Final SDBIP 2019-2020 - albertluthuli.gov.za · of the Budget and table the same at a municipal...

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CHIEF ALBERT LUTHULI LOCAL MUNICIPALITY

Final SDBIP 2019-2020

Chief Albert Luthuli Local Municipality

28 Kerk Street

P O Box 24

Carolina 1185

Mpumalanga

Telephone : 017 843 4010

e-mail address : [email protected] web address : www.albertluthuli.gov.za

mailto:[email protected]

Table of Contents

A. GLOSSARY ................................................................................................................................................................ 1

4. Purpose of the SDBIP ................................................................................................................................................. 3

5. Legislative requirement .................................................................................................................................. 3

11. Strategic Focus of Local Government .............................................................................................................. 5

12. Financial Plan ............................................................................................................................................................. 6

ANNEXURE A 7

Financial Projections ........................................................................................................................................................... 7

Table: 1 Cash Receipts By Source ................................................................................................................ 7

Table 2: Revenue – by source ................................................................................................................................ 8

Table 2: Expenditure By Type ............................................................................................................................... 10

Table 3: .Revenue by functional ............................................................................................................................ 11

Table 4 : Expenditure – Functional ................................................................................................................... 12

Table 5: Revenue by Vote ................................................................................................................................. 13

5. Expenditure By Vote (Municipal Vote) ............................................................................................................ 14

Table 7: Capital Projects 2019/20 .................................................................................................................... 15

ANNEXURE B 20

1. 1. DEPARTMENT CORPORATE SERVICES ................................................................................................. 20

2. 2. OFFICE OF THE MUNICIPAL MANAGER ................................................................................................ 23

3. 3. DEPARTMENT: PLANNING AND ECONOMIC DEVELOPMENT .............................................................. 25

4. 2.. KPA : MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT ..................................... 26

5. 4. DEPARTMENT TECHNICAL SERVICES AND PROJECT MANAGEMENT (PMU) ....................................... 29

6. KPA : BASIC SERVICE DELIVERY ................................................................................................................. 29

Strategic Objective 5: To ensure provision of basic services (Electricity) ................................................................... 29

Access to Water and Sanitation ............................................................................................................................ 30

Access to Roads and Transportation System ......................................................................................................... 30

3. DEPATMENT: COMMUNITY AND SAFETY SERVICES ..................................................................................... 31

Strategic Objective 5: To ensure provision of basic services (Refuse Removal) ......................................................... 31

7. 5. DEPARTMENT FINANCIAL SERVICES .................................................................................................... 33

8. KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT: FINANCE ................................................. 33

9. Local economic development ................................................................................................................... 35

A. GLOSSARY

AFS Annual Financial Statements

AG Auditor-General

BBBEE Broad Black Based Economic Enterprise

CALM Chief Albert Luthuli Municipality

CFO Chief Financial Officer

COGTA Department of Co-operative Governance and Traditional Affairs

DoRA Division of Revenue Act

GRAP Generally Recognised Accounting Practices

ICT Information and Communication Technology

IDP Integrated Development Plan

IMSP Integrated Municipal Support Plan

Kl Kiloliter

km Kilometer

KPA Key Performance Area

KPI Key Performance Indicator

kwh Kilowatt hour

LED Local Economic Development

LGSETA Local Government Sectoral Education and Training Authority

LLF Local Labour Forum

MEC Member of the Executive Committee

MFMA Local Government: Municipal Finance Management Act, 2003 (Act No 56 of 2003)

MIG Municipal Infrastructure Grant

MSA Local Government: Municipal Systems Act, 2000 (Act No ?? of 2000)

MTEF Medium Term Expenditure Framework

MTREF Medium Term Revenue and Expenditure Framework

NEMA National Environmental Management Act, 1998 (Act No 107 of 1998)

NHNR National Housing Needs Register

PED Planning and Economic Development

PMS Performance Management System

PMSF Performance Management System Policy Framework

PMU Project Management Unit

RMU Ring Main Unit

S121 Section 121 of the Local Government: Municipal Finance Management Act, 2003

S38-41 Section 38 to 41 of the Local Government: Municipal Systems Act, 2000

S57/S54 Section 57/Section 54 of the Local Government: Municipal Systems Act, 2000

S72 Section 72 of the Local Government: Municipal Finance Management Act, 2003

SALGBC South African Local Government Bargaining Council

SAQA South African Qualifications Authority

SCM Supply Chain Management

SDBIP Service Delivery and Budget Implementation Plan

SLA Service Level Agreement

SMME Small, Medium and Macro Enterprises

SPLUM Spatial Planning Land Use Management

SPLUMA Spatial Planning Land Use Management Act, 2013 (Act No 16 of 2013)

Strat Plan Strategic Plan

WSP Workplace Skills Plan

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SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2019-2020

1. Vision Statement

The Vision of the Municipality is to be a transparent, innovative and developmental municipality that improves the quality of life of its people.

The Municipality’s vision refers to the achievement of a financially sustainable institution, good corporate governance that reflects best practice, a high performance institution, with high capacity and skills levels, sustainable delivery of quality services, an integrated and growing economy, ecological sustainability, and integrated communities that are self-reliant.

2. Mission Statement

The Mission of the Municipality is to provide a transparent and accountable government by rendering affordable and sustainable services, and encouraging economic and social development through community participation

The Municipality’s mission responds to the objectives of government stipulated in Section 152 of the Constitution of the Republic of South Africa (1996) and is represented in the IDP. Improving the quality of life is central to our mission and is realised through the efficient and effective delivery of quality and affordable services to the people.

The Municipality’s aim is to have empowered self-reliant citizens, who are entrepreneurs and leaders. In order to realise this, the municipality subscribes to the broader corporate values of customer focus, accountability, responsiveness, excellence, service orientation.

3. Values Figure 1: Core values of the municipality are:

Values

Honesty

Transparency

ResponsivenessIntegrity

Accountability

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4. Purpose of the SDBIP

The Service Delivery and Budget Implementation Plan (SDBIP) 2019/20 is a detailed plan for implementing the delivery of services and the Budget for the 2019/20 financial year according to the Local Government: Municipal Finance Management Act, 2003 (Act No 56 of 2003). It is based on the Council approved revised IDP and MTREF. The SDBIP therefore serves as a contract between the Administration, Council and the community expressing the goals and objectives set by the Council as quantifiable outcomes that can be implemented by the Administration over the next twelve months. The SDBIP facilitates the process of holding management accountable for their performance. It provides the basis for measuring performance in the delivery of services. The Local Government: Municipal Finance Management Act, 2003 (Act No 56 of 2003) requires the following to be included in the SDBIP of a municipality: 4.1. Monthly projections of revenue to be collected for each source 4.2. Monthly projections of expenditure (operating and capital) and revenue for each vote 4.3. Quarterly projections of service delivery targets and performance for each vote 4.4. Ward information for expenditure and service delivery 4.5. Detailed capital works plan allocated by ward over three years.

5. Legislative requirement

The Local Government: Municipal Finance Management Act, 2003 (Act No 56 of 2003) prescribes that each municipality must compile a SDBIP. The mayor of the municipality is required to approve the SDBIP within 28 days after the approval of the Budget and table the same at a municipal council meeting, and make the document public no later than 14 days after approval of the information.

6. Other guidelines

The National Treasury MFMA Circular No 13 further states that the SDBIP is a layered plan - once the top layer targets have been set, as in this document, the various departments of the municipality develop the next lower level.

7. Strategic objectives

The organisation of the SDBIP is in terms of the following prescribed key strategic objectives:

7.1 To ensure good governance; 7.2 To ensure efficient and effective Information Communication Technology (ICT); 7.3 To ensure transformed institution with competent and capable human capital Municipal Financial Viability and

Management; 7.4 To ensure financial healthier and sustainable environment; 7.5 Provision of basic services; and 7.6 To ensure sustainable Local Economic Development.

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8. The Context of the SDBIP

Municipal strategic planning forms an integral part of the Municipality’s annual IDP review and alignment, and Budget preparation processes. In turn these processes, in essence, are part of the broader system of performance management within the municipality.

The following figure illustrates the link between and the sequence from the IDP, strategic planning, Budget, SDBIP, PMS up to the annual report.

9. Performance Management System

Chief Albert Luthuli Local Municipal Council has approved a Performance Management System Framework (PMSF) during the 2019/20 financial year. The Performance Management System provides for quarterly and mid-year performance reporting and reviews on the implementation of the SDBIP.

A performance management system is a systematic approach that aligns performance at all levels of an organisation to achieve strategic objectives. It uses measurements to understand, predict and improve organisational performance. The three major components in a typical performance management system are an integrated set of key performance indicators (KPIs) linked to the strategic objectives of the organisation.

Key performance indicators and targets are set for each strategic objective in order to quantify measurable outcomes, which is an easy way to navigate service delivery, and to determine if these strategic objectives were realised or achieved.

IDP

(annual review and alignment)

Operational Plans

(strategic planning)

Budget

SDBIP

PMS

(Annual Performance Agreements)

Annual Report

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10. Institutional Framework

Performance management follows a process with the following activities:

11. Strategic Focus of Local Government

In January 2010, Cabinet adopted twelve outcomes within which to frame service delivery priorities and targets as per National Treasury MFMA Circulars No 54 and 55:

Institutional Framework

Monitoring

Reporting

Evaluation

Planning

Measuring

Swot Analysis

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12. Financial Plan

The financial plan of Chief Albert Luthuli Local Municipality is presented in this section. The financial plan comprises:

12.1 Financial projections for each month of revenue to be collected by source; and operational and capital expenditure, by vote (Annexure A)

12.2 Service delivery targets and performance indicators for each quarter (Annexure B).

Improve health and life expectancy

Improve the quality of basic education

A responsive and accountable, effective and efficient local government system

Sustainable human settlements and improved quality of household life

A development orientated public service and inclusive citizenship

A better South Africa, a better and safer Africa and world – better local municipality

Protection and enhancement of environmental assets and natural resources

Vibrant, equitable, and sustainable rural communities and food security

An efficient, competitive and responsive economic infrastructure network

A skilled and capable workforce to support inclusive growth

Decent employment through inclusive economic growth

All people in South Africa protected and feeling safe

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ANNEXURE A FINANCIAL PROJECTIONS

Table: 1 Cash Receipts By Source MP301 Albert Luthuli - Supporting Table SA30 Budgeted monthly cash flow

MONTHLY CASH FLOWS Budget Year 2019/20 Medium Term Revenue and

Expenditure Framework

R thousand July August Sept. October November December January February March April May June Budget

Year 2019/20

Budget Year +1 2020/21


Cash Receipts By Source 1

Property rates 5 717 5 717 5 717 5 717 5 717 5 717 5 717 5 717 5 717 5 717 5 717 5 717 68 598 72 302 76 207

Service charges - electricity revenue 1 458 1 458 1 458 1 458 1 458 1 458 1 458 1 458 1 458 1 458 2 917 17 498 19 034 20 061

Service charges - water revenue 522 522 522 522 522 522 522 522 522 522 1 043 6 259 7 027 7 392

Service charges - sanitation revenue 681 681 681 681 681 681 681 681 681 681 1 362 8 168 8 831 9 308

Service charges - refuse revenue 478 478 478 478 478 478 478 478 478 478 956 5 739 6 270 6 608

Rental of facilities and equipment 32 32 32 32 32 32 32 32 32 32 63 380 401 423

Interest earned - external investments 170 170 170 170 170 170 170 170 170 170 341 2 044 2 154 2 270

Interest earned - outstanding debtors 3 020 3 020 3 020 3 020 3 020 3 020 3 020 3 020 3 020 3 020 6 041 36 245 38 202 40 102

Dividends received – – – – – – – – – – – – – –

Fines, penalties and forfeits 120 120 127 133

Licences and permits – – – – – – – – – – – – – –

Agency services – – – – – – – – – – – – – –

Transfer receipts - operational 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 52 558 315 350 339 559 366 525

Other revenue 614 614 614 614 614 614 614 614 614 614 1 229 7 372 7 773 8 193

Cash Receipts by Source 5 717 38 971 38 971 38 971 38 971 38 971 38 971 38 971 38 971 38 971 38 971 72 347 467 774 501 678 537 222

Other Cash Flows by Source

Transfer receipts - capital –

Decrease (increase) in non-current investments –

Total Cash Receipts by Source 5 717 38 971 38 971 38 971 38 971 38 971 38 971 38 971 38 971 38 971 38 971 72 347 467 774 501 678 537 222

Cash Payments by Type

Employee related costs 13 647 13 647 13 647 13 647 13 647 13 647 13 647 13 647 13 647 13 647 13 647 13 647 163 766 172 513 181 727

Remuneration of councillors 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 26 745 28 189 29 711

Finance charges – – – – – – – – – – – – – – –

Bulk purchases - Electricity 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 90 551 95 441 100 595

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MONTHLY CASH FLOWS Budget Year 2019/20 Medium Term Revenue and


R thousand July August Sept. October November December January February March April May June Budget

Year 2019/20



Bulk purchases - Water & Sewer – – – – – – – – – – – – – – –

Other materials 2 597 2 697 2 697 2 697 2 697 2 697 2 697 2 697 2 697 2 697 2 697 1 597 31 162 34 367 37 606

Contracted services 6 034 6 034 6 034 6 034 6 034 6 034 6 034 6 034 6 034 6 034 6 034 6 034 72 407 76 757 81 314

Transfers and grants - other municipalities –

Transfers and grants - other – – – – – – – – – – – – – – –

Other expenditure 3 071 3 071 3 071 3 071 3 071 3 071 3 071 3 071 3 071 3 071 3 071 3 071 36 851 36 740 38 710

Cash Payments by Type 35 123 35 223 35 223 35 223 35 223 35 223 35 223 35 223 35 223 35 223 35 223 34 124 421 482 444 007 469 664

Other Cash Flows/Payments by Type

Capital assets – 44 799 44 799 36 786 37 986

Repayment of borrowing –

Other Cash Flows/Payments –

Total Cash Payments by Type 35 123 35 223 35 223 35 223 35 223 35 223 35 223 35 223 35 223 35 223 35 223 78 922 466 281 480 794 507 650

NET INCREASE/(DECREASE) IN CASH HELD (29 407) 3 748 3 748 3 748 3 748 3 748 3 748 3 748 3 748 3 748 3 748 (6 576) 1 493 20 885 29 573

Cash/cash equivalents at the month/year begin: 11 641 (17 766) (14 019) (10 271) (6 524) (2 776) 972 4 719 8 467 12 215 15 962 19 710 11 641 13 134 34 019

Cash/cash equivalents at the month/year end: (17 766) (14 019) (10 271) (6 524) (2 776) 972 4 719 8 467 12 215 15 962 19 710 13 134 13 134 34 019 63 591

References

1. Note that this section of Table SA 30 is deliberately not linked to Table A4 because timing differences between the invoicing of clients and receiving the cash means that the cashflow will differ from budgeted revenue, and similarly for budgeted expenditure. However for the MTREF it is now directly linked to A7.

35 223 35 223 35 223 35 223 35 223 35 223 35 223 35 223 34 124 421 482 444 007 469 664

3 748 3 748 3 748 3 748 3 748 3 748 3 748 3 748 (6 576) 1 493 20 885 29 573

Table 2: Revenue – by source MP301 Albert Luthuli - Supporting Table SA25 Budgeted monthly revenue and expenditure

Description Ref Budget Year 2019/20 Medium Term Revenue and


R thousand July August Sept. October Novembe

r December January

February

March April May June

Budget Year

2019/20


1


2

Revenue By Source

Property rates 8 166 8 166 8 166 8 166 8 166 8 166 8 166 8 166 8 166 8 166 8 166 5 541 95 372 100 522

105 950

Service charges - electricity revenue 2 180 2 180 2 180 2 180 2 180 2 180 2 180 2 180 2 180 2 180 2 180 12 224 36 205 36 717 37 235

Service charges - water revenue 795 795 795 795 795 795 795 795 795 795 795 34 886 43 632 50 425 57 484

Service charges - sanitation revenue 997 997 997 997 997 997 997 997 997 997 997 697 11 669 12 615 13 297

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r December January

February


Budget Year

2019/20


1


2

Service charges - refuse revenue 708 708 708 708 708 708 708 708 708 708 708 408 8 198 8 957 9 441

Rental of facilities and equipment 45 45 45 45 45 45 45 45 45 45 45 45 544 573 604

Interest earned - external investments 243 243 243 243 243 243 243 243 243 243 243 243 2 920 3 077 3 243

Interest earned - outstanding debtors 3 378 3 378 3 378 3 378 3 378 3 378 3 378 3 378 3 378 3 378 3 378 14 615 51 779 54 574 57 288

Dividends received – – – – – – – – – – – – – – –

Fines, penalties and forfeits 232 232 232 232 232 232 232 232 232 232 232 (2 383) 172 181 191

Licences and permits – – – – – – – – – – – – – – 0

Agency services – – – – – – – – – – – – – – –

Transfers and subsidies 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 26 279 315 350

339 559

366 525

Other revenue 477 477 477 477 477 477 477 477 477 477 477 (4 191) 1 053 1 110 1 170

Gains on disposal of PPE – – – – – – – – – – – – – – –

Total Revenue (excluding capital transfers and contributions)

43 503 43 502 43 502 43 502 43 502 43 502 43 502 43 502 43 502 43 502 43 502 88 366 566 893

608 311

652 429

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Table 2: Expenditure By Type

MP301 Albert Luthuli - Supporting Table SA25 Budgeted monthly revenue and expenditure




r December January

February


Budget Year

2019/20


1


2

Expenditure By Type

Employee related costs 13 175 13 166 13 166 13 174 13 166 13 166 13 174 13 166 13 166 13 174 13 166 (40 454) 104 407

109 839

115 912

Remuneration of councillors 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 2 229 26 745 28 189 29 711

Debt impairment 4 518 4 518 4 518 4 518 4 518 4 518 4 518 4 518 4 518 4 518 4 518 4 518 54 219 57 141 60 220

Depreciation & asset impairment 31 870 31 870 31 870 31 870 31 870 31 870 31 870 31 870 31 870 31 870 31 870 (305 202)

45 364 47 810 50 387

Finance charges – – – – – – – – – – – – – – –

Bulk purchases 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 7 546 90 551 95 441 100 595

Other materials 763 763 763 763 763 763 763 763 763 763 763 22 768 31 162 34 367 37 606

Contracted services 5 533 5 533 5 533 5 533 5 533 5 533 5 533 5 533 5 533 5 533 5 533 11 544 72 407 76 757 81 314

Transfers and subsidies 167 167 167 167 167 167 167 167 167 167 167 167 2 000 2 108 2 222

Other expenditure 2 892 2 891 2 891 2 891 2 891 2 891 2 891 2 891 2 891 2 891 2 891 5 048 36 851 36 740 38 710

Loss on disposal of PPE – – – – – – – – – – – – – – –

Total Expenditure 68 693 68 683 68 683 68 690 68 683 68 683 68 690 68 683 68 683 68 690 68 683 (291 837)

463 705

488 391

516 678

Surplus/(Deficit) (25 190) (25 180) (25 180) (25 188) (25 180) (25 180) (25 188) (25 180) (25 180) (25 188) (25 180) 380 203 103 188

119 920

135 751

Transfers and subsidies - capital (monetary allocations) (National / Provincial and District)

28 256 28 256 28 256 28 256 28 256 28 256 28 256 28 256 28 256 28 256 28 256 28 256 339 072

283 400

359 152

Transfers and subsidies - capital (monetary allocations) (National / Provincial Departmental

Agencies, Households, Non-profit Institutions, Private Enterprises, Public Corporatons, Higher Educational

Institutions)

– – – – – – – – – – – – – – –

Transfers and subsidies - capital (in-kind - all) – – – – – – – – – – – – – – –

Surplus/(Deficit) after capital transfers & contributions

3 066 3 076 3 076 3 068 3 076 3 076 3 068 3 076 3 076 3 068 3 076 408 459 442 260

403 320

494 903

Taxation – – – – – – – – – – – – – – –

Attributable to minorities – – – – – – – – – – – – – – –

Share of surplus/ (deficit) of associate – – – – – – – – – – – – – – –

Surplus/(Deficit) 1 3 066 3 076 3 076 3 068 3 076 3 076 3 068 3 076 3 076 3 068 3 076 408 459 442 260

403 320

494 903

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Table 3: .Revenue by functional

Description Ref Budget Year 2019/20 Medium Term Revenue and Expenditure

Framework

R thousand July August Sept. October November December January February March April May June Budget Year

2019/20 Budget Year +1 2020/21


Revenue - Functional

Governance and administration 67 102 67 102 67 102 67 102 67 102 67 102 67 102 67 102 67 102 67 102 67 102 67 102 805 228 781 909 893 210

Executive and council 1 1 1 1 1 1 1 1 1 1 1 1 13 14 15

Finance and administration 67 101 67 101 67 101 67 101 67 101 67 101 67 101 67 101 67 101 67 101 67 101 67 101 805 215 781 895 893 195

Internal audit – – – – – – – – – – – – – – –

Community and public safety 12 12 12 12 12 12 12 12 12 12 12 12 142 150 158

Community and social services 9 9 9 9 9 9 9 9 9 9 9 9 109 115 121

Sport and recreation – – – – – – – – – – – – – – –

Public safety 3 3 3 3 3 3 3 3 3 3 3 3 33 35 37

Housing – – – – – – – – – – – – – – –

Health – – – – – – – – – – – – – – –

Economic and environmental services 243 243 243 243 243 243 243 243 243 243 243 243 2 920 3 078 3 011

Planning and development 24 24 24 24 24 24 24 24 24 24 24 24 283 299 82

Road transport 220 220 220 220 220 220 220 220 220 220 220 220 2 637 2 779 2 929

Environmental protection – – – – – – – – – – – – – – –

Trading services 4 401 4 401 4 401 4 401 4 401 4 401 4 401 4 401 4 401 4 401 4 401 4 401 52 811 55 644 58 629

Energy sources 1 913 1 913 1 913 1 913 1 913 1 913 1 913 1 913 1 913 1 913 1 913 1 913 22 954 24 194 25 500

Water management 782 782 782 782 782 782 782 782 782 782 782 782 9 384 9 872 10 386

Waste water management 997 997 997 997 997 997 997 997 997 997 997 997 11 969 12 615 13 297

Waste management 709 709 709 709 709 709 709 709 709 709 709 709 8 504 8 963 9 447

Other – – – – – – – – – – – – – 0 0

Total Revenue - Functional 71 759 71 758 71 758 71 758 71 758 71 758 71 758 71 758 71 758 71 758 71 758 71 758 861 102 840 781 955 009

73 705 73 705 73 705 73 705 73 705 73 705 73 705 73 705 73 705 73 705

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Table 4 : Expenditure – Functional


Framework

R thousand July August Sept. October November December January February March April May June Budget Year

2019/20 Budget Year +1 2020/21


Expenditure - Functional

Governance and administration 17 864 17 863 17 863 17 863 17 863 17 863 17 863 17 863 17 863 17 863 17 863 17 863 214 358 225 933 238 134

Executive and council 3 795 3 795 3 795 3 795 3 795 3 795 3 795 3 795 3 795 3 795 3 795 3 795 45 535 47 994 50 586

Finance and administration 13 861 13 860 13 860 13 860 13 860 13 860 13 860 13 860 13 860 13 860 13 860 13 860 166 320 175 301 184 767

Internal audit 209 209 209 209 209 209 209 209 209 209 209 209 2 502 2 638 2 780

Community and public safety 3 173 3 165 3 165 3 172 3 165 3 165 3 172 3 165 3 165 3 172 3 165 3 165 38 010 39 596 42 226

Community and social services 471 464 464 471 464 464 471 464 464 471 464 464 5 594 5 782 6 215

Sport and recreation – – – – – – – – – – – – – – –

Public safety 2 701 2 701 2 701 2 701 2 701 2 701 2 701 2 701 2 701 2 701 2 701 2 701 32 416 33 814 36 011

Housing – – – – – – – – – – – – – – –

Health – – – – – – – – – – – – – – –

Economic and environmental services 31 629 31 629 31 629 31 629 31 629 31 629 31 629 31 629 31 629 31 629 31 629 31 629 379 548 326 025 404 126

Planning and development 29 824 29 823 29 823 29 823 29 823 29 823 29 823 29 823 29 823 29 823 29 823 29 823 357 881 303 239 380 056

Road transport 1 806 1 806 1 806 1 806 1 806 1 806 1 806 1 806 1 806 1 806 1 806 1 806 21 667 22 785 24 070

Environmental protection – – – – – – – – – – – – – – –

Trading services 16 021 16 021 16 021 16 021 16 021 16 021 16 021 16 021 16 021 16 021 16 021 16 021 192 252 202 512 213 319

Energy sources 10 177 10 177 10 177 10 177 10 177 10 177 10 177 10 177 10 177 10 177 10 177 10 177 122 120 128 714 135 665

Water management 5 082 5 082 5 082 5 082 5 082 5 082 5 082 5 082 5 082 5 082 5 082 5 082 60 986 64 157 67 493

Waste water management 89 89 89 89 89 89 89 89 89 89 89 89 1 073 1 131 1 192

Waste management 673 673 673 673 673 673 673 673 673 673 673 673 8 074 8 510 8 969

Other 5 5 5 5 5 5 5 5 5 5 5 5 58 61 64

Total Expenditure - Functional 68 693 68 683 68 683 68 690 68 683 68 683 68 690 68 683 68 683 68 690 68 683 68 683 824 225 794 126 897 868

Surplus/(Deficit) before assoc. 3 066 3 076 3 076 3 068 3 076 3 076 3 068 3 076 3 076 3 068 3 076 3 076 36 877 46 654 57 140

Share of surplus/ (deficit) of associate – – – – – – – – – – – – – – –

Surplus/(Deficit) 1 3 066 3 076 3 076 3 068 3 076 3 076 3 068 3 076 3 076 3 068 3 076 3 076 36 877 46 654 57 140

References

1. Surplus (Deficit) must reconcile with Budeted Financial Performance

check -405 383 310 -356 665 728 -437 762 310

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Table 5: Revenue by Vote Albert Luthuli - Supporting Table SA26 Budgeted monthly revenue


Framework

R thousand July August Sept. Octobe

r Novem

ber Decembe

r Januar

y Februar

y March April May June

Budget Year

2019/20



Revenue by Vote

Vote 1 - Planning and Economic Development 24 24 24 24 24 24 24 24 24 24 24 24 283 299 82

Vote 2 - Corporate Services 59 59 59 59 59 59 59 59 59 59 59 59 709 747 788

Vote 3 - Financial Services 66 998 66 998 66 998 66 998 66 998 66 998 66 998 66 998 66 998 66 998 66 998 66 998 803 976 780 589 891 819

Vote 4 - Project Management Unit – – – – – – – – – – – – – 0 0

Vote 5 - Municipal Manager 1 1 1 1 1 1 1 1 1 1 1 1 13 14 15

Vote 6 - Political Office – – – – – – – – – – – – – – –

Vote 7 - Techinical Services 2 695 2 695 2 695 2 695 2 695 2 695 2 695 2 695 2 695 2 695 2 695 2 695 32 339 34 066 35 886

Vote 8 - Community and Public Safety Services 711 711 711 711 711 711 711 711 711 711 711 711 8 537 8 998 9 484

Vote 9 - [NAME OF VOTE 9] – – – –


Total Revenue by Vote 70 488 70 488 70 488 70 488 70 488 70 488 70 488 70 488 70 488 70 488 70 488 70 488 845 857 824 713 938 073

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5. Expenditure By Vote (Municipal Vote)

July August Sept. October November Decembe

r January February March April May June

Budget Year 2019/20



Expenditure by Vote to be appropriated

Vote 1 - Planning and Economic Development

1 051 1 050 1 050 1 050 1 050 1 050 1 050 1 050 1 050 1 050 1 050 1 050 12 606 13 301 14 013

Vote 2 - Corporate Services 2 409 2 409 2 409 2 409 2 409 2 409 2 409 2 409 2 409 2 409 2 409 2 409 28 905 30 466 32 111

Vote 3 - Financial Services 10 984 10 983 10 983 10 983 10 983 10 983 10 983 10 983 10 983 10 983 10 983 10 983 131 800 138 918 146 419

Vote 4 - Project Management Unit 28 773 28 773 28 773 28 773 28 773 28 773 28 773 28 773 28 773 28 773 28 773 28 773 345 275 289 938 366 043

Vote 5 - Municipal Manager 1 148 1 148 1 148 1 148 1 148 1 148 1 148 1 148 1 148 1 148 1 148 1 148 13 778 14 522 15 307

Vote 6 - Political Office 1 065 1 065 1 065 1 065 1 065 1 065 1 065 1 065 1 065 1 065 1 065 1 065 12 775 13 465 14 192

Vote 7 - Techinical Services 16 083 16 083 16 083 16 083 16 083 16 083 16 083 16 083 16 083 16 083 16 083 16 083 192 991 203 290 214 139

Vote 8 - Community and Public Safety Services

2 831 2 830 2 830 2 830 2 830 2 830 2 830 2 830 2 830 2 830 2 830 2 830 33 963 35 797 37 730


sVote 15 - [NAME OF VOTE 15] – – – –

Total Expenditure by Vote 64 343 64 341 64 341 64 341 64 341 64 341 64 341 64 341 64 341 64 341 64 341 64 341 772 093 739 697 839 954

Surplus/(Deficit) before assoc. 6 145 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 73 764 85 016 98 119

Taxation – – – –

Attributable to minorities – – – –

Share of surplus/ (deficit) of associate – – – –

Surplus/(Deficit) 1 6 145 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 6 147 73 764 85 016 98 119

References 1. Surplus (Deficit) must reconcile with

Budgeted Financial Performance

check -368 496 344 -318 304 204 -396 784

017

15 | P a g e

Table 7: Capital Projects 2019/20

IDP No NATIONAL

KPA STRATEGIC OBJECTIVE

PROJECT DESCRIPTION

REGION SEGMENT

MUNICIPAL STANDARD

CLASIFFICATION

2019/2020 DRAFT BUDGET

FORECAST


FORECAST


FORECAST ITEM SEGMENT (REVENUE) ITEM SEGMENT (ASSETS)

2019/20_CALLM_TEC_0001_MIG BASIC SERVICE DELIVERY

Provide sustainable services infrastructure

Replacement of AC Pipelines on the Eerstehoek Water Scheme: Sabatha Section

10,13,14, 16,18,20,24 & 25

Technical Services

Default Default



Upgrading of Emanzana water scheme

17 & 23 Technical Services

Default Default



Upgrading of Empuluzi Water Scheme.

4,5,7,9 & 11

Technical Services

Default Default



Replacement of AC Pipes in Carolina

15, 21 & 22 Technical Services

Default Default



Replacement of AC Pipes at Ekulindeni Water Scheme

12 Technical Services

R 5 000 000

Default Default



Replacement of AC Pipes at Empuluzi Water Scheme

4,5,7,9 & 11

Technical Services

R 1 000 000

Default Default

2019/20_CALLM_TEC_0007_WSIG BASIC SERVICE DELIVERY


Refurbishment of Empuluzi Water Scheme

4,5,7,9 & 11

Technical Services

R 30 000 000

Default Default



Rehabilitation of Water Reticulation of Lusushwane Water Scheme


R 10 000 000

Default Default



Refurbishment of Methula Water Scheme

1,2&3 Technical Services

R 26 375 000

Default Default

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IDP No NATIONAL


PROJECT DESCRIPTION

REGION SEGMENT

MUNICIPAL STANDARD

CLASIFFICATION


FORECAST


FORECAST





Refurbishment of Eerstehoek Water Scheme.

10,13,14, 16,18,20,24 & 25

Technical Services

R 40 000 000

Default Default

2019/20_CALLM_TEC_0011_RBiG BASIC SERVICE DELIVERY


Refurbishment of Eerstehoek Water Scheme.

All Technical Services

R 187 000 000



Upgrading of Empuluzi Waste Water Treatment Works (WWTW)

4,5,7,9 & 11

Technical Services

R 10 000 000

Default Default



Upgrading of Carolina Waste Water Treatment Works (WWTW)

15, 21 & 22 Technical Services

Default Default



Upgrading of Ekulindeni Waste Water Treatment Works (WWTW)


Default Default



Upgrading of Elukwatini Waste Water Treatment Works (WWTW)

10,13,14, 16,18,20,24 & 25

Technical Services

R 11 718 400

R 10 000 000

R 10 000 000

Default Default



Installation of Smartsan or Environsan Toilets

2, 6, 7, 8, 13, 16, 19, 21 & 24

Technical Services

R 10 500 000

R 10 000 000

R 12 000 000

Default Default



Construction of Diepdale Ring Road


Default Default



Construction of Ekulindeni Ring Road


Default Default


Provide sustainable

Construction of Mayflower Ring Road


Default Default

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IDP No NATIONAL


PROJECT DESCRIPTION

REGION SEGMENT

MUNICIPAL STANDARD

CLASIFFICATION


FORECAST


FORECAST



services infrastructure



Construction of Glenmore Ring Road


R 4 250 000



Construction of Mahoxo Ring Road


R 5 000 000

R 5 694 400

Default Default



Construction of Fernie Ring Road


R 4 250 000



Construction of Mooiplaas Ring Road


Default Default



Construction of Paving Road - Tjakastad

13/18 Technical Services

Default Default



Construction of Paving Road in Carolina Town


R -

Default Default



Construction of Paving Road in Emanzana


R 10 000 000

R 5 000 000

R 5 000 000

Default Default



Construction of Paving Road in Nhlazatshe 2 & 4


R 10 500 000

R 7 423 750

R 7 500 000

Default Default



Construction of Paving Road in Nhlazatshe


R 1 000 000



Construction of Footbridges

03; 05; 07; 09; 12; 14; 16; 20; 22 & 25

Technical Services

Default Default



Construction of High mast lights

5, 10, 15, 22 & 24

Technical Services

R 2 500 000

R 10 000 000

R 10 000 000

Default Default

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IDP No NATIONAL


PROJECT DESCRIPTION

REGION SEGMENT

MUNICIPAL STANDARD

CLASIFFICATION


FORECAST


FORECAST



2019/20_CALLM_TEC_0031_INEP BASIC SERVICE DELIVERY


Upgrading of Silobela Substation

15,21&22 Technical Services

R 15 000 000

R 10 000 000

Default Default



Upgrading of Emanzana Substation

17&23 Technical Services

R 10 000 000

Default Default



Construction of Piet Debruin Park: Switching Station


Default Default



Construction of Silobela Sport Fields


R 2 000 000

Default Default



Construction of Elukwatini Fire Station & Elukwatini Management Centre

10,13,14, 16,18,20,24 & 25

Technical Services

R 10 000 000

Default Default



Construction of Dundonald Taxi rank

4,5,7,9 & 11

Technical Services

R 5 000 000

R 6 000 000

Default Default



Construction of Emanzana Transfer Station


R 5 000 000

R 5 000 000

Default Default



Construction of Ekulindeni Transfer Station


R 5 000 000

R 5 000 000

Default Default



Construction of Empuluzi Transfer Station

4,5,7,9 & 11

Technical Services

R 5 000 000

R 5 000 000

Default Default



Construction of Steynsdorp Community Hall


R 5 000 000

R 6 000 000

Default Default


Provide sustainable

Construction of Fernie

1,2 & 3 Technical Services

R 5 000 000

R 6 000 000

Default Default

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IDP No NATIONAL


PROJECT DESCRIPTION

REGION SEGMENT

MUNICIPAL STANDARD

CLASIFFICATION


FORECAST


FORECAST



services infrastructure

Community Hall



Construction of Tjakastad Community Hall


R 5 000 000

R 6 000 000

Default Default



Construction of Silobela Community Hall


R 5 000 000

R 5 000 000

Default Default



Construction of Carolina Taxi rank


Default Default

2019/20_CALLM_TEC_0045_OTHER BASIC SERVICE DELIVERY


Construction of Council Chamber


Default Default

Total Budget R 334 718 400 R 123 798 750 R 134 194 400

R 334 718 400,00 R 123 798 750,00 R 134 194 400,00

R - R - R -

20 | P a g e

ANNEXURE B

1. 1. DEPARTMENT CORPORATE SERVICES 1. KPA. GOOD GOVERNANCE AND PUBLIC PARTICIPATION Strategic Objective 1: To ensure good leadership and governance Council and Executive

No Key Performance Indicator Department Vote

Number Budget Baseline

Quarterly Targets 2019/20

Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual Target

Key Performance Area (KPA): Policies and Procedures

1 1 Number of correspondences recorded 3 3 3 3 12

2 2 Number of documents filled Operational 3 3 3 3 12

3 3 % of Service Level Agreements (SLAs) finalised within 30 days of awarding the

contract

Supply Chain & Legal Department

Operational new 100% 100% 100% 100% 100%

4 5 Number of Batho Pele forum

coordinated Corporate services Operational Operational New 1 1 1 1 4

5 6 Number of departmental of service

charters developed Corporate services Operational Operational Ne 2 1 1 1 5

6 7 Number of display of national

symbols in all building. Corporate services Operational Operational New

1

1

1

1 4

7 8 Number of satisfaction surveys is being

done. Corporate services Operational Operational New 1 1 1 1 4

8 9 Number of awareness programmes

implemented municipal services (

open day) Corporate services Operational Operational

New 1 1 1 1

4

Policies and Procedures

9 10 Number of management reports submitted to relevant governance structures

All Departments/ Council and Executive

(0101) Operational

New 15 15 15 15 60

10 11 Number of meetings attended All Departments/ Council and Executive

(0101) Operational

New 97 97 97 98 389

11 12 % of forum meetings attended as per invitation

All Departments Operational Operational

New 100% 100% 100% 100% 100%

12 13 Number of procedures approved All Departments Operational Operational

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13 14 Number of departmental strategies and department plans approved

All Departments 0301/4459 Operational

. N/A N/A N/A N/A .

KPA: Governance Structures

14 15 Number of meetings held with Portfolio All Departments/ Council and Executive

(0101) Operational

Draft policies 3 3 3 3 12

15 17 Number of meetings held with mayoral Corporate services Operational Operational 3 3 3 3

12

16 18 Number of council meeting held Corporate services Operational Operational

1 1 1 1 4

17 19 Number of meetings held with oversight section 79 Corporate services Operational Operational 1 2 1 1

5 Section 79 Oversight

Committee

18 20 Number of ward Committee meetings held and assistance given

Corporate services Operational Operational 75 75 75 75 300

19 21 Number of LLFs meeting held Corporate services Operational Operational 3 3 3 2 11

20 22 Number of health and safety inspections

and awareness's conducted Corporate services Operational Operational

8

8 8 7 31

Good governance

21 23 Number of PSC formed PMU 4 4 4 3 15

22 24 Nr. of Site Technical meeting to be held PMU 8 8 8 6 30

23 25 Nr. Of meetings to be held PMU 3 3 3 3 12

24 26 Quarterly progress report to be submitted to Council

PMU 1 1 1 1

4

25 27 Monthly Progress Reports to be submitted to relevant stakeholders

PMU 3 3 3 3

12

26 28 Number of awareness conducted on library

CMS 8 8 8 7 30

27 29 Number of Community Safety Forum coordinated

Community and Safety Services

1 1 1 1 4

28 30 Number of reviews of the organisational structure conducted

Human Resource Management

Operational

Approved structure

N/A N/A N/A 1 1

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1. KPA. GOOD GOVERNANCE AND PUBLIC PARTICIPATION KPA: Legal and Compliance

No Key Performance Indicator Department

Vote Number

Budget Baseline Quarterly Targets 2019/20


29 30 KPA: Legal and Compliance

30 31 Number of agreements and contracts drafted and signed

Corporate Services

Operational Operational 10 2 1 1 1 5

31 32 Number of by-laws reviewed and drafted

Corporate Services


32 33 Reduced number of litigations

Corporate Services

0301/4215 Operational 14 1 1 1 1 4

33 34 Number of ICT related devises maintained and secured

Corporate Services

Operational Operational 5 100% 100% 100% 100% 100%

34 35 Number of ICT Steering Committee held

Corporate Services

Operational Operational 4 1 1 1 1 4 ?

35 36 Number of ICT Governance Committee meetings held

Corporate Services


1. KPA. GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Strategic Objective 2: To ensure efficient and effective Information Communication Technology (ICT)





KPA: Data Integrity and Security

36 37 Number of Firewall and anti-virus installations completed

Corporate Services

0305/4463 852 930 3 0 0 0 1 1

37 38 Number of monthly offsite backup storage conducted

Corporate Services

Operational 12 3 3 3 3 12

38 39 Number of compliance to Section 75 (MFMA) requirements in terms of the Website updating monthly

Corporate Services


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2. 2. OFFICE OF THE MUNICIPAL MANAGER 1. KPA. GOOD GOVERNANCE AND PUBLIC PARTICIPATION Strategic Objective 1: To ensure good leadership and governance


Number Budget Baseline Quarterly Targets 2019/20

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Annual Target

39 1 % of internal audit findings resolved within 90 days after internal audit report has been issued

Office of the Municipal Manager

Operational Operational 40% 100% 100% 100% 100% 100%

40 2 % of external audit findings resolved within legislated 60 days (31 January)



41 3 Approval of annual report within legislated timeframe


Operational Operational 31 January N/A N/A 31 January N/A 31 January 2019

42 4 Improved audit opinion Office of the Municipal Manager

Operational Operational Unqualified audit opinion

N/A N/A N/A N/A Unqualified audit opinion

KPA: Performance Reporting

43 5. Approval of the next year’s SDBIP Performance Management

Operational Operational Approved SDBIP

N/A N/A N/A Approved SDBIP

Approved SDBIP

44 6. Date of approval of PMS Framework Performance Management

Operational Operational 30 September N/A 30 September N/A N/A 30 September

45 7. % of senior management performance agreements approved by 31 July

Performance Management


46 8. % of senior management performance agreements submitted to relevant stakeholders by 14 July



47 9. % of annual performance assessment of senior management by 30 July



48 10. Evaluation of mid-year institutional performance

Operational Operational N/A 25 January N/A N/A 25 January

49 11. % of middle management employees with signed performance plans



KPA: Internal Audit

50 13 IA plan approved before reporting period Internal Audit Operational Operational 30 June N/A N/A N/A 30 June 2018 30 June 2018

51 14 % of implemented IA plan Internal Audit Operational Operational 20% 40% 60% 80% 80%

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Number Budget Baseline Quarterly Targets 2019/20

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Annual Target

52 Number of quarterly audit committee meetings held

Internal Audit 0005/4203/000

150 000 3 1 1 1 1 4

KPA: Risk Management

53 15 Number of risk assessment workshops conducted

Risk Management


54 16. Number of quarterly risk registers approved Risk Management


55 17 Number of Risks identified and mitigating strategies developed

PMU

Operational 1 1

2

1. KPA. GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Strategic Objective 3: To ensure transformed institution with competent and capable human capital





56 KPA: Management of vacancies

KPA: Leave Management

57 2. Number of monthly leave registers approved All Departments


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3. 3. DEPARTMENT: PLANNING AND ECONOMIC DEVELOPMENT 1. KPA. GOOD GOVERNANCE AND PUBLIC PARTICIPATION Strategic Objective 1: To ensure good leadership and governance





KPA: Marketing and Communication

58 1. Number of internal monthly newsletters produced

Executive Mayor office


59 2. Number of external quarterly newsletters produced

Executive Mayor office


60 3 IDP, Budget, process plan and framework plan approved on 31 August 2019

Planning and Economic

Development

100000 IDP process plan 2018

1 n/a n/a n/a 1

61 4 Number of IDP process plan and consultations conducted

Planning and Economic

Development

0701/4453 Operational

25 wards 25 n/a n/a n/a 25

62 5 Date of approval of next year’s IDP first draft Planning and Economic

Development

Operational Operational

31 March 2019

N/A N/A 31 March 2019

N/A 31 March 2019

63 6 Draft IDP consultations conducted Planning and Economic

Development


Draft IDP 2019

N/A N/A N/A N/A 30 April 2019

64 7 Date of approval of next year’s IDP final Planning and Economic

Development


31 May 2019/2020

N/A N/A N/A 31 May 2019/2020

31 May 2019/2020

65 8 Final IDP consultations conducted Planning and Economic

Development

Operational 30 June 2020 N/A N/A N/A N/A 30 June 2020

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DEPARTMENT: CORPORATE SERVICES\ 4. 2.. KPA : MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT Strategic Objective 3: To ensure transformed institution with competent and capable human capital





KPA: Learning and Development

66 1. Submission of Annual Training Plan (ATP) and Workplace Skills Plan (WSP) to LG SETA before set date

Corporate Services

Operational operational 1 0 0 30/01/2019 1 30/01/2020

67 2. Number of employees trained as per the WSP

Corporate Services

0301/4523 352 755 20 5 5 5 5 20

68 3. Number of councillors trained as per the WSP

Corporate Services


10 2 2 2 4 10

69 4. % of Budget spent on training Corporate Services


70 5 Number of sports and cultural events organised for the community


Operational

1 1 1 1

4

71 6 Number of Moral Regeneration Movement structures supported


Operational 2 2 2 2

8

KPA: Management of vacancies

72 7 Number of training interventions provided.

Corporate Services

Operational Operational 1 1

73 8 Number of critical, vacant and funded positions filled

Corporate Services


74 9 Number of developed and reviewed policies

Corporate Services


75 10 Number of women, youth, racial groups and people with disability appointed

Corporate Services

Operational Operational 1 1

76 11 Number of times in which the organisational structure was reviewed

Corporate Services

Operational Operational 1 1 1

77 12 Staff turnover rate Corporate

Services Operational

Operational 5%

78 .13 Number of positions filled with persons with physical disabilities

Corporate Services


1 0 0 0 1 1

79 14 Number of intern positions filled All

Departments Operational Operational 5 1 1 1 2 5

KPA4: Leave Management

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Quarterly Targets 2019/-2020


KPA: Affirmative Action

80 16. Number of female appointments in Senior Management positions (To be in line with Employment Equity Plan)

Corporate Services


1 0 0 0 1 1

81 17. Number of female appointments in Middle Management positions (To be in line with Employment Equity Plan)

Corporate Services


1 0 0 0 1 1

82 18. Number of vacant positions filled Corporate Services


37 37

DEPARTMENT: CORPORATE SERVICES 2. KPA : MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT






KPA: Social Development

83 19 Number of employee wellness programmes conducted

Corporate Services


84 Number of personnel/ Skills development Pmu Operational n/a 3 3 3 9

KPA: Employment Equity

85 20 Employment Equity Report (EER) before set timeframe

Corporate Services


KPA: Healthy and Safer Environment

86 21 Number of monthly Occupational Health and Safety (OHS) reports submitted to the Office of the Municipal Manager

Corporate Services


87 22. Number of HIV and AIDS campaigns conducted

Corporate Services

0103/4503 53 942 4 3 3 3 3 12

88 23. % findings as per the directives responded to Corporate Services

Operational 50% 50% 100%

Healthy and Safer Environment

89 24 Number of sports and cultural events organised

Community And Safety

Operational 2 1 1 1 1

4

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90 25 Number of Moral Regeneration Movement programmes implemented

Community And Safety

Operational 6 1 4 1 1

6

91 26 Number of library awareness programme

implemented Community And Safety





Quarterly Targets 2019-2020


KPA: Management of vacancies

92 1.. Number of finance intern positions filled. Finance Operational 5 1 1 1 2 5

4. DEPARTMENT TECHNICAL SERVICES 3. KPA : BASIC SERVICE DELIVERY Strategic Objective 5: To ensure provision of basic services (Electricity





KPA: Access to Electricity

93 1 Number of transformers DEPARTMENT TECHNICAL

SERVICES Operational Operational 15 20 20 33 33 106

94 2 Number of streets lights DEPARTMENT TECHNICAL


95 3 Number of high mass lights DEPARTMENT TECHNICAL


96 4 Km of network maintained DEPARTMENT TECHNICAL

SERVICES Operational Operational 3.5 5km 7.5km 7.5km 10km 30km

97 5 Number of panels and substations DEPARTMENT TECHNICAL


98 6 Number of Ring Main Units (RMU DEPARTMENT TECHNICAL


99 7 Number of smart meters DEPARTMENT TECHNICAL


100 8 Number of poles and ground kiosk DEPARTMENT TECHNICAL


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5. 4. DEPARTMENT TECHNICAL SERVICES AND PROJECT MANAGEMENT (PMU) 6. KPA : BASIC SERVICE DELIVERY Strategic Objective 5: To ensure provision of basic services (Electricity)





electro mechanic maintained

101 11 Number of boreholes repaired Technical Services Operational Operational 10 10 14 10 08 42

102 12 Number of pumps & Motors Technical Services Operational Operational new 20 27 20 20 87

103 13 Number of yellow fleet Technical Services Operational Operational new 3 2 2 1 08

103 14 Number of panels Technical Services Operational Operational new 3 3 2 2 10

104 15 Number of vehicles Technical Services Operational Operational new 8 8 4 4 24

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4. DEPARTMENT TECHNICAL SERVICES KPA : BASIC SERVICE DELIVERY Access to Water and Sanitation


Number Budget Baseline Quarterly Targets 2019-2020


KPA: Access to Water and Sanitation

105 16 Number of mega litres Technical Services Operational Operational new 3000ml 3000ml 3000ml 3000ml 12 000ml

106 17 Number of mega litres Technical Services Operational Operational new 25ml 24ml 25ml 25ml 100ml

107 18 Meters of network Technical Services Operational Operational new 3000m 3000m 3000m 3000m 12000m

108 19 Meters of network Technical Services Operational Operational new 1000m 1000m 1000m 1000m 4000m

109 20 Number of households Technical Services Operational Operational new 5 8 6 6 25 households

110 21 Number of samples Technical Services Operational Operational new 140 140 140 140 560

new

DEPARTMENT: TECHNICAL SERVICES 3. KPA : BASIC SERVICE DELIVERY Access to Roads and Transportation System


Number Budget Baseline Quarterly Targets 2019-2020


To maintain all gravel roads and bridges

111 22 Number of km of roads Technical Services n/a 400 100KM 100KM 100KM 100KM 400Km

112 23 Number of square meters Technical Services 0620 1 605 116

200m2 125M 2 125M 2 125M 2 125M 2 500m²

113 24 Number of foot bridges Technical Services 0620 686 556 5 1 3 1 1 06

114 25 Number of vehicles bridges Technical Services n/a New Planning 1 1 0 02

115 26 Km of drainage Technical Services Operational New 0 2KM 2KM 1KM 5km

116 27 Number of speed humps Technical Services Operational 5 0 4 4 2 10

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Strategic Objective 5: To ensure provision of basic services (Electricity PROJECT MANAGEMENT (PMU)

117 1 Nr. Of Water Programme Monitored Project Management

9805 R 243m New 0 1 1 2 4

118 2 Nr. Of Sanitation Programme Monitored Project Management

9805 R32,2m New 0 1 1 1 3

119 3 Nr. Of Electrification Programme Monitored Project Management

9805 R 17,5m New 1 1 0 0 2

120 4 Nr. Of Roads Programme Monitored Project Management

9805 R30m New 0 1 1 2 4

121 5 Nr. Of Public facilities Project Management

9805 R 12m New 1 0 0 0 1

3. DEPATMENT: COMMUNITY AND SAFETY SERVICES 3. KPA : BASIC SERVICE DELIVERY Strategic Objective 5: To ensure provision of basic services (Refuse Removal)

No Key Performance Indicator Department Vote Number Budget Baseline Quarterly Targets 2019-2020


KPA: Waste Management

122 1. Number of areas receiving refuse removal services


Operational 5

5

5

5

5 5 unit areas

123 2. Number of refuse bins supplied to billable households.


0450/6009 526 500

500

100

150

150

100 500 HH bins

124 3. Number of disposal sites maintained Community and Safety Services

0450/4229 1 488 806 5

1 1 1 2 5

125 4 Number of cemeteries maintained Community and Safety Services

Operational 5 1 1 2 1 6 cemeteries

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KPA: BASIC SERVICE DELIVERY

1. Strategic Objective 6: To ensure sustainable local economic development





KPA: Traffic Management

126 5. % of disaster incidents of attended Community

and Safety Services


127 6 Number of disaster awareness programme conducted



KPA: Safer Roads

128 7. Number of traffic law enforcement programmes implemented



129 8. Revenue collected through issued traffic infringements summons


Operational Operational 50 000 12 500 12 500 12 500 12 500 51 000

130 9 Number of environmental campaigns conducted


Operational

Operational New 1 1 1 1

04

131 10 % increase in traffic fines issued Community

and Safety Services

Operational Operational 5%

5% 5% 5% 5% 20%

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7. 5. DEPARTMENT FINANCIAL SERVICES 8. KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT: FINANCE Strategic Objective 4: To ensure financial healthier and sustainable environment





KPA: Supply Chain Management (SCM)

132 1 Approved procurement plan by 30 May Finance Department

Operational

Operational

Approved procurement plan by 30

May

N/A N/A N/A Approved procurement plan by 30

May

Approved procurement plan by 30

May

133 2. Updated contract register on a quarterly basis to the MMs office

Finance Department


134 3. % of bids awarded within 90 days reported to council

Finance Department


80% 85% 85% 85% 85% 85%

KPA: Revenue Management

135 4. Number of additional grants sourced Finance Department

Operational Revenue Department

0 1 0 1 2

136 5. Approval of general valuation roll Finance Department

Operational Approved general

valuation roll

0 0 0 0 0

137 6. Supplementary valuation rolls approved Finance Department

0220/4235 706 101 Approved valuation roll

by council

Approved valuation roll

by council


by council


by council


by council


by council

138 7. Supplementary valuation roll implemented before the start of the financial period

Finance Department


30 June 2017 N/A N/A N/A 30 June 2018 30 June 2018

139 8. % reduction in billing accuracy complaints Finance Department


140 9. % of billing complaints resolved Finance Department


100% 100% 100% 100% 100% 100%

141 10. % own revenue collected Finance Department


KPA: Expenditure Management

142 11. % of operational expenditure spent Finance Department


80% 90% 90% 90% 90% 90%

143 12. % of capital expenditure spent Finance Department


KPA: Financial Management

144 13. Number of reconciliations prepared Finance Department

Operational 12 24 24 24 24 96

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145 14. Improved current ratio to be within accepted industry norm

Finance Department

Operational 0.8:1 1:1 1:1 1:1 1:1 1:1

KPA: Unauthorised, Irregular, Fruitless and Wasteful Expenditure (UIF)

146 15 Reduction of unauthorised expenditure Finance Department


R57 000 000 R12 500 000 R12 500 000 R12 500 000 R12 500 000 R50 000 000

147 16. Reduction of irregular expenditure incurred during the financial year

Finance Department

Operational Operational R92 000 000 R92 000 000 R89 000 000 R86 000 000 R80 000 000 R80 000 000

148 17. Reduction of fruitless and wasteful expenditure Finance Department


R16 000 000 R15 000 000 R14 000 000 R13 000 000 R12 500 000 R12 000 000

KPA: Asset Management

149 18. Quarterly physical asset verification conducted of movable assets

Finance Department


150 19. Re-assessment of useful lives, residual values and impairment test conducted

Finance Department

0201/4223 11 667 420 1 0 0 0 1 1

KPA: Debt Management

151 20. Reduction in average collection period Finance Department


1959 days 1 492 days 1 025 days 558 days 250 days 90 days

KPA: Creditors Management Operational

152 21. Reduction in average payment period Finance Department


462 days 354 days 246 days 138 days 60 days 30 days

l

KPA : MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT: FINANCE Strategic Objective 4: To ensure financial healthier and sustainable environment





KPA: Revenue Management

153 22. Revenue collected from investment properties Corporate Services

Operational 50 000 13 892 13 892 13 892 13 892 55 568

KPA: Expenditure Management

154 23. Maintenance % of employee costs over revenue

Corporate Services


KPA: Budget Management

155 24 Final operating & capital Budget approved before set timeframe

Finance Department


31 May N/A N/A N/A 31 May 2018 31 May 2018

155 1 100% expenditure on MIG Pmu Operational 25% 25% 25% 25% 100%

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9. Local economic development





KPA: Economic Development

156 1 Number off LED Strategy Projects

implemented

Planning and Economic Development

Operational Operational New n/a 1 1 n/a 2 project

implement

157 2 Develop a Growth development Plan

2019/2039



New n/a

n/a 1 n/a 1

158 3 Number of Co-ops offered support Planning and Economic Development

Operational Operational 5

6 6 6 6 24

159 4 Number of LED Forum meeting coordinated


Operational Operational 4

1 1 1 1 4

160 5 Number of tourism promotion Planning and Economic Development

Operational Operational NEW

3 3 3 3 12

KPA: Job Opportunities

161 6 Number of jobs opportunities created

through various programmes Planning and Economic

Development Operational New 1 1 1 1 4

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Final SDBIP 2019-2020 - albertluthuli.gov.za · of the Budget and table the same at a municipal...

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