APRIL-JUNE STATUS QUO
1. Establish a response team to
investigate root causes of protests in
hotspots and introduce remedial
measures to stabilise council-
community relations.
Mayoral Reports on the
number of visits to
hotspots/areas where there
are breakdowns in community
services and what was done
No community services
breakdowns in Quarter 4
Reduction in
Hotspots/areas of
community services
breakdowns
Human Resources
and Operational
Budget
Support from the
Political Leadership,
Resources and
support by all sector
departments including
Traditional leadership
Structures
2. Develop, approve, enforce and
monitor bylaws and legislation
compliance within the municipality
including campaigns to improve the
"culture of payment for services" and
"against illegal connections, cable
theft, manhole covers".
Mayoral Monthly Reports on
bylaw and legislative
enforcement, compliance and
efforts to create culture of
payment for services and theft
reduction
Monthly reports were
submitted by section 80
committee and measure to
improve revenue particularly
on electricity were introduce
eg. split-metering were
proposed; preparations for a
Revenue Indaba to be held in
May 2015 are in progress
Improvement in
legislative
enforcement,
compliance and
culture of payment for
services and theft
reduction
Human Resources
and Operational
Budget
Support from the
Political Leadership,
Resources and
support by all sector
departments including
Traditional leadership
Structures
3. Facilitate community report back
meetings convened by Councillors for
improved communication on service
delivery including IDPs, SDBIPs, and
Ward Operational Plans.
Mayoral Monthly Reports on
"report backs"/feedback to
stakeholders held to
communicate policies, plans,
council progress including
service delivery
Service delivery report based
on SDBIP was delivered and
publicised
Total No of Hours
spent in
committee/council
meetings, political
caucus meetings, and
community
engagements
Human Resources
and Operational
Budget
Support from the
Political Leadership,
Resources and
support by all sector
departments including
Traditional leadership
Structures
INTEGRATED MUNICIPAL SUPPORT PLAN (IMSP)
CHIEF ALBERT LUTHULI MUNICIPALITY (MP301)
2015/16 QUARTER 4 REPORT
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4
GO
OD
GO
VE
RN
AN
CE
Political Stability and
Reduced Protests
through effective
Community
feedback, Service
Delivery and law
enforcement
1
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 1. Facilitate, support and monitor the
sitting of municipal council meetings
as per legislation.
Speaker's Monthly Reports on
dates of all Council related
meetings held since the last
Council meeting
Bi-monthly council meetings
are held per schedule of
council
Total No of Council
related meetings as
per legislation
including progress on
service delivery
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
2. Speaker of Council must oversee
the functioning of Section 79
committees (eg. MPAC’s, Ad-hoc
Committees).
Speaker's Reports on the
functionality of s79
committees, audit committees
and MPACs including
identified areas of
strengthening and capacity
building
The report was served to
council
Effectiveness of and
number of S79
committees, audit
committees and
MPACs
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
3. Executive Mayor must oversee the
functioning of Section 80 committees.
Mayoral Report on the
functionality of S80
committees including the
number of hours spent in
committee meetings,
including launches, in political
caucus meetings
In Quarter 4, each of the 5
Departments held one
meeting per Department viz
Corporate Services,
Community Services,
Finance, Technical Services
and Public Safety
Effectiveness of and
number of S80
committees, political
caucus and stability of
Troika
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
4. Reports to be produced and
submitted to COGTA (MEC) on the
functionality or non-functionality
thereof of municipal oversight and
governance committees
Consolidated Mayoral
Reports on Good Governance
covering all aspects of
municipal governance and the
five KPAs of Back to Basics
prepared and submitted to
CoGTA for review and
feedback
1 Quarterly Report was
submitted to Council, and 3
Back to Basics Reports were
submitted to CoGTA
Municipal Status
Review and
Interventions
emanating from
Mayoral Reports
submitted
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
5. Introduce refresher courses for
MPAC members on the role and
responsibilities of MPAC and enforce
implementation of MPAC Handbook.
Speaker's Report on
Refresher courses and
training for MPAC members
identified and implemented
The MPAC Chairperson
attended a workshop on
MFMA Audit Outcomes at
Mbombela on 22 April 2016
Effectiveness and
Reports of MPACs on
oversight functions
and performance of
legislated duties by
the committee
members
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
Functional Oversight
Structures (s79
committees, audit
committees and IGR
Forums)
2
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 6. Chief Whip to report to council on
weekly meetings of the Mayor,
Speaker, Chief Whip and Manager
ensuring that councillors are
adequately informed of the
municipality's governance
programmes.
Chief Whip's Report on
weekly meetings of the Troika
and Manager on municipal
governance programmes
The TROIKA sits per the
schedule as guided by the
Chief Whip
Effectiveness and
stability of the Troika
in executing its
functions as legislated
and interventions
where instability and
disfunctionality exist
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
7. Strengthen political oversight in the
offices of Executive Mayors,
Speakers and Chief Whips.
Report on the quality of
oversight provided in the
offices of the Troika including
recommendations on support
required and implemented
Oversight reports are
submitted regularly
Effectiveness and
impact of oversight
provided by the Troika
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
8. Assessment of the performance of
IGR structures at district and local
levels.
Report on the IGR structures
performance at local and
district levels
IGR fora are attended Effectiveness of IGR
structures
Human Resources
and Operational
Budget
Support from the
Political Leadership,
Resources and
support by all sector
departments including
Traditional leadership
Structures
9. Develop and implement
recommendations for strengthening
the performance of IGR structures.
Progress Report on the
implementation of IGR
measures to strengthen
performance
Recommendation are
implemented at local level
IGR Performance
Rating in the
municipality at ward,
local and district level
Human Resources
and Operational
Budget
Support from the
Political Leadership,
Resources and
support by all sector
departments including
Traditional leadership
Structures
3
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E Existent and efficient
Anti-Corruption
Measures
1. Identify and institute anti-
corruption measures such as an anti-
corruption hotline for whistle-blowers.
Speaker's Report on
proposed, adopted and
implemented anti-corruption
measures and their promotion
to communities for
transparency and
accountability
Anti-Corruption is driven by
the Risk Management Unit;
an Anti-Corruption Policy was
adopted by Council; monthly
reports are submitted to the
Mayoral
Anti-corruption
measures such as
hotline and whistle
blowing numbers
instituted and
promoted among the
local community for
reporting and
actioning
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
2. Implement actions to address fraud
and corruption.
Speaker's Report on all
actions taken to address
Fraud and Corruption
Policy implemented Number of Fraud and
Corruption cases
instituted and
Finalised
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
A differentiated
approach to
municipal financing,
planning and
support
implemented
1. Develop and approve a
Community Responsive Integrated
Development Plan (IDP) to ensure
integrated planning for the provision
of basic services in the Municipality.
Budget Approval The Budget was approved on
26 May 2016
An approved
community responsive
IDP
Operational Budget Support from the
Political Leadership
and Resources
2. Invite the Department of Human
Settlements to participate in the IDP
process in order to guide, inform and
identify areas for future development
and the implementation of all plans
supportive of human settlement
including (i)-(v) below:
Approved Budget for Human
Settlement Chapter Annexure
in the IDP
Housing Chapter integrated
into the IDP
Responsive IDP with
sector plans
Operational Budget
(internal and external
from D:HS)
Township
establishment and
support from Political
Leadership including
financial and human
resources as well as
support from all sector
departments
(i) Develop and implement SPLUMA
support plans for accelerated
township establishment.
Township establishment
measures implemented
None - no funding No of Townships
established
Operational Budget and institutions
including Traditional
leadership Structures
BA
SIC
SE
RV
ICE
S:
CR
EA
TIN
G D
EC
EN
T L
IVIN
G C
ON
DIT
ION
S F
OR
OU
R C
OM
MU
NIT
IES
OBJECT 2: TO PROVIDE BASIC SERVICES TO COMMUNITIES IN A SUSTAINABLE MANNER
Improved Spatial
Planning and Land
Use Management
schemes and
actions supportive of
integrated human
settlements
implemented
4
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E (ii) Facilitate provision of increased
bulk infrastructure capacity and
storage facilities required for the
integrated human settlement
plan/Chapter.
Draft Bulk Infrastructure and
Storage Capacity Plan Budget
approved
A number of bulk
infrastructure projects are
underway
Bulk infrastructure and
storage capacity plan
implemented
Operational Budget
(iii) Ensure compliance with Spatial
Planning and Land Use Management
Act (SPLUMA) and implement SDFs
and Land Use Management Systems
Progress report on
compliance measures
implementation and
challenges
Recommendations are
implemented as indicated in
the business plan
Rate of compliance
with SPLUMA and
related legislation
Report
Operational Budget
and Human
Resources
3. Facilitate the development and
approval of an Integrated Urban
Development Framework.
Report on the development,
approval and implementation
of an Integrated Urban
Development Framework in
the municipality
Not yet Approved and
implementation of
Integrated Urban
Development
Framework
Operational Budget
and Human
Resources
4. Monitor the Implementation Plan
for the IUDF and SPLUMA.
Monitoring Report on the
implementation of IUDF and
SPLUMA with issues for
intervention
Not yet Rate of
implementation of
IUDF and SPLUMA
within the Municipality
Operational Budget
and Human
Resources
Increased access to
water by the end of
2014/15 and 2015/16 i. Identify and implement immediate
to short-term interventions to ensure
access to basic water for
communities presently unserved.
Jojo Tanks, water tankers 8960 households receive
water through contracted
water tankers supplied to Jojo
tanks
Total No of
Households with
access
O&M Budget Support from the
Political Leadership,
Resources and
support by all sector
departments including
Traditional leadership
Structures
ii. Identify and implement medium
and long-term interventions to
ensure access to basic water for
communities to ensure sustainable
infrastructure.
Boreholes and Infrastructure Some boreholes earmarked
for electrification
Total No of
Households with
access to water
Capital (Internal and
external)
Support from the
Political Leadership,
Resources and
support by all sector
departments including
Traditional leadership
Structures
BA
SIC
SE
RV
ICE
S:
CR
EA
TIN
G D
EC
EN
T L
IVIN
G C
ON
DIT
ION
S F
OR
OU
R C
OM
MU
NIT
IES
3. Launch a joint initiative for water service in each Ward within the municipality and audit the water challenges among the various Wards for intervention
through the ward Committees and Ward Operational Plans:
5
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E iii. Provide Free Basic Water
Services to indigent households
and evaluate and monitor the
provision of Free Basic Water
Services (FBWS) .
FBWS Policy implemented Approximately 15000
registered indigent
households (including
households receiving other
free basic services, like
refuse removal and water)
were receiving free tokens for
electricity, approved by
council
No of indigent
households provided
with FBWS
Operational and
Capital Budget
Support from the
Political Leadership
and Resources
iv. Participate in and support water
infrastructure assessment and audits
to establish the effectiveness and
efficiency of delivery of access to
water with minimum supply
interruptions.
Detailed costed WC/WDM
Business Plans reports to
guide O&M and War-on-
Leaks Interventions
Not yet formalised Council Approved
District and Municipal
based WC/WDM
Business Plans with
budgets for
implementation
Budget (internal and
external)
Support from the
Political Leadership
and Resources
v. Ensure implementation of "War-
on-Leaks" programme for water
infrastructure maintenance and
repairs, refurbishment and
replacement including new
infrastructure requirements to
improve infrastructure quality and
reduce physical (direct) losses with
respect to water.
"War-on-Leaks Program
interventions on municipal
water works (leak repairs on
reservoirs, distribution and
reticulation mains and the
replacement of AC pipes)
Project on replacement of AC
pipes Eerstehoek under way,
water leaks not yet
Number of municipal
water works
(reservoirs,
distribution mains,
reticulation
infrastructure
repaired, replaced,
and maintained)
EPWP, CWP, MRTT
plumbers (O&M
Budget and external)
Support from the
Political Leadership
and Resources
vi. Implement a meter installation
and replacement programme for all
bulk, district management area,
zonal meter and consumer meters to
reduce apparent losses and improve
accounting for all municipal water
supplied to consumers
Meter
Installation/Replacement
Programme for all
management and consumer
meters above 10 years
implemented
Only bulk meters were
targeted
Number of bulk, zonal
and consumer meters
installed/replaced with
improved billing and
reduction of apparent
losses in the
municipal water
supply system
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
Reduced Non-
Revenue Water and
Water Losses within
Municipal Water
Supply Systems
(works)
6
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E vii. Identify unauthorised connection
in the municipal water supply works
and regularise all unauthorised
connections inline with the norms
and standards for tariffs provided for
in the Water Services Act, 1997
Unauthorised Connection
Identification and
Regularisation Programme
Implemented
Prioritised for certain
administrative units
Number of
unauthorised
connections identified
and regularised with
costs levied in line
with the provisions of
S9 and S10 of the
WSA, 1997 norms
and standards
Operational Budget Support from the
Political Leadership
and Resources
viii. Implement a programme to
reduce all unbilled authorised
consumption within the municipal
water supply system with a focus on
the reuse of treated effluent for
authorised unbilled consumption
Budget Approval for the
implementation of the treated
effluent reuse to replace
potable use of water for
irrigation in municipal parks,
etc.
Bulk meters will be installed at
some areas, but not at parks
Approved
Programmes for
Treated effluent reuse
in municipal water
supply systems to
reduce unbilled
authorised
consumption
Operational Budget Support from the
Political Leadership
and Resources
ix. Implement an IBT (increasing
Block Tariff) to implement Free Basic
Water (FBW) and measures to
collect non-recovered water as per
the norms and standards for Ss 9&10
of the WSA
Report on the implementation
of the IBT tariff and cost
recovery including the limiting
of water provision for non-
paying customers to be within
the FBW allowance
Tariffs were approved by
Council with budget
Report on IBT and
compliance with s10
of WSA as well as the
rate of recovery of
revenue from water
provision
Operational Budget Support from the
Political Leadership
and Resources
v. Monitor and assess municipal
performance in reducing the extent
of Non-Revenue Water within the
municipal supply systems
Scorecard Report on the
municipal performance on
Non-Revenue Water
including municipal efforts to
improve reticulation
infrastructure condition
39169 households receive
water through the
infrastructure network, but are
not metered; meters to be
replaced
Measures
implemented to
improve municipal
performance on WDM
efforts
Operational Budget Support from the
Political Leadership
and Resources
vi. Participate in the development of
Implementation protocols by CoGTA
defining roles and responsibilities of
sector departments.
Participation in the Protocol
development committees and
input making including
responsibility execution
Not yet Protocol Document on
Sector Roles and
Responsibilities in
Service Delivery
Human Resources Support from the
Political Leadership
and Resources
7
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E Co-ordinated
Uniform Planning for
Water Services
Provision, regulation
and Monitoring in
the Province
vii. Participate in Programme
Management and coordinating
structures established by CoGTA
Participation in Programme
Management and
coordinating structures
According to the approved Process Plan,
the department should convene three IDP
Rep Forum meetings; four IDP Rep
Forum meetings were convened in
October 2014, December 2014,
February 2015 and ... respectively. On 29
January 2015 the council approved the
Draft IDP for public participation. Public
participation was conducted at the
following wards: Ward 1, 2, 4, 5, 7, 10,
11 and 22 thus far.
No of Programme
Management and Co-
ordinating structures
participated in and
value added
Human Resources Support from the
Political Leadership
and Resources
viii. Guided by the service delivery
norms and standards determine and
quantify households without services
that meet minimum standards for
water delivery access in the various
wards of the municipality.
Approved Ward Committee's
Ward Operational Plans to
provide services meeting
norms and standards
Each section of the
municipality has a service
delivery charter
SDBIP and IDP
reflecting Ward
Operational Plan's
households not
meeting service
delivery norms and
standards
Human Resources Support from the
Political Leadership
and Resources
4. Participate in CoGTA and
Provincial government led initiatives
aimed at developing alternative
delivery mechanisms and models
aimed at accelerating service delivery
and support to the municipality,
where the municipality lacks and
require technical capacity.
Participation in CoGTA and
Provincial Government led
initiatives for alternative
delivery mechanisms and
models for accelerated
service delivery
Various fora for improvement
of service delivery were
attended by the Municipal
Manager and Top
Management
Alternative Service
Delivery Models,
Mechanisms and
Support Plans
developed and
implemented
Human Resources
and Operational
Budget
Support from the
Political Leadership
and Resources
Increased access to
sanitation by the end
of 2014/15-2018/19 (i). Identify and implement short-term
interventions to ensure access to
sanitation for communities presently
unserved.
Waterless Flushing Toilets
with mini Wastewater
Treatment Works (WWTW)
for formal and Informal
settlements including limited
chemical toilets where
relevant
About 33000 households
were assisted with VIP in
previous financial year,
conversion not possible for
now
No of Waterless
Flushing Toilets with
mini Wastewater
Treatment Works
(WWTW) for formal
and informal
settlements installed
including chemical
toilets
Operational and
Capital Budget
(Internal and External)
Support from all
sector departments
and institutions
including Traditional
leadership Structures
1. Launch a joint initiative for sanitation service in the municipality and audit the sanitation challenges among the various wards and implement as follows:
8
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E (ii). Identify and implement medium
and long-term interventions to
ensure access to sanitation for
communities to ensure sustainable
infrastructure.
About 33000 households
were assisted with VIP in
previous financial year,
conversion not possible for
now
Technical
Infrastructure
Assessment Reports
and Full Waterborne
facilities provided
Operational and
Capital Budget
(Internal and External)
Support from all
sector departments
and institutions
including Traditional
leadership Structures
(iii). Conduct sanitation infrastructure
assessment and audits to establish
the upgrade, operations and
maintenance requirements for
delivery of access to sanitation.
Only 12000 households
received/used flush toilets
Technical
Infrastructure
Assessment Reports
and Full Waterborne
facilities provided
Operational and
Capital Budget
(Internal and External)
Support from all
sector departments
and institutions
including Traditional
leadership Structures
viii. Guided by the service delivery
norms and standards determine and
quantify households without services
that meet minimum standards for
sanitation delivery access in the
various wards of the municipality.
Approved Ward Committee's
Ward Operational Plans to
provide services meeting
norms and standards
Ward Committees, CDWs
and officials were deployed to
various wards by the Office of
the Speaker, but profiling not
yet done
SDBIP and IDP
reflecting Ward
Operational Plan's
households not
meeting service
delivery norms and
standards
Funding required Support from the
Political Leadership
and Resources
2. Identify and source technical
support for the implementation of
acceleration plans and programmes
to eliminate sanitation backlogs
Competent and resourced
technical department's to
address sanitation challenges
Ward Committees, CDWs
and officials were deployed to
various wards by the Office of
the Speaker, but profiling not
yet done
Technical support for
the implementation of
acceleration plans and
programmes to
eliminate sanitation
backlogs in the
municipality
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
Waste removal
services provided to
communities in a
sustainable manner
1. Implement ward specific waste
collection based on established
frequencies.
Reports on waste loads
collected per ward as planned
Not possible for now, due to
the vastness of the wards in
the municipality; only 12853
households. It was, however,
planned for extension by
about 700 households
Report on total
waste/refuse loads
collected in all wards
Operational Budget,
Vehicles and Human
Resources
Support from the
Political Leadership
and Resources
VIP toilets converted into full
waterborne and recycled
WWTW, Upgraded
Wastewater Treatment
Works, and new Wastewater
Treatment Works for
unserved communities to link
Waterless
9
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 2. Participate in the development of
Integrated Waste Management
Frameworks for the district area.
Responsive and relevant
Integrated Waste
Management Framework
developed and implemented
Plan approved Report on
implementation of
Integrated Waste
Management
Framework and
compliance
O&M Budget Human resources
3. Implement Waste Management
Policies and Plans.
Responsive and relevant
Waste Management Policies
and Plans developed and
implemented
At an infant stage of
development
No of waste
management
programmes
implemented
O&M Budget Human resources
4. Apply for and secure licensing of
dumping sites and/or participate in
district licensing of dumping sites
No of Licenses/authorisations
processed and issued
5 (Carolina Landfill Site,
Elukwatini Landfill Site,
Emanzana Transfer Station,
Empuluzi Transfer Station,
Ekulindeni Transfer station)
Licences issued O&M Budget Human resources
1. Identify and capture on the IDP
and SDBIP for approval new roads
for construction as well as upgrade
and maintenance
Progress report submitted to
Section 80 Committee and
Council
O&M Budget
2. Ensure the construction of new
and/or upgrading of municipal roads
and streets
Report submitted by PMU in
Quarter 4
Funding required
Sustainable access
to electricity
infrastructure
1. Identify and capture on the IDP
and SDBIP for approval communities
without electricity including bulk
electricity infrastructure needs for
ESKOM and DHS agreements
Programme for electrification
commissioned for
electrification of households
Progress report submitted on
section 80 committees and
council
No of households with
new electricity supply
connections
Operational and
Capital Budget
2. Engage with ESKOM and sector
departments on negotiations and
enter into formal agreements for
payment of debt to ESKOM
Monthly Payment and
Honouring of ESKOM Debt
Eskom payment schedule
plan was adopted by council
Progress Report on
the servicing of
ESKOM debt current
and accrued
Operational Budget
Human resourcesReport on the list of road
construction, upgrade and
maintenance projects for all
wards and progress on
implementation
Report on municipal
roads constructed,
upgraded and
maintained in all
wards identified
Sustainable roads
infrastructure
provided
10
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 3. Prepare a pipeline of costed
projects in the municipality to address
maintenance, upgrading
refurbishment and new infrastructure
requirement for increased electricity
capacity and electrification including
reduction of electricity theft, loss and
inefficient use
Prioritised projects to address
maintenance, refurbishment,
theft and loss as well as new
infrastructure implemented
Progress report submitted on
section 80 committees and
council
Electricity
Infrastructure upgrade
programmes
implemented
Capital (Internal and
external)
1. Participate in the development of,
and implement the Municipal Level
Local Government Information
Management and Decision Support
System to Monitor the municipal
performance on basic service
provision as well as all five KPA's of
the Back to basics as outlined in the
Integrated Municipal Support Plan
LGIMS customised, installed
and utilised for data
collection, collation and
reporting on IMSP's Key
Performance Areas
Not yet Information
management and
Decision Support
System installed and
applied
Capital and
Operational Budget
(internal and external)
Support from the
Political Leadership
and Resources
2. Participate in the development of,
and implement the Municipal
Scorecard for performance rating on
the identified key performance areas
Key Performance
Interventions prioritised for
implementation within the
various areas of the
scorecard and monitored
Not yet customised, planned
for next financial year
Targeted Scorecard
KPA's implemented
and prioritised based
on the scorecard
assessment
Operational Budget Support from the
Political Leadership
and Resources
3. Guided by the outcomes of the
Scorecard on the municipal
performance areas, request support
on Technical Expertise to the
municipality in areas of Engineering
from CoGTA to support and monitor
the implementation of acceleration
plans for basic services provision.
Reports on technical
expertise deployed
Not yet customised, planned
for next financial year
Technical Expertise
Deployed in
Municipalities through
MISA
Operational Budget Support from the
Political Leadership
and Resources
1. Participate and input on
Programme Management and
Coordinating structures established
(reviewed, revised and integrated)
based on effective service delivery
models adopted by Provincial CoGTA
Government and National
Reports on participation and
support of Programme
management and co-
ordinating structures for
service delivery
Not yet customised, planned
for next financial year
No of Programme
Management and Co-
ordinating Structures
for service delivery
participated in and
attendance
Operational Budget Support from the
Political Leadership
and Resources
2. Strengthened IGR structures for
programme co-ordination as
identified in the Integrated
Development Plan including
Traditional Council joint initiatives
where applicable
Participation in IGR structures
at local, district, provincial and
national including traditional
council joint initiatives
IGR forums were attended Report on IGR For a
participation
Operational Budget Support from the
Political Leadership
and Resources
Performance
Monitoring and
Evaluation Tools and
Mechanisms
developed and
implemented to
support increased
service delivery
Single window of
Coordination for
government services
including sector
commitments within
Municipal Support,
Monitoring and
Intervention Plans
(SMIP’s).
11
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 3. Establish a National Municipal
Capacity Coordination and
Monitoring Committee (NMCCMC) to
ensure joint decision making on
support and interventions
Participation as required in
the NMCCMC and support
requested and provided
National Department of COG
competence
Report on support
provided
Human Resources
4. Participate in MuniMEC's, MM's
Fora and other relevant structures for
service delivery programme reviews
Develop SMIPS in consultation with
Districts, Local municipalities and
sector departments
Participation as required in
the MuniMEC's and MM's
requested and provided
MuniMEC's and Municipal
Managers Forums were
attended
Report on support and
participation within
MuniMEC's and MM's
fora
Human Resources
Functional LED
forums that enhance
job opportunities,
attracts investment
and position Local
Government to
create an enabling
1. Initiate and coordinate the
establishment of LED Forums and
committees within the municipality
and capacity building of the
committees on issues of LED.
Progress Report on the
number of LED forums and
committees established and
trained
Number of LED
Forums and
Committees
established and
actively participating
in LED initiatives
Operational Budget Support from the
Political Leadership
and Resources
environment for
competitive,
inclusive and
sustainable local
economies
2. Ensure private sector participation
in LED Forum' committees on sector
economy (agriculture, mining,
industrial, tourism and hospitality).
Progress Report on the
Private sector participation
and sector economies
supported
A report on a number of
initiatives by private sector to
improve the local space,
served before Council
Sector LED
Programmes
implemented
Operational Budget Support from the
Political Leadership
and Resources
3. Support by DEDET to the
municipality to implement the
National Framework for LED.
Report on National
Framework for LED
implementation through
DEDET support
Not yet Progress Report on
National Framework
for LED
implementation
4. Facilitation of catalytic economic
development programmes in the
municipality to create jobs and
sustain livelihoods.
Report on catalytic economic
development programmes for
job creation and livelihoods
A report served before
Council
Number of catalytic
economic
development
programmes
implemented
Operational Budget Support from the
Political Leadership
and Resources
OBJECT 3: TO PROMOTE SOCIAL AND ECONOMIC DEVELOPMENT
Single window of
Coordination for
government services
including sector
commitments within
Municipal Support,
Monitoring and
Intervention Plans
(SMIP’s).
12
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 1. Identify projects and project sites
for Community Works Programme to
implement with CoGTA support
Report on CWP sites and
implementation
Sites : Tjakastad 1476,
Nhlazatshe 1029, local
labourers, 200 trained in
fencing and welding
Number of CWP
opportunities created
in the municipality
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
2. Facilitate the recruitment and
training of local people on CWP work
and participation in municipal
programmes
Report on local people
recruitment, training and
participation in municipal
programmes
350 EPWP participants, local
people, no training conducted
Number of local
people recruited,
trained and
participating in
municipal
programmes
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
3. Identify and create job
opportunities for the youth on waste
management programmes
Report on Waste
Management Opportunities
and implementation
Not yet Report on the number
of job opportunities
created through waste
management
programmes in the
municipality
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
Municipality that is
Blue Drop compliant
1. Rehabilitate all WTW for blue drop
compliance
Report on upgrades and
chemical analysis on
treatment and blue drop
compliance by the
municipality
Progress report submitted to
Section 80 Committee and
Council
Report on Blue Drop
Compliance status of
WTW
Operational and
Capital Budget
2. Set aside and allocate budget for
operation and maintenance of WTWs
to be blue drop compliant.
Report on upgrades,
maintenance of the WTWs to
meet potable water standards
in line with the norms and
standards
Progress report submitted to
Section 80 Committee and
Council
Report on WTWs
upgrades and
maintenance as well
as chemical treatment
improvements to meet
blue drop standard
Operational and
Capital Budget
3. Ensure proper functioning of Water
Purification Plants as well as
availability of trained plant managers
for quality monitoring
Reports on the operations of
the water treatment plants
with challenges and solutions
to address same to ensure
compliance
Progress report submitted to
Section 80 Committee and
Council
Report on
effectiveness and
compliance of water
treatment plant as
reflected in the Blue
Drop status report
O&M Budget
OBJECT 4: TO PROMOTE A SAFE AND HEALTHY ENVIRONMENT
Increased Job
Creation through the
implementation of
Community Works
Programmes (CWP),
and Waste
Management
Programmes
13
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 4. Source technical support from the
District and CoGTA where required to
ensure optimal operation of WTWs
Report on technical
assistance requested and
provided to ensure optimal
operations of the water
purification plants
Technical assistance was
received in 2013/14 that had
helped improve the water
quality
Report on Technical
Assistance provided
to the municipality by
the District and
CoGTA
Human Resources
and Operational
Budget
Municipality that is
Green Drop
compliant
1. Rehabilitate all Wastewater
Treatment Works for green drop
compliance
Report on the rehabilitation
and upgrades planned and
implemented for all WWTWs
in the municipality
Progress report submitted to
Section 80 Committee and
Council
No of WWTWs
rehabilitated and
upgraded to meet
green drop status and
compliance with final
effluent discharged
Operational and
Capital Budget
2. Set aside and allocate budget for
operation and maintenance of
WWTWs to be green drop compliant.
Report on upgrades,
maintenance of the WWTWs
to meet discharge effluent
standards in line with the
water quality guidelines for
effluent discharges
Progress report submitted to
Section 80 Committee and
Council
Report on WWTWs
upgrades and
maintenance as well
as chemical treatment
improvements to meet
effluent standards
Operational and
Capital Budget
3. Ensure proper functioning of
Wastewater Treatment Works as well
as availability of trained plant
managers for quality monitoring
Reports on the operations of
the water treatment plants
with challenges and solutions
to address same to ensure
compliance
Progress report submitted to
Section 80 Committee and
Council
Report on
effectiveness and
compliance of
wastewater treatment
plants reflected in the
green drop status
report
O&M Budget
14
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 4. Source technical support from the
District and CoGTA where required to
ensure optimal operation of WWTWs
Report on technical
assistance requested and
provided to ensure optimal
operations of the water
purification plants
Progress report submitted to
Section 80 Committee and
Council
Report on Technical
Assistance provided
to the municipality by
the District and
CoGTA
Human Resources
and Operational
Budget
1. Ensure establishment of suitably
equipped fire brigade services as per
legislation in the municipality.
Report on the established
unit/department for fire
brigade operations in the
municipality and its state of
readiness to intervene
Progress report submitted to
Section 80 Committee and
Council
Report on fire brigade
operations for the
financial year
Human Resources
and Operational
Budget
2. Implementation of Early Warning
System for Disaster Management
linked with all departments within the
municipality, the district and province.
Report on early warning
system implementation
Not yet Disaster Readiness
Report
Human Resources
and Operational
Budget
1. Investigate, develop and
implement compliant integrated
waste management policies.
Implementation of Waste
Management Policy
An Integrated Waste
Management Plan
(IWMP)was approved by
Council; Waste Management
Framework Plan submitted to
Council
Waste Management
Policy Implementation
Report
Human Resources
and Operational
Budget
2. Facilitate the preparation of and
submission of authorisation
applications to responsible authority
for permits of Landfill sites.
Progress report on the status
and authorisation process of
unauthorised landfill sites
A report was last submitted in
2013
Report on number of
landfill sites with
licenses issued
Human Resources
and Operational
Budget
3. Implement Waste Management
Policies and Plans.
Responsive and relevant
Waste Management Policies
and Plans developed and
implemented
An Integrated Waste
Management Plan
(IWMP)was approved by
Council; Waste Management
Framework Plan submitted to
Council
No of waste
management
programmes
implemented
O&M Budget Human resources
4. Apply for and secure licensing of
dumping sites and/or participate in
district licensing of dumping sites
No of Licenses/authorisations
processed and issued
Progress report submitted to
Section 80 Committees and
Council
Licences issued O&M Budget Human resources
Responsive and
proactive fire
brigade services and
effective disaster
management.
Licensed and
compliant landfill
sites
15
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E
1. Ward Councillors supported to
establish ward committees and
develop Ward Operational Plans that
include basic ward level issues
(service interruptions, billing queries,
sanitation interventions, LED
programmes and projects, potholes,
non-functioning traffic lights, etc.) to
be addressed
Speaker's Report on ward
committee establishment and
ward operational plans
development
Reports submitted to Council Number of ward
Committees and
Operational Plans
developed and
established
Operational Budget Support from the
Political Leadership
and Resources
2. Ward committees supported to
play an oversight function in terms of
delivery per ward against the Service
Delivery and Budget Implementation
Plans (SDBIPs) and ward operational
plans
Speaker's Progress Report on
Monthly service delivery
programmes per ward given
to Ward Committees
Reports from 22 Wards
submitted to Council
Number of Service
Delivery Programmes
implemented in wards
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
3. Conduct/Facilitate capacity
building programmes for ward
councillors and ward committees
Speaker's Report on Capacity
Building Programmes for
ward councillors and ward
committees implemented
Ward committees were last
trained in previous term
Review Report on
capacity of ward
councillors and
committees to
oversee service
delivery in their wards
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
4. Speaker's review of ward
functionality and performance
including the number of issues
brought to the attention of councillors
and how these are being addressed.
Speaker's Review Reports on
ward functionality and
councillor performance on
addressing issues raised by
communities
A report was submitted in
Quarter 4
Report on Ward
Service Delivery and
Community
Satisfaction Survey
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
OBJECT 5: To encourage the involvement of communities and community organisations in the matters of local government
Effective Ward
Committee System
to deepen
participatory
democracy
(Functional Ward
Committee)
PU
BL
IC P
AR
TIC
IPA
TIO
N
16
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E Effective early
warning systems,
updated ward
profiles and public
participation
programmes
implemented by
ward councillors
1. Establish a communicator's Forum
to coordinate communication process
within wards led by ward councillors
and officials.
Ward Councillor's Report on
communication programmes
and community participation
forums on matters of local
governance
A report was submitted in
Quarter 4
Number of
Communication
Programmes/events
for public participation
on matters of local
governance
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
supported by CDWs. 2. Conduct regular community satisfaction survey Ward Councillor's Report on
Quarterly Ward Community
Satisfaction Survey
No survey was done Ward Citizen's
Satisfaction Outcomes
and Improvement
Plans
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
3. Coordinate the Know your
Community – Know your Ward
Councillor Campaign.
Ward Councillor's Report on
community campaigns to
promote service delivery and
councillor participation
including how they've made
themselves available in
communities to serve their
needs
Ward committees report Report on the Know
Your Community-
Know Your Councillor
Campaign
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
4. Assess and monitor Ward
Committee operational plans and
take action in improving functionality.
Assessment Reports on Ward
Committee Operational Plans
implementation and
functionality
Ward committees report Number of Functional
Ward Committees and
implementation rate of
Operational Plans
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
5. Monthly community feedback
meetings by ward councillors
implemented and monitored by
Speaker in collaboration with the
Executive Mayor
Mayoral Reports on councillor
monthly community feedback
meetings with issues for
elevation/interventions
Ward Committee reports
served before Council
Number and
Frequency of
Community Feedback
Sessions/Meetings by
the ward councillor
Report
Human Resources Support from the
Political Leadership
and Resources
17
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 1. The Executive Mayor and
Municipal Manager to facilitate co-
operative governance with local
traditional councils to ensure synergy
in development of traditional
communities with municipal services
both present and future planning.
Quarterly Reports on co-
operative governance
between municipality and
traditional council on matters
of service delivery for
traditional communities
SDBIP served only before
Council, not before Traditional
Councils
Effectiveness of co-
operative governance
between municipal
and traditional
councils in the area
Human Resources Support from all
sector departments
and institutions
including Traditional
leadership Structures
2. Facilitate joint liaison meetings with
the traditional council where service
delivery matters are discussed and
progress reported between the
municipality and TC.
Reports on the sittings of the
joint committees and progress
report on service delivery in
rural and traditional areas
SDBIP served only before
Council, not before Traditional
Councils
service delivery
reports and progress
on joint sittings
between council and
traditional leaders
Human Resources Support from all
sector departments
and institutions
including Traditional
leadership Structures
Improved Financial
Capability in the
Municipality
1. Identify and implement effective
financial management systems in the
municipality
2. Establish an internal financial
administration team for the
implementation of Operation Clean
Audit 2015 plan
3. The Municipal Manager to
facilitate the advertisement,
recruitment and appointment of a
suitably qualified and competent
Chief Financial Officer (CFO) with the
requisite skills and expertise
Report on the appointment
and performance of the CFO
and his financial
administration team
Report submitted to Section
80 Committee and Council -
the CFO meets all the
requirements, and his support
staff, and in terms of Circular
60
OBJECT 6: To secure sound and sustainable management of the fiscal and financial affairs of municipalities and municipal entities by establishing norms and standards and other
requirements for ensuring transparency, accountability and appropriate lines of responsibility in the fiscal and financial affairs of municipalities and municipal entities; the
management of their revenues, expenditures, assets and liabilities and the handling of their financial dealings, budgetary and financial planning processes and the co-ordination of
those processes with the processes of organs of state in other spheres of government, borrowings; the handling of financial problems in municipalities, supply chain management;
and other financial matters.
Increased
collaboration and co-
operation between
the council and the
Institution of
Traditional
Leadership on
matters of service
delivery to
communities within
traditional areas
FIN
AN
CIA
L M
AN
AG
EM
EN
T
18
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E Support measures
that address the
financial
management and
governance of
municipalities.
1. Assess audit action plans to
adequately address the AG findings.
Report submitted to Section
80 Committees and Council
with the Audit Action Plan for
2015/16
Suitably Qualified
S54(a) and S56
Managers with
requisite skills and
expertise appointed
1. The Municipal Council must
facilitate the advertisement and
appointment of a suitably qualified
S54(a) Manager, (the Municipal
Manager and Accounting Officer of
the municipality) with the requisite
skills and expertise to manage the
affairs of the municipality as per
legislation.
Report on the appointment of,
and the performance of the
municipal manager in fulfilling
the municipal objects as
outlined in section 152(1) of
the Constitution.
Municipal Manager appointed
and suitably qualified in line
with the requirements of the
applicable MFMA Circular
and Performance Regulations
(2006) as amended in April
2013
Scorecard Report on
the Performance of
the Municipality in
realising the five local
government objects in
S152 of the
Constitution
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
2. The Municipal Council, after
consultation with the Municipal
Manager must facilitate the
advertisement and appointment of
managers directly accountable to the
Municipal manager with the requisite
skills and expertise.
Report on the appointment of,
and the performance of the
Municipal Manager, and all
managers directly
accountable to the Municipal
Manager in fulfilling the
municipal objects as outlined
in section 152(1) of the
Constitution.
All Section 56 Managers
positions are filled
Scorecard Report on
the Performance of
the Municipality in
realising the five local
government objects in
S152 of the
Constitution
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
3. The Municipal Manager must
facilitate the advertisement and
appointment of competent and
suitable staff other than those
referred to in S56(a) with the requisite
skills and expertise.
Report on the appointment of,
and the performance of the
entire municipal staff as
reflected in the Municipal
Performance Management
System in fulfilling the
municipal objects as outlined
in section 152(1) of the
Constitution.
Positions are filled as and
when they become vacant,
and further, some new
positions have been filled
Performance
Management System
Report on municipal
staff performance in
achieving the objects
of local government
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
OBJECTS 1- 6: CROSS-CUTTING ON ALL OBJECTS OF LOCAL GOVERNMENT AS ON S152 OF CONSTITUTION AND MFMA
INS
TIT
UT
ION
AL
CA
PA
CIT
Y a
nd
AD
MIN
IST
RA
TIV
E
CA
PA
BIL
ITY
19
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 1. The Municipal Manager must
review and submit the Municipal staff
establishment (organogram) for
Municipal Council Approval
Municipal Staff establishment
(Organogram) aligned to local
government mandate
developed for municipal
council approval and
implementation.
The Organogram has not
been approved yet
Credible and local
government mandate
based Municipal Staff
Establishment
(Organogram)
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
2. The Municipal Council to consider
and approve the municipal staff
establishment in line with the local
government mandate in S152 of the
Constitution.
Council Approved Municipal
Staff Establishment
implemented
Yes Report on Municipal
Staff Establishment
implementation in line
with S66 of the
Municipal Systems
Act, as amended
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
Effective Human
Resource
Development and
capacitated officials
and councillors
1. The Municipal Manager must in
accordance with the Employment
Equity Act, develop and adopt
appropriate systems and procedures
to ensure fair, efficient, effective and
transparent personnel administration
in line with s67 of the MSA.
Report on the development,
adoption and implementation
of systems and procedures
for personnel administration
in line with s67 of the
Municipal Systems Act
EE Policy and Plan approved
by Council. The Municipality
is not fully compliant to EE.
Measures put in place are:
re-designing of advertisement
to attract the under
represented groups, EE KPA
added to Directors
Performance Management,
and revision of plan from 3 to
1 year
Effectiveness and
impact of staff on
service delivery as
measured on FSD,
FOSAD and MPAT
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
2. The Municipal Manager must
develop the municipal's human
resource capacity to a level where it
is able to perform its functions, and
exercise its powers in an economical,
effective, efficient and accountable
way complying with the SDA and
Skills Development Levies Act.
Training Matrix Developed
and implemented for all staff
levels on the job specific
requirements to realise the
objects of local government in
s152(1) of the Constitution
A skills audit was performed
in 2013. Priority is given to
service delivery and scarce
skills training interventions
like plant operators, finance
officials
Training and capacity
building Programme
for the municipality
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
Approved Staff
Establishment
(Organogram) of the
Municipality
20
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 3. The Municipal Manager must make
provision in the budget for
development of a training
programmed, and where funds not
available apply to the LG SETA for
funding of the training programmed.
Funded Training Programme
implemented with number of
staff undergoing training on
various courses in the training
matrix
Limited training is provided as
the Municipality is financially
not in a position to budget the
compliant 1% for skills
training. Money received back
from the LGSETA is however
directed back to the training
vote.
No of municipal staff
trained and
capacitated
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
Effective
Performance
Management System
established,
implemented and
monitored across
the municipal staff
1. The Municipal Manager must
facilitate the establishment of a
Performance Management System
that is commensurate with the
municipal resources, best suited to its
circumstances, and in line with the
priorities, objectives, indicators and
targets contained in the Integrated
Development Plan (IDP).
Performance Management
Report approved and
implemented
Quarterly reports are
compiled and submitted to
Portfolio Committees, Audit
Committee and Council
Performance
Management System
in place and outcomes
report
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
establishment as
approved
2. The Executive Mayor must
manage the development of the
Performance Management System,
assign responsibilities to the
Municipal Manager, and submit the
proposed system to the municipal
council for adoption.
Mayoral Report on the
development and
implementation of the
Performance Management
System in the municipality
with areas for intervention
Performance management
system implemented. All
departments report on
performance on a monthly
and quarterly basis.
Performance Assessments
are done quarterly to measure
overall performance of
departments
Mayoral Report on the
effectiveness and
implementation of the
PMS
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
3. The Executive Mayor must
promote a culture of performance
management among the political
structures, political office bearers,
and councillors.
Mayoral Report on the
promotion of the culture of
performance among the
political structures, office
bearers and councillors with
specific areas of intervention
Out lined in the Municipality's
service charter and in the
PMS, adopted during
Strategic Planning
Mayoral Report on the
effectiveness and
performance
successes of
councillors, office
bearers and structures
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
21
APRIL-JUNE STATUS QUO
KEY
PERFOR
MANCE
AREA
OUTPUTSKEY ACTIVITIES AND
INTERVENTION PROGRAMMES
QUARTERLY TARGETS AND ANNUAL INDICATORS
INDICATOR
RESOURCE
REQUIREMENTS
OBJECT 1: TO PROVIDE DEMOCRATIC AND ACCOUNTABLE GOVERNMENT FOR LOCAL COMMUNITIES
ENABLING
CONDITIONS
PERFORMANCE MEASURES
QUARTER 4G
OO
D G
OV
ER
NA
NC
E 4. The Municipal Manager must
promote a culture of performance
management among the
administration.
Municipal Manager's Report
on the promotion and
effectiveness of the culture of
performance of the
administration with measures
for improvement
Report on Quarter 4
assessment of managers is
due
Municipal Manager's
Report on the
effectiveness and
performance
successes of the
administration
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
5. The Executive Mayor and
Municipal Manager must establish,
adopt and implement a mechanism to
monitor and review the Performance
Management System.
Municipal Report on the
establishment, adoption and
implementation of
mechanisms to monitor,
review and enforce the
Performance Management
System
Done in Quarter 1;
mechanism is outlined in the
PMS Policy Framework, and
in Performance Agreements
Report on
mechanisms
implemented to
monitor, review and
enforce the PMS
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
Full compliance with
legislation
(prescripts), policies
and strategies
1. The Municipal Manager to
implement measures that ensures
compliance with all applicable
legislation affecting municipal
services provision
Report on municipal
performance in complying
with applicable legislation and
challenges for compliance
identified with corrective
measures
PMS reports are submitted to
Council quarterly in terms of
MFMA Section 52 and 54,
and MSA Section 41
Compliance Indicator
Scorecard on
legislative compliance
by the municipality
Operational and
Capital Budget
(Internal and External)
Support from the
Political Leadership
and Resources
2. The Municipal manager to facilitate
the development and implementation
of all municipal bylaws and
regulations affecting service delivery
including credit control measures and
cost recovery
Report on the development
and implementation of bylaws
and credit control measures
including cost recovery and
non-revenue water reduction
efforts
A Credit Control and Debt
Collection Policy was adopted
by Council with the budget
2014, but there is still a
challenge with cost recovery
because of a considerable
amount of loss in terms of
Electricity and Water that is
almost 95%; no meters in
most areas/meters are 10yrs
old and no longer in use
Compliance Indicator
Scorecard on bylaw
implementation, credit
control and cost
recovery
implementation
Operational Budget
and Human
Resources
Support from the
Political Leadership
and Resources
22