integrated municipal support plan (imsp) chief albert ... · establish a response team to...

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


Resources and




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


Resources and




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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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


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


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


and Resources

Functional Oversight

Structures (s79

committees, audit

committees and IGR

Forums)

2


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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


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


Resources and




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


Resources and




Structures

3


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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


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


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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


Resources and




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


Resources and




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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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


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


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


and Resources

Reduced Non-

Revenue Water and

Water Losses within

Municipal Water

Supply Systems

(works)

6


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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



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



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



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



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


and Resources

7


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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



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



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


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


Support from all

sector departments

and institutions



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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


Support from all

sector departments

and institutions



(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


Support from all

sector departments

and institutions



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


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


Support from the


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


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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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.


Waste Management Policies

and Plans developed and

implemented

At an infant stage of

development

No of waste

management

programmes

implemented


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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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



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



Technical Expertise

Deployed in

Municipalities through

MISA



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



No of Programme

Management and Co-

ordinating Structures

for service delivery

participated in and

attendance



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



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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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.


number of LED forums and

committees established and

trained

Number of LED

Forums and

Committees

established and

actively participating

in LED initiatives



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).


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



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



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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


Support from the


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


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


Support from the


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



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



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



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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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



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



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



Council

Report on

effectiveness and

compliance of

wastewater treatment

plants reflected in the

green drop status

report

O&M Budget

14


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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



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



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.


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


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


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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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



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


Support from the


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


Support from the


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


Support from the


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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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


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


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


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



and Resources

17


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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



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



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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


Support from the


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.



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


Support from the


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.



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


Support from the


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


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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


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


Support from the


and Resources


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


Support from the


and Resources

Approved Staff

Establishment

(Organogram) of the

Municipality

20


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


Support from the


and Resources

Effective

Performance

Management System

established,

implemented and

monitored across

the municipal staff


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).


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


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.


development and

implementation of the


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


effectiveness and

implementation of the

PMS

Operational Budget

and Human

Resources

Support from the


and Resources

3. The Executive Mayor must

promote a culture of performance

management among the political

structures, political office bearers,

and councillors.


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


effectiveness and

performance

successes of

councillors, office

bearers and structures

Operational Budget

and Human

Resources

Support from the


and Resources

21


KEY

PERFOR

MANCE

AREA




INDICATOR

RESOURCE

REQUIREMENTS


ENABLING

CONDITIONS


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


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


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


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


Support from the


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


and Resources

22

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