROUGH A AND PUBLIC management meetings Number of meetings per 10 3 2 2 3 Speakers Report REFINED WARD PARTICIPATION held and percentage ward Office COMMITTEE attendance by SYSTEM members Percentage of attendance by 75% 75% 75% 75% 75% Speakers Report members per ward Office IDP pg 48/ SDBIP 30 Number of community Number of wards 19 Speakers Report pg 1 meetings organized by Office the ward committee Number of community 10 3 2 2 3 Speakers Report and percentage meetings per ward Office attendance by the ward community Percentage of attendance by 50% 50% 50% 50% 50% Speakers Report ward community per ward Office IDP pg 48/ SDBIP 31 Submission and Number of Reports per 4 1 1 1 1 Speakers Report pg 1 tabling of ward project per ward Office Reports and plans to the council covering needs and priorities for the ward, feedback on the performance of the Councils various line/service functions and their impact on the ward 32 Number of door to Number per project per MM office Report door campaigns and/ ward or interactions with sub structures including street committees IDP pg 40 / SDBIP 33 Number of Number per project per 200 50 50 50 50 MM: Inhouse Report pg 1 complaints, queries ward Manager and requests Checklist Yes/No registered from the Speakers community and Office attended to (checklist for meetings needs Speakers against registered Office needs and turn Speakers Report around time) Office IDP pg 54/ SDBIP 34 Distributed Number of publications 20450 5000 5000 5000 5450 Communi- R160 000,00 Report publications over a distributed cations period of time IDP pg 54/ SDBIP 35 Management and Date last updated Social and Report pg 8 updating of ward economic profiles and database develop- of indigent ment households IDP pg / SDBIP pg 36 Participation in plans List plans / programmes 10 2 2 7 2 ALL R90 000,00 Report and programmes of municipalities and other spheres of government impacting on the ward development and monitoring
339 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 54/ SDBIP DEEPEN Improved Ward Ward committee skills Number of modules 2 1 1 Speakers R430 000,00 Report pg 2 DEMOCRACY Committees development Office THROUGH A (cont) REFINED WARD COMMITTEE SYSTEM (cont) IDP pg 47/ SDBIP Public participation Date 12 Nov Communi- R 70 000,00 Frame- pg 2 framework cations work IDP pg 47/54 SDBIP Improved Ensure a functional Turnaround time for the 7 days Communi- Inhouse Report pg 2 communication and updated website updating of the website cations systems IDP pg 40/ SDBIP Conduct customer Number 2 1 1 MM: R15 000,00 Report pg 2 satisfaction surveys Manager IDP pg 47 /SDBIP Dispatching of No of Copies dispatched 30 Sep 12 31 Dec 12 31 Mar 13 30 Jun 13 Communi- Report pg 2 Municipal newspaper cations IDP pg 54/ SDBIP To improve the HIV/AIDS awarness Number 5 1 2 1 1 Special R430 000,00 Report pg 2 quality of life of campaigns Programes IDP pg 54/ SDBIP vunerable groups Hold disability events Number 4 1 1 1 1 Special R320 000,00 Report pg 2 Programes IDP pg 54/ SDBIP Implement gender Number 5 2 1 1 1 Special R300 000,00 Report pg 2 pragrammes Programes IDP pg 54/ SDBIP Implement vulnerable Number 9 2 3 3 1 Special R800 000,00 Report pg 2 children programmess Programes IDPpg 54/ SDBIP Senior Citizen Number 10 3 3 2 2 Special R260 000,00 pg 2 Programmes Programes IDP pg 42/ SDBIP Promotion of Youth programs Number of programmes 20 5 5 5 5 Youth Dev R1 100 000,00 Report pg 2 GOOD participatory Manager GOVERNANCE democracy IDP pg42/ SDBIP AND PUBLIC External Bursaries Number 2 0 0 2 0 Youth Dev R330 000,00 Report pg 2 PARTICIPATION awarded Manager IDP pg 43/ SDBIP (cont) Participation in the Number of codes 4 1 1 1 1 Youth Dev R400 000,00 Report pg 2 District Games participating in Manager IDP pg 43/ SDBIP KwaNaloga games Number 2 1 1 0 0 Youth Dev R400 000,00 pg 2 Manager IDP pg 54/ SDBIP Unemployed Date 13-Mar Youth Dev pg 2 graduates Manager IDP pg 40/ SDBIP Batho Pele Batho Pele Number 5 1 1 2 1 MM: R90 000,00 Reports pg 3 Programmes programmes Manager conducted IDP pg 40/ SDBIP Risk Management Risk management Number 4 1 1 1 1 MM : Inhouse Reports pg 3 Programme committee meetings Manager IDP pg 41/ SDBIP Service Delivery Presidential Hotline Number 200 50 50 50 50 MM: pg 3 Report calls received Manager IDP pg 40/ SDBIP Business plans Development of Number 4 1 1 1 1 MM: Inhouse pg3 developed business plans/ Manager proposals IDPpg 47/ SDBIP Community Community Number 20 3 7 7 3 Communi- R 800 000,00 pg 3 participation participation cations programmes held programmes IDP pg 47/SDBIP Marketing, promotion percentage 70% 40% 50% 60% 70% Communi- R300 000,00 pg 3 and branding activities cations IDP pg 41/ SDBIP Functional Shared services Number 48 visits 12 12 12 12 IDP R950 000,00 pg 3 Development (Development Manager Planning and PMS planning and PMS) Shared Servcies IDPpg 54/ SDBIP number of meetings Number 100% Communi- Report pg 3 held with all cations stakeholders
340 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 54/ SDBIP DEEPEN Improved Ward Ward committee skills Number of modules 2 1 1 Speakers R430 000,00 Report pg 2 DEMOCRACY Committees development Office THROUGH A (cont) REFINED WARD COMMITTEE SYSTEM (cont) IDP pg 47/ SDBIP Public participation Date 12 Nov Communi- R 70 000,00 Frame- pg 2 framework cations work IDP pg 47/54 SDBIP Improved Ensure a functional Turnaround time for the 7 days Communi- Inhouse Report pg 2 communication and updated website updating of the website cations systems IDP pg 40/ SDBIP Conduct customer Number 2 1 1 MM: R15 000,00 Report pg 2 satisfaction surveys Manager IDP pg 47 /SDBIP Dispatching of No of Copies dispatched 30 Sep 12 31 Dec 12 31 Mar 13 30 Jun 13 Communi- Report pg 2 Municipal newspaper cations IDP pg 54/ SDBIP To improve the HIV/AIDS awarness Number 5 1 2 1 1 Special R430 000,00 Report pg 2 quality of life of campaigns Programes IDP pg 54/ SDBIP vunerable groups Hold disability events Number 4 1 1 1 1 Special R320 000,00 Report pg 2 Programes IDP pg 54/ SDBIP Implement gender Number 5 2 1 1 1 Special R300 000,00 Report pg 2 pragrammes Programes IDP pg 54/ SDBIP Implement vulnerable Number 9 2 3 3 1 Special R800 000,00 Report pg 2 children programmess Programes IDPpg 54/ SDBIP Senior Citizen Number 10 3 3 2 2 Special R260 000,00 pg 2 Programmes Programes IDP pg 42/ SDBIP Promotion of Youth programs Number of programmes 20 5 5 5 5 Youth Dev R1 100 000,00 Report pg 2 GOOD participatory Manager GOVERNANCE democracy IDP pg42/ SDBIP AND PUBLIC External Bursaries Number 2 0 0 2 0 Youth Dev R330 000,00 Report pg 2 PARTICIPATION awarded Manager IDP pg 43/ SDBIP (cont) Participation in the Number of codes 4 1 1 1 1 Youth Dev R400 000,00 Report pg 2 District Games participating in Manager IDP pg 43/ SDBIP KwaNaloga games Number 2 1 1 0 0 Youth Dev R400 000,00 pg 2 Manager IDP pg 54/ SDBIP Unemployed Date 13-Mar Youth Dev pg 2 graduates Manager IDP pg 40/ SDBIP Batho Pele Batho Pele Number 5 1 1 2 1 MM: R90 000,00 Reports pg 3 Programmes programmes Manager conducted IDP pg 40/ SDBIP Risk Management Risk management Number 4 1 1 1 1 MM : Inhouse Reports pg 3 Programme committee meetings Manager IDP pg 41/ SDBIP Service Delivery Presidential Hotline Number 200 50 50 50 50 MM: pg 3 Report calls received Manager IDP pg 40/ SDBIP Business plans Development of Number 4 1 1 1 1 MM: Inhouse pg3 developed business plans/ Manager proposals IDPpg 47/ SDBIP Community Community Number 20 3 7 7 3 Communi- R 800 000,00 pg 3 participation participation cations programmes held programmes IDP pg 47/SDBIP Marketing, promotion percentage 70% 40% 50% 60% 70% Communi- R300 000,00 pg 3 and branding activities cations IDP pg 41/ SDBIP Functional Shared services Number 48 visits 12 12 12 12 IDP R950 000,00 pg 3 Development (Development Manager Planning and PMS planning and PMS) Shared Servcies IDPpg 54/ SDBIP number of meetings Number 100% Communi- Report pg 3 held with all cations stakeholders
341 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking IDP pg 54 SDBIP pg Establishment of a Conduct a feasability Date 13 Jun Social and Report Traffic Department study economic develop- ment IDP pg 54/ SDBIP pg Improved Traffic Facilitate the No of Meetings attended Technical Report control development of the services Turton off ramp IDP pg 155/SDBIP Fire fighting Shared Signed SLA with Date 13 Dec 12 Dec Disaster R550 000,00 pg 8 Service partners Manage- GOOD ment GOVERNANCE IDP pg 155/SDBIP Risk Identficaiton, Response to incident Turnaround time taken to Disaster R100 000,00 AND PUBLIC pg 8 Prevention and in 72 hours form repsond Manage- PARTICIPATION Mitigation Reporting ment (cont) IDP pg 155/SDBIP No of awareness Number 4 1 1 1 1 Disaster R250 000, 00 pg 8 campaigns conducted Manage- ment IDP pg 155/SDBIP Number of meetings 5 1 1 2 1 Disaster R210 000,00 pg 8 nd trainings Manage- ment IDP pg 155/SDBIP Approved disaster Date 13 Jun 13 Jun Disaster R45 000,00 pg 8 management Manage- communicaiton plan ment
IDP pg 41 / SDBIP IMPROVED FINANCIAL Improved Audit 37 Established municipal Yes/No YES Auditor Report pg 3 MUNICIPAL VIABILITY AND Opinion public accounts FINANCIAL AND FINANCIAL committee ADMINISTRATIVE MANAGEMENT 38 Established internal Yes/No YES Auditor Report CAPABILITY audit 39 Established audit Yes/No YES Auditor Report committee 40 Fraud prevention plan Yes/No YES Auditor Report in place and implemented IDP pg 152 / SDBIP Budgeting and 41 Current debtors more Percentage of current 50% 10% 0 40% 50% Finance Report pg 9 Reporting than 50% of own debtors - 30 days revenue outstanding IDP pg 152/ SDBIP 42 Operational Percentage 100% 25% 25% 25% 25% Finance Report pg expenditure 100% or less of amount budgeted IDP pg 152/ SDBIP 43 Percentage spent of Percentage 4,40% 0,50% 1,30% 1,96% 0,64% Finance Report pg 9 Operational Budget (OPEX) on repairs and maintenance of infrastructure
342 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking IDP pg 54 SDBIP pg Establishment of a Conduct a feasability Date 13 Jun Social and Report Traffic Department study economic develop- ment IDP pg 54/ SDBIP pg Improved Traffic Facilitate the No of Meetings attended Technical Report control development of the services Turton off ramp IDP pg 155/SDBIP Fire fighting Shared Signed SLA with Date 13 Dec 12 Dec Disaster R550 000,00 pg 8 Service partners Manage- GOOD ment GOVERNANCE IDP pg 155/SDBIP Risk Identficaiton, Response to incident Turnaround time taken to Disaster R100 000,00 AND PUBLIC pg 8 Prevention and in 72 hours form repsond Manage- PARTICIPATION Mitigation Reporting ment (cont) IDP pg 155/SDBIP No of awareness Number 4 1 1 1 1 Disaster R250 000, 00 pg 8 campaigns conducted Manage- ment IDP pg 155/SDBIP Number of meetings 5 1 1 2 1 Disaster R210 000,00 pg 8 nd trainings Manage- ment IDP pg 155/SDBIP Approved disaster Date 13 Jun 13 Jun Disaster R45 000,00 pg 8 management Manage- communicaiton plan ment
IDP pg 41 / SDBIP IMPROVED FINANCIAL Improved Audit 37 Established municipal Yes/No YES Auditor Report pg 3 MUNICIPAL VIABILITY AND Opinion public accounts FINANCIAL AND FINANCIAL committee ADMINISTRATIVE MANAGEMENT 38 Established internal Yes/No YES Auditor Report CAPABILITY audit 39 Established audit Yes/No YES Auditor Report committee 40 Fraud prevention plan Yes/No YES Auditor Report in place and implemented IDP pg 152 / SDBIP Budgeting and 41 Current debtors more Percentage of current 50% 10% 0 40% 50% Finance Report pg 9 Reporting than 50% of own debtors - 30 days revenue outstanding IDP pg 152/ SDBIP 42 Operational Percentage 100% 25% 25% 25% 25% Finance Report pg expenditure 100% or less of amount budgeted IDP pg 152/ SDBIP 43 Percentage spent of Percentage 4,40% 0,50% 1,30% 1,96% 0,64% Finance Report pg 9 Operational Budget (OPEX) on repairs and maintenance of infrastructure
343 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 152/ SDBIP Expenditure Control 44 Percentage of a Percentage : Total spending 100% 25% 45% 60% 100% Finance Report pg 9 municipality’s capital on capital projects divided budget actually spent by total capital budget x 100 on capital projects identified in the IDP IDP pg152 / SDBIP 45 Financial viability in Ratio: Total operating < 1 < 1 < 1 < 1 < 1 Finance Report pg 9 terms of debt revenue received minus coverage operating grants divided by debt service payments (ie. Interests plus redemption) IDP pg 152/ SDBIP 46 Financial viability in Ratio: Available cash plus > 1 > 1 > 1 > 1 > 1 Finance Report pg 9 terms of cost coverage investments divided by monthly fixed operating expenditure IDP pg152 / SDBIP Improved revenue Collection of property Percentage collected 50% 10% 0% 40% 0% Finance Report pg 9 base rates IDP pg 152/ SDBIP 47 Financial viability in Ratio: Outstanding service Finance Report pg 9 terms of outstanding debtors divided by annual service debtors to revenue actually received revenue for services IDP pg 152 / SDBIP Development and Compliance with Percentage compliance 100 100 100 100 Yes Finance FBCC pg 9 implementation MFMA Resolu- of proper financial tion control
IDP pg 87/ SDBIP SPATIAL Integrated Spatial Developed and Date developed 12 Nov IDP Council pg 3 PLANNING AND Planning adopted spatial Manager resolu- ENVIRONMENTAL development tion MANAGEMENT framework Date adopted 30 Jun 13 30-Jun-13 IDP Council Manager resolu- tion IDP pg 87/ SDBIP Implementation of % Implemented 100% IDP Council pg 3 LUMS Manager resolu- tion IDP pg 54 /SDBIP Municipal Investment Encourage public No of SLA signed 3 IDP Council pg 3 private investment Manager resolu- partnership tion IDP pg 54 /SDBIP Conducting a detailed Date of audit 13 Dec Yes IDP Council pg 3 land audit Manager resolu- tion IDP pg 54 /SDBIP Identification of land No of projects yes IDP Develop- pg 3 for development Manager ment projects Report % of milestones achieved for the Municipal Offices project IDP pg100 / SDBIP Local Economic Identification of viable No of Investor identified for yes IDP Develop- pg 3 growth economic nodes the St Faiths revival Manager ment Report IDP pg 100/ SDBIP Date of Feasibility study yes yes IDP Feasabil- pg 3 for the Turton Beach Manager ity study Development IDP pg 54 / SDBI established Functionality of a GIS Date of Implementation yes yes IDP GIS pg 3 Geographic that covers the whole Manager Report Information System municipality
344 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking
IDP pg 152/ SDBIP Expenditure Control 44 Percentage of a Percentage : Total spending 100% 25% 45% 60% 100% Finance Report pg 9 municipality’s capital on capital projects divided budget actually spent by total capital budget x 100 on capital projects identified in the IDP IDP pg152 / SDBIP 45 Financial viability in Ratio: Total operating < 1 < 1 < 1 < 1 < 1 Finance Report pg 9 terms of debt revenue received minus coverage operating grants divided by debt service payments (ie. Interests plus redemption) IDP pg 152/ SDBIP 46 Financial viability in Ratio: Available cash plus > 1 > 1 > 1 > 1 > 1 Finance Report pg 9 terms of cost coverage investments divided by monthly fixed operating expenditure IDP pg152 / SDBIP Improved revenue Collection of property Percentage collected 50% 10% 0% 40% 0% Finance Report pg 9 base rates IDP pg 152/ SDBIP 47 Financial viability in Ratio: Outstanding service Finance Report pg 9 terms of outstanding debtors divided by annual service debtors to revenue actually received revenue for services IDP pg 152 / SDBIP Development and Compliance with Percentage compliance 100 100 100 100 Yes Finance FBCC pg 9 implementation MFMA Resolu- of proper financial tion control
IDP pg 87/ SDBIP SPATIAL Integrated Spatial Developed and Date developed 12 Nov IDP Council pg 3 PLANNING AND Planning adopted spatial Manager resolu- ENVIRONMENTAL development tion MANAGEMENT framework Date adopted 30 Jun 13 30-Jun-13 IDP Council Manager resolu- tion IDP pg 87/ SDBIP Implementation of % Implemented 100% IDP Council pg 3 LUMS Manager resolu- tion IDP pg 54 /SDBIP Municipal Investment Encourage public No of SLA signed 3 IDP Council pg 3 private investment Manager resolu- partnership tion IDP pg 54 /SDBIP Conducting a detailed Date of audit 13 Dec Yes IDP Council pg 3 land audit Manager resolu- tion IDP pg 54 /SDBIP Identification of land No of projects yes IDP Develop- pg 3 for development Manager ment projects Report % of milestones achieved for the Municipal Offices project IDP pg100 / SDBIP Local Economic Identification of viable No of Investor identified for yes IDP Develop- pg 3 growth economic nodes the St Faiths revival Manager ment Report IDP pg 100/ SDBIP Date of Feasibility study yes yes IDP Feasabil- pg 3 for the Turton Beach Manager ity study Development IDP pg 54 / SDBI established Functionality of a GIS Date of Implementation yes yes IDP GIS pg 3 Geographic that covers the whole Manager Report Information System municipality
345 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking IDP pg54 / SDBIP SPATIAL Environmenatal management of coatal management plan N/A N/A N/A N/A N/A DM Report pg 6 PLANNING AND Management coastal strip on costal ENVIRONMENTAL strip MANAGEMENT manage- ment IDP pg 54/ SDBIP percentage of air percentage N/A N/A N/A N/A N/A DM Report pg 6 quality measured on air quality measure- ment IDP pg 54/ SDBIP Environmental Yes/No Yes Technical Council pg 6 management plan Services resolu- tion
KEY Technical Munl Manager’s Office
Social and Econ Dev.
District/Eskom
Finance department
Spatial Plan & Enviro
Indicator 36 Disaster, LED, Corp
346 EXAMPLE OF THE ORGANISATIONAL SCORECARD FOR 2011 /2012 SELECT THE YEAR NAME OF MUNICIPALITY: 1 2 2 3 4 5 TICK THE APPROPRIATE BOX FINANCIAL YEAR ENDED : 30 JUNE 2012 SELECT THE QUARTER 1 2 2 3 4 5 TICK THE APPROPRIATE BOX
2011/2012 Annual 2012/2013 Q1 Q2 Q3 Q4 Support Cor- Target Target Target Target Target needed Portfolio Responsible Block- rective NATIONAL KEY Budget in terms of UNIT OF MEASURE/ Dept ages Mea- IDP / SDBIP NO. OUTCOME 9 PERFORMANCE OUTPUTS NO. INDICATORS Demand Baseline Backlog Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual of un- Evidence CALCULATIONS sures AREAS blocking IDP pg54 / SDBIP SPATIAL Environmenatal management of coatal management plan N/A N/A N/A N/A N/A DM Report pg 6 PLANNING AND Management coastal strip on costal ENVIRONMENTAL strip MANAGEMENT manage- ment IDP pg 54/ SDBIP percentage of air percentage N/A N/A N/A N/A N/A DM Report pg 6 quality measured on air quality measure- ment IDP pg 54/ SDBIP Environmental Yes/No Yes Technical Council pg 6 management plan Services resolu- tion
KEY Technical Munl Manager’s Office
Social and Econ Dev.
District/Eskom
Finance department
Spatial Plan & Enviro
Indicator 36 Disaster, LED, Corp
347 348 Chapter 8
Community Needs
349 Needs identified during ward committee meetings and priority needs raised during local area planning
Ward Project Funding Area Priority 1 Housing None All of ward 1 1 Access Roads None All of ward 1 1 Water None All of ward 1 1 Electricity None All of ward 1 1 Skills development centre None In an accessible place 2 Water None All of ward 2 2 Sanitation None All of ward 2 2 Electricity None All of ward 2 2 Housing None To the needy families 2 Access roads None All of ward 2 3 Road maintenance None All over the ward 3 Water None All over the ward 3 Sanitation None All over the ward 3 Electricity None All over the ward 3 Community hall None In an accessible area 4 Access road maintenance None All over the ward 4 Community garden fencing None In an accessible area 4 Employment opportunities None For unemployed people in the ward 4 Sports field None Upgrading of existing one 4 Roads None All over the ward 5 Library None In an accessible area 5 Market for selling farming products None In an accessible area 5 Sports Ground None In an accessible area 5 Employment opportunities None To the unemployed 5 Sports field None In an accessible area 6 Roads None All over the ward 6 Housing None Everyone 6 Sanitation None Everyone 6 Electricity None Everyone 6 Community gardens None 7 Maintenance of access roads None 7 Housing None To poor families 7 Electricity None All over the ward 7 Water None All over the ward 7 Sanitation None All over the ward 8 Housing None All over the ward 8 Water None All over the ward 8 Electricity None All over the ward 8 Clinic None In an accessible area 8 Roads None All over the ward 8 Community gardens None To the ones that need 9 Electricity None All over the ward 9 Water None All over the ward 9 Sanitation None All over the ward 9 Garden Fencing None To community gardens that exist 9 Municipal ploughing tractor None All over the ward 10 Housing None All over the ward 10 Sanitation None All over the ward 10 Maintenance of roads None All over the ward
350 Ward Project Funding Area Priority 10 Employment opportunities None To the unemployed 10 Housing None All over the ward 10 Sanitation None All over the ward 11 Access roads None 1. UCC access road 2. Mzimkwani Access road 3. Gumede Access road 11 Community hall None In an accessible area 11 Housing None All over the ward 11 Sanitation None All over the ward 11 Sports ground None In an accessible area 12 Electricity None All over the ward 12 Community hall None In an accessible area 12 Crèche None To the needy children 12 Roads None All over the ward 12 Housing None To poor families 13 Housing None Poor families 13 Roads None All over the ward 13 Community hall None In an accessible area 13 Crèche None To needy children 13 High school None In an accessible are 14 High School None Address problems in the existing one 14 Electricity None All over the ward 14 Creche None In an accessible area 14 Maintenance of roads None All over the ward 14 Skills development Centre None At the old municipal offices 15 Water None All over the ward 15 Crèche None In an accessible area 15 Roads None All over the ward 15 Housing None All over the ward 15 Community hall None In an accessible area 16 Housing None To poor families 16 Electricity None All over the ward 16 Water None All over the ward 16 Maintenance of access roads None All over the ward 16 Bridge None To cross river 17 Roads None All over the ward 17 Housing None All over the ward 17 Sanitation None All over the ward 17 Water None All over the ward 17 Opening of MPCC None Open the one that is in the area 18 Access roads None All over the ward 18 Housing None To families that need 18 Orphanage None Ward 18 18 Sports Ground None Ward 18 18 Sanitation None All over the ward 19 Maintenance of access roads None All over the ward 19 Up grading of FET college None Ward 19 19 Off ramp None Ward 19 19 Housing None All over the ward 19 Sanitation None All over the ward
351 IDP Road Shows
Cluster A • We need a road to be maintained that runs from Jackson to Emapoyiseni Ward 10 • The road that runs from the fountain lake tavern • Thabizulu road, the mayor had told us that money is to dark city is not road worthy for taxis and other available for the road in 2009 but till this day nothing people that travel on it has been done • The road from Malinga passing the power of faith • The school that needs to be constructed in Mgangeni to Emathulini needs to be fixed people are even what is happening on that? threating not to vote • Emthini Owomile there is no bridge that needs • The road from Phahla to Mandlayana needs to be repairs and a road that is badly damaged and is fixed unusable. • Bhekulwandle School requested exhumation of • We need to know if the burial support program is graves to be moved from the school yard to the still done by the municipality because we had come homes of the families they belong to. to the municipality before to ask for the assistance • There is no hall in the area; I would like to know in terms of burial support and we were told that it is when the toilets will be built. We need humps on not done anymore. the road of Snokbonga and a bridge so children can • Housing is still a problem because we have not cross over received any government subsidies as yet and we • We need a road from the area of Manaka to need housing Mbhoshongweni to be fixed and maintained • Sanitation there are some people who get and there • We are still awaiting electricity and housing that was those who do not get provision of sanitation. promised to us all these years ago • A letter was read during this session from people Ward 18 that live in the community called tin town, the letter • A hall in the center of ward 18, there is a hall in stated that there was a big hole in the road that has KwaFica High school and in emgangeni these are not been there from 2008, Mrs Mnyandu was called by accessible to us. the municipality saying that a TLB will be sent soon • We are in need of a skills center for our youth to fill up the hole. It is said to be approximately 500m • An old age home for the elderly wide. The letter was written on 8 November 2011. • We also need a sports complex Ward 16 • Nkanini roads are bad we need to priorities the • We compliment to Ugu for the work done in the past fixing of the roads few years. We have a problem with access to water, • The road from Bangbizo to love life is in a bad state it the water pipe has been connected to the rest of the needs to be done residence but there is no water the water supply is at • We need a bridge by Kwankungu School Sbongu Shozi School. We as a community only have Answers from the Speaker of Umzumbe Municipality and access to water during school hours and when the the deputy mayor of the Ugu District Municipality school is closed we have to travel long distances. Hall: • Malkhakhi river needs a bridge there to connect to The hall in ward 18 there is one in Kwafica I agree it is the schools near by not central but people can still use it, this will need to • Sports ground was done there but not in a good be relooked again though state it is by Mnguni close to Rostenville The MPCC in ward 17 was constructed Ward 17 School in Mgangeni: • We need a sports ground in Mfazazana There is a school site there that was identified and has • We need the road from Boshongweni to Mqadi to been earmarked for a school, we recently went there madayana road to be constructed because that road with the department of education and public works is very bad to see it and they are still busy making preparations • There is a bridge in Makhoso road that needs to be because there is a need for it in that area. constructed so that school kids and people can cross • We need a bridge by Mdubeki to be maintained it Roads was damaged by the rains that we have experienced. With some of the roads I cannot tell when they will be
352 done but there is a list of roads that are in the pipeline Bridge to be maintained, fixed or constructed it is good to The contractor let us down on this issue however mention the problem roads in our wards because It the public should not suffer and it will be done. The will allow us to add to the list if they have not yet been road to Bonguzwane school will be done by January included before. preparations for the road will be made. Thamizulu road is in the pipeline to be done as well as Chabhane bridge Amunici it’s at a registration stage 4 million will be put The community should contact the ward councillor aside for it in the 2012/2013 financial year. to write a letter and send to us as the department of The road from Mbhoshongweni to mandwalane was transport. done in the 2007/2008 financial year however the issue of maintenance will be looked at Cluster C Makhayay access road was also done we may need to be looking at the issue of maintenance Ward 1 • How can we ensure that everyone that deserves an The road in makhoso was done RDP house gets one? Jackson road has been done as well as the road in • We need roads to be fixed or maintained Manaka was done before the issue here is maintenance • We have no electricity of these roads • The sports ground is unusable because cattle graze Sports ground on it This is not the first time this issue has come up so it will • We do not have access to housing be included in the five year plan Ward 2 Burial support • There is no portable water in some of the areas and In terms of this support initiative there is currently no when the Jojo tanks are filled not all get filled and money all the money is used up as of now, this initiative sometimes days go by without the tanks getting has had problems before because people abused it. filled. Hole in road • Gumantane Main road is too far for us, we need We as a municipality have been to the area and have employment opportunities as well as access to water seen the road, it may take more than the TLB to solve • There is no clinic in the area we have to travel long the problem. However it can try to do the work but distances to access a health facilities we need a clinic it will not be enough. Even after we have closed the within our reach. hole the road is too badly damaged and will need to be • Employment of people to work on community redone altogether. facilities but were not paid, what will be done about their payment know? Malinga Bridge We have done the bridge twice and it was only damaged Ward 3 now during the rains that have hit us now, we will need • A sports ground: the current sports ground has no to have a look into fixing it. fencing, no lanes, no change rooms as well as seating for spectators. Street Humps • Helping people: there is a religious group in the We will need to have a look at putting humps on the ward that gets together to assist poor people, they road because accidents do happen there due to high do it out of the goodness of their hearts and they speed driving. need assistance from government. Orphanage • The electricity lines that run passed the forest The orphanage will be looked into by both how safe are these lines? Whilst we are waiting for municipalities however it is a provincial function and electricity to be connected by Eskom could we at province will have to do it. least have solar panels installed on each home for The link of P198 is going to be done and will need to be the time being? budgeted for within the following financial years • Thank you for the work done on Ndilindi road but The ward 18 road will be done by the department of there is one portion that is not complete, we don’t transport. know whether the work is still going to continue
353 or not because at the end of where the road works Employed but not paid: were done there is another portion that still needs There were problems with the CWP we are currently work working towards resolving the issue with the relevant • in 2006 we were promised a hall but it was never department; this was a national program to relieve built it had been budgeted for in the 2006 IDP. hunger • We have a problem of no access to electricity Electricity: • We need a sports ground that will be well maintained The matter on electricity supply is currently being and cattle will not graze on it handled because there was a problem with the • We have not received any housing as yet we would connection of the power lines from the Kentaton like to know what is going on? substation. Currently Eskom needs to redirect the • We are abused by taxi drivers especially the ones power lines to take an alternative route this will take going to Ixopo the is no formal taxi fair the one taxi approximately six months to complete. driver changes his own fee and the other charges his Housing : own fee There is a special program for the provision of housing • Access to housing is still a problem we have not for those cases that are urgent received it Ntimbankulu road: • On the side of agriculture there is a problem of wild The money for the project is available but nothing can pigs which destroy all our hard work be done right now because we are still awaiting the • I have paid for water connection for my home and I findings from the Environmental Impact Assessment have not gotten any connection till this day when I (EIA). We need to look at an alternative route for the call the Ugu offices in Park Rynie no one answers the road to take if the EIA does not approve it. phone. Housing: Housing will be done and people will get the housing Ward 4 right now what people can do is assist councillors in What are the plans for youth Co-operatives? identifying those households that are in need of housing. Ward 6 Hall: • Ncazolo road is still a problem nothing is been The hall was promised by a previous mayor and at the done about it our vehicles cannot travel on the time Umzumbe could not construct halls, we depended road especially if it has been raining this is a very on the district municipality to for fill this task. We need important road to use and we ask the environmental to check and see if it department for leniency when it comes to assessing Roads: the road for environmental approval Sometimes roads are done but not finished it was done • We do not have access to water to a certain portion this is due to the amount of money is available so certain Kilometers can be done a time. In Responses by the Umzumbe Mayor future can the public please identify the road so we can Taxi abuse: know what people are talking about? It would be good if taxi owners and drivers were here Solar: to hear these outcries, but the taxi drivers that are here There is no problem with solar energy but electricity can tell the bosses about this sort of abuse. connection is near we have not budgeted for those Wild pigs: and it might take a year so solar panels won’t help any We’ve had a meeting about these wild pigs with the more, I ask the community to be patient. department of environmental affairs and there is Electricity: constant engagement in terms of finding a solution on With regards to the power lines I don’t know how safe what can be done about these animals because they the power lines are. are a danger to people. Youth Programs: Clinic: There is a separate budget set out for youth of With regards to the clinic in ward 2 the municipality Umzumbe where they decide on what must be done would need to consult the department of health with the money which will enable them to develop provincially to see what can be done projects for themselves.
354 Sports grounds: 12. Nature reserve between ward 08, 09 and 11 Svivane This issue is surprising me because this sports field of road, Sdakeni hnk was left during the past term KaNhlalwane was fenced before but the fencing was removed by the people, however we would need to Ward 09 priority list (umgayi branch) have a relook at the upgrades that need to be done on 1. Mbiyane access road the ground. 2. Gobume community hall(renovatio) 3. Mbiyana sports ground Community needs 4. Amen creche 05 year plan 5. Ameni sports ground 6. Electricity and water Ward 18 needs 21 February 2012 7. Houses Infrastructure School lower primary: Mgangeni Ward 10 priority list Hall: esiqungeni 1. Thami zulu access road Creche: Dingimbiza 2. Indoor sport centre at Esibanini M.p.c.c: Centre 3. Primary school at makhoso Ground: Enkanini 4. Access road construction Electricity: Esihlonyaneni 5. Electricity infills Senior citizen: Emathulini building 6. Intersections robots Equipment: Mathulini creche and Mgangeni creche 7. Construction of mathulini, turton taxi rank Chairs: for mobile clinic and creche 8. Creches Hall and chairs: Esihlonyaneni, Zamani, Mgangeni 9. Speed humps at Mahlangwini and Doncabe store House and sanitation 10. Flood lights Renovation and fencing: Esihlonyaneni hall, Mgangeni Access road constructions creche, Zamani creche 1. Kwampande to Makhoso access road Water : Extending at Esihlonyaneni and the whole ward 2. Magistrate court access road and fixing of the dry standpipes 3. Tintown access road Bridges and roads: Onella to Mgangeni – emazelemini 4. Khwane access road Onella to bangibizo branch 5. Sfiso access road 26 esihlonyaneni- Govender area 6. Mndaweni access road 26 esihlonyaneni- Makhaye road which is eroded 7. Hontshi access road Emashanganeni otherside of the freeway access 8. Ntokozo nyuswa access road Emathulini and gologodo access road 9. Mvubu access road Above Shlonyaneni hall to main road (Sthela) 10. Ngwane access road Emathulini creche to bangibizo near (Kwafica) 11. Buys access road Cllr Mthethwa to Mbhobho river road and bridge Ward 16 priority list Ward 08 priority list 1. Electricity 19th february 2012 (nyavini community hall) 2. Water and sanitation 1. Ntantshana access road 3. Ndunge sportsground 2. Upper mtwalume bridge 4. Icabhane clinic 3. Mswazi access road 5. Mahwaqa crèche 4. Nyavini sport field 6. Ntengo crèche 5. Skills development training within the ward 7. Icabhane community hall 6. Creche at Mhlahlane area 8. Satellite police station 7. Sewing machines at Mahlaya 9. Housing 8. Poultry farming projects 10. Malukhakha crèche 9. M.p.c.c furniture 11. Mahwaqa secondary school 10. Gardens fencing 11. Tourism and development at nkulunkulu area
355 Ward 17 priority list 6. Community hall Infrastructure 7. Crèche 1. School: high school 8. In door centre 2. Hall: ward 17 community hall 9. Police station network 3. Ground kwa-mbambo sport ground 4. Electricity: m.p.c.c Ward 07 priority list 5. Senior citizen: m.p.c.c 1. Community hall in all voting districts 6. M.p.c.c equipment: chairs and water 2. Crèche 7. Water: for non operating springs 3. Esinyameni access road 4. Soviyo bridge Bridges and roads 5. Primary school oetting mission voting districts 1. Malinga road to makhoso school (bridge) 6. Upgrading of the following sports field : 2. Makhoso school to Nkambini (bridge) • Msontini 3. Bhoshongweni arts centre to Mfazana • Gubhuza Sbhekulwandle access road • St. Patric (Mabheleni) 4. Mashanganeni access road • Dudusini 5. Sibhekulwandle to Kwa Mbambo sportgound • Khoza access road 7. Clinic 6. Sompisi access road 7. 1st ,2nd ,3rd priority roads Ward 19 priority list 1st Mashazini access road 1. Indoor centre 2nd Mfazazana access road or freeway side access 2. Library road 3. Turton beach 3rd Malinga access road 4. Primary school at Phini voting district 8. Makhoso access road 5. High school 9. Mpelazwe access road 6. Offramp (turton) Projects 7. Robots or traffic circle 1. Senior citizen club 8. Electricity(infields) 2. Disability forum/ project 9. Roads (all roads-Nkambeni, Senzo Bhengu, Mqadi, 3. Springs cleaning Goldstone and Sengane) 4. Chicken/poultry farming 10. Stand pipes 11. Sportfield at Luthuli Ward 11 priority list 12. Houses 1. U.c.c access road 13. Fet 2. Zwelisha access road 14. Municipal offices 3. Umzimkhwani access road 15. Mnafu bridge and Ezivandeni Road, Madlala Road 4. Magwaza crèche 16. Lights 5. Water 6. Primary school at odadeni /umngeni Ward 05 priority list 7. Nkungwini sports ground 1. Maqongqo 8. Qwabe sports ground 2. Lower mtwalume bridge 9. Nkoxe sports ground 3. Nomakhanzane sport field and recreation 10. Nkungwini community hall 4. Enyaneni access road 11. Odadeni access bridge 5. Crèche near ngceche 6. Qokolweni access road Ward 14 priority list 7. Hall near Mazondini 1. Electricity 8. Wilder sportsfield 2. Water 9. Crèche near wilder school 3. Housing 10. Siyakhule access road 4. High school 11. Upgrading of Nomakhanzana hall 5. Pre-school
356 Ward 13 priorty list Ward 05 priority list 1. Community hall/crèche 1. Ukhomazane access road 2. Houses 2. Ukholombe bridge 3. High school (baphumile area) 3. Mpikitwana pedestrian bridge 4. Water and electricity 4. Skills centre 5. Library 6. Sport facilities-combo courts Ward 06 priority list 7. Projects like cwp 1. Electricity 8. Community gardens (fencing and tools) 2. Mabheleni clinic 9. Youth development programme 3. Esiwoyimi hall 10. Programme to deal with social problems 4. Crèche at ngcazolo v.d and thaskweni 11. Arts and culture development programme 5. Ngcazoloroad from ntilini 6. Water Ward 01 priority list 7. Roads to households 1. Mgamule access that is not completed 8. Ezitendeni crèche 2. Dweshula sports ground vandalised during the 9. R.d.p houses dress a child campaign 10. Sports grounds at ngcazolo v.d and s.t faiths v.d 3. Dweshula crèche not fully fenced from its 11. Community gardens construction 12. Opening of the m.p.c.c 4. Construction of chris khuzwayo access road 13. Taxi rank at s.t faiths 5. Construction of lahlumlenze road 14. Ngcazolo community hall 6. Khanyile hall repairing the damages 7. Upgrading of ngaleka primary school 8. Upgrading of mgamule high school Ward 02 priority list 1. Thaleni community hall 2. Gumatane community hall 3. Manyonga community hall 4. Installation of electricity 5. Kwa-nguza clinic 6. Qwabe access road 7. Emaholweni access road 8. Mevane access road 9. Crèche at kwa-nguza 10. Bridge at umzumkhulu ward 02 to Umuziwabantu from d1121 11. Community gardens
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