ANNUAL REPORT 2017/18 - STLM Reports... · ANNUAL REPORT 2017/18 The number one African City in Service Delivery, Innovation and Good Governance

ANNUAL REPORT 2017/18

The number one African City in Service Delivery, Innovation and

Good Governance

ii

CONTENTS

CONTENTS ...................................................................................................................................................... ii

CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY ........................................................ 1

COMPONENT A: EXECUTIVE MAYOR’S FOREWORD .................................................................................................... 1

1.1. EXECUTIVE MAYOR’S FOREWORD ................................................................................................................... 1

COMPONENT B: EXECUTIVE SUMMARY ..................................................................................................................... 2

MUNICIPAL MANAGER’S FOREWORD ...................................................................................................................... 3

1.2. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW.................................................. 4

1.3. SERVICE DELIVERY OVERVIEW ......................................................................................................................... 9

1.4. FINANCIAL HEALTH OVERVIEW ..................................................................................................................... 11

1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW ............................................................................................. 13

1.6. AUDITOR-GENERAL’S REPORT ....................................................................................................................... 13

1.7. STATUTORY ANNUAL REPORT PROCESS ...................................................................................................... 133

CHAPTER 2 – GOVERNANCE ..................................................................................................................... 16

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ........................................................................... 16

2.1. POLITICAL GOVERNANCE ............................................................................................................................... 17

2.2. ADMINISTRATIVE GOVERNANCE ................................................................................................................... 20

COMPONENT B: INTERGOVERNMENTAL RELATIONS ................................................................................................ 22

2.3. INTERGOVERNMENTAL RELATIONS ............................................................................................................... 22

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ............................................................................. 24

2.4. PUBLIC MEETINGS ......................................................................................................................................... 24

2.5. IDP PARTICIPATION AND ALIGNMENT........................................................................................................... 26

COMPONENT D: CORPORATE GOVERNANCE ............................................................................................................ 27

2.6. RISK MANAGEMENT ...................................................................................................................................... 27

2.8. SUPPLY CHAIN MANAGEMENT ...................................................................................................................... 29

2.9. BY-LAWS ........................................................................................................................................................ 30

2.10. WEBSITES ....................................................................................................................................................... 31

2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES .......................................................................................... 32

iii

CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) .................. 34

COMPONENT A: BASIC SERVICES .............................................................................................................................. 34

3.1. WATER PROVISION ........................................................................................................................................ 36

3.2. WASTE WATER (SANITATION) PROVISION .................................................................................................... 42

3.3. ELECTRICITY ................................................................................................................................................... 48

3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE COLLECTIONS, WASTE DISPOSAL, STREET

CLEANING, AND RECYCLING) ......................................................................................................................... 53

3.5. HOUSING ....................................................................................................................................................... 62

3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT ............................................................................................ 66

COMPONENT B: ROAD TRANSPORT AND Storm water drainage .............................................................................. 69

3.7. ROADS............................................................................................................................................................ 69

3.8. WASTE WATER (STORM WATER DRAINAGE)................................................................................................. 77

3.9. TRANSPORT (LICENSING) SERVICES ............................................................................................................... 79

3.10. COMPONENT C: PLANNING AND DEVELOPMENT ............................................................................................ 82

3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING ................................................................................... 83

3.11. LOCAL ECONOMIC DEVELOPMENT ................................................................................................................ 89

COMPONENT D: COMMUNITY AND SOCIAL SERVICES .............................................................................................. 93

3.12(A). LIBRARIES .................................................................................................................................................. 94

3.12(B).MUNICIPAL BUILDINGS .............................................................................................................................. 99

3.13. CEMETERIES AND CREMATORIUMS ............................................................................................................ 104

3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES .................................................................. 108

3.15. YOUTH DEVELOPMENT ................................................................................................................................ 112

COMPONENT E: ENVIRONMENTAL PROTECTION ................................................................................................... 115

3.16. POLLUTION CONTROL .................................................................................................................................. 116

3.17. SERVICE STATISTICS FOR ENVIRONMENTAL PROTECTION ......................................................................... 116

COMPONENT F: TRAFFIC, SECURITY, AND SAFETY ........................................................................................... 119

3.18. TRAFFIC AND SECURITY ............................................................................................................................... 119

3.19. FIRE SERVICES AND DISASTER MANAGEMENT ............................................................................................ 123

COMPONENT G: SPORT AND RECREATION ............................................................................................................. 127

3.20. PARKS, SPORT, AND RECREATION ............................................................................................................... 127

iv

COMPONENT H: CORPORATE POLICY OFFICES AND OTHER SERVICES .................................................................... 134

3.21. EXECUTIVE AND COUNCIL ........................................................................................................................... 135

3.22. FINANCIAL SERVICES .................................................................................................................................... 138

3.23. HUMAN RESOURCE SERVICES ..................................................................................................................... 141

3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES .............................................................. 145

3.25. INTEGRATED DEVELOPMENT PLAN SERVICES ............................................................................................. 152

3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES .................................................. 155

COMPONENT I: ORGANISATIONAL PERFORMANCE SCORECARD............................................................................ 160

CHAPTER 4

ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II) ............ 161

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL ........................................................................ 162

4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES ...................................................................................... 160

COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE .................................................................................. 167

4.2. POLICIES ....................................................................................................................................................... 168

4.3. INJURIES, SICKNESS, AND SUSPENSIONS ..................................................................................................... 170

4.4. PERFORMANCE REWARDS ........................................................................................................................... 172

COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE .............................................................................. 172

4.5. SKILLS DEVELOPMENT AND TRAINING .......................................................................................................... 173

COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE .............................................................................. 177

4.6. EMPLOYEE EXPENDITURE ............................................................................................................................ 177

CHAPTER 5 – FINANCIAL PERFORMANCE ............................................................................................ 180

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ............................................................................... 180

5.1. STATEMENTS OF FINANCIAL PERFORMANCE .............................................................................................. 182

5.2. GRANTS ........................................................................................................................................................ 186

5.3. ASSET MANAGEMENT ................................................................................................................................. 188

5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS ............................................................... 191

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET ......................................................................................... 192

5.5. CAPITAL EXPENDITURE ................................................................................................................................ 193

5.6. SOURCES OF FINANCE ................................................................................................................................. 197

5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS ........................................................................................ 198

v

5.8. BASIC SERVICE AND BACKLOGS – OVERVIEW ...................................................................................................... 202

COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS ......................................................................... 204

5.9. CASH FLOW .................................................................................................................................................. 205

5.10. BORROWING AND INVESTMENTS ............................................................................................................... 207

COMPONENT D: OTHER FINANCIAL MATTERS ........................................................................................................ 209

5.11. SUPPLY CHAIN MANAGEMENT .................................................................................................................... 209

5.12. GRAP COMPLIANCE ..................................................................................................................................... 209

CHAPTER 6 – AUDITOR-GENERAL AUDIT FINDINGS ................................................................................................ 210

COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS .......................................................... 211

6.1. AUDITOR-GENERAL REPORTS PREVIOUS YEAR ........................................................................................... 211

COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR .............................................................................. 212

6.2. AUDITOR-GENERAL REPORT – CURRENT YEAR ........................................................................................... 212

GLOSSARY ................................................................................................................................................. 214

APPENDICES 216

APPENDIX A - COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE .......................................... 216

APPENDIX B - COMMITTEES AND COMMITTEE PURPOSES ..................................................................................... 219

APPENDIX C - THIRD TIER ADMINISTRATIVE STRUCTURE ....................................................................................... 221

APPENDIX D - FUNCTIONS OF MUNICIPALIty.......................................................................................................... 223

APPENDIX E - WARD REPORTING ........................................................................................................................... 224

APPENDIX F - WARD INFORMATION ...................................................................................................................... 227

APPENDIX G - seven largest capital projects.................................................................................................. 232

APPENDIX H - RECOMMENDATIONS OF THE AUDIT COMMITTEE ........................................................................... 232

APPENDIX I - LONG-TERM CONTRACTS AND PUBLIC-PRIVATE PARTNERSHIP ........................................................ 236

APPENDIX J - MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE ................................................ 236

APPENDIX K - DISCLOSURE OF FINANCIAL INTEREST .............................................................................................. 239

APPENDIX L(I) - REVENUE COLLECTION PERFORMANCE BY VOTE ........................................................................... 242

APPENDIX LII) - REVENUE COLLECTION PERFORMANCE BY SOURCE ....................................................................... 244

vi

APPENDIX M - CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG) ...................................................................... 245

APPENDIX N (i, II) - CAPITAL EXPENDITURE -New assets programme and upgrade/Renewal Programme .... 247

APPENDIX O- CAPITAL PROGRAMME BY PROJECT YEAR 2018 ................................................................................ 251

APPENDIX P- CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR ........................................................... 277

APPENDIX Q - SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS ............................................................ 285

APPENDIX R - SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT

IS RESPONSIBLE FOR SERVICE PROVISION....................................................................................... 286

APPENDIX S - DECLARATION OF GRANTS MADE BY THE MUNICIPALITY ................................................................. 287

APPENDIX T- DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71 ......................................... 293

APPENDIXU - NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT ................................................ 297

vii

ABBREVIATIONS AND ACRONYMS ABET Adult Basic Education and Training B-BBEE Broad-Based Black Economic Empowerment CBD Central Business District CBO Community-Based Organisation CCIFSA Creative Culture Industries Federation of South Africa CDW Community Development Worker CETA Construction Education and Training Agency CFO Chief Financial Officer CHBC Community Home-Based Care COGTA Department of Cooperative Governance and Traditional Affairs COP 17 17th Conferences of the Parties CRR Capital Replacement Reserve CWP Community Works Programmed DoRA Division of Revenue Act EEA Employment Equity Act EPWP Expanded Public Works Programme ESKOM Electricity Supply Commission FBS Free Basic Services FMG Financial Management Grant GAMAP Generally Accepted Municipal Accounting Practice GDP Gross Domestic Product GIS Geographic Information System GRAP Generally Recognised Accounting Practice HH Household HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome HOD Head of Department HR Human Resource HRD Human Resource Development ICT Information and Communication Technology IDP Integrated Development Plan IEM Integrated Environmental Management IGR Intergovernmental Relations INEP Integrated National Electrification Programme ISDF Integrated Spatial Development Framework ISRDP Integrated Sustainable Rural Development Programme ITP Integrated Transport Plan IWMP Integrated Waste Management Plan KPA Key Performance Area KPI Key Performance Indicator KPR Key Performance Results LED Local Economic Development LGDS Local Government Development Services LGSETA Local Government Sector Education Training Authority LM Local Municipality LRAD Land Reform for Agricultural Development LRC Local Reference Committee M&E Monitoring and Evaluation MDG Millennium Development Goals MEC Member of Executive Council MFMA Municipal Finance Management Act MIG Municipal Grant

viii

MM Municipal Manager MMC Member of the Mayoral Committee MP313 Steve Tshwete Municipality (Middelburg Municipality 313) MPAC Municipal Public Accounts Committee MPCC Multi-Purpose Community Centre MSA Local Government Municipal Systems Act MSA Local Government Structures Act MSIG Municipal Systems & Implementation Grant MSP Master System Plan MVA Mega Volt Amp NAFCOC National African Federated Chamber of Commerce and Industry NDM Nkangala District Municipality NDOT National Department of Transport NDP National Development Plan NEMA National Environmental Management Act NEPAD New Partnership for Africa’s Development NER National Electricity Regulator NGO Non-Governmental Organisation NSDP National Spatial Development Perspective NWMS National Waste Management Strategy OB Operational Budget OHS Occupational Health and Safety ORHVS Operating Regulations for High Voltage Systems OVS Operation Vuka Sisebente PGDS Provincial Growth and Development Strategy PHC1 Primary Health Care PHD2 Provincial Health Department PMS Performance Management System PPP Public-Private Partnership RDP Reconstruction Development Programme REDS Regional Electricity Distribution System ROD Record of Decision RSC Regional Service Council SABS South African Bureau of Standards SACOB South African Chamber of Business SALGA South African Local Government Association SANAC South African National AIDS Council SANS South African National Standards SAPS South African Police Service SCADA Supervisory Control and Data Acquisition SCM Supply Chain Management SDBIP Service Delivery Budget Implementation Plan SDF Spatial Development Framework SDP Skills Development Plan SETA Sector Education Training Authority SG Surveyor-General SLA Service Level Agreement SMME Small, Medium and Micro Enterprises STLM Steve Tshwete Local Municipality VAT Value-Added Tax WPSP White Paper on Strategic Planning

WSA Water Services Authority WWTW Waste Water Treatment Works FTE Full Time Equivalent

Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18

1

CHAPTER1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY

COMPONENT A: EXECUTIVE MAYOR’S FOREWORD

1.1. EXECUTIVE MAYOR’S FOREWORD

2017/2018 marks the second term of our Municipality after the 2016 Local Government election

which was a huge success. During this year under review, the Municipality had moved just a step

towards attaining our vision, which is:

“The number one African city in service delivery, innovation and good governance”

The Municipality has been religiously adopting its reviewed IDP and Budget within the specified

timeframe which allowed for proper monitoring of all priorities as outlined in the IDP. Section 79

which is the political monitoring committee as well as Section 80 comprises of the Portfolio

Committees are tasked with the responsibility to oversee the oversight outcome reports based on

the Municpal perfomance reporting system. This process allowed all committees of council to be

abreast with all challenges and projects implement within the year under review hence overall

perfomance on capital expenditure is sitting at above 92% and 100 % on MIG spending.

Although the Municipality is still faced with an economic downfall as the whole country is affected

by such, greater strides had been made to reachout to all our rural and farming communities with

regards to services delivery. Major challenges which occurred around water provision in Hendrina

and surrounding areas were resolved within a short space of time to allow continuous service

delivery. The Municipality managed to handover 250 title deeds to our previously disadvantaged

communities, this action ensured that the Municipality brought dignity to its continuency.

This is achieved through observing good inter-governmental relations with other spheres of

government. The Municipality participated actively in the Premiers Coordinating Forum, Munmec’s,

the Chief Financial Officers Forum, SALGA, Local Government Communicators Forum and the

District Mayor’s Forum.

Quarterly meetings were contineously held as resolved by council that all ward councillors should

convene community meetings two weeks after each ordinary council sitting and outreach meetings.

Issues raised by ward committees were reported to all the portfolio committees of council on a

quarterly basis. The enlarged benefit of having implemented the Operation Vuka Sisebente (OVS)

programme is significally showing positive results, all stakeholders from national and private

sectors are now closer to our communities, where they are need the most.

This financial year under review, the Municipality had implemented the Mscoa for the first time,

although that process had teething problems; with the capable and dedicated staff compliment that

they have shown high levels of commitment throughout the years. On the same breath gratitude

must be extended to all municipal employees for their service excellence. According to the


2

community satisfaction survey conducted for the 2017/18 financial year, over 76% indicated that

their happy with the general service delivery at the Municipality.

As part of the future action of the office of the Executive Mayor, an executive decision has been

taken that this office will be extended to Kwazamokuhle and Hendrina through frequent visitation

by the office. This process will enable the office to reachout to this contituency as often as possible.

In conclusion, my office would like to acknowledge the loss of dedicated men and women in the

Municipality whom we lost to death. We wish to extend the message of condolences to their families

and may their souls rest in eternal peace. To those employees who have retired, we wish them an

undisturbed retirement. We would like them to enjoy their resting period after serving this

Municipality with distinction.

____________________ Cllr BJ Tolo Executive Mayor

COMPONENT B: EXECUTIVE SUMMARY

MUNICIPAL MANAGER’S FOREWORD

MUNICIPAL MANAGER’S OVERVIEW

The 2017/18 Annual Report reflects the tremendous achievements and priorities which are aligned

to the Back to Basics principles.

During the year under review, our budget expectations were not fully realized. We budgeted for

income amounting to R 1 461 661 776 and expenditure of R 1 442 559 808. By the close of our

books at the end of the year, we had obtained an income of R1 258 575 734 (excluding capital

grants received and public contributions), and we spent R 1 347 727 101, resulting in a surplus of

R 178 125 558. Capital grants & public contributions was R 267 276 926.

The Municipality received an unqualified audit opinion with matters on procurement and contract

management for the year ending 30 June 2017. Based on the Auditor General opinion a detailed

audit action plan developed and monitored on a monthly basis to track compliance and resolving

all outstanding issues. This has since made it possible for the municipality to be at above 80% in

resolving all the matters raised by AG.

During the 2017/2018 financial year, the Municipality continued to comply with the King IV

principles. Wherein, Council committees were established with proper terms of reference

instituted, annual schedule of meetings and activities officiated, and separation of powers made

clear. These committees were established to frequently monitor the implementation of Council

resolutions and activities. The Municipality has also identified strategic risks which it continues to


3

monitor on quarterly basis. These risks include amongst others, fraud and corruption, labour

unrest and environmental pollution. We have put in place control measure to mitigate these

identified risks

In addition, council continue to encourage and empower communities and stakeholders with

regard to decision-making, implementation, and monitoring. This is done through ward

participatory systems such as community consultation meeting and council events e.g. Izimbizo,

Budget indaba, Mayoral outreaches, various stakeholders’ forums, and the introduction of

Operation Vuka Sisebente projects (OVS). We will continue to deepen our relationships with our

key stakeholders. More importantly, public participation remains a critical pillar to our governance.

The Municipality continues to face challenges in certain areas. This includes ageing water systems

and use of asbestos-cement pipes. The municipality is addressing these challenges. These

challenges are being addressed in order to minimise water distribution challenges and disruption

of services however, the complete eradication of old is hampered by dwindling resources. During

the period under review the Municipality had to function without key executive officials namely the

Municipal Manager, Executive Directors for both Corporate and Services (Section 56 Managers).

The Municipal Manager was seconded to stabilise the administrative leadership of the

municipality.

On behalf of the administration of Steve Tshwete Local Municipality, we wish to express our

profound gratitude to the political leadership provided by the Executive Mayor and his executive

council. Without their support, leadership and oversight very little would have been achieved under

the period in review. Our staffs continue to play an important role in ensuring that service delivery

is accelerated as our people demand that we expeditiously discharge our mandate. We shall

continue accelerating the delivery of services through service delivery innovations.

_______________________________________________

BM Khenisa

Municipal Manager


4

1.2. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW

Introduction

According to Statistic South Africa, in 2016 the Municipality had a population of 278 749 with a

4.4% annual population growth rate. The population for 2030 is estimated at more or less 410 000

people given the historic population growth per annum which will put pressure on the existing,

increased demand for basic service delivery and also sustainable job creation in the long run. The

unemployment rate of Steve Tshwete Local Municipality decreased slightly from 19.7% in 2011 to

17.3% in 2016.The Municipality has over 86000 formal households with access to basic Municipal

services. The main economic activities are Coal Mining, Manufacturing, Trade, Community

Services, and Agriculture, with an average of 1% economic growth.

This is Category B Municipality comprising of 58 elected councillors (29 ward representatives and 29 proportional representatives).

The political head of the Municipality is the Executive Mayor who is working alongside six (6)

Members of the Mayoral Committee (MMCs) elected in terms ofSection 60 of the Municipal

Systems Act. Council established the Section 80 committees comprising of six (6) councillors

tasked with the oversight role on behalf of the Executive Mayor. Furthermore, Council established

eight (8) Section 79 committees to play a political oversight role on the functions of Council.

Thesecommittees included the Municipal Public Accounts Committee (MPAC) and the Rules and

Ethics Committee.

The Speaker of the Council played a role of being the Chairperson of the Council and leading the

process of public participation in consultation with the Executive Mayor. The Council Whip assists

the Speaker with councillor’s affairs and ensuring that all pieces of legislation, policies, and

procedures are observed. Council further established other independent committees, namely, the

Audit Committee shared with Nkangala District Municipality (NDM) and the Risk Committee that

plays a more technical role in assisting Council in executing its functions.

The administration role of the Municipality is headed by the Acting Municipal Manager currently

acting as the Accounting Officer. He is assisted by four (4) executive directors (Section 56

employees) and a staff complement of over 1400 with proper organisational structure and job

descriptions. The delegation of authority document was approved by Council and is being

implemented.

The community is involved in the functions of the Council through established ward committees

chaired by ward councillors and administratively supported by Municipal officials and community

development workers (CDWs). There is a system developed for all items to and from ward

committees in order to find a structured way to Council.


5

INTRODUCTION TO BACKGROUND DATA

The Steve Tshwete Local Municipality is a Category B Municipality situated in the Nkangala District

of Mpumalanga Province. It is positioned some 150 km east of Pretoria on the way to Mbombela,

and it covers a geographic area of 3 997 km². The Municipality is well located, in that it is traversed

by the Maputo Development Corridor, the Middelburg/Steelpoort Mining resource link, as well as

the Middelburg/Bethal/Ermelo/Richards Bay Corridor. Furthermore, a number of national and

provincial roads also run through the area.

Steve Tshwete Local Municipality derives its mandate from Section 152 of the Constitution. It

provides most of the services as stated in the powers and functions of local Municipalities as stated

in the Constitution, schedule 4, part B (see Appendix D).

The Municipality is comprised of two primary nodal points. These are Middelburg/Mhluzi, which is

the main commercial and administrative centre, and the much smaller Hendrina/Kwazamokuhle

near the south/east boundary. Other than Middelburg and Hendrina, the remainder of the Municipal

area consists of three settlement categories described below for planning purposes.

The first category consists of small agricultural service villages, such as Somaphepha (Kwa-

Makalane), Sikhululiwe (Mafube), and Doornkop that provide a “corner shop” function to a small,

localised farming and rural community. Amenities are very limited and focus on only the most basic

business and social needs.

The second category of settlement includes the holiday towns of Presidentsrus and Kranspoort.

Development in these towns is strictly regulated to maintain a specific character.

The third category of settlement is the towns associated with the mines and power stations in the

Steve Tshwete area of jurisdiction. These towns have been developed by Eskom and include

Rietkuil, Pullenshope, and Komati. Mining villages, namely, Blinkpan/Koornfontein, Naledi, and

Lesedi were developed to accommodate mine employees. Kanhym, a farming company,

developed Thokoza and Eikeboom villages. Social services and amenities are usually better

developed in the abovementioned settlements.

In between the villages and settlements referred to above, the area consists of private agricultural

properties where mainly maize is cultivated.


6

Figure 1: Steve Tshwete Locality Map


7

Population Distribution by Age 2011 Census and 2016 Community Survey

Age 2001 2016

Male Female Total Male Female Total

Age: 0-4 11 127 11 117 22 245 12203 12468 24671

Age: 5-9 9 048 9 059 18 107 10871 11482 22353

Age: 10-19 18 147 17 979 36 127 23011 21201 44212

Age: 20-29 27 298 22 452 49 750 32901 28511 61411

Age: 30-39 20 730 17 388 38 118 28296 22062 50358

Age: 40-49 15 061 14 239 29 300 18248 16953 35201

Age: 50-59 10 785 9 610 20 395 13125 10215 23341

Age: 60-69 4 836 4 979 9 816 5219 5880 11099

Age: 70+ 2 377 3 597 5 974 1619 2802 4421

Total 119 411 110 421 229 831 146079 132671 278749

HOUSEHOLDS

The population size in terms of the 2016 Community survey was 278 749, and the number of households

was 86 713. This yields an average household size of 3.4 persons per household. The community survey

indicated that the Municipal population grows by 4.4% per annum.

Socio-economicStatus

Year Unemployment Rate Proportion of Households with No Income

HIV/AIDS Prevalence

2011 19.7% 13% 43%

2015 16.4% 52.3%

Overview of Neighborhoods within Steve Tshwete Local Municipality

Settlement Type Households Population

Towns.

Middelburg. 23563

Hendrina. 682

Subtotal. 24245 0

Townships.

Mhluzi. 22401

Kwazamokuhle. 5874

Subtotal. 28275 0

Rural settlements & Villages.

Piet Tlou. 1352/300


8

Overview of Neighborhoods within Steve Tshwete Local Municipality

Settlement Type Households Population

Rietkuil. 1107

Blinkpan. 445

Hope. 144

Pullenshope. 1120

Sizanane Former Mapimpane/Piet Tlou. 818

Komati. 642/300

Kranspoort. 197/326

Somaphepa. 325

Sikhululiwe. 415

Subtotal. 5681 0

Informal settlements.

Doornkop CPA. 4500/5 577

Newtown. 4000/8 364

Kwazamokuhle informal area. 850/778

Others Presidentsrus/Rural farms/Informal settlements. 4900/16 503

Subtotal. 14250 0

Total. 724511/73 670 0

T 1.2.6

Natural Resources

Major Natural Resource Relevance to Community

Coal. Power, Empowerment, Work Opportunities.

Water (Dams). Consumption, Industrial Use and Agriculture, Recreation.

Land. Human Settlement, Agriculture and Industries, Business.

USE OF NATURAL RESOURCES AND LOCAL ECONOMIC DEVELOPMENT

The Steve Tshwete Local Municipality’s economy is the second-most dominant in the Nkangala region.

Economic activities vary from Mining, Power Generation, Metallurgic Industries, dry land and

subsistence Agriculture to Eco-Tourism. The strong manufacturing industry is dependent on the

relatively cheap supply of coal. Coal Mining is mainly carried out by opencast techniques, high extraction

underground operations, conventional board and underground pillar operations. The coal mines also

provide essential fuel to the local power stations of Hendrina, Komati, and Arnot. Major industries in the

Middelburg area include Columbus Steel, Middelburg Ferrochrome, Kanhym Feedlot, and Twizza.

The agriculture, Mining, and Manufacturing sectors are the main contributors to economic

growth and employment creation in the Municipality. There is competition for land between

the Agricultural sector and the Mining sector.


9

Industrial investment within the Municipality is increasing at a high rate, which, with other

economic spin-offs contributes to the Municipal Local Economic Development.

COMMENT ON BACKGROUND DATA

The Municipality uses the 2016 census data as the basis for planning together with the STLM

administrative data.

T 1.2.8

1.3. SERVICE DELIVERY OVERVIEW

SERVICE DELIVERY INTRODUCTION

As a Water Services Authority (WSA), the Municipality’s mandated is to provide water and

sanitation services to all communities within its area of jurisdiction. The Municipality is both a

Water Services Authority and Water Service Provider. The Municipality did not perform Section

78 of the Municipal Systems Act.

Currently, the provision of water services in Middelburg Town and Mhluzi are achieved through

bulk water abstraction from Middelburg Dam, purification, storage, and distribution. Sanitation

services rendered include sewerage collection, treatment, and disposal. Hendrina Town and

Kwazamukuhle Township are served with portable water supplied by Optimum Coal Mine. In

rural areas where bulk water services are not available yet, water supplies are providedthrough

boreholes supplemented by water tankering, whereas basic sanitation services are in the form

of biological toilets.

The Municipality strives to achieve and sustain water services in the manner that satisfies the

Blue and Green Drop Certification Programme of the Department of Water and Sanitation.

Rapid developments and population increase in Middelburg and surroundings have

necessitated the expansion of the main water and wastewater treatment works, namely,

Vaalbank WTW and Boskrans Waste Water Treatment Works (WWTW). The upgrading at the

Vaalbank WTP include construction of two new rapid sand filters, a distribution box and related

pipe work which was handed to the Municipality in November 2016. As part of the multi-year

project, two contractors were appointed for construction of the new Inlet Works. The civil

contractor commenced from April 2016, whereas the mechanical & electrical contractor

commenced from January 2017, and the new Inlet Works are expected to be commissioned

by September 2017. A section of the maturation ponds was also refurbished as the Boskrans

WWTW. All upgrading and refurbishment work are aimed at improving the effluent quality as

well as the Green Drop Certification Programme score of the Municipality.

Furthermore, those who are indigent continue to benefit from the 10 kL free basic water and

basic sanitation services. To create an enabling environment for economic growth, the

Municipality continues to provide and maintain new municipal road networks. These include

streets in both urban and rural areas – surfaced and gravelled. Minor district roads that serve


10

small communities are also maintained due to irregular maintenance by the relevant

authorities. The majority of municipal roads are tarred and paved, with gravel roads comprising

only 16% of all municipal roads. The condition of most roads is fair to good.

As a NERSAlicence holder, the Municipality supplies, upgrades, and maintains electricity to all

formal townships in accordance with the license conditions. The total energy loss for the

2016/2017 financial year was 10.35%, which is in line, if not better than the national average.

The Municipality will ensure that all energy meters are regularly monitored to detect and correct

any losses. Monthly free basic energy (50 kWh) is provided to indigents. The local economy is

the second-most dominant in the Nkangala region. Mining, Manufacturing, and Agriculture are

the main contributors to our economic growth and job creation although the retail sector and

service industries are also starting to show considerable growth.

The opening of the Mhluzi Mall and the development of several service industries have

contributed largely to the continuous economic expansion. During the year under review, the

Municipality acquired the remaining +/-160 industrial stands in Middelburg Ext 33, which will

enable the Municipality to attract industrial investment through the provision of appropriate

incentives.

Proportion of Households with Minimum Level of Basic services

Municipality Services Total Number of HHs

Number of HHs with Access

% Number of HHs without Access

%

Steve Tshwete LM Water. 86713 83 468 96.25% 3245 3.75%

Steve Tshwete LM Sanitation. 86713 80 736 93% 5977 7%

Steve Tshwete LM Electricity. 86713 79638 91% 7075 9%

Steve Tshwete LM Refuse removal.

86713 73939 85.26% 12774 14.74%

Service Total Municipal km of roads

Km of roads constructed to date

% Total km of gravel roads

%

Steve Tshwete LM Roads and Storm water

823 696.74 81.3 153.77 18%


11

COMMENT ON ACCESS TO BASIC SERVICES

Although the above graph indicates that the provision of basic services is steadily increasing,

the number of informal households is simultaneously increasing at a substantial rate, especially

in areas such as Doornkop, Newtown, and Kwazamokuhle. This influx is steadily increasing

the pressure on Council’s resources for the provision of basic services.

T 1.3.3

1.4. FINANCIAL HEALTH OVERVIEW

The Municipality is one of the fastest-growing Municipalities in the country within the average

of 4.9% population growth; this is also placing additional pressure on our resources. During the

year under review, our budget expectations were not fully realized. We budgeted for income

amounting to R 1 461 661 776 and expenditure of R 1 442 559 808. By the close of our books

at the end of the year, we had obtained an income of R1 258 575 734 (excluding capital grants

received and public contributions), and we spent R 1 347 727 101, resulting in a surplus of R

178 125 558. Capital grants & public contributions was R 267 276 926.

For the 2016/2017 financial year, the Municipality received an unqualified audit opinion with

matters on procurement and contract management from the Auditor-General. It should be

mentioned that the Auditor-General this year not only concentrated on financial matters but

also focused on performance management, thereby ensuring that almost all service delivery

objectives are fully implemented. The Municipality’s capital expenditure increased to 83%

(2016: 79%) by the end of 2017. Serious attempts have to be made to ensure that the entire

capital budget is fully spent each year.

Financial Overview: 2017/2018

R' 000

Details Original budget Adjustment Budget Actual

Income:

Grants R 267,474,058 R 271,307,802

R 267,276,926

Taxes, Levies and tariffs

R1,067,236,337

R 1,077,884,253

R 1,071,785,498

Other R 267,474,058

R 163,131,770

R 186,790,236

Sub Total R 1,461,661,776

R 1,512,323,825

R 1,525,852,659

Less: Expenditure R 1,422,559,808

R 1,443,822,625

R 1,347,727,101

Net Total* R 39,101,968

R 68,501,200

R 178,125,558

* Note: surplus/(deficit) T 1.4.2


12

Operating Ratios

Detail %

Employee Cost. 35%

Repairs & Maintenance. 6%

Finance Charges & Impairment. 90%

T 1.4.3

COMMENT ON OPERATING RATIOS

Employee Costs constituted 35% of the total operating budget. Repairs and Maintenance

amounted to 6%, but the figure only includes materials. Overall, the municipal assets are in a

good state of health. Finance Charges and Redemption contributes 2% to total operating costs.

This low percentage enables the Municipality to take up additional external funding whenever

the need arises. The national norm in this regard is 10% of the operational budget.

T 1.4.3

Total Capital Expenditure: 2015/2016 to 2017/2018 2017/2018

Detail 2015/2016 2016/2017 2017/2018

Original Budget. R 217,042,522 R 236,368,760 R 282,174,766

Adjustment Budget. R 300,092,819 R 323,877,956 R 290,154,333

Actual. R 266,164,932 R 274,433,242 R 267,780,291

Capital Expenditure %. 88.69% 84.73% 92.29%

T 1.4.4

-

50 000 000

100 000 000

150 000 000

200 000 000

250 000 000

300 000 000

350 000 000

2015/2016 2016/2017 2017/2018

Total Capital Expenditure

Original Budget Adjustment Budget Actual


13

COMMENT ON CAPITAL EXPENDITURE

During the financial year under review, the original budget of R1 461 661 776 was adjusted to

R 1 512 323 825. This includes projects envisaged by the District Municipality to the amount of

R39 526 644. The table indicates that 93% of the capital budget was implemented. From the

325 projects, projects were completed, and projects to the value of R14.4 million were rolled

over to the 2018/2019 financial year. This means that 93% of projects planned were

successfully implemented.

T 1.4.5.1

1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW

ORGANISATIONAL DEVELOPMENT PERFORMANCE

The Municipal organisation structure provides for 1 529 permanent positions. By the financial

year end, 1 397 positions were filled, with a staff turnover of 2.7%. New appointments are made

taking into consideration the implementation of the Employment Equity Act 55, 1998. According

to the demographic profile of the municipality, black employees constitute 92.4%, coloured

2.4%, Asian 0.5 %, and white 4.7%. Male and female employees constitute 64.1% and 35.9%

respectively.

The Acting Municipal Manager is the head of Administration assisted by four (4) Executive

Directors, who are responsible for the departments under their directorates.

The Executive Mayor is the political head and is assisted by six Members of the Mayoral

Committee.

1.6. AUDITOR-GENERAL’S REPORT

AUDITOR-GENERAL’S REPORT: 30 JUNE 2018

T 1.6.1

1.7. STATUTORY ANNUAL REPORT PROCESS


14

No. Activity Timeframe

1

Consideration of the next financial year’s Budget and IDP process plan. Except for the legislative content, the process plan should confirm in-year reporting formats to ensure that reporting and monitoring feeds seamlessly into the Annual Report process at the end of the Budget/IDP implementation period. July

2 Implementation and monitoring of approved Budget and IDP commences (In-year financial reporting.)

3 Finalise the 4thQuarter Performance Report for the previous financial year.

4 Submit draft Annual Report including Annual Financial Statements and Performance Report to Auditor-General.

August

5 Annual Performance Report as submitted to Auditor-General to be provided as input to the IDP Analysis Phase.

6 Auditor-General audits Annual Report including Annual Financial Statements and Performance data.

September/ October

7 Municipalities receive and start to address the Auditor-General’s findings.

8 Commencement of draft Budget/IDP finalisation for next financial year. Annual Report and Oversight Reports to be used as input.

9 Receive management letter and provide final comments on findings. November

10 Auditor-General submits audit opinion.

11 Mayor tables Annual Report and audited Financial Statements to Council complete with the Auditor-General’s Report.

January

12 Audited Annual Report is made public and representation is invited.

February 13 Oversight Committee assesses Annual Report.

14 Council adopts Oversight Report.

March

15 Council tables next financial year Budget/IDP and invites public representation.

16 Oversight Report is made public.

April

17 Oversight Report is submitted to relevant national and provincial stakeholders and legislature.

18 Council approves next financial year Budget/IDP. May

19 Make public approved Budget and IDP

June

20 Finalize Service Delivery Budget Implementation Plan (SDBIP) and Performance Agreements for next financial year.

21 Make public SDBIP and Performance Agreements. July


15

COMMENT ON THE ANNUAL REPORT PROCESS

The Municipality compiles its annual report with the guidance of the Municipal Finance

Management Act (MFMA) and adopted it on time, having obtained information for the planning

and budgeting processes for the subsequent year. This ensures proper planning. The

alignment between IDP, Budget, and Performance Management Systems continues to be one

of management’s priorities.

T 1.7.1.1

Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18

16

CHAPTER2 – GOVERNANCE

INTRODUCTION TO GOVERNANCE

The highest decisionmaking body of the Municipality is the Council. It constitutes public

representatives elected during Municipal elections as per the Electoral Act and the Constitution

of the Republic of South Africa

Once Council is instituted, the Speaker, Chief Whip, and the Executive Mayor are designated.

The Executive Mayor then appoints Members of the Mayoral Committee (MMCs) from amongst

the elected Councilors.

The Executive Mayor is assisted by six (6) Members of the Mayoral Committee.

Section 79 Committees assist Council in executing its responsibilities. These committees

include Portfolio Committees, Municipal Public Accounts Committee, Audit and Performance

Audit Committee (APAC), Ward Committees, and other sub-committees.

Furthermore, Administrative Committees comprises of the, Risk Management, Anti-Fraud and

Anti-Corruption Committee, Information and Communication Technology (ICT) Steering

Committee, Executive Management Committee and Management Committee. These

committees assist Council with governance issues and are chaired by the Acting Municipal

Manager (AMM) who is also the Accounting Officer. Sub-committee and other meetings such

as departmental meetings, etc, are chaired by the Heads of Departments (HODs) respectively.

T 2.0.1

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO POLITICAL AND ADMINISTRATIVE GOVERNANCE

Section 151 (3) of the Constitution states that the Council of the Municipality has the right to

Govern its own initiative and the local Government affairs of the local community.

The Steve Tshwete Local Municipality is a Category B Municipality situated in the Nkangala

District of Mpumalanga Province. The political structure of the Steve Tshwete Local

Municipality comprises of a Municipal council consisting of fifty eight (58) councillors and is

chaired by the Speaker. The Municipality has a Mayoral Executive system.

The Acting Municipal Manager is the administrative head and acts as a link between politicians

and the administration. The Municipal Manager is supported by four executive directors.


17

2.1. POLITICAL GOVERNANCE

INTRODUCTION TO THE POLITICAL GOVERNANCE

The Speaker is the chairperson of Council meetings in accordance with the approved rules of

order. This is a full-time appointment linked to a term office.

The Council Whip monitors councilors from various political parties to ensure that they carry

out their duties in a responsible manner. The Council Whip deals with the well-being and

monitor attendance of all councilors to meetings.

The Municipal council consists of fifty eight (58) councillors, twenty nine (29) ward councillors

and twenty nine (29) proportional councillors. Council has an Executive Mayoral System

inclusive of Section 79 and 80 committees.

Section 79 committees of the Council have been established in accordance with the terms of

reference of such committees determined by Council. They are chaired by non-executive

councillors and provide general oversight and monitoring of the Municipal service delivery

mandate.

Section 80 Committees assist and report direct to the Executive Mayor. The Executive Mayor

appoints a Mayoral Committee Member as chairperson for each committee.

The Audit Committee was established by Nkangala District Municipality. Although, it is also

shared by Steve Tshwete Local Municipality and other Municipalities based within the

Nkangala region. The Audit Committee meets at least four times a year and is an independent

advisory body that advises Council, political office-bearers, the Accounting Officer, and the

management of the Municipality on matters related to internal control, internal audit, risk

management, accounting policies, reliability and accuracy of financial reporting and

information, performance management, effective governance, compliance with the MFMA, and

the Division of Revenue Act. It also provides comments to the MPAC and Council on the annual

report.

MPAC is a Section 79 oversight committee comprising of non-executive councillors, with a

specific purpose of providing oversight over the executive functionaries of Council. Whilst, also

to ensure good financial governance within the Municipality. MPAC make separate

recommendations and comments on the annual report to Council through the Mayoral

Committee.


18

POLITICAL STRUCTURE

THE EXECUTIVE COMMITTEE

EXECUTIVE MAYOR

ALD M.A. Masina

Up to march 2018

Responsible for performing Council’s executive functions.

EXECUTIVE MAYOR

Cllr Tolo

From April 2018– to date

Responsible for performing Council’s executive functions.

SPEAKER

Cllr A.M Mabena

Chairperson of Council.

CHIEF WHIP

Cllr SD Nkadimeng

Manage councillors and maintain discipline in Council.

MEMBERS OF THE MAYORAL COMMITTEE

Cllr D.J. Motsepe

MMC: Development & Service Delivery.


19

Cllr MTE Mnguni

MMC: Spatial Development, Human Settlement, and

Housing Administration.

Cllr Mashiane

MMC: Environmental Health, Public Facilities, and

Cultural Services.

Cllr JM Michell.

MMC: Community Protection Services.

Cllr SM Malapeng.

MMC: Corporate Services.

Cllr JM Kgalema.

MMC: Finance and Local Economic Development.

COUNCILORS

Steve Tshwete Local Municipality (STLM) comprises of fifty eight (58) councilors in which

twenty nine (29) councilors are ward representatives and another twenty nine (29) are

proportional representation. There are nine (9) full-time councilors, namely, the Executive

Mayor, one (1) Council Speaker, one (1) Council Whip, and six (6)MMCs. Refer to Appendix

A where a full list of councilors can be found (including committee allocations and attendance

at council meetings).

Also refer to Appendix B, which sets out committees and committee purposes.

T 2.1.2


20

POLITICAL DECISION-TAKING

Council is chaired by the Speaker. The policy decisions and resolutions are taken by the

Council per recommendation from the Executive Mayor.

The Executive Mayor and six (6) Mayoral Committee Members are required to execute council

resolutions. The MMC’s are also required to resolve matters delegated to the Executive Mayor

by Council.

An administration is headed by the Acting Municipal Manager and four (4) Executive Directors

together they are responsible for the implementation of Council and Mayoral Committee

resolutions. Reports regarding policy matters and non-delegated administrative matters are

prepared by the administration and submitted to the Mayoral Committee together with

recommendations from the Acting Municipal Manager. At the Mayoral Committee, reports are

considered and recommendations or resolutions formulated by the Executive Mayor from

subsequent submissions to the Council.

T 2.1.3

2.2. ADMINISTRATIVE GOVERNANCE

INTRODUCTION TO THE ADMINISTRATIVE GOVERNANCE

The administration is led by the Acting Municipal Manager, who is appointedin terms ofSection

54 of the Municipal Systems Act. The acting Municipal Manager is employed on a contract

basis, which includes an annual performance agreement with performance objectives, targets,

and procedures for evaluating performance. The Municipal Manager is also the Municipality’s

Accounting Officer.

The Acting Municipal Manager and the four(4) Executive Directors implement council

resolutions, advise Council and its committees, and oversee the Integrated Development Plan

(IDP), Budget planning and implementation processes. There are functions that are delegated

by Council to the Acting Municipal Manager, who, in turn sub-delegated certain functions to the

Executive Directors respectively. Under their leadership, Municipal officials are assigned with

the task to attend community consultative meetings and report in management meetings on

plans and progress in addressing community issues.

T 2.2.1


21

TOP ADMINISTRATIVE STRUCTURE

FUNCTION

ACTING MUNICIPAL MANAGER

Mr S.M. Mnguni

Up to October 2017

Head of administrative

support to Municipal

Manager’s office –

second in charge to the MM

ACTING MUNICIPAL MANAGERS

Mr B.M. Khenisa

From November 2017-to date

Head of administrative

support to Municipal

Manager’s office –

second in charge to the MM

ACTING EXECUTIVE DIRECTOR:

CORPORATE SERVICES

Mr S. Mothibe.

Provides corporate services

to ensure efficient support of

organisational processes

EXECUTIVE DIRECTOR: SERVICES

Michael Lelaka

Up to June 2018

Provisions development,

maintenance, and service

delivery to ensure sustainable

services to all communities

EXECUTIVE DIRECTOR:

COMMUNITY SERVICES

Ms C Hlatshwayo

Renders integrated

community services to

all of the municipality’s

communities

EXECUTIVE DIRECTOR:

FINANCE SERVICES

Ms E Wassermann

Provides and manages

financial services to ensure

financial viability, compliance,

and reporting


22

COMPONENT B: INTERGOVERNMENTAL RELATIONS

INTRODUCTION TO THECO-OPERATIVE GOVERNANCE AND

INTER-GOVERNMENTAL RELATIONS

The purpose of inter-governmental relations is to achieve the constitutional mandate for local

government by mobilizing resources and strategic partnerships which will ensure cooperation

and co-ordination by all stakeholders (national, provincial, and local).

2.3. INTERGOVERNMENTAL RELATIONS

NATIONAL INTERGOVERNMENTAL STRUCTURES

National Treasury – It coordinates the development of the Local Government fiscal

framework applicable to Municipalities within the context of the Division of Revenue Act. It

manages the development of the Local Government Equitable Share formula and ensures

compliance with the MFMA to modernise local government budgeting and financial

management processes and practices. It provides assistance to improve financial

governance and to maximize Municipal capacity to deliver services through efficiency,

effectiveness and sustainability, and by dealing with corruption. It sets up the accountability

cycle by ensuring proper linkages between IDPs, Budgets, SDBIPs, In-Year Reports,

Annual Financial Statements, Annual Reports, Oversight Reports, and Audit Reports

The Department of Cooperative Governance and Traditional Affairs (COGTA) – It

develops various policies and guidelines to enable sustainable development to eradicate

poverty and develops a service-orientated culture that requires the active particitipation of

the wider community. Community inputs are essential to improve integrated development

planning and service delivery. Linked to this is the establishment of performance

management, which is a crucial mechanism to improve living conditions for all citizens.

SALGA – Is the national representative body of local government and has a

constitutionally defined mandate. It responds to challenges facing organised local

government and addresses past weaknesses.

PROVINCIAL INTERGOVERNMENTAL STRUCTURE

OFFICE OF THE PREMIER – It focuses on cooperative and good governance through the

provision of advice and information, coordination, monitoring, and support to local

government.

PROVINCIAL TREASURY– The functions of provincial treasuries are to promote

cooperative Government amongst role-players and assist National Treasury in


23

implementing the MFMA, monitor Municipal budgets and outcomes, analyse in-year

reports, and take intervention measures to assist Municipalities that breach the MFMA.

Provincial Treasury has established various units to assist and monitor the Municipality.

These units specialise in revenue enhancement, assets, accounting standards, and in year

reporting. Through the Munimec meeting and Technical Munimec meetings, various

Municipal issues in the province are discussed to formulate solutions and plans to improve

Governance and service delivery. These meetings were conducted quarterly during the

financial year.

COGTA MPUMALANGA – To assist and provide guidence in building a clean, effective,

efficient, responsive, and accountable local government. Strengthen partnerships between

local government and communities and ensure Municipalities meet their mandate of

providing basic services.

SALGA – It is the official representative of local government, an employer’s organization

for all Municipalities, and sits as the employer in the South African Local Government

Bargaining Council.

RELATIONSHIPS WITH MUNICIPAL ENTITIES

The Municipality does not have any Municipal entities.

T 2.3.3

DISTRICT INTERGOVERNMENTAL STRUCTURES

The Nkangala District Municipality has a supporting role to play in the planning and

coordinating of activities within its boundaries to ensure the provision of services in the district.

It is therefore imperative that the capital allocations from the district be based on community

needs. These projects are implemented by the District Municipality and transferred to the

Municipality on completion. For the financial year under review, projects to the value of R25.9

million were transferred to the Municipality.

The District Municipality also assists the Municipality with the establishment of the District

Shared Audit Committee. This Audit Committee performs both the function of financial and

performance auditing. Through this initiative, the Municipalities in the district save substantially

on the cost of the Audit Committee member’s fees, reimbursement costs, and indirect costs

such as printing of agendas, delivery, and taking of minutes.


24

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION

OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION

The following is done by the Municipality to ensure widespread and conducive stakeholder

participation and accountability:

Media such as local Newspapers ward community meetings, local radio stations, Municipal

bills, and local communicators forum are utilised to inform communities and stakeholders of

Council’s activities.

All messages/information is conveyed in a language/s understood by the general

community.

The venues and times for public meetings are well communicated. Furthermore, the

Municipality ensures that meetings are held at such times convenient for all stakeholders.

Adequate time is allowed for the community, representatives of organisations, and business

to report back to their relevant forums and make inputs.

Council meetings are open to the public, and residents are invited to attend. Important

documents such as IDP, Budget, and Valuation roll are available at all public libraries within

the Municipal area.

Ward committee and ward community bi-monthly meetings are convened and serve as a

platform for interaction, engagement, and sharing of information.

Various forum’s exists on local, District and Provincial level

At least six Mayoral Outreaches were held during the year throughout the Municipal area.

CDWs act as a link between government and the community.

2.4. PUBLIC MEETINGS

COMMUNICATION, PARTICIPATION, AND FORUMS

On a regular basis, the Municipality engages the community at consultation meetings in an

effortto provide feedback on progress in relation to the level of development and in this

process the Municipality will also gather inputs from communities in relation to service delivery

needs and to disseminate information on the roles and responsibilities of the Municipality.

The Mayoral Outreach Programme is regarded as another form of community consultation.

Four Mayoral Outreach meetings were scheduled for the financial year, but eventually as

many as 11 were held. The main purpose of this consultation is to ensure that the political


25

principals get closer to the communities and afford members of the community a chance to

voice their needs.

The ward committee structures are used to narrow the gap between the Municipality and

communities, since ward committees have the knowledge and understanding of the residents

and communities they represent. Community development workers act as a link between

accessing communities in relation to community development initiatives/programmes.

The IDP forum is constituted by councillor representatives from business organisations,

Mining companies, NGOs/CBOs, Government Departments, Agricultural organisations,

Parastatal organisations, and stakeholder representatives of unorganised groups. The

representatives are given an opportunity to represent community interests and contribute

knowledge and ideas, building consensus and support for the planning process itself and

ensuring a broader ownership of the outcomes.

Weekly media briefings are held to update the media about the latest information of the

Municipality. A bulk SMS system is used to disseminate prompt information to the

community.Quarterly integrated community Izimbizo were held to market and educate the

community about government programmes and services. Weekly radio slots were utilised to

inform and educate the community about Municipal programmes and projects. Quarterly

community newsletters were produced and distributed throughout the Municipality.

Both the IDP and Multi-year Budget process for the period 2017/2018 was open to the public

for comment. The documents were available for inspection at all Municipal libraries and on

the Municipal website: www.stlm.gov.za.

WARD COMMITTEES

The purpose of the ward committee system is to provide a channel for public participation and

general interaction between the community and Council.The Municipality has an intensive

community consultation process that is done at ward level in line with the community-based

planning approach. This process stimulates participatory Governance by affording community

members a fair opportunity to deliberate on issues affecting them in their respective wards.

Moreover, this approach was implemented to inevitably include the local community in

decision-making, planning, and in generally allowing them to play an active part in their own

development. To facilitate this community consultation process, 29 ward committees were

established, chaired by the ward councillor, and supported by 10 ward committee members.

The ward councillor ensures that the interests of all people in the ward are presented in Council.

Ward committees meet monthly to discuss, amongst other things, resolutions taken by Council.

Appendix E provides details on the effecteness of the ward committees.

http://www.stevetshwetelm.gov.za/


26

2.5. IDP PARTICIPATION AND ALIGNMENT

2017/2018 Public Meetings

Nature and Purpose of Meeting

Date of Events

Number of Participating Municipal Councillors

Number of Participating Municipal Administrators

Number of Community Members Attending

Issue Addressed (Yes/No)

Dates and Manner of Feedback Given to Community

Mayoral Outreach (Doornkop).

20/08/2017

7

4

335

Service Delivery

Bimonthly

Mayoral Outreach (Sikhululiwe).

27/08/2017

4

5

125

Service Delivery

Bimonthly

Mayoral Outreach (Pullenshope).

17/09/2017

5

1

139

Service Delivery

Bimonthly

Mayoral Outreach (Komati).

12/11/2017

7

1

105

Service Delivery

Bimonthly

Mayoral Outreach (Newtown).

10/12/2017

11

2

285

Service Delivery

Bimonthly

Mayoral Outreach (Adelaide Tambo).

04/03/2018 14

4

122

Issuing of Title Deeds

Bimonthly

IDP Participation and Alignment Criteria* Yes/No

Does the municipality have impact, outcome, input, and output indicators? Yes

Does the IDP have priorities, objectives, key performance indicators (KPIs), and development strategies? Yes

Does the IDP have multi-year targets? Yes

Are the above aligned and can they be calculated into a score? Yes

Does the budget align directly to the KPIs in the strategic plan? Yes

Do the IDP KPIs align to the Section 57 managers? Yes

Do the IDP KPIs lead to functional area KPIs as per the SDBIP? Yes

Do the IDP KPIs align with the provincial KPIs on the 12 outcomes? Yes

Were the indicators communicated to the public? Yes

Were the four-quarter aligned reports submitted within the stipulated time frames to the Auditor-General (AG)? Yes

*Section 26 Municipal Systems Act 2000


27

COMPONENT D: CORPORATE GOVERNANCE

OVERVIEW OF CORPORATE GOVERNANCE

The Municipality has implemented a system of Corporate Governance that encourages the

effective, efficient, and economic use of resources towards better service delivery and ensures

accountability and responsibility for the stewardship of those resources. This Governance

framework supports sound financial decision-making, ensuring affordable services to the

community, guiding funding and financing priorities, and facilitating performance monitoring

and review.

During the year under review, the following key Governance responsibilities were functional:

Internal audit function, which operates in terms of an Internal Audit Charter and Risk Based

Audit Plan.

Approved internal audit plan.

Audit and Performance Audi Committee (APAC), which operates in accordance with

approved terms of reference.

A risk assessment was conducted, which includes a risk management strategy and

monitoring of key risks according to a risk register.

An approved Fraud Prevention Plan exists.

A strategic plan was prepared and approved for the financial year, which forms the basis

for performance monitoring against the SDBIP, the Municipal mandate, predetermined

objectives, outputs, indicators, and targets.

A performance management system is in place.

An approved system of delegations exists to maximise administrative and operational

efficiency and to provide for adequate checks and balances as required in terms ofSection

59 to 65 of the Municipal Systems Act 32 of 2000.

2.6. RISK MANAGEMENT

RISK MANAGEMENT

Section 62(1) (c) (I) of the Municipal Finance Management Act compels the accounting officer

to establish and maintain, among others, a system of managing risks faced by the Municipality.

The STLM has in place a system of risk management for the Municipality to provide some

assurance that risks across all functions and levels, that may have an impact on the

achievement of objectives, are adequately and proactively anticipated and mitigated.

Risk Management processes are coordinated, supported and championed by the Risk

Management Department, led by the Chief Risk Officer. The Governance model of operation


28

of the STLM system of managing risk is a decentralized one, wherein departments are

responsible for performing risk identification, evaluation, mitigation and reporting processes.

STLM has in place a shared service of Risk Management and Anti - Fraud and Anti- Corruption

Committee and Audit and Performance Audit Committee with the District Municipality. The Risk

Committee, which comprises of independent external members, is responsible for overseeing

the entire risk management system of the Municipality. STLM’sRisk Management and Anti -

Fraud and Anti-Corruption committee also supports the Risk Committee in its risk oversight

role.

The effective management of risk is prioritisedto ensure that business risks across the

organisation are identified and managed on an ongoing basis for the achievement of the

Municipality “the number one African city in service delivery and good Governance”.The risk

categories have been aligned to the strategic objectives in order to identify those risks that

directly affect and/or impede the Municipality’s ability to achieve those strategic and business

objectives.

During the risk assessment process, management took into account the following five (6) key

performance areas (KPAs):

KPA 1: Good Governance and Public Participation

KPA 2: Municipal Transformation and Organisational Development

KPA 3: Financial Viability

KPA 4: Local Economic Development

KPA 5: Service Delivery and Development

KPA 6: Spatial and Community Development

Risk management in the Municipality is guided and monitored by various committees at Council

and administrative levels. These committees include the Senior Management Committee, Risk

Management Committee, and the Audit Committee. In addition, the Municipality appointed a

Chief Risk Officer as part of the reasonable steps taken to maintain an effective, efficient, and

transparent system of financial and general risk management.

Council has adopted the Risk Management Policy, Risk Management Strategy, Risk

implementation Plan and Risk registers (strategic and operational) that enable management to

proactively identify and respond appropriately to all significant risks, that could impact business

objectives. In line with the approved Risk Management Policy and Risk Management Strategy,

a top-down approach has been adopted in developing the risk profiles of the organisation. The

results of the strategic and operational assessments were used to compile a risk register.

The top five risks identified in the Municipality are as follows:

1. Fraud and corruption,


29

2. Labour unrest,

3. HIV/AIDS,

4. Lack of capacity in IT section and,

5. Environmental pollution.

FRAUD AND ANTI-CORRUPTION STRATEGY

A Fraud Prevention, Response Plan Policy and a National Anti – Corruption Strategy to curb

fraud and corruption are implemented. An Anti-Fraud toll free hotline has been launched to

help combat fraud and corruption in partnership with the Presidential Hotline. The hotline is a

National shared service.

The hotline provides an opportunity to anyone wishing to report anonymously on unethical

activities or dishonest behaviour that affects the Municipality. Fraud Hotline number is 0800

701701.

Steve Tshwete Municipality is committed to maintaining the highest standards of honesty,

integrity and ethical conduct and has adopted a zero tolerance to fraud and corruption. Any

fraud and corruption committed against the Municipality is a major concern to the council

Draft Whistle Blowing Policy.

2.8. SUPPLY CHAIN MANAGEMENT

OVERVIEW OF SUPPLY CHAIN MANAGEMENT

The Council has developed a Supply Chain Management (SCM) Policy and practices in

compliance with the guidelines set out by the Supply Chain Management Regulations, 2005,

which was approved with effect from 1 March 2006. The new Preferential Procurement

Regulations, 2017, with effect from 1 April 2017, were incorporated into the policy and adopted.

The SCM Policy incorporating the above-mentioned regulations, as well as all other relevant

pieces of legislation, regulations, and circulars, are annually reviewed during the budget

process. The newly adopted CSD (Central Supplier Database) was implemented as from 1

July 2016 as where a supplier has to be registered on CSD before he/she can be considered.

The Municipality has established the three (3) bid committee system. No councilors are

members of a committee of the committees handling supply chain processed. During the year

under review, 201 items were considered, of which 133 were successfully adjudicated.


30

SUPPLY CHAIN MANAGEMENT

Supply chain officials attend accredited training modules to meet the requirements of the

minimum competency levels. During the year, stock items to the value of R43.7 million were

purchased, while R19.6 million worth of stock items was issued for operations, a total of R23

655 orders were placed to the value of R89.5 Million. One hundred and frothy eight (148)

contracts above R100 000 were awarded, with the B-BBEE status level contributions below.

B-BBEE Status Level Number Amount

No Certificate 32 R 30 853 751.69

Level 1 92 R425 116 093.35

Level 2 9 R 41 376 686.33

Level 3 2 R 14 972 083.73

Level 4 9 R 3 306 048.71

During the year under review, the normal procurement process has to be deviated from in 148

(2016:517 million) instances to the amount of R5.24 million (2016:51.9 million) as per Section

40 of the Supply Chain Management Policy. These deviations constitute 5.6 % (2016/17: 7.4)

of the total procurement transaction.

2.9. BY-LAWS

Newly Developed

Revised

Public Participation Conducted Prior to Adoption of By-laws (Yes/No)

Dates of Public Participation

By-laws Gazette* (Yes/No)

No Standing Rules of Orders By-laws

Yes 26/08/2016 to 30/09/2016

Yes

COMMENT ON BY-LAWS

Note: MSA 2000 Section 11(3) (m) provides Municipal councils with the legislative authority

to pass and implement by-laws for the betterment of the community within the terms of the

legislation.

The by-laws were advertised as per legislation in the local media for public comments and

inputs, which were then consolidated into a report to Council for consideration and approval.

The enforcement thereof will be implemented by the Law Enforcement Division within the

Community Services Directorate.

T 2.9.1.1


31

2.10. WEBSITES

Municipal Website: Content and Currency of Material

Documents Published on the Municipality Website Yes/No Publishing Date

Current annual and adjustment budgets and all budget-related documents

Yes After approval by Council

All current budget-related policies Yes Annually

The previous annual report (2014) Yes Annually

The annual report (2015) published/to be published Yes After approval by Council

All current performance agreements required in terms ofSection 57(1)(b) of the Municipal Systems Act (2000) and resulting scorecards

Yes Annually

All service delivery agreements Yes After approval by Council

All long-term borrowing contracts Yes After approval by Council

All supply chain management contracts above R200 000 Yes After approval by Council

An information statement containing a list of assets over a prescribed value that havebeen disposed of in terms ofSection 14(2) or (4) during 2014


Contracts to which subsection (1) of Section 33 apply, subject to subsection (3) of that section


All quarterly reports tabled in the Council in terms ofSection 52 (d) during Year 2014


T 2.10.1

COMMENT ON MUNICIPAL WEBSITE CONTENT AND ACCESS

ICT Services as a support function within the Municipality works with other directorates and

departments to ensure that services reach the community through such facilities as

community libraries and multi-purpose community centres (MPCCs). Furthermore, access

has been increased by ensuring upwards and backwards compatibility of our systems, to

ensure that anyone with a device that can process data and that has access to the Internet

can open and access our website content.The Municipality should monitor and report on the

use of its website by the public, for example, by measuring the number of hits on the website.

T 2.10.1.1


32

2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES

PUBLIC SATISFACTION LEVELS

The Municipality is committed to increasing service delivery, which required a deeper insight

into the level of satisfaction of its citizens. To do this, STLM has undertaken to conduct a

Community Satisfaction Survey. This survey was conducted across all 29 wards and also

looked at the informal and formal business sector.

T 2.11.1

Satisfaction Surveys Undertaken During: 2017/2018

Subject Matter of Survey

Survey Method Survey Date No. of People Included in Survey

Survey Results Indicating Satisfaction or Better (%)*

Overall satisfaction

(a) Municipality Fieldwork 1 April –31 May 2018 1300 68%

(b) Municipal Service Delivery

Fieldwork 1 April –31 May 2018 1300 72%

(c) Mayor Fieldwork 1 April –31 May 2018 1300 48%

Satisfaction with:

(a) Waste Collection Fieldwork 1 April –31 May 2018 1300 82%

(b) Road and Storm water

Fieldwork 1 April –31 May 2018 1300 63%

(c) Electricity Supply Fieldwork 1 April –31 May 2018 1300 84%

(d) Water Supply Fieldwork 1 April –31 May 2018 1300 71%

(e) Sanitation Fieldwork 1 April –31 May 2018 1300 73%

(f) Information supplied by Municipality to the public

Fieldwork 1 April –31 May 2018 1300

69%

T 2.11.2

COMMENT ON SATISFACTION LEVELS

The final analysis of the community satisfaction survey produced a rating of 3,3 on the

customer first scale from 1 – 5.

The overall satisfaction and unsatisfactory levels of the Municipality can be summarized as follows: ▪ Enhancement of communication levels between the Municipality and the community will be

given attention.


33

▪ Water supply is a recurring key concern in several wards, including the tariffs being

charged. The Business - sector resonated with the same views

▪ Improvements of the sanitation and sewerage services particularly in ward 17 and in the

Business - sector should be investigated.

▪ Electricity supply services have also been highlighted as a dominant concern. Many

households and Business - sector have challenges with ‘’ sudden cut-offs’’ and excessive

charges.

▪ Street Lights and Road maintenance have yet again been highlighted as concerns that

Need prioritisation.

▪ Developmental local government needs to be given priority particularly around social and

economic upliftment of the communities through enhanced LED programmes.

▪ The Municipality is encouraged to foster partnerships with Government programmes particularly around the Youth Development and Job Creation initiatives.

Overall the Municipality’s’ performance levels are rated as ‘’ satisfactory’’ based on the total

results according to the customer satisfaction index.

Departments have been made aware of the above areas that need improvement and are

expected to come up with an action plan as to how they plan to improve on the above.


34

CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)

COMPONENT A: BASIC SERVICES

INTRODUCTION TO BASIC SERVICES

The main basic services rendered by the services directorate of this Municipality include water,

sanitation, and electricity. The Municipality is both a WSA and Water Service Provider; hence, it is

mandated to provide water and sanitation to its community.

The funding for the provision of basic services is sourced from internal reserves, municipal, and INEPT

funding, particularly for the development of low-income areas. The Municipality provides free 6kL of

water per household to all consumers in its water supply area. Indigents are receiving free basic water

up the 10kL and free basic sanitation. All consumers in urban areas are connected to the water network

with yard connections. Residents in the rural villages and informal settlements are receiving water and

sanitations services free of charge. Residents on farms who do not get water from the farm owner are

being provided with water through water tankers – also as free basic services. The daily demand for

water by the households and various sectors has resulted in the permitted water extraction from the

Middelburg Dam being exceeded.

The Municipality also provides new while upgrading existing services. It also strives to achieve and

sustain water services in the manner that meets the standard requirements of Blue Drop and Green

Programme of the Department of Water and Sanitation. Phase I of the Boskrans Waste Water Treatment

Works has been completed to address the demand owing to the rapid growth of the town.

The Municipality purchases electricity from Eskom and then distributes and sells the electricity to the

consumers in its licensed area. Some 50kWh of electricity is provided to the indigents free of charge on

a monthly basis. There is still a backlog of 14.4% of households that do not have access to electricity.

The affected households are mainly farm dwellers.

New road networks are provided, while existing ones are maintained to improve linkages and enhance

economic growth. In general, the condition of the Municipal roads is fair to good. Road congestion

isbeing experienced due to growth of the town. Trucks passing through the town and those hauling coal

contribute to traffic congestion.

Currently, 82.86% of the households have access to water-borne sanitation, while rural and farm

dwellers have access to biological toilets or pit latrine/pit toilet.

Phase I upgrade of the Boskrans Waste Water Treatment Works is completed and will improve the

effluent quality and Green Drop Certification requirements. Phase II of the upgrading which comprises

new inlet works, raw sewerage pump station, and new BNR reactor has commenced and is at the design

stage.

There has been increasing demand for basic services due to increasing population growth; hence,

Middelburg has been declared one of the fast-growing mining towns within the Province.

Some 400 stands in Newtown and 395 stands in Kwazamokuhle Ext 8 have been serviced, while 170

stands in Rockdale and 133 stands in Aerorand West were serviced.


35

CONCLUSION

The following are the main challenges facing the Municipality pertaining to provision of basic

services:

Because of farm owners who refuse farm dwellers access to water supply, this could make it

difficult to meet the target of 100% access to potable water.

About 16 093 farm dwellers are below the minimum service level of sanitation.

The Municipality has exceeded the permitted water extraction quota from the dam.

Drought calls for the investigation of an alternative water source, which is a costly exercise.

Aging resulting in frequent power interruptions and water losses due to continuous water pipe

bursts was estimated at 28% in the previous financial year.

RECOMMENDATIONS

As much as the Municipality is doing well in addressing the issues of provision of basic

services within its limited resources, not all challenges of basic service provision have been

addressed. Therefore, the following is recommended:

- Operating budget for planned maintenance should be prioritized as opposed to capital

budget.

- Investigation in terms of Section 78 of the Municipal Systems Act should be conducted for

provision of services including provision of services to some of the holiday towns such as

Kranspoort.

- The draft Roads Master Plan and Local Integrated Transport Plans (ITPs) should be

reviewed and implemented as a matter of urgency.

- A Long-term Plan should be compiled and adopted with the aim of addressing all service

provision-related issues.

T 3.1.0

This component includes water; waste water (sanitation); electricity; roads and Stormwater,

sports, parks and recreation, Municipal buildings, cemeteries, waste management; and

housing services; and a summary of free basic services.


36

3.1. WATER PROVISION

INTRODUCTION TO WATER PROVISION

Our strategy is to provide quality potable water to all households within the Municipality. The

aim is to encourage the operators of the Eskom Water Systems to maintain their Blue Drop

status. Workshops and training of personnel are regularly provided to our personnel to keep

them up to date with technology and provide assistance to other municipalities.

The challenges faced in our water systems are ageing infrastructure and increased population.

Reclaimed mine water from Middelburg Mines (South 32) has been identified as an additional water

source to augment the water supplies in Middelburg Town.

T 3.1.1

Total Use of Water by Sector (cubic meters)

Agriculture Business Industrial Domestic Unaccountable Water Losses

Welfare & Schools

Municipal

2016/17 3 486 2 805 299 66 218 8 595 805 3 886 922 351 133 340 097

2017/18

231 517.69 6 493 310.75 7 996 378.90 45 247 169.22 8 048 092.84

4 078 054.83

6 742 865.05

T 3.1.2

COMMENT ON WATER USE BY SECTOR

Currently, the daily water demand from all sectors exceeds the permitted volume from the

Middelburg Dam. The Municipality has the right to supply treated sewerage effluent to some of

the industries which will be done when the upgrading of the Boskrans WWTW is completed.

Raw water from Middelburg Damis currently supplied to Columbus SS, Ferro Chrome, and

Molare Piggery. The construction of the supply of reclaimed mine water from South 32 is

currently in the plan and design. The availability of the reclaimed mine water will relieve the

water demand to some extent and will benefit the whole of Middelburg. Because of the limited

yield of the Klein Olifants River, the mine water is the considerable alternative source.

T 3.1.2.2


37

Water Service Delivery Levels

Households

Description 2016/2017 2017/2018

Actual Actual Target

No. No. No.

Water: (above min level) 73 395 83 468 86 720

Minimum Service Level and Above (percentage) 99.9% 96.25% 100%

Water: (below min level)

Total number of households* 73 395 83 468 86 720

* - To include informal settlements ** -based on the previous census *** -growth experienced from 2011 to date T 3.1.3

Access To Water

Access to Water

Proportion of Households with Access to Water Points*

Proportion of Households with Access to Piped Water

Proportion of Households Receiving 6kL Free#

2015/2016 99.9% 99.9% 100%

2016/2017 100% 99.9% 100%

2017/2018 100% 96.25% 100%

T 3.1.5

* Means access to 25 litres of potable water per day supplied within 200m of a household and with a minimum flow of 10 litres per minute

# 6 000 litres of potable water supplied per formal connection per month


38

Water Service Policy Objectives Taken From IDP

Service Objectives Outline Service Targets 2016/17 2017/18 2018/2019

Target Actual Target Actual Target

Service Indicators *Previous Year

*Previous Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)

To provide quality and sufficient water supply and an environment not harmful to human health or well-being.

% of HHs (64 971) with access to clean and safe drinking water.

100%

100.3%

100.3%

96.25%

*96.25%

96%

% of water loss in all water systems. 25% 23.1% 23.1% 21% - -

Hours taken to respond to a water pipe burst.

5 4.03 5 5 3.69 5

T 3.1.6.


39

Employees - Water

Years 1- (2017) YEAR 0 (2018)

Job Level Employee number Posts Number

Employee number Vacancies Vacancies %

0-3 3 3 2 1 33

4-6 5 5 5 0 0

7-9 9 22 8 14 64

10-12 18 23 18 5 22

13-15 5 7 4 3 43

16-18 1 1 1 0 0

19-20 47 50 47 3 6

Total 88 111 85 26 23

Financial Performance 2017/2018 Water Services

R'000

Details

2016/2017 2017/2018

Actual Original Budget

Adjustment Budget

Actual Variance to Budget

Total Operational Revenue R98,752,655

R100,917,874 R95,477,865 R99,765,738 -1%

Expenditure:

Employees R27,065,505 R28,177,260 R29,799,156 R27,065,505 -4%

Repairs and Maintenance R5,511,453 R6,507,906 R6,196,413 R5,058,765 -22%

Other R42,603,554 R51,474,473 R60,175,684 R52,719,380 2%

Total Operational Expenditure R75,180,512 R86,159,639 R96,171,253 R84,843,650 -2%

Net Operational Expenditure R-23,572,143

R-14,758,235 R-693,388 R-14,922,087 1%

Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.1.8


40

Capital Expenditure Water Services

CAPITAL PROJECTS

2017/2018

Budget Adjustment Budget

Actual Expenditure

% Variance from Adjusted budget

Total Project Value

Total All R24,439,500 R40,883,143

R27,676,794 -32.3%

Install bulk flow meters (560/...) R420,000

R599,000

R325,664 -45.6%

R325,664

Water Distri M/Burg Replace Old Water Pipes (560/..)

R1,700,000

R1,700,000

R94,575 -94.4%

R94,575

Replace Equipment Vaakbank WTW (561/...)

R 550,000 R550,000

R364,029 -33.8%

R364,029

Water Distr Repl Water Pipes Hendrina/Kwaza (566/..) R100,000 R200,000

R28,700 -85.7%

R28,700

Water Distr Repl Water Meters Hendrina/Kwaza (566/…) R180,000

R180,000

R178,274 -1.0%

R178,274

New water connections (565/...)

R830,500

R830,500

R828,320 -0.3%

R828,320

Replace Valves & Other Items Bulk Supply Line: 561

R200,000

R325,000

R37,623 -88.4%

R37,623

Water Villages Water Services Rural Areas (567/...)

R250,000

R333,500

R160,829 -51.8%

R160,829

Replace Pump Vaalbank WTW (561/...)

R720,000

R720,000

R584,823 -18.8%

R584,823

Replace Water Pump (566/...)

R34,000

R34,000

R27,600 -18.8%

R27,600

Replace Stihl Brushcutters (564/...)

R20,000

R20,000

R17,400 -13.0%

R17,400

Replace Underwater Pressure Drill (560/...)

R60,000

R60,000

R52,000 -13.3%

R52,000

Mine Water project Woestalleen Hendrina ppln (566/…) R - R - R - 0.0% R -

Water Distr M/Burg Repl Old Water Meters (560/...)

R840,000

R840,000

R827,166 -1.5%

R827,166


41

Water Replace Water Meters Eskom Towns (567/...)

R 160,000

R160,000

R159,518

-0.3%

R159,518

Upgrade Telemetry system (561/...) R - R - R - 0.0% R -

Replace Fences At Reservoirs (561/...) R750,000 R750,000 R747,354 -0.4% R747,354

Vaalbank WTP Plan & design upgrading of elec (561/) R - R97,210 R97,210 0.0% R97,210

Replace Sandfilters Kruger Dam (563/...) R120,000 R112,500 R88,526 -21.3% R88,526

Water Distrib Replace Pipes Villages (567/...) R150,000 R234,600 R100,702 -57.1% R100,702

Replace Equipment Kruger dam WTW (563/...) R120,000 R127,500 R114,287 -10.4% R114,287

Replace Plant & Equipment (560/...) R60,000 R55,935 R53,200 -4.9% R53,200

Upgrade Pipeline Vaalbank & Skietbaan (560/...) R2,500,000 R2,500,000 R - -100.0% R -

Replace Plant & Equipment (561/...) R2,060,000 R5,560,000 R3,235,706 -41.8% R3,235,706

Water network Newtown (560/...) R - R1,313,400 R1,313,400 0.0% R1,313,400

Water Distr Replace Water Pipes Mhluzi (560/...) R1,800,000 R1,869,100 R548,645 -70.6% R548,645

Water Distribution Move Meters To Street (560/...) R350,000 R350,000 R307,330 -12.2% R307,330

Construction of reservoir at Kwaza x9 (571/...) R7,915,000 R328,298 R328,298 0.0% R328,298

New 2ml reservoir Rietkuil (567/...) R500,000 R300,000 R - -100.0% R -

1700062-Water network M/burg mine to Pienaardam (560/..) R - R - R - 0.0% R -

Water network M/burg x33 (560/...) R750,000 R998,800 R616,788 -38.2% R616,788

Upgrade Skietbaan/Graspan Bulk line (560/...) R - R113,800 R43,732 -61.6% R43,732

Handterminals for water meter installations (560/…) R - R - R - 0.0% R -

Chlorine Booster station (561/...) R150,000 R150,000 R118,395 -21.1% R118,395


42

Water Purification Refurbish Uitkyk Reservr (561/…) R200,000 R200,000 R174,079 -13.0%

R174,079

Paving & stormwater Vaalbank WTP (561/...) R450,000 R450,000 R447,423 -0.6% R447,423

Elec Fencing Reservoirs & Pump Stations (564/...) R300,000 R300,000 R230,676 -23.1% R230,676

Storage Area at Vaalbank WTW (561/...) R 200,000 R200,000 R168,563 -15.7% R168,563

Drilling of Boreholes Somaphepha (567/...) R - R500,000 R447,489 -10.5% R447,489

Refurbish Hendrina WTW (571/...) R - R8,606,301 R8,606,301 0.0% R8,606,301

Re-instatement of raw water supply line-bulk (566) R - R3,000,000 R1,391,950 -53.6% R1,391,950

Refurbish Hendrina WTW pumpstation (571) R - R5,393,699 R4,558,548 -15.5% R4,558,548

New water meters RDP Newtown W17: 560 R - R820,000 R251,671 -69.3% R251,671

Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.1.9

COMMENT ON THE OVERALL WATER SERVICES PERFORMANCE

According to the 2016 community survey the number of Household has increased from 64 971

to 82 638 HH, this implies that the number of household has increased by 17 847 from 2011

CENSUS. The Municipality is planning to achieve 95% of HH having access to water base on

the 2016 community survey for 2017/18 FY. Our five-year target is to provide 99.9% of HHs

with access to water services. Failure to meet the target could arise from farm owners who

refuse to supply farm dwellers with water and continuous uncontrolled influx. Upgrading of the

pump line from Vaalbank Water Treatment Works to Skietbaan Reservoir site commenced

towards the end of the 2017/2018 financial year. This additional bulk supply pipe line will

transfer treated water to service Mhluzi and Middelburg in response to the increasing water

demand.

T 3.1.10

3.2. WASTE WATER (SANITATION) PROVISION

INTRODUCTION TO SANITATION PROVISION

The Municipality is committed to ensuringprovision of new sanitation while upgrading existing

within MP313 areas. Currently,82.86%% of Steve Tshwete Local Municipality households


43

have access to water-borne sanitation, whereas rural and farm dwellers have access to

biological toilets or pit latrine which are continually maintained by the Municipality.

Phase I upgrade of the Boskrans Waste Water Treatment Works is completed and will

contribute towards the improvement of the effluent quality and Green Drop Certification

requirements. Phase II of the upgrading which comprises new inlet works, raw sewerage

pump station, and new BNR reactor has commenced and is at the design stage.

T 3.2.1

Sanitation Service Delivery Levels

*Households

Description Ref

2015/2016 2016/2017 2017/2018

Outcome Outcome Actual Target Actual

No. No. No. No. No. (2017/18)

Sanitation/sewerage: (above minimum level)

Flush toilet (connected to sewerage) 38 606

38 881 38 881 38 952 39 718

Flush toilet (with septic tank) 415 422 422 0.00 (422) 422

Chemical toilet Biological 10 832 10 932 10 969 11 009 10 979

Pit toilet (ventilated) 0 0 0 0 0 Other toilet provisions (above min. service level)

Minimum Service Level and Above

(subtotal) 49 853 50 235 50 272 50 383 51 119

Minimum Service Level and Above (percentage) 68% 68% 63% 63% 63.3%

Sanitation/sewerage: (below minimum level)

Bucket toilet (No bucket system) 00 00 0.00 0.00 0.00 Other toilet provisions (below min. service level)

No toilet provisions

Below Minimum Service Level

(sub-total farm dwellers) 29 707 29 607 29 607 29 647 29 617

Below Minimum Service Level

(percentage) 46%

40% 37% 35.8% 36.7%

Total households 64 560 73 670 79 879 80 0030 80 736

*Total number of households (including informal settlements) T 3.2.3


44

Access to Sanitation

Proportion of Households with Access to Sanitation

2015/2016 73 670

2016/2017 80030

2017/2018 80736


45

Waste Water (Sanitation) Service Policy Objectives Taken From IDP




*Previous Year

*Current Year

*Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii)

Provision of toilets within standard.

Additional Households (HHs) provided with minimum sanitation during the year (Number of HHs remaining without minimum sanitation at year end). Informal settlements & farm dwellers.

100 16 164

100 16 164

100 16 164

71 16 093

706 15 387

200 15 187

T 3.2.6

Chapter 3 – Service Delivery Performance (Report Part I) \ REPORT – 2017/18

46

Employees - Sanitation (Waste Water)

Years 1 (2017) YEAR 0 (2018)



0-3 1 1 1 0 0

4-6 1 2 2 0 0

7-9 8 30 8 22 73

10-12 17 34 17 17 50

13-15 7 9 7 2 22

16-18 13 15 13 2 13

19-20 64 73 66 7 10

Total 111 164 114 50 30

Financial Performance : Sanitation Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R97,997,281 R79,725,327 R86,641,175 R87,743,740 10%

Expenditure:

Employees R36,176,324 R39,012,719 R38,701,844 R34,520,974 -12%


Other R22,665,240 R26,009,758 R26,505,597 R20,633,336 -21%


Net Operational Expenditure R-33,426,441 R-7,467,709 R-14,392,961 R-27,458,078 268%



47

Capital Expenditure : Sanitation Services

R' 000

Capital Projects

2017/2018


Actual Expenditure

% Variance from adjusted budget

Total Project Value

Total All R53,843,346 R27,023,350 R24,988,460 -8%

Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/... R165,000 R125,000 R62,400 -50.1% R62,400

Replace Pumps (552/...) R410,000 R450,000 R353,546 -21.4% R353,546

Replace Equipment Kwaza WWTW (553/...) R400,000 R400,000 R326,865 -18.3% R326,865

Refurbish Blinkpan WWTW R150,000 R150,000 R118,497 -21.0% R118,497

Refurbish Komati WWTW (547/...) R180,000 R300,000 R155,716 -48.1% R155,716

Sewerage Connections (551/...) R188,350 R188,350 R28,024 -85.1% R28,024

Rural Sanitation (547/...) R900,000 R2,280,000 R2,205,858 -3.3% R2,205,858

Replace Boskrans WWTW Equipment (552/...) R150,000 R150,000 R10,600 -92.9% R10,600

Upgrade Boskrans Sewer Plant (552/...) R9,999,996 R3,082,734 R2,470,216 -19.9% R2,470,216

Sanitation For Newtown X1A (550/...) R - R162,500 R162,500 0.0% R162,500

Upgrading sleeping quarters Presidents water (547/…) R350,000 R350,000 R345,228 -1.4% R345,228

Design & construction WWTW (547/...) R - R130,000 R94,900 -27.0% R94,900

Sewerage Network X 33 (550/...) R700,000 R1,100,000 R545,294 -50.4% R545,294


48

Boskrans WWTW Phase 2 (552/...) R40,000,000 R17,904,766 R17,904,766 0.0% R17,904,766

Outfall Sewer Lines Mall &German Dev (550/…) R250,000 R250,000 R204,050 -18.4% R204,050


COMMENT ON THE OVERALL PERFORMANCE OF SANITATION SERVICES

The aim is to ensure provision of new sanitation while upgrading existing. The department

has serviced more than 400 stands in Newtown. In addition, 395 stands have also been

serviced in Kwazamokuhle Ext 8, 170 stands in Rockdale, and 133 stands in Aerorand West.

Planning for servicing of Kwamokuhle Extension 9 will be in the next financial year.

Phase I upgrade of the Boskrans Waste Water Treatment Works has been completed. The

new Inlet Works under Phase II upgrading was completed in November 2017, and

commissioning of the works commenced in December 2017.

T 3.2.10

3.3. ELECTRICITY

INTRODUCTION TO ELECTRICAL ENGINEERING

The Electrical Engineering Services Department is licensed to supply the following areas with

electricity: Middelburg, Hendrina, Kwazamokuhle, Doornkop (Piet Tlou), Komati, Blinkpan,

and Koornfontein. The structure of the department comprises the following divisions:

Customer Services and Connections, Substation Automation, and Planning and Designs.

Customer Services and Connections Division’s functions are as follows:

Tariffs determination and management

Management of not more than 80A electrical connections and meters

Premises electrical installation safety compliance

Implementation of the Free Basic Electricity Policy

Streetlight maintenance

Substation Automation Division’s functions are as follows:

Management and implementation of all types of electrical maintenance

Operating in terms of the Operating Regulations for High Voltage Systems (ORHVS)


49

Continuity of supply, and safety of personnel and equipment

Preparations of annual reports in terms of NERSA requirements

Power outage management

Maintenance of Electrical Network and equipment

Planning and Design Division’s functions are as follows:

Implementation of capital projects

Preparation and approval of electrical designs

Compilation and implementation of IDP, Budget, and SDBIP

Project management

Management of the Supervisory Control and Data Acquisition (SCADA) system

The main planning strategies for the department are as follows:

Installation of bulk to cater for services

Increasing the supply capacity of substations in response to increasing demand

Implementation of the Electricity master plan

Installation and upgrade of and equipment to render a service

Providing and connections to all new developments when required

Implementing the Free Basic Electricity Policy

Discouraging tampering by using real-timemonitoring systems

Developing a policy and encouraging the utilisation of alternative energy

Contributing towards the mitigation of climate change impacts by reducing carbon

emissions

In line with the above-listed strategies, the following were achieved:

Electrification of 100 stands in Kwazamokuhle Extension 8

Electrification of 200 Stands in Newtown was upgraded by replacing meter boxes,

replacement of an MV and LV cable in order to ensure reliability of power supply.

Installation of high masts in Mhluzi (x6) and (x3) in Kwazamokuhle Extension 8.

Upgrade of high masts lights in Mhluzi, Kwazamokuhle and Newtown

T 3.10.1


50

Electricity Service Delivery Levels

Households

Description

2014/2015 2015/2016

2016/2017

2017/2018

Actual Actual Actual Actual

No. No. No. No.

Energy: (above minimum level).

Electricity (at least min. service level). 2 450 3 566 3 450 3 265

Electricity – prepaid (min. service level). 37 857 37 380 37 066 36 891

Minimum Service Level and Above (subtotal). 40 307 40 946 40 516 40 958

Minimum Service Level and Above (percentage). 62.04% 55.79% 46.72% 51,43

Energy: (below minimum level).

Electricity (<min. service level). 0 0 0 0

Electricity – prepaid (<min. service level). 0 0 0 0

Other energy sources. 0 0 0 0

Below Minimum Service Level (subtotal). 0 0 0 0

Below Minimum Service Level (percentage). 0 0 0 0

Total number of households. 64 971 73 395 76 715 79638

T 3.3.3


51

Electricity Service Policy Objectives Taken From IDP

Service Objectives

Outline Service Targets 2016/2017 2017/2018 2018/19


Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year


To ensure the provision of affordable and sustainable basic services by upgrading existing and providing new

To provide efficient and sustainable electricity supply to consumers throughout the Municipal area.

% of HHs with access to electricity in the licensed area.

60.8% (321 additional household)

283 additional household

51,4% (450 additional household)




% of area outages successfully restored within 4 hours (other than equipment failure).

83% 81% 85% 75% 68% 75%

% of area outages successfully restored within 12 hours (equipment failure, e.g. switchgear, mini-substations, transformers.

75%

20% 80% 82%

No equipment failure encountered during 2017/18 financial year. 82%

5 of free basic services consumers register for free basic electricity.

100% 302 Consumers

100% 300 Consumers

126 Consumers

100%


52

Employees - Electrical Services

Years 1- (2017) YEAR 0 (2018)



0-3 3 4 4 0 0

4-6 6 7 5 2 29

7-9 34 37 34 3 8

10-12 17 19 18 1 5

13-15 1 1 1 0 0

16-18 17 19 18 1 5

19-20 29 29 25 4 14

Total 107 116 105 11 9

Financial Performance : Electricity Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R556,122,250 R550,555,645 R556,182,548 R540,310,592 -2%

Expenditure:

Employees R39,696,580 R44,008,519 R44,999,922 R43,491,290 -1%


Other 439,399,432

461,438,268

460,126,630

440,822,927 -4%


Net Operational Expenditure R54,375,077 R18,091,086 R23,100,624 R32,967,109 82%


COMMENT ON THE OVERALL PERFORMANCE OF ELECTRICITY SERVICES

In line with the above-listed strategies, the following were achieved:

Electrification of 100 stands in Kwazamokuhle Extension 1

Electrification of 200 Stands and provision of link in Newtown

was upgraded by replacing meter boxes, replacement of an MV and LV


53

Cable in order to ensure reliability of power supply.

Installation of high masts in Mhluzi (x6) and (x3) in Kwazamokuhle Extension 8.Installation of streetlights in Dr Mandela Road.

Upgrade of streetlights Newtown, Mhluzi and Kwazamokuhle

3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE

COLLECTIONS, WASTE DISPOSAL, STREET CLEANING, AND RECYCLING)

INTRODUCTION TO ENVIRONMENTAL AND WASTE MANAGEMENT

Waste removal service

The total number of households with access to waste removal services is 73939, which

brings the total percentage of households with access to waste removal service to 85.26%.

The Municipal service extends to all Municipal towns and Eskom towns but excludes the

mining towns – which are self-serviced – Somaphepha, Mafube, and rural areas. Waste

removal service is also provided at Kranspoort and Sikhululiwe Village using a communal

waste storage facility or bins. The Middelburg area is experiencing spatial growth, both

residential and business areas. As a result, the current departmental resources are under

pressure to meet the demand for waste collection.

The garden waste removal service is provided through private contractors, and a total of

about 20876 households are beneficiaries of the project with a total budget of about R11

Million. The service will be maintained in the following areas within the Municipality during the

2018/2019 financial year: Mhluzi, Hlalamnandi, Nasaret, Middelburg Ext 24, and Rockdale.

The street cleaning and clearing of illegal dumping

The street cleaning and clearing of illegal dumping services is done by permanent and

temporary employees for all the streets in towns, main entrances, and open spaces.

Temporary employees are appointed to assist with street cleaning services. The garden

service project incorporates street cleaning in certain identified areas. The clearing of illegal

dumping is done through Municipal officials and private contractors.

Waste storage and disposal

Currently, there are nine (9) waste transfer stations within the Municipality which are located

in Hendrina, Komati, Rietkuil, Doornkop, Dennisig, Rockdale, Middelburg Ext 49, Sikhululiwe

and Bankfontein. There is one class B permitted landfill site in Middelburg. The Middelburg

landfill site was extended due to the challenge experienced with the spatial growth and lack

of air space at the landfill site. Construction of about 9 160m2 disposal cell was done in the

2017/2018 financial year through MIG funds.


54

Recycling

There only is one buy-back centre in Mhluzi, and reclamation activities are taking place at the

landfill site in Middelburg. A total of 1903 tons of recyclables were processed at the Buy back

centre and a total of 6505 tons were reclaimed at the landfill site for 2017/18 finacial year.

The Municipality also has a database of informal recyclers within the Municipal area.

Environmental education and awareness

A total of 12 awareness campaigns were conducted during the course of the financial year.

Measures taken to improve performance include the acquisition of additional equipment

(three rear-end loading compactors) annually and appointment of additional personnel to

meet the increasing demand for waste management services. They also include the

introduction of the garden waste removal service which is incorporated with street cleaning in

historically disadvantaged areas; five companies were appointed for a period of 12 months

and the contract was extended with few months.

All indigent households, including those at informal settlements (Newtown), are provided

with a kerbside waste collection service at least once a week. Where there is no kerbside

waste collection services, bulk containers are provided in certain areas at strategic points for

collection by the Municipality.

Solid Waste Service Delivery Levels

Households

Description 2016/2017 2016/2017 2017/2018

Solid Waste Removal: (Minimum level)

Removed at least once a week 62284 67086 73939

Minimum Service Level and Above (subtotal) 62284 67086 73939

Minimum Service Level and Above (percentage) 95.86% 77.4 % 85.26%

Solid Waste Removal: (Below minimum level)

Removed less frequently than once a week

Using communal waste dump

Using own waste dump

Other rubbish disposal

No rubbish disposal 2687 19627 12774

Below Minimum Service Level (subtotal) 2687 19627 12774

Below Minimum Service Level (percentage) 4.14 22.6% 14.74%

Total number of households 64 971 86713 86713

T 3.4.2

Waste Management Service Policy Objectives Taken From IDP

Service Objectives Outline Service Targets

2016/2017 2017/2018 2018/2019

Target Actual Target Actual


*Previous Year

*Current Year

*Current Year


To ensure a clean and healthy environment through the provision of regular waste removal services to existing and new developments

*% of HHs with access to solid waste removal services.

HHs with access to waste removal services by June 2018.

96.3% 64971 of HH with waste removal service by June 2017.

62284 of HH with access to solid waste removal services by June 2017 additional of 69 HH, 0.1% increase 95.86%.

96.3% 64971 of HH with waste removal service by June 2017.

85.38% of HH with access to solid waste removal services (0.46% (400) additional) serviced by June 2018.

85.26% of HH with access to solid waste removal services (295 additional) by June 2018.

85.38% of HH with access to solid waste removal services (0.46% (400) additional) serviced by June 2018.

% of additional commercial, institutional, and industrial centres with access to solid waste removal services.

Additional commercial, institutional, and industrial centres serviced by June 2018.

4 Additional commercial centers to be serviced by June 2017.

2 additional commercial centres serviced by June 2017

4 Additional commercial centers to be serviced by June 2017.

04 new businesses with access to solid waste removal services buy June 2018.

04 new businesses with access to solid waste removal services by June 2018.

04 new businesses with access to solid waste removal services by June 2018.

Number of households provided with garden waste services.

HHs provided with garden waste services.

20876 HH Maintained with garden waste removal services by June 2017.

20876 HH maintained with Garden waste removal services by June 2017.


20876 existing HH maintained with garden waste removal services by June 2018.

20876 existing HH maintained with garden waste removal services by June 2018.



56



2016/2017 2017/2018 2018/2019



*Previous Year

*Current Year

*Current Year


% compliance with permit conditions (Landfill site).

Compliance with permit conditions.

78% Compliance with permit conditions by June 2017.

92% compliance with permit conditions by June 2017.

92.2 % Compliance with permit conditions as at 31 March 2017.

93% compliance with permit conditions by 2018.

80% compliance with permit conditions by 2018.


% compliance with permit conditions (Transfer stations).

Compliance with permit conditions and standards.

Report not available at a time of reporting.



70 % compliance with permit conditions by June 2018.

52.75 % compliance with permit conditions by June 2018.

70 % compliance with permit conditions by June 2018.

% progress towards feasibility of a new landfill site.

Progress towards feasibility of a new landfill site by June 2018.

Project

completed.

Project

completed.

Project

completed.

Project

completed.

Project

completed.

Not targeted.

To ensure maintenance of greenest municipality status

Number of GMC reports submitted to Province.

GMC reports submitted to Province.

4 reports submitted to Province.

4 reports submitted to Province by June 2017.

4 reports submitted to Province by June 2017.

4 reports submitted to province by June 2018.



To ensure compliance with national legislation/policies by reducing the amount of waste disposed at landfill sites through the implementation of appropriate waste minimization strategies.


57



2016/2017 2017/2018 2018/2019



*Previous Year

*Current Year

*Current Year


Number of waste minimization projects.

Waste minimization projects established by June 2018.

1 waste minimization project established by June 2017.



1 Waste minimization project implemented in partnership with private organizations by June 2018.

1 Waste minimization project implemented in partnership with Coca Cola Beverages South Africa by June 2018.

1 Waste minimization project implemented in partnership with private organizations by June 2018.

To contribute towards the growth of the green economy through implementation of waste projects

Number of Full Time Equivalent (FTE) jobs created to improve the level of employment.

FTEs created by the end of June 2018.

80 FTE’s jobs created in the waste sector by end of June 2017.

131.59 FTE’s jobs created in the waste sector by end of June 2017.



148.53 FTE’s

jobs were

created in the

waste section

by June 2018.


To ensure that people are aware of the impact of waste on their health, well-being, and the environment.


58



2016/2017 2017/2018 2018/2019



*Previous Year

*Current Year

*Current Year


Number of environmental awareness campaigns conducted.

Awareness campaigns to be conducted by June 2018.

12 Awareness campaigns to be conducted by June 2017.

64 environmental awareness campaigns conducted June 2017.

12 awareness campaigns to be conducted by June 2017.

12 environmenta

l public participation sessions conducted in 5 public areas, 4 schools and 3 wards by June 2018.

12

environmental

public

participation

sessions

conducted by

June 2018

12 environmental

public

participation

sessions

conducted in 5

public areas, 4

schools and 3

wards by June

2018

Employees - Solid Waste Management

Years 1- (2017) YEAR 0 (2018)



0-3 1 1 1 0 0

4-6 2 2 2 1 50

7-9 2 2 2 0 0

10-12 7 7 7 1 14

13-15 22 23 21 2 9

16-18 9 10 9 1 10

19-20 151 156 151 5 3

Total 194 201 193 10 5

Financial Performance : Solid Waste Management Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget



Expenditure:

Employees R42,027,072 R48,598,773 R47,769,211 R46,710,832 -4%


Other R33,143,289 R34,789,629 R35,716,072 R33,379,747 -4%





60

Capital Expenditure : Waste Management Services

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R 12,605,000 R 14,380,023 R 14,256,826 -1%

New LDV (420/...) R500,000 R987,775 R319,500 -68% R319,500

Replace 1.75 Cub Meter Containers (420/...) R165,000 R160,204 R142,989 -11% R142,989

Replace Street Bins (420/...) R80,000 R80,000 R67,850 -15% R67,850

New Skip Loader Truck (420/...) R - R1,524,633 R1,524,633 0% R1,524,633

6m3 Tipper truck (420/...) R1,450,000 R1,232,650 R1,221,350 -1% R1,221,350

20.5m3 Refuse compactor (420/...) R3,500,000 R3,271,900 R3,271,900 0% R3,271,900

Upgrade Waste Transfer Station Hendrina (422/...) R200,000 R171,050 R171,050 0% R171,050

Extend Middelburg Landfill Site (430/...) R6,000,000 R5,949,994 R5,949,994 0% R5,949,994

New Trailer For Containers (420/...) R500,000 R500,000 R392,150 -22% R392,150

Guardhouse Rietkuil Waste Transfer Station (422/...) R70,000 R - R - 0% R -

Palisade Gate Dennesig Waste Transf Station (422/) R140,000 R119,500 R119,500 0% R119,500

Replace Street bins (420/...) R - R150,000 R128,700 -14% R128,700

Guardhouse Rietkuil Waste Transfer station (422/...) R - R232,317 R222,233 -4% R222,233

Rehablitation Landfill Site: 430 R - R - R724,977 0% R724,977



61

COMMENT ON THE OVERALL PERFORMANCE OF ENVIRONMENTAL AND WASTE MANAGEMENT

Waste collection: An additional 295 HHs were provided with the waste collection service and

04 new businesses were serviced in 2017/18.The department is aiming to increase access to

waste removal services by 400 HH and 4 businesses in 2018/2019 financial year. The service

is also inundated with challenges posed by inadequate resources and an aging fleet and the

rate at which the development is growing. To address these challenges, a detailed

investigation will be carried out to ascertain the status quo and make recommendations for

improvement.

In addition, the Municipality will be replacing the aged fleet every year. The department will

maintain garden waste services at 20 876 in the 2018/2019 financial year. The service could

not be extended to other areas due to shortage of resources. The Municipality is investigating

alternative methods of providing the service that can include the collection of garden waste.

Street cleaning service: Street cleaning was done by own and temporary personnel through

the EPWP programme. 10 temporary personnel were appointed for street cleaning. Street

cleaning and litter picking is also done by garden waste contractors. The Shortage of staff is

making it difficult to maintain the Town, open spaces, parks and streets clean at all times.

Illegal dumping: The clearing of illegal dumping is done through Municipal officials and

private contractors. The Municipality is failing to keep the area clean and free of illegal

dumping due to shortage of resources. Awareness campaigns are conducted as per the

Departmental schedule in order make people aware of the impacts and consequences of

illegal dumping. Illegal dumping within the Municipal area is increasing at an alarming rate.

Waste storage and disposal facilities: Currently, there are nine (9) waste transfer stations

within the Municipality which are located in Hendrina, Komati, Rietkuil, Doornkop, Dennisig,

Rockdale, Middelburg Ext 49, Sikhululiwe and Bankfontein. There is one class B permitted

landfill site in Middelburg. The Middelburg landfill site was extended due to the challenge

experienced with the spatial growth and lack of air space at the landfill site.

The absence of a landfill site in Hendrina increases transport costs for the disposal of waste

in Middelburg landfill. There is a need for a landfill site to cater for Hendrina and surrounding

areas. Investigation is currently underway for the establishment of landfill sites in Middelburg.

The closure of Eskom disposal site in Rietkuil has put on an immense pressure on the transfer

station and illegal dumping is increasing vastly in the area. The transfer station does not have

a capacity to handle the quantities of incoming waste. Investigation is being done to upgrade

the existing transfer station or to establish a bigger facility.

There is a need to establish waste transfer stations in areas such as Presidentsrus and

Kranspoort to reduce the haulage costs for the disposal of waste at Middelburg landfill site.


62

Awareness and waste minimization programmes: Twelve (12) awareness campaigns

were done in the 2017/2018 financial year. One waste minimization project was done in

partnership with Coca-Cola Beverages South Africa. Waste minimization project is planned

to be implemented at Sikhululiwe waste transfer station. There is a need for buy back in

Hendrina and a material reclamation facility in Middelburg to improve recycling.

3.5. HOUSING

INTRODUTION TO HOUSING SERVICES

Steve Tshwete Local Municipality subscribes to the notion of integrated and sustainable human

settlements. Therefore the identification and acquisition of well-located land, adequate access

to Municipal services, social and economic annuities including transport services continued to

be the key determinant to achieve high levels of integration and sustainable human

settlements. Steve Tshwete Local Municipality was granted level 2 accreditation status

therefore imply that the Municipality is expected to perform Level 1 accreditation functions

which entail beneficiary management, subsidy budget planning and allocation and Level 2

accreditation functions which entail full programme and project management in addition to the

level 1 accreditation functions. In the 2016/2017 financial year 525 housing opportunities have

been allocated to qualifying beneficiaries. Subsequently in the 2017/2018 financial year 316

housing opportunities have been allocated to qualifying beneficiaries. In the 2018/2019

financial year the process to allocate housing opportunities is underway. Thus far 781

houses handed over. It is important to highlight: that the number of housing opportunities per

financial year is directly dependent on the number of housing subsidies approved. Perhaps it

is also relevant to state that 1389 housing beneficiaries have benefitted from the housing

consumer education programme through one on one sessions and interactive workshops

during the year under review.

In addition, the inter-governmental framework that advocates cooperation and collaboration

amongst the different spheres of Government to deliver services that the citizens are entitled

to is very critical to promote efficient and effective housing delivery. As a result the Municipality

has not experienced community upheavals due to fair administrative practises and strict

adherence to transparency. However the mismatch between housing delivery and housing

demands continues to be a source for grave concern for the Municipality in general and the

Department of Human Settlements in particular. It is also worth mentioning that the private

sector enterprises (e.g. South32 Coal, Exxaro Coal and Wescoal Mining) contribution to reduce

the backlog through their social labour plans initiatives has been noted with the greatest

commendation.

The Municipality has been actively participating in the processes that led to the development

and publishing of the Human Settlements white paper that would eventually lead to the

promulgation of the Human Settlements Act in the near future.

T 3.5.2


63

Percentage of households with access to basic housing

Year end Total households (including in formal and informal settlements)

Households in formal settlements

Percentage of HHs in formal settlements

2015/2016 66 799 55 759 83.4%

2016/2017 86 713 71 022 81,9%

2017/2018 86 714 71.338 82%

T 3.5.2


64

Housing Service Policy Objectives Taken From IDP


2016/2017 2017/2018 2018/2019



*Previous Year

*Current Year

*Current Year


To provide safety and security to human life

To ensure effective coordination and implementation of housing provision.

Number of consumers educated.

1 000 1 880 1 880 500 316 500

To prevent illegal occupation of land.

Number of notices issued.

100

127

127

100 110 110

Number of illegal structures demolished.

10 72 72 20 19 20

T 3.5.3

Chapter 3 – Service Delivery Performance (Report Part I) ANNUAL REPORT – 2016/2017

65

Employees - Housing

Years 1- (2017) YEAR 0 (2018)



0-3 1 1 1 0 0

4-6 2 2 2 0 0

7-9 4 5 5 0 0

10-12 19 22 19 3 14

13-15 0 0 0 0 0

16-18 0 0 0 0 0

19-20 0 0 0 0 0

Total 26 30 27 3 10

Financial Performance : Housing Services

2017/2018

R'000

Details

2016/2017 2017/2018

Actual Original Budget Adjustment Budget


Total Operational Revenue R318,229 R1,500 R742,274 RR13,282 785%

Expenditure:

Employees R9,739,324 R11,889,833 R10,783,716 R9,869,265 -17%

Repairs and Maintenance R879,519 R232,555 R357,455 R202,804 -13%

Other R1,697,269 R1,968,386 R2,221,814 R886,360 -55%


Net Operational Expenditure R11,997,883 R14,089,274 R12,620,711 R10,945,147 -22%



66

Capital Expenditure : Housing Services

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R365,000.00 R1,059,000.00 R 1,016,655.00 -4%

Replace motorbikes (460/...) R365,000.00 R365,000.00 R326,955.00 -10% R326,955.00

New LDV (454/...) R - R332,000.00 R330,500.00 0% R330,500.00

New LDV (454/...) R - R332,000.00 R330,500.00 0% R330,500.00

New Sign Boards (452/...) R - R30,000.00 R 28,700.00 -4% R28,700.00


COMMENT ON THE OVERALL PERFORMANCE OF HOUSING SERVICES

The Department of Housing Services overall performance for 2017/2018 financial year is

satisfactory. However serious delays in handing over houses caused by procurement

challenges in some of the projects hampered the housing delivery performance. In order to

avert unnecessary community protests that generally happen due to lack of information the

Department resolved to upscale the implementation of housing consumer education initiatives

It must be borne in mind that STLM is implementing all National and Provincial programmes

delegated to the Municipality in terms of the Municipality Accreditation framework developed

by the National Department of Human Settlements.

3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT

INTRODUCTION TO FREE BASIC SERVICES AND INDIGENT SUPPORT

The purpose of the indigent policy is to implement the national initiative to improve the lives of

indigents and to improve access to free basic services. The policy is aimed at providing a social

safety net to relieve poverty within communities.

The indigent policy has three (3) parts, namely:

Physical access to the Municipal services;

Functional and maintenance of services provided; and

Access to services must be properly targeted.

The Council does not have a social welfare division to keep a register of and to evaluate all

applications for indigent support. A control system linked to the demand for electricity current


67

(circuit breaker size) must be operated and maintained. This means that all residential

consumers for whom it is possible to receive electricity current limited to and controlled by a

20-amp circuit breaker qualify for the free services.

The following free basic services are provided to qualifying indigents:

50kWh (units) of free basic electricity per month.

10kL of free water per month.

100% rebate on assessment rates.

The waste removal rate in respect of indigents, which will be fully discounted.

The sewerage rate in respect of indigents, which will be fully discounted.

T 3.6.1

YEAR Free Basic Water

Free Basic Sanitation

Free Basic Electricity

Free Basic Refuse

-

2 000

4 000

6 000

8 000

10 000

12 000

14 000

16 000

18 000

20 000

Free Basic Water Free Basic Sanitation Free Basic Electricity Free Basic Refuse

Ho

use

ho

lds

('00

0)

Free Basic Household Services

2013/2014

2014/2015

2015/2016

2016/2017

Data sourced from MBRR A10


68

2013/2014 12,681

17,100

13,722

16,740

2014/2015 13,500

17,384

14,252

16,977

2015/2016 13,783

17,730

16,237

17,286

2016/2017 14,452

17,738

16,707

17,227

2017.2018

Free Basic Service Policy Objectives Taken From IDP

Service Objectives

Outline Service Targets

2016/2017 2017/18


Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year


Provision of alternative support to low-income households that receive all free basic services.

Number of indigent households.

18 107 18 107

18107

17738

T 3.6.5

Financial Performance : Cost to Municipality of Free Basic Services Delivered

2017/2018

Services Delivered

2016/2017 2017/2018

Actual Budget Adjustment Budget


Water R26,575,466 R29,522,124 R24,243,461 R22,123,474 -25%

Waste Water (Sanitation) R17,822,580 R20,025,800 R20,206,784 R20,336,703 2%

Electricity R8,061,524 R8,827,932 R8,227,932 R8,004,498 -9%

Waste Management (Solid Waste) R22,590,691 R24,769,835 R25,283,674 R25,436,846 3%

Total R75,050,261 R83,145,691 R77,961,851 R75,901,521 -9%

COMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT


69

The Municipality has a self-managing indigent support system where indigent residents

decide for themselves whether they will be able to manage with only a 20-amp electricity

supply. The number of indigents decreased during the year by 369 to 17 738 mainly due to

the review of the indigent register to remove those that do not qualify for the support. Indigent

relief is annually provided from an equitable share to the amount of R70.1 million.

T 3.6.6

COMPONENT B: ROAD TRANSPORT ANDSTORM WATER DRAINAGE

This component includes roads and waste water (storm water drainage).

3.7. ROADS

INTRODUCTION TO ROADS

The strategy is to ensure the provision of road and storm water , while upgrading existing in

all new developments, and existing areas as well as maintaining existing roads. The current

baseline is at 77.45 km of new roads constructed through capital budget funding. Municipal

funds are utilized for the construction of roads in middle- and high-income areas, while the

MIG is utilised for construction of new roads in low-income areas.

T 3.7.1

Gravel Road

Kilometres

Total gravel roads

New gravel roads constructed

Gravel roads upgraded to tar

Gravel roads graded/maintained

2015/2016 174.64 0 7.56 186.77

2016/2017 162.44 3.96 7.51 190.40

2017/2018 153.77 0 8.67 220.26

T 3.7.2

Tarred Road

Kilometres

Total tarred roads

New tar roads

Existing tar roads re-tarred *(rebuild roads)

Existing tar roads re-sheeted *(resealed roads)

Tar roads maintained

2015/2016 653.81 7.563 0.00 9.33 2016/2017 668.07 7.511 0.28 7.08

2017/2018 696.74 8.674 0.459 22.086

T 3.7.3

Cost of Construction/Maintenance


70

Gravel Tar

New Gravel – Tar Maintained New Reworked Maintained

2015/2016 R - R37 447 830 R812 220 R37 447 830 R - R9 400 000

2016/2017 R60 000 R48 745 899 R39 758 339 R2 250 000 R9 700 000

2017/2018 R - R51 288 920 R51 288 920 R3 210 000 R12 000 000.00

T 3.7.4


71

Road Service Policy Objectives Taken From IDP

Service Objectives


2016/2017 2017/2018 2018/2019


Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year


To ensure provision of affordable and sustainable basic services by upgrading existing and providing new

To ensure the provision of new roads and storm water while upgrading existing.

kms of newly tarred roads constructed. kms of new storm water systems constructed.

7.00 4.00

7.51 5.82

7.00 4.00

7.00 4.00

8..674 7.735

7 4

kms of gravel roads graded and bladed.

150.00 194.40 150 150 220.26 150


72

Employees - Roads and Storm water

Years 1- (2017) YEAR 0 (2018)



0-3 1 3 2 1 33

4-6 3 3 3 0 0

7-9 3 4 4 0 0

10-12 8 7 6 1 14

13-15 5 4 4 0 0

16-18 7 7 6 1 14

19-20 62 73 69 4 5

Total 89 101 94 7 7

Financial Performance : Road Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget



Expenditure:

Employees R16,195,734 R21,130,078 R22,499,629 R21,457,903 2%


Other R55,091,887 R61,899,990 R61,079,183 R58,776,186 -5%





73

Capital Expenditure : Road Services

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R 56,638,920 R69,485,249 R69,376,397 0%

Paving & Kerbs Hendrina & Kwaza W1 (542/...) R200,000 R200,000 R193,196 -3% R193,196

Roads Middelburg Replace Road Barriers (540/...) R100,000 R100,000 R98,780 -1% R98,780

Upgrade Bridges (540/...) R200,000 R200,000 R199,046 0% R199,046

Roads Aerorand West W12 (540/...) R12,000,000 R13,370,000 R13,369,924 0% R13,369,924

Paving & Kerbs Villages & Rural W4 (543/...) R200,000 R200,000 R193,366 -3% R193,366

Replace Paving & Kerbs (540/...) R250,000 R 250,000 R249,899 0% R249,899

Roads New Taxi Laybyes W1 (540/...) R100,000 R100,000 R99,273 -1% R99,273

Roads Hendrina W3 (542/...) R2,200,000 R2,110,000 R2,105,938 0% R2,105,938

Roads New Taxi Lay byes W2 (540/...) R100,000 R100,000 R99,273 -1% R99,273

Roads New Taxi Lay byes W25 (540/...) R100,000 R100,000 R99,273 -1% R99,273

Roads Middelburg Reseal Roads M/burg W17 (540/...) R500,000 R311,778 R311,778 0% R311,778

Reseal Roads Hendrina/Kwaza Ward 2 (542/...) R300,000 R 296,539 R296,539 0% R296,539

Reseal Roads Rural & Eskom Towns (543/...) R1,500,000 R1,532,506 R1,532,505 0% R1,532,505

Replace Equipment (542/...) R170,000 R155,000 R154,420 0% R154,420

Roads Middelburg Reseal Roads R500,000 R179,003 R179,003 0% R179,003


74

M/burg W20 (540/...)

Roads Middelburg Reseal Roads M/burg W21 (540/...)

R500,000

R374,345

R374,345

0%

R374,345

Roads Middelburg Reseal Roads M/burg W15 (540/...) R1,200,000 R185,881 R185,801 0% R185,801


Roads Middelburg Reseal Roads M/burg W13 (540/...) R1,200,000 R2,133,654 R2,133,654 0% R2,133,654

Roads Middelburg Reseal Roads M/burg W12 (540/...) R500,000 R 283,048 R283,047 0% R283,047

Roads Middelburg Reseal Roads M/burg W11 (540/...) R500,000 R1,612,539 R1,612,539 0% R1,612,539

-Roads Middelburg Reseal Roads M/burg W10 (540/...) R500,000 R142,690 R142,690 0% R142,690


Roads Middelburg Reseal Roads M/burg W16 (540/...) R500,000 R1,058,107 R1,048,106 -1% R1,048,106

Roads Middelburg Reseal Roads M/burg W22 (540/...) R500,000 R - R - 0% R -

Roads Middelburg Reseal Roads M/burg W23 (540/...) R1,100,000 R794,345 R 794,171 0% R794,171


Reseal Roads Hendrina/Kwaza Ward 1 (542/...) R700,000 R665,324 R633,249 -5% R633,249


75

Reseal Roads Hendrina/Kwaza Ward 3 (542/...) R500,000 R499,541 R473,645 -5% R473,645

Middelburg Reseal Roads W28

R - R110,150 R92,221 -16% R92,221

Middelburg Reseal Roads W19 (540/...)

R - R225,829 R 221,557 -2% R 221,557

Edge Beams Primary/Secondary Routes (540/...) R250,000 R250,000 R 250,000 0% R250,000

Roads Middelburg Rebuild Roads M/burg (540/...) R3,000,000 R - R - 0% R -

Roads Rebuild M/burg W19 (540/...) R - R3,210,000 R3,209,899 0% R3,209,899

Roads Presidentsrus (543/...) R3,000,000 R3,195,000 R3,194,882 0% R3,194,882

New Equipment (542/...) R20,000 R24,772 R24,772 0% R24,772

Paving & Kerbs Low income areas (540) R1,270,000 R1,270,000 R1,269,742 0% R1,269,742

Roads & Storm water Low Income Areas W28 (540/...) R3,000,000 R4,114,054 R4,114,054 0% R 4,114,054

Roads & Storm water Low Income Areas W6 (540/...) R3,000,000

R 9,238,208 R9,238,208 0% R9,238,208

Roads & Storm water Low Income Areas W2 (540/...) R2,000,000 R8,143,884 R8,143,884 0% R8,143,884

Roads & Storm water Low Income Areas W1 (540/...) R1,000,000 R3,114,903 R3,114,903 0% R3,114,903

Roads & Storm water Low Income Areas W23 (540/...) R2,419,720 R - R - 0% R -

Upgrade Taxi Ranks Middelburg (557/...) R800,000 R - R - 0% R -

Replacement Machinery & Equipment (540/...) R90,000 R100,228 R105,472 5% R105,472

Replace Kerbs Inlets Middelburg/Mhluzi W12 (540/...) R60,000 R60,000 R59,927 0% R59,927



76

Replace Kerb s Inlets Middelburg/Mhluzi W20 (540/...) R40,000 R 40,000 R 39,894 0% R39,894

Replace Kerbs Inlets Middelburg/Mhluzi W23 (540/...) R20,000 R 20,000 R19,999 0% R19,999





Upgrade Parking Area Civic Centre W11 (540/...) R1,200,000 R1,200,000 R1,199,900 0% R1,199,900

Roads x18 Hope City W11 (540/...) R7,669,200 R 6,439,200 R6,439,192 0% R6,439,192


COMMENT ON THE OVERALL PERFORMANCE OF ROADS

A total of 7.51 km of new roads in the MP313 area were constructed using Municipal capital

funds and MIG funds as per the forecast budget. The priority is to construct roads in newly

developed areas such as Aerorand, Middelburg Ext 18, Mhluzi, Tokologo, Middelburg Ext 24,

Rockdale, Hendrina, and Kwazamokuhle, Kranspoort areas. Challenges arise from the influx

of heavy vehicles using the internal roads for access to the main roads such as the N11 to

Hendrina and Groblersdal and R555 eMalahleni to Stoffberg and R35 to Bethal and R104 to

Belfast. The high volume of heavy vehicles passing through Hendrina to Ermelo, Carolina, and

Bethal from provincial and national roads is a challenge also faced at Hendrina.

T 3.7.10


77

3.8. WASTE WATER (STORM WATER DRAINAGE)

INTRODUCTION TO STORM WATER DRAINAGE

Storm water drainage is installed with every new road constructed. For the 2017/2018 financial

year, 7.735km of new storm water drainage was installed. The storm water in low-income areas

is funded by the MIG. Middle- income and high-income areas are funded from the Council’s

own capital budget. In the informal settlements, gravel V-drains are constructed as and when

required. T 3.9.1

Storm Water

Kilometres

Total Storm water measures

New Storm water measures

Storm water measures upgraded

Storm water measures maintained

2015/2016 318.70 3.83 0 35

2016/2017 322.53 5.82 0 328.35

2017/2018 328.35 7.735 0 336.08

T 3.9.2

Cost of Construction/Maintenance

Storm Water Measures

New Upgraded Maintained

2015/2016 R10 375 226 0 R300 000

2016/2017 R14 676 736 0 R420 000

2017/2018 R14 818 635 0 R0

T 3.9.3

Storm Water Policy Objectives Taken From IDP


2016/2017 2017/2018 2018/2019


Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year


To ensure provision of new roads and storm water while upgrading existing

To ensure the provision of new roads and storm water while upgrading existing.

Kilometers of storm water drainage systems constructed.

4 5.82 4 4 7.735 4


78

Financial Performance : Road Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget



Expenditure:

Employees R16,195,734 R21,130,078 R22,499,629 R21,457,903 2%


Other R55,091,887 R61,899,990 R61,079,183 R58,776,186 -5%




Capital Expenditure : Storm water Services

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R9,830,000 R9,010,000 R11,108,928 23%

Storm water Kwaza x2 (542/...) R600,000 R600,000 R598,880 0% R598,880

Subsurface Drains Hendrina/Kwaza (542/...) R350,000 R350,000 R348,470 0% R348,470

Stormwater Villages (543/...) R500,000 R500,000 R498,650 0% R498,650

Stormwater Aerorand West (540/...) R6,000,000 R6,000,000 R5,999,915 0% R5,999,915

Stormwater Middelburg/Mhluzi W27 (540/...) R700,000 R - R - 0% R -

Stormwater Middelburg/Mhluzi W23 (540/...) R350,000 R1,050,000 R1,049,114 0% R1,049,114


79

Stormwater Middelburg/Mhluzi W25 (540/...) R700,000 R - R - 0% R -

Stormwater Hendrina (542/...) R630,000 R510,000 R508,204 0% R508,204

Stormwater Presidentsrus (543/...) R750,000 R750,000 R745,795 -1% R745,795

Stormwater Middelburg x18 W11 (540/...) R1,500,000 R1,360,000 R1,359,900 0% R1,359,900

Stormwater Mhluzi W21 (540/...) R3,000,000 R2,998,653 R2,998,653 0% R2,998,653

Stormwater Middelburg/Mhluzi W25 (540/...) R - R700,000 R699,607 0% R699,607

COMMENT ON OVERALL PERFORMANCE OF STORM WATER DRAINAGE

The Municipality has targeted 20 km of new storm water drainage for the five (5) financial years

from 2017/2018. The installation of storm water drainage will be funded using the Municipal

capital budget, funds from the District Municipality, and the MIG. The Municipality faces a

challenge in some of the developed areas like Mhluzi and Kwazamokuhle and its extensions

where there is no adequate stormwater drainage system. A request for funding to MIG in order

to address the backlog has been submitted for approval.

T3.9.9

3.9. TRANSPORT (LICENSING) SERVICES

INTRODUCTION TO TRANSPORT (LICENSING) SERVICES

Steve Tshwete Licensing and Testing Services carries out the licensing and testing function in

terms of the Service Level Agreement entered into between Steve Tshwete Local Municipality

and Mpumalanga Provincial Department of Community Safety, Security & Liaison. Steve

Tshwete Local Municipality has two centres: Middelburg also offers vehicle testing services,

and Hendrina does not offer such services due to inadequate facility.

Licensing Department offers the following services:

1. Vehicle Registrations and Renewal of Vehicle Licenses.

2. Issuing of learners and drivers licenses.

3. Issuing of roadworthy certificates and professional driving permits.

4. Conversion of foreign drivers licenses into South African licenses.

5. Issuing of instructor certificates, business licenses and dog licenses.

6. Fitting of microdot on the motor vehicles.


80

7. Issuing of motor trade numbers, temporary and special permits.

8. Deregistration of motor vehicles.

9. Maintaining 7 working days turnaround time for the processing of learners and drivers

licenses.

CHALLENGES ARE AS FOLLOWS:

1. Population has increased therefore there is also an increased demand for licensing

services, but the facilities have not been upgraded to meet the customers’ demands.

2. There is a need to upgrade the existing facilities and to build the new one as our Municipality

is the fastest growing town.

3. Inadequate new eye testing machines to process the application for learners, driver’s

licenses and professional driving licenses.

4. Shortage of personnel especially at the testing station, currently there is only one

Management Representative, who is the supervisor and there is no one to assist him. The

supervisor is expected to compile a report giving the monthly statistics on vehicles tested for

roadworthy. Additional personnel are required in order to improve service delivery.

T 3.23

(Licensing Service Policy Objectives Taken From IDP

2016/17 2017/2018 2018/2019

Target Actual Target Actual Actual Target

Service indicators

Previous year

Actual

Previous year

Current year

Actual

Estimated

(i) (ii) (iii) (iv) (v)

Number of vehicles registered within the Municipal area.

Vehicles to be registered by June 2018.

28000 23298 28 000 21303 21303

25000

Number of vehicles licensed within the Municipal area.

Vehicles to be licensed by June 2018. 118200 109137 118200 113534

113534

115000

Number of applications processed for drivers licenses.

Application to be processed for drivers licenses by June 2018.

14000 11463 14000 9542 9542

11000

Number of driver’s license

Driver’s licenses to be

24000 22360 24000 23860 23860 25000


81

issued and converted.

issued by June 2018.

Number of learner’s license applications processed.

Applications to be processed for learners licenses by June 2018.

13000 17509 13000 17335 17335

18000

Number of learner’s licenses issued.

Learner’s licenses to be issued by June 2018.

11000 13228 11000 13511 13511

15000

Number of vehicles tested for road worthiness.

Vehicles to be tested for road worthiness by June 2018.

1600 1856 1600 1720 1720

`1800

Financial Performance : Transport(Licensing) Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget



Expenditure:

Employees R17,020,418 R19,399,585 R19,163,381 R18,027,338 -7%


Other R1,764,690 R2,779,215 R2,845,111 R1,521,165 -45%





82

Capital Expenditure : Transport(Licensing) Services 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure

Variance from original budget

Total Project Value

Total All R1,673,000 R1,817,000 R1,537,504 -15%

Traffic Calming Measures (310/...)

R350,000 R350,000 R348,619 0% R348,619

Replace vehicles (310/...) R1,150,000 R1,150,000 R931,203 -19%

R931,203

Replace Furniture & Office Equipment (310/...)

R55,000 R55,000 R50,941 -7%

R50,941

Alcohol Testing Equipment (310/...)

R36,000 R180,000 R132,125 -27%

R132,125

Shelves for the pound: 310

R40,000 R40,000 R35,405 -11%

R35,405

Filing cabinets: 310 R42,000 R42,000 R39,211 -7% R39,211


COMMENT ON THE PERFORMANCE OFTRANSPORT (LICENSING) SERVICES

The department had numerous challenges regarding eye test machines which were out of

order from time to time which led to poor service and unhappy customers. This has dented

the image of the Municipality as the Licensing Department was considered as one of the

most performing department within the Province.

3.10. COMPONENT C: PLANNING AND DEVELOPMENT

This component includes planning and local economic development.

INTRODUCTION TO PLANNING AND DEVELOPMENT

The economic base of this Municipality is built mainly on Mining, Agriculture, Manufacturing,

and Retail trade sectors respectively. These sectors are the major employers of the people

living within this Municipality. The existing mines that still have lifespans ranging between 5

and 30 years are seen as opportunity from an economic point of view. However, the

challenge is that the Mining and Manufacturing economies are not green development and

hence contribute to unsustainable development. These economies contribute to emission of

carbon footprints, destruction of highpotential lands, water and atmospheric pollution. The


83

road networks are under serious pressure due to increasing traffic volumes owing to the

continued economic development and population growth.

The concept of green buildings is not yet grasped by many public members; as a result there

are only a few energy-efficient buildings. The huge initial costs of designing green buildings

and retrofitting of energy-efficient equipment to the existing buildings are the main deterrents.

Therefore Municipality has, in partnership with ICLEI, developed Green Buildings Guidelines

which are already being implemented.

The Municipal owned land is not big enough to accommodate the demand for proclaimed and

serviced land owing to the high population growth and economic growth. This is

demonstrated by the mushrooming of informal settlement and land grab mainly close to areas

where there are work opportunities. The National Department of Human Settlement has

assisted theMunicipality to develop a policy and strategy on upgrading of informal settlement

in an effort to reduce and control the rapid growth of informal settlements. The Mpumalanga

Department of Human Settlement and Steve Tshwete Local Municipality have purchased a

piece of land measuring 557 hectares in extent in order to develop an integrated human

settlement to comprise residential units in excess of 6000.

The Spatial Development Framework has been reviewed mainly to be aligned with the

development principles advocated by the Spatial Planning and Land Use Management Act

No. 16 of 2013 which are spatial justice, spatial sustainability, efficiency, spatial resilience

and good administration. In addition, the objective is also to extend the urban edge with an

objective to unlock potential of strategically located additional farm portions to address the

demand for serviced land. Another reason to review the SDF was to align it with the following

planning resource documents:

-2016 Community Survey.

-Recent Land Audit commissioned by the Nkangala District Municipality.

-Rural Development Plan commissioned by the Nkangala District Municipality.

-National Upgrading of Informal Settlement Programme.

T 3.10

3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING

INTRODUCTION TO PLANNING

The main planning strategies for the Municipality are as follows:

Regulation of land uses and building activities through enforcement of the Municipal Spatial

Development Framework and the Steve Tshwete Town Planning Scheme, 2004, as well

as the National Building Regulations and Building Standards Act No. 103 of 1977. Spatial

Planning and Land Use Management Act No 16 of 2013 and Steve Tshwete By-law on

Spatial Planning and By-law, 2016.


84

Establishment of integrated human settlements to provide residential, business, industrial,

and institutional sites to address the demand by the community

Promote spatial transformation to correct the historically segregated, low density and mono

functional towns.

Formalisation of informal settlements.

Creation of rural villages.

Formulation and enforcement of densification policy.

Encouragement of mixed land use.

Promotion of infill development.

Formulation of long term development plans.

Enforcement of green building principles.

In line with the aforementioned strategies, the following were achieved:

Newtown Extension Township and Kwazamokuhle Extension 9 Township were registered.

The latter townships are designed and planned in a manner that upholds the principles of

integrated human settlement as advocated by the Breaking New Ground Housing Plan for

integrated and sustainable human settlements. The settlement addresses the demand for

residential, business, institutional, industrial, educational, and recreational stands and the

need for security of tenure for the households that are currently residing at Newtown

informal settlement.

With the assistance of the Nkangala District Municipality and Department of Human

Settlement, the process of establishment of integrated human settlements known as

Newtown Extension 01, Rondebosch Integrated Human Settlement and Upgrading of

Newtown Informal Settlement it was commenced with. All required specialist studies were

conducted and subsequently an application for township establishment was submitted to

Council for approval.

838 transgression notices were issued to discourage illegal building work and illegal land

uses. Thiswas followed by the submission and approval of 100 consent use applications

in compliance with the issued transgression notices.

3.10.1


85

Detail Formalization of

Townships Rezoning Built Environment

2016/2017 2017/2018 2016/2017 2017/2018 2016/2017 2017/2018

Planning application received.

2 2 36 37 1550 1387

Determination made in year of receipt.

0 0 9 8 1280

1247 (62 receipt in previous year)

Determination made in following year.

2 2 27 28 142 202

Applications withdrawn.

0 0 1 1 128 0

Applications outstanding at year end.

2 2 26 28 142 202

T 3.10.2


86

Planning Policy Objectives Taken From IDP


2016/2017 2017/2018 2018/2019



*Previous Year

*Current Year

*Current Year


To ensure coordinated rural and urban planning and development within MP313 area of jurisdiction in order to meet the needs of the communities in a sustainable manner

To ensure orderly

spatial planning and

sustainable

development within

the Municipal area

towards the

integration of

communities.

Number of notices issued for illegal building activities.

220 447 220 150 527 150

Number of notices issued for illegal land uses.

100 181 100 100 311 100

Number of established townships.

3 1 3 2 0 2


87

Employees - Town Planning

Years 1- (2017) YEAR 0 (2018)



0-3 2 2 2 0 0

4-6 3 4 4 0 0

7-9 8 10 9 1 10

10-12 3 5 4 1 20

13-15 0 0 0 0 0

16-18 0 0 0 0 0

19-20 0 0 0 0 0

Total 16 21 19 2 10

Financial Performance : Planning Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget



Expenditure:

Employees R7,322,082 R9,568,574 R8,996,291 R8,685,366 -9%

Repairs and Maintenance R- R3,000 R3,000 R- -100%

Other R2,322,217 R3,888,108 R3,886,097 R2,237,536 -42%





88

Capital Expenditure : Planning Services 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure

%Variance from adjusted budget

Total Project Value

Total All R220,000 R297,800 R218,232 -27%

Township Development Newtown (502/...) R- R - R - 0% R-

Filing Cabinets (502/...) R10,000 R- R- 0% R-

Township development Kwaza x9 Vaalbank 177I (502/) R- R- R- 0% R-

Township development Somaphepha (502/...) R- R60,800 R20,348 -67% R20,348

Township Establishment Rockdale North (502/...) R210,000 R237,000 R197,884 -17% R197,884


COMMENT ON THE OVERALL PERFORMANCE OF PHYSICAL PLANNING

There are two (2) township establishment capital projects implemented in the 2017/2018

financial year, namely Development of 300 Stands at Somaphepha Village and Rockdale North

Extension 1. The priority for the latter projects is to create additional residential, business,

institutional, and industrial stands in order to address the demand and contribute to the

economic growth of the Municipality.

The By-Law on Spatial Planning and Land Use Management was promulgated and the Spatial

Planning and Land Use Act No 13 of 2013 are being implemented.

The five-year targets for this section are as follows:

Establishment of two (2) integrated and sustainable human settlements

Adoption of densification policy


89

Upgrading of 5 informal settlements

Purchasing of additional hectares of land for the establishment of integrated human

settlements and rural village to address the demand for serviced and creation of a

condusive environment for economic growth to take place within the Municipal area.

Establishment of 3 additional rural villages.

The budgetary provision for attaining the foregoing targets will be borne by the Municipality.

When needs are financial in nature, assistance including grants, will be sourced from the

relevant government departments.

The achievements attained thus far are as follows:

Obtaining approval of Dennesig North Extension 01 Township by the Municipal Planning

Tribunal. Pegging of the township and framing it into a general plan were also realised.

Registration of Newtown Extension Township and Kwazamokuhle Extenstion 9

Township.

Draft for review and alignment of the Municipal Spatial Development Framework with the

Spatial Planning and Land Use Management Act No. 16 of 2013 and Steve Tshwete By-

law on Spatial Planning and Land Use Management Act, 2016 was produced.

Draft policy on Development Charges as required by the SPLUMA was done.

3.11. LOCAL ECONOMIC DEVELOPMENT

The final LED strategy was approved by Council in May 2016 with Council resolution number

C29/05/2016; the implementation of the strategy then commenced.

The defunctional LED Forum was resuscitated in November 2016 and is now fully functional with

active sub committees. Government and business are forming part of the executive committee.

Ten LED Forum Executive Committee meetings were held in 2017.

A breakfast session with businesses was held in 2017 by the office of the Mayor; Municipal long

term plans were presented for business to give their input. Tourism exhibition was held in

partnership with Middelburg Chamber of Commerce and Industry at the Middelburg Mall. Crafters

from the Little Elephant projects displayed and exhibited their art and beads.

Business training for women in business was conducted by Business Skills SA and sponsored

by PwC. Further training was conducted by Liberty Life on basic financial literacy for Community

Works Program and EPWP participants in January 2017.

A regional hospital is being built next to Middelburg Mall increasing the footprint of socio-

economic around the industries and the N4 Corridor. The Municipality is coordinating the project


90

steering committee in order ensure that some of the procurement and employment opportunities

are accessed by local residents.

The property between the Sasol fuel station and Mhluzi Mall has been designated as a flea

market and will be housing the Galitos and Dunlop containers, as part of the township economic

revitalization strategy. The district Municipality is supporting this strategy (township revitalization)

by establishing car wash projects in Mhluzi.

Five companies have been shortlisted in an effort to establish a hotel and conferencing facility in

Mhluzi. Land has been designated next the Middelburg Mall for this purpose; accessible to the

N4 and N11 Corridors.

A five hectare land has been made available by the Municipality in order to expand the steel

incubation program. The expanded program will included welding and the tooling initiatives.

T3.11.1

Economic Activity by Sector

Sector 2014/2015 2015/2016 2016/2017

Agriculture, forestry, and fishing.

Installation of hydroponic structures.

Establishment of an agriculture incubation (Fortune 40) by DARDLEA on a mine rehabilitated land – Elandspruit.

Establishment of a rabbit breeding project on N11.

Mining and quarrying.

Revival of Londani Mine along N4 Acquisition of Nungu Mine by SBS Mining. Establishment of the new mining site by Mafube Coal (Lifex Project). Kleinfontein Colliery has been given mining permit to establish its operation in Vaalbank area.

Manufacturing. Expansion of the Volvo Babcock plant.

Allocation of land for the expansion of the skills incubation program

Wholesale and retail trade.

Expansion of Middelburg Mall.

Expansion of the Eastdene complex.

Establishment of the flea market between Mhluzi Mall and Sasol garage. The Galitos and Dunlop containers will be located on this property.

Finance & property.

Expansion of Mid-Med Hospital.

Establishment of a boutique hotel at Riverside Estate conferencing centre. Establishment of the regional hospital next to Middelburg Mall. A private healthcare facility is being constructed in Dennesig.


91

Government, community, and social services.

- Investment Summit - Investor Breakfast - Investor Symposium. - LED Strategy Draft adoption.

- Franchise Expo LED Roundtable discussion. - LED Strategy approval. - Township Economy and Industries. - Job Skills Summit. - Skills Audit and Profiling.

Upgrading of the D20 road to Olifants River Lodge – 15 km of the road is now tarred.

Services.

Hydroponic structures in Mhluzi, Ext 24, and Magasyn.

Expansion of the tourism centre. Upgrade of facilities of the Little. Elephant. 160 industrial stands acquired.

T 3.11.2

Economic Employment by Sector

Jobs

Sector 2014/2015 2015/2016 2016/2017

No. No.

Wholesale and retail trade. 350 50

Government, community, and social services 1 000 1 003 966

Total. 1 350 1053 966

T 3.11.3

Jobs Created during 2014/2015 by LED Initiatives (Excluding EPWP Projects)

Total Jobs Created/Top 3 Initiatives

Jobs Created Jobs Lost/Displaced by Other Initiatives

Net Total Jobs Created in Year

Method of Validating Jobs Created/Lost

No. No. No.

Total (all initiatives).

2014/2015 1 092 126 966 Work/payroll registers.

2015/2016 1 003 0 1 003 Work/payroll registers.

2016/2017 976

Job Creation through EPWP* Projects

Details

EPWP Projects Jobs Created through EPWP Projects

No.

No.

2014/2015 242

2015/2016 631

2016/2017

*Extended Public Works Programme T 3.11.6


92

Local Economic Development Policy Objectives Taken From IDP

Service Objectives

Outline Service Targets 2015/2016 2016/2017 2017/2018


Service Indicators

*Previous Year *Previous Year

*Current Year

*Current Year


To contribute towards a better life for society by coordinating sustainable, social, and economic developmental programmes

To create a conducive environment for business investment and growth for job creation.

Number of LED related summits coordinated. 2

4 0 0 0 0

Number of skills development programmes coordinated. 1 3 1 3 3 0

Development of LED strategy. 1 1 0 0 0 0

Number of FET jobs created to improve the level of employment. 450 69.5

Number of participants recruited in Community Work Programme. 1 100 1 003 1100 1150 976 976

To contribute towards a better life for the community by coordinating sustainable Socio-economic development programmes.

Number of LED structures that are establishedin line with the LED strategy.

1 LED Stakeholders Forum.

2 Stakeholders Forums.

1 LED Forum establishment

1 LED Forum establishment.

1 LED Forum established 0

T3.17


93

Employees – LED

Years 1 (2016) Year 0 (2017)

Job Level

Number of Employees

Number of Posts

Number of Employees

Vacancies (Number)

Vacancies (%)

0-3 1 1 1 0 0

4-6 0 0 0 0 0

7-9 0 0 0 0 0

10-12 0 0 0 0 0

13-15 0 0 0 0 0

16-18 0 0 0 0 0

19-20 0 0 0 0 0

Total 1 1 1 0 0

Financial Performance : Local Economic Development Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R- R- R75,700 R- 0.00%

Expenditure:

Employees R582,232 R4,133,892 R4,282,710 R4,031,944 -2%

Repairs and Maintenance R- R- R- R- 0%

Other R491,956 R1,040,772 R1,750,558 R913,014 -12%





94

Capital Expenditure : Economic Development Services 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R13,000 R13,000 R10,500 -19%

Replace Furniture & Office Equipment (114/...) R10,000 R10,000 R7,894 -21% R7894

Replace Furniture & Office Equipment (124/...) R3,000 R3,000 R2,606 -13% R2606

Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate.

T3.11.10

COMMENT ON THE PERFORMANCE OF LOCAL ECONOMIC DEVELOPMENT

EPWP and CWP have contributed positively in maintaining a safety net for the poor

communities and alleviating poverty where it matters the most. About 242 full-time equivalent

jobs were created through our LED initiative while the CWP has maintained the training of all

the participants. To date, about 1003 participants are still active with some minimal challenges

absenteeism from time to time. The tendencies of absenteeism is crippling the programme and

through the Local Reference Committee (LRC), a resolution was taken to recruit more

participants who will stay on the waiting list to avert the problem of none expenditure due to

absenteeism.

COMPONENT D: COMMUNITY AND SOCIAL SERVICES

This component includeslibraries and archives, art museums and galleries, community halls,

cemeteries and crematoriums, childcare, aged care, social programmes, and theatres.

INTRODUCTION TO COMMUNITY AND SOCIAL SERVICES

Community services are responsible for providing the services as follows:

The department of Solid Waste & Environmental Management, Libraries, Sports, Arts and

Culture, Fire & Rescue Services, Traffic and Security Services, Licensing Services, and

Housing.

The core departmental functions are as follows:


95

1. Solid Waste & Environmental Management Services

Refuse collection for households and businesses; refuse storage and removal of illegal

dumping, the picking and regulation of private companies involved in waste removal and private

storage.

2. Libraries, Sports, Arts and Culture

The Municipal is responsible for the provision of information to the public through libraries by

the contributing to nation building and recreation through Sports, Arts and Culture.

3. Fire & Rescue Services

Fire Fighting and prevention, including Disaster Management. Rescue life emanating from the

accidents. Hazardous material transport of storage regulated e.g. licensing.

4. Traffic & Security Services

To provide Road safety for pedestrians and vehicles, traffic law enforcement to control the

street trading and public transport control. Funeral and VIP escorts.

Security Services ensure that the Municipality’s facilities are safe for staff and the public. They

also ensure procurement of private security contractors and monitor their performance.

5. Licensing Services

Is responsible for the licensing of vehicles and learner driver testing and also includes

businesses and the approval of applications for the posters on the street pavements.

6. Housing Services

Mandate is to select beneficiaries for low cost housing, staff and the public rental of Municipal

residential facilities including informal settlement. Law Enforcement against land invasion and

demolishing the shacks emanating from it.

3.12(A).LIBRARIES

INTRODUCTION TO LIBRARIES FACILITIES

The library operates with the mission of providing comprehensive resources and services in

support of the research, teaching and learning needs of the community. The libraries’ top 3

priorities are the following:

Visiting schools in rural areas: Services were taken to schools that are in rural/remote

areas that are previously disadvantaged, without school libraries. Schools were assisted

with the establishment of functioning libraries. The library liaised with relevant stakeholders

to donate containers that can be used as libraries. This further involves communities that


96

have no access to libraries at all, and because of the information provided to schools, the

Matric pass rate has increased, especially at schools that did not previously have Library

services

Visiting Old Age Homes and conducting home visits to render library services to senior

citizens in the Municipality.

Running marketing campaigns in the community to make the public aware of the

services rendered by libraries and providing information based on community needs. After

every campaign, questionnaires were designed to evaluate performance, as to whether

expectations were realised. Our campaigns are structured in such a manner that they are

rolled out in different areas in the Municipality.

Supporting the Cultural and Creative Industries Federation of South Africa (CCIFSA)

events: The CCIFSA event was officially launched during the 2016/17 financial year. The

purpose was to support the artistic community within the MP313 to be their own architects

in taking their future into their own hands. This translated into active citizens who will be

agents of the change they want to see.


97

Libraries Policy Objectives Taken From IDP




*Previous Year

*Current Year

*Current Year


To visit schools within the MP313 area to render library services.

Assisting as many schools as possible and improve usage of library material.

80 84 80 80 82 60

To visit Old Age Homes. Rendering library services to senior citizens.

161 161 144 144 133 130

To run marketing campaigns.

Making the community aware of the services offered and instilling a reading culture in the community.

4 4 4 4 4 4

To put up displays for monthly awareness.

Putting up displays for monthly awareness in current issues and themes.

431 431 360 132 160 160

To support quarterly CCIFSA events.

Supporting artists in being self-sufficient and well developed.

4

4

4 4 4 4

To monitor the running of the Special Library at the Middelburg Centre of Excellence.

Ensuring that the library is fully functional and utilised.

12 12 12 12 11 12

To monitor the running of the Special Library at the 4SAI Battalion Military Base.

Ensuring that the library is fully functional and utilised.

New Indicator

New Indicator

New Indicator

New Indicator

New Indicator

12


98

Employee - Cultural Services (Library)

Years 1- (2017) YEAR 0 (2018)



0-3 1 1 1 0 0

4-6 0 0 0 0 0

7-9 4 5 4 1 20

10-12 28 29 26 3 10

13-15 0 1 0 1 100

16-18 0 0 0 0 0

19-20 2 1 0 1 100

Total 35 37 31 6 16

Financial Performance : Libraries; 2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R120,996 R157,800 R164,000 R170,209 8%

Expenditure:

Employees R8,716,121 R10,391,609 R9,670,828 R8,928,604 -14%


Other R1,973,109 R2,184,346 R2,301,941 R1,617,844 -26%





99

Capital Expenditure : Libraries; 2017/2018 R' 000

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R612,000 R1,852,000 R1,767,737 -4.5%

Purchase Library Books (140/...) R440,000 R440,000 R429,820 -2.3% R429,820

Purchase Library Books: 140 R- R440,000 R389,140 -11.6% R389,140

Upgrad Library Facilities (140/...) R150,000 R950,000 R927,197 -2.4% R927,197

Replace Furniture & Office Equipment (140/...) R22,000 R22,000 R 21,580 -1.9% R21,580


COMMENT ON THE PERFORMANCE OF LIBRARIES

In the 2017/2018 financial year, there has been an increase in the number of people visiting

the library and making use of library facilities in the MP313 area.

The library marketing campaigns that were launched had a positive impact in terms of how the

community views libraries and how library services are rendered. Outreach programmes were

run throughout the year, thus enhancing the effective and efficient library services that are

provided to the community.

The CCIFSA was launched during the 2015/2016 financial year. Its role is to advocate and

promote the cultural diversity and heritage within the Municipality.

The 4SAI Battalion Special Library was launched in 2016/17 financial year catering for the

Military Army community.

All libraries are equipped with more computers and free Wi-Fi with the assistance of the

Department of Arts &Culture.

Mzanzi Library Online (MLO) programme rendered by the National library was launched in

2017/18 financial year. This assists users in accessing online information easier. 70% of

libraries were provided with computers, laptops, tablets 2 (Cyber-cadets) personnel were

deployed by the National library to facilitate this project.

The allocated budget has been utilised to its maximum, ensuring that the vision of the

Municipality is accomplished.


100

3.12(B). MUNICIPAL BUILDINGS

INTRODUCTION TO MUNICIPAL BUILDINGS

This department is responsible for the planning and provision of new Municipal buildings,

maintenance, and cleaning of various facilities. These include pay points, libraries, community

halls, Municipal offices, service centres, Thusong centres, dumping site offices, public

ablutions and taxi ranks, flats, and other leased Municipal buildings.

The strategies of this department are as follows:

-Implementing programmes to upgrade existing Municipal buildings and facilities.

-Constructing new facilities for enhanced service delivery.

-Constructing facilities closer to the communities.

-Installing and implementing security measures that minimise vandalism and theft at Municipal

buildings.

-Raising awareness of energy saving for users of Municipal buildings.

-Ensuring continuous usage of green materials for energy-saving retrofits on new and existing

buildings.

-Contributing towards the mitigation of climate change impacts by reducing carbon emissions.

The service delivery priorities are to interact smoothly with the community and other

departments without disturbance to ensure accurate implementation of planning, construction

and maintenance of Municipal buildings and facilities, while adhering to the National Building

Regulations Act, while observing project management principles and further ensure that good

quality work is achieved.

SERVICE STATISTICS OFFICES, CLINIC BUILDINGS, LIBRARIES, SPORT BUILDINGS, PAY POINTS, LEASED BUILDINGS, AND COMMUNITY HALLS - 10 Pay points - 10 Libraries - 6 Community halls - 5 Municipal offices - 2 Service centres - 3 Thusong Centres - 1 Dumping site office and 4 mini-site offices - Approximately 230 flats and other leased Municipal buildings

T 3.12.2


101

Municipal Buildings Other Policy Objectives Taken From IDP

Service Objectives


2016/2017 2017/2018 2018/2019


Service Indicators

*Previous Year *Previous Year *Current Year

*Current Year (viii)


Provide accessible Municipal Building Facilities.

Number of new Municipal buildings and facilities constructed.

Designs of Somaphepha Thusong Centre completed by June 2017.



One new building facility designed by June 2018. Nazareth Taxi Facility.

Appointment of service provider to design one new building facility Nazareth Taxi Facility.

Designs of Rockdale, Kwaza Thusong Centres and Nazareth Taxi Facility completed by June 2019.

Number of Municipal buildings plan.

1 Draft Municipal buildings master plan completed by June 2017.



Municipal buildings master plan completed and adopted by June 2018.

Municipal buildings master plan completed and adopted by June 2018.

None.

Number of Municipal building facilities upgraded.

3 Municipal buildings and facilities upgraded and adapted by June 2017 (Mhluzi HEDC, Indoor Sports Facility-Kees Taljaard, Traffic Office &StoresServices Centre).

3 Municipal buildings and facilities upgraded and adapted by June 2017 (Mhluzi HEDC, Indoor Sports Facility-Kees Taljaard, Traffic Office &StoresServices Centre).

3 Municipal buildings and facilities upgraded and adapted by June 2017 ( Mhluzi HEDC, Indoor Sports Facility-Kees Taljaard, Traffic Office & Stores-Services Centre)

3 Municipal buildings and facilities upgraded by June 2018. (Ext 7 paypoint -24 hours -Ndondo Mampane fire station).

3 Municipal buildings and facilities upgraded by June 2018. (Ext 7 paypoint -Ndondo Mampane fire station and Ext 8 Waste water works).

5 Municipal buildings and facilities upgraded by June 2019. (Upgrade workshop at Service Centre, Upgrade old age Flats, Install generators, Replace roofs at HEDC, Reconstruct Floors at Eric Jiyane hall, Upgrade Sleeping Quarters).


102

Employees - Building and Fleet Management

Years 1- (2017) YEAR 0 (2018)


Employee number Vacancies

Vacancies %

0-3 1 3 2 1 33

4-6 2 4 4 0 0

7-9 3 3 3 0 0

10-12 3 5 5 0 0

13-15 1 4 2 2 50

16-18 0 1 1 0 0

19-20 69 89 88 1 1

Total 79 109 105 4 4

Financial Performance :Municipal Buildings Etc 2017/2018

R'000

Details

2016/2017 2017/2018



Total Operational Revenue R2,773,036.5 R41,152,946.0 R71,293,269.0 R61,256,802.0 49%

Expenditure:

Employees R16,040,776.4 R14,705,687.0 R15,398,773.0 R15,754,297.9 7%

Repairs and Maintenance R3,157,050.5 R4,144,442.0 R4,029,303.0 R3,406,237.7 -18%

Other R17,154,650.4 R29,595,816.0 R31,585,870.0 R28,948,536.1 -2%

Total Operational Expenditure R36,352,477.3 R48,445,945.0 R51,013,946.0 R48,109,071.7 -1%

Net Operational Expenditure R33,579,440.8 R7,292,999.0

R-20,279,323.0 R13,147,730.3 -280%



103

Capital Expenditure Year 0: Municipal Buildings, Etc

R' 000

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R11,055,000 R8,477,560 R7,044,272 -17%

Upgrade Old Age Flats (221/...) R400,000 R400,000 R391,308 -2% R391,308

Replace Air conditioners At Civic Centre (150/...) R90,000 R 290,000 R 289,982 0% R289,982

Replace Fence At Airfield (555/...) R2,300,000 R2,300,000 R2,241,900 -3% R2,241,900

Replace Tools For Cleaning Buildings (555/...) R190,000 R190,000 R166,578 -12% R166,578

Purchase new vehicle (555/...) R - R312,600 R311,100 0% R311,100

Replace Air Conditioners At Hendrina/Kwaza (154/... R75,000 R75,000 R57,116 -24% R57,116

Sealing Of Roof (153/...) R1,000,000 R1,600,000 R646,687 -60% R646,687

Replace Internal Fencing Service Centre (554/...) R500,000 R500,000 R467,005 -7% R467,005

Carports At Service Centre (554/...) R - R200,000 R162,502 -19% R162,502

Replace Roof At Service Centre (554/...) R550,000 R100,000 R 76,000 -24% R76,000

Replace Roofing At Mhluzi HEDC (555/...) R650,000 R100,000 R91,000 -9% R91,000

Upgrade Offices & Security (150/...) R400,000 R383,644 R270,160 -30% R270,160

Upgrade electricity meter at Mhluzi HEDC (555/...) R - R226,820 R100,800 -56% R100,800

Air Conditioner Adelaide Tambo (555/...) R500,000 R500,000 R498,106 0% R498,106

Fixed Property Upgrade R1,000,000 R - R - 0% R -


104

Electricity HEDC (555/...)

Service Centre Upgrade Solid Waste Stores (554/...) R400,000 R80,000 R62,452 -22% R62,452

Replace Roof At Civil Centre (150/...) R400,000 R - R - 0% R -

Replace Floor Covering Civic Centre (150/...) R - R - R - 0% R -

Replace Roller Shutters Service Centre (554/...) R400,000 R400,000 R395,200 -1% R395,200

Replace aluminum windows (150/...) R200,000 R200,000 R196,880 -2% R200,000

Fence At Civic Centre (150/...) R2,000,000 R619,496 R619,496 0% R619,496


COMMENT ON THE PERFORMANCE OF MUNICIPAL BUILDINGS

The Municipal Building Services reached the targeted performance as indicated in the SDBIP and Departmental Performance Plan of the said financial years.

3.13. CEMETERIES AND CREMATORIUMS

INTRODUCTION TO CEMETERIES AND CREMATORIUMS

Currently, eight (8) cemeteries are maintained in Middelburg area and four (4) in Hendrina and Kwazamokuhle. The new cemetery at Hendrina/Kwaza is operational but development of roads and ablutions are still in progress. The community in the rest of the incorporated areas in the Steve Tshwete Local Municipality area utilises the cemeteries in the nearest vicinity.

The service delivery priorities are to provide and maintain cemeteries, to continuously update and keep record of cemetery registers – also captured on electronic database. Plan and develop future cemeteries to ensure that sufficient space is available. Another priority is to maintain and upgrade the existing equipment, vehicles, system, and procedures to ensure a quality service to the community.

The foregoing priorities were met through maintaining all cemeteries by cutting grass, removal of weeds, and planting of trees. The database is kept up to date, and the cemetery registers are updated regularly. Areas were identified where possible suitable land will be used to develop new cemeteries all over the MP313 area to bring the facilities closer to communities. The vehicles and machinery were maintained and repaired where necessary. EPWP projects were introduced to clean cemeteries on a ad-hoc basis, and through that, local people received an income and cemeteries were cleaned.


105

SERVICE STATISTICS FOR CEMETERIES AND CREMATORIUMS

Number of Burials

Phumolong 775 Fontein 210

Nasaret 140 Voortrekker 18 Hendrina/Kwaza 199

Avalon and Crossroads 02

T 3.13.2


106

Cemeteries and Crematoriums Policy Objectives Taken From IDP

Service Objectives


2016/2017 2017/2018 2018/19



*Previous Year

*Current Year

*Current Year


To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs.

Number of cemeteries upgraded or developed.

4 cemetery upgrading projects implemented by June 2017.

4 cemetery upgrading projects implemented by June 2017.

4 projects implemented to upgrade cemeteries for 2016/17 financial year.

3 cemetery upgrading projects implemented by June 2018. (Fontein cemetery ablutions, Phumolong roads, Kwaza/ Hendrina roads [New development).

4x Upgrading projects at Fontein Ablutions, Phumolong road, Kwaza/ Hendrina roads (New development) Nasaret Cemetery Fence. (Funds became available on the adjustment Budget)

1 cemetery

To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs.

Number cemeteries upgraded.

2 cemetery upgrading projects implemented by June 2019. (Nasaret cemetery Ablutions, Kwaza/ Hendrina roads (New development).

T 3.13.3


107

Employees - Cemeteries

Years 1- (2017) YEAR 0 (2018)



0-3 0 0 0 0 0

4-6 0 0 0 0 0

7-9 0 0 0 0 0

10-12 1 1 1 0 0

13-15 1 1 1 0 0

16-18 2 2 2 0 0

19-20 15 15 15 0 0

Total 19 19 19 0 0

Financial Performance : Cemeteries and Crematoriums

2017/2018

R'000

Details

2016/2017 2017/2018




Expenditure:

Employees R3,678,671 R4,248,381 R4,639,574 R4,616,960 9%


Other R2,966,355 R5,115,898 R4,696,297 R4,625,172 -10%





108

Capital Expenditure : Cemeteries and Crematoriums 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R2,900,000 R3,699,899 R3,684,988 0%

Develop Cemeteries Low Income Areas (505/...) R2,000,000 R1,999,899 R1,999,899 0% R1,999,899

Expansion Phumolong Cemetery (505/...) R450,000 R450,000 R449,973 0% R449,973

Develop New Cemeteries (505/...) R- R800,000 R800,000 0% R800,000

Replace Roof Fontein Street Cemetery Ablutions (505/.. R450,000 R450,000 R435,116 -3% R435,116


COMMENT ON THE OVERALL PERFORMANCE OF CEMETERIES AND CREMATORIUMS

Priority was given to the development of new cemeteries and the maintenance of existing

cemeteries according to the IDP and available allocated budgets. The targets set in the five-year

IDP schedule will be met provided that the budget allocations are approved and suitable land is

available for future development. Current variances on budgets are caused by savings or value-

added tax (VAT) not claimed back from the South Africa Revenue Service.

3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES

INTRODUCTION TO SPECIAL PROGRAMMES

The Gender and Social Development Unit aims to ensure effective and efficient management of

institutional mechanisms for social and economic empowerment, equalization of opportunities, and

access to resources for various individuals and organizations.

These include gender, children, persons with disability, elderly persons, and those affected and

infected by HIV and AIDS issues including organizations working with special programs.

The aim of the programmes is to work with and strengthen collaboration with relevant departments,

the private sector, labour, and civil society in mainstreaming issues related to the targeted groups

at Steve Tshwete Local Municipality.

AIDS STRATEGY

Gender and Social Development managed to align and implement the 2012 -2016 AIDS Strategy

and the Implementation Plan, which was adopted by the Council with Resolution M05/11/2014.


109

The new 2017 – 2022 AIDS Strategy is launched by the Deputy President, the Implementation

Plan must be developed and needs to be taken to the Council for approval. Local Aids Council are

held quarterly and chaired by the Executive Mayor. HIV/AIDS prevalence in Steve Tshwete Local

Municipality managed to decrease from 52, 3% to 43, and 1% according to the antenatal survey

from the Department of Health.

CHILDREN

Child Ambassador for Steve Tshwete Local Municipality since 2013 managed to represent the

Province and was in the front page of In session (monthly magazine of the Parliament of Republic

of South Africa), was awarded a bursary for 2017 by Nkangala District is now studying at the UCT.

Steve Tshwete Local Municipality participated in availing a land and involving private sector to

donate an is 98% complete. Gender and Social Development also managed to request funding on

behalf of 20 ECD Centre’s which was R500 000 00 and they received R25 000.00 each in

December 2016. Child Welfare had no transport but through the Municipality they managed to get

a Polo VW car which was handed by the Executive Mayor in 2016 July, for services in Doornkop,

extension 24 and Rockdale.

NGO’S

The Municipality through this office, donated Municipal buildings (ward 18) to Petra Home Base

Care, used also as an office for Civil Society Organization, a stand for Healing Hands in ext. 24

(ward 8) dealing with Orphans and Vulnerable Children. Donated land to Stimulation Centers

(ward 1 & 25) for Children with disability.


110

Childcare, Aged Care, and Social Programmes Policy Objectives Taken from IDP



Service Indicators *Previous

Year

*Previous Year

*Current Year


Service Objective

To contribute towards improving quality of life through integrated services for children, women, persons with disabilities, the elderly, and persons living with HIV and AIDS.

Number of activities initiated to develop guidelines for the Mainstreaming of Special Programmes adopted by the Council and implemented.

1

2

3

4

1

1

Number of activities initiated to develop the HIV and AIDS Strategy for 2012-2016 adopted by the Council and implemented.

3

2

4

4

1

1


111

Employees – Childcare, Aged care, and Social Programmes

Years 1 (2016) Year 0 (2017)

Job Level

Number of Employees

Number of Posts

Number of Employees

Vacancies (Number)

Vacancies (%)

0-3 1 1 1 0 0

4-6 1 0 0 0 0

7-9 0 1 1 0 0

10-12 0 0 0 0 0

13-15 0 0 0 0 0

16-18 0 0 0 0 0

19-20 0 0 0 0 0

Total 2 2 2 0 0

Financial Performance : Child Care; Aged Care; Social Programmes

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R- R338,559 R344,679 R344,853 2%

Expenditure:

Employees R936,809 R - R - R- 0%

Repairs and Maintenance R- R479,245 R469,693 R 431,737 -10%

Other R2,387,086 R- R- R- 0%

Total Operational Expenditure R3,323,894 R479,245 R469,693 431,737 -10%

Net Operational Expenditure R 3,323,894 R140,686 R125,014 R86,884 -38%


COMMENT ON THE PERFORMANCE OF CHILDCARE, AGED CARE, AND SOCIAL

PROGRAMMES

In as far as planning and performance for special programmes, the Municipality is improving,

although it is faced with various challenges developing as a result of migration for

employment opportunities, which does not single out social issues. This includes issues such

as poverty, unemployment and inequality, the issue of substance abuse escalating, high

prevalence of HIV/AIDS, and vulnerable and orphaned children. Community Survey 2016

indicators show increasing poverty and increasing population of children between the ages of

0 to 9 as well as the youth of Steve Tshwete Local Municipality. Nevertheless, the collective

responsibility of the local Municipality, stakeholders, and civil society will focus on providing

services for the special groups through the War Rooms entailed in the Operation Vuka

Sisebente (OVS) and other stakeholder forums.


112

3.15. YOUTH DEVELOPMENT

INTRODUCTION TO YOUTH DEVELOPMENT

The biggest challenge facing the Municipality is high rate of unemployment, substance abuse

and HIV/AIDS infection amongst young people. Another major challenge is the limited financial

resources available to coordinate Youth Development Programmes.

This challenge can be best resolved by introducing mainstreaming of youth development in all

departments in the Municipality and the strengthening of private public partnership in order to

maximize youth participation in the economy.

Youth development is the ongoing growth process in which all young people are engaged in

attempting to:

meet their basic personal and social needs to be safe, feel cared for, valued, useful, and

spiritually grounded;

build their skills, talent, and competencies that allow them to function and contribute in

their daily lives; and

Provide guidance on educational, economic, development Art &Cultural, and Sports

development, including income generation and wealth creating activities.

Youth development also refers to engaging young women and men in developmental activities

as participants in decision-making processes and as beneficiaries. The target youth as per the

National Youth Policy is young people between the ages of 14 and 35.

In addressing youth development, the Municipality is focusing on the following areas:

Education and skills development.

Health care, well-being and combating substance abuse.

Sports, recreation Art &Culture.

Economic participation and transformation.

Moral regeneration, social cohesion, and nation building.

Based on the above-mentioned focus areas through private-publicpartnership (PPP), we are

awarding bursaries on an annual basis to well-deserving students who come from previously

disadvantaged communities. Thus far, we have awarded 10 students with bursaries in the

2017/2018 financial year.

In partnership with the department of social development the Municipality has five youth

development centers in the following area:

1. Mhluzi: Colour my world Youth Development Centre.

2. Mhluzi: Transformers house Youth Development Centre.


113

3. Doornkop: Tseladimatlapa Youth Development Centre.

4. Somaphepha : Khuphukani Youth Development Centre.

5. Hendrina : kwazamokuhle Youth Development Centre.

The Youth Development Centers focuses on the following objectives:

Career guidance through one-on-one sessions and also visiting schools.

Online job application and bursary application.

Job preparation workshops.

Entrepreneurship development workshop (expo).

Life skills.


114

Youth Management Policy Objectives Taken from IDP

Service Objectives


2016/17 2017/2018 2018/19


Service Indicators


*Current Year


Address the

challenges of

youth.

Number of social

programs initiated

and implemented to

address the well-

being of youth.

5 11 12 12 19 12

Number of programmes created to assist youth in improving their livelihoods.

4 9 9 6 13 6

T 3.15.3


115

Employees - Youth Affairs

Years 1- (2017) YEAR 0 (2018)



0-3 1 1 0 1 100

4-6 0 0 0 0 0

7-9 1 0 0 0 0

10-12 2 2 2 0 0

13-15 0 0 0 0 0

16-18 0 0 0 0 0

19-20 0 0 0 0 0

Total 4 3 2 1 33

Financial Performance : Youth Management

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R- R- R1,515,000 R60,904 0%

Expenditure:

Employees R2,708,653 R2,940,712 R2,642,045 R2,662,108 -9%

Repairs and Maintenance R- R6,957 R- R- 0%

Other R574,129 RR1,478,732 RR2,165,823 R2,144,137 45%

Total Operational Expenditure R3,282,782 R4,426,401 R4,807,868 R4,806,245 9%



COMPONENT E: ENVIRONMENTAL PROTECTION

COMMENT ON OVERALL PERFORMANCE OF YOUTH MANAGEMENT

The overall performance of the Youth Management Unit was impressive. One of the pinnacle

moment was the adoption of the draft Integrated Youth Development Strategy which proposes

mainstreaming as the strategic approach for youth development in the municipality. The strategy

seeks to create a framework within which all youth –related work in Steve Tshwete could be

coordinated and linked in all the departments.

The Esther Mahlangu foundation assisted the Municipality with two bursaries.

Recreation, sport development, art and culture programmes were held in the following areas:

Mayor’s fun day: cosmos park in Hendrina.

January ‘Che’’ Masilela art festival cosmos hall in Hendrina.

In promoting health care and combating substance abuse, the Municipality hosted a successful

dialogue on substance abuse at Somaphepha Village .The Municipality hosted a successful Youth

Summit and the 2018/2019 youth development programmes will be informed by those resolutions.


116

3.16. POLLUTION CONTROL

INTRODUCTION TO NUISANCE INSPECTIONS: PREMISES INSPECTIONS

The priorities of the environmental management services section are to ensure a safe and

healthy environment for the community through the following:

• Ensure compliance with environmental legislation through monitoring and

enforcement. Air, water, and land.

• Give technical input on environmental issues with regard to new developments.

• Water monitoring.

• Environmental pollution control.

• Facilitate pauper’s burials.

• Scrutinizing building plans.

• Control & monitoring of hazardous substances.

Inspection of premises and public facilities.

Investigation of complaints and addressing nuisance control.

T 3.19.1

SERVICE STATISTICS FOR ENVIRONMENTAL PROTECTION

1870 water samples were collected for quality testing in accordance with SANS 241

standards.

All complaints regarding vector and rodents infestation were investigated, and all

nuisances were removed.

All complaints received were attended to, and when necessary, notices were issued.

All building plans received were scrutinised and approved.

30 pauper burials were done.

All environmental impact assessment report were noted and comments given to

relevant stakeholder.

Monitoring was done in all hazardous substances spillages occurred around the

Municipality.

T 3.19.2


117

Health inspections Policy Objectives Taken From IDP


2016/2017 2017/2018 2018/19

Target Actual Target Actual *Current

Year Service Indicators

*Previous Year

*Previous Year

*Current Year


premises inspection 600 370- - - - -

Complaints attended 100 100 100 100 100

Pest control and nuisance 100 100 100 100 100

Tobacco control 100 100 - - -

Financial Performance : Health Inspection and Etc

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R228,223.86 R302,000.00 R268,200.00 R346,518.96 15%

Expenditure:

Employees R286,158.46 R2,963,146.00 R1,862,444.00 R893,803.05 -70%

Repairs and Maintenance R372,287.49 R202,500.00 R202,500.00 R161,368.62 -20%

Other R3,844,537.68 R3,113,425.00 R3,349,013.00 R2,398,583.16 -23%

Total Operational Expenditure R4,502,983.63 R6,279,071.00 R5,413,957.00 R3,453,754.83 -45%

Net Operational Expenditure R4,274,759.77 R5,977,071.00 R5,145,757.00 R3,107,235.87 -48%



118

Capital Expenditure : Health Inspection 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure

% Variance

from adjusted budget

Total Project Value

Total All R- R199,700 R175126 -12%

Equipment to Monitor Air pollution (400/...) R- R199,700 R175,126 -12% R175,126


COMMENT ON THE PERFORMANCE OF ENVIRONMENTAL PROTECTION

Training and mentoring was given to the student from different university on environmental

issues. Vacant stands that create a nuisance to the community were attendedto. Food

premises inspections target couldn’t be achieved due to devolution process.

Target for 2017/18 were not set as the health service is transferred to Nkangala District

Municipality and going forward.

The department developed the control of undertakings that sell liquor to the public by-laws and

it was approved by the council.

Review of environmental management policy was done and awaiting council approval.

Procurement of service provider to develop Air quality management plan was done and a draft

plan is currently available the on public participation stage.


119

COMPONENT F: TRAFFIC, SECURITY, AND SAFETY

This component includes Traffic, Security and Fire FightingServices, and Disaster Management.

3.18. TRAFFIC AND SECURITY

INTRODUCTION TO TRAFFIC AND SECURITY

The main function of Traffic Services is to make the roads safe and ensure the free flow of

traffic at all times. Thisis done through visible law enforcement, speed enforcement, road

safety campaigns, installation of traffic calming measures and road awareness programmes.

Selective law enforcement is done at all accident zones where different law enforcement

duties are conducted. Traffic Wardens are deployed at different areas to control the flow of

traffic in congested intersections and to assist scholars to cross busy intersections. Road

accidents remain a challenge for the Municipality however law enforcement interventions are

introduced wherein drunken driving operations are conducted and high accident prone areas

are patrolled.

Security Services is responsible for the safeguarding of all Municipal property and personnel.

It is also responsible for monitoring private security companies that provide security services

to the Municipality.

Traffic and Security Services Data

Details 2017/2018 2017/2018 2018/2019

Actual No. Estimated No. Actual No.

Estimated No.

1 Number of road traffic accidents during the year. 2942 2990 2967 2945

2 Number of by-law infringements attended. 85 90 110 130

3 Number of traffic officers in the field on an average day. 32 32 32 32

4 Number of traffic officers on duty on an average day. 37 37 37 37

T 3.20.2


120

Traffic and Security Services Policy Objectives Taken from IDP Service Objectives


2016/2017 2017/2018 2018/19


Service Indicators

*Previous Year

*Previous Year *Current Year

(i) (ii) (iii) (iv) (v) (vi) (vii) To provide safety and security to human life

To improve road safety.

Number of new traffic calming measures installed.

20 32 32 15 48 50

To improve the free flow of traffic.

Number of new traffic signals installed. 0 0 0 0 0 0

To provide effective and efficient law enforcement.

Number of road traffic law enforcement campaigns conducted. 650 1004 1004 1020 770 650

T 3.20.3


121

Employee - Public Safety: Licensing and Testing

Years 1- (2017) YEAR 0 (2018)

Job Level Employee number

Posts Number

Employee number

Vacancies

Vacancies %

0-3 1 1 1 0 0

4-6 0 0 0 0 0

7-9 20 24 21 3 13

10-12 31 31 29 2 6

13-15 4 4 4 0 0

16-18 0 0 0 0 0

19-20 2 2 2 0 0

Total 58 62 57 5 8

Financial Performance : Traffic and Security Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget

Actual Variance to

Budget

Total Operational Revenue R18,197,563.7 RR11,477,360.0 R12,812,460.0 R18,515,393.4 61%

Expenditure:

Other employees R28,030,838.7 RR30,286,053.0 R30,150,428.0 R28,693,769.4 -5%

Repairs and Maintenance R3,446,744.6 R4,011,824.0 R3,951,824.0 RR3,060,128.9 -24%

Other R27,017,041.3 R11,116,167.0 R11,248,629.0 R2,356,802.8 -79%





122

Capital Expenditure : Traffic and Security Service 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure

% Variance


Total Project Value

Total All R2,549,000 R3,176,300 R2,567,269 -19%

Traffic Calming Measures (310/...) R350,000 R350,000 R348,619 0% R348,619

Replace vehicles (310/...) R1,150,000 R1,150,000 R931,203 -19% R931,203

Portable Guard House (311/...) R76,000 R76,000 R62,039 -18% R62,039

Replace Furniture & Office Equipment (310/...) R55,000 R55,000 R50,941 -7% R50,941

Alcohol Testing Equipment (310/...) R36,000 R180,000 R132,125 -27% R132,125

Shelves for the pound: 310 R40,000 R40,000 R35,405 -11% R35,405

Filing cabinets: 310 R42,000 R42,000 R39,211 -7% R39,211

Digital Monitoring Measures (311/...) R800,000 R800,000 R622,610 -22% R622,610

Digital Monitoring Measures (311/...) R- R483,300 R345,116 -29% R345,116


COMMENT ON THE PERFORMANCE OF TRAFFIC AND SECURITY

Public transport remains the challenge for the Municipality wherein there is lack of public transport facilities and taxi violence in certain areas; this is caused by the lack of public transport enforcement.


123

3.19. FIRE SERVICES AND DISASTER MANAGEMENT

INTRODUCTION TO FIRE SERVICES AND DISASTER MANAGEMENT

The Steve Tshwete Local Municipality provides Fire, Rescue, and Disaster Management

services to a community of about 278749 inhabitants. The Municipality performs firefighting

in respect of permanent structures, informal settlements, as well as vehicle-relatedfires. It

also attends to vehicle accidents, hazardous material incidents, rescue services inclusive of

rope rescue, water rescue, high-angle rescue, and structural collapse, and trench rescue.

Fire prevention forms an integral part of the daily functions of the service, not only fire safety

but also disaster management activities to ensure a safer community. The department also

makes use of a 24-hour information centre that is fully computerized including an emergency

control centre situated at the fire station. Dangers surrounding veld fires resulted in the

establishment of a Fire Protection Association, and this is properly supported by the

Municipality in providing fire equipment (Skid Units) for making fire breaks between the

Municipal boundaries and private land.

Being part of the Nkangala District Municipality local authorities’ area of jurisdiction, these

services are not only rendered inside the MP313 area but also rendered outside the STLM

area – but within the entire Nkangala area on a regular basis.

SERVICE STATISTICS FOR FIRE, RESCUE, AND DISASTER MANAGEMENT

Middelburg/Hendrina

Motor vehicle accidents 934 146 Pedestrian accidents 72 09 Fires 440 104 Rescue 46 12 Special services 80 55

Fire Services Data

No. Details 2015/2016 2016/2017

Actual No. Estimated No. Actual No.

1 Total fires attended during the year. 560 530 544

2 Total of other incidents attended during the year. 1 262 1200 1354

3 Average turnout time – urban areas. 11 minutes 8 minutes 11 minutes

4 Average turnout time – rural areas. 24 minutes 20 minutes 24 minutes

5 Firefighters in post at year end. 58 60 58

6 Total fire appliances at year end. 28 31 28

7 Average number of appliances off the road during the year. 6 3 6


124

Fire Service Policy Objectives Taken from IDP Service Objectives


2015/2016 2016/2017 2017/2018


Service Indicators

*Previous Year

*Previous Year *Current Year

*Current Year


To provide effective and efficient emergency services

To provide effective and efficient emergency services.

Number of awareness sessions conducted for the community.

72 32 24 24 35 11

To provide a safe and secure environment for the community.

Number of fire prevention inspections conducted.

900 439 350 300 340 310


125

Years 1- (2017) YEAR 0 (2018)

Job Level Employee number Posts

Number Employee number Vacancies Vacancies %

Chief Fire officer & Deport 1 1 1 0 0

Fire Officers 48 49 49 0 0

0-3 0 0 0 0 0

4-6 3 3 3 0 0

7-9 6 0 0 0 0

10-12 26 26 26 0 0

13-15 0 5 5 0 0

16-18 0 0 0 0 0

19-20 3 3 3 0 0

Total 87 87 87 0 0

Financial Performance : Fire Services

2017/2018

R'000

Details

2016/2017 2017/2018



Total Operational Revenue R275,776 R587,538 R797,898 R475,890 -19%

Expenditure:

Fire fighters R33,090,674 R36,123,776 R38,329,631 R37,517,643 4%

Other employees R-

1,277,676

1,242,822 R1,369,329 7%


Other R8,089,481 R8,919,440 R8,390,965 R7,237,185 -19%





126

Capital Expenditure : Fire Services 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure

% Variance


Total Project Value

Total All R3,127,000 R3,R127,000 R2,634,814 -16%

Replace Jaws Rescue Set (515/...) R500,000 R500,000 R353,319 -29% R353,319

Replace 4x4 veld fire vehicles (515/...) R500,000 R500,000 R433,758 -13% R433,758

Furniture & office equipment (515/...) R25,000 R25,000 R24,900 0% R24,900

Disaster Management Workstations/Equipment (515/... R450,000 R450,000 R283,668 -37% R283,668

Replace Fire Equipment (515/...) R62,000 R62,000 R59,142 -5% R59,142

New Fire Equipment (515/...) R40,000 R40,000 R33,800 -16% R33,800

Replace Garage Doors At Fire Station (515/...) R600,000 R600,000 R538,459 -10% R538,459

Upgrade fence at Middelburg Fire Station (515/...) R700,000 R500,000 R462,770 -7% R500,000

Upgrade Rest Rooms-(515/...) R250,000 R450,000 R444,998 -1% R450,000


COMMENT ON THE PERFORMANCE OF FIRE SERVICES AND DISASTER MANAGEMENT

On the approved Disaster Management Plan six (6) risks were identified of which the following Flood

preventionwas prioritised for 2017/2018 financial year. Training of councilors, administration staff,

and community members is in progress to ensure a resilient community. The expansion of the vehicle

fleet, equipment, and personnel is kept within the available budget.

An additional fire station is envisaged to be established at Rockdale area which will serve the eastern

area of the town and In Mhluzi to serve the western part of the town. Satellite station is also planned

for the Piet Tlou area to comply with the South African National Standards 10090 of 2003

requirements.

\


127

COMPONENT G: SPORT AND RECREATION

This component includes community parks, sports fields, sports halls, stadiums, swimming pools,

and campsites.

3.20. PARKS, SPORT, AND RECREATION

INTRODUCTION TO SPORT AND RECREATION

The Physical and Environmental Department provides a wide range of services to the community.

This reaches from the administration of sports and recreational facilities to the maintenance of all

parks and recreational facilities and resorts such as Middelburg Dam.

The service delivery priorities are to provide and maintain sports facilities, parks, Municipal swimming

pools, resorts, and public open spaces, as well as the seasonal maintenance of pavements and all

Council-owned open areas. Where necessary, pesticides, herbicides, and arboriculture are applied

to problem areas. These priorities were met through maintaining all facilities by cutting grass,

removing weeds, planting trees, pruning trees, and selectively applying chemicals. Seasonal

employees were appointed, and EPWP projects were introduced to ensure job creation and a safe

environment.

SERVICE STATISTICS FOR SPORT AND RECREATION FACILITIES

Aerobics 01

Badminton 03

Basketball 05

Bowls 02

Cricket 01

Gymnastics 01

Hockey 00

Jukskei 36

Karate 02

Korfball 06

Marathon 03

Netball 08

Parks 97

Pigeon clubs 02

Rugby 02

Soccer (grass fields) 10

Soccer fields 32

Squash 02

Tennis 20

Volleyball 03

Wrestling 01

T 3.23.1


128

Parks Sport and Recreation Policy Objectives Taken from IDP

Service Objectives


2016/2017 2017/2018 2018/2019


Service Indicators

*Previous Year

*Previous

Year *Current Year

*Current Year


To provide new parks while upgrading existing parks and open areas according to prioritized community needs.

Number of parks and open spaces upgraded or developed.

2 Parks and open spaces developed. 2 Existing parks and open spaces upgraded.



2 Parks developed by June 2018. (Stand number 7740 Ext 23,Middelburg, Develop Park Rockdale). 3 Existing parks and open spaces upgraded by June 2018. Fence at Park 9866 Ext 18 -Van Blerk Plane -Park 1259 Moetanalo Street).

2x Park developments Stand number 7740 Ext 23,Middelburg, Develop Park Rockdale. 5x Upgrading Projects. Van Blerk plane upgrade, Fence at Park 9866 Ext 18, Park 1259 Moetanalo Street, Ext 2 Park fence, Pongola Park Fence. (Funds became available on the adjustment Budget).


Number of open spaces developed.

3 Open spaces developed. (Kwaza Ext 7, Newtown and Erf 3882 Mhluzi).


129


Number of parks upgraded.

6 Existing parks upgraded by June 2019. (Fence at Park Ext 18, Playing equipment at Park Ext 2 Mhluzi, Playing equipment OR Tambo Park Mhluzi, Upgrade Civic Garden, Upgrade Mafred Park, Upgrade park 2544 Gholfsig).

To contribute towards the mitigation of climate change impacts.

Number of trees planted and propagated in the MP313 area.

5 000 trees planted in the MP313 area. 8 000 propagated trees.

4 612 trees planted in the MP313 area. 7 796 propagated trees.

5 000 trees planted in the MP313 area. 8 000 propagated trees

4000 trees planted in the MP313 area by June 2018 8000 trees propagated in the MP313 area by June 2018.

Q4 2935 + 693 + 957 + 1175 trees planted Q4 2440 + 3465 + 2542 trees propagated.

Contribute towards the mitigation of climate change impacts.

Number of trees planted in the MP313.

4000 trees planted in the MP313 area.

Contribute towards the mitigation of climate change impacts.

Number of trees propagated in the MP313.

8000 trees propagated in the MP313 area.

To provide new sport and recreation facilities while upgrading existing facilities

Number of sporting facilities developed or upgraded.

2 x New Graded soccer fields.

2 new graded soccer fields. Multi-purpose

2 New Graded soccer fields and 2 Basic multipurpose facilities

5 basic sports facilities developed in previously disadvantaged areas by June 2018.

5 x Multipurpose, Netball, Basic Soccer field and Skate park at Rockdale. Multipurpose court at Mhluzi Park.


130

according to prioritized community needs.

court and Skateboard park.

developed in previously disadvantaged areas by June 2017.

(- Multipurpose Netball and Skate park at Rockdale -Multipurpose at Pongola Park, Multipurpose at Park 7740 Ext 23 Middelburg). 4x Facilities to be upgraded by June 2018. 1. Eastdene tennis court. 2. Themba Senamela Stadium upgrade. 3. Kees Taljaard lights upgrade. 4. Bicycle lanes at Klein Olifants.

Q3 2x Multipurpose court at Pongola Park, 5aside Soccer Park 7740 EXT 23.Middelburg. 3 x Upgrades Eastdene tennis court. Themba Senamela Stadium upgrade. Kees Taljaard lights upgrade. 2 x Upgrading projects. Bicycle Lane, Themba Senamela courts, (Funds became available on the adjustment Budget).

To provide new sport and recreation facilities while upgrading existing facilities according to the prioritized community needs.

Number of sporting facilities developed.

5 Basic sport facilities developed by March 2019. (Newtown Multipurpose and Soccer field, Kwaza Multipurpose and Soccer field. Multipurpose Eco Park Cosmos Kwaza/Hendrina.


131

To provide new sport and recreation facilities while upgrading existing facilities according to the prioritized community needs.

Number of sporting facilities upgraded.

4 Facilities to be upgraded by June 2019. 1.Themba Senamela Tennis court 2. Themba Senamela Stadium Upgrade. 3. Nasaret Stadium Upgrade. 4. Upgrade Ablutions at Middelburg Dam.

T 3.23.2


132

Employees - Sport and Recreation

Years 1- (2017) YEAR 0 (2018)

Job Level Employee number Posts

Number Employee number Vacancies Vacancies %

0-3 2 2 2 0 0

4-6 0 0 0 0 0

7-9 8 10 9 1 10

10-12 11 13 12 1 8

13-15 4 19 16 3 16

16-18 40 41 40 1 2

19-20 87 90 85 5 6

Total 152 175 164 11 6

Financial Performance : Parks, Sport and Recreation

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget

Actual Variance to

Budget

Total Operational Revenue R4,744,935.60 R9,875,465.00 R9,939,430.00 R10,163,574.41 3%

Expenditure:

Employees R32,434,108.80 R33,506,077.00

R32,829,996.00 R32,819,142.50 -2%

Repairs and Maintenance R11,641,113.52

R12,011,573.00

R12,449,849.00 R12,350,367.50 3%

Other R17,256,168.19 R15,071,174.00

R13,218,306.00 R12,866,418.68 -15%





133

Capital Expenditure : Parks, Sport and Recreation

Capital Projects

2017/2018


Actual Expenditure

% Variance from adjuste

d budget

Total Project Value

Total All R11,995,500 R13,161,485 R13,120,704 0%

Replace Synthetic Tennis Courts Kees Taljaard (530/…) R 200,000 R139,650 R139,650 0% R139,650

Renovations Mhluzi Stadium Pavilion (530/...) R2,000,000 R1,999,996 R1,999,996 0% R1,999,996

Develop Park C/O Pongola & Kammannassie Aero (533/…) R700,000 R1,200,000 R1,200,000 0% R1,200,000

Lawn Mower Sidewalks (533/...) R115,500 R114,600 R 105,000 -8% R105,000

Pool Equipment Middelburg/ Mhluzi (530/...) R100,000 R126,450 R126,450 0% R126,450

Refurbish Swimming Pool Kees Taljaard (530/...) R200,000 R200,000 R171,832 -14% R171,832

Brush cutters & Chainsaws R120,000 R120,000 R117,122 -2% R117,122

Replace Playing Equipment (533/...) R310,000 R310,000 R 309,900 0% R309,900

Develop Park Rural & Low Income Areas (533/...) R2,000,000 R1,999,893 R1,999,893 0% R1,999,893

Basic Sport Low Income Areas (530/...) R3,000,000 R2,999,996 R2,999,996 0% R2,999,996

Upgrade Rugby stadium lights (530) R1,000,000 R673,300 R673,300 0% R673,300

Upgrade Van Blerk Plein (533/...) R600,000 R600,000 R599,996 0% R599,996

Fence at Parks (533/...) R350,000 R1,050,000 R1,050,000 0% R1,050,000


134

Bicycle & Run Lanes at Klein Olifants (533/...) R1,300,000 R1,300,000 R1,300,000 0% R1,300,000

Replace Temba Senamela Stadium Courts (530/...) R - R 326,700 R 326,700 0% R326,700

Replace furniture & office equipment: 533 R- R900 R869 -3% R869


COMMENT ON THE OVERALL PERFORMANCE OFSPORTS PARKS AND RECREATION

Priority was given to the development of new and the maintenance of existing parks and

sports facilities according to the IDP and available budgets. The target set in the 5 year IDP

schedule will be met provided that the budget allocated is approved and, suitable land is

available for future development. Current variation on budget is caused by savings or VAT

not claimed back from the South African Revenue Services.

COMPONENT H: CORPORATE POLICY OFFICES AND OTHER SERVICES

This component includes corporate policy offices, financial services, human resource (HR)

services, ICT services, and property services.

INTRODUCTION TO CORPORATE POLICY OFFICES AND OTHERS

All policies have to serve at Council, and procedure manuals serve at Management

Committees for their endorsement.Other working documents are approved atdirectorate and

department level depending on the effects and the stretch of the effects, as to how many

departments are affected.

Most of the policies and guiding documents are in the following directorates and/or

departments: Finance (14), Human Capital Management (33), and Information

Communication Technology (37), with Council having 40 by-laws.

T 3.24


135

3.21. EXECUTIVE AND COUNCIL

This component includesthe executive office: Mayor, councilors, and Municipal Manager.

INTRODUCTION TO EXECUTIVE AND COUNCIL

The executive is composed of the Executive Mayor, who is elected by other councillors during

the first council sitting. The Executive Mayor then appoints MMCs from amongst the members

of Council. In addition to the Executive Mayor, the executive is also made up forms. They assist

the Executive Mayor to execute his duties.

The Municipal Council has 29 wardcouncillors and 29 proportional representative councillors.

For Council to take a decision, it needs simple majority, where the meeting forms a quorum i.e.

50%of councillors plus one councillor.

T 3.24.1


136

The Executive and Council Policy Objectives Taken from IDP

Service Objectives


2015/2016 2016/2017 2017/2018


Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year


To promote effective community participation.

Coordination and

facilitation of Mayoral

Outreaches.

6

6

6

6

6

6

T 3.24.3


137

Financial Performance : The Executive and Council

2017/2018

R'000

Details

2016/2017 2017/2018




Expenditure:

Employees R37,781,765 R27,953,203 R29,285,306 R35,084,028 26%


Other R58,867,223 R37,797,489 R39,366,536 R40,500,339 7%



Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual.

T 3.24.5

Capital Expenditure : The Executive and Council Year 0

R' 000

Capital Projects

2017/2018


Actual Expenditure

% Variance


Total Project Value

Total All R223,000 R223,000 R185,716 -17%

Furniture & Office Equipment (110/...) R25,000 R4,000 R3,869 -3% R3,869

Furniture & Office Equipment (111/...) R18,000 R18,000 R11,377 -37% R11,377

Furniture & office equipment: 105 R180,000 R201,000 R170,470 -15%

R170,470



138

COMMENT ON THE PERFORMANCE OF THE EXECUTIVE AND COUNCIL

The department managed to successfully implement their projects as per the SDBIP. The legal

services had a challenge with the procurement of the Executive Support vehicle due to under

budgeting.

T 3.24.7

3.22. FINANCIAL SERVICES

INTRODUCTION TO FINANCIAL SERVICES

The directorate is responsible for the function of budgetary and accounting, expenditure and

revenue management, and maintenance of the financial system. Financial management

strategies are important to guide the Municipality to maximise the available financial

resources to ensure long-term financial viability through the following strategies:

● To Manage revenue, expenditure, assets, and liabilities in a responsible manner.

● A Well thoughtout budget and financial planning processes in line with budget

and reporting regulations.

● Effective supply chain management.

● Effective cash flow management.

T 3.25.1


139

Debt Recovery

R' 000

Details of the types of account raised and recovered

2016/2017 2017/2018 2018/2019

Actual for accounts billed in year

Proportion of accounts value billed that were collected in the year %

Billed in Year

Actual for accounts billed in year

Proportion of accounts value billed that were collected %

Estimated outturn for accounts billed in year

Estimated Proportion of accounts billed that were collected %

Property Rates R287 879 131 R287 879 131 R314 696 093 R306 879 137 R340 745 485 (90%)

Electricity - B R7 332 286 R7 332 286 R8 180 266 R7 487 175 R8 642 038 (87%)

Electricity - C R489 155 095 R489 155 095 R541 847 558 R552 605 694 R552 605 694 (96%)

Water - B R1 119 393 R1 119 393 R1 290 318 R998 918 R1 374 344 (73%)

Water - C R88 039 735 R88 039 735 R102 524 042 R74 986 073 R84 695 508 (89%)

Sanitation R52 625 498 R52 625 498 R56 212 019 R53 643 559 R60 199 572 (89%)

Refuse R54 809 211 R54 809 211 R62 314 625 R67 809 107 R61 701 008 (91%)

Other

B- Basic; C= Consumption. See chapter 6 for the Auditor General's rating of the quality of the financial Accounts and the systems behind them. T 3.25.2


140

Employees - Financial Services

Years 2- (2015) Year -1 (2016) Year 0 (2017)

Job Level

Employee number

Posts Number


Vacancies %

Posts Number

Employee number

Vacancies Vacancies %

0-3 3 6 5 1 17 5 3 2 40

4-6 14 20 15 5 25 21 19 2 10

7-9 11 14 12 2 14 14 11 3 21

10-12 25 28 27 1 4 27 26 1 4

13-15 23 25 24 1 4 28 27 1 4

16-18 1 1 1 0 0 1 1 0 0

19-20 2 2 2 0 0 2 2 0 0

Total 79 96 86 10 10 98 89 9 9

Financial Performance : Financial Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R396,889,444

373,994,559 R381,459,420 R401,339,849 7%

Expenditure:

Employees R35,841,618 R35,805,365 R33,476,132 R33,487,838 -6%

Repairs and Maintenance R2,687,593 R3,492,489 R3,640,931 R3,537,177 1%

Other R39,755,646 R36,398,782 R42,379,698 R36,748,280 1%


Net Operational Expenditure R-318,604,587

R-298,297,923

R -301,962,659

R-327,566,555 10%



141

Capital Expenditure : Financial Services 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R256,000 R2,266,100 R1,832,302 -19%


Replace vehicle (200/...) R175,000 R175,000 174,551 0% R174,551

Alarm System Redundant Asset Store (200/...) R7,500 RR7,500 R- -100% R-

Replace current financial system (205/...) R- R1,586,757 R1,169,000 -26% R1,169,000

Upgrade paypoint x7 (200/...) R- R423,343

423,343 0%

423,343

New Furniture and equipment (200/..) R- R30,000 R26,792 -11% R26,792


COMMENT ON THE OVERALL PERFORMANCE OF FINANCIAL SERVICES

The projects above are for service delivery requirements to ensure all functions are performed

in the Finance Department. Sixty nine per cent (69%) of the capital budget has been spent, 1

of the projects that have not been completed is the printer project, and the new printers were

not required due to the migration to a new financial system.

T 3.25.7

3.23. HUMAN RESOURCE SERVICES

INTRODUCTION TO HUMAN RESOURCE SERVICES

The Human Capital Management Department of the Steve Tshwete Local Municipality is

focused on providing the best personnel services through fair and transparent processes and

procedures. It is also focused on effective recruitment procedures, training and staff

empowerment, and providing expert and professional advice to staff and management on

human resources-related issues.

The Human Resources Department maintained its strategy during 2015/2016 to recruit

qualified and competent staff to fill vacancies. Structured interviews were conducted together


142

with work sampling-based tests to assist with the selection of the best candidates for

appointment. Verification of qualifications, working record/history, possible fraudulent activities,

and criminal record are being done for selected positions through an independent service

provider before appointments are made. This prevented the Municipality from appointing staff

without the necessary skills, competencies, and qualifications.

In addition to the foregoing, a Workplace Skills Plan is being compiled, submitted to the Local

Government Sector Education Training Authority (LGSETA) on an annual basis, and

implemented accordingly to attend to the most critical skills development needs. It is usually

complemented by the bursary scheme, which caters for longer-term qualification strategies.

The Local Labour Forum, Staff Wellness Meetings, and Human Resources Development

Meetings were being planned to take place on a monthly basis.

SERVICE STATISTICS FOR HUMAN RESOURCE SERVICES

During the 2017/2018 financial year, 74 new posts were created within the Steve Tshwete

Local Municipality. The staff complement for the 2017/2018 period consisted of 1 590

permanent positions, of which 1 414 posts are filled, whereas the services of 61 employees

were terminated due to factors such as retirement and resignations.

T 3.26.2


143

Human Resource Services Policy Objectives Taken from IDP




*Previous Year

*Current Year

*Current Year (viii)


To ensure compliance with the EEA.

2 employees from EEA target groups to be employed at the three highest levels.

2 2 2 2 2 2

1 EE Plan to be submitted to the Department of Labour by the end of October annually.

1 1 1 1 1 1

To capacitate employees in order to enhance service delivery.

Number of WSP developed and submitted.

1 1 1 1 1 1

To create a safe and healthy environment for personnel.

5 activities to be conducted annually for OHS Policy.

12 28 12 10 20 10

T 3.25.3


144

Employees - Human Resources Services

Years 1- (2017) Year 0 (2018)



Vacancies %

0-3 3 3 3 0 0

4-6 7 8 7 1 13

7-9 3 4 2 2 50

10-12 2 2 1 1 50

13-15 0 1 1 0 0

16-18 0 0 0 0 0

19-20 1 1 1 0 0

Total 16 19 15 4 21

Financial Performance : Human Resource Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget



Expenditure:

Employees R7,371,406 R8,808,820 R9,236,139 R8,188,860 -7%


Other R4,954,673 R5,982,609 R6,217,505 R4,709,721 -21%





145

Capital Expenditure : Human Resource Services 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure

% Variance


Total Project Value

Total All R17,000 R337,000 R164,700 -51%

Furniture & Office Equipment (141/...) R17,000 R17,000 R- -100% R-

HR software & fingerprint readers (141/...) R- R320,000 R164,700 -49% R164,700


COMMENT ON THE PERFORMANCE OF HUMAN RESOURCE SERVICES OVERALL

Furniture and office equipment were HR projects. An amount of R11 762 was spent for the

necessary furniture on the SDBIPs, which means that 98% of the budgeted capital expenditure

of R12 000 was spent. The capital items included a water dispenser, digital safe, microwave

oven, and two office chairs. Operational expenditure was 92.2%.

T 3.26.7

3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES

This component includesInformation and Communication Technology (ICT) services.

INTRODUCTION TO ICT SERVICES

Information Communication Technology Services Department provides a platform to enable

the Municipality to use ICT systems and ICT services to provide the much needed services to

the Community of Steve Tshwete Local Municipality.

ICT Services functions includes setting systems and providing services that enable various

departments in the Municipality to provide their products and services to the community by

hosting such systems on ICT .

We have continued to host financial, human resources, electrical, civil engineering, planning,

audit, records, communication, traffic and call centre systems to enable departments to provide

efficient and reliable products and services. We have improved our server and networking

through the provision of backup and retentions services, introducing new buildings to municipal

network . We have also improved our wireless network capacity, provided tools of trade to our

users, introduced a mobile app to improve communication, continued the use of SMSs to


146

communicate with the community, provision of telecommunication services and data services,

and enabling a platform for our users.

We have improved on our ICT Governance and put in Governance structures in place, while

ensuring that we cut on bureau critic tape. We developed and implemented the ICT Master

Systems Plan. We increased all systems available.

SERVICE STATISTICS FOR ICT SERVICES.

● Ninety-eight percent (98%) wireless network availability.

● Ninety nine percent (99%) restoration of backups.

● Ninety nine percent(99%) ICT Services incidents reports generated resolved.

● Hundred percent (100%) of information received published on the website and

Intranet.

● Eighty five percent (85%) availability of Servers, routers, switches and other

hardware.

● Ninety percent (90%) availability of telephone services.

● Ninety five percent (95%) availability of internet services.

● Ninety five percent (95%) availability of email services.

● Hundred percent (100%) ICT Governance structures meetings and workshops.

● Hundred percent (100%) response to all ICT related Audit queries.

● Ninety five percent (95%) of all calls responded within SLA times.

T3.27.2


147

ICT Services Policy Objectives Taken from IDP

Service Objectives


2016/2017 2017/2018 2018/19


Service Indicators


*Following Year (x)


Provisioning of ICT equipment.

Provider computers, printers, servers, scanners, projectors, phones, UPSes, etc.

100% capital budget spent on provisioning of ICT Equipment by June 2017.

53% capital budget spent. 63 PC’s. 23 Notebooks, 1 QNAP NAS, 5 printers for cashiers. 1 all in one printer. 15 hard drives. 2 projectors. 5 WAN wireless connection. 1 brother labelling machine. 5 OKI and 2 epson printers. 1 scanner and 1 server. 7 phones. 1 mini projector.

100% capital budget spent on provisioning of ICT Equipment by June 2017.

3 million capital budgets spent on provisioning of ICT Equipment by June 2018.

R 3 336 905 capital budget spent on provisioning of ICT Equipment. 84%. 83% capital budget spent. UPS R103295.40. Big UPS R444800. Two way Radios R 68625. Office Furniture R10795.73. Laptops R 212000. Computers R520000. Server R 1227706.96. Projector and screen R51000 Scanners R30000 External Communication R348682. Backbone R320000.

R11 000 000 capital budget spent on provisioning of ICT Equipment by June 2019.

ICT systems maintenance

Provide end user

4500 incidents reported and


4500 incidents





148


Service Objectives


2016/2017 2017/2018 2018/19


Service Indicators


*Following Year (x)


and end user support.

maintenance and support

resolved by June 2016.

5881 resolved. reported and resolved by June 2017.




Generation of the reports for update of municipal website.

Provide website and intranet services.

12 reports on information published within 4 working hours.

12 reports on information published within 4 working hours. 505 quotation adverts, 108 tenders, 19 vacancy adverts, 28 notices published on Municipal website 68 Media Releases.

12 reports on information published within 4 working hours.505 quotation adverts, 108 tenders, 19 vacancy adverts, 28 notices published on Municipal website 68 Media Releases.

12 reports on information published within 4 working hours.




149


Service Objectives


2016/2017 2017/2018 2018/19


Service Indicators


*Following Year (x)


Provision and

maintenance of

wireless, data,

and radio

support.

Provide radio

communicatio

n services.

4 reports on wireless network availability. Wireless Network

Average Availability: 96% Fire Station: 97% Vaalbank: 98% Libraries: 99% Infrastructure: 99% Pay Points: 98% Service Centre: 99%. Hendrina: 98%. Golfsig: 98%. Kanonkop: 98%.

4 reports on wireless network availability

Wireless Network Average Availability: 96% Fire Station. 97% Vaalbank. 98% Libraries. 99% Pay Points: 98% Service Centre: 99%. Hendrina: 98%. Golfsig: 98%. Kanonkop: 98%.

Wireless Network Average Availability: 94% Fire Station: 92%. Vaalbank: 99%. Libraries: 99%. Infastructure: 99%. Pay Points: 99%. Service Centre: 99%. Hendrina: 92%. Golfsig: 99%. Kanonkop: 99%.

Wireless Network Average Availability: 96%. Fire Station: 97%. Vaalbank: 98%. Libraries: 99%. Infrastructure: 99%. Pay Points: 98%. Service Center: 99%. Hendrina: 98%. Golfsig: 98% Kanonkop: 98%

T 3.27.3


150

Employees - ICT Services

Years 1- (2017) Year 0 (2018)



0-3 1 2 2 0 0

4-6 2 3 3 0 0

7-9 2 9 8 1 11

10-12 3 3 2 1 33

13-15 0 0 0 0 0

16-18 0 0 0 0 0

19-20 0 0 0 0 0

Total 8 17 15 2 12

Financial Performance : ICT Services

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget



Expenditure:

Employees R3,707,136 R4,508,648 R6,838,004 R6,832,870 52%


Other R7,641,731 R9,701,698 R9,080,161 R4,018,972 -59%





151

Capital Expenditure : ICT Services 2017/2018

R' 000

Capital Projects 2017/2018


Actual Expenditure


Total Project Value

Total All R3,590,000 R4,028,000 R3,432,540 -15%

Backbone & VOIP (122/...)

R300,000 R358,273 R358,273 0% R358,273

Computer equipment UPS (122/...) (Incorrect)

R-

R458,166 R445,344 -3% R445,344

Server New IT Systems (122/...)

R1,800,000 R1,721,561 R1,227,707 -29% R1,227,707

Communication To External Facilities (122/...)

R350,000 R350,000 R348,682 0% R348,682

Computer Systems (122/...)

R600,000 R584,000 R582,677 0% R582,677

Renewal Printers (122/...)

R30,000 R30,000 R27,873 -7% R27,873

Scanners (122/...) R75,000 R33,000 R30,000 -9% R30,000

Projector & Screen (122/...)

R40,000 R61,000 R44,384 -27% R44,384


R15,000 R30,000 R22,646 -25% R22,646

Renewal Laptops (122/...)

R180,000 R212,000 R186,507 -12% R186,507

Replace 2 Way Radios (122/...)

R80,000 R70,000 R68,625 -2% R68,625

Computer Equip UPS (122/...)

R120,000 R120,000 R89,822 -25% R120,000

Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate.

T 3.27.6

COMMENT ON THE OVERALL PERFORMANCE OF ICT SERVICES

Since this was the final year of the IDP, most of the projects have been attained. Capital

projects for 2017/2018 are upgrade of network backb one and VOIP, communication radio

links, increase of storage project, UPS, computer systems, and laptops. The only variation

was that the projects were not completedin the months planned for, on the SDBIP.


152

3.25. INTEGRATED DEVELOPMENT PLAN SERVICES

INTRODUCTION TO IDP SERVICES

The development of the IDP was guided by national and provincial imperatives. Council prides

itself in public participation processes that ensure that its citizens’ inputs are taken into

consideration during the planning and budget processes. The existing IDP structures ensure

that the communities are in the know as far as Municipal performance is concerned. Council

strives to ensure that there is alignment between the IDP, Performance Management System

(PMS), and budget in order to ensure that it meets its objectives.

T3.28.1


153

IDP Services Policy Objectives Taken from IDP


2016/2017 2017/2018 2018/19



*Previous Year

*Current Year

*Current Year


To guide and inform the Municipal planning, budget and management, and development actions.

Develop and review the IDP of the organisation. 1 1 1 1 1 1

T 3.28.3


154

Development and strategic Support (IDP, PMS,)

Years 1- (2017) YEAR 0 (2018)



Vacancies %

0-3 3 3 3 0 0

4-6 0 1 1 0 0

7-9 0 0 0 0 0

10-12 1 1 1 0 0

13-15 0 0 0 0 0

16-18 0 0 0 0 0

19-20 1 0 0 0 0

Total 5 5 5 0 0

Financial Performance : IDP Services 2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R- R- R- R- 0%

Expenditure:

Employees R2,708,653 R- R- R- 0%

Repairs and Maintenance R- R - R- R- 0%

Other R574,129 R- R - R - 0%

Total Operational Expenditure R3,282,782 R - R- R- 0%

Net Operational Expenditure R3,282,782 R- R- R- 0%


COMMENT ON THE OVERALL PERFORMANCE OF IDP SERVICES

Council adopted its 2017/2018 IDP as per legislative requirements. Furthermore, priorities

identified in the budget, IDP informed resource allocation.

T 3.28.7


155

3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES

This component includes property, legal, risk management, and procurement services.

INTRODUCTION TO PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT

SERVICES

Property valuation: The department is responsible for providing an updated basis for the

levying of property rates. During the 2015/2016 financial year, the 4th supplementary

valuation roll for the, 2013-2018 general valuation roll was compiled and submitted in January

2016.The department is also responsible for the alienation of Council’s properties as per the

prescripts of the relevant legislation.

Legal and administration services: The department is responsible for the provision of legal

advice, ensuring legal compliance, and providing support services to Council. It also has the

responsibility for contract management, administration and management of tenders.

Risk management services: The department is responsible for providing guidance on risk

mitigation strategies in line with the approved risk management strategy and policy. On an

annual basis, the risk workshop is held to review organisational risk and new emerging risks

to develop strategic and operational risk plans.

Procurement services: The department is responsible for the acquisition of supplies and

services in support of the Municipality’s business. It ensures that all procurement processes

are fair, equitable, competitive and cost effective and that it complies with the regulatory

framework and consistent with all applicable legislation.

SERVICE STATISTICS FOR PROPERTY, LEGAL, RISK MANAGEMENT, AND

PROCUREMENT SERVICES

Tenders : 97

Contracts : 103

Supplementary valuations : 3206

Policies : 38

By-laws : 2

T 3.28.2


156

Property, Legal, Risk Management, and Procurement Services Policy Objectives Taken from IDP



Service Indicators

*Previous Year

*Previous Year

*Current Year

*Current Year


To ensure compliance with the Fraud Prevention Plan.

Number of activities implemented on Fraud Prevention Plan.

4

To render effective secretariat services.

Develop an annual schedule of Council, Mayoral, and other committees.

1 1 1 1 1 1

To maintain a proper Records Management System.

Review of the File Plan. 1 1 1 1 1 1

Number of reports submitted in monitoring incoming and outgoing correspondence.

6 11 11 11 11 12

To improve legal compliance.

Number of activities to be undertaken to improve legal compliance.

5 5

5

4

4

4

To promote cooperative governance.

Number of activities undertaken to comply with King III Report.

5 5

5

5 5

5

To maintain a comprehensive and uniform valuation roll.

% of supplementary taxes implemented.

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

Facilitate and coordinate risk management functions and processes.

Number of strategic risk registers approved by Council. 1 1 1 1 1 1


157

To fully comply with Supply Chain Regulation and National Treasury Guide on procurement processes.

Number of compliant in-year reports submitted on time. 4 quarterly

reports,

Annual reports,

12monthly deviation reports.

4 quarterly reports,

Annual reports,



Annual reports,



Annual reports,



Annual reports,

12monthly deviation reports


Annual reports,

12monthly deviation reports

T 3.28.3

Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017

158

Employees – Property, Legal, and Risk Management

Years 1 (2016) Year 0 (2017)

Job Level

Number of Employees

Number of Posts

Number of Employees

Vacancies (Number)

Vacancies (%)

0-3 5 6 6 0 0

4-6 10 12 10 2 17

7-9 12 14 13 1 7

10-12 11 11 11 0 0

13-15 2 2 2 0 0

16-18 0 0 0 0 0

19-20 6 5 5 0 0

Total 46 50 47 3 6

Financial Performance : Legal, Property and Procurement

2017/2018

R'000

Details

2016/2017 2017/2018


Adjustment Budget


Total Operational Revenue R 2,924,158 R3,413,865 R3,404,285 R2,066,589 -65%

Expenditure:

Employees R24,544,697 R34,401,297 R33,124,361 R32,062,925 -7%

Repairs and Maintenance R560,801 R7,007,174 R 6,833,850 R 623,388 -1024%

Other R10,912,991 R26,094,528 R30,972,049 R35,835,376 27%





159

Capital Expenditure : Legal, Property and Procurement 2017/2018

R' 000

Capital Projects

2017/2018


Actual Expenditure


Total Project Value

Total All R6,340,500 R7,857,200 R7,372,439 -6%

Replace Tractor 55KW- 539/...) R350,000 R310,000 R309,540 0% R309,540

Replace vehicles for water & sewer (575/...) R900,000 R900,000 R898,160 0% R898,160

Furniture & Office Equipment: 230 R85,000 R85,000 R46,554 -45% R46,554

Furniture & Office Equipment: 230 R85,000 R85,000 R46,554 -45% R46,554

Replace Vehicles (539/...) R400,000 R366,800 R366,300 0% R366,300

Bulk Filing Cabinets (120/...) R200,000 R163,000 R162,291 0% R162,291


Replace tractor at Boskrans WWTW (575/...) R- R640,000 R630,000 -2% R630,000

Camera-(123/...) R8,000 R8,000 R6,974 -13% R8,000

Civil Fleet 3 Ton Crew Cab For Roads (575/...) R- RR450,000 R445,077 -1% R450,000

Replace Tractors (539/...) R350,000 R310,000 R309,540 0% R310,000

Walk behind Mowers R70,000 R70,000 R66,399 -5% R70,000

Replace Back actor (575/...) R1,000,000 R1,000,000 R925,140 -7% R1,000,000

Replace Compressor (539/...) R350,000 R433,200 R376,650 -13% R 433,200

Replace Venter Test Trailer (750/...) R1,450,000 R1,450,000 R1,250,136 -14% R1,450,000

Steam Cleaner (539/...) R70,000 R62,200 R58,185 -6% R 62,200

Equipment & Tools (539/...) R82,500 R83,100 R81,687 -2% R83,100


160

Fencing Around Main Store Yard (230/...) R100,000 R100,000 R99,000 -1% R100,000

Upgrade Paint Store (230/...) R200,000 R189,900 R168,740 -11% R189,900

Replace vehicles for roads (575/...) R450,000 R450,000 R449,080 0% R450,000

Furniture & Office Equipment (120/...) R100,000 R141,000 R140,552 0% R141,000

Video Camera (121/...) R20,000 R20,000 R19,500 -3% R20,000

Aerial Photos & Pictometry R - R474,000 R473,775 0% R474,000

Shelves At SCM (230/...) R60,000 R60,000 R38,000 -37% R60,000


COMMENT ON THE OVERALL PERFORMANCE OF PROPERTY SERVICES

All the departments managed to successfully implement their projects as per the SDBIP.

Legal services had a challenge with the procurement of the executive support vehicle due to

under-budgeting. T 3.28.7

COMPONENT J: ORGANISATIONAL PERFORMANCE SCORECARD

This component includesa performance summary of the Annual Performance Scorecard Report for the 2015/2016 financial year.

Refer to Appendix V for a full report.


161

CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE

(PERFORMANCE REPORT PART II)

INTRODUCTION

To ensure that the organization’s effectiveness is increased, the Municipality conducts a

personnel needs analysis and makes the necessary provision in the Municipal Budget on an

annual basis. To ensure effectiveness and efficiency within the organisation, the Municipality

annually develops a Workplace Skills Plan, after conducting a training needs analysis. The

necessary training is then provided depending on available financial resources. Employees are

also provided with all the necessary tools including, but not limited to, ICT tools, furniture, and

machinery.

Necessary policies, systems, procedures, and mechanisms are put in place to ensure

organizational development. These include, but are not limited to, recruitment, selection,

training, discipline, and the retention of staff. Employees are developed as far as possible to

assist them to function effectively as human beings and to reach their full potential.

Changes in business process and changing environment requires the organization to review

its organizational structure on a regular basis.


162

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL

4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES

EMPLOYEE TOTALS, TURNOVER, AND VACANCIES

Department Description

2015/2016 2016/2017 2017/2018

Vote Allocation

Approved Posts

Number of Employees

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Water (Water General).

500, 560, 561, 562, 563, 564, 566, 567, 571, 575 81 74 84 73 11 13 111 85 26 23

Waste water (Sanitation and Public Toilets).

546, 547, 550, 552, 553, 410 132 118 139 121 18 13 173 123 50 29

Electricity. 700 115 111 111 108 3 3 116 105 11 9

Waste Management. 420, 425 196 187 202 195 7 4 203 193 10 5

Housing (Housing and Security). 452, 460 30 28 30 26 4 13 30 27 3 10

Roads (Road Transport, Licensing, and Taxi Terminals buildings).

300, 540, 542, 543, 557 161 146 169 155 14 8 172 160 12 7

Transport. None 0 0 0 0 0 0 0 0 0 0

Planning (Development and Strategic Support IDP, Town Planning Services). 114, 502 23 20 25 22 3 12 25 23 2 8


163



2015/2016 2016/2017 2017/2018

Vote Allocation

Approved Posts

Number of Employees

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Local Economic Development. 1 1 1 1 1 0 0 1 1 0 0

Planning (Strategic & Regulatory) [Office of the Municipal Manager, Deputy Municipal Manager, Exec Director: Public Services, Exec Director: Services, Exec Director: Corporate Services, Exec Director: Financial Services, Internal Audit.

110,118, 111, 112, 113, 109, 109 19 15 20 16 4 20 24 21 3 13

Community and Social services (Gender and Social Development, Library, Youth Development, Events and Facility Management (Community Halls), Cemetery and Age Care).

117, 140, 116, 161 505 82 74 81 74 7 9 81 72 9 11


164



2015/2016 2016/2017 2017/2018

Vote Allocation

Approved Posts

Number of Employees

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Approved Posts

Number of Employees

Number of Vacancies

Vacancies (%)

Environmental Protection (Pollution control, Biodiversity,Landscape, and Environmental Health). None 0 0 0 0 0 0 0 0 0 0

Health. 400, 440, 441, 442 6 5 7 4 3 43 7 5 2 29

Security and Safety (Traffic, Emergency Services, and Street Lights).

310, 311, 515, 177 166 178 171 7 4 180 172 8 4

Sport and Recreation. 530, 533, 539 162 157 162 153 9 6 175 164 11 6

Corporate Policy Offices and others (Legal and Admin, HCM, IT, Property and Evaluation, Communication, Mayoral admin, Stores, Financial Data Processing, Municipal Buildings).

105, 120, 121, 122 123, 126 141, 200, 205, 210, 230, 555, 292 270 308 278 30 11 292 263 29 10

TOTAL 1 477 1 373 1529 1397 132 8 1590 1414 176 11


165


166

Vacancy Rate: Year 1 (2016/2017) Vacancy rate year 0: 2017/2018

Designation

Total Approved

Posts Vacancie

s %Vacancie

s

Total Approved

Posts Vacancie

s %Vacancies

Municipal Manager.

1 1 100 1 1 100

Deputy Municipal Manager.

1

0

0

1 1 100

CFO. 1 0 0 1 0 0

Other Section 57 Managers (excluding Finance).

3

2

67

3

1

33

Other Section 57 Managers (Finance).

0

0

0

0

0

0

Police Officers None None None None None None

Fire-fighters 54 1 2 54 0 0

Senior Management Level 13-15 (excluding Finance) {1-3}

47

7

15

49

4

9

Senior Management Level 13-15 (Finance) {1-3}

7

1

15

6

2

33

Highly Skilled Supervision Level 9-12 (excluding Finance) {4-6}

63

4

6

63

5

8

Highly Skilled Supervision Level 9-12 (Finance) {4-6}

30

6

20

34

5

15

Turnover Rate 2017/2018

Details

Total of Appointments as of the Beginning of the Financial Year

Terminations during the Financial Year

Turnover Rate (%)

2015/2016 90 64 71%

2016/2017 102 37 36.2%

2017/2018 123 61 4.3%


167

COMMENT ON VACANCIES AND TURNOVER

All vacancies are advertised in the press according to policies in this regard. All senior

management positions are occupied. Appointments on an acting basis were made where

there were vacancies occurred. Internal staff can apply for promotional positions if they meet

the requirements in qualifications, skills, and experience. Internal promotions were done

where our internal candidates were found to be meeting the requirements for the posts. The

Employment Equity Plan is always taken into account when making appointments. The

turnaround time for the filling of vacant posts varies depending on the scarcity of skills in the

labour market, qualifications and experience required. The target is to fill a vacancy within

three months.

The reason for turnover is mainly due to resignations, retirement, death, and dismissals.

Employees mainly resign as a result of career advancement. We have an active Employee

Assistance Programme in place and also had staff wellness events during the year. There is

also a long service recognition system in place which is implementedin terms of the

conditions of service and internal policies. Retention measures such as scarcity allowances

have been introduced and are implemented. However, due to other institutions offering more

benefits than we can afford, it is not always possible to retain scarce and skilled employees.

T 4.1.4

COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE

INTRODUCTION TO MUNICIPAL WORKFORCE MANAGEMENT

An Employment Equity Plan has been developed and implemented and is annually reviewed.

Annual reports on the implementation of the plan are sent to the Department of Labour at the

end of September as required by law. A variety of policies were developed and implemented

as indicated in Section 4.2 on policies.

T 4.2.0


168

4.2. POLICIES

HR Policies and Plans

No. Name of Policy Completed

(%)

Reviewed

(%)

Date Adopted by

Council or Comment on

Failure to Do so

1 Affirmative Action. 100% S51/06/2001

2 Attraction and Retention. 100% 100%

3 Code of Conduct for

Employees.

100% S01/01/2001

4 Delegation, Authorization,

and Responsibility.

100% C28/06/2012

5 Disciplinary Code and

Procedures.

100% M28/08/2010

6 Essential Services. 100% LRA GN R1216 GG

18276 OF 12 SEP 1997

7 Employee

Assistance/Wellness.

100% M24/08/2002

8 Employment Equity Plan. 100% EEA ACT 55 OF 1998

S51/06/2001

9 Exit Management (Part of

Retention Policy).

100% M08/07/2010

10 Grievance Procedures. 100% MCA 01 MAY 2007

11 HIV/AIDS Policy. 100% M06/03/2010

12 Human Resource and

Development.

100% M44/05/2012

13 Information Technology. 100% 07 AUGUST 2009

14 Job Evaluation. 100% SM06/12/2012

15 Leave (According to

Conditions of Service).

100% MCA 01 MAY 2007

16 Occupational Health and

Safety.

100% 22 APRIL 2012

17 Official Housing. 100% M17/05/2008

18 Official Journeys. 100% S27/08/2000

19 Official Transport to attend

Funeral.

100% M19/11/2011

20 Official Working Hours and

Overtime.

100% 01 MAY 2007

21 Organizational Rights. 100% 01 MAY 2007

22 Payroll Deductions. 100% MAIN COLLECTIVE

AGREEMENT BCEA

23 Performance Management

and Development.

100% M08/08/2010

24 Recruitment, Selection, and

Appointment.

100% 100% M07/07/2010


169

HR Policies and Plans

No. Name of Policy Completed

(%)

Reviewed

(%)

Date Adopted by

Council or Comment on

Failure to Do so

25 Remuneration, Scales, and

Allowances.

100% MCA M05/08/2012

26 Resettlement. 100% M07/07/2010

27 Sexual Harassment. 100% M64/08/2006

28 Skills Development. 100% ACT 97 OF 1998

29 Smoking Policy. 100% S31/09/2001

30 Special Skills. 100% M22/11/2006

31 Work Organization. 100% C34/09/2012

32 Uniforms & Protective

Clothing.

100% 22 APRIL 2010

33 Other Policies/Procedures.

33.1 Absence from Work without

Leave (Only procedures.)

100% 2004/05/05

33.2 Accident and Incident

ReportingProcedure.

100% M04/11/2012

33.3 Acting Allowance Policy

(Only draft).

100% Condition of Services

C63/11/2013

33.4 Bereavement Policy. 100% M19/11/2011

33.5 Bursary By-laws. 100% C23/03/2011

33.6 Cell phones. 100% M03/10/2004

M07/12/2010

M25/12/2012

33.7 Clocking Systems Policy.

33.8 Conditions of Service. 100% C63/11/2013

33.9 Education, Training, and

Development.

100% M14/11/2009

33.10 Fraud Prevention Policy. 100% 29/08/2012

17/03/2011

33.11 Performance Appraisal. 100% M08/08/2010

33.12 Private Work Policy. 100% 2012/11/19 Section 4 of

Code of Conduct for

Municipal Staff. Schedule

2 Municipal Systems Act

33.13 Retention & Succession. 100% M08/08/2010

08/07/2010


170

COMMENT ON WORKFORCE POLICY DEVELOPMENT

Workplace policies are developed and reviewed as and when necessary in consultation with

labour as prescribed by the relevant pieces of labour legislation and signed collective

agreements.

T 4.2.1.1

4.3. INJURIES, SICKNESS, AND SUSPENSIONS

Number and Cost of Injury on Duty 2017/2018

Type of Injury

Injury Leave Taken (Days)

Employees Using Injury Leave (Number)

Proportion Employees Using Sick Leave (%)

Average Injury Leave per Employee (Days)

Total Estimated Cost

Required basic medical attention only. 1 days 1 Employee 8877 1 Days R1202.24

Temporary total disablement. 41 days 4 Employees 10.2 Days R64163.72

Permanent disablement. None

Fatal. None

Total 42 Days 3 Employees 8877 Employees 11.2 R65365.96

Number of Days and Cost of Sick Leave (Excluding Injury on Duty) 2017/2018

Salary Band

Total Sick Leave (Days)

Proportion of Sick Leave without Medical Certification (%)

Employees Using Sick Leave (Number)

Total Employees in Post (Number)

Average Sick Leave per Employee (Number)

Estimated cost

Lower Skilled (Level 14-20). 3433

226 days 6.6% 345 720 9.91 days

Skilled (Level 11-13). 2323

209 days 8.99% 172 237 13.5 days

Highly Skilled Production (Level 8-10). 2016

310 days 15.37% 205 259 9.8 days

Highly Skilled Supervision (Level 4-7). 960

135 days 14% 102 145 9.4 days

Senior Management (Level 1-3). 154

26days 16.88% 28 49 5.5 days

MM and S57. 0 0% 0 4 0 days

Total 8875 906 days 10.2% 852 1414 9.92 days


171

T 4.3.3

COMMENT ON INJURY AND SICK LEAVE

Special sick leave is taken in the case of injury on duty. An Occupational Health and Safety

(OHS) Policy is in place and displayed at all workplaces. All departments are required to

follow this policy. Regular OHS inspections and safety audits are carried out during the year

to identify any new health and safety risks. Departments were advisedin terms of handling

OHS matters. Training was done on a regular basis (e.g. first aid and safety representative).

Accidents and injuries on duty were investigatedin terms of relevant legislation. Sick leave

was monitored by HODs, and proper record was kept of all leave and sick leave taken.

Where necessary, officials may be sent to medical practitioners appointed by Council for

second opinions in cases of extended sick leave.

T 4.3.4

Number and Period of Suspensions 2017/2018 Position Nature of

Alleged Misconduct

Date of Suspension

Details of Disciplinary Action Taken or Status of Case and Reasons Why not Finalised

Date Finalised

Assistant Director. Negligence and Assault.

2018/03/14 Disciplinary hearing finalised on awaiting an outcome only.

2018/07/04

T 4.3.6

9.8

12.9

10.7

7.4 7.3 7

0

2

4

6

8

10

12

14

Lower Skilled(Level 14-20)

Skilled (Level11-13)

Highly SkilledProduction(Level 8-10)

Highly SkilledSupervision(Level 4-7)

SeniorManagement

(Level 1-3)

MM and S57

Average Number of Days Sick Leave (excluding IOD)


172

Performance Rewards By Gender 2017/2018 Designations Beneficiary profile

Gender Total Number of Employees in Group

Number of Beneficiaries

Expenditure on Rewards – Year 1

Proportion of Beneficiaries within Group

R’ 000 %

Section 54 M 1 1 = Acting None

F 0

Section 56 M 5 2 1 = acting None

F 2 None

Others managers

M 55 31 None

F 16 None

Total

Has the statutory municipal calculator been used as part of the evaluation process?

Yes/No

T 4.4.1

4.4. PERFORMANCE REWARDS

COMMENT ON PERFORMANCE REWARDS

Performance management system is applied to Municipal Manager and Section 57 executive

directors who report to the Municipal Manager. Assessments were done and bonuses paid to

all managers who were assessed.

COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE

INTRODUCTION TO WORKFORCE CAPACITY DEVELOPMENT

The Municipality affords employees an opportunity to study by providing bursaries. Annually, a

skills gap analysis is conducted, Workplace Skills Plan developed, and training provided in

terms thereof. Employees are also continuously sent to workshops and seminars to improve

their capacity.

T4.5.0


173

4.5. SKILLS DEVELOPMENT AND TRAINING

Skills Matrix

Managem

ent Level

Gender Employee

s in Post

as at 30

June

2017

Number of Skills Employees Required and Actual as at 30 June 2018

Learnerships

Skills Programmes and

Other Short

Courses

Other Forms of Training Total

Number

Actual

: End

of

2016/

2017

Actual

: End

of

2017/

2018

2017/

2018

Target

Actual:

End of

2016/17

Actual:

End of

2017/

2018

2017/201

8 Target

Actua

l: End

of

2016/

2017

Actual:

End of

2017/

2018

2017/

2018

Target

Actual:

End of

2016/

2017

Actual:

End of

2017/

2018

2017/

2018

Target

MM and

S57

Female

Male

Councilor,

senior

officials,

and

managers

Female 1 1 10 6 7 1 10

Male 1 6 2 14 9 16 2

Technician

s and

associate

profession

als*

Female 12 2 45 165 2 5 4 45 182

Male 13 4 153 220 4 21 24 8 174 257

Profession

s

Female 1 4 2 8 1 5 2 9

Male 8 10 8 5 13 10 8

Subtotal Female 1 13 6 48 183 9 5 16 48 201

Male 1 13 18 165 242 18 21 24 37 186 279

Total 2 2

6

24 213 425

5

2

7

21 29 53 234 480

*Registered with professional associate body, e.g. CA(SA)


174

Financial Competency Development:Progress Report*

Description A.

Total Number

of Officials

Employed by

Municipality

(Regulation

14(4)(a) and

(c))

B.

Total

Number of

Officials

Employed

by

Municipal

Entities

(Regulation

1494)(a)

and (c))

Consolidate

d: Total of

A and B

Consolidated:

Competency

Assessments

Completed for

A and B

(Regulation

14(4)(b) and

(d))

Consolidated:

Total Number

of Officials

With

Performance C

Agreements

Who Comply

with

Regulation 16

(Regulation

14(4)(f))

Consolidated:

Total Number

of Officials

That Meet

Prescribed

Competency

Levels

(Regulation

14(4)(e))

Financial

Officials

Accounting

Officer

1 0 1 0 1 1

Chief

Financial

Officer

1 0 1 0 1 1

Senior

Managers

5 0 5 0 0 4

Any Other

Financial

Officials

11 0 11 0 0 7

Supply

Chain

Managemen

t Officials

Head of

Supply

Chain Units

1 0 1 0 0 1

Supply

Chain

Managemen

t – Senior

Managers

2 0 2 0 0 2

Total 21 0 21 0 2 16


175

Skills Development Expenditure

Management Level

Gender

Employees as at the Beginning of the Financial Year

Original Budget and Actual Expenditure on Skills Development – Year 1

Learnership Skills Programmes and Other Short Courses

Other Forms of Training

Total

Number Original Budget




Actual

MM and S57 Female 2

Male 1

Legislators, senior officials, and managers.

Female 29 R58500 R52000 R55625 R114125 R52000

Male 49 R58500 R52000 R55625 R41463 R32813 R2529 R146938 R95992

Professionals Female 25 R55625 R23155 R32813 R4990 R88437 R28145

Male 29 R55625 R14735 R55625 R6519 R111250 R21254

Technicians and associate professionals.

Female 17 85625 R7778 R55625 R141250 R7778

Male 119 R65625 R10353 R65625 R47310 R131250 R57663

Clerks. Female 202 R95625 R78050 R45625 R17328 R141250 R95378

Male 59 R75625 R48719 R45625 R121250 R48719

Service and sales workers. Female 54 R20000

R102192 R85625 R78295 R45625 R4332 R151250 R184819

Male 97 R131250 R132741 R85625 R79535 R45625 R17328 R262500 R229604

Plant and machine operators and assemblers.

Female 6 R45625 RR3889 R65625 R9643 R111250 R13532

Male 67 R45625 R3889 R65625 R59959 R131250 R63848

Elementary occupations. Female 240 R95625 R89120

R131250 R72253 R226875 R161355

Male 540 R95625 R89102 R272500 R269533 R368125 R358635


176

Subtotal Female 575 R78500

R154192 R519375 R280268

R376563 R108546 R974438 R543006

Male 961 R189750 R184741 R479375 R287795

R583438 R403178 R1252563 R875714

Total 1536 R268250 R338933 R998750 R568064

R960000 R511724 R2227000 R1418721


177

COMMENTS ON SKILLS DEVELOPMENT AND RELATED EXPENDITURE AND THE

FINANCIAL COMPETENCY REGULATIONS

Employees are trained as per the Workplace Skills Plan adopted by the employer in

consultation with labour.However, financial constraints continuously prevent the full

implementation of all the skills development needs. A concerted effort is made to ensure that

all the relevant employees are trained to be compliant with the MFMA Competency

Regulations.

T 4.5.4

COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE

INTRODUCTION TO WORKFORCE EXPENDITURE

All the expenditure incurred should be in line with the approved budget. When the staff

establishment is approved, provision is made in the budget for all the posts which can be filled

and the time frames in respect thereof. No unfunded posts may be filled.The Municipality

ensures that it recruits employees that are capable of effectively rendering the service towards

achieving its strategic goals. T 4.6.0

4.6. EMPLOYEE EXPENDITURE

Source: MBRR SA22 T 4.6.1

19,000

20,000

21,000

22,000

23,000

24,000

25,000

26,000

Year -3 Year -2 Year -1 Year 0

Workforce Expenditure Trends (R' 000)


178

COMMENT ON WORKFORCE EXPENDITURE

SDBIPs were developed and implemented for the operational as well as the capital

budgets.STLM recruited and appointed qualified, experienced, and skilled employees.We also

provided continuous training in terms of the Workplace Skills Plan and the bursary scheme.

T 4.6.1.1

Number of Employees Whose Salaries Were Increased Due to Their Positions Being Upgraded

Beneficiaries Gender Total

Lower Skilled (Level 1-2). Female According to the 2017/2018 budget – None.

Male According to the 2017/2018 budget – None.

Skilled (Level 3-5). Female According to the 2017/2018 budget – None.


Highly Skilled Production (Level 6-8).

Female According to the 2017/2018 budget – None


Highly Skilled Supervision (Level 9-12).

Female According to the 2017/2018 budget – None.


Senior Management (Level 13-16). Female According to the 2017/2018 budget – None.


MM and S57. Female According to the 2017/2018 budget – None.


Total 0 T 4.6.2

Employees Whose Salary Levels Exceed The Grade Determined By Job Evaluation

Occupation Number of Employees

Job Evaluation Level

Remuneration Level

Reason for Deviation

None

T 4.6.3

Employees Appointed to Posts Not Approved

Department Level Date of Appointment

NumberAppointed

Reason for Appointment When No Established Post Exists

None

T 4.6.4


179

COMMENT ON UPGRADED POSTS AND THOSE THAT ARE AT VARIANCE WITH NORMAL PRACTICE

1. In terms of the policy of Council, no occupied post can be upgraded; therefore,

No employees had their salaries increased due to the positions being upgraded.

2. The job evaluation process has not been completed yet, and employees are paid in terms

of the Industrial Council determination. As soon as the job evaluation process has been

finalised, the results thereof will be considered for finalisation.

3. No employees are appointed to posts not approved, and no employees are appointed to

unfunded positions.

T 4.6.5

DISCLOSURES OF FINANCIAL INTERESTS

Refer to disclosures made by officials and councillors concerning their financial interests as

required by Municipal Systems Act Schedule 1 and 2 as set out in Appendix J. make other

comments where appropriate.

T 4.6.6

Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17

180

CHAPTER 5 – FINANCIAL PERFORMANCE

INTRODUCTION

This chapter contains information regarding financial performance and highlights specific

accomplishments.

The chapter comprises three components:

Component A: Statement of Financial Performance.

Component B: Spending against Capital Budget.

Component C: Cash Flow Management and Investment.

Component D: Other Financial Matters.

The overall operating results achieved for the past financial year closed off with a surplus of

R148.0 million compared to a budgeted surplus of R 42.1 million. Operating revenue for the

year is R1 454.7 billion (2016: R1 420.1 billion), which reflects an increase of 2%. The

operating expenditure for the year is R1 306.7 billion (2016: R1 259.6 billion), which reveals a

decrease of 4%.

The total capital expenditure capitalized for the year in respect of property, plant, and

equipment amounted to R321.0 million. This includes R89.1 million from government grants,

and R189.7 million from own cash resources.

Cash and short-term investments decreased by 0.61% to R482 million (2016: R485 million).

The cash balance at financial year end was R 83.9 million.

COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE

INTRODUCTION TO FINANCIAL PERFORMANCE

Note: Statements of Revenue Collection Performance by vote and by sourceare

includedinAppendix G.

Operating revenue excluding capital grants and subsidies for the year is R1 338.5 billion

(2016: R1 301.1 billion), which shows a decrease of 1.7%. Included in the above figure are

operating government grants to the amount of R141.1 million, which constitute 10.7% of total

revenue.

Service charges jointly comprise 55% of total revenue and increased by R43.7 million from

2016 (R 680.1 million) to R723.8 million in the reporting financial year, which is R5.4 million

less than the adjusted budget (R729.3 million). Electricity remains the largest source of

income and contributes 40% to Municipal revenue.


181

Property rates constitute 23% of revenue and increased by 6.44% from the previous financial

year.

Interest received has increased from R39.8 million to R47.9 million, which can mainly be

attributed to the interest rate increase during the year.

The revenue from Municipal fines decreased by R1.3 million the previous year, while the

remaining revenue sources are R36.1 million less than the adjusted budget. This is mainly for

the sale of land / even that did not materialize.

The operating expenditure for the year is R1 306.7 billion (2016: R1 259.6 billion), which

indicates a increase of 3.74% from the previous financial year. The main expenditures are

employee-related costs at R417.5 million, bulk purchases at R410.8 million, and depreciation

at R157.9 million.

Repairs and maintenance increased by 8% to R73.4 million (2016: R 67.9 million) and

comprises 6% of total operating expenditure. Grant and subsidies paid increased by 0.5%

from R5.2 million to R5.9 million as a result of additional free basic services which were

provided to indigent households.

Capital expenditure for the year amounted to R321.0 million. This includes capital grants of

R89.0 million and internally generated funds of R189.6 million.


182

5.1. STATEMENTS OF FINANCIAL PERFORMANCE

Reconciliation of Table A1 Budget Summary

2017/2018 2016/2017

Description

Original Budget

Budget Adjustments

(into. s28 and s31 of the MFMA)

Final adjustments budget

Final Budget Actual Outcome

Variance Actual Outcome as % of Final Budget

Actual Outcome as % of Original Budget

Restated Audited Outcome

1 2 3 4 5 6 7 8 9

Financial Performance

Property rates R322,145,304 R3,406,897 R325,552,201 R325,552,201 R332,769,107 R7,216,906 102% 103% R309,753,630

Service charges R745,091,033 R7,241,019 R752,332,052 R752,332,052 R739,016,391 R13,315,661 98% 99% R723,831,162 Investment revenue R12,285,300 R516,930 R12,802,230 R12,802,230 R 14,817,210 R2,014,980 116% 121% R47,867,886 Transfers recognized-operational R215,169,338 R3,501,262 R218,670,600 R218,670,600 R214,641,582 R4,029,018 98% 100% R141,123,061 Other own revenue R114,666,081 R35,663,459 R150,329,540 R150,329,540 R171,973,026 R21,643,486 114% 150% R100,403,410

Total Revenue (excluding capital transfers and contributions)

R1,409,357,056

R50,329,567

R1,459,686,623

R1,459,686,623

R1,473,217,315

R13,530,692

101% 105% R1,322,979,149

Employee costs R486,042,929 R955,430 R486,998,359 R486,998,359 R472,560,480 R-14,437,879 97% 97% R417,546,634 Remuneration of councilors R21,291,599 R584,493 R21,876,092 R21,876,092 R21,891,024 R14,932 100% 103% R19,588,849

Debt impairment R16,188,288 R - R16,188,288 R16,188,288 R-2,147,961 R-18,336,249 -13% -13% R29,180,141 Depreciation& asset impairment R164,836,871 R - R164,836,871 R164,836,871 R164,396,580 R-440,291 100% 100% R157,925,811

Finance charges R21,115,922 R 4,761,754 R16,354,168 R16,354,168 R-10,978,889 R-5,375,279 67% 52% R18,639,974 Materials and bulk purchases R426,940,474 R1,066,940 R 428,007,414 R428,007,414 R420,114,535 R -7,892,879 98% 98% R410,753,825


183

Transfers and grants R1,995,000 R30,000 R2,025,000 R2,025,000 R1,819,386 R205,614 90% 91% R 5,963,573 Other expenditure R284,148,725 R23,387,708 R307,536,433 R307,536,433 R258,114,168 R49,422,265 84% 91% R247,066,722

Total Expenditure

R1,422,559,808 R21,262,817

R1,443,822,625

R1,443,822,625

R1,347,727,101 R96,095,524 93% 95% R1,306,665,529

Surplus/ (Deficit) R13,202,752 R29,066,750 R15,863,998 R15,863,998 R125,490,214

R109,626,216 791% -950% R16,313,620

Transfers recognized capital R52,304,720 R332,000 R52,636,720 R52,636,720 R52,634,862 R1,858 100% 101% R49,604,679 Contributions recognized capital& contributed assets R - R482 R482 R 482 R482 R - 100% #DIV/0! R82,098,785

Surplus/ (Deficit) after capital transfers & contributions

R39,101,968

R29,399,232

R68,501,200

R68,501,200

R178,125,558

R109,624,358

260%

456%

R148,017,084

Surplus/ (Deficit) for the year

R39,101,968 R29,399,232 R68,501,200 R68,501,200 R178,125,558

R109,624,358 260% 456% R 148,017,084

Capital expenditure & funds sources Capital expenditure Transfers recognized capital R52,304,720 R482,000 R52,786,720 R52,786,720 R52,763,562 R23,158 100% 101% R89,031,323 Public contributions & donations R - R - R - R - R - R - R42,312,141

Borrowing R134,789,996 R7,042,791 R127,747,205 R127,747,205 R R127,747,205 0% 0% R101,863,599

Internally generated funds R95,080,050 R14,540,358 R109,620,408 R109,620,408 R215,018,307

R105,397,899 196% 226% R87,802,248

Total sources of capital funds R282,174,766 R7,979,567 R290,154,333 R290,154,333 R267,781,869 R22,372,464 92% 95% R321,009,311


184

Cash flows Net cash from (used) operating R167,822,486 R15,242,017 R183,064,503 R183,064,503 R206,766,677 R23,702,174 113% 123% R369,427,029 Net cash from (used) investing R264,230,020 R25,979,313 R290,209,333 R290,209,333 R290,209,333 R - 100% 110% R -325,851,843 Net cash from (used) financing R129,113,448 R6,963,391 R122,150,057 R122,150,057 R122,150,057 R - 100% 95% R -11,064,328 Cash/cash equivalents at the year end R56,205,025 R42,701,781 R98,906,807 R98,906,807 R122,608,980 R 23,702,174 124% 218% R114,865,624

T 5.1.1

Financial Performance of Operational Services

R '000

Description

2016/2017 2017/2018 2017/2018 Variance

Actual Original Budget Adjustments Budget


Adjustments Budget

Operating Cost

Water R -34,900,069 R-14,758,235 R693,388 R-14,922,087 1.11% -2252.05%

Waste Water (Sanitation) R-33,426,441 R -7,467,709 R-14,392,961 R -27,458,078 267.69% 90.77%

Electricity R-56,063,945 R-18,091,086 R-23,100,624 R-32,967,109 82.23% 42.71%

Waste Management R-14,826,337 R -11,605,660 R-14,748,114 R-18,195,657 56.78% 23.38%

Housing R11,693,017 R14,089,274 R12,620,711 R10,945,147 -22.32% -13.28%

Component A: sub-total R-127,523,774 R -37,833,416 R-38,927,600 R -82,597,783 118.32% 112.18%

Waste Water (Storm water Drainage)

0.00% 0.00%

Roads R-40,821,644 R-60,033,435 R-49,323,617 R-40,289,731 -32.89% -18.32%

Transport R2,201,187 R-4,752,643 R -4,068,458 R-11,206,366 135.79% 175.45%

Component B: sub-total R43,022,831 R 55,280,792 R45,255,159 R29,083,365 -47.39% -35.73%

Planning R -28,018,174 R14,180,671 R12,986,340 R10,740,058 -24.26% -17.30%

Local Economic Development R 4,356,969 R5,174,664 R5,957,568 R4,944,957 -4.44% -17.00%

Component B: sub-total R-23,661,205 R19,355,335 R18,943,908 R15,685,016 -18.96% -17.20%


185

Planning (Strategic & Regulatory) R- R- R - R - 0.00% 0.00%

Local Economic Development R- R- R - R - 0.00% 0.00%

Component C: sub-total R - R- R - R - 0.00% 0.00%

Community & Social Services R120,947,765 R24,737,764 R22,924,593 R22,283,197 -9.92% -2.80%

Environmental Protection R- R- R - R- 0.00% 0.00%

Health R4,274,760 R5,977,071 R5,145,757 R3,107,236 -48.01% -39.62%

Security and Safety R79,234,119 R82,116,539 R81,928,691 R63,064,326 -23.20% -23.03%

Sport and Recreation R56,586,455 R50,713,359 R48,558,721 R47,872,354 -5.60% -1.41%

Corporate Policy Offices and Other R-272,610,436 R166,410,773 R-303,580,079 R -255,541,314

-253.56% -15.82%

Component D: sub-total R-11,567,338 R329,955,506 R-145,022,317 R-119,214,201 -136.13% -17.80%

Total Expenditure R-119,729,485 R366,758,217 R-119,750,850 R-157,043,603 -142.82% 31.14%

In this table operational income is offset against operational expenditure leaving a net operational expenditure total for each service as shown in the individual net service expenditure tables in chapter 3. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

T 5.1.2

COMMENT ON FINANCIAL PERFORMANCE

The actual performance indicates less expenditure was incurred than the budget, resulting in a favourable variance.


186

5.2. GRANTS

Grant Performance

R' 000

Description

2016/2017 2017/2018 2017/2018

Variance

Actual Budget Adjustments Budget

Actual Original Budget (%)

Adjustments Budget (%)

Operating Transfers and Grants

National Government:

R141,035,603

R87,654,153

R83,184,130 R81,124,158 -8.05% -2.54%

Equitable share

R136,037,000 R83,145,691

R77,961,851 R75,901,521

-9.54% -2.71%

Municipal Systems Improvement R -

R - R- R-

0.00% 0.00%

Department of Water Affairs R- R- R- R-

0.00% 0.00%

Levy replacement R - R- R- R-

0.00% 0.00%

Other transfers/grant

s

MIG R2,406,989 R1,308,462 R2,022,279 R2,022,279 35.30% 0.00%

EPWP R 966,614 R1,500,000 R1,500,000 R1,500,358 0.02% 0.02%

FMG R1,625,000 R1,700,000 R1,700,000 R1,700,000 0.00% 0.00%

Provincial Government: R87,458 R R390,874 R207,741 100.00% -88.15%

Health subsidy R- R- R R 0.00% 0.00%

Housing R87,458 R- R390,874 R207,741 100.00% -88.15%

Ambulance subsidy

Sports and Recreation

Other transfers/grants

Total Operating Transfers and Grants

R141,123,061

R87,654,153

R83,575,004

R81,331,898 -7.77% -2.76%

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. Full list of provincial and national grants available from published gazettes.

T 5.2.1


187

COMMENT ON OPERATING TRANSFERS AND GRANTS

The equitable share is an unconditional grant, and the full Gazetted amount of R136.0 million was

received.

The Finance Management Grant was utilised for the intern programme and for consultants to

assist with the implementation of the new GRAP standards and compilation of an asset register.

An amount of R1 625 000 was spent for the period.

The EPWP incentive grant is utilised for job creation projects. During the year, R966 614 was

spent to employ temporary workers for street cleaning and cleaning of overgrown main streets.

Grants Received From Sources Other Than Division of Revenue Act (DoRA)

Details of Donor Actual Grant

Actual Grant

2017/ 2018

Date Grant terminates

Date Municipal contribution terminates

Nature and benefit from the grant received, include description of any contributions in kind

2016/2017 2017/ 2018

Municipal Contribution

Private Sector / Organisations

DONATIONS HUMAN SETTLEMENT. R-

Transfer station at dennesig and ext 49.

DEVELOPERS DONATIONS. R36,282,068

Land donated by developers.

DONATIONS. R2,607,135

Electricity donation by developers.

DONATIONS EQUIPMENT. R8,000 Equipment donated.

MPCC DONATION. R3,414,938 MPCC donated by Mafube.

MINE DONATION. R10,000 Glencore mine donation.

NKANGALA DISTRICT MUNICIPALITY. R39526644

Donation by District Municipality.

Provide a comprehensive response to this schedule T 5.2.3

COMMENT ON GRANT PERFORMANCE

Hundred per cent (100%) of the 2017/2018 MIG allocation was spent by 30 June 2017. There

were no MIG roll-over funds for the 2016/2017 financial year.


188

5.3. ASSET MANAGEMENT

Overview of Asset Management

The Asset Management Policy is developed to comply with all relevant legislative requirements

and complies with the standards specified by the Accounting Standards Board. Asset

management within the Municipality is overseen by the Executive Director: Financial Services.

Financial Asset Register

The CFO established and maintained an asset register containing key financial data on each item

of property, plant, or equipment that satisfies the criterion for recognition.

Organizing Asset Management, Staff Involved, and Delegations

The CFO is responsible to the Municipal Manager and needs to ensure that the financial

investment in the Municipality’s assets is safeguarded and maintained.

The Asset Manager must ensure that appropriate physical management and control systems are

established and maintained for all assets in their area of responsibility and that the Municipal

resources assigned to them are utilized effectively, efficiently, economically, and transparently.

The Asset Champion must assist the Asset Manager in performing his/her functions and duties

in terms of asset management.

TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED 2017/2018

Asset 1

Name. Boskrans Waste treatment Plant.

Description. Upgrade Boskrans Waste Treatment Plant_ Construction of New 45 Ml/d capacity Inlet Works (work in progress).

Asset Type. Sewerage Purification.

Key Staff Involved. Municipal Manager, Executive Director Services, Civil Engineer Department.

Staff Responsibilities. Oversee implementation of project, account for transaction.

Asset Value.

2014/2015 2015/2016 2016/2017 2017/2018

R10,785,164 R13,553,312 R30,139,688 R17,904,766

Capital Implications. The asset was financed from own internal funds.

Future Purpose of Asset. Wastewater treatment.

Describe Key Issues. Construction work and management of tender.

Policies in Place to Manage Asset. Yes.

Asset 2

Name. Roads Aerorand West Ward 12.

Description. Construction of roads in Aerorand West.


189

Asset Type. Roads.

Key Staff Involved. Executive Director Services, PMU, Assistant Director Roads & Storm water.

Staff Responsibilities. Prepare & evaluate tender document, Monitor implementation of project.

Asset Value.

2014/2015 2015/2016 2016/2017 2017/2018

R7,999,033 R7,999,133 R12,497,465 R13,369,924

Capital Implications. The asset was financed from own internal funds.

Future Purpose of Asset. Roads in Aerorand West.

Describe Key Issues.

Policies in Place to Manage Asset. Yes.

Asset 3

Name. MV Networks HT Links Ward 27.

Description. Construction of 11kV Switching Station and Installation of Primary Links between Mhluzi main and Newtown substation.

Asset Type. Electrical.

Key Staff Involved Executive Director Electrical Engineering, Assistant Director Electrical Engineering.

Staff Responsibilities. Prepare & evaluate tender document, Monitor implementation of project.

Asset Value.

2014/2015 2015/2016 2016/2017 2017/2018

R R R R34,222,484

Capital Implications. The asset was financed from borrowings.

Future Purpose of Asset. Electrical in Newtown.

Describe Key Issues.

Policies in Place to Manage Asset. Yes

T 5.3.2

COMMENT ON ASSET MANAGEMENT

With reference to the three projects approved in the year, these projects were evaluated from a

cost and revenue perspective, including Municipal tax and tariff implications in accordance with

Section 19(2)(a) and (b) and MSA Section 74(2)(d), (e) and (i).

The responsible implementing departments ensure that project files are maintained, and these

files are readily accessible for audit inspection. Financial data regarding asset management may

be sourced from MBRR Table A9.T 5.3.3


190

Repair and Maintenance Expenditure: 2017/2018

R' 000

Original Budget

Adjustment Budget

Actual Budget variance

Repairs and Maintenance Expenditure. R90,080,780 R88,549,780 R75,269,362 16%

T 5.3.4

COMMENT ON REPAIRS AND MAINTENANCE EXPENDITURE

The aging of the Municipality in actual fact requires that larger amounts be made available for the

maintenance and replacement of especially water pipes in the Mhluzi area. However, the pressure

placed on budget provision for the extension of to cater for new developments limits the availability

of funds for maintenance purposes. The intention is to substantially increase maintenance

expenditure in future budgets. The amount spent on repairs and maintenance is for materials only

and decline proportionate to the budget considering the increases in other expenditures.

T 5.3.4.1


191

5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS

4.52%

5.29% 5.56%

6.38%6.38%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

2012/2013 2013/2014 2014/2015 2015/16

Repair & Maintenance % of OPEX

This graph indicates repair & maintenance as a percentage of operational expenditure.

1.8

2.1 2.0 2.2

–

0.5

1.0

1.5

2.0

2.5

2014/15 2015/16 2016/17 Current Year 2017/18

Liquidity Ratio

Liquidity Ratio – This Ratio measures the extent to which the Municipality has Cash and Short Term Investments available to settle Short-term Liabilities. If the Cash and Short Term Investments do not exceed Current Liabilities it means liquidity problems i.e. insufficient cash to meet financial obligations. The higher the ratio the better.


192

1.3

1.1 1.0 1.0

–

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

2014/15 2015/16 2016/17 Current Year 2017/18

Cost Coverage

Cost Coverage– It explains how many months expenditure can be covered by the cash and other liquid assets available to the Municipality excluding utilisation of grants. The norm is between 1 to 3 months. (Data used from MBRR SA8)

10.3%9.7%

9.0%

6.9%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

2014/15 2015/16 2016/17 Current Year 2017/18

Total Outstanding Service Debtors To Revenue

Total Outstanding Service Debtors To Revenue – It is calculated by dividing the total outstanding debtors by the total annual revenue. A lower score is better. The ratio focuses on the proportion of amounts that are deemed to be recoverable as a percentage of Annual Billed Revenue. It therefore only takes into account the major revenue sources that give rise to Consumer Debtors, excluding Bad Debts Provisions and also indicates the effectiveness of Credit Control procedures and enables assessment of the sufficiency of the Provision for Bad Debts. The norm is 8,3% which is equates to the same as 30 days’ worth of Outstanding Debtors.


193

20.7

18.0

25.9 24.1

–

5.0

10.0

15.0

20.0

25.0

30.0

2014/15 2015/16 2016/17 Current Year 2017/18

Debt Coverage

Debt Coverage– The number of times debt payments can be accomodated within Operating revenue (excluding grants) . This in turn represents the ease with which debt payments can be accomodated by the municipality

Data used from MBRR SA8


194

1.9%

1.8%

2.1%

1.8%

1.6%

1.7%

1.8%

1.9%

2.0%

2.1%

2.2%

2014/15 2015/16 2016/17 Current Year 2017/18

Capital Charges to Operating Expenditure

Capital Charges to Operating Expenditure ratio is calculated by dividing the sum of capital interest and principle paid by the total operating expenditure. The Ratio indicates the cost required to service external Interest on borrowings and Redemption. It assesses the affordability of Debt expressed as a percentage of Operating Expenditure. The lower the Ratio the more the capacity of the Municipality to take up additional funding to Invest in Infrastructure Projects . There norm is 6%

27.5%29.4%

31.6%

34.8%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

2014/15 2015/16 2016/17 Current Year 2017/18

Employee Costs

Employee cost – Measures what portion of the revenue was spent on paying employee costs. It is calculated by dividing the total employee cost by the difference between total revenue and capital revenue.


195

COMMENT ON FINANCIAL RATIOS

The liquidity ratio measures the extent to which the Municipality has cash and short term

investments available to settle short-term liabilities. The ratio has increased, meaning the

Municipality is able to settle its short-term liabilities with cash and short-term investments.

The cost coverage ratio indicates the time taken to pay for expenditure incurred; this has

decreased. It thus indicates that we can pay creditors faster.

The total outstanding service Debtors to Revenue has decreased. This reveals that more

accounts are recoverable in proportion to billed revenue.

Debt coverage ratio indicates the ease with which debt payments can be honoured. The

Municipality has a healthy debt coverage ratio.

Repairs and maintenance has decreased. This highlights that less spending has been incurred

on repairs and maintenance.

These ratios are derived from table SA8 of the MBRR.

T 5.4.9

COMPONENT B: SPENDING AGAINST CAPITAL BUDGET

COMMENTS ON SPENDING AGAINST CAPITAL BUDGET AND SOURCES OF FUNDING

Capital expenditure relates mainly to the construction of assets that will have value, lasting over

many years. Capital expenditure is funded from grants, borrowings, and operating expenditures

and surpluses.

During the financial year under review, capital expenditure amounted to R277.9 million. The

capital expenditure for the year has increasedby 1%, when compared to the previous year

expenditure. From the 264 projects, 203 projects were completed, and 43 projects to the value of

R34.4 million have been rolled over to the 2017/2018 financial year.

The capital expenditure realised on roads and storm water amounts of R70.5 million, water and

sanitation amount to R105.8 million, electricity amounts to R39.5 million, and other capital

expenditure amounts to R62.1 million. Capital on core services constitutes 78% of total capital

expenditure.

The capital budget was funded by internal cash reserves to the amount of R189.3 million. National

and provincial government grants amount to R88.6 million.


196

5.5. CAPITAL EXPENDITURE

R million Original Budget Adjustment Budget

Un-audited Full Year Total

Original Budget variance

Adjusted Budget Variance

Capital Expenditure. R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%

R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%

Operating Expenditure. R1,422,559,808 R1,443,822,625 R1,347,727,101 5.3% 6.7%

R1,422,559,808 R1,443,822,625 R1,347,727,101 5.3% 6.7%

Total expenditure 1,704,734,574

1,733,976,958

1,615,508,970 5.2% 6.8%

Water and sanitation. R78,282,846 R67,910,558 R52,669,319 32.7% 22.4%

Electricity. R65,538,000 R70,772,992 R68,342,903 -4.3% 3.4%

Housing. R365,000 R727,000 R686,155 -88.0% 5.6%

Roads, Pavements, Bridges and storm water. R71,718,920 R84,303,902 R84,183,585 -17.4% 0.1%

Other. R66,270,000 R66,439,881 R61,899,907 6.6% 6.8%

R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%

External Loans. R134,789,996 R127,747,205 R118,639,344 12.0% 7.1%

Internal contributions. R95,080,050 R109,620,408 R96,378,963 -1.4% 12.1%

Grants and subsidies. R52,304,720 R52,786,720 R52,763,562 -0.9% 0.0%

Other. R- R- R-

R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%

External Loans. R62,210,000 R111,591,291 R66,765,898 -7.3% 40.2%

Grants and subsidies. R56,725,760 R67,880,333 R99,714,807 -75.8% -46.9%

Investments Redeemed. R- R- R-

Statutory Receipts (including VAT). R- R- R-

Other Receipts. R150,540,100 R168,615,558 R96,378,963 36.0% 42.8%

R207,265,860 R236,495,891 R196,093,770 5.4% 17.1%

Salaries, wages and allowances. R507,334,528 R508,874,451 R494,451,504 2.5% 2.8%

Cash and creditor payments. #REF! #REF! R82,354,766 #REF! #REF!

Capital payments. R207,265,860 R236,495,891 R196,093,770 5.4% 17.1%

Investments made. #REF! #REF! R597,711,609 #REF! #REF!

External loans repaid. R- R- R11,699,116

Statutory Payments (including VAT). R- R- R-

Other payments. R- R- -


197

5.6. SOURCES OF FINANCE

Capital Expenditure - Funding Sources:

Details

2016/2017 2017/2018

Actual Original Budget (OB)

Adjustment Budget

Actual Actual to AB

Variance (%)

Actual to OB

Variance (%)

Source of finance

External loans. R101,863,599

R134,789,996

R127,747,205

R118,639,344 -7.13% -11.98%

Public contributions and donations. R42,312,141 R- R - R- 0.00% 0.00%

Grants and subsidies. R49,504,679 R52,304,720 R52,786,720 R52,763,562 -0.04% 0.88%

District Municipality. R39,526,644 R- R- R- 0.00% 0.00%

Internal Funds (Own Revenue). R87,802,248 R95,080,050

R109,620,408 R96,378,963 -12.08% 1.37%

Total R321,009,311

R282,174,766

R290,154,333

R267,781,869 -19.25% -9.74%

Percentage of finance

External loans. 31.7% 47.8% 44.0% 44.3% 37.0% 123.0%

Public contributions and donations. 13.2% 0.0% 0.0% 0.0% 0.0% 0.0%

Grants and subsidies. 15.4% 18.5% 18.2% 19.7% 0.2% -9.0%

District Municipality. 12.3% 0.0% 0.0% 0.0% 0.0% 0.0%

Internal Funds (Own Revenue.) 27.4% 33.7% 37.8% 36.0% 62.7% -14.0%

Capital expenditure.

Water and sanitation. R 69,072,975 R78,282,846 R67,910,558 R52,669,319 -13.25% -32.72%

Electricity. R48,477,623 R65,538,000 R70,772,992 R68,342,903 7.99% 4.28%

Housing. R518,546 R365,000 R727,000 R686,155 99.18% 87.99%

Roads and storm water. R54,809,322 R71,718,920 R84,303,902 R84,183,585 17.55% 17.38%

Other. R101,554,776 R66,270,000 R66,439,881 R61,899,907 0.26% -6.59%

Total R274,433,242

R282,174,766

R290,154,333

R267,781,869 111.72% 70.33%


198

Percentage of expenditure.

Water and sanitation. 25.2% 27.7% 23.4% 19.7% -11.9% -46.5%

Electricity. 17.7% 23.2% 24.4% 25.5% 7.1% 6.1%

Housing. 0.2% 0.1% 0.3% 0.3% 88.8% 125.1%

Roads and storm water. 20.0% 25.4% 29.1% 31.4% 15.7% 24.7%

Other. 37.0% 23.5% 22.9% 23.1% 0.2% -9.4%

T 5.6.1

External loans44%

Public contributions and donations

0%

Grants and subsidies

20%District Municpality

0%

Internal Funds (Own Revenue)

36%

Percentage of Finance


199

COMMENT ON SOURCES OF FUNDING

The actual funding on external loans was less than the budget funding due to delays in some

projects.

Water and sanitation

20%

Electricity26%

Housing0%

Roads and storm water31%

Other23%

Percentage of Capital Expenditure

R -

R 50 000 000

R 100 000 000

R 150 000 000

Actual Original Budget(OB)

AdjustmentBudget

Actual

2016/2017 2017/2018

Source of Finance and Capital Expenditure

External loans


200

T 5.6.1.1


201

5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS

Capital Expenditure of 5 largest projects*

R' 000

Name of Project

Current: 2017/2018 Variance: Current

2017/2018

Original Budget Adjustment Budget

Actual Expenditure

Original Variance (%)

Adjustment variance (%)

Roads Aerorand West W12 (540/...) R12,000,000 R13,370,000 R13,369,924 11% 0%

MV Networks HT Links W27 (700/...) R5,736,000 R34,227,319 R34,222,484 497% 0%

- Roads & Storm water Low Income Areas W6 (540/...) R3,000,000 R9,238,208 R9,238,208 100% 0%

Boskrans WWTW Phase 2(552/...) R40,000,000 R17,904,766 R17,904,766 100% 0%

Refurbish Hendrina WTW (571/...) R - R8,606,301 R8,606,301 0% 0%

* Projects with the highest capital expenditure in

2017/2018

Name of Project - A Roads Aerorand West W12(540/...) P0008042

Objective of Project. Roads in Aerorand West.

Delays.

Future Challenges.

Anticipated citizen benefits. Roads in Aerorand West.

Name of Project - B. MV Networks HT Links W27 (700/...) P0008356.

Objective of Project. Construction of 11kV Switching Station and Installation of Primary Links between Mhluzi main and Newtown substation.

Delays.

Future Challenges.

Anticipated citizen benefits. Mhluzi

Name of Project - C. - Roads & Storm water Low Income Areas W6 (540/...) P1200146

Objective of Project. Construction of roads and Storm water in Rockdale Ward 6.

Delays. None Completed.

Future Challenges. None.

Anticipated citizen benefits. New Roads and Storm water in Rockdale.

Name of Project - D. Boskrans WWTW Faze 2 (552/...) P1700035.

Objective of Project. Construct new inlet works and a new pump station at the Boskrans WWTW. The constructed units will enable the wastewater treatment.


202

Delays. None.


Anticipated citizen benefits. Whole Middelburg and Mhluzi.

Name of Project - E. Refurbish Hendrina WTW (571/...) P1800104.

Objective of Project. Refurbish Water Supply. Reinstate the Hendrina water treatment system to ensure security of water supplies in Hendrina and Kwazamokuhle.

Delays. Delays in manufacturing of site-specific equipment.


Anticipated citizen benefits. Hendrina and Kwazamokuhle.

T 5.7.1

COMMENT ON CAPITAL PROJECTS

Variance is on the Rockdale electrification. The challenge with this project is the unavailability of

houses to carry out the project. T 5.7.1.1

5.8. BASIC SERVICE AND BACKLOGS – OVERVIEW

INTRODUCTION TO BASIC SERVICE AND BACKLOGS

The need and cost of backlogs are the result of migration into the area, as well as the trend of

families disaggregating into more than one household. The Municipality addresses this challenge

by spending as well as on new capital projects on providing new bulk. T 5.8.1

Service Backlogs as at 30 June 2017/2018

Households (HHs)

*Service Level above Minimum Standard **Service Level below Minimum Standard

No. HHs % HHs No. HHs % HHs

Water. 86713 83 468 96.25% 3245

Sanitation. 86713 80 736 93% 5977

Electricity. 86713 79638 91% 7075

Waste management.

86713 73939 85.26%% 12774

Housing. 71 022 81,9% 12 480 14.4% T 5.8.2

COMMENT ON BACKLOGS

The MIG funds have been used to construct new water networks and to provide sanitation for

stands, as well as new roads and storm water for low-income areas.

T 5.8.4


203

Municipal Grant (MIG)* Expenditure

Details

Budget

Adjustments Budget

Actual

Variance Major conditions applied by donor (continue below if necessary)

Budget Adjustments Budget

Road transport R 14,419,720 R 27,609,702 R27,609,702 91.47% 0.00%

Roads, Pavements & Bridges. R 11,419,720

R 24,611,049 R 24,611,049

115.51% 0.00%

Storm water R3,000,000 R2,998,653 R2,998,653 0.00% 0.00%

Electricity R3,000,000 R2,999,992 R2,999,992 0.00% 0.00%

Generation. R R R

Transmission & Reticulation. R - R - R - 0.00% 0.00%

Street Lighting. R3,000,000 R 2,999,992 R2,999,992 0.00% 0.00%

Water R7,915,000 R1,641,698 R1,641,698 -79.26% 0.00%

Dams & Reservoirs. R7,915,000 R328,298 R328,298 0.00% 0.00%

Water purification. R - R - R - 0.00% 0.00%

Reticulation. R - R1,313,400 R1,313,400 #DIV/0! 0.00%

Sanitation R - R162,500 R162,500 #DIV/0! 0.00%

Reticulation. R - R162,500 R 162,500 #DIV/0! 0.00%

Sewerage purification. R - R - R - 0.00% 0.00%

Other R6,200,000 R6,121,044 R6,121,044 -1.27% 0.00%

Waste Management. R6,200,000 R6,121,044 R6,121,044 -1.27% 0.00%

Transportation. R - R - R - 0.00% 0.00%

Gas. R - R - R - 0.00% 0.00%

Other Specify: R19,022,279 R12,022,063 R12,022,063 -36.80% 0.00%

Parks & Gardens. R - R - R - #DIV/0! #DIV/0!

Sports field & Stadia. R7,000,000 R6,999,885 R6,999,885 0.00% 0.00%

Community halls. R8,000,000 R1,000,000 R1,000,000 -87.50% 0.00%

Recreational facilities. R - R - R - 0.00% 0.00%

Security and policing. R - R - R - 0.00% 0.00%

Cemeteries. R2,000,000 R1,999,899 R1,999,899 -0.01% 0.00%

General vehicles. R - R - R - 0.00% 0.00%

Specialized vehicles (Refuse). R - R - R - 0.00% 0.00%

Specialized vehicles (Fire). R - R - R - 0.00% 0.00%

Plant & equipment. R - R - R - 0.00% 0.00%

Computers - hardware/equipment. R - R - R - 0.00% 0.00%


204

Furniture and other office equipment. R - R - R - 0.00% 0.00%

Civic Land and Buildings. R - R - R - 0.00% 0.00%

Other Buildings. R - R - R - 0.00% 0.00%

Other Land. R - R - R - 0.00% 0.00%

Computers - software & programming. R - R - R - 0.00% 0.00%

PMU Cost. R2,022,279 R2,022,279 R2,022,279 0.00% 0.00%

Total R50,556,999 R50,556,999 R 50,556,999 0.00% 0.00%

* MIG is a government grant program designed to fund a reduction in service backlogs, mainly: Water; Sanitation; Roads; Electricity. Expenditure on new, upgraded and renewed is set out at Appendix M; note also the calculation of the variation. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.

T 5.8.3

COMPONENT I: CASH FLOW MANAGEMENT AND INVESTMENTS

INTRODUCTION TO CASH FLOW MANAGEMENT AND INVESTMENTS

Proper cash flow management is a critical element to ensure the Municipality meets its

obligations. A stable positive cash flow balance relative to the growth of the Municipality is a

good indication of the Municipality financial position and health. Cash flow projections are done

on a monthly basis, and cash not immediately required are invested for a better return on the

short term.


205

5.9. CASH FLOW

Cash Flow Outcomes

Description

2016/2017 2017/2018

Audited Outcome

Original Budget Adjusted Budget Actual

CASH FLOW FROM OPERATING ACTIVITIES.

Receipts

Ratepayers and other. R1,236,713,034 R1,147,878,061 R1,190,262,631 R1,193,478,489

Government – operating. R141,123,061 R162,864,618 R165,883,880 R214,641,582

Government – capital. R 49,604,679 R 52,304,720 R52,786,720 R52,634,862

Interest. R 22,193,358 R 46,309,657 R50,753,392 R 65,097,245

Payments

Suppliers and employees. R-1,006,696,890 R -1,218,423,648 R -1,258,242,952 R -1,306,287,225

Finance charges. R -9,718,816 R -21,115,922 R-16,354,168 R -10,978,889

Transfers and Grants. R -63,791,397 R -1,995,000 R -2,025,000 R -1,819,386

NET CASH FROM/(USED) OPERATING ACTIVITIES R369,427,029 R167,822,486 R183,064,503 R206,766,677

CASH FLOWS FROM INVESTING ACTIVITIES.

Receipts

Proceeds on disposal of PPE. R128,571 R -55,250 R-55,000 R-55,000

Decrease (increase) in non-current investments. R-60,000,000 R18,000,000 R - R -

Payments

Capital assets. R-265,980,414 R-282,174,770 R-290,154,333 R -290,154,333

NET CASH FROM/(USED) INVESTING ACTIVITIES R-325,851,843 R-264,230,020 R-290,209,333 R-290,209,333

CASH FLOWS FROM FINANCING ACTIVITIES.

Receipts

Short term loans. R - R - R - R -

Borrowing long term/refinancing. R - R134,790,000 R129,826,609 R129,826,609

Increase (decrease) in consumer deposits. R1,890,403 R5,765,991 R 3,765,991 R3,765,991

Payments

Repayment of borrowing. R -12,954,731 R-11,442,543 R -11,442,543 R-11,442,543

NET CASH FROM/(USED) FINANCING ACTIVITIES R-11,064,328 R129,113,448 R122,150,057 R122,150,057


206

NET INCREASE/ (DECREASE) IN CASH HELD. R32,510,858 R32,705,914 R15,005,228 R38,707,401

Cash/cash equivalents at the year begin: R82,354,766 R23,499,111 R83,901,579 R83,901,579

Cash/cash equivalents at the year end: R114,865,624 R56,205,025 R 98,906,807 R122,608,980

Source: MBRR A7 T 5.9.1

COMMENT ON CASH FLOW

The cash flow from operating activities indicates a positive cash flow of R362.1 million. Further, R325.8 million was utilized on

investment activities mainly to purchase property, plant, and equipment to the value of R265.9 million. Investments increased by R75

million from R410 million to R485 million. The cash flow from financing activities indicates an outflow of R11 million, which is mainly

attributable to the repayments on borrowings.

Considering the above movements, the net cash position at financial year end is R107.6 million, which indicates an increase of 31%.

The net cash position of the Municipality has remained stable over the past three years. This is a good indication that the Municipality

has and will meet its obligations in the future.


207

5.10. BORROWING AND INVESTMENTS

INTRODUCTION TO AND COMMENTS ABOUT BORROWING AND INVESTMENTS

External borrowings are obtained to supplement the Municipal capital programme. During the

financial year under review, no new external loans were taken up,resulting in borrowings

decreasing by R11.7 million.

Surplus cash not immediately required for operations and cash backed internal reserves are

invested on a short-term basis. Funds are only invested with A1 rating banks and according to

the Municipal investment policy. Despite a huge capital outflow funded from internal reserves over

the past three years, the Municipal investments have remained stable and have decreased from

R485 million to R482 million. The cash inflow from the sale of serviced land is one of the

contributing factors making the net cash position strong.

Actual Borrowings: 2015/2016 to 2017/2018

R' 000

Instrument 2015/2016 2016/2017 2017/2018

Municipality

Long-Term Loans (annuity/reducing balance). R77,100,161

R66,765,898

R183,012,266

Municipality Total R77,100,161

R66,765,898

R183,012,266

T 5.10.2

-

50

100

150

2015/2016 2016/2017 2017/2018

R m

illio

n

Mill

ion

s Actual Borrowings

Long-Term…


208

Municipal and Entity Investments

R' 000

Investment* type

2015/2016 2016/2017 2017/2018

Actual Actual Actual

Municipality

Deposits - Bank R485,000,000 R482,000,000 R 597,711,609

Municipality sub-total R485,000,000 R482,000,000 R597,711,609

Consolidated total: R485,000,000 R482,000,000 R597,711,609

T 5.10.4

COMMENT ON BORROWING AND INVESTMENTS

All grants (in cash or in any kind) made to any form of organisation has been set out in full in

Appendix R.


209

COMPONENT J: OTHER FINANCIAL MATTERS

5.11. SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT

The Council has developed an SCM Policy and practices in compliance with the guidelines set

out by the Supply Chain Management Regulations, 2005, which was approved with effect from 1

March 2006. The new Preferential Procurement Regulations, 2017, with effect from 1 April 2017,

was incorporated in the policy and adopted.

The SCM Policy incorporating the above-mentioned regulations, as well as all other relevant

pieces of legislation, regulations, and circulars are annually reviewedduring the budget process.

The Municipality has established the three (3) bid committee system. No councillors are members

of any committee of the committees handling supply chain processes.

The supply chain officials are currently attending accredited training modules to meet the

requirements of the minimum competency levels. One senior and two supply chain officials are

yet to complete the necessary competency levels.

T 5.12.1

5.12. GRAP COMPLIANCE

GRAP COMPLIANCE

GRAP is the acronym for Generally Recognized Accounting Practice. It provides the rules by

which Municipalities are required to maintain their financial accounts. Successful GRAP

compliance will ensure that Municipal accounts are comparable and more informative to the

Municipality. It will also ensure that the Municipality is more accountable to its citizens and other

stakeholders. Information on GRAP compliance is needed to enable National Treasury to assess

the pace of progress and consider the implications.

The Municipality fully complies with all the required GRAP standards as has been confirmed by

the findings of the Auditor-General.

T 5.13.1

Chapter 6 – Auditor-General Audit Findings ANNUAL REPORT – 2016/17

210

CHAPTER 6 – AUDITOR-GENERAL AUDIT FINDINGS

INTRODUCTION

Note: The Constitution S188 (1) (b) states that the functions of the Auditor-General includes

the auditing and reporting on the accounts, financial statements, and financial management

of all Municipalities. Section 45 of the MSA further states that the results of performance

measurement must also be audited annually by the Auditor-General. Section 121(3) of the

MFMA required that the audit report be included in the annual report to be tabled.

Every Municipality must for each financial year prepare annual financial statements which

Fairly present the state of affairs of the Municipality, its performance against its budget,

its management of revenue, expenditure, assets and liabilities, its business activities, its

financial results, and its financial position as at the end of the financial year; and

Disclose the information required in terms of Sections 123, 124 and 125 of the MFMA.

Annual financial statements must be prepared within two months after the end of the financial

year to which those statements relate and submit the statements to the Auditor-General for

auditing.

The accounting officer is responsible to at least once per year measure and review the

performance of the Municipality. The results of the performance measurement must be

audited annually by the Auditor-General. Therefore, the performance results are submitted

with the annual financial statements.

The Auditor-General must audit the financial statements and performance results and submit

an audit report to the accounting officer within three months of receipt of the statements.


211

COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS

6.1. AUDITOR-GENERAL REPORTS PREVIOUS YEAR

Auditor-General Report on Financial Performance 2016/2017

Status of Audit Report: Unqualified audit opinion with matters.

Non-compliance Issues Remedial Action Taken

Procurement and contract management:

An audit plan will detail the remedial action to be put in place to rectify the findings.

1. Some goods and services with a transaction value below R 200 000 were procured in contravention of Supply Chain Management regulation 17 (a) And (c).

Heads of Departments will be encouraged to apply Supply Chain regulations when procuring goods and services as well as Supply Chain officials to ensure that all documentation is obtained from suppliers and adherence to the Supply Chain Policy.

4. Some goods and services with a transaction value above R 200 000 were procured in contravention of Supply Chain Management regulation 19 (a). Deviations were approved in

contravention of Supply Chain

Management regulation 36 (1).

Heads of Departments will be encouraged to apply Supply Chain regulations when procuring goods and services as well as Supply Chain officials to ensure that all documentation is obtained from suppliers and adherence to the Supply Chain Policy. Deviations will be scrutinised to ensure that they are only signed only in cases where it is impractical to invite competitive bids.

5. Bid documentation for the procurement of commodities designated for local content and production did not stipulate the minimum threshold for local production and content, as required by Preferential Procurement Regulation 9 (1).

Future Bid documentation will be amended to include compliance to regulation 9 (1).

Note:* The report’s status is supplied by the Auditor-General and ranges from unqualified (at best) to unqualified with other matters specified; qualified; adverse; and disclaimer (at worst). This table will be completed prior to the publication of the annual report but following the receipt of the Auditor-General Report on Financial Performance Year 0.

T 6.2.1


212

COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR

6.2. AUDITOR-GENERAL REPORT – CURRENT YEAR

AUDITOR-GENERAL REPORT ON THE FINANCIAL STATEMENTS: YEAR 2015

See Appendix W. T 6.2.3

COMMENTS ON AUDITOR-GENERAL’S OPINION FOR YEAR 2016

See Appendix X.

T 6.2.4

COMMENTS ON MFMA SECTION 71 RESPONSIBILITIES

Section 71 of the MFMA requires municipalities to return a series of financial performance data to the National Treasury at specified intervals throughout the year.

I, E Wassermann, Chief Financial Officer, herewith confirms that the following data sets have been submitted to National Treasury according to the reporting requirements:

File Name Number of Reports

Description

AC_M01-M12 12 Age Analysis of Creditors – Monthly.

AD_M01-M12 12 Age Analysis of Debtors – Monthly.

AM_Y 1 Capital Asset Management Information (Budget) – Annually.

BEC_Y 1 Budget Evaluation Checklist (Budget) – Annually.

BM_Q1-Q4 4 External debt created, repaid or redeemed and expected borrowing – Quarterly

BSAC_M01-M12 12 Statement of Financial Position Actual – Monthly.

BSAP_Y 1 Statement of Financial Position Audited Actual – Annually.

BS_Y 1 Statement of Financial Position (Budget) – Annually.

CAA_M01-M12 12 Capital Actual Acquisition and Sources of Funding – Monthly.

CA_Y 1 Capital Actual Acquisition and Sources of Funding (Budget) – Annually.

CAAA_Y 1 Capital Acquisition and Sources of Funding Audited Actual – Annually.

CFA_M01-M12 12 Cash Flow Statement Actual/forecasts – Monthly.

CFAA_Y 1 Cash Flow Statement Audited Actual – Annually.


213

File Name Number of Reports

Description

CFB_Y 1 Cash Flow Statement Budget – Annually.

FMG_M01-M12 12 Finance Management Grant – Monthly.

GSG_Y 1 Grants and Subsidies Given (Budget) – Annually.

GSR_Y 1 Grants and Subsidies Received (Budget) – Annually.

INEG_M01-M12 12 Integrated National Electricity Grant – Monthly.

LTC_Q1-Q4 4 Long-term Contracts – Quarterly.

ME_Q1-Q4 4 Municipal Entities – Quarterly.

MFM1_Q1-Q4 4 MFMA Implementation and Monitoring Template – Quarterly.

MIG_M01-M12 12 Municipal Grant – Monthly.

MSIG_M01-M12 12 Municipal Systems Improvement Grant.

NDPG_M1-M12 12 Neighborhood Development Partnership Grant.

OSA_M01-M12 12 Statement of Financial Performance Actual – Monthly.

OSAA_Y 1 Statement of Financial Performance Audited Actual – Annually.

OSB_Y 1 Statement of Financial Performance Budget – Annually.

PWPG_M01-M12 12 Expanded Public Works Programme Integrated Grant – Monthly.

RME_M01-M12 12 Repairs and Maintenance by Expenditure Types – Monthly.

ROGS_M01-M12 12 Approved Rolled Over Grant Spending – Monthly.

SP_Y 1 Strategic Plan/IDP Budget – Annually.

REPORT OF AUDIT COMMITTEE FOR THE YEAR END 30 JUNE 2016

See Appendix G. T 6.2.3

214

GLOSSARY

Accessibility

indicators

Explore whether the intended beneficiaries can access services or outputs.

Accountability

documents.

Documents used by executive authorities to give “full and regular” reports

on the matters under their control to Parliament and provincial legislatures

as prescribed by the Constitution. This includes plans, budgets, in-year

reports, and annual reports.

Activities. The processes or actions that use a range of inputs to produce the desired

outputs and ultimately outcomes. In essence, activities describe “what we

do”.

Adequacy

indicators.

The quantity of input or output relative to the need or demand.

Annual Report. A report to be prepared and submitted annually based on the regulations

set out in Section 121 of the Municipal Finance Management Act. Such a

report must include annual financial statements as submitted to and

approved by the Auditor-General.

Approved Budget. The annual financial statements of a Municipality as audited by the Auditor-

General and approved by Council or a provincial or national executive.

Baseline. Current level of performance that a Municipality aims to improve when

setting performance targets. The baseline relates to the level of

performance recorded in a year prior to the planning period.

Basic Municipal

service.

A municipal service that is necessary to ensure an acceptable and

reasonable quality of life to citizens within that particular area. If not

provided, it may endanger public health and safety or the environment.

Budget year. The financial year for which an annual budget is to be approved – means a

year ending on 30 June.

Cost indicators. The overall cost or expenditure of producing a specified quantity of outputs.

Distribution

indicators.

The distribution of capacity to deliver services.

Financial

Statements.

Includes at least a statement of financial position, statement of financial

performance, cash flow statement, notes to these statements, and any

other statements that may be prescribed.

General Key

Performance

Indicators.

After consultation with Members of Executive Council (MECs) for local

government, the Minister may prescribe general key performance

indicators that are appropriate and applicable to local government

generally.

Impact. The results of achieving specific outcomes, such as reducing poverty and

creating jobs.

Inputs. All the resources that contribute to the production and delivery of outputs.

Inputs are “what we use to do the work”. They include finances, personnel,

equipment, and buildings.

Integrated

Development Plan

(IDP).

Set out Municipal goals and development plans.

215

National Key.

Performance

Areas.

• Service delivery and

• Economic development.

• Municipal transformation and institutional development.

• Financial viability and management.

• Good governance and community participation.

Outcomes. The medium-term results for specific beneficiaries that are the

consequence of achieving specific outputs. Outcomes should relate clearly

to an institution’s strategic goals and objectives set out in its plans.

Outcomes are “what we wish to achieve”.

Outputs. The final products, or goods and services, produced for delivery. Outputs

may be defined as “what we produce or deliver”.An output is a concrete

achievement (i.e. a product such as a passport, an action such as a

presentation or immunization, or a service such as processing an

application) that contributes to the achievement of a Key Result Area.

Performance

Indicator.

Indicators should be specified to measure performance in relation to input,

activities, outputs, outcomes, and impacts. An indicator is a type of

information used to gauge the extent to which an output has been achieved

(policy developed, presentation delivered, or service rendered).

Performance

Information.

Generic term for non-financial information about Municipal services and

activities. Can also be used interchangeably with performance measure.

Performance

Standards.

The minimum acceptable level of performance or the level of performance

that is generally accepted. Standards are informed by legislative

requirements and service-level agreements. Performance standards are

mutually agreed criteria to describe how well work must be done in terms of

quantity and/or quality and timeliness, to clarify the outputs and related

activities of a job by describing what the required result should be. In this

EPMDS, performance standards are divided into indicators and the time

factor.

Performance

Targets.

The level of performance that Municipalities and their employees strive to

achieve. Performance targets relate to current baselines and express a

specific level of performance that a Municipality aims to achieve within a

given time period.

Service Delivery

Budget

Implementation

Plan.

A detailed plan approved by the Mayor for implementing the municipality’s

delivery of services, including projections of the revenue collected and

operational and capital expenditure by vote for each month. Service

delivery targets and performance indicators must also be included.

Vote. One of the main segments into which a budget of a Municipality is divided

into for appropriation of money for the different departments or functional

areas of the municipality. The Vote specifies the total amount that is

appropriated for the purpose of a specific department or functional area.

Section 1 of the MFMA defines a “vote” as:

a) one of the main segments into which a budget of a municipality is

divided for the appropriation of money for the different departments or

functional areas of the municipality; and

b) Which specifies the total amount that is appropriatedfor the purposes of

the department or functional area concerned?

STEVE TSHWETE MUNICIPALITY | APPENDICES 216

APPENDICES

APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE

FS Financial Services. EHP Environmental Health & Public Facility Services. RE Rules & Ethics.

CS Corporate Services. SDH Spatial Development & Human Settlement. MPAC Municipal Public Accounts Committee.

CPS Community Protection Services. IS Development & Service Delivery. PR Proportional Councilor.

COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE : JULY 2017 TO JUNE 2018

COUNCIL MEMBERS FULL TIME/PART TIME

COMMITTEE ALLOCATED

WARD/PR

PARTY

Percentage Council Meetings Attendance

Parentage Apologies for non-attenance

SURNAME NAME SECTION 80 SECTION 79 20 meetings were arranged %

%

1 Masina (Resigned end of March 2018)

Michael Amos Full Time PR ANC (14/15) 93% (0/1) 0

1 Tolo (Elected on 11/04/2018)

Bagudi Jonathan Full Time PR ANC (4/4) 100% 0

2 Matshiane Johan Full Time IDS/ACEH (interchanged from May 2018)

7 ANC (17) 85% (3/3) 100%

3 Kgalema Mondli Itumeleng Full Time FS 20 ANC (20) 100% 0 4 Motsepe Diphale Joseph Full Time ACEH/IDS

(interchanged from May 2018) PR ANC (19) 95% (1/1) 100%

5 Mnguni Muka Thandi Elizabeth Full Time SDH PR ANC (17) 85% (2/3) 67% 6 Mitchell Johanna Magdalena Full Time CS

(until April 2018)

IDS (from May 2018)

CSS (from May 2018)

8 ANC (19) 95% (1/1) 100%

7 Mkhuma Nobesuthu Catherine Full Time IDS (until Apr 2018) CS (from May 2018)

MPAC; CSS (until April 2018)

4 ANC (14) 70% (6/6) 100%

8 Malepeng Sonto Martha Full Time CSS PR ANC (15) 75% (5/5) 100% 9 Mabena Andries Mavula Full Time PR ANC (20) 100% 0 10 Nkadimeng Semakaleng Dorah Full Time PR ANC (18) 90% (2/2) 100% 11 Skhosana Doctor Joseph Part Time CSS FS 1 ANC (19) 95% (1/1) 100% 12 Masina Musawenkosi Part Time CS MPAC

FS (from July 2017)

2 ANC (20) 100% 0

13 Mahlangu Lindiwe Khelina Part Time CSS 3 ANC (19) 95% (1/1) 100% 14 Mphego Manakedi Caroline Part Time CSS ACEH;

MPAC (from May 2018)

5 ANC (20) 100% 0

15 Motloung Thapelo Sarrel Part Time ACEH MPAC; IDS 6 ANC (20) 100% 0




COMMITTEE ALLOCATED

WARD/PR

PARTY




%

16 Skosana Johannes Part Time CSS RE; IDS 9 ANC (16) 80% (2/4) 50% 17 Mnisi Thabo Petrus Part Time ACEH 10 ANC (20) 100% 0 18 Struwig Ammelia Part Time ACEH MPAC 11 DA (15) 75% (4/5) 80% 19 Niemann Hendrik Frederick Part Time CSS RE 12 DA (17) 85% (3/3) 100% 20 Wait Susan-Mari Part Time CS CS 13 DA (18) 90% (2/2) 100% 21 Pretorius Jozua Petrus Part Time IDS IDS 14 DA (19) 95% (1/1) 100% 22 De Klerk Helena Gertruida Part Time FS 15 DA (17) 85% (3/3) 100% 23 Dyason Johann Part Time IDS IDS 16 DA (19) 95% (1/1) 100% 24 Sekgwele Marumo Jim Part Time ACEH MPAC; IDS 17 ANC (19) 95% (1/1) 100% 25 Motsepe Elphus Thabo Part Time CS SDH 18 ANC (19) 95% (1/1) 100% 26 Mamogale Ratsatsi Grencenia Part Time SDH 19 ANC (19) 95% (1/1) 100% 27 Masilela Petros Mhlonishwa Part Time IDS RE; FS 21 ANC (19) 95% (1/1) 100% 28 Motau Thabo Patric Part Time SDH RE; FS 22 ANC (17) 85% (3/3) 100% 29 Zondo Linah Joyce

Ntombikayise Part Time SDH ACEH 23 ANC (17) 85% (3/3) 100%

30 Paul Dion Leonard Part Time CSS 24 ANC (20) 100% 0 31 Mbatiwe Michael Part Time CS FS (until July 2017)

CSS (from May

2018)

25 ANC (17) 85% (3/3) 100%

32 Skhosana Mandla Marks Part Time SDH CS; RE 26 ANC (19) 95% (1/1) 100% 33 Mahlangu Abram Mbete Part Time IDS ACEH;

CSS (until April

2018)

27 ANC (20) 100% 0

34 Morufane Thabang Nathaniel Part Time FS CS; SDH 28 ANC (20) 100% 0 35 Mathibela Maria Nomgqibelo Part Time ACEH CS 29 ANC (20) 100% 0 36 Marumo Asaph Bhekumuzi Part Time MPAC; IDS PR ANC (19) 95% (1/1) 100% 37 Vilakazi Rose Part Time FS SDH PR ANC (20) 100% 0 38 Xaba Robert Mphikeleli Part Time FS MPAC; CS PR ANC (19) 95% (1/1) 100% 39 Bruiners Elias Morgan Part Time FS FS PR DA (20) 100% 0 40 Du Toit Elizabeth Part Time CSS CSS PR DA (18) 90% (2/2) 100% 41 Grobler Anna Sophia Part Time ACEH PR DA (15) 75% (5/5) 100% 42 Mobango Palesa Part Time RE;

(until Dec 2017)

SDH (from Oct 2017)

PR DA (20) 100% 0




COMMITTEE ALLOCATED

WARD/PR

PARTY




%

43 Mogola Sophia Mamy Part Time ACEH ACEH PR DA (18) 90% (2/2) 100% 44 Phasha Khulong Justice Part Time SDH PR DA (18) 90% (2/2) 100% 45 Romijn Gysbertus Hendrik

Ernest Part Time CS CS PR DA (20) 100% 0

46 Roos Stephanus Johannes Part Time SDH MPAC PR DA (20) 100% 0 47 Sithole Paulina Nicolene Part Time SDH

(until Aug 2017)

SDH (until Aug 2017)

PR DA (1/5) 20% (4/5) 80%

47 Thabatha Anele Odwa Part Time SDH (from Nov 2017)

RE (from Jan 2018)

PR DA (12/12) 100% 0

48 Stuurman Daniel Andries Part Time FS MPAC PR DA (20) 100% 0 49 Van Zyl Thomas Nicolas Part Time CSS PR DA (20) 100% 0 50 Duvenhage Johannes Petrus Part Time MPAC PR FF+ (18) 90% (1/2) 50% 51 Uys Karel Philippus Jacob Part Time PR FF+ (17) 85% (1/3) 34% 52 Mailola Poppy Part Time IDS IDS PR EFF (9) 45% (8/11) 72% 53 Mangcotywa Akhona Part Time CS CS PR EFF (9) 45% (10/11) 91% 54 Hadebe Maria Part Time RE PR EFF (11) 55% (8/9) 89% 55 Masemola Lebogang Clement Part Time FS MPAC; FS PR EFF (7) 35% (11/13) 85% 56 Mosoma Christina Makhosi Part Time ACEH ACEH PR EFF (8) 40% (12/12) 100% 57 Mthombeni Johanna Ntombizodwa Part Time SDH SDH PR EFF (12) 60% (8/8) 100% 58 Sebesho Enos Part Time CSS CSS PR EFF (14) 70% (6/6) 100%

219

APPENDIX B – COMMITTEES ANDCOMMITTEE PURPOSES

Committees (other than Mayoral/Executive Committee) and Purposes of Committees

Purpose of Committee

Section 79 committees Purpose of Committee

Corporate Services.

To monitor and the activities of the MMC and the

relevant administrative department in respect of

administration, Human Resource and Education

activities.

To advise council through the Mayoral Committee on

improvements that could be affected.

Financial Services.


relevant administrative department in respect of finance

and auditing activities.



Development and Service Delivery.



Development and Service Delivery activities.



Spatial Development, Human Settlement and Housing Administration.


relevant administrative department in respect of Human

Settlement and Agriculture activities.



Community Protection Services.


relevant administrative department in respect of Traffic

Emergency, Transport, Safety & Security activities.



Environmental health, public facilities and cultural services.



Environmental health, public facilities and cultural

services activities.



Municipal public account committee.

To ensure that Municipal finances are properly managed

and to advice council through the Mayoral Committee on

improvements on ways and means whereby utilising and

monitoring of Municipal expenditure and income

management can be improved.

220

Rules and ethics committee. To consider and recommend to Council on matters

relating to conduct of councillors.

Section 80: Portfolio Committee Purpose of Committee

Corporate Services.

To advise and assist the Executive Mayor in respect of

operational issues regarding Administration, Human

Resource & Education.

Financial Services. To advise and assist the Executive Mayor in respect of

operational issues regarding Financial services matters.

Development and Service Delivery.


operational issues regarding Development and Service

Delivery.

Spatial Development, Human Settlement and Housing Administration.


operational issues regarding Town Planning, Human

Settlement and Housing Administration.

Community Protection Services.


operational issues regarding Traffic Emergency,

Transport, Safety & Security.

Environmental health, public facilities and cultural services.


operational issues regarding Environmental health,

public facilities and cultural services.

221

APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE

Third tier structure

Directorate Director (State title) Manager (State name)

Office of the Executive Mayor.

Personal Assistant to the Mayor. Mr P Nkosi.

Deputy Director in the Office of the Mayor. Ms D Mngomezulu.

Manager: Youth Development. Mr M Masemola.

Manager: Gender & Social Development. Ms L Legabi.

Office of Municipal Manager.

Deputy Municipal Manager. Mr SM Mnguni (Acting). MM.

Director Development & Strategic Support. Ms SS Madlopha.

Assistant Director IDP. Ms NP Mabuza.

Assistant Director LED. Mr M Nkosi.

Assistant Director Internal Audit. Mr J Ramphisa

Assistant Director Risk Management. Vacant.

Assistant Director PMS. Mr J Silas.

Corporate services.

Director Human Capital Management. Mr M Khumalo.

Director Legal & Administration. Mr M Masilela.

Director Property Valuation Services. Mr J Victor.

Director Information Communication Technology. Mr S Mothiba.

Assistant Director Administration. R L Bronkhorst.

Assistant Director Legal Services. Mr T Mokoena.

Assistant Director: Stakeholder Liason. Mr Mthethwa.

Assistant Director Communication & Stakeholder Liaison.

Ms P Magutle.

Community services.

Deputy Director Emergency Services. Mr A Mashiloane.

Deputy Director Traffic, Law Enforcement and Security Services.

Ms P Mkosi.

Director Public Safety. Vacant since01/01/15.

Assistant Director Cultural Services. Mr S Xulu.

Directory Environnemental & Solid Waste Management.

Ms A Masia.

Services.

Director Town Planning &Human Settlement. Mr M Mahamba.

Director Civil Engineering Services. Vacant.

Deputy Director: Civil Engineering Services. Mr PR Bouwer.

Assistant Director: Rural Areas. Mr S Mbatha.

Assistant Director: Water Services. Mr L Badiroang.

Assistant Director: Roads &Storm water. Ms LG Silolo.

222

Assistant Director: Water Quality. Mr CM Makgatha.

Assistant Director Buildings & Fleet Management. Ms S Msebe.

Director Electrical Engineering. M I Khalaki.

Director Physical Environmental Development. Ms D Lambrechts.

Deputy Director Project & Programme Management. Ms T Janse Van Ransburg.

Financial services.

Deputy Director Financial Services. Ms Maryam Tayob.

Assistant Director budget Office. Mr B J Booyens.

Assistant Director SCM Unit. Mr PL van der Merwe.

Assistant Director financial statements and assets. Ms F E Khoza.

Assistant Director Treasury Office. Ms P Melato.

Spill-over schedule of3 tiers not included in chapter 2

mailto:[email protected]



223

APPENDIX D – FUNCTIONS OF MUNICIPALITY

Municipal Functions

Constitution Schedule 4, Part B functions: Function Applicable to Municipality (Yes/No)*

Air pollution. Yes

Building regulations. Yes

Childcare facilities. Yes

Electricity and gas reticulation. Yes

Fire fighting services. Yes

Local tourism. Yes

Municipal airports. Yes

Municipal planning. Yes

Municipal health services. Yes

Municipal public transport. Yes

Storm water management systems in built-up areas. Yes

Trading regulations. Yes

Water and sanitation services limited to potable water supply systems and domestic waste-water and sewage disposal systems.

Yes

Beaches and amusement facilities. No

Billboards and the display of advertisements in public places. Yes

Cemeteries, funeral parlours and crematoria. Yes

Cleansing. Yes

Control of public nuisances. Yes

Control of undertakings that sell liquor to the public. Yes

Facilities for the accommodation, care and burial of animals. Yes

Fencing and fences. Yes

Licensing of dogs. Yes

Licensing and control of undertakings that sell food to the public. Yes

Local amenities. Yes

Local sport facilities. Yes

Markets. Yes

Municipal abattoirs. Yes

Municipal parks and recreation. Yes

Municipal roads. Yes

Noise pollution. Yes

Pounds. Yes

Public places. Yes

Waste removal, waste dumps and solid waste disposal. Yes

Street trading. Yes

Street lighting. Yes

Traffic and parking. Yes

224

APPENDIX E –WARD REPORTING

WCM: Ward Committee Meetings: WGM: Ward General Meetings:

Ward Councilor Meetings

Aug 17 No of Community members attended

Oct 17 Community members attended

Dec 17 No of Community members attended

Feb 18 No of Community members attended

Apr 18 No of Community members attended

June 18 No of Community members attended

1

Cllr DJ Skosana

WCM 07/08/2017 02/10/17 - 30/01/18 12/04/2018

WGM 09/08/2017 10/10/17 - 02/02/18 - -

2

Cllr M Masina

WCM 30/08/2017 02/10/17 - 05/02/18 - 14/06/2018

WGM 09/08/2017 05/10/17 - 06/02/18 - 14/06/2018

3

Cllr LK Mahlangu

WCM 07/08/2017 05/10/17 14/12/2017 31/01/18 12/04/2018 04/06/2018

WGM 10/08/2017 06/10/17 12/12/2017 01/02/18 12/04/2018 04/04/2018

4

Cllr NC Mkhuma

WCM 07/08/2017 - 04/12/2017 05/02/18 10/04/2018 10/06/2018

WGM 07/08/2017 - 11/12/2017 08/02/18 - 13/06/2018

5

Cllr MC Mphego

WCM 06/08/2017 07/10/17 05/12/2017 08/02/18 07/04/2018 05/06/2018

WGM 06/08/2017 07/10/17 09/12/207 08/02/18 07/04/2018 10/06/2018

6

Cllr TS Motloung

WCM 01/08/2017 05/10/17 - 31/02/18 - 13/06/2018

WGM 06/08/2017 - - 03/02/18 - 24/06/2018

7

Cllr J Matshiane

WCM 06/08/2017 11/10/17 13/12/2017 28/01/18 15/04/2018 -

WGM 06/08/2017 - - 29/01/18 17/04/2018 -

8

Cllr JM Mitchell

WCM 02/08/2017 - 14/12/2017 31/01/18 05/04/2018 06/06/2018

WGM 02/08/2017 10/10/17 14/12/2017 01/02/18 09/04/2018 12/06/2018

9

Cllr J Skosana

WCM 06/08/2017 30/09/17 02/12/2017 10/02/18 15/04/2018 09/06/2018

WGM 06/08/2017 01/10/17 03/12/2017 11/02/18 15/04/2018 09/06/2018

10

Cllr TP Mnisi WCM 14/08/2017 03/10/17 30/11/2017 03/02/18 05/04/2018 03/06/2018

WGM 14/08/2017 08/10/17 04/12/2017 11/02/18 08/04/2018 10/06/2018

11

Cllr A Struwig

WCM 14/08/2017 19/10/17 18/12/2017 08/02/18 10/04/2018 20/06/2018

WGM 22/08/2017 19/10/17 - 15/02/18 18/04/2018 20/06/2018

12

Cllr HF Niemann

WCM 08/08/2017 04/10/17 06/12/2017 07/02/18 04/04/2018 06/06//2018

WGM 04/10/17 06/12/2017 07/02/18 04/04/2018 06/06/2018

13

Cllr SM Wait WCM 03/08/2017 03/10/17 05/12/2017 30/02/18 03/04/2018 06/06/2018

225

WGM 03/08/2017 03/10/17 05/12/2017 30/02/18 03//04/2018 06/06/2018

14

Cllr JP Pretorius WCM 03/08/2017 03/10/17 07/12/2017 01/02/18 10/04/2018 -

WGM - 07/12/2017 01/02/18 10/04/2018 -

15

Cllr HG De Klerk

WCM 01/08/2017 03/10/17 05/12/2017 - 03/04/2018 05/06/2018

WGM 01/08/2017 03/10/17 05/12/2017 - 03/04/2018 05//06/2018

16

Cllr J Dyason WCM 10/08/2017 04/10/17 29/11/2017 01/02/18 10/04/2018 05/06/2018

WGM 10/08/2017 04/10/17 29/11/2017 01/02/18 10/04/2018 05/06/2018

17

Cllr MJ Sekgwele

WCM 03/10/17 06/12/2017 06/02/18 03/04/2018 -

WGM 13/10/17 - 09/02/18 13/04/2018 -

18

Cllr ET Motsepe WCM 05/08/2017 03/10/17 05/12/2017 08/02/18 13/04/2018 12/06/2018

WGM 07/08/2017 11/10/17 14/12/2017 08/02/18 13/04/2018 14/06/2018

19

Cllr RG Mamogale

WCM 02/08/2017 28/09/17 01/12/2017 01/02/18 02/04/2018 02/06/2018

WGM 02/80/2017 04/10/17 06/12/2017 06/02/18 10/04/2018 06/06/2018

20

Cllr MI Kgalema WCM - 04/12/2017 - 10/04/2018 07/06/2018

WGM - 07/12/2017 - 12/04/2018 14/06/2018

21

Cllr PM Masilela WCM 06/08/2017 07/10/17 10/12/2017 04/02/18 08/04/2018 10/06/2018

WGM 06/80/2017 06/10/17 10/12/2017 04/02/18 08/04/2018 10/06/2018

22

Cllr TP Motau WCM 25/08/17 - - 04/04/2018 -

WGM 25/08/17 - - 06/04/2018 -

23

Cllr LJN Zondo

WCM 03/08/2017 05/10/17 07/12/2017 06/02/18 12/04/2018 07/06/2018

WGM 03/80/2017 06/10/17 07/12/2017 06/02/18 12/04/2018 07/06/2018

24

Cllr DL Paul WCM 04/08/2017 05/10/2017

12/12/2017 06/02/18 05/04/2018 08/06/2018

WGM 04/08/2017 05/10/17 12/2017 06/02/18 05/04/2018 08/06/2018

25

Cllr MM Mbatiwe

WCM 02/08/2017 29/09/17 - 31/01/18 08/04/2018 -

WGM 05/08/2017 - - - 08/04/2018 -

26

Cllr MM Skhosana

WCM 02/08/2017 03/10/17 13/12/2017 14/02/18 16/04/2018 14/06/2018

WGM 10/08/2017 19/10/17 14/12/2017 14/02/18 17/04/2018 14/06/2018

27

Cllr AM Mahlangu

WCM 12/10/17 08/12/2017 04/02/18 08/04/2018 -

WGM 10/10/17 12/12/2017 - 12/04/2018 -

28

Cllr TN Morufane

WCM 01/08/2017 30/09/17 07//12/2017 01/02/18 05/04/2018 07/06/2018

WGM 04/08/2017 01/09/17 10/12/2017 04/02/18 08/04/2018 10/06/2018

226

29

Cllr MN Mathibela

WCM 01/08/2017 05/10/17 11/12/2017 01/02/18 05/04/2018 10/06/2018

WGM 05/08/2017 07/10/17 13/12/2017 03/02/18 14/04/2018 24/06/2018

227

APPENDIX F –WARD INFORMATION

Wards 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

Water

Households with minimum service delivery 1

159

3025

1864

1203

1246

1829

1257

2874

763

3369

3247

3682

2012

1811

1662

1838

737

1287

1731

1122

1610

861

3384

439

3871

621

135

6629

409

Households without minimum service delivery 1

9

617

173

763

107

279

238

716

559

89

22

63

21

15

11

189

1635

2

14

7

4

6

55

2

46

7

2117

76

1400

Total Households* 1

178

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615

867

3439

441

3916

627

2252

6705

1809

Sanitation


150

3024

1750

1072

1141

1672

1195

2794

250

3364

3232

3674

1986

1789

1651

1259

710

1278

1726

1117

1594

866

3394

434

3730

582

52

6496

202


8

618

287

895

212

436

299

840

1073

93

36

70

48

38

21

769

1663

12

19

12

21

1

45

5

186

45

2200

209

1607

Total Households* 1

178

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615

867

3439

441

3916

627

2252

6705

1809

Electricity


162

3056

1845

1111

1277

1903

1366

2801

638

3392

3217

3702

2005

1802

1654

1718

2255

1280

1621

1112

1594

860

3390

438

3856

623

2085

6557

707


8

586

191

855

76

205

128

833

687

66

51

44

29

24

18

311

117

10

125

18

21

7

49

3

60

4

167

148

1101

Total Households* 1

178

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615

867

3439

441

3916

627

2252

6705

1809

Waste


159

2999

1702

1066

1117

1486

1119

2770

36

3286

3223

3643

1927

1756

1648

1077

1840

1101

1689

1126

1590

867

3365

434

3869

477

1829

6390

430


9

643

335

900

237

622

375

862

1286

172

45

101

107

70

23

951

532

189

55

3

25

0

75

7

48

151

423

315

1378

Total Households* 1

178

3642

2037

1966

1353

2108

1494

3633

1323

3458

3267

3745

2034

1826

1672

2028

2372

1290

1745

1129

1615

867

3439

441

3916

627

2252

6705

1809

228

Ward 1 Ward 2 Ward 3 Ward 4

1. Formalization of informal settlements to access basic Services.

1. Electrification of informal Settlements.

1. Community Hall.

1. Agri-village for farm dwellers.

2. Upgrading of Kwazamokuhle Stadium.

2. Resettlement of informal Settlements to serviced land.

2. Serviced residential stands.

2. Toilets at rural areas.

3. Tarring of roads and Speed Humps.

3. Container toilets for informal settlements with 24 hour security for operation 24 hrs.

3. Speed humps.

3. Community Hall.

4. Servicing of Eskom stands in Kwazamokuhle Ext 2 (water, sanitation & electricity)

4. Serviced residential stands. 4. Street lights at Snyman Street in Hendrina.

4. High mast lights at Komati/Blinkpan and Koornfontein.

5. Thusong Centre at Cosmos Multipurpose Centre.

5. High mast lights and street lights in the informal settlements.

5. High mast lights at Malfred and in Makhosini Street.

5. Church sites at Komati.


1. 1. Establishment of an 2. Agri -Village.

1. Serviced residential stands in Rockdale.

1. Access road to Sikhululiwe village.

1. Serviced residential stands in Nasaret.

2. Cemetery. 2. Community Hall Rockdale. 2 Cemeteries at Sikhululiwe village and Rietkuil.

2. Tarring of roads in Ext 24.

3. Community Hall. 3. Tarring of roads in Rockdale. 3. Tarring of roads at Sikhululiwe village.

3. Storm Water drains in Ext 24 and in Fortnapier Street No 1.

4. Church sites. 4. Construction of pedestrian bridge between Ext 24 & Rockdale down the stream next to the kraals by the pipes.

4. High Mast at Rietkuil. 4. Street Lights in Ext 24.

5. Electrification for farm residents. 5. Sewer drainage system in Rockdale.

5. Alternative source of water at Sikhululiwe village and Access water to all the farm communities.

5. Cemetery with ablution facilities.


1. Water pipes in the 300 pegged stands.

1. Community Hall. 1. Paving or tarring of the Taxi rank at the OK Supermarket (Mineralia).

1. Tarring of gravel roads in Aerorand West.

2. Biological toilets in the 300 pegged stands.

2. Toilets at Marikana. 2. Slipway/robot/stop sign at Jeppe & Mandela Street.

2. Storm water drainage systems in the new area in Aerorand West.

229

3. RDPs in Somaphepha. 3. High mast lights. 3. Speed humps.

4. High mast lights at all parks, Athlone dam and open area along the stream between Hexrivier and Mandela streets.

4. Church sites in Somaphepha. 4. RDP Houses. 4.Repairs to the road and paving by the entrance at the OK supermarket (Mineralia)

4. Street lights.

5. Cemeteries. 5. Serviced residential stands to build.

5. Robot at Hector & Mandela Street. 5. Taxi facility and dustbins on open area from Midwater Centre.


1. Physical. 1. High mast lights. 1.Installation of Floodlights at the Cricket Stadium for night cricket

1. Ten (100m high mast lights.

2. Water supply. 2. Resealing of Streets:

2. Installation of 1X High mast light at Lions Park c/o Lillian Ngoyi and Oribi Street.

2. Tarring of roads in Dennesig.

3. Sanitation. 3. Paving of Streets.

3.Upgrading of the whole of Kanonkop’s old water supply system

3.2 x paved walkways.

3. Electricity supply. 4. Speed hump. 4. Upgrading of storm water drainage in the area.

4. Informal Taxi Rank between the R555 and Sipres Avenue in Kanonkop need to be developed with the necessary amenities (water, toilets etc.) for the users.

5. Roads. 5. Upgrade the water reticulation system for the supply of up to standard quality water. To avoid so many pipes bursts.

5. Building of concrete fence between Springbok Street and Meyer Street (Stoffberg Road) is still a priority.

5. More refuse bins at parks and green areas and notice boards that read: NO DUMPING, No Quads, No Motorcycles & Vehicles in parks.

230


1. Storm water drainage at the street (Mavuso Street and Mandela Drive).

1. Serviced residential stands. 1. Storm water drains. 1. Storm Water Drainage.

2. High mast lights at Ext 23 and Mashiteng Street.

2. Storm water drainage in Streets. 2. Park at Jamaica Section. 2. Kerb stones along Streets.

3. Construction of a barrier wall on perimeter of Ext 23 on Beyers Naude Street.

3. High mast at 1656 Ellah Street & Bashele Street.

3. Tarring of the Streets.3. 3. High mast lights.

4. Paving of the passages. 4. Road network to connect Bashele Street and Chromeville Flats.

4. Resealing of Streets. 4. Serviced residential stands.

5.Speed Humps 5.Street lights in dark Streets. 5. Speed Humps. 5. Church stands.

Wards 25 Wards 26 Ward 27 Ward 28

1. Upgrading of sewer pipes. 1. Serviced residential stands. 1. Water and sanitation. 1. Tarring of roads in Tokologo.

2. Upgrading of Street lights to LED lighting.

2. Tarring of road – 34th Street. 2. Electrification of all outlined stands with lease agreements.

2. Serviced residential stands.

3. Roads and storm water between ext 8 and 6.

3. Storm water drainages. 3. Construction of a connecting road from Newtown to Ext 2.

3. High mast lights in Tokologo and Malope village.


1. Parks and Sports Centre. 1. Storm water drainage at Protea Street.

1. Street lights at ( Tlou Street; Nhlanhla Street; Maredi Street; Masina street; Harmans Street; Gogo Nambuyisa Street.

1. Street lights at Sibanyoni Street.

2. Street lights at the new area.

2. Speed Humps at Lekoko Street and Reabota Street.

2. Storm water drainage. 2. Storm water drainage at (The pool; Ikageng Street; Kgame Street; Metsi Street; Masemola Street).

3. Paving on sidewalk next to the main road in to Newtown.

3.24 hour clinic. 3. Business stands at Crossroads. 3.Replacement of Asbestos pipes

4. Pound for straying animals. 4. Conversion of Block 6 at Reabota into family units.

4. Speed Humps at Sam Fischer Selala and Tlale Street.

4. Walking bridge at Eloffriver for children to Elusindisweni Primary School.

5. Speed Humps on busy roads in Newtown.

5. Renovation of the building next to Sizabaswele Home into a Skills Development Centre.

5. Paving of pavement at Malema Street.

5.Paving at: - Masemola Street. - Sam Fischer Street.

231

4. Speed hump next to 10367 and next to stand 11200.

4. Establishment of Parks (Imaging) Street).

4. MPCC Centre. 4. Additional streets and passages in Tokologo.

5. 5. Residential stands at Rietfontein J285.

5. Storm Water drainage systems. 5. Speed Humps between Ext 4, 5, Tokologo and Malope village.

Ward 29

1Water connection in the yards in Piet Tlou village.

Grave yard.

Tarring of roads.

Extension of tap water in the streets.

Electrification in Doornkop (CPA land).

Housing: to date about 10 492 RDPs have been built around Steve Tshwete and currently there are about 18047 people in the Municipal waiting

list.

232

APPENDIX G SEVEN LARGEST CAPITAL PROJECTS

STEVE TSHWETE

Capital Projects: Seven Largest in 2017/2018 (Full List at Appendix O)

R' 000

No. Project Name and detail WARD Start Date End Date Total Value

1 MV Networks HT Links W27 (700/...) 27 0000/00 0000/00 R34,222,484

2 Boskrans WWTW Phase 2 (552/...) Boskrans 0000/00 0000/00 R17,904,766

3 Roads Aerorand West W12 (540/...) 12 0000/00 0000/00 R13,369,924

4 Roads & Storm water Low Income Areas W6 (540/...)

6 0000/00 0000/00 R9,238,208

5 Refurbish Hendrina WTW (571/...) Hendrina 0000/00 0000/00 R8,606,301

6 Roads & Storm water Low Income Areas W2 (540/...)

2 0000/00 0000/00 R8,143,884

7 Roads x18 Hope City W11 (540/...) 11 0000/00 0000/00 R6,439,192

T F.1

APPENDIX H: RECOMMENDATIONS OF THE AUDIT COMMITTEE

MUNICIPAL AUDIT COMMITTEE

Date of the

AC meeting

Committee recommendations during the

2017/2018 FY

Recommendations adopted

(Enter yes) if not adopted provide

explanation

14 Aug 2017 1. That critical vacancy budgeted for filled

including Chief Risk Officer. Yes

2. That a framework on combined assurance should be developed. Yes

3. Those Suppliers be paid within 30 days as MFMA prescripts. Yes

4. That the Quarterly financial report be noted. Yes

29 Aug 2017 5. That corrections recommended be rectified on

the Annual Financial Statement. Yes

13 Nov 2017 1. That the risk management committee report for

quarter ending 30 September 2017 be noted. Yes

2. That whistle blowing policy is developed. Yes

233

3. That internal audit progress report is noted. Yes

4. That Internal Audit Methodology is approved with no changes. Yes

5. That the Internal Audit Charter be approved and recommended for further approval by Council.

Yes

6. That progress on implementation of Council resolution is noted. Yes

7. That litigation register be noted. Yes

8. That cost benefit analysis is conducted on matters litigations matters undertaken to determine value for money.

Yes

9. That the contract management policy be noted

and further recommended for approval. Yes

10. That the information and communication

technology governance framework policy

progress report be noted.

Yes

11. That disaster recovery site is established. No. The second DR site to be

outsourced in the 2018/2019 FY.

12. The vacancy report is noted. Yes

13. That the finance quarterly report ending September 2017 be noted. Yes

14. That the audit action plan as at 30 September be noted. Yes

15. That the investment policy be noted and recommended for further approval. Yes

16 Nov 2017 16. That the performance report for the 1st quarter

2017/2018 be noted. Yes

22 Feb 2018 1. That the progress report on Council resolution

should indicate timeframes and be separated in financial years to track unimplemented resolutions.

Yes

2. That the vacancy report be summarized indicate position filled and vacant. Yes

234

3. The Municipality benchmark with other Municipalities or financial sectors on the development of the investment policy.

Yes

4. That expenditure report to date on spent legal fees versus the matter with attorneys is developed.

Yes

5. That management submits insurance report to the committee. Yes

6. That items served in the Risk Management Committee also be tabled to the Audit Committee.

Yes

24 Feb 2018 7. The Mid-Year Performance Report for the

2017/2018 financial year has been noted. Yes

14 May 2018 1. That the approval of internal audit progress for

3rd quarter 2017/2018 financial year be noted. Yes

2. That the Municipal directorates to report to the committee on plans to address or resolve audit findings quarterly.

Yes

3. That the internal audit charter for 2018/19 be approved and recommend to Council for adoption.

Yes

4. That the Combined Assurance Policy Framework be approved and recommended for Council adoption.

5. That implementation plans to realize the combined assurance policy framework is instituted.

Yes

6. That the Internal Audit Methodology be approved.

7. That in implementation of the methodology awareness is made with management on the reviewed document.

Yes

8. That the financial report be approved. 9. That a report on circumstance relating to the

loss of Jaws of Life be prepared.

Yes

No. Investigation on the loss being

conducted.

10. That progress on the audit action be noted and mitigations applied by management to resolve AGSA findings.

Yes

11. That the Investment policy be noted and recommend to Council for adoption. Yes

12. That the ICT Governance framework policy progress report be noted. Yes

235

13. That the Risk Management Steering Committee presents the report in the Special Audit Committee.

14. That the report of the Chairperson be accompanied by the annexure referring to the report.

Yes

Yes

15. That a benchmark on the litigation cost breakdown with District Municipalities for proper reporting.

16. That the litigation cost breakdown and report be noted.

Yes

Yes

17. That the vacancy report be noted. Yes

18. That the progress report on the implementation of Council resolution be noted. Yes

2June 2019 19. That the 3rd quarter performance progress

report be noted. Yes

20. That the IDP be noted. Yes

21. That the SBBIP be noted and recommended to Council. Yes

22. That the MTREF be noted. Yes

23. That the ICT policies and frameworks be noted and recommended to Council for adoption. Yes

24. That the Annual Report be noted. Yes

25. That the risk management committee report be noted. Yes

Legend

Q1 Recommendations (Jul – Sep 2017) = 5

Q2 Recommendations (Oct – Dec 2017) = 16

Q3 Recommendations (Jan – Mar 2018) = 7

Q4 Recommendations (Apr – Jun 2018) = 25

236

APPENDIX I: LONG-TERM CONTRACTS AND PUBLIC-PRIVATE PARTNERSHIP

Long Term Contracts (20 Largest Contracts Entered into during 2017/2018

R' 000

Name of Service Provider (Entity or Municipal Department)

Description of Services Rendered by the Service Provider

Start Date of Contract

Expiry date of Contract

Project manager

Contract Value

Utilities World

Pre-paid vending service provider 2-Jan-13 31-Dec-21

L Bruwer / P Taljaard R1,444,608.00

T H.1

APPENDIX J – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE

ELECTRICAL SERVICES

S/

N

Consultant/

Contractor

Contractual

Period

Expected

Expire

date

Project

Descriptio

n

Amount Progress Remedial

Action

1 Mayivuthe

Contractors.

10 Months Nov-18 P0008356M

V Networks

HT Links

W27

(700/...)

R31 078

275

99% completed Busy with

snag list

2 Mayivuthe

Contractors.

3 Months Feb-18 P0008079N

etwork

reinforceme

nt Replace

cables

(700/...)

R4 021 822 Completed None

3 Mayivuthe

Contractors.

5 Months May-18 P0008370

MV Replace

Mini

Substations

W15

(700/...)


4 Mayivuthe

Contractors.

3 Months Mar-18 P1300012M

V Networks


237

Electrificatio

n Newtown

W27

(700/...)

5 Mayivuthe

Contractors.

3 Months Jan-18 P1900014

MV

Networks

Electrificatio

n Kwaza x8

W3 (700/...


MUNICIPAL BUILDINGS

S/N Consultancy/

Contractor -

Firm Name

Contractual

Period

Expected

Expiry Date

Progress Remedial

Action

Contractual

Value

1 Khonza Izwe

Consulting cc.

2017/18 2019/20 Structural

Designs,

Architectural

plans,

procurement

documents for

the contractor

and Site

supervision and

monitoring.

None R18,0mill

2 Bijojo Traders

cc.

2017/18 2017/18 Fencing at The

Airfield.

Completed.

None R2,3mil

3 Kelnorda

Trading.

LCD Aluminium.

2017/18 2017/18 Upgrading at the

fire station.

Completed.

None R170 000

R185 000

4 Excellent

Electrical.

2017/18 2017/18 Upgrading at the

fire station

.Completed.

None R1,5mil

238

5 Auto Door 2017/18 2017/18 Installation

Completed

None R300 000.00

6 Nomsa Electrical 2017/18 2017/18 The award was

made in June

and therefore the

contractor was

could complete

the work.

The work

will be

completed

in 2018/19

R1,577mil

239

APPENDIX K– DISCLOSURE OF FINANCIAL INTEREST

Abbreviations FS: Financial Services CS: Community Safety IDS: Development Services CSS: Corporate and Support Services ACEH: Arts, Culture and Environmental Health SDH: Spatial Development and Human Settlement MMC: Member of Mayoral Committee PR: Proportional Councilor

DISCLOSURE OF FINANCIAL INTERESTS

PERIOD: 1 JULY 2017 TO 30 JUNE 2018

POSITION SURNAME NAME

Description of Financial Interest (Nil/or details)

1 Executive Mayor (PR) (resigned end of March 2018)

Masina Michael Amos

1 Executive Mayor (PR) (elected on 11/04/2018)

Tolo Bagudi Jonathan Shares –Sanlam Multichoice Landlord – Flats Mhluzi Pension - Sanlam

2 MMC: IS/ACEH (interchanged from May 2018) (Ward 7)

Matshiane Johan Nil

3 MMC: FS (Ward 20)

Kgalema Mondli Itumeleng Shares – Faulu Trading Director –Faulu Trading

4 MMC: ACEH/IDS (PR) (interchanged from May 2018)

Motsepe Diphale Joseph Shares – Motlabaile Member of Close Corporation – Motlabaile Enterprise Director – Motlabaile Enterprise

5 MMC: SDH (PR) Mnguni Muka Thandi Elizabeth Nil

6 MMC: CS (until Apr 2018) (Ward 8)

Mitchell Johanna Magdalena Director:Thushanang Stimulation Centre Tiny Bubbles Creche GEPF Disability Pension

7 MMC: CCS (PR) Malepeng Sonto Martha Nil

8 Speaker (PR) Mabena Andries Mavula Director: Vulajabu Mining Board member : Isindebele Language (travelling allowance)

9 Chief Whip (PR) Nkadimeng Semakaleng Dorah Nil

10 Ward 1 Skhosana Doctor Joseph Nil

240





11 Ward 2 Masina Musawenkosi Shares – Amabhunu Amnyama Coop Jozeweni (Pty) Ltd

12 Ward 3 Mahlangu Lindiwe Khelina Nil

13 MMC : CS (from May 2018) (Ward 4)

Mkhuma Nobesuthu Catherine Nil

14 Ward 5 Mphego Manakedi Caroline Nil

15 Ward 6 Motloung Thapelo Sarrel Shares – Sasol Inzalo Vodacom Yeboyethu Owner of Close Corporation - Sefefong Trading Enterprise

16 Ward 9 Skosana Johannes

17 Ward 10 Mnisi Thabo Petrus Paid employment : Lover’s Corner Taver

18 Ward 11 Struwig Ammelia Nil

19 Ward 12 Niemann Hendrik Frederick Employee : Pro-Eng Consulting Engineers Owner – Residential Stand – Aerorand

20 Ward 13 Wait Susan-Mari Financial interest in Hyper Liq Owner – Property – Shelly Beach

21 Ward 14 Pretorius Jozua Petrus Owner/Landlord residential property – Gholfsig

22 Ward 15 De Klerk Helena Gertruida Owner – Residential property – Aerorand

23 Ward 16 Dyason Johann Owner – Residential property

24 Ward 17 Sekgwele Marumo Jim Nil

25 Ward 18 Motsepe Elphus Thabo Close Corporation – HSMT (Pty) Ltd

26 Ward 19 Mamogale Ratsatsi Grencenia Nil

27 Ward 21 Masilela Petros Mhlonishwa Shares – Hamba Industrial Ockymcota Trading Hamba Uzobuye Cleaning Services

28 Ward 22 Motau Thabo Patric Director – Motau-Shiteng Geranal Trading

29 Ward 23 Zondo Linah Joyce Ntombikayise Old Mutual Policy

30 Ward 24 Paul Dion Leonard Nil

31 Ward 25 Mbatiwe Michael Owner – Industrial stand - Mhluzi

32 Ward 26 Skhosana Mandla Marks Nil

33 Ward 27 Mahlangu Abram Mbete Nil

34 Ward 28 Morufane Thabang Nathaniel Nil

35 Ward 29 Mathibela Maria Nomgqibelo Nil

241





36 PR Marumo Asaph Bhekumuzi Close Corporation – Izwelethu Trading (Pty) Ltd Employee : Rotek Engineering

37 PR Vilakazi Rose Nil

38 PR Xaba Robert Mphikeleli Nil

39 PR Bruiners Elias Morgan Director : Nada (Drug Awareness)

40 PR Du Toit Elizabeth Residential property – Western Cape

41 PR Grobler Anna Sophia Employee – Grobler & Ass Dietitians Owner – Residential property - Clubville

42 PR Mobango Palesa Nil

43 PR Mogola Sophia Mamy Nil

44 PR Phasha Khulong Justice Member of Close Corporation – Nozinja Security Director : GNRC Nozinja Security Gifts received: Laptops, chair, table & cabinet

45 PR Romijn Gysbertus Hendrik Ernest Owner of residential property – Golfsig Pension - GEPF

46 PR Roos Stephanus Johannes Shares – R&W Drankwinkel (Pty) Ltd Director – R&W Drankwinkel (Pty) Ltd Owner of residential property – Gholfsig

47 PR Sithole Paulina Nicolene (passed away in Aug 2017)

47 PR Thabatha Anele Odwa (from Nov 2017) Nil

48 PR Stuurman Daniel Andries Nil

49 PR Van Zyl Thomas Nicolaas Nil

50 PR Duvenhage Johannes Petrus Nil

51 PR Uys Karel Philippus Jacob Nil

52 PR Mailola Poppy

53 PR Mangcotywa Akhona Child grant

54 PR Hadebe Maria Nil

55 PR Masemola Lebogang Clement Nil

56 PR Mosoma Christina Makhosi Nil

57 PR Mthombeni Johanna Ntombizodwa

58 PR Sebesho Enos Nil

242

APPENDIX L(I) – REVENUE COLLECTION PERFORMANCE BY VOTE

Revenue Collection Performance by Vote

Vote Description

2016/2017 Current: 2017/2018 2017/2018

Variance

Actual Original Budget Adjusted Budget


Adjustments Budget

Vote 1 - Executive & Council R 70,592,033 R78,881,118 R74,928,158 R82,222,606

4% 10%

Vote 2 - Budget & Treasury R376,842,329 R418,211,370 R455,774,274 R463,581,613

11% 2%

Vote 3 - Corporate Services R29,474,359 R28,377,906 R27,713,217 R32,910,550

16% 19%

Vote 4 - Planning Development R37,662,473 R3,341,533 R4,039,874 R4,234,398

27% 5%

Vote 5 - Health Services R228,224 R302,000 R268,200 R346,519

15% 29%

Vote 6 - Community & Social Services R7,921,807 R11,607,442 R6,384,762 R5,387,052

-54% -16%

Vote 7 - Human Settlements R 318,229 R1,500 R742,274 R13,282

785% -98%

Vote 8 - Public Safety R22,087,900 R587,538 R797,898 R475,890

-19% -40%

Vote 9 - Sport & Recreation R4,744,936 R9,875,465 R9,939,430 R10,163,574

3% 2%

Vote 10 - Waste Management R93,311,909 R98,561,283 R101,464,266 R101,049,167

3% 0%

Vote 11 - Waste Water Management R97,997,281 R79,725,327 R86,641,175 R87,743,740

10% 1%

Vote 12 - Road Transport R50,878,455 R28,411,055 R39,332,682 R45,012,595

58% 14%

Vote 13 - Water R110,080,581 R100,917,874 R95,477,865 R99,765,738

-1% 4%

Vote 14 - Electricity R552,542,098 R550,555,645 R556,182,548 R540,310,592

-2% -3%

Total Revenue by Vote R1,454,682,614 R1,409,357,056

R1,459,686,623 R1,473,217,315

5% 1%

243

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A3 T K.1

244

APPENDIX L(II) – REVENUE COLLECTION PERFORMANCE BY SOURCE

Revenue Collection Performance by Source

Description

2016/2017 2017/2018 2017/2018

Variance


Adjustments Budget


Adjustments Budget

Property rates R309,753,630 R322,145,304 R325,552,201 R332,769,107 3% 2%

Service Charges electricity revenue R529,484,025 R535,775,805 R542,047,946 R524,372,215

-2% -3%

Service Charges water revenue R77,008,478 R83,231,482 R78,480,450 R82,505,756

-1% 5%

Service Charges sanitation revenue R55,616,239 R59,234,813 R62,518,061 R63,352,353

7% 1%

Service Charges refuse revenue R61,722,420 R66,848,933 R69,285,595 R68,786,067

3% -1%

Rentals of facilities and equipment R15,411,119 R1,689,823 R1,871,811 R2,158,782

28% 15%

Interest earned external investments R47,867,886 R46,309,657 R50,753,392 R65,097,245

41% 28%

Interest earned outstanding debtors R3,425,188 R- R - R-

0% 0%

Fines R18,316,692 R11,697,925 R13,085,434 R18,846,661 61% 44%

Licenses and permits R8,893,633 R8,636,500 R7,771,300 R8,707,796

1% 12%

Agency services R20,345,495 R- R - R- 0% 0%

Transfers recognized operational R141,123,061 R215,169,338 R218,670,600 R214,641,582

0% -2%

Other revenue R 27,988,307 R58,617,476 R89,649,833 R91,979,752 57% 3%

Gains on disposal of PPE R6,022,976 R- R - R-

0% 0%

Environmental Protection

Total Revenue (excluding capital transfers and contributions)

R1,322,979,149

R1,409,357,056

R1,459,686,623

R1,473,217,315

5%

1%

Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A4. T K.2

245

APPENDIX M – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG

Conditional Grants: excluding MIG

Details

Budget

Adjustments Budget

Actual

Variance Purpose of Grant

Budget

Adjustments Budget

Equitable Share.

R43,024,356 R42,100,847 R41,728,703 -3% -1%

The purpose of the grant is to provide free basic services to indigent households.

Finance Management grant.

R1,700,000 R1,700,000 R1,700,000 0% 0%

This grant is used to promote and support reforms to Municipal financial management and to fund the internship programme.

EPWP. R1,500,000 R1,500,000 R1,500,358 0% 0%

This grant is used for a special performance based incentive to create job opportunities to previously unemployed people.

Municipal Grant.

R1,308,462 R 2,022,279 R2,022,279 55% 0%

This grant is used for basic Municipal to provide basic services for the benefit of poor households.

INEP R- R - R- 0% 0%

This grant is used to address the electrification backlog of occupied residential dwellings and

246

the installation of bulk. .

Total

* This includes Neighborhood Development Partnership Grant, Public Transport and Systems Grant and any other grant excluding Municipal Grant (MIG) which is dealt with in the main report, see T 5.8.3. Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. Obtain a list of grants from national and provincial government.

T L

COMMENT ON CONDITIONAL GRANTS EXCLUDING MIG

Purpose for grants are indicated next to each grant.

247

APPENDIX N (I, II) – CAPITAL EXPENDITURE -NEW ASSETS PROGRAMME

AND UPGRADE/RENEWAL PROGRAMME

Capital Expenditure - New Assets Programme* Description

2016/2017 2017/2018 Planned Capital expenditure


Adjustment Budget

Actual Expenditure

2018/2019 2019/2020 2019/2021

Capital expenditure by Asset Class

- Total R173,586,351

R156,298,270

R151,432,540 R146,993,498 R166,630,124

R201,734,383 R148,272,825

: Road transport - Total R58,131,034 R53,588,920 R66,763,902 R66,732,296 R43,071,000 R57,265,620 R59,046,016

Roads, Pavements & Bridges R42,441,102 R38,508,920 R51,945,249 R51,925,108 R35,161,000 R40,655,620 R45,489,120

Storm water R15,689,932 R15,080,000 R14,818,653 R14,807,188 R7,910,000 R16,610,000 R13,556,896

: Electricity - Total R23,540,302 R46,863,000 R54,606,861 R52,906,570 R43,013,004 R61,351,038 R49,954,704

Transmission & Reticulation R17,410,812 R42,663,000 R51,346,869 R49,663,120 R38,813,004 R58,451,038 R 44,294,700 Street Lighting R6,129,490 R4,200,000 R3,259,992 R3,243,450 R4,200,000 R2,900,000 R5,660,004

: Water - Total R32,366,876 R11,015,500 R6,289,998 R4,677,448 R21,017,120 R32,719,225 R20,419,605

Dams & Reservoirs R14,986,726 R- R- R- R - R10,000,000

R -

Water purification R5,735,798 R8,515,000 R928,298 R894,116 R6,700,000 R8,100,000

R -

Reticulation R11,644,352 R2,500,500 R5,361,700 R3,783,332 R14,317,120 R14,619,225 R20,419,605

: Sanitation - Total R56,336,995 R41,788,350 R21,765,616 R20,941,342 R37,360,000 R43,810,000 R8,535,000

Reticulation R25,840,807 R1,788,350 R3,860,850 R3,036,576 R7,360,000 R13,810,000 R8,535,000 Sewerage purification R30,496,188 R40,000,000 R17,904,766 R17,904,766 R30,000,000 R30,000,000 R -

: Other - Total R3,211,144 R3,042,500 R2,006,163 R1,735,842 R22,169,000 R6,588,500 R10,317,500

Waste Management R2,449,543 R70,000 R232,317 R222,233 R250,000 R800,000 R6,000,000

Other R761,601 R2,972,500 R1,773,846 R1,513,609 R21,919,000 R5,788,500 R4,317,500

Community - Total R12,634,229 R18,150,000 R13,149,788 R13,148,380 R18,035,000 R34,559,000 R26,270,000

Parks & gardens R1,762,801 R4,350,000 R5,549,893 R5,549,893

R 2,000,000 R4,750,000 R4,750,000

Sports fields & stadia R1,999,940 R3,000,000

R 2,999,996 R 2,999,996 R - R5,300,000 R3,400,000

248

Swimming pools R-

R - R- R- R - R -

R -

Community halls R4,214,938 R8,000,000 R1,000,000 R1,000,000 R11,000,000 R19,000,000 R12,000,000

Libraries R- R - R- R- R450,000 R464,000 R 470,000

Recreational facilities R-

R - R- R - R - R -

R -

Fire, safety & emergency R-

R - R- R- R - R -

R -

Security and policing R1,412,285 R350,000 R350,000 R348,619 R 2,885,000 R3,045,000 R3,650,000

Cemeteries R 3,244,265 R2,450,000 R3,249,899 R3,249,872 R1,700,000 R2,000,000 R 2,000,000

Table continued next page

Table continued from previous page

Capital Expenditure - New Assets Programme* Description



Adjustment Budget

Actual Expenditure

2018/2019 2019/2020 2019/2021


Heritage assets - Total

R - R - R R - R - R -

R -

Investment properties - Total

R - R - R

R -

R - R -

R -

Other assets R46,987,095 R4,963,000 R9,520,472 R8,290,753 R38,732,000 R7,776,100 R4,230,300

General vehicles R1,146,519 R1,000,000 R4,107,008 R3,322,960 R18,150,000 R3,950,000

R -

Specialized vehicles R- R - R - R - R - R -

R -

Plant & equipment R2,196,754 R1,696,000 R1,867,837 R1,823,150 R12,625,000 R2,681,100 R3,330,000 Computers - hardware/equipment R5,426,104 R885,000 R1,700,439 R1,481,205 R7,065,000 R 830,000 R 615,300 Furniture and other office equipment R323,663 1,382,000 R1,845,188 R1,663,438 R892,000 R315,000 R285,000

Civic Land and Buildings R1,185,472 R - R - R - R - R -

R -

Other Buildings R426,515 R - R - R - R - R -

R -

Other Land R36,282,068 R - R - R - R - R - R -

Agricultural assets

R - R -

R -

R - R -

R -

249

Biological assets R - R - R - R - R -

R -

Intangibles R750,000 R800,000 R1,283,300 R967,726 R - R - R -

Computers - software & programming R750,000 R800,000 R1,283,300 R967,726 R- R -

R -

Total Capital Expenditure on new assets R233,957,675

R180,211,270

R175,386,100 R169,400,357

R223,397,124

R244,069,483 R178,773,125

Specialized vehicles R - R - R- R - R - R -

R -

Refuse R - R - R - R - R - R - R -

Fire R - R - R - R - R - R -

R -

* Note: Information for this table may be sourced from MBRR (2009: Table SA34a) T M.1

Capital Expenditure - Upgrade/Renewal Programme*

Description



Adjustment Budget

Actual Expenditure

2018/2019 2019/2020 2019/2021


- Total R43,729,538 R70,214,996 R78,855,918 R67,639,189 R102,678,720

R99,513,000 R100,616,600

: Road transport -Total R13,413,984 R16,750,000 R16,465,655

R16,372,454 R12,663,500

R26,827,200 R17,523,000

Roads, Pavements & Bridges R13,413,984 R16,750,000 R16,465,655

R16,372,454 R12,663,500

R 26,827,200 R17,523,000

Storm water R - R - R - R - R - R - R -

: Electricity - Total R18,222,586 R18,035,000 R15,811,131

R15,119,904 R48,432,220

R45,364,100 R69,451,700

Transmission & Reticulation R16,177,347 R16,735,000 R13,571,131

R12,890,628 R34,039,420

R35,964,100 R66,751,700

Street Lighting R 2,045,239 R1,300,000 R2,240,000 R2,229,276 R14,392,800 R9,400,000 R2,700,000

: Water - Total R6,914,595 R9,480,000 R27,028,210 R18,424,152 R23,526,000

R24,406,600 R10,647,400

Dams & Reservoirs R28,720 R300,000 R300,000 R 230,676 R - R 800,000 R - Water purification R - R1,150,000 R15,247,210

R14,352,055 R4,425,000 R3,265,000 R1,040,000

Reticulation R6,885,875 R8,030,000 R11,481,000 R3,841,421 R19,101,000 R20,341,600 R9,607,400

: Sanitation - Total R4,721,637 R10,944,996 R4,107,734 R3,237,610 R12,167,000 R2,490,100 R2,549,500

Reticulation R 69,148 R945,000 R1,025,000 R 767,394 R2,887,000 R858,850 R860,700 Sewerage purification R4,652,489 R9,999,996 R3,082,734 R2,470,216 R9,280,000 R1,631,250 R1,688,800

250

: Other - Total R456,736 R15,005,000 R15,443,188 R14,485,069 R5,890,000 R 425,000 R 445,000

Waste Management R456,736 R6,340,000 R6,240,544 R6,965,521 R5,890,000 R 425,000 R 445,000

Other R - R8,665,000

R9,202,644 R7,519,548 R - R - R -

Community R6,478,487 R7,036,000 R7,386,646 R7,202,953 R16,070,300 R17,237,000 R 16,600,000

Parks & gardens R753,130 R1,110,000 R1,110,000 R1,081,728 R1,885,000 R2,435,000 R 530,000 Sports fields & stadia R1,444,308 R3,200,000 R3,139,646 R3,139,646 R5,825,000 R6,095,000 R8,630,000

Swimming pools R - R - R - R - R - R - R - Community halls R 445,368 R500,000 R111,000 R111,000 R4,050,000 R1,050,000 R 400,000

Libraries R591,085 R150,000 R950,000 R927,197 R250,000 R - R - Recreational facilities R - R - R - R - R - R - R -

Fire, safety & emergency R - R1,550,000 R1,550,000 R1,446,227 R2,410,000 R6,332,000 R 5,725,000 Security and policing R3,165,233 R76,000 R76,000 R62,039 R1,300,300 R1,325,000 R1,315,000

Cemeteries R 79,363 R 450,000 R450,000 R 435,116 R350,000 R - R -

Heritage assets R - R - R - R - R - R -

Buildings

Other

Table continued next page

Table continued from previous page

Capital Expenditure - Upgrade/Renewal Programme*

R '000

Description



Adjustment Budget

Actual Expenditure

2018/2019 2019/2020 2019/2021


Investment properties R - R - R R - R - R -

R -

Housing development

Other assets R35,422,286 R22,372,500 R26,783,524 R21,698,427 R32,263,400 R28,583,075 R37,920,600

General vehicles R4,962,900 R9,090,000 R9,171,350 R8,888,579 R15,720,000 R15,470,000 R15,360,000 Specialized vehicles R16,436,344 R - R - R -

R - R -

R -

Plant & equipment R9,870,653 R10,319,000 R14,730,637 R10,503,808 R12,615,400 R 12,526,975 R22,139,600

251

Computers - hardware/equipment R1,606,756 R2,610,000 R2,547,561 R2,024,764 R3,730,000 R 450,000 R 290,000 Furniture and other office equipment R 491,238 R353,500 R333,976 R281,276 R198,000 R136,100 R131,000

Civic Land and Buildings R2,054,395 R - R - R - R - R -

R -

Agricultural assets R - R - R - R - R -

R -

Biological assets R - R - R - R - R -

R -

Intangibles R1,421,325 R - R - R - R - R - R -

Computers - software & programming R1,421,325 R - R - R - R - R -

R -

Total Capital Expenditure on renewal of existing assets R87,051,636 R99,623,496

R113,026,088 R96,540,569

R151,012,420 R 145,333,075 R155,137,200

Specialized vehicles R16,436,344 R - R - R R - R -

R -

Refuse R15,495,500 R - R- R - R - R - R -

Fire R 940,844 R - R- R - R - R - R -

* Note: Information for this table may be sourced from MBRR (2009: Table SA34b) T M.2

321,009,311 279,834,766

288,412,188 265,940,926 374,409,544 389,402,558 333,910,325

APPENDIX O – CAPITAL PROGRAMME BY PROJECT YEAR 2018

Capital Programme by Project:

Capital Project

Responsible Department

Project Number

Original Budget

Adjustment Budget

Actual Variance original Budget %

Variance adjusted budget %

Backbone & VOIP (122/...)

Information Technology P0000001

R300,000 R 358,273 R 358,273 19% 0%

Upgrade Old Age Flats (221/...)

Property Services

P0000013 R 400,000 R400,000 R 391,308 -2% -2%

Develop Cemeteries Low Income Areas (505/...)

Cemeteries Funeral Parlors and Crematoriums P0000066

R2,000,000 R1,999,899 R1,999,899 0% 0%

252

Replace Tractor 55KW- 539/...)

Fleet Management

P0000080

R350,000 R310,000 R309,540 -12% 0%

Replace Synthetic Tennis Courts Kees Taljaard (530/

Sports Grounds and Stadiums

P0000121

R200,000 R139,650 R139,650 -30% 0%

Renovations Mhluzi Stadium Pavilion (530/...)


P0000134

R2,000,000 R1,999,996 R1,999,996 0% 0%

Develop Park C/O Pongola & Kammannassie Aero (533/.

Community Parks (including Nurseries)

P0000178

R700,000

R1,200,000

R1,200,000 71% 0%

Lawn Mower Sidewalks (533/...)

Community Parks (including Nurseries) P0000203

R115,500 R114,600 R105,000 -9% -8%

Paving & Kerbs Hendrina & Kwaza W1 (542/...)

Roads

P0000205

R 200,000 R200,000 R193,196 -3% -3%

Replace Jaws Rescue Set (515/...)

Fire Fighting and Protection P0000211

R500,000 R500,000 R353,319 -29% -29%

Replace 4x4 veld fire vehicles (515/...)

Fire Fighting and Protection

P0000221

R500,000 R500,000 R433,758 -13% -13%

Equipment to Monitor Air pollution (400/...)

Health Services

P0007162

R - R199,700 R175,126 0% -12%

Storm water Kwaza x2 (542/...)

Roads P0007307

R600,000 R600,000 R598,880 0% 0%

Subsurface Drains Hendrina/Kwaza (542/...)

Roads

P0007328

R350,000 R350,000 R348,470 0% 0%

RDP House connections Ntown/Kwaza/x24/x6 (700)

Electricity

P0007423

R 20,000 R 20,000 R - -100%

-100%


Information Technology

P0007526

R - R458,166 R 445,344 0% -3%

253

Server New IT Systems (122/...)


P0008003 R1,800,000 R1,721,561 R1,227,707 -32% -29%

Replace Air conditioners At Civic Centre (150/...)

Property Services

P0008006

R90,000 R 290,000 R289,982 222%

0%

Traffic Calming Measures (310/...)

Police Forces Traffic and Street Parking Control P0008013

R350,000 R350,000 R348,619 0% 0%

Replace vehicles (310/...)


R1,150,000

R1,150,000 R 931,203

-19% -19%

New LDV (420/...)

Solid Waste Removal P0008018

R 500,000 R 987,775 R 319,500 -36% -68%

Replace motorbikes (460/...)

Informal Settlements

P0008021 R365,000 R365,000 R326,955 -10% -10%

Pool Equipment Middelburg/Mhluzi (530/...)

Recreational Facilities

P0008025

R100,000 R126,450 R126,450 26% 0%

Roads Middelburg Replace Road Barriers (540/...)

Roads

P0008035

R100,000 R100,000 R98,780 -1% -1%

Upgrade Bridges (540/...)

Roads P0008039

R200,000 R200,000 R199,046 0% 0%

Roads Aerorand West W12 (540/...)

Roads

P0008042

R12,000,000 R13,370,000 R13,369,924 11% 0%

Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...

Sewerage

P0008049

R165,000 R125,000 R62,400 -62% -50%

Replace Pumps (552/...)

Waste Water Treatment

P0008053 R410,000 R450,000 R353,546 -14% -21%

Install bulk flow meters (560/...)

Water Distribution

P0008055 R420,000 R599,000 R325,664 -22% -46%

Water Distri M/Burg Replace Old Water Pipes (560/..

Water Distribution

P0008057

R1,700,000 R1,700,000 R94,575 -94% -94%

254

Replace Equipment Vaakbank WTW (561/...)

Water Treatment

P0008061

R550,000 R550,000 R364,029 -34% -34%

Water Distr Repl Water Pipes Hendrina/Kwaza (566/..

Water Distribution

P0008062

R100,000 R200,000 R 28,700 -71% -86%

Replace vehicles for water & sewer (575/...)

Fleet Management

P0008066

R900,000 R900,000 R898,160 0% 0%

LV Replace Meter Kiosk W13 (700/...)

Electricity P0008071

R200,000 R200,000 R190,618 -5% -5%

-MV Ring Main Units at Switching Gear W13 (700/...)

Electricity

P0008077

R1,200,000 R1,136,605 R1,130,205 -6% -1%

Network reinforcement Replace cables (700/...)

Electricity

P0008079

R - R4,021,822 R4,021,822 0% 0%

MV Networks HT Links W17 (700/...)


R7,104,000 R - R - -100%

0%

Replace Equipment Kwaza WWTW (553/...)


P0008089

R 400,000 R400,000 R326,865 -18% -18%

Refurbish Blinkpan WWTW

Sewerage P0008091

R150,000 R150,000 R118,497 -21% -21%

Refurbish Komati WWTW (547/...)

Sewerage

P0008092

R180,000 R300,000 R155,716 -13% -48%

- LV Upgrade Existing High Masts W17 (731/...)

Street Lighting and Signal Systems P0008098

R 200,000 R320,000 R309,297 55% -3%

Replace Fence At Airfield (555/...)

Property Services

P0008127

R2,300,000 R2,300,000 R2,241,900 -3% -3%

Air conditioners At Testing Station (300/...)

Licensing and Regulation

P0008129

R50,000 R46,455 R40,750 -19% -12%

255

Storm water Villages (543/...)

Roads P0008140

R500,000 R500,000 R498,650 0% 0%

Paving & Kerbs Villages & Rural W4 (543/...)

Roads

P0008144

R200,000 R200,000 R193,366 -3% -3%

Replace Paving & Kerbs (540/...)

Roads P0008145

R250,000 R250,000 R249,899 0% 0%

Roads New Taxi Lay byes W1 (540/...)

Roads P0008147

R100,000 R100,000 R99,273 -1% -1%

Communication To External Facilities (122/...)


P0008157

R350,000 R350,000 R348,682 0% 0%

Water Distr Repl Water Meters Hendrina/Kwaza (566/.

Water Distribution

P0008163

R180,000 R180,000 R178,274 -1% -1%

Storm water Aerorand West (540/...)

Roads

P0008180

R6,000,000 R6,000,000 R5,999,915 0% 0%

Sewerage Connections (551/...)

Sewerage P0008184

R188,350 R188,350 R28,024 -85% -85%

Replace Polisher (161/...)

Community Halls and Facilities P0008187

R40,000 R40,000 R38,009 -5% -5%

LV Electrical Connections Prepaid (710/...)

Electricity

P0008189

R1,650,000 R1,650,000 R1,552,208 -6% -6%

MV Networks Bulk Connections Ward 23 (700/...)

Electricity

P0008190

R - R400,000 R - 0% -100%

Purchase Library Books (140/...)

Libraries and Archives

P0008192 R440,000 R440,000 R429,820 -2% -2%

Purchase Library Books: 140


P0008193 R - R440,000 R 389,140 0% -12%

Computer Systems (122/...)


P0008197 R600,000 R584,000 R582,677 -3% 0%

256

Renewal Printers (122/...)


P0008198 R30,000 R30,000 R27,873 -7% -7%

Scanners (122/...)

Information Technology P0008199

R75,000 R33,000 R30,000 -60% -9%

New water connections (565/...)

Water Distribution

P0008201 R830,500 R830,500 R828,320 0% 0%

Portable Guard House (311/...)

Security Services

P0008202 R76,000 R76,000 R62,039 -18% -18%

Upgrade Library Facilities (140/...)


P0008217

R150,000 R950,000 R927,197 518%

-2%

Roads Hendrina W3 (542/...)

Roads P0008219

R2,200,000 R2,110,000 R2,105,938 -4% 0%

-HV Feasibility Study Verdoorn S/station (700/...)

Electricity

P0008223

R500,000 R - R - -100%

0%

Rural Sanitation (547/...)

Sewerage P0008236

R900,000 R2,280,000 R2,205,858 145%

-3%


Water Treatment

P0008255

R200,000 R325,000 R37,623 -81% -88%

Water Villages Water Services Rural Areas (567/...)

Water Distribution

P0008256

R250,000 R333,500 R160,829 -36% -52%

Electrical Connections Bulk (710/...)


R800,000 R2,380,000 R1,966,848 146%

-17%


Police Forces Traffic and Street Parking Control

P0008300

R55,000 R 55,000 R50,941 -7% -7%

Furniture & office equipment (515/...)


P0008314

R25,000 R25,000 R 24,900 0% 0%

Refurbish Swimming Pool Kees

Recreational Facilities

P0008345 R200,000 R200,000 R171,832 -14% -14%

257

Taljaard (530/...)

-MV Ring Main Units at Switching Gear W11 (700/...)

Electricity

P0008354

R - R240,000 R 240,000 0% 0%



R5,736,000 R34,227,319 R34,222,484 497%

0%



R1,236,000 R - R - -100%

0%



R100,000 R160,000 R160,000 60% 0%



R200,000 R480,000 R480,000 140%

0%



R100,000 R160,000 R160,000 60% 0%



R400,000 R800,000 R799,979 100%

0%



R300,000 R320,000 R320,000 7% 0%


Roads P0008364

R100,000 R100,000 R99,273 -1% -1%


Roads P0008365

R100,000 R100,000 R99,273 -1% -1%

MV Replace Mini Substations W15 (700/...)

Electricity

P0008370

R3,650,000

R3,010,447

R3,009,506

-18% 0%

LV Electrical Connections Bulk Whole Mun (710/...)

Electricity

P0008382

R413,000 R413,000 R - -100%

-100%

Replace Pump Vaalbank WTW (561/...)

Water Treatment

P0900059

R720,000 R720,000 R584,823 -19% -19%

Replace Boskrans WWTW


P0900063 R150,000 R150,000 R10,600 -93% -93%

258

Equipment (552/...)

Brush cutters & Chainsaws


R120,000 R120,000 R117,122 -2% -2%

Replace Water Pump (566/...)

Water Distribution

P0900096 R34,000 R34,000 R27,600 -19% -19%

Replace Stihl Brush cutters (564/...)

Water Storage

P0900105 R20,000 R20,000 R17,400 -13% -13%

Furniture & Office Equipment (141/...)

Human Resources

P0900131

R17,000 R17,000 R - -100%

-100%

Furniture & Office Equipment Halls (161/...)

Community Halls and Facilities

P0900181

R115,000 R115,000 R106,797 -7% -7%

-Roads Middelburg Reseal Roads M/burg W17 (540/...)

Roads

P0900212

R500,000 R311,778 R311,778 -38% 0%

- Reseal Roads Hendrina/Kwaza Ward 2 (542/...)

Roads

P0900213

R300,000 R296,539 R296,539 -1% 0%

Reseal Roads Rural & Eskom Towns (543/...)

Roads

P0900214

R1,500,000 R1,532,506

R1,532,505

2% 0%

Upgrade Boskrans Sewer Plant (552/...)


P0900244

R9,999,996 R3,082,734

R2,470,216

-75% -20%

Replace Equipment (542/...)

Roads P0900251

R170,000 R155,000 R154,420 -9% 0%

Furniture & Office Equipment: 230

Supply Chain Management

P0900260

R85,000 R85,000 R46,554 -45% -45%


Roads

P0900261

R 500,000 R179,003 R179,003 -64% 0%

-Roads Middelburg Reseal Roads

Roads P0900262

R500,000 R374,345 R374,345 -25% 0%

259

M/burg W21 (540/...)


Roads

P0900263

R1,200,000 R185,881

R185,801

-85% 0%


Roads

P0900264

R500,000 R887,650 R887,649 78% 0%


Roads

P0900265

R1,200,000 R2,133,654

R2,133,654

78% 0%


Roads

P0900266

R500,000 R283,048 R283,047 -43% 0%


Roads

P0900267

R500,000 R1,612,539 R1,612,539 223%

0%


Roads

P0900268

R500,000 R142,690 R142,690 -71% 0%

- Roads Middelburg Reseal Roads M/burg W8 (540/...)

Roads

P0900269

R500,000 R308,390 R308,390 -38% 0%


Roads

P0900270

R500,000 R1,058,107 R1,048,106 110%

-1%


Roads

P0900271

R500,000 R- R- -100%

0%


Roads

P0900272

R1,100,000 R794,345

R794,171

-28% 0%

Roads Middelburg

Roads P0900273

R500,000 R398,681 R398,681 -20% 0%

260

Reseal Roads M/burg W25 (540/...)

Reseal Roads Hendrina/Kwaza Ward 1 (542/...)

Roads

P0900274

R700,000 R665,324 R633,249 -10% -5%

Reseal Roads Hendrina/Kwaza Ward 3 (542/...)

Roads

P0900275

R500,000 R499,541 R473,645 -5% -5%

Middelburg Reseal Roads W28

Roads P0900276

R- R110,150 R92,221 0% -16%

Middelburg Reseal Roads W19 (540/...)

Roads P0900277

R- R225,829 R221,557 0% -2%

Replace Vehicles (539/...)

Fleet Management

P1000004 R400,000 R366,800 R366,300 -8% 0%

Replace Playing Equipment- (533/...)


R310,000 R310,000 R309,900 0% 0%



P1000069

R22,000 R22,000 R21,580 -2% -2%

Storm water Middelburg/Mhluzi W27 (540/...)

Roads

P1000076

R700,000 R- R- -100%

0%


Roads

P1000077

R350,000 R1,050,000 R1,049,114 200%

0%


Roads

P1000078

R700,000 R- R- -100%

0%

Replace 1.75 Cub Meter Containers (420/...)

Solid Waste Removal

P1000080

R165,000 R160,204 R142,989 -13% -11%

Edge Beams- Primary/Secondary Routes (540/...)

Roads

P1000097

R250,000 R250,000 R250,000 0% 0%

Bulk Filing Cabinets (120/...)

Administrative and Corporate Support P1000118

R200,000 R163,000 R162,291 -19% 0%

261

Roads Middelburg Rebuild Roads M/burg (540/...)

Roads

P1000119

R3,000,000 R- R- -100%

0%

Roads Rebuild M/burg W19 (540/...)

Roads

P1000120

R- R3,210,000 R3,209,899 0% 0%

Replace Underwater Pressure Drill (560/...)

Water Distribution

P1000129

R60,000 R60,000 R52,000 -13% -13%

Mine Water project Woestalleen Hendrina ppln (566/.

Water Distribution

P1000131

R- R- R- 0% 0%


Water Distribution

P1000132

R840,000 R840,000 R827,166 -2% -2%


Water Distribution

P1000133

R160,000 R160,000 R159,518 0% 0%

Upgrade Telemetry system (561/...)

Water Treatment

P1000137

R- R- R- 0% 0%

Storm water Hendrina (542/...)

Roads P1000150

R630,000 R510,000 R508,204 -19% 0%


Administrative and Corporate Support

P1000155

R10,000 R6,000 R4,605 -54% -23%

LV Networks Electrification Kwaza x8 W3 (700/...)

Electricity

P1000173

R- R1,029,132 R1,029,132 0% 0%

Projector & Screen (122/...)


P1000193 R40,000 R61,000 R44,384 11% -27%

Replace Tools For Cleaning Buildings (555/...)

Property Services

P1000205

R190,000 R190,000 R166,578 -12% -12%

Replace Fences At

Water Treatment P1000207

R750,000 R750,000 R747,354 0% 0%

262

Reservoirs (561/...)

Vaalbank WTP Plan & design upgrading of elec (561/)

Water Treatment

P1000217

R- R97,210 R97,210 0% 0%

Replace tractor at Boskrans WWTW (575/...)

Fleet Management

P1000244

R- R640,000 R630,000 0% -2%

Camera-(123/...)

Valuation Service P1000250

R8,000 R8,000 R6,974 -13% -13%

Replace Furniture & Equipment (700/...)

Electricity

P1000277

R30,000 R32,800 R30,293 1% -8%

Fencing Outdoor Equipment (700/...)

Electricity

P1000278

R85,000 R85,000 R82,736 -3% -3%


Finance

P1000282

R73,500 R43,500 R38,616 -47% -11%

Bulk filing cabinets: 300

Licensing and Regulation P1000284

R35,000 R25,087 R25,087 -28% 0%



P1000286

R50,000 R45,776 R45,775 -8% 0%

Replace Street Bins (420/...)

Solid Waste Removal

P1000289 R80,000 R80,000 R67,850 -15% -15%

Replace Sandfilters Kruger Dam (563/...)

Water Treatment

P1000298

R120,000 R112,500 R88,526 -26% -21%

Water Distrib Replace Pipes Villages (567/...)

Water Distribution

P1000299

R150,000 R234,600 R100,702 -33% -57%

Disaster Management Workstations/Equipment (515/...


P1000301

R450,000 R450,000 R283,668 -37% -37%

Feasibility Study Upgrade lang


R380,000 R- R - -100%

0%

263

S/station (700/...)

New Skip Loader Truck (420/...)

Solid Waste Removal

P1000354 R- R1,524,633 R1,524,633 0% 0%



P1100042

R15,000 R30,000 R22,646 51% -25%

6m3 Tipper truck (420/...)


R1,450,000 R1,232,650 R1,221,350 -16% -1%

Civil Fleet 3 Ton Crew Cab For Roads (575/...)

Fleet Management

P1100071

R- R450,000 R445,077 0% -1%

Roads Presidentsrus (543/...)

Roads P1100098

R3,000,000 R3,195,000

R3,194,882 6% 0%

Storm water Presidentsrus (543/...)

Roads P1100100

R750,000 R 750,000 R745,795 -1% -1%

Replace Tractors (539/...)

Fleet Management

P1100108 R350,000 R310,000 R309,540 -12% 0%

Walk behind Mowers

Fleet Management P1100110

R70,000 R70,000 R66,399 -5% -5%

New Equipment (542/...)

Roads P1100129

R20,000 R24,772 R24,772 24% 0%

Replace Equipment Kruger dam WTW (563/...)

Water Treatment

P1100133

R120,000 R127,500 R114,287 -5% -10%

Replace Back actor (575/...)


R1,000,000 R1,000,000 R925,140 -7% -7%

Replace Equipment (700/...)


R230,000 R322,200 R286,136 24% -11%

Hendrina substation W3 (700/...)


R400,000 R- R- -100%

0%

Replace Fire Equipment (515/...)


R62,000 R62,000 R59,142 -5% -5%

New Fire Equipment (515/...)


R40,000 R40,000 R33,800 -16% -16%

Develop Park Rural & Low Income Areas (533/...)


R2,000,000 R1,999,893 R1,999,893 0% 0%

264

Paving & Kerbs Low income areas (540)

Roads

P1100212

R1,270,000 R1,270,000 R1,269,742 0% 0%

Basic Sport Low Income Areas (530/...)

Roads P1100213

R3,000,000 R2,999,996

R2,999,996

0% 0%

Replace Plant & Equipment (560/...)

Sports Grounds and Stadiums P1100216

R60,000 R55,935 R53,200 -11% -5%

Replace Furniture & Equipment (108/...)

Water Distribution

P1200006

R17,000 R17,000 R12,200 -28% -28%


Governance Function

P1200007

R25,000 R4,000 R3,869 -85% -3%


Municipal Manager Town Secretary and Chief Executive P1200010

R10,000 R10,000 R7,894 -21% -21%

Renewal Laptops (122/...)

Corporate Wide Strategic Planning (IDPs LEDs) P1200016

R180,000 R212,000 R186,507 4% -12%

Replace 2 Way Radios (122/...)


P1200019 R80,000 R70,000 R68,625 -14% -2%

20.5m3 Refuse compactor (420/...)


P1200046

R3,500,000 R3,271,900

R3,271,900

-7% 0%

Replace Compressor (539/...)

Solid Waste Removal

P1200047 R350,000 R433,200 R376,650 8% -13%

Purchase new vehicle (555/...)

Fleet Management

P1200076 R- R312,600 R311,100 0% 0%

Upgrade Pipeline Vaalbank & Skietbaan (560/...)

Property Services

P1200082

R2,500,000 R2,500,000

R-

-100%

-100%

Replace Plant & Equipment (561/...)

Water Distribution

P1200084 R2,060,000

R5,560,000

R3,235,706

57% -42%

Upgrade Rugby stadium lights (530)

Water Treatment

P1200088

R1,000,000 R 673,300 R673,300 -33% 0%

265

LV Networks Replace Stolen Services (700/...)


P1200100

R200,000 R200,000 R- -100%

-100%

ASCO LV Cables (700/...)


R400,000 R- R- -100%

0%

- MV Replace Stolen Services (700/...)

Electricity

P1200102

R400,000 R400,000 R- -100%

-100%

- Roads & Storm water Low Income Areas W28 (540/...)

Electricity

P1200118

R3,000,000 R4,114,054 R4,114,054 37% 0%

Alcohol Testing Equipment (310/...)

Roads

P1200133

R36,000 R180,000 R132,125 267%

-27%

LV Streetlights Main Entrances W14 (731/...)

Police Forces Traffic and Street Parking Control

P1200135

R1,200,000 R-

R-

-100%

0%

LV Highmasts Low income areas W2 (731/...)


R750,000 R1,010,002 R1,010,002 35% 0%

LV Highmasts Low Income Areas W24 (731/...)


R500,000 R330,000 R330,000 -34% 0%



R750,000 R660,000 R660,000 -12% 0%



R1,000,000 R999,990

R999,990

0% 0%

Township Development Newtown (502/...)


R- R- R- 0% 0%

Roads & Stormwater Low Income Areas W6 (540/...)

Town Planning Building Regulations and Enforcement and City Engineer P1200146

R3,000,000 R9,238,208

R9,238,208

208%

0%

266


Roads

P1200147

R2,000,000 R8,143,884 R8,143,884 307%

0%


Roads

P1200148

R1,000,000 R3,114,903

R3,114,903

211%

0%

MV Replace Cables W11 (700/...)

Roads P1200157

R8,000,000 R- R- -100%

0%

Roads & Storm water Low Income Areas W23 (540/...)

Electricity

P1200158

R2,419,720 R- R- -100%

0%

LV Streetlights install additional fittings W21(73)

Roads

P1200160

R- R260,000 R243,458 0% -6%

Replace Venter Test Trailer (750/...)


R1,450,000 R1,450,000

R1,250,136

-14% -14%

MV Networks Electrification Newtown W27 (700/...)

Fleet Management

P1300012

R4,850,000 R2,978,627

R2,978,626

-39% 0%

Steam Cleaner (539/...)


R70,000 R62,200 R58,185 -17% -6%

Equipment & Tools (539/...)


R82,500 R83,100 R81,687 -1% -2%

Sanitation For Newtown X1A (550/...)

Fleet Management

P1300047 R- R162,500 R162,500 0% 0%

Filing Cabinets (502/...)

Sewerage P1300053

R10,000 R- R- -100%

0%

Water network Newtown (560/...)


R- R1,313,400 R1,313,400 0% 0%

Replace vehicle (200/...)

Water Distribution

P1300060 R175,000 R175,000 R174,551 0% 0%

267

Replace Air Conditioners At Hendrina/ Kwaza (154/...)

Finance

P1300061

R75,000 R75,000 R57,116 -24% -24%

Alarm System Redundant Asset Store (200/...)

Property Services

P1300091

R7,500 R7,500 R- -100%

-100%

Township development Kwaza x9 Vaalbank 177I (502/)

Finance

P1300093

R- R- R- 0% 0%

LV Networks Electrification Newtown W27 (700/...)


R- R2,067,080 R1,887,111 0% -9%

Upgrading sleeping quarters Presidents water (547/.

Electricity

P1400004

R350,000 R350,000 R345,228 -1% -1%

LV Mhluzi Cables W18 (700/...)

Sewerage P1400024

R400,000 R- R- -100%

0%

Replace 88KV Cable (700/...)


R500,000 R- R- -100%

0%

Fencing Around Main Store Yard (230/...)

Electricity

P1400046

R100,000 R100,000 R99,000 -1% -1%

Upgrade Paint Store (230/...)


P1400048 R200,000 R189,900 R168,740 -16% -11%

Sealing Of Roof (153/...)

Supply Chain Management P1400057

R1,000,000 R1,600,000 R646,687 -35% -60%

Replace Internal Fencing Service Centre (554/...)

Property Services

P1400062

R500,000 R500,000 R467,005 -7% -7%

Carports At Service Centre (554/...)

Property Services

P1400063

R- R200,000 R162,502 0% -19%

268

New MPCC Somaphepha (161/...)

Property Services

P1400067 R8,000,000

R1,000,000

R1,000,000

-88% 0%

Upgrade Taxi Ranks Middelburg (557/...)


P1400071

R800,000 R- R- -100%

0%

Shelves for the pound: 310

Taxi Ranks P1400090

R40,000 R40,000 R35,405 -11% -11%

Filing cabinets: 310


R42,000 R42,000 R39,211 -7% -7%

Replace vehicles for roads (575/...)


R450,000 R450,000 R449,080 0% 0%


Fleet Management

P1400121

R100,000 R141,000 R140,552 41% 0%


Administrative and Corporate Support P1400125

R18,000 R18,000 R11,377 -37% -37%

Furniture & office equipment: 105

Municipal Manager Town Secretary and Chief Executive P1400129

R180,000 R201,000 R170,470 -5% -15%

Upgrade Van Blerk Plein (533/...)

Mayor and Council

P1500020 R600,000 R600,000 R599,996 0% 0%

Expansion Phumolong Cemetery (505/...)

Fleet Management

P1500029

R450,000 R450,000 R449,973 0% 0%

Township development Somaphepha (502/...)


R- R60,800 R20,348 0% -67%

Digital Monitoring Measures (311/...)


R800,000 R800,000 R622,610 -22% -22%

Halls Generator (161/...)

Town Planning Building Regulations and Enforcement P1500053

R1,600,000 R1,589,000

R1,599,688

0% 1%

269

and City Engineer


Security Services

P1500063

R3,000 R3,000 R2,606 -13% -13%

Video Camera (121/...)

Community Halls and Facilities P1500067

R20,000 R20,000 R19,500 -3% -3%

Water Distr Replace Water Pipes Mhluzi (560/...)

Corporate Wide Strategic Planning (IDPs LEDs) P1500069

R1,800,000 R1,869,100 R548,645 -70% -71%

Water Distribution Move Meters To Street (560/...)

Marketing Customer Relations Publicity and Media Co-ordination P1500070

R350,000 R350,000 R307,330 -12% -12%

Upgrade Waste Transfer Station Hendrina (422/...)

Water Distribution

P1500089

R200,000 R171,050 R171,050 -14% 0%

Aerial Photos & Pictometry

Water Distribution P1600003

R- R474,000 R473,775 0% 0%

Shelves At SCM (230/...)


R60,000 R60,000 R38,000 -37% -37%

Extend Middelburg Landfill Site (430/...)

Valuation Service

P1600018

R6,000,000 R5,949,994 R5,949,994 -1% 0%

- Develop New Cemeteries (505/...)


P1600022

R- R800,000 R800,000 0% 0%

Replace Garage Doors At Fire Station (515/...)

Solid Waste Disposal (Landfill Sites)

P1600023

R600,000 R600,000 R538,459 -10% -10%

Fence at Parks (533/...)


R350,000 R1,050,000 R1,050,000 200%

0%

Replacement Machinery & Equipment (540/...)


P1600033

R90,000 R100,228 R105,472 17% 5%

Design & construction

Community Parks P1600038

R- R130,000 R94,900 0% -27%

270

WWTW (547/...)

(including Nurseries)

Construction of reservoir at Kwaza x9 (571/...)

Roads

P1600041

R7,915,000 R328,298

R328,298

-96% 0%

Replace Roof At Service Centre (554/...)

Sewerage

P1600046

R550,000 R100,000 R76,000 -86% -24%

Replace Roofing At Mhluzi HEDC (555/...)

Water Treatment

P1600048

R650,000 R100,000 R91,000 -86% -9%

New 2ml reservoir Rietkuil (567/...)

Property Services

P1600057

R500,000 R300,000 R- -100%

-100%

1700062-Water network M/burg mine to Pienaardam (56

Property Services

P1600059

R- R- R- 0% 0%

Replace Stolen Services (Streetlights) (700/...)

Water Distribution

P1600063

R100,000 R100,000 R38,485 -62% -62%

Upgrade Offices & Security (150/...)

Water Storage

P1600071

R400,000 R383,644 R270,160 -32% -30%

Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...)

Electricity

P1600072

R60,000 R60,000 R59,927 0% 0%


Property Services

P1600073

R40,000 R40,000 R39,893 0% 0%


Roads

P1600074

R40,000 R40,000 R39,894 0% 0%


Roads

P1600075

R20,000 R20,000 R19,999 0% 0%

271


Roads

P1600076

R20,000 R20,000 R19,999 0% 0%


Roads

P1600077

R60,000 R60,000 R59,926 0% 0%


Roads

P1600078

R40,000 R40,000 R39,894 0% 0%

Replace Kerb Inlets Middelburg/ Mhluzi W21 (540/...)

Roads

P1600105

R20,000 R20,000 R19,999 0% 0%

HR software & fingerprint readers (141/...)

Roads

P1700003

R- R320,000 R164,700 0% -49%

Community Halls Reconstruct Stage Floors (161/...)

Roads

P1700004

R500,000 R111,000 R111,000 -78% 0%

Township Establishment Rockdale North (502/...)

Human Resources

P1700014

R210,000 R237,000 R197,884 -6% -17%

Replace Roof Fontein Street Cemetery Ablutions (505/..


P1700017

R450,000 R450,000 R435,116 -3% -3%

Sewerage Network X 33 (550/...)


R700,000 R1,100,000 R545,294 -22% -50%

Boskrans WWTW Phase 2 (552/...)


R40,000,000 R17,904,766 R17,904,766 -55% 0%

Upgrade electricity meter at

Sewerage P1700038

R- R226,820 R100,800 0% -56%

272

Mhluzi HEDC (555/...)

Air Conditioner Adelaide Tambo (555/...)


P1700040

R500,000 R500,000 R498,106 0% 0%

Water network M/burg x33 (560/...)

Property Services

P1700043

R750,000 R998,800 R616,788 -18% -38%

Upgrade Skietbaan/ Graspan Bulk line (560/...)

Property Services

P1700044

R- R113,800 R43,732 0% -62%

Hand terminals for water meter installations (560/..

Water Distribution

P1700046

R- R- R- 0% 0%

- MV Replace Faulty Equipment (700/...)

Water Distribution

P1700053

R1,100,000 R4,177,257 R4,177,256 280%

0%

Replace current financial system (205/...)

Water Distribution

P1700057

R- R1,586,757 R1,169,000 0% -26%

New LDV (454/...)


R- R 332,000 R330,500 0% 0%

Fixed Property Upgrade Electricity HEDC (555/...)

Finance

P1800001

R1,000,000 R- R- -100%

0%

Service Centre Upgrade Solid Waste Stores (554/...)

Housing

P1800003

R400,000 R80,000 R62,452 -84% -22%

Replace Roof At Civil Centre (150/...)

Housing

P1800005

R400,000 R- R- -100%

0%

Replace Floor Covering Civic Centre (150/...)

Property Services

P1800006

R- R- R- 0% 0%

Upgrade fence at Middelburg

Property Services

P1800009 R700,000 R500,000 R462,770 -34% -7%

273

Fire Station (515/...)

Replace Roller Shutters Service Centre (554/...)

Property Services

P1800013

R400,000 R400,000 R395,200 -1% -1%

Upgrade Rest Rooms (515/...)

Property Services

P1800014 R250,000 R450,000 R444,998 78% -1%

Replace aluminum windows (150/...)


P1800015

R200,000 R200,000 R196,880 -2% -2%

Fence At Civic Centre (150/...)

Property Services

P1800016 R2,000,000 R619,496 R619,496 -69% 0%

New intake substation W3 (700/...)


R400,000 R- R- -100%

0%

Electrical Software Programmed (700/...)

Property Services

P1800025

R250,000 R155,000 R- -100%

-100%

New Internal Audit Software (108/...)

Property Services

P1800026

R250,000 R250,000 R57,001 -77% -77%


Electricity

P1800027

R30,000 R39,101 R29,950 0% -23%

New Trailer For Containers (420/...)

Electricity

P1800028

R500,000 R500,000 R392,150 -22% -22%

Guardhouse Rietkuil Waste Transfer Station (422/...)

Governance Function

P1800029

R70,000 R- R- -100%

0%

Palisade Gate Dennesig Waste Transfer Station (422/)


P1800030

R140,000 R119,500 R119,500 -15% 0%

Chlorine Booster station (561/...)

Solid Waste Removal

P1800033

R150,000 R150,000 R118,395 -21% -21%

Water Purification


R200,000 R200,000 R174,079 -13% -13%

274

Refurbish Uitkyk Reserve (561/..

Paving & storm water Vaalbank WTP (561/...)

Solid Waste Removal

P1800039

R450,000 R450,000 R447,423 -1% -1%

Elec Fencing Reservoirs & Pump Stations (564/...)

Water Treatment

P1800040

R300,000 R300,000 R230,676 -23% -23%

Storage Area at Vaalbank WTW (561/...)

Water Treatment

P1800042 R200,000 R200,000 R168,563 -16% -16%

Alarm System at Licensing Offices (300/...)

Water Treatment

P1800044

R15,000 R9,755 R9,754 -35% 0%

Installation of Trellidoors (300/...)

Water Storage

P1800045 R150,000 R140,640 R126,000 -16% -10%

Bicycle & Run Lanes at Klein Olifants (533/...)

Water Treatment

P1800053

R1,300,000 R1,300,000 R1,300,000 0% 0%

Upgrade Parking Area Civic Centre W11 (540/...)


P1800057

R1,200,000 R1,200,000 R1,199,900 0% 0%

Replace Temba Senamela Stadium Courts (530/...)


P1800073

R- R326,700 R326,700 0% 0%

Roads x18 Hope City W11 (540/...)


R7,669,200 R6,439,200 R6,439,192 -16% 0%

Storm water Middelburg x18 W11 (540/...)


R1,500,000 R1,360,000 R1,359,900 -9% 0%

Outfall Sewer Lines Mall &German Dev (550/

Roads

P1800078

R250,000 R250,000 R204,050 -18% -18%

Storm water Mhluzi W21 (540/...)

Roads P1800086

R3,000,000 R2,998,653 R2,998,653 0% 0%

275

MV Switching station Newtown W17 (700/...)


P1800088

R2,880,000 R3,149,151 R3,149,151 9% 0%

MV Networks Bulk Connections W23 (700/...)

Roads

P1800089

R7,356,000 R- R- -100%

0%


Roads

P1800095

R5,748,000 R- R- -100%

0%


Sewerage

P1800096

R1,620,000 R- R- -100%

0%

Digital Monitoring Measures (311/...)

Roads

P1800097

R- R483,300 R345,116 0% -29%

New Sign Boards (452/...)


R- R30,000 R28,700 0% -4%

Replace Street bins (420/...)


R- R150,000 R128,700 0% -14%

Upgrade pay point x7 (200/...)


R- R423,343 R423,343 0% 0%

Guardhouse Rietkuil Waste Transfer station (422/...

Electricity

P1800102

R- R232,317 R222,233 0% -4%

Drilling of Boreholes Somaphepha (567/...)

Security Services

P1800103

R- R500,000 R447,489 0% -11%

Refurbish Hendrina WTW (571/...)

Housing P1800104

R- R8,606,301 R8,606,301 0% 0%

Re-instatement of raw water supply line bulk (566)

Solid Waste Removal

P1800105

R- R3,000,000 R1,391,950 0% -54%

Refurbish Hendrina WTW pump station (571)

Finance

P1800106

R- R5,393,699 R4,558,548 0% -15%

New Furniture and equipment (200/..)

Solid Waste Removal

P1800107

R- R30,000 R26,792 0% -11%

276

New water meters RDP Newtown W17: 560

Water Distribution

P1800108

R- R820,000 R251,671 0% -69%

Replace furniture & office equipment: 533

Water Treatment

P1800109

R- R900 R869 0% -3%

Rehabilitation Landfill Site: 430

Water Distribution

P1800110 R- R- R724,977 0% 0%

Laboratory Equipment: 560

Water Treatment

P1800111 R- R4,065 R4,065 0% 0%

Insurance Assets: Computer Equipment: 250

Finance

P1800112

R- R- R233,245 0% 0%

Insurance Assets: Machinery & Equipment: 250

Water Distribution

P1800113

R- R- R43,040 0% 0%

MV Networks Electrification Kwaza x8 W3 (700/…)


R2,200,000 R2,877,560 R2,877,560 31% 0%

Computer Equip UPS (122/...)

Solid Waste Disposal (Landfill Sites) P1900043

R120,000 R120,000 R89,822 -25% -25%


Electricity

P1900044

R- R700,000 R699,607 #DIV/0!

0%

R282,174,766

R290,154,333

R267,781,869

-5% -8%

277

APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT

YEAR

Capital Programme by Project by Ward: 2017/2018

R' 000

Capital Project Ward(s) affected Amount Works completed (Yes/No)

Backbone & VOIP (122/...) Whole of the Municipality

R358,273.00 PARTIALLY

Upgrade Old Age Flats (221/...) Whole of the Municipality

R391,308.00 YES

Develop Cemeteries Low Income Areas (505/...)

Whole of the Municipality

R1,999,899.00 YES

Replace Tractor 55KW- 539/...) Whole of the Municipality

R309,540.00 YES

Replace Synthetic Tennis Courts Kees Taljaard (530/


R139,650.00 YES

Renovations Mhluzi Stadium Pavilion (530/...) Whole of the Municipality

R1,999,996.00 YES

Develop Park C/O Pongola & Kammannassie Aero (533/.


R1,200,000.00 YES

Lawn Mower Sidewalks (533/...) Whole of the Municipality

R105,000.00 YES

Paving & Kerbs Hendrina & Kwaza W1 (542/...) Hendrina

R193,196.00 YES

Replace Jaws Rescue Set (515/...) Whole of the Municipality

R353,319.00 YES

Replace 4x4 veld fire vehicles (515/...) Whole of the Municipality

R433,758.00 YES

Equipment to Monitor Air pollution (400/...) Whole of the Municipality


Storm water Kwaza x2 (542/...) Hendrina R598,880.00 YES

Subsurface Drains Hendrina/Kwaza (542/...) Hendrina R348,470.00 YES

RDP House connections Ntown/Kwaza/x24/x6 (700)


R- NO



R445,344.00 YES

Server New IT Systems (122/...) Whole of the Municipality

R1,227,707.00 YES

Replace Air conditioners At Civic Centre (150/...)


R289,982.00 YES

Traffic Calming Measures (310/...) Whole of the Municipality

R348,619.00 YES

Replace vehicles (310/...) Whole of the Municipality

R931,203.00 YES

New LDV (420/...) Whole of the Municipality

R319,500.00 YES

Replace motorbikes (460/...) Whole of the Municipality R326,955.00 YES

278

Pool Equipment Middelburg/Mhluzi (530/...) Whole of the Municipality

R126,450.00 YES

Roads Middelburg Replace Road Barriers (540/...)


R98,780.00 YES

Upgrade Bridge (540/...) Whole of the Municipality

R199,046.00 YES

Roads Aerorand West W12 (540/...) Whole of the Municipality

R13,369,924.00 YES

Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...)


R62,400.00 YES

Replace Pumps (552/...) Whole of the Municipality

R353,546.00 YES

Install bulk flow meters (560/...) Whole of the Municipality


Water Distribution Middleburg Replace Old Water Pipes (560/..)


R94,575.00 YES

Replace Equipment Vaakbank WTW (561/...) Whole of the Municipality

R364,029.00 YES

Water Distr Repl Water Pipes Hendrina/Kwaza (566/.. Hendrina

R28,700.00 YES

Replace vehicles for water & sewer (575/...) Whole of the Municipality

R898,160.00 YES

LV Replace Meter Kiosk W13 (700/...) Ward 13 R190,618.00 YES

-MV Ring Main Units at Switching Gear W13 (700/...) Ward 13

1,130,205.00 YES

Network reinforcement Replace cables (700/...)


R4,021,822.00 YES

MV Networks HT Links W17 (700/...) Ward 17 R- NO

Replace Equipment Kwaza WWTW (553/...) Whole of the Municipality

R326,865.00 YES

Refurbish Blinkpan WWTW Whole of the Municipality

R118,497.00 YES

Refurbish Komati WWTW (547/...) Whole of the Municipality


- LV Upgrade Existing High Masts W17 (731/...) Ward 17

R309,297.00 YES

Replace Fence At Airfield (555/...) Whole of the Municipality

R2,241,900.00 YES

Air conditioners At Testing Station (300/...) Whole of the Municipality

R40,750.00 YES

Storm water Villages (543/...) Whole of the Municipality

R498,650.00 YES

Paving & Kerbs Villages & Rural W4 (543/...) Whole of the Municipality

R193,366.00 YES

Replace Paving & Kerbs (540/...) Whole of the Municipality

R249,899.00 YES

- Roads New Taxi Lay byes W1 (540/...) Ward 1 R99,273.00 YES

Communication To External Facilities (122/...) Whole of the Municipality

R348,682.00 YES

279

Water Distr Repl Water Meters Hendrina/Kwaza (566/. Hendrina

R178,274.00 YES

Storm water Aerorand West (540/...) Whole of the Municipality

R5,999,915.00 YES

Sewerage Connections (551/...) Whole of the Municipality

R28,024.00 YES

Replace Polisher (161/...) Whole of the Municipality

R38,009.00 YES

LV Electrical Connections Prepaid (710/...) Whole of the Municipality

R1,552,208.00 YES

MV Networks Bulk Connections Ward 23 (700/...) Ward 23

R- NO

Purchase Library Books (140/...) Whole of the Municipality

R429,820.00 YES

Purchase Library Books: 140 Whole of the Municipality

R389,140.00 YES

Computer Systems (122/...) Whole of the Municipality

R582,677.00 YES

Renewal Printers (122/...) Whole of the Municipality

R27,873.00 YES

Scanners (122/...) Whole of the Municipality

R30,000.00 YES

New water connections (565/...) Whole of the Municipality

R828,320.00 YES

Portable Guard House (311/...) Whole of the Municipality

R62,039.00 YES

Upgrade Library Facilities (140/...) Whole of the Municipality

R927,197.00 YES

Roads Hendrina W3 (542/...) Hendrina R2,105,938.00 YES

HV Feasibility Study Verdoorn S/station (700/...) Ward 11

R- NO

Rural Sanitation (547/...) Whole of the Municipality

R2,205,858.00 YES




Water Villages Water Services Rural Areas (567/...



Electrical Connections Bulk (710/...) Whole of the Municipality

R1,966,848.00 YES



R50,941.00 YES

Furniture & office equipment (515/...) Whole of the Municipality

R24,900.00 YES

Refurbish Swimming Pool Kees Taljaard (530/...)


R171,832.00 YES

-MV Ring Main Units at Switching Gear W11 (700/...) Ward 11

R240,000.00 YES

MV Networks HT Links W27 (700/...) Ward 27 R34,222,484.00 YES

MV Networks HT Links W20 (700/...) Ward 20 R- NO

280

- LV Upgrade Existing High Masts W28 (731/...) Ward 28 R160,000.00 YES

LV Upgrade Existing High Masts W22 (731/...) Ward 22

R480,000.00 YES


R160,000.00 YES


R799,979.00 YES

LV Upgrade Existing High Masts W2 (731/...) Ward 2 R320,000.00 YES

Roads New Taxi Lay byes W2 (540/...) Ward 2 R99,273.00 YES

Roads New Taxi Lay byes W25 (540/...) Ward 25 R99,273.00 YES

MV Replace Mini Substations W15 (700/...) Ward 15 R3,009,506.00 YES

LV Electrical Connections Bulk Whole Mun(710/...)


R- NO

Replace Pump Vaalbank WTW (561/...) Whole of the Municipality

R584,823.00 YES

Replace Boskrans WWTW Equipment (552/...)


R10,600.00 YES

Brush cutters & Chainsaws Whole of the Municipality

R117,122.00 YES

Replace Water Pump (566/...) Hendrina R27,600.00 YES

Replace Stihl Brushcutters (564/...) Whole of the Municipality

R17,400.00 YES

Furniture & Office Equipment (141/...) Whole of the Municipality

R- NO

Furniture & Office Equipment Halls (161/...) Whole of the Municipality

R106,797.00 YES

Roads Middelburg Reseal Roads M/burg W17 (540/...) Ward 17

R311,778.00 YES

Reseal Roads Hendrina/Kwaza Ward 2 (542/...) Ward 2

R296,539.00 YES

Reseal Roads Rural & Eskom Towns (543/...) Whole of the Municipality

R1,532,505.00 YES

Upgrade Boskrans Sewer Plant (552/...) Whole of the Municipality

R2,470,216.00 YES

Replace Equipment (542/...) Hendrina R154,420.00 YES

Furniture & Office Equipment: 230 Whole of the Municipality

R46,554.00 YES

Furniture & Office Equipment: 230 Whole of the Municipality

R46,554.00 YES


R179,003.00 YES


R374,345.00 YES


R185,801.00 YES

281


R887,649.00 YES


R2,133,654.00 YES


R283,047.00 YES


R1,612,539.00 YES


R142,690.00 YES


R308,390.00 YES


R1,048,106.00 YES


R- NO


R794,171.00 YES


R398,681.00 YES


R633,249.00 YES


R473,645.00 YES

Middelburg Reseal Roads W28 Ward 28 R92,221.00 YES

Middelburg Reseal Roads W19 (540/...) Ward 19 R221,557.00 YES

Replace Vehicles (539/...) Whole of the Municipality

R366,300.00 YES

Replace Playing Equipment- (533/...) Whole of the Municipality

R309,900.00 YES



R21,580.00 YES

Storm water Middelburg/Mhluzi W27 (540/...) Ward 27

R- NO

Storm water Middelburg/Mhluzi W23 (540/...) Ward 23 R1,049,114.00 YES

Storm water Middelburg/Mhluzi W25 (540/...) Ward 25

R- NO

Replace 1.75 Cub Meter Containers (420/...) Whole of the Municipality

R142,989.00 YES

Edge Beams- Primary/Secondary Routes (540/...)


R250,000.00 YES

Bulk Filing Cabinets (120/...) Whole of the Municipality

R162,291.00 YES

Roads Middelburg Rebuild Roads M/burg (540/...)


R- NO

Roads Rebuild M/burg W19 (540/...) Ward 19 R3,209,899.00 YES

Replace Underwater Pressure Drill (560/...) Whole of the Municipality

R52,000.00 YES

282

Mine Water project Woestalleen Hendrina ppln (566/.


R- NO


Whole of the Municipality R827,166.00 YES



R159,518.00 YES

Upgrade Telemetry system (561/...) Whole of the Municipality

R- NO

Storm water Hendrina (542/...) Hendrina R508,204.00 YES



R4,605.00 YES

LV Networks Electrification Kwaza x8 W3 (700/...) Ward 3

R1,029,132.00 YES

Projector & Screen (122/...) Whole of the Municipality

R44,384.00 YES

Replace Tools For Cleaning Buildings (555/...)


R166,578.00 YES

Replace Fences At Reservoirs (561/...) Whole of the Municipality

R747,354.00 YES

Vaalbank WTP Plan & design upgrading of elec (561/)


R97,210.00 YES

Replace tractor at Boskrans WWTW (575/...) Whole of the Municipality

R630,000.00 YES

Camera-(123/...) Whole of the Municipality

R6,974.00 YES

Replace Furniture & Equipment (700/...) Whole of the Municipality

R30,293.00 YES

Fencing Outdoor Equipment (700/...) Whole of the Municipality

R82,736.00 YES



R38,616.00 YES

Bulk filing cabinets: 300 Whole of the Municipality

R25,087.00 YES

Bulk filing cabinets: 300 Whole of the Municipality

R25,087.00 YES



R45,775.00 YES

Replace Street Bins (420/...) Whole of the Municipality

R67,850.00 YES

Replace Sandfilters Kruger Dam (563/...) Whole of the Municipality

R88,526.00 YES

Water Distrib Replace Pipes Villages (567/...) Whole of the Municipality


Disaster Management Workstations/Equipment (515/...


R283,668.00 YES

Feasibility Study Upgrade lang S/station (700/...) Ward 13

R- NO

New Skip Loader Truck (420/...) Whole of the Municipality

R1,524,633.00 YES



R22,646.00 YES

283

6m3 Tipper truck (420/...) Whole of the Municipality

R1,221,350.00 YES

Civil Fleet 3 Ton Crew Cab For Roads (575/...)

Whole of the Municipality R445,077.00 YES

Roads Presidentsrus (543/...) Whole of the Municipality

R3,194,882.00 YES

Storm water Presidentsrus (543/...) Whole of the Municipality

R745,795.00 YES

Replace Tractors (539/...) Whole of the Municipality

R309,540.00 YES

Walk behind Mowers Whole of the Municipality

R66,399.00 YES

New Equipment (542/...) Hendrina R24,772.00 YES

Replace Equipment Kruger dam WTW (563/...)


R114,287.00 YES

Replace Back actor (575/...) Whole of the Municipality

R925,140.00 YES

Replace Equipment (700/...) Whole of the Municipality

R286,136.00 YES

Hendrina substation W3 (700/...) Ward 3 R- NO

Replace Fire Equipment (515/...) Whole of the Municipality

R59,142.00 YES

New Fire Equipment (515/...) Whole of the Municipality

R33,800.00 YES

Develop Park Rural & Low Income Areas (533/...)


R1,999,893.00 YES

Paving & Kerbs Low income areas (540) Whole of the Municipality

R1,269,742.00 YES

Paving & Kerbs Low income areas (540) Whole of the Municipality

R1,269,742.00 YES

Basic Sport Low Income Areas (530/...) Whole of the Municipality

R2,999,996.00 YES

Replace Plant & Equipment (560/...) Whole of the Municipality

R53,200.00 YES

Replace Furniture & Equipment (108/...) Whole of the Municipality

R12,200.00 YES


R3,869.00 YES



R7,894.00 YES

Renewal Laptops (122/...) Whole of the Municipality

R186,507.00 YES

Replace 2 Way Radios (122/...) Whole of the Municipality

R68,625.00 YES

20.5m3 Refuse compactor (420/...) Whole of the Municipality

R3,271,900.00 YES

Replace Compressor (539/...) Whole of the Municipality

R376,650.00 YES

Purchase new vehicle (555/...) Whole of the Municipality

R311,100.00 YES

284

Upgrade Pipeline Vaalbank & Skietbaan (560/...)


R- NO

Replace Plant & Equipment (561/...) Whole of the Municipality

R3,235,706.00 PARTIALLY

Upgrade Rugby stadium lights (530) Whole of the Municipality R673,300.00 YES

LV Networks Replace Stolen Services (700/...)


R- NO

ASCO LV Cables (700/...) Whole of the Municipality

R- NO

MV Replace Stolen Services (700/...) Whole of the Municipality

R- NO

Roads & Storm water Low Income Areas W28 (540/...) Ward 28

R4,114,054.00 YES

Alcohol Testing Equipment (310/...) Whole of the Municipality

R132,125.00 YES

LV Streetlights Main Entrances - W14 (731/...) Ward 14

R- NO

LV High masts Low income areas W2 (731/...) Ward 2

R1,010,002.00 YES

LV High masts Low Income Areas W24 (731/...) Ward 24

R330,000.00 YES


R660,000.00 YES


R999,990.00 YES

Township Development Newtown (502/...) Whole of the Municipality

R- NO


R9,238,208.00 YES


R8,143,884.00 YES


R3,114,903.00 YES

MV Replace Cables W11 (700/...) Ward 11 R- NO


R- NO

LV Streetlights install additional fittingsW21(731) Ward 21

R243,458.00 YES

Replace Venter Test Trailer (750/...) Whole of the Municipality

R1,250,136.00 YES

MV Networks Electrification Newtown W27 (700/...) Ward 27

R2,978,626.00 YES

Steam Cleaner (539/...) Whole of the Municipality

R58,185.00 YES

Equipment & Tools (539/...) Whole of the Municipality

R81,687.00 YES

Sanitation For Newtown X1A (550/...) Whole of the Municipality

R162,500.00 YES

Filing Cabinets (502/...) Whole of the Municipality

R- NO

285

Water network Newtown (560/...) Whole of the Municipality

R1,313,400.00 YES

Replace vehicle (200/...) Whole of the Municipality

R174,551.00 YES

Replace Air Conditioners At Hendrina/Kwaza (154/... Hendrina

R57,116.00 YES

Alarm System Redundant Asset Store (200/...)


R- NO

Township development Kwaza x9 Vaalbank 177I (502/)


R- NO

LV Networks Electrification Newtown W27 (700/...) Ward 27

R1,887,111.00 YES

Upgrading sleeping quarters Presidents water (547/.


R345,228.00 YES

- LV Mhluzi Cables W18 (700/...) Ward 18 R- NO

Replace 88KV Cable (700/...) Whole of the Municipality

R- NO

Fencing Around Main Store Yard (230/...) Whole of the Municipality

R99,000.00 YES

Upgrade Paint Store (230/...) Whole of the Municipality

R168,740.00 YES

Sealing Of Roof (153/...) Whole of the Municipality

R646,687.00 YES

Replace Internal Fencing Service Centre (554/...)


R467,005.00 YES

Carports At Service Centre (554/...) Whole of the Municipality

R162,502.00 YES

New MPCC Somaphepha (161/...) Whole of the Municipality

R1,000,000.00 YES

Upgrade Taxi Ranks Middelburg (557/...) Whole of the Municipality

R- NO

Shelves for the pound: 310 Whole of the Municipality

R35,405.00 YES

Shelves for the pound: 310 Whole of the Municipality

R35,405.00 YES

Filing cabinets: 310 Whole of the Municipality

R39,211.00 YES

Filing cabinets: 310 Whole of the Municipality

R39,211.00 YES

Replace vehicles for roads (575/...) Whole of the Municipality

R449,080.00 YES


R140,552.00 YES


R11,377.00 YES

Furniture & office equipment: 105 Whole of the Municipality

R170,470.00 YES

Furniture & office equipment: 105 Whole of the Municipality

R170,470.00 YES

#N/A Whole of the Municipality

R- NO

286

Upgrade Van Blerk Plein- (533/...) Whole of the Municipality

R599,996.00 YES

Expansion Phumolong Cemetery (505/...) Whole of the Municipality

R449,973.00 YES

Township development Somaphepha (502/...) Whole of the Municipality


Digital Monitoring Measures (311/...) Whole of the Municipality R622,610.00 YES

Halls Generator (161/...) Whole of the Municipality

R1,599,688.00 YES



R2,606.00 YES

Video Camera (121/...) Whole of the Municipality

R19,500.00 YES

Water Distr Replace Water Pipes Mhluzi (560/...)



Water Distribution Move Meters To Street (560/...)


R307,330.00 YES

Upgrade Waste Transfer Station Hendrina (422/...) Hendrina

R171,050.00 YES

Aerial Photos & Pictometry Whole of the Municipality

R473,775.00 YES

Shelves At SCM (230/...) Whole of the Municipality

R38,000.00 YES

Extend Middelburg Landfill Site (430/...) Whole of the Municipality

R5,949,994.00 YES

- Develop New Cemeteries (505/...) Whole of the Municipality

R800,000.00 YES

Replace Garage Doors At Fire Station (515/...)


R538,459.00 YES

Fence at Parks (533/...) Whole of the Municipality

R1,050,000.00 YES

Replacement Machinery & Equipment (540/...)


R105,472.00 YES

Design & construction WWTW (547/...) Whole of the Municipality


Construction of reservoir at Kwaza x9 (571/...)


R328,298.00 YES

Replace Roof At Service Centre (554/...) Whole of the Municipality

R76,000.00 YES

Replace Roofing At Mhluzi HEDC (555/...) Whole of the Municipality

R91,000.00 YES

New 2ml reservoir Rietkuil (567/...) Whole of the Municipality

R- NO

1700062-Water network M/burg mine to Pienaardam (56


R- NO

Replace Stolen Services (Streetlights) (700/...)


R38,485.00 YES

Upgrade Offices & Security (150/...) Whole of the Municipality

R270,160.00 YES

Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...) Ward 12

R59,927.00 YES

287


R39,893.00 YES


R39,894.00 YES


R19,999.00 YES


R19,999.00 YES


R59,926.00 YES


R39,894.00 YES


R19,999.00 YES

HR software & fingerprint readers (141/...) Whole of the Municipality

R164,700.00 YES

Community Halls Reconstruct Stage Floors (161/...)



Township Establishment Rockdale North (502/...)



Replace Roof Fontein Street Cemetery Ablutions (505/..


R435,116.00 YES

Sewerage Network X 33 (550/...) Whole of the Municipality


Boskrans WWTW Phase 2 (552/...) Whole of the Municipality


Upgrade electricity meter at Mhluzi HEDC (555/...)


R100,800.00 YES

Air Conditioner Adelaide Tambo (555/...) Whole of the Municipality

R498,106.00 YES

Water network M/burg x33 (560/...) Whole of the Municipality


Upgrade Skietbaan/Graspan Bulk line (560/...)



Hand terminals for water meter installations (560/..


R- NO

- MV Replace Faulty Equipment (700/...) Whole of the Municipality

R4,177,256.00 YES

Replace current financial system (205/...) Whole of the Municipality



R330,500.00 YES


R330,500.00 YES

Fixed Property Upgrade Electricity HEDC (555/...)


R- NO

Service Centre Upgrade Solid Waste Stores (554/...)


R62,452.00 YES

Replace Roof At Civil Centre (150/...) Whole of the Municipality

R- NO

Replace Floor Covering Civic Centre (150/...) Whole of the Municipality

R- NO

288

Upgrade fence at Middelburg Fire Station (515/...)


R462,770.00 YES

Replace Roller Shutters Service Centre (554/...)


R395,200.00 YES

Upgrade Rest Rooms-(515/...) Whole of the Municipality

R444,998.00 YES

Replace aluminium windows (150/...) Whole of the Municipality

R196,880.00 YES

Fence At Civic Centre (150/...) Whole of the Municipality R619,496.00 YES

New intake substation W3 (700/...) Ward 3 R- NO

Electrical Software Programme (700/...) Whole of the Municipality

R- NO

New Internal Audit Software (108/...) Whole of the Municipality

R57,001.00 YES


R29,950.00 YES

New Trailer For Containers (420/...) Whole of the Municipality

R392,150.00 YES

Guardhouse Rietkuil Waste Transfer Station (422/...)


R- NO

Palisade Gate Dennesig Waste Transfer Station (422/)


R119,500.00 YES

Chlorine Booster station (561/...) Whole of the Municipality

R118,395.00 YES

Water Purification Refurbish Uitkyk Reserve (561/..


R174,079.00 YES

Paving & storm water Vaalbank WTP (561/...) Whole of the Municipality

R447,423.00 YES

Elec Fencing Reservoirs & Pump Stations (564/...)


R230,676.00 YES

Storage Area at Vaalbank WTW (561/...) Whole of the Municipality

R168,563.00 YES

Alarm System at Licensing Offices (300/...) Whole of the Municipality

R9,754.00 YES

Installation of Trellidoors (300/...) Whole of the Municipality

R126,000.00 YES

Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality

R1,300,000.00 YES

Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality

R1,300,000.00 YES



R1,199,900.00 YES



R1,199,900.00 YES

Replace Temba Senamela Stadium Courts (530/...)


R326,700.00 YES

Roads x18 Hope City W11 (540/...) Whole of the Municipality

R6,439,192.00 YES

Storm water Middelburg x18 W11 (540/...) Whole of the Municipality

R1,359,900.00 YES

289

Outfall Sewer Lines Mall &German Dev (550/ Whole of the Municipality

R204,050.00 YES

Storm water Mhluzi W21 (540/...) Ward 21 R2,998,653.00 YES

MV Switching station Newtown W17 (700/...) Ward 17 R3,149,151.00 YES

MV Networks Bulk Connections W23 (700/...) Ward 23 R- NO

MV Networks Bulk Connections W22 (700/...) Whole of the Municipality

R- NO

MV Networks Bulk Connections W21 (700/...) Ward 21 R- NO

Digital Monitoring Measures (311/...) Whole of the Municipality

R345,116.00 YES

New Sign Boards (452/...) Whole of the Municipality

R28,700.00 YES

Replace Street bins (420/...) Whole of the Municipality

R128,700.00 YES

Upgrade pay point x7 (200/...) Ward 24 R423,343.00 YES

Guardhouse Rietkuil Waste Transfer station (422/...)


R222,233.00 YES

Drilling of Boreholes Somaphepha (567/...) Whole of the Municipality

R447,489.00 YES

Refurbish Hendrina WTW (571/...) Whole of the Municipality

R8,606,301.00 YES

Re-instatement of raw water supply line-bulk (566)


R1,391,950.00 YES

Refurbish Hendrina WTW pump station (571) Whole of the Municipality

R4,558,548.00 YES

New Furniture and equipment (200/..) Whole of the Municipality

R26,792.00 YES

New water meters RDP Newtown W17: 560 Ward 17 R251,671.00 YES

Replace furniture & office equipment: 533 Whole of the Municipality

R869.00 YES

Rehabilitation Landfill Site: 430 Middelburg R724,977.00 YES

MV Networks Electrification Kwaza x8 W3 (700/...) Ward 3

R2,877,560.00 YES

Computer Equipment UPS (122/...) Whole of the Municipality

R89,822.00 YES

Storm water Middelburg/Mhluzi W25 (540/...) Ward 25 R699,607.00 YES

T O

290

APPENDIX R – SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS

Service Backlogs: Schools and Clinics 2015/2016

Establishments lacking basic services Water Sanitation Electricity Solid Waste Collection

Schools (NAMES, LOCATIONS)

Middelburg Laerskool x x X x

Laerskool Staatpresident CR Swart x x X x

Kanonkop Laerskool x x X x

Future achievers x x X x

Dennisig Laerskool x x X x

Eastdene Primary School x x X x

Mthombeni Public School x x X x

Zikhuphule Primary School x x X x

Elusindisweni SP School x x X x

Reatlagile LP School x x X x

Mhluzi Lp School x x X x

Laerskool Rietkuil x x X x

Koorenfontein Laeskool

Maziya Primary School x x X x

Hendrina Primary School x x X x

Mvuzo Primary School x x X x

Thushanang HP School x x X x

Tshwenyane HP School x x X x

Makhathini Lp School x x X x

Manyano Lp School x x X x

Arnot Colliety Primary Borehole Biological toilets X x

Mphephethe School x x X x

Tsiki Naledi School x x X x

Eikeboom Primary School x x X x

291

Alex Benjamin Secondary School x x X x

Middelburg Hoerskool x x X x

Tegniese Hoerskool x x X x

Nasaret Combined school x x X x

Kragveld Skool

Steelcrest High School x x X x

LD Moetanelo School x x X x

Eastdene Indian High School x x X x

Kanonkop Hoerskool x x X x

Sofunda Secondary School x x X x

Mpanama Comprehensive High School x x X x

Ekwazini High School x x X x

Hoerskool Hendrina x x X x

Kwazamokuhle Secondary School x x X x

Moses Magagula Christian School x x X x

ST Peters Christian School x x X x

Sozama School x x X x

Nkangala FET College x x X x

Clinics (NAMES, LOCATIONS)

Civic Centre clinic x x X x

Mhluzi Ext 4 (Smunye) clinic x x X x

Mhluzi Ext 6 clinic x x X x

Avalon-Newtown Parkhome x x X x

Nasaret clinic x x X x

Eastdene clinic x x X x

Hendrina Clinic x x X x

Kwazamokuhle clinic x x X x

Newtown clinic x x X x

Doornkop clinic x x X x

Sr Mashiteng Clinic x x X x

Pullenshope Clinic

Midmed Hospital x x X x

Middelburg Hospital x x X x

T P

APPENDIX S – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY

WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR

SERVICE PROVISION

292

Service Backlogs Experienced by the Community where another Sphere of Government is the Service Provider (where the municipality whether or not act on agency basis) Services and Locations

Impact of backlogs

Clinics: Ward 1,4, 6,7,8,11,28 requested clinics. People travelling long distances to access health care.

Housing: Ward 1,2,3,5 ,24,26,29 requested RDPs. Increasing waiting list.

Ward 9,24,29, requested residential stands. Increased demand for land.

Licensing and Testing Centre: Service provided by the Municipality. N/A

Reservoirs Service provided by the Municipality. N/A

Schools (Primary and High):

Requests for primary/high school schools in ward 4,6,10,12,27,28,29.

Sports Fields: Service provided by the Municipality. N/A

APPENDIX T – DECLARATION OF GRANTS MADE BY THE MUNICIPALITY

Declaration of Loans and Grants made by the municipality:

All Organisation or Person in receipt of Loans */Grants* provided by the municipality

Nature of project Conditions attached to funding

Value R' 000

Total Amount committed over previous and future years

2017/2018

BUSINESS LINKAGE.

The centre provides a link to third parties in order to support, advice and assist smmes as well as corporate companies enquires.

Annual and monthly expenditure report must be submitted to the accounting officer of the Municipality.

R300,000 R1,320,000

M/BURG TOURIST INF CENTRUM.

The chamber is incurring monthly expenses in respect of the tourist information centre that are administered for the benefit of the town.


R400,000 R1,350,000

ANIMAL PROTECTION SPCA.

To assist the spca with animal care as part of the Municipality functions.


R850,000 R3,150,000

FOREVER RESORT LOSKOP MARATHON

50km race that starts from steve tshwete Municipal office in Middelburg to loskop dam.

Annual expenditure report must be submitted to the accounting officer of the Municipality.

R45,000 R425,000

293

OPERATIONAL GRANT

Ad hoc grant and support to Municipal recreation club.

Annual expenditure report must be submitted to the accounting officer of the Municipality.

R160,000 R1,173,000

R1,755,000 R7,418,000

* Loans/Grants - whether in cash or in kind T R

APPENDIX U – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER

MFMA S71

All Declaration of returns was made on time.

APPENDIX U – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL

GOVERNMENT

National and Provincial Outcomes for Local Government

Outcome/Output Progress to date(2017/2018) Number or Percentage Achieved

Output: Improving access to basic services:

Water 830 Households provided with new water connections. 830hh

sanitation 706Householdsprovided with new sanitation connections. 706hh

Electricity 546new households were electrified. 546hh

New Roads 8.674km of new roads were constructed. 8.674km

Storm water drainages

7.735km of Storm water was installed. 7.735km

Waste removal 295new households received the service in ward 3,6,17. 295hh

Output: Implementation of the Community Work Programme

Local Economic Development

For the 2017/2018 financial year about R 10 729 886,01was budgeted for on the CWP and the following wards were identified for the implementation; 1, 2,3,4, 5,7, 9 and `29 targeting 1003 participants. The CWP is operating in the social and health, Environment, Agriculture, construction and Education.

1003jobs created

Output: Deepen democracy through a refined Ward Committee model

Public participation 29 Ward committees were established. 29 Ward operational plans were developed. 6 Mayoral Outreaches took place.

100%

Output: Administrative and financial capability

Administrative capabilities

The Municipal organisation structure provides for 1 590 permanent positions. By financial year end, 1414 positions were filled, with a staff turnover of 4.3%.

4.3% turnover

Institutional development

Employees were trained on various trainings. 425

Financial capabilities During the year under review, our budget expectations were not fully

realized. We budgeted for income amounting to R 1 461 661 776 and expenditure of R 1 442 559 808. By the close of our books at the end of

R 157 607 918 Surplus

294

the year, we had obtained an income of R1 258 575 734 (excluding capital grants received and public contributions), and we spent R 1 347 727 101, resulting in a surplus of R 178 125 558. Capital grants & public contributions was R 267 276 926.

Average Payment rate

For the year we achieved an average payment rate in excess of 103% because some residence has paid in advance.

103%

Audit opinion Unqualified with matters audit Opinion from the Auditor-General for 2016/2017.

Unqualified

Capital expenditure Although we did not spend our full annual capital budget, we have been able to maintain our spending to 93% (2017:83%).Serious attempts have to be made to ensure that the entire capital budget is fully spent each year.

93%