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2018-19 



ANNUAL REPORT 


BOJANALA PLATINUM DISTRICT 
MUNICIPALITY 




































CONTENTS 



CHAPTER 1 - MAYOR’S FOREWORD AND EXECUTIVE SUMMARY.5 

EXECUTIVE SUMMARY.8 

1.1. MUNICIPAL MANAGER’S OVERVIEW.8 

1.2. MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW ..9 

1.3. ORGANISATIONAL DEVELOPMENT OVERVIEW 13 

1.4. FINANCIAL HEALTH OVERVIEW.16 

1.5. AUDITOR GENERAL REPORT.17 

1 . 6 . STATUTORY ANNUAL REPORT PROCESS.18 

CHAPTER 2 - GOVERNANCE.19 

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE.19 

2.1 POLITICAL GOVERNANCE.19 

2.2 ADMINISTRATIVE GOVERNANCE.20 

COMPONENT B: INTERGOVERNMENTAL RELATIONS.23 

2.3 INTERGOVERNMENTAL RELATIONS.23 

COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION.26 

2.4 PUBLIC MEETINGS.26 

2.5 IDP PARTICIPATION AND ALIGNMENT.26 

COMPONENT D: CORPORATE GOVERNANCE.27 

2.6 RISK MANAGEMENT.27 

2.7 ANTI-CORRUPTION AND FRAUD.27 

2.8 SUPPLY CHAIN MANAGEMENT.29 

2.9 WEBSITES.30 

CHAPTER 3 - SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART 

I).31 

COMPONENT C: PLANNING AND DEVELOPMENT.35 

3.10 PLANNING 35 

3.11 LOCAL ECONOMIC DEVELOPMENT 36 


Bojanala Platinum District Municipality Annual Report 2018/19 2 








































COMPONENT G: SECURITY AND SAFETY 


36 


3.21 FIRE AND EMERGENCY SERVICES 37 

3.22 DISASTER MANAGEMENT 37 

COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES 46 

3.24 EXECUTIVE COUNCIL 47 

CHAPTER 4 - ORGANISATIONAL DEVELOPMENT PERFORMANCE 
(PERFORMANCE REPORT PART II).54 

COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL.54 

4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES.54 

COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE.55 

4.2 POLICIES.55 

4.3 INJURIES, SICKNESS AND SUSPENSIONS 55 

4.4 PERFORMANCE REWARDS 56 

CHAPTER 5 - FINANCIAL PERFORMANCE 57 

CHAPTER 6 - AUDITOR GENERAL AUDIT FINDINGS. 

COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS Year 
2017/18. 

6.1 AUDITOR GENERAL REPORTS Year 2017/18.60 

COMPONENT B: AUDITOR-GENERAL OPINION YEAR 2018/19. 

6.2 AUDITOR GENERAL REPORT YEAR 2018/19. 

GLOSSARY.72 

APPENDICES.74 

APPENDIX A - COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL 
ATTENDANCE.74 

APPENDIX B - COMMITTEES AND COMMITTEE PURPOSES.76 

APPENDIX C -THIRD TIER ADMINISTRATIVE STRUCTURE.77 

APPENDIX J - DISCLOSURES OF FINANCIAL INTERESTS.78 


Bojanala Platinum District Municipality Annual Report 2018/19 3 


































CHAPTER 9 - AUDIT COMMITTEE REPORT. 80 

CHAPTER 10 - ANNUAL PERFORMANCE REPORT. 81 

CHAPTER 11 - POST AUDIT ACTION PLAN. 

CHAPTER 12 - ORGANISATIONAL STRUCTURE.100 


VOLUME II: ANNUAL FINANCIAL STATEMENTS 


Bojanala Platinum District Municipality Annual Report 2018/19 4 























CHAPTER 1 - MAYOR’S FOREWORD AND EXECUTIVE SUMMARY 




EXECUTIVE MAYOR’S FOREWORD 

Tabling of the annual report 2018/ 2019 is in compliance with Section 127 of the MFMA Act no 56 of 
2003 which deals with submission and tabling of annual reports. According to subsection (2), The 
Mayor of a municipality must, within seven months after the end of the financial year, table in the 
municipal council the annual report of the municipality. 

Sub section (3) further states that if the Mayor, for whatever reason, is unable to table in the council 
the annual report of the municipality, within seven months after the end of the financial year to which 
the report relates, the Mayor must: 

(a) promptly submit to the council a written explanation referred to in section 133(l)(a) setting out 
the reasons for the delay, together with any components of the annual report listed in section 
121 (3) or (4) that are ready; and 

(b) submit to the Council the outstanding annual report or the outstanding components of the 
annual report as soon as may be possible. 

Taking cognizance, the legislative compliance, we also need to take into account a series of 
unfortunate events that transpired during the 2018/2019 financial year. 

The municipality could not finalise the compilation of the annual report and annual financial 
statements timeously, due to the prolonged labour protests as salary payments were delayed in July, 
September and October 2019, respectively. This, had unfortunately led to lost time as employees did 
not report for work. Administration had collapsed, meaning that there were was no human resource 
capacity to work on the compilation beyond reasonable time resulting in limited time for both the 
Annual report and Annual Financial Statements at the appropriate time. 

It is in this spirit that I am stating written reasons to Council in compliance with Section 133(a) of 
the MFMA which states that the Mayor must promptly table in the Council a written explanation 
setting out reasons for the failure to submit Annual Financial Statements to the Auditor-General 
in accordance with Section 126 or tabling of the annual report in accordance with Section 
127(2). 

It gives me a great pleasure to present the Annual Report 2018/ 2019 of Bojanala Platinum District 
Municipality to all stakeholders as an expression of commitment to public participation, service 
delivery, clean accountable government because in the spirit of working together. 


Bojanala Platinum District Municipality Annual Report 2018/19 5 
















ftei 


o 


During the period under review, there are highlights, success, and milestones registered in provision 
of service delivery, against the strategic objectives as set out in the IDP and SDBIP, despite financial 
and governance challenges that the municipality faced. 

This report tracks the Municipality’s operational performance in the context of the priorities reflected in 
its approved five-year Integrated Development Plan (IDP) document and 2018/19 Service Delivery 
and Budget Implementation Plan (SDBIP). It is with great pride to highlight the effort taken by the 
municipality to ensure that the IDP and Budget processes are aligned; that the SDBIP is linked to the 
IDP and that public participation have been done as required by legislation. We are confident that 
through the Integrated Development Plan the municipality will be in a position to deliver services in 
line with constitutional mandate. 

In view of all the basic service delivery backlogs within our district municipality, our municipal officials, 
together with sector departments, have developed strategies and programmes to address the matter. 
The current status of basic services backlog shows a decrease in the number of people who do not 
have access to basic services. With these results to date, it clearly indicates that Bojanala Platinum 
District Municipality will be one of the district municipalities to provide universal access to basic 
services in 2019/20. 

The Municipality recorded progress in achieving objectives in terms of the five key 
performance areas applicable to local government, as are reflected below and outlined in this 
Annual Report: 

• Basic Service Delivery and Infrastructure Development 

• Municipal Transformation and Development 

• Local Economic Development 

• Municipal Financial Viability and Management 

• Good Governance and Public Participation 

Having said this, it is disappointing to note that our audit remains a disclaimer which then challenge 
us to recommit and direct our efforts towards attaining an improved audit opinion 

In March 2019, an amount of R134 million was erroneously transferred into the bank account 
of Bojanala Platinum District Municipality by the Provincial Department of Human Settlement. 
The transferred amount was not appropriated in the approved Budged and disclosed to 
Council and therefore resulted into unauthorised expenditure. As at 30 June 2019, the Council 
had not noted the expenditure report of the aforesaid amount. However, the same amount was 
refunded with the first tranche of equitable share for 2019/ 2020 financial year 


Bojanala Platinum District Municipality Annual Report 2018/19 6 

















o 


During the year, various methods and/or processes were used to increase public awareness on 
service availability engage public in decision making and improve accountability to communities. 

Chapter 4 of the Municipal Systems Act, 2000 compels the municipality to create conditions for 
communities to participate in its affairs. Our District municipality, as a client centred organization, 
values the role of its stakeholders. We have notably benefited from support programmes and 
initiatives by external stakeholders, Magosi of our district, religious groups and sector departments. 


Future actions 

We commit to ensure that there will be functional structures in place to improve institutional capacity 
for sound governance system and to provide efficient council committees and oversight role on 
council matters. The need to revive/ resuscitate intergovernmental relations in pursuit of the newly 
launched Khauleza district based model. We will continue to play oversight role specifically for 
attainment of improved audit outcomes and implementation of the audit improvement action plan in 
the next financial year. Compliance with relevant legislations is very important for us to have solid 
governance and administration, it will therefore be the order of the day in the financial year 

Conclusion 


The achievements reflected in this annual report are a direct result of the combined efforts of the 
political leadership, administrative management and all municipal officials who work tirelessly to 
ensure that the services delivery needs of residents of Bojanala Platinum District Municipality are met. 

In conclusion, I therefore call on Council, the administration and all the residents of the municipality to 
join me on this demanding, challenging, but conquerable journey to make Bojanala Platinum District 
Municipality a better place for all citizens that reside here. 


CLLR. FETSANG MOLOSIWA 
EXECUTIVE MAYOR 


Bojanala Platinum District Municipality Annual Report 2018/19 7 
















EXECUTIVE SUMMARY 


MUNICIPAL MANAGER’S OVERVIEW 

As the Acting Municipal Manager of Bojanala Platinum District Municipality, I hereby present the 
Annual Report for the year 2018/19 Financial Year. Section 46 and 121 (a) of the Local Government: 
Municipal Systems Act, 2000 (Act 32 of 2000), the Local Government : Municipal Finance 
Management Act, 2003 (Act 56 of 2003) as well as the National Treasury Circular 11 issued by the 
Department of Local Government and Human Settlement respectively has given rise to the 
development of this 2018/19 Annual Report. 

The primary purpose of an Annual Report is to:- 

> Provide a record of activities of the District Municipality for the 2018/19 Financial Year 

> Provide a report on the performance against the pre-determined objectives as outlined in the 
approved Service Delivery and Budget Implementation Plan (SDBIP) and the Annual Budget 

> Promote accountability to the residents of the District Municipality for the decisions made 
throughout the financial year by assisting our Councillors, Local Municipalities, the North West 
Provincial Legislature, our district communities and other users of the Annual Report with 
information and achieved progress made on service delivery in general. 

Bojanala Platinum District Municipality is a creature of state, in particular the Constitution of the 
Republic of South Africa, 1996 and thus it must account to its various constituencies and 
stakeholders. 

As a category C municipality with an Executive Mayoral System without demarcated wards, the 
District Municipality of Bojanala is constituted of five Local Municipalities of Moretele, Madibeng, 
Moses Kotane, Rustenburg and Kgetleng-Rivier. 

In terms of the assigned powers and functions, BPDM does not provide basic services but coordinate 
& support, in line with section 88(2) the Municipal Structures Act 117 of 1998, to its local 
municipalities. Within its scope of powers and functions, BPDM provides disaster management and 
firefighting services. 


North West lies in the northern part of South Africa, north - east of the Northern Cape Province, west of 
the Free State Province and Gauteng Province and south of Limpopo Province. It borders Botswana in 
the east. The Geographical size of North West is 105703.4 km 2 . 

North West has excellent regional and intraregional accessibility supported by a system of regional and 
national linkages, providing different levels of mobility within the province. 


Bojanala Platinum District Municipality Annual Report 2018/19 8 















The main concentrations of economic activity provide the regional activity centres, which provide 
collectively the basis for the development of future development corridors and already accommodate a 
strong urbanisation trend. Approximately 63% of the total economic activity of North West is 
concentrated into the 4 local economies of Madibeng, Rustenburg, Mahikeng and Matlosana 
Municipalities. These municipalities represent approximately 50% of the North West population and 
58% of the North West labour force. 

All the main concentrations experienced very low or declining economic growth rates. The population 
growth rates within these concentrations are exceeding the population growth rates by far especially in 
Madibeng (2.4%) and Rustenburg (3.1%). 

Should slow economic growth rates prevail, it can be expected that it will assist in lower incomes and 
GVA’s per capita and higher unemployment. High employment growth rates are however necessary to 
ensure the eradication of poverty. The concentration of economic activities into the 4 municipalities 
supported by the large accessible activity nodes of Madibeng, Rustenburg, Mahikeng and Matlosana 
provides a strong basis for further urbanisation and nuclei for attracting and distributing economic 
development. 

As the Acting Municipal Manager of the District Municipality of Bojanala Platinum, allow me to take this 
opportunity to express my sincerest gratitude to all the staff members for their dedication and 
commitment as none of the achievements would not have been possible without them. 

I would also like to pay a special tribute to the Executive Mayor, Cllr Fetsang Molosiwa and her 
formidable team of Councilors for their leadership, guidance and support during the 2018/19 financial 
year. 


Ms DESIREE TLHOAELE 
ACTING MUNICIPAL MANAGER 


Bojanala Platinum District Municipality Annual Report 2018/19 9 















THE MAP BELOW DEMONSTRATES THE GEOGRAPHICAL LOCATION OF THE FIVE LOCAL MUNICIPALITIES WITHIN THE 
DISTRICT 



Moretel-* LM 


Municipality 


Madibeng LM 


Rustcnburg 


Kgetleng River LM 


Bcla-Bela LM 


x _ 


BOJANALA 

DISTRICT MUNICIPALITY 

SPATIAL 

DEVELOPMENT 

FRAMEWORK 

LOCAL 

MUNICIPALITIES 


I I Bojanaia District 
■—| Metro t Municipal 
*— Boundaries 

■■ Moses Kotane LM 
^B Kgetleng River LM 
■ Rustertburg LM 
IB Madibeng LM 
^B Moretele LM 
^B Nature Reserves 

— Freeways 
- Main Roads 

— - Railway 


Bojanaia Platinum District Municipality Annual Report 2018/19 10 













































I 


1.2 MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW 


MUNICIPAL OVERVIEW 

The Bojanala Platinum District Municipality is strategically located on the North- Eastern side of the 
North West Province. It is a Category C municipality and comprises of five Local Municipalities which 
are Rustenburg Local Municipality, Moses Kotane Local Municipality, Kgetleng-rivier Local 
Municipality, Madibeng Local Municipality and Moretele Local Municipality. 

The population of the Bojanala Platinum District is estimated to be 1 657 148. This is approximately 
44% of the total population of the North-West province. The majority of the area can be classified as 
rural with very low densities that make the provision of basic services very difficult and expensive. 

The more formal urban areas are located in the southern side of the district, these include Rustenburg 
and Brits which are vibrant economic nodes. There are other small noticeable nodes in the southern 
area located in Kgetlengrivier Municipality namely: Koster and Swartruggens. 

MUNICIPAL FUNCTIONS 

The mandate of the municipality, as espoused in Section 152 of the Constitution, is: 

• To provide democratic and accountable government for local communities; 

• To ensure the provision of services to communities in a sustainable manner; 

• To promote social and economic development; 

• To promote a safe and healthy environment; and 

• To encourage the involvement of communities and community organisations in the matters of 
Local Government. 


POWERS AND FUNCTIONS 

84. Division of functions and powers between district and local municipalities- 

(1) A district municipality has the following functions and powers:- 

(a) Integrated Development Planning for the district municipality as a whole, including 
framework for integrated development plans for all municipalities in the area of the district 
municipality. 

(b) Potable water supply systems. 

(c) Bulk supply of electricity, which includes for the purposes of such supply, the 
transmission, distribution and, where applicable, the generation of electricity. 

(d) Domestic waste-water and sewage disposal systems. 

(e) Solid waste disposal sites, in so far as it relates to- 

(i) The determination of a waste disposal strategy; 

(ii) The regulation of waste disposal; 

(iii) The establishment, operation and control of waste disposal sites, bulk waste transfer 
facilities and waste disposal facilities for more than one local municipality in the 
district 

(f) Municipal roads which form an integral part of a road transport system for the area of the 
district municipality as a whole. 

(g) Regulation of passenger transport services. 

(h) Municipal airports serving the area of the district municipality as a whole. 

(i) Municipal health services. 


Bojanala Platinum District Municipality Annual Report 2018/19 11 












(j) Fire fighting services serving the area of the district municipality as a whole, which 
includes:- 

(i) Planning, co-ordination and regulation of fire services; 

(ii) Specialised fire fighting services such as mountain, veld and chemical fire services; 

(iii) Co-ordination of the standardisation of infrastructure, vehicles, equipment and 
procedures; 

(iv) Training of fire officers. 

(k) The establishment, conduct and control of fresh produce markets and abattoirs serving 
the area of a major proportion of the municipalities in the district. 

(l) The establishment, conduct and control of cemeteries and crematoria serving the area of 
a major proportion of municipalities in the district. 

(m) Promotion of local tourism for the area of the district municipality 

(n) Municipal public works relating to any of the above functions or any other functions 
assigned to the district municipality. 

(o) The receipt, allocation and, if applicable, the distribution of grants made to the district 
municipality. 

(p) The imposition and collection of taxes, levies and duties as related to the above functions 
or as may be assigned to the district municipality in terms of national legislation. 


ENVIRONMENTAL OVERVIEW 

LAND USE 

The most significant land uses in the BPDM are the mining, agriculture and tourism industries, 
resulting in much of the land being anthropogenically influenced. Large percentages of the world’s 
chrome and platinum reserves are located in the BPDM, and the mining industry thus dominates the 
economy of the BPDM. Another key sector in the BPDM's economy is the agricultural industry. The 
tourism industry has growth potential, with many natural and cultural resources located within the 
BPDM’s area of jurisdiction. 

AIR QUALITY 

PM10 and S02 levels are consistently high in urban areas. Low air quality levels are especially 
experienced around the mines and other industrial areas in the BPDM. Low-income residential areas 
use coal and/or wood for fuel, further contributing to low air quality in these areas. The protected 
areas and nature reserves are areas of low anthropogenic influence on the air quality in these 
regions. Levels of hexavalent chrome (a pollutant) in the BPDM require monitoring (via the emission 
licence process). 


WATER 

The main river in the BPDM is the Crocodile River, with several of its tributaries and dams 
contributing to the availability of water for use. Rand Water also imports water from the Upper Vaal 
Water Management Area for urban and mining use. A project for the export of water to Modimolle in 
Limpopo Province is scheduled in the near future and must be considered in the available water 
quantity in the BPDM area. Groundwater resources, the quality of which are good-moderate, are used 
by the agricultural and rural communities. However, the salinity of groundwater resources is high due 
to the agricultural activities. Return flows from Gauteng that contain sewage pollution and acid mine 
drainage water have a major negative effect on the water quality in the BPDM’s area. Eutrophication 
also adds to the issues surrounding water quality, resulting in further impacts on the recreational 
potential of the water resources within the BPDM's area. 

Klipvoor Dam is located 55km north of Brits, North West. The main purpose of the dam is to serve for 
irrigation and its hazard potential has been ranked as high. 


Bojanala Platinum District Municipality Annual Report 2018/19 12 











Hartbeespoort Dam is situated in the North West Province, it lies in a valley to the south of the 
Magaliesberg mountain range and north of the Witwatersberg mountain range, about 35km west of 
Pretoria. The dam has suffered from a hypertrophic state since the early 1970s resulting from high 
concentrations of phosphates and nitrates in the Crocodile River, the major inflow. The extreme level 
of eutrophication is evident in excessive growth of microscopic algae. Mismanagement of waste water 
treatment from urban zones within the Hartbeespoort Dam catchment area are largely to blame. The 
dam also supplies irrigation water to farmlands. 


BIODIVERSITY 

The BPDM is dominated by the savannah biome (74% of the BPDM is still in a natural condition), but 
a small section of the grassland biome is represented. Of the 23 vegetation types, five are vulnerable, 
two are endangered, three are wetland types and 13 are least concerned. Six nature reserves form 
the majority of the 6.3% of officially protected areas in the BPDM. There are 3,731 wetlands, which 
cover 23,960 hectares. Of the 78 red data listed species, 14 are plants, six are mammals, 41 are 
birds, nine are invertebrates, five are herpetofauna and three are fish species. 


J 


Bojanala Platinum District Municipality Annual Report 2018/19 13 











1.3 ORGANISATIONAL DEVELOPMENT OVERVIEW 


ORGANISATIONAL DEVELOPMENT PERFORMANCE 

In terms of the South African Local Government Bargaining Council’s collective agreement, 
employees are entitled to Medical Aid, Pension Fund/Gratuity Fund, Housing Subsidy/Rental Subsidy, 
Bursary Fund and Travelling and Allowance. Though some benefits accrue on the basis of the 
collective agreement referred to above, some benefits e.g. bursaries are benefits accorded to 
employees by virtue of Council’s own discretion. 

In terms of the Employment Equity Act, 1998, the Municipality has in its employ 178 males and 168 
females. Out of 351 workforce (employees), 5 males and 2 females were at the management 
echelon, 52 males in middle management, 50 females in middle management, 98 male professionals, 
74 female professionals, 15 males semi-skilled, 13 females semi-skilled, 4 males unskilled and 17 
females unskilled, 8 males temporary and 14 females temporary 

Personnel 

During the year under review 2018/19, Bojanala Platinum District Municipality had 54 vacant 
positions. 

The following BPDM employees were appointed in 2018/19 financial year: 


No. 

NAME & SURNAME 

DESIGNATION 

GENDER 

EMPLOYMENT 

DATE 

1 . 

T Lenake 

Director HES 

M 

2019/01/01 

2. 

FM Temba 

Secretary to MMC 

F 

2019/01/01 

3. 

BM Makganye 

Director EDTAR 

F 

2019/01/01 

4. 

TB Dikgole 

PMS Coordinator 

F 

2019/01/01 

5. 

B Mmope 

General Worker (Cleaner) 

F 

2019/01/01 

6. 

Gl Kekana 

Executive Secretary 

F 

2019/04/01 

7. 

ME Ngwasheng 

Manager Legal Services 

M 

2019/05/01 


Bojanala Platinum District Municipality Annual Report 2018/19 14 






















The following BPDM employees were promoted during 2018/19 financial year 


No. 

NAME & SURNAME 

DESIGNATION 

GENDER 

PROMOTION DATE 

1. 

KH Mpete 

HR Manager 

M 

2019/01/01 

2. 

G Rangata 

Station Officer 

M 

2019/0/01 

3. 

K Molusi 

Senior EHP 

F 

2019/01/01 

4. 

M Modise 

Station Officer 

M 

2019/01/01 

5. 

MS Tsheole 

Senior EHP 

M 

2019/01/01 

6. 

M Sedio 

Station Officer 

F 

2019/01/01 

7. 

D Khunou 

Chief Fire Officer 

M 

2019/01/01 

8. 

B Makgae 

Station Officer 

M 

2019/01/01 

9. 

F Modibane 

Station Officer 

M 

2019/01/01 


The following BPDM employees resigned in 2018/19 financial year 


No. 

NAME & SURNAME 

DESIGNATION 

GENDER 

RESIGNATION 

DATE 

1. 

BR Motebele 

Creditors Clerk 

M 

2018/12/31 

2. 

HM Papa 

BPDM Intern 

M 

2019/03/01 

3. 

ME Motlhaga 

BPDM Intern 

F 

2018/12/31 

4. 

RT Phetoe 

BPDM Intern 

F 

2019/05/31 

5. 

SM Ramoshoana 

BPDM Intern 

F 

2019/05/31 

6. 

TB Dikgole 

Executive Secretary 

F 

2018/12/31 

7. 

F Mapela 

Manager Office of the Single Whip 

F 

2018/08/31 


The following BPDM employees’ contracts expired during 2018/19 financial year: 


No. 

NAME & SURNAME 

DESIGNATION 

GENDER 

EXPIRY DATE 

1. 

GT Lenake 

Director HES 

M 

2018/07/31 

2. 

OS Boitseng 

Director EDTAR 

M 

2018/07/31 


Bojanala Platinum District Municipality Annual Report 2018/19 15 












































The following BPDM employees retired during 2018/19 financial year: 


No. 

NAME & SURNAME 

DESIGNATION 

GENDER 

RETIREMENT DATE 

1 . 

JB Belgrove 

Chief Environmental Officer 

M 

2018/10/31 

2. 

TN Mbuqa 

Driver 

M 

2019/02/28 


The following BPDM employees were suspended during 2018/19 financial year: 


No. 

NAME & SURNAME 

DESIGNATION 

GENDER 

PERIOD OF 
SUSPENSION 

1. 

Nontozelizwe J. 

Masekwane 

Manager - Municipal Health Services 

F 

15/10/2018 

14/04/2019 

2. 

Thapelo B. Mfolwe 

Leading Fire Fighter 

M 

21/01/2019 

20/04/2019 

3. 

Neo L. Moloisane 

Senior Fire Fighter 

F 

21/01/2019 

20/04/2019 


Skills Development 

In line with the Skills Development of the institution. It is also a legislative requirement that Workplace 
Skills Plans and Annual Training Reports be submitted to LGSETA by 30 June each year. 

In order to comply with the Skills Development Act, 1998 the BPDM conducted training for personnel 
in the following areas: 


NO 

TRAINING/COURSE NAME 

NUMBER OF ATTENDANTS 

1 

Disaster Risk Management 

3 

2 

Records Management 

3 

3 

Events Safety Management 

1 

4. 

Records Management for the Public Sector 

3 

5. 

Environmental Management Training 

1 

6. 

Pay Day Training 

5 

7. 

Pump Driver Operator Course 

9 

8. 

Municipal Finance Management Programme 

5 

9. 

South African Sign Language 

1 

10. 

Scuba Diving 

6 


Bojanala Platinum District Municipality Annual Report 2018/19 16 







































1.4 FINANCIAL HEALTH OVERVIEW 


Financial Overview: Year 2018/19 

R’000 

Details 

Original Budget 

Adjustment Budget 

Actual 

Income: 




Grants 




Taxes, Levies and tariffs 




Other 




Sub Total 




Less: Expenditure 




*Note: surplus/(deficit) 





Operating Ratios 

Detail 

% 

Employee Cost 


Repairs & Maintenance 


Finance Charges & Impairment 





Bojanala Platinum District Municipality Annual Report 2018/19 17 






























1.5 AUDITOR GENERAL REPORT 


AUDITOR GENERAL REPORT: YEAR 2018/19 


Bojanala Platinum District Municipality Annual Report 2018/19 18 














1.6 STATUTORY ANNUAL REPORT PROCESS 


No 

Activity 

Timeframe 

1 

Consideration of 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 4th quarter Report for previous financial year 

4 

Submit draft Annual Report to Internal Audit and Auditor-General 

5 

Municipal entities submit draft annual reports to MM 

6 

Audit/Performance committee considers draft Annual Report of municipality and 
entities (where relevant) 

August 

8 

Mayor tables the unaudited Annual Report 

9 

Municipality submits draft Annual Report including consolidated annual financial 
statements and performance report to Auditor General 

10 

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

11 

Auditor General audits Annual Report including consolidated Annual Financial 
Statements and Performance data 

September - 
November 

12 

Municipalities receive and start to address the Auditor General’s comments 

January 

13 

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

14 

Audited Annual Report is made public and representation is invited 

15 

Oversight Committee assesses Annual Report 

16 

Council adopts Oversight report 

March 

17 

Oversight report is made public 

18 

Oversight report is submitted to relevant provincial councils 

19 

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

March 



Bojanala Platinum District Municipality Annual Report 2018/19 19 
































CHAPTER 2 - GOVERNANCE 


POLITICAL AND ADMINISTRATIVE GOVERNANCE 
2.1 POLITICAL GOVERNANCE 


POLITICAL STRUCTURE 

EXECUTIVE MAYOR 
Cllr. Fetsang Molosiwa 

SPEAKER 

Cllr. Asnath Molekwa 

SINGLE WHIP 
Cllr. Simon Klaas 

MAYORAL COMMITTEE/ EXECUTIVE COMMITTEE 

MMC: Technical Services 
Cllr. Lucky Madiba 

MMC: Environmental Health Services 
Cllr. Violet Maluleka 

MMC: Special Projects 
Cllr. Nontlanganiso Gwegwe 

MMC: Budget and Treasury 
Cllr. Beverly Mantsho 

MMC: Local Economic Development 
Cllr. Lucky Moate 

MMC: Community Development Services 
Cllr. Jacob Kgarimetsa 

MMC: Agriculture and Rural Development 
Cllr. Dotty Tlabyane 

MMC: IDP/PMS, Monitoring and Evaluation 
Cllr. Nicholas Rakolle 


MMC: Corporate Support Services 
Cllr. Matshidiso Papa 

MMC: Sports, Arts and Culture 
Cllr. Vincent Moche 


Bojanala Platinum District Municipality Annual Report 2018/19 20 













COUNCILLORS 


BPDM has 70 Councillors and has 14 full time Councillors, 56 part-time Councillors and 10 Magosi. 

Appendix A is a full list of Councilors 

Appendix B sets out committees and committee purposes. 

POLITICAL DECISION-MAKING 

Political decisions are made through the Department tabling an item to the Portfolio Committee which 
is chaired by the Member of Mayoral Committee responsible for that Portfolio. The item is then 
recommended to the Mayoral Committee which is chaired by the Executive Mayor which then 
recommends the item to the Council meeting which is chaired by the Speaker. The Council then takes 
a resolution on the items. 

During 2017/18 financial year Council took 53 Resolutions and all resolutions were implemented 
100% 


2.2 ADMINISTRATIVE GOVERNANCE 


INTRODUCTION TO ADMINISTRATIVE GOVERNANCE 

Note: MFMA section 60 (b): The Municipal Manager of a municipality is the accounting officer of the municipality 
for the purposes of this Act and must provide guidance on compliance with this Act to political structures; political 
office bearers , and officials of the municipality and any entity under the sole or shared control of the municipality. 

Roles of Municipal Manager 

The Municipal Manager must advise the political structures and office-bearers. Particular issues 
where the municipal manager must render advice are: 

• financial matters (eg financial considerations to proposed policies); 

• issues related to the internal administration, such as human resources matters; 

• policy matters; and 

• legal and technical matters; 

The administration and implementation of the municipality’s by-laws as well as the implementation of 
national and provincial legislation or assigned legislation is the responsibility of the municipal 
manager. When the council has passed a by-law, the Municipal Manager must ensure that: 

• any structures, processes or mechanisms, provided for in the by-law are established; and 

• the by-law is enforced through the sectoral functionaries of the municipality or, if necessary, the 
applicable courts of law 

The Municipal Manager must manage the communication between the political structures and office¬ 
bearers and the administration (s 55(1 )(j)). Instructions, queries and other communications from 
council, committees, the (executive) mayor or the speaker to the administration cannot bypass the 
municipal manager’ office because the municipal manager is accountable for the entire municipal 
administration. 

Section 6(2) specifies these further and instructs the administration, for example, to take measures to 
prevent corruption, to give members of the community full and accurate information about the level 
and standard of service they are entitled to receive and about the (persons in charge of) municipal 


Bojanala Platinum District Municipality Annual Report 2018/19 21 













management. The Municipal Manager must see to the implementation of these principles in his or her 
administration. As head of the administration, the Municipal Manager is responsible, subject to the 
policy directions of the council, for the formation and development of an economical, effective, 
efficient and accountable administration that is equipped to implement the IDP, operates within the 
municipality’s performance management system and is responsive to the needs of the local 
community to participate in municipal affairs (s 55(1)). Section 51 further states that the municipality 
must hold the Municipal Manager accountable for the overall performance of the administration (s 
51 (i)). When the Systems Act says that the municipality holds the Municipal Manager accountable, 
the onus is firstly on the council to hold the Municipal Manager accountable. Section 55(1) makes the 
Municipal Manager’s responsibility subject to the policy directions of the council: the Municipal 
Manager is not responsible for the policy, but for its implementation. 

Roles of Directors 


The Directors must advise the Municipal Manager and the Political Head of their Department.. 
Particular issues where the Director must render advice are: 

• financial matters (eg financial considerations to proposed policies); 

• issues related to the internal administration, such as human resources matters; 

• policy matters; and 

• legal and technical matters; 


Directors are also responsible for implementing the Service Delivery and Budget Implementation Plan 
of the organization. They are also responsible for the following: 

• Reporting regularly to the Accounting Officer on the performance of their respective 
departments; 

• Reporting to the Portfolio Committee on the performance and activities of their respective 
departments; 

• Responsible for managing the budget of their respective departments; 

• Responsible for managing the performance of their departmental staff; 

• Responsible for the implementation of the organisation’s policies in their respective 
departments. 

• Responsible for signing a performance agreement with the Accounting Officer. 

TOP ADMINISTRATIVE STRUCTURE 
TIER 1 

MUNICIPAL MANAGER 
Mr. Pogiso Shikwane 

TIERS 2 AND 3 

CHIEF FINANCIAL OFFICER 
Ms. Olga Leslina Ndlovu 

ACTING DIRECTOR: CORPORATE SUPPORT SERVICES 
Ms. Mildred Mmabatho Tshukudu 

DIRECTOR: TECHNICAL SERVICES 

Mr. Amos Khumalo 


Bojanala Platinum District Municipality Annual Report 2018/19 22 












DIRECTOR: COMMUNITY DEVELOPMENT SERVICES 
Ms. Gladys Mahlangu 

DIRECTOR: HEALTH AND ENVIRONMENTAL SERVICES 
Mr. Tshepo George Lenake 

DIRECTOR: ECONOMIC DEVELOPMENT,TOURISM, AGRICULTURE, MINING 

AND RURAL DEVELOPMENT 
Ms. Beauty Makganye 


Bojanala Platinum District Municipality Annual Report 2018/19 23 











INTERGOVERNMENTAL RELATIONS 


INTRODUCTION TO CO-OPERATIVE GOVERNANCE AND INTERGOVERNMENTAL RELATIONS 
2.3 INTERGOVERNMENTAL RELATIONS 

PROVINCIAL INTERGOVERNMENTAL STRUCTURE 


STRUCTURE 

COMPOSITION 

Home Affairs Forum 

This structure is constituted by all the Chief Whips from the various 
municipalities in the District area, Local Home Affairs stakeholders, 
Home Affairs Managers from the District service points and IEC. It is a 
political structure chaired by the District Chief Whip and can be 
attended by any stakeholder per invitation of the Chairperson. 

Roads Infrastructure Forum 

This is a technical structure constituted by all the Technical Services 
Directors and/or Roads and Stormwater Managers from all local 
municipalities in the District area. It is chaired by the Public Works 
Department and issues of roads infrastructure and management are 
discussed and any stakeholders attend per invitation. 

MIG Forum 

This is a technical structure constituted by all the Technical Services 
Directors and/or Managers from all local municipalities in the District 
area. It is chaired by the COGTA and issues of bulk services, 
backlogs and usage of MIG are discussed and any stakeholders 
attend per invitation. 

Electrification Forum 

This is a technical structure constituted by all the Technical Services 
Directors and/or Electricity Managers from all local municipalities in 
the District area. It is chaired by COGTA and issues of bulk services 
and backlogs are discussed and any stakeholders like ESKOM attend 
per invitation. 

North West Department of 
Rural, Environment and 
Agricultural Development 

Forum 

This is a technical structure constituted by all the Mining Houses and 
District Municipalities within the province. It is chaired by the Provincial 
Department, mostly air quality related matters within the province are 
discussed and any other stakeholders attend per invitation. 


Bojanala Platinum District Municipality Annual Report 2018/19 24 


















DISTRICT INTERGOVERNMENTAL STRUCTURES 


STRUCTURE 

COMPOSITION 

Intergovernmental Relations 
Forum 

This is a Political Structure attended by all the Executive Mayors in the 
District area. It is chaired by the District Executive Mayor and is 
convened quarterly. Municipal Managers or Senior Managers are likely 
to be invited to present reports to this Forum. Any other stakeholders 
may be part of the session per invitation by the Chairperson. 

IDP Representative Forum 

The IDP Rep Forum is a consultative structure aimed at ensuring 
integration of government programmes in the District. It is chaired by the 
District Executive Mayor and is attended by all Local Municipalities, 
Sector Departments and social partners of the District Municipality. The 
sittings of the IDP Rep Forum are in line with the adopted IDP Process 
Plan. 

Municipal Manager’s Forum 

This is a technical structure aimed at giving support to the District 
Intergovernmental Relations Forum. It is attended by all the Municipal 
Managers in the District area and chaired by the District Municipal 
Manager. Any other Senior Manager or relevant stakeholder may be 
invited to the meetings depending on the agenda of the day. COGTA, 
SALGA, DWA, ESKOM, etc are some of the key stakeholders in the 
functionality of the structure. 

IDP & PMS Manager’s Forum 

To ensure the credibility of our IDPs, it calls for our IDP managers, PMS 
managers and all planners in our District to meet regularly. These 
meetings are co-ordinated and chaired by the District IDP Manager. 

CFO’s Forum 

This is also a technical structure aimed at ensuring prudent financial 
management among our municipalities. Issues of common interest like 
the operation clean audit and any other best practices are shared in this 
forum. The structure is chaired by the District Chief Financial Officer and 
is attended by all the CFO’s in the District area and Sector Departments 
like COGTA, Provincial and National Treasury. 

District Whippery Forum 

This structure is constituted by all the Portfolio Whips (Chairpersons) 
from the various municipalities in the District area. It is a political 
structure chaired by the District Whip and can be attended by any 
stakeholder per invitation of the Chairperson like Home Affairs, 
Dermacation Board, IEC etc. 

District Chief Whip’s Forum 

This structure is constituted by all the Chief Whips from the various 
municipalities in the District area. It is a political structure chaired by the 
District Chief Whip and can be attended by any stakeholder per 
invitation of the Chairperson. 

Councilors Caucus Forum 

This structure is constituted by all the Councillors from the District 
Municipality. It is a political structure chaired by the District Chief Whip 
and can be attended by any stakeholder per invitation of the 
Chairperson. 


Bojanala Platinum District Municipality Annual Report 2018/19 25 





















STRUCTURE 

COMPOSITION 

District Speakers Forum 

This structure is constituted by all the Speakers from all the local 
municipalities and the district municipality. It is a political structure 
chaired by the District Speaker and can be attended by any stakeholder 
per invitation of the Chairperson. 

Technical Task Team 

This is a technical structure constituted by all the Technical Services 
Directors from all local municipalities in the District area. It is chaired by 
the District Technical Services Director and issues of bulk services are 
discussed and any stakeholders attend per invitation. 

District Water and Sanitation 
Forum 

This is a technical structure constituted by all the Technical Services 
Directors or Water & Sanitation Managers from all local municipalities in 
the District area. It is chaired by the District Technical Services Director 
and issues of bulk services are discussed and any stakeholders attend 
per invitation. 

District ICT Forum 

This is a technical structure constituted by all the IT Managers, GIS 
personnel and Communication Managers from all local municipalities in 
the District area. It is chaired by the District IT Manager and issues of 
ICT are discussed and any stakeholders attend per invitation. 

District Communications 

Forum 

This is a technical structure constituted by all the Communication 
Managers from all local municipalities in the District area. It is chaired by 
the District Communications Manager and issues of Communications 
and media related issues are discussed and any stakeholders attend per 
invitation 

Disaster Management 

Advisory Forum 

This structure is constituted by the District Senior Managers, Local 
Disaster Management Heads of Centres, Researchers, Business 
Forums, Faith Based Organisations, NGOs, Traditional Leaders, Private 
Sectors and Parastatals. It is chaired by the District Management Head 
of Centre and any stakeholders attend per invitation. 

District Transport Forum 

This structure is constituted by taxi operators, meter taxi operators, bus 
operators, local traffic department, transport officials from the District 
and Local Municipalities and Provincial Department. It is chaired by the 
MMC for Community Development Services and can be attended by any 
stakeholders per invitation by the Chairperson. 


Key to the success of the municipality is the manner in which it relates with a myriad of stakeholders 
particularly in the private sector as well as its relations with other government institutions. 


One of the most critical issues underpinning government’s success to implement service delivery 
programmes is a strong inter-governmental relations system which has to be supported by a sound 
stakeholder relations programme across all spheres. It is a requirement that all the spheres of 
government execute their work in an integrated way that benefits the people of the country. The 
purpose of this programme is therefore to ensure that there is synergy, alignment and harmonisation 
in the planning processes as well as in the delivery of services across the three spheres of 
government (National, Provincial and Local). There are a number a structures established in the 
District that play a very critical role in ensuring that government programmes and service delivery 
priorities are achieved in an integrated way. 


Bojanala Platinum District Municipality Annual Report 2018/19 26 





















PUBLIC ACCOUNTABILITY AND PARTICIPATION 


OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION 

Note: MSA section 17 (2): requires a municipality to establish and organise its administration to facilitate a culture 
of accountability amongst its staff. Section 16 (1): states that a municipality must develop a system of municipal 
governance that compliments formal representative governance with a system of participatory governance. 
Section 18 (a) - (d): requires a municipality to supply its community with information concerning municipal 
governance, management and development. 

The District Municipality has a structured public participation’s programme. The public participation 
interface happens in the following ways: 

• Council Meetings 

The District Council held five (5) Ordinary Council and five (5) Special Council meetings where the 
council reports were debated and concluded. 


Council meeting 

Date 

Venue 

Special Council Meeting 

26 July 2018 

Council Chamber 

Special Council Meeting 

17 August 2018 

Council Chamber 

Ordinary Council Meeting 

06 December 2018 

Council Chamber 

Ordinary Council Meeting 

31 January 2019 

Council Chamber 

Special Council Meeting 

08 February 2019 

Council Chamber 

Ordinary Council Meeting 

28 February 2019 

Council Chamber 

Ordinary Council Meeting 

04 April 2019 

Council Chamber 

Special Council Meeting 

02 May 2019 

Council Chamber 

Ordinary Council Meeting 

30 May 2019 

Council Chamber 

Special Council Meeting 

28 June 2019 

Council Chamber 


2.5 IDP PARTICIPATION AND ALIGNMENT 


IDP Participation and Alignment Criteria 

Yes/No 

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

Yes 

Does the IDP have priorities, objectives, KPIs, development strategies? 

Yes 

Does the IDP have multi-year targets? 

Yes 

Are the above aligned and can they calculate 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 stipulated time frames? 

Yes 


Bojanala Platinum District Municipality Annual Report 2018/19 27 





































CORPORATE GOVERNANCE 


2.6 RISK MANAGEMENT 


RISK MANAGEMENT 

Risk management is a systematic process that is used to identify, evaluate and address risks on a 
continuous basis before such risks can impact negatively on the service delivery capacity of the 
Bojanala Platinum District Municipality. When properly executed risk management provides 
reasonable assurance that the institution will be successful in achieving its goals and objectives. 

The municipality has reviewed and approved a risk management policy which is the foundation for a 
continuous risk assessment process and for management monitoring of risks on an ongoing basis. 

The following top five risks of the municipality were identified for which management action plans 
were proposed: 

1. Inadequate systems in place to monitor budgets and prevent unauthorized expenditure 

2. Non-market related project costs / prices 

3. VAT assets not recovered sufficiently 

4. Non compliance to National Archives Records Act 

5. Management of Assets, register and valuation 


2.7 ANTI-CORRUPTION AND FRAUD 


FRAUD AND ANTI-CORRUPTION STRATEGY 

BPDM subscribes to the principles of good corporate governance, which require the conducting of 
business in an honest and transparent manner. Consequently Bojanala Platinum District Municipality 
is committed to fighting fraudulent behavior at all levels within the organization. 

The Fraud and Anti-corruption Strategy is premised on the organisation’s core ethical values driving 
the business of BPDM, the development of its systems, policies and procedures, interactions with the 
public and other stakeholders, and even decision-making by individual managers representing the 
organization. 

This means that in practice all municipalities, departments and other business units of BPDM and 
every external stakeholders have used the Strategy as the point of reference for their conduct in 
relation to Bojanala Platinum District Municipality. 

The policy of BPDM is zero tolerance to fraud and corruption. In addition, all fraud and corruption 
cases are investigated and followed up by the application of all remedies available within the full 
extent of the law and the implementation of appropriate prevention and detection controls. There 
prevention controls include the existing financial and other controls and checking mechanisms as 
prescribed in various legislation, policies and procedures of BPDM. It is the responsibility of all 
employees to immediately report all allegations or incidents of fraud and corruption to their immediate 
manager. All managers are responsible for the detection, prevention and investigation of fraud and 


Bojanala Platinum District Municipality Annual Report 2018/19 28 














corruption and report all incidents and allegations of fraud and corruption to the Municipal Manager. 
The Municipal Manager initiates an investigation into the matter. 

When employees wish to report allegations of fraud and corruption anonymously, they contact the 
Municipal Manager and/or the Internal Audit Unit directly. Any fraud and corruption committed by an 
employee or any other person is pursued through investigation and to the full extent of the law, 
including (where appropriate) consideration of: 

• In case of employees, taking disciplinary action within a reasonable period of time after the 
incident; 

• Instituting civil action to recover losses; 

• Initiating criminal prosecution by reporting the matter to the SAPS or any other relevant law 
enforcement agency; and 

• Any other appropriate and legal remedy available. 

Managers are required to ensure that losses or damages suffered by BPDM as a result of all reported 
acts committed or omitted by an employee, or any other person are recovered from such an 
employee or other person if he or she was found to be liable for such losses. Fraudulent and 
corruption awareness campaigns were done by means of newsletters, information notices and 
presentations by guest/specialist speakers. Policies, processes and systems were implemented and 
the Municipality has direct control and is held to account with the trend towards greater corporate 
responsibility and the conduct of business within acceptable ethical standards. Transparency, 
accountability and openness are embedded in reporting and disclosure of information, both 
operational and financial to all stakeholders. 

Councilor’s and employee’s work was governed by the municipality’s rules, regulations and 
procedures and the Codes of Conduct for employees and Councillors to which they were expected to 
abide by, which included guidelines on gifts, professional and personal behavior and conflicts of 
interest. Segregation of duties exists within the procurement function and politicians are excluded 
from procurement and tender processes. 

An Internal Audit Unit exists within BPDM under the control and direction of an Audit Committee. A 
risk based plan is compiled whereby audits are planned and executed. Furthermore, the Internal Audit 
reports on matters relating to: 

• Internal Control 

• Accounting procedures and practices 

• Risk and risk management 

• Loss control 

• Compliance with applicable legislation 


Bojanala Platinum District Municipality Annual Report 2018/19 29 












2.8 SUPPLY CHAIN MANAGEMENT 


OVERVIEW OF SUPPLY CHAIN MANAGEMENT 

BPDM adopted and approved a Supply Chain Management Policy outlining the process and 
procedures for the acquisition of goods and services by way of quotations or competitive bidding 
process, often referred to as the Procedure Manual for Supply Chain Management. 

The Procedure Manual also provides the process followed when appointing members of Bid 
Committees and provides for the delegation of authority by the Accounting Officer only under certain 
circumstances and accountability and reporting is highly emphasized, the oversight role played by 
Council, it also forms part of the policy. 

The Procedure Manual also provides certain requirements for the procurement of goods and/or 
services from other organs of state or through transversal contracts, the appointment of consultants, 
including banking services. 

It outlines on how deviations from the normal procurement processes, including how the consideration 
of unsolicited bids must be handled and further provides for ways to combat the abuse of the Supply 
Chain Management system. 

The policy further provides for a system on demand management, acquisition management, logistics 
and disposal management as well as risk and performance management. 

The Procedure Manual or policy further prohibits the awarding of contracts to certain categories of 
persons in line with the MFMA and Municipal Supply Chain Regulations. 

Ethical standards are part of the policy and detail how Supply Chain Practitioners, role players and 
officials must conduct themselves when dealing with supply chain issues which are not limited to 
procurement alone, but include other issues of competition, fair dealing, value of money, effectiveness 
as well as cost effectiveness as is required by the Constitution of the Republic. 

The declaration of interest is emphasized and awarding to persons whose tax matters are not in order 
is not permissible. 

The Supply Chain Management Policy is reviewed when there are policy changes as its 
implementation as Supply Chain is a highly regulated environment. 


Bojanala Platinum District Municipality Annual Report 2018/19 30 










2.9 WEBSITES 


Municipal Website: Content and Currency of Material 

Documents published on the Municipality’s website 

Yes/No 

Publishing Date 

Current annual and adjustments budgets and all budget-related 
documents 

Yes 

June 2019 

All current budget-related policies 

Yes 

June 2019 

The previous annual report (Year-2017/18) 

Yes 

January 2019 

The annual report (Year - 2018/19) to be published 

Yes 

January 2020 

All current performance agreements required in terms of Section 57(1 )(b) 
fo the Municipal Systems Act (Year 2018/19) 

Yes 

July 2018 

All service delivery agreements 

No 

Not Applicable 

All long-term borrowing contracts 

No 

Not Applicable 

All supply chain management contracts above a prescribed value (give 
value) 

No 

Not Applicable 

An information statement containing a list of assets over a prescribed 
value that have been disposed of in terms of Section 14(2) or (4) 

No 

Not Applicable 

Contracts agreed in Year 0 to which subsection (1) of Section 33 apply, 
subject to subsection (3) of that Section 

No 

Not Applicable 

Public-private partnership agreements referred to in Section 120 made in 

No 

Not Applicable 

All quarterly reports tabled in the Council in terms of Section 52(d) during 
Year 2018/19 

Yes 

Quarterly 

(2018/19) 


COMMENT MUNICIPAL WEBSITE CONTENT AND ACCESS: 

BPDM has an active website that was developed within the government framework. It is a 
communication tool that seeks to attract people from different races and cultures. It is an electronic 
strategic tool that portrays to the world who we really are and where are we situated in the continent. 
In our website we also feature the links to the websites of our 5 local municipalities which are in our 
jurisdiction. 

It is against this background that we are treating the website with the significance it deserves. The 
information that is uploaded on the website is obtained from BPDM's different departments and is 
posted to the relevant positions on the site. 

The website is managed by the IT and Communications units and is normally updated as and when 
there is information and service delivery related programmes that have unfolded. The municipal 
website is www.boianala.qov.za 


Bojanala Platinum District Municipality Annual Report 2018/19 31 



























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


INTRODUCTION 

This report reflects on the performance of BPDM for the 2018/19 Financial Year in terms of the 
implementation of its strategies and objectives. 

The first section, i.e Introduction, gives an overview of the Vision and Mission of the District 
Municipality and a brief reference to the legislative and policy framework in terms of which this report 
is compiled. 

Section 2 reflects on the performance highlights of the Municipality for the specific year. 

An overview of the processes which lead to the compilation of the strategy (IDP), the allocation of 
financial resources for the implementation thereof, the alignment of the organisation with the strategy, 
as well as the implementation plan (SDBIP) is provided in Section 3 

Section 4 presents the contents of the strategy - the goals of the institution, the strategic objectives 
and organisational programmes in terms of each of these strategic objectives, indicators set for the 
measurement of the performance on each programme and targets set in terms of these indicators. It 
further reflects on the Key Performance Areas of Local Government and the outcome indicators 
identified for evaluation of the impact of the organisational programmes. 

The detailed information on the performance of the Municipality on the organisational programmes is 
provided in Section 5, structured in tabular format in terms of each indicator. 

Section 6 concludes the report with recommendations for improvement of performance of the 
Municipality in terms of the implementation of the strategy. 

A concise summary of the information is reflected in logical reporting framework which is attached as 
an Annexure to the report. 

BACKGROUND 

In Local Government context, service delivery can be defined as the implementation of the strategy of 
the organisation in an efficient and effective way. The monitoring of the implementation of the strategy 
becomes imperative to keep the focus of all employees of the organisation, as well as that of the 
stakeholders of the organisation, on the strategy and specifically the implementation thereof. 

This report is prepared in compliance with Section 46 of the Municipal Systems Act, 2000 (Act 32 of 
2000) herein referred to as “the MSA” as well as Section 121 of the Municipal Finance Management 
Act, 2003 (Act 56 of 2003) herein referred to as “the MFMA” in terms of the requirements of an Annual 
Performance Report. Although the report is known as the Annual Performance Report, it also forms 
an integral part of the Annual Report of the Municipality in terms of Section 121 (2)(b) and (c) of the 
MFMA. 

VISION 

Bojanala Platinum District Municipality, a model of cooperative governance for effective and efficient 
service delivery in partnership with local municipalities and all stakeholders. 


Bojanala Platinum District Municipality Annual Report 2018/19 32 












MISSION 


Bojanala Platinum District Municipality, through shared services, will coordinate, facilitate and support 
local municipalities by equitable sharing of resources and maximising community benefit of natural 
resources in safe and healthy environment. 


LEGISLATIVE AND POLICY FRAMEWORK 


Local Government: Municipal Systems Act, 2000 (Act 32 of 2000) 

Section 46 of the MSA stipulates that: 

1. A municipality must prepare for each financial year a performance report reflecting 

(a) The performance of the municipality and of each external service provider during the 
financial year; 

(b) A comparison of the performances referred to in paragraph (a) with targets set for and 
performances in the previous financial year; and 

(c) Measures taken to improve performance. 

2. An annual performance report must form part of the municipality’s annual report in terms of 
Chapter 12 of the Municipal Finance Management Act 

The Annual Performance Report forms the basis for the formulation of the strategy of the next 
planning cycle. Information contained in this report will become the baseline for planning and 
measuring improvement for the next financial year. 


Local Government: Municipal Finance Management Act, 2003 (Act 56 of 2003) 

This report forms part of the Annual Report, which is compiled in compliance with Section 121 of the 
MFMA. Section 121(2) states that the purpose of an annual report is to provide a record of the 
activities of the municipality for the financial year to which it relates. It also provides a report on the 
performance against the budget of the municipality or municipal entity for that financial year, in order 
to promote accountability to the local community for the decisions made throughout the year by the 
municipality or municipal entity. 


Performance Management System Policy Framework 

The policy framework of Bojanala Platinum District Municipality on Performance Management was 
adopted by Council under resolution R416/13/14 and implementation is ongoing. 

Integrated Planning, Budgeting and Performance Management for 2018/19 Financial Year 

The strategic plan in Local Government is called the municipal Integrated Development Plan (IDP). 
The budgetary process is the provision of resources for the implementation of strategy (IDP), whilst 
the Service Delivery and Budget Implementation Plan (SDBIP) is the implementation plan of the IDP. 
The alignment between the municipal Integrated Development Plan, Budget, SDBIP and Performance 
Management System is critical to ensure the strategic alignment within the municipality. The signing 


Bojanala Platinum District Municipality Annual Report 2018/19 33 












of Performance Agreements by the Municipal Manager and the Section 56 Managers constitutes a 
process of linking reward(s) to the achievement of the strategy (IDP). 

Integrated Development Planning (IDP) 

The Integrated Development Planning (IDP) process unfolded as per the District Framework and 
Process Plan, coordinating all processes and structures on District level. The IDP for 2018/19 
financial year was approved by Council under resolution no. R660/17/18 in a Council sitting of the 05 
June 2018. 


Budgeting process 

The budget process unfolded simultaneously with the IDP process. The budget was approved by 
Council under resolution no R661/17/18 in a Council sitting of the 05 June 2018. 

Alignment of the organisation with the Strategy 

After the approval of the IDP, the Performance Management Unit focused on the alignment of the 
objectives of the departments with the strategy of the organisation. This was followed by a process of 
alignment of the programmes and projects of the business units within the departments with the 
departmental objectives. Scorecards were drafted for the organisation as well as for each department, 
which have informed the SDBIP and the Performance Agreements, creating a situation where all the 
activities and energy in the organisation were focused on achieving the organisational strategy. 

Service Delivery and Budget Implementation Plan (SDBIP) 

The Service Delivery and Budget Implementation Plant (SDBIP) is a key element in the process of 
service delivery, as it provides for the cascading of the strategic level (Integrated Development Plan 
and the Budget) to a level of implementation. It therefore provides the basis for measuring 
performance in service delivery and spending of the budget against specific targets. An SDBIP for 
2018/19 financial year for the district municipality was compiled to guide the implementation of 
projects and the spending of funds and was signed off by the Executive Mayor. 

Budget Adjustment 2018/19 Financial Year 

Based on the resolution taken at the Mid Term Performance Assessment, an adjustment of the 
budget was done as provided by MFMA 24(3) and approved by Council under resolution no 
B1735/18/19 in a Council sitting of the 28 th February 2019. 

Review of the Service Delivery and Budget Implementation Plan 

The Service Delivery and Budget Implementation Plan was reviewed to reflect the adjustment as per 
the budget adjustment and other minor changes were made to improve the key performance 
indicators and targets in terms of the SMART principles, to bring more focus on the key performance 
areas of the business units and departments, as well as adding plans for new business units to the 
SDBIP of the municipality. 

District Key Performance Areas 

The five Key Performance Areas of Local Government applicable to Bojanala Platinum District 
Municipality are as follows:- 


Bojanala Platinum District Municipality Annual Report 2018/19 34 











Basic Service Delivery and Infrastructure 


This focuses on the provision of and access to basic services by communities living in the district. The 
district has a mandate to facilitate and promote bulk services with regard to Municipal Health 
Services, Basic Services which includes water, sanitation, electricity, roads and storm-water, waste 
management and disaster management. 

Financial Viability and Management 

This is focused on ensuring that all municipalities in the district use financial resources prudently and 
according to the priorities and needs of its constituencies in order to assure all stakeholders and role 
players of the ‘value for money’ when rendering services. The main focus of this performance area is 
for all municipalities to improve on their audit findings. Municipalities must have sound and effective 
systems in revenue enhancement, debt management, supply chain management, financial risk 
management and cash flow management. 

Local Economic Development 

This performance area entails the district strategic approach to LED by exploiting its economic 
comparative advantage in order to contribute to the growth and development of the region, province 
and national economy. Economic sectors which offer the district the comparative advantage provide 
opportunities for economic growth of which, if explored through forms of direct and/or fixed investment 
can result in job creation and poverty alleviation in the region. Facilitation, support and capacity 
building programmes to businesses is one of the most critical factors of this performance area. 


Institutional Transformation and Development 

This focuses on priority needs of the municipality in order to effectively render its services. It covers a 
range of issues which includes operational efficiency, skills development and training, performance 
management, risk management, communication, information technology, support and employee 
wellness and motivation. 

Good Governance and Public Participation 

This focuses on strengthening relationships between the municipality, communities around the 
district, other governmental departments and all relevant stakeholders. It gives support to 
programmes dealing with social issues and poverty. 

Performance Results for 2018/19 Financial Year 

A summary of the performance of the municipality in terms of the targets set for the 2018/19 financial 
year is attached as an Appendix. 

The following legends are used to reflect the results or trends 

Green A green colour is used when the performance of the municipality has been achieved or 
exceeded the target 

Red A red colour is used when the performance of municipality was not achieved or far below 
standard. 


Bojanala Platinum District Municipality Annual Report 2018/19 35 











PLANNING AND DEVELOPMENT 


3.10 PLANNING 


INTRODUCTION TO PLANNING 


BPDM’S PLANNING STRATEGIES: 


As part of the legislated and assigned functions to the District Municipality, the Bojanala Platinum 
District Municipality has over the previous financial year executed a number of processes that are 
beginning to gel into a planning strategy that will be codified in 2018/19. 

The Integrated Development Planning processes are also managed in a very tight manner so that the 
critical dates and tenets of the Process Plan as approved by Council every August are adhered to. 
The development of the IDP document itself is managed and executed internally albeit with a limited 
capacity on the Geographic Information Systems as well as Economic Research fronts. 

The Strategies therefore seek to be simple while effectively addressing the systemic issues to 
fragmented and unfocused planning. 


DELIVERY PRIORITIES 


The consultation processes with Local Municipalities have assisted in the determination of what ought 
to be priorities for the Financial Year. These being: 

• Water & Sanitation 

• Roads and stormwater 

• Economic Development 

While the impact has not been the best it could have been, a number of strides especially in the rural 
areas for the provision of portable water have been made. Further, the struggling Local Municipalities 
of Kgetleng-Rivier and Moretele have all benefited from the concerted effort to improve the sanitation 
systems in those areas. 

In terms of economic development the manner that the districts’ economy is structured limits the 
extent to which the District Municipality is able to make any meaningful impact. Further, the IGR 
arrangements also add to these challenges. However, there have been a number of projects that 
have been designed in a manner that allows for labour absorption albeit at an elementary scale. 


THE PROCESSES AMONGST OTHERS INCLUDES BUT ARE NOT LIMITED TO THE 
FOLLOWING: 

• The coordination of decisions by Local Municipalities’ Council on the responses to the Spatial 
Planning & Land Use Management Act & Regulations 

• The comments on the various issues related to township establishment applications; 
Applications for sub-divisions, rezoning and other such planning requirements. 


ACHIEVEMENTS 

• The Councils of Moretele, Madibeng, Moses Kotane, Rustenburg & KgetlengRivier Local 
Municipalities have all been assisted in establishing their Planning Tribunals; 


Bojanala Platinum District Municipality Annual Report 2018/19 36 


















• Bojanala Platinum District Municipality is in the process of establishing a credible database for 
recording of all planning applications received and responded to. 

3.11 LOCAL ECONOMIC DEVELOPMENT 

Bojanala Platinum District Municipality is situated in the northeastern corner of North West Province. 
The District Municipality includes five Local Municipalities of Kgetlengrivier, Madibeng, Moretele, 
Moses Kotane and Rustenburg. The more formal urban areas are located in the southern part of the 
district. 

The district labour market is characterized by low skills levels. As much as 15.1% of the population 
older than 20 years have not received any form of schooling and a further 19.7% only some primary 
education. These figures imply that nearly 35% of the total adult population can be regarded as 
functionally illiterate. Conversely, only 20.1% of the adult population have completed their high school 
education and only 5.5% have obtained some form of tertiary education. 


Strengths 

Mining plays an important part in the economy of the region and is the district’s major source of 
employment. Most of the mining activities are concentrated in a band that stretches from west of the 
Pilanesberg southwards through the Bafokeng area and parallel to the Magaliesberg towards 
Marikana and Brits in the east. The mines along this band have spawned many industries that 
manufacture supplementary products. Not only are asbestos, tin, chrome, lead, marble, granite and 
slate produced in the area but the two largest platinum mines in the world are also found in Bojanala. 

Water for irrigation is provided by the Hartebeespoort Dam, a popular tourist attraction and a 
recreational area for water sports enthusiasts, for local communities as well as visitors. 

The Magaliesberg, Pilanesberg and Borakalalo Nature Reserves provide wonderful opportunities for 
game viewing and for experiencing the wealth of nature in South Africa, while the popular destinations 
of Sun City and the Lost City, offer local and foreign tourists excitement of a different type. 

Weaknesses 

Although the mining sector is Bojanala’s main source of employment, many of those working in the 
mines are migrant labourers from other parts of the country. The unemployment rate in the district 
stands at 16.75%, with the highest rates found in Moses Kotane and Moretele. Poverty is severe, 
particularly in the rural areas. A total of 67% of households in Bojanala earn R1, 600 per month or 
less. The prevalence of poverty in large parts of the district puts a strain on the revenue-generating 
capacity of local municipalities because households with little or no income are unable to pay for 
municipal services. 


SECURITY AND SAFETY 


3.21 FIRE AND EMERGENCY SERVICES 

BPDM in terms of powers and functions has been assigned the function by the MEC for Local 
Government and Human Settlements to provide fire services in the areas of Moses Kotane, Moretele 
and Kgetleng Rivier Local Municipalities. 


Bojanala Platinum District Municipality Annual Report 2018/19 37 












OBJECTIVES 


The fire rescue service entails the following: 

• Prevent the outbreak of fires 

• Extinguishing fires 

• Regular inspections on all public buildings and businesses 

• Regular inspections on water supply sources 

• Provide training to the public and institutions 

• Approval of building plans for fire evacuation compliance 

• Certify buildings for fire safety 

• Rescue of persons and animals 

• Dealing and regulating with hazardous material incidents 

• Enforce fire by-laws 

• Plan for any major fire incidents 

KEY ISSUES AND CHALLENGES 

The Fire Stations do not comply with the SANS 10090 due to the following points: 

• Category of service - we currently fall under Category Four. Response times - distances too 
great to travel e.g. 2h30mins to get to Derdepoort area and the national standard should be 
23minutes for a house fire. All Fire Stations should endeavour to fall into Category 1 
classification - hence the support to Fire Protection Associations. 

• The successful control and extinguishing of fires depend on sufficient appliances responding 
with adequate manpower and arriving within a reasonable time. Area and risk too high, as 
BPDM only have one fire station covering the whole area. Thus more stations, vehicles, 
equipment and personnel are needed to do proper service delivery to communities. Only one 
Fire Station to cover an area of + 5700km 2 (Moses Kotane) and in the other local 
municipalities. 

• Communication is currently being upgraded to comply with the national standard as the most 
common single cause of fires developing into large fires is the delay in the initiation or 
transmission of fire calls. It is of the utmost importance that notification of the start of a fire 
should be made as quickly as possible. 

• No reliable reserve vehicles for in stock as per national standards. 

• Frequent water shortages (no water) supply at Kgetleng Rivier and water pressure problems 
experienced at Mogwase. Procured pressure and flow metres to test all hydrants in the areas. 
Technical Directors of Local Municipalities asked to investigate water supply and pressure in 
Mogwase area, as our new pump has a capacity of 55001/min - replacing the 20001/min 
pump. 


3.22 DISASTER MANAGEMENT 

Disaster Management is a function of the District Municipality. The Disaster Management Act, Act 57 
of 2002 provides for an integrated and coordinated disaster management policy that focuses on 
prevention or reducing the risk to disasters, mitigating the severity of disasters, emergency 


Bojanala Platinum District Municipality Annual Report 2018/19 38 












preparedness, rapid and effective responses to disasters and post recovery. Key in the Act is a 
requirement for a Disaster Management Plan to achieve the objectives of the Act at District level. In 
addition to the plan, the Disaster Management Act also requires the drafting of a Municipal Policy 
Framework on Disaster Management, as well as an Emergency Response Plan. The Disaster 
Management Amendment Act No 16 of 2015 further empowers Local Municipalities to build and have 
disaster management capacity in their municipalities. 

OBJECTIVES 

BPDM Disaster Management Framework identified seven key performance areas which include: 

• Establishing institutional capacity for disaster management in BPDM 

• Disaster risk assessment 

• Disaster risk reduction 

• Disaster response, recovery, rehabilitation and reconstruction 

• Information management and communications 

• Education, training, public awareness and research 

• Disaster management funding 

KEY ISSUES 

The Disaster Management Plan identified the following council priorities to prevent or limit the impact 
of disaster risks: 

• Wide scale events that due to their magnitude are likely to affect more than one local 
municipality. These include widespread floods; and other severe weather events such as 
severe storms, veld fires and severe drought; water pollution; pest and animal infestations. 

• Recurrent high and medium impact events that may require council’s intervention or the 

mobilisation of council’s resources and infrastructure in support of the affected local 

municipality such as epidemics, animal infestations, floods and other severe weather events, 
large informal settlement fires, veld and urban fringe fires. 

• Low frequency high and medium magnitude disaster risks with potential for severe loss and 
which require specialist support possibly not available in the district, such as nuclear 
accidents, epidemics, major transport accidents and severe pollution. 

• Disaster risks that affect neighbouring authorities which may have consequences for BPDM 

• Support to Local Municipalities through Institutional and Operational Capacity Building 

initiatives. 


Bojanala Platinum District Municipality Annual Report 2018/19 39 












TRANSPORT AND COMMUNITY SAFETY 
PUBLIC TRANSPORT 


STATUS QUO OVERVIEW 

There are some 262 000 daily work trips generated within the district, mostly in Rustenburg (123 710). 
In most cases, the trips originate and end in the same municipality. For example, 90% of the trips in 
Rustenburg begin and end in Rustenburg. The comparative figure for Brits is 98%. In areas which 
serve as labour pools such as Moses Kotane and Moretele these figures are much lower. For 
example, only 62% of the trips originating in Moses Kotane remain in the municipality. In Moretele 
only 41% of trip origins also have destinations in the municipality. On a regional basis, the effect of 
Tshwane is demonstrated in that there are some 31 000 daily trips to work in Tshwane from 
municipalities within the BPDM. 



L 


\ 


INTEGRATED TRANSPORT PLAN 
FOR 

BOJANALA DISTRICT MUNICIPALITY 





\ 


T01.TPA.000217 

NWP Transport Planning Projects 


0 10 20 


40 


60 


80 


Project 


The average travel time for the urban, semi-urban and rural areas are outlined in Table. As would be 
expected, there are significant differences between the urban and rural travel times, with the rural 
population averaging 75 minutes compared to the urban workers at just over three quarters of an 
hour. 


Bojanala Platinum District Municipality Annual Report 2018/19 40 
































Average travel time to work in Bojanala District 


Average time (minutes) 

Urban 

47.6 

Semi-urban 

62.0 

Rural 

75.1 

Total 

60.2 


Source : TRC Consortium Household Survey 2002 


It is of concern that at least a quarter of the urban households and 40% of the rural households spend 
more than the recommended 10% of their income on travel costs. In the Moretele LM, almost half of 
the rural households fall into this category. The table above shows community views about transport 
problems and it is evident that the lack of adequate public transport is, overall, by far the main 
transport problem facing households in the BPDM. In Madibeng, however, the most important 
problem seems to be the poor quality of public transport. 

Table:Community views on transport problems 


Transport Problems 

Percentage of responses 



Area 


Moretele 

Madibeng 

Moses Kotane 

Rustenburg 

Lack of public transport 

37 

15 

53 

31 

Long waiting times 

18 

13 

11 

19 

Poor quality of public transport 

13 

25 

8 

13 

Transport infrastructure 

15 

6 

13 

7 

Expensive transport 

5 

16 

8 

16 

Driver behaviour 

6 

19 

3 

7 

Overloading 

5 

5 

2 

7 

Lack of shelters 

1 

2 

2 

_ 


Source : BPDM Draft Integrated Transport Plan, 2012 


The table above shows the priorities with regard to expenditure on transport. There is a large degree of 
consensus on what the most important priority is, namely, to improve the road conditions. If all the 
transport related improvements are combined (increase/improve public transport facilities, services and 
vehicles), it is evident, however, that most households regard the improvement of public transport as the 
most urgent priority. 


Bojanala Platinum District Municipality Annual Report 2018/19 41 





























































Transport priorities 


Transport Problems 

Percentage of responses 




Area 





Moretele 

Madibeng 

Moses Kotane 

Rustenburg 

Improve roads 

32 

26 

38 

32 

Increase/improve public transport 

facilities 

16 

26 

15 

17 

Increase/improve public transport 

services 

25 

10 

20 

16 

Improve conditions of public transport 
vehicles 

12 

26 

11 

12 

Improve road furniture 

9 

3 

13 

20 

Reduce fares 

4 

3 

2 

3 

Improve driver abilities 

2 

2 

1 

1 

All public transport improvements 

57 

65 

48 

48 


Source : BP DM Integrated Transport Plan, 2012 

The age breakdown of the users of different modes of travel within the district is summarized above. As 
can be expected, the largest proportion of people travelling on foot or by bicycle is younger than 19 
years of age (72.6% and 36.2% respectively). In contrast, people driving private cars are mostly 
characteristic of the 30-39 and 40-49 age groups which represent 33.5% and 29.8% in this category. 

Crime 

The state of crime in South Africa has been the topic of many media articles and papers in the past 
years, and although many would acknowledge that the country has a crime problem, very little 
research has been done on the relative level of crime. The media often tend to focus on more 
negative or sensational information, while the progress made in combating crime is neglected. 


COMPOSITE CRIME INDEX 

The Composite Crime Index makes use of the official SAPS data, which is reported in 27 crime 
categories (ranging from murder to crime injuries). These 27 categories are divided into two groups 
according to the nature of the crime: i.e. violent crimes and property crimes. 

(a) Length-of-sentence, and 

(b) Cost-of-crime in order to apply a weight to each category. 


Bojanala Platinum District Municipality Annual Report 2018/19 42 






























OVERALL CRIME INDEX 


KEY ISSUES & CHALLENGES 


There are three clusters which are: 


24 Police Stations/CPFs/CSfs in the BPDM 


Number of 

Service Level 


Name of Cluster 

Facilities 

Facility Name 

Status 



Rustenburg CPF 

Functional 



Tlhabane CPF 

Functional 



Phokeng CPF 

Functional 



Sun City CPF 

Functional 

Rustenburg 

10 

Mogwase CPF 

Functional 



Koster CPF 

Functional 



Marikana CPF 

Functional 



Boitekong CPF 

Functional 



Lethabong CPF 

Functional 



Boons CPF 

Functional 

24 Police Stations/CPFs/CSfs in the BPDM 


Number of 

Service Level 


Name of Cluster 

Facilities 

Facility Name 

Status 



Brits CPF 

Functional 



Bethanie CPF 

Functional 



Jericho CPF 

Functional 

Brits 

7 

Letlhabile CPF 

Functional 



Mooinooi CPF 

Functional 



Assen CPF 

Functional 


Bojanala Platinum District Municipality Annual Report 2018/19 43 











































Haartebeespoortdam CPF 

Functional 



Mmakau COPF 

Functional 



Makapanstad CPF 

Functional 



Mothutlung CPF 

Functional 



Sywerskuil CPF 

Functional 

Mmakau 

7 

Klipgat CPF 

Functional 



Hebron CPF 

Functional 



Bedwang CPF 

Functional 


COMMUNITY SAFETY FORUMS 

05 (all local municipalities) plus 01 district 

PROGRAMMES 

• Implementation of Community Safety Strategy 

• Crime Prevention through Environmental Design 

• Drug Abuse Awareness campaigns 

SPORT, ARTS AND CULTURE 
STATUS QUO OVERVIEW 


The Sport, Arts and Culture unit is guided by the White Paper on Sport and Recreation and the White 
Paper on Arts, Culture and Heritage and also the National Sport and Recreation Plan. The National 
Sport and Recreation Plan is an implementation plan for the sport and recreation policy framework as 
captured in the White Paper. The Unit’s role is also support the local municipalities as their roles differ 
from the districts. The Sport Arts and Culture Unit is partnering with the Provincial Department of 
Sport Arts and Culture in all their programs, this is assisting in terms of financial resources. The 
partnership is also done with all Arts and Culture Associations, federations and other institutions. 

BPDM Sport and Recreation Policy and the BPDM Arts, Culture and Heritage Policy were developed 
and it gives guidance on how the unit is expected to work. The policies clearly specify the role of 
BPDM in terms of Sport Arts and Culture issues. The district is continuing to support Sport 
development programs through the federations. 

BPDM also developed a report on the audit of sport and recreation facilities. The audit’s purpose is to 
provide an audit report on sport and recreation facilities within 5 Bojanala constituent municipalities 
and indicates the level of utilisation. The audit assists in terms of local municipalities needs for sports 
equipment, and it has showed that soccer, netball and volleyball are the mostly played sporting 
codes. It also showed the sporting codes which needs more attention in terms of sport development. 


Bojanala Platinum District Municipality Annual Report 2018/19 44 



























Some of the most critical issues in the district as identified through the IDP processes of the various 
local municipalities relating to Sport, Arts and Culture is: 

• The need for improved maintenance of existing facilities; 

• The implementation and support of Arts and Culture programmes; 

• The extension of organized sports to a wider range of communities; 

• The need for fencing of existing sports facilities; 

• The need for basic sports equipment. 

The district will support all efforts to harness the proudly South African spirit and to build the strongest 
possible partnership between all sections of our population to accelerate our advances towards the 
achievement of the national transformation project. Sport is an important element of this exercise. The 
district will continue to support Sport development through sport federations; capacity building through 
clubs will be done. 

The district will continue supporting the local municipalities through Arts and Culture programs and 
projects, as most of the locals do not have that type of function and they depend on the district for 
support. The Provincial Department looks forward to partner with both the District and Local 
Municipalities in these projects. 

Programs 


• Capacity building 

• Sports development programs 

• Assistance to federations 

• Assistance to clubs through local municipalities 

• Provision of basic sports equipment 

• Film development 

• Artists and music development workshop 

• Support to Arts and culture program 

• Heritage project 


KEY ISSUES / CHALLENGES 

Some of the most critical issues in the district as identified through the IDP processes of the various 
local municipalities relating to Sport, Arts and Culture is: 

• Limited budget to roll out or implement sport, recreation, arts and culture programmes; 

• Lack of Sport facilities especially in rural areas; 

• The need for improved maintenance of existing facilities; 

• The facilitation of organized sports structures in the district; 

• The need for sport equipment in various sports facilities; 


Bojanala Platinum District Municipality Annual Report 2018/19 45 













• Capacity Building for athletes, coaches and administration; 

• Funding of arts and culture programs; and 

• Lack of Heritage programs in the district; 


SOCIAL DEVELOPMENT 

BPDM: Directorate of Community Development Services, Social Development Unit, has a mandate to 
provide social development services within the district. 

The following programmes are provided by Social Development Unit: 

• NGOs/NPO’s Support Programme 

• Indigents Burials 

• Food Parcels Distribution 

• Expanded Public Works Programme 

NGO/NPO SUPPORT PROGRAMME 

The Bojanala Volunteers Awards Day’ initiative has been established since 2007 as a significant 
annual programme that continues to honour, recognize and reward efforts by volunteers from 
different NGO’s who have dedicated their lives to contribute in bringing a better life for their 
communities . These NGOs voluntarism efforts assist government tirelessly by caring and providing 
for, the sick, orphaned and vulnerable children and the needy. 

DISTRIBUTION OF FOOD PARCELS 

The Unit is also responsible for social relief programme whereby it provides temporary relief to those 
in need in the form of food parcels. People that qualify for social relief are those that are in crisis 
situation due to a natural disaster, failure to obtain maintenance for a child and others. 

This programme forms part of the Government’s commitment towards poverty alleviation. The food 
packages received by beneficiaries include 12,5kg Maize Meal, 2kg washing powder, 2L cooking, 5kg 
Rice and others. 

Ninety (90) food parcels have been distributed across the 5 local municipalities in the 2018/19 
financial year. 


Bojanala Platinum District Municipality Annual Report 2018/19 46 













EXPANDED PUBLIC WORKS PROGRAMME - SOCIAL SECTOR 


The Expanded Public Works Programme (EPWP) is one of a number of Government initiatives aimed 
at addressing unemployment and alleviating poverty in South Africa in the short to medium-term. The 
EPWP involves creating temporary work opportunities for the unemployed using public sector 
expenditure. All work opportunities will be combined with relevant part training, education or skills 
development, with the aim of increasing the ability of people to earn an income once they leave the 
programme, through determined exit strategies which will be project and/or sector specific. The 
Programme is implemented by all spheres of government, across four (4) defined sectors, namely the 
Infrastructure, Social, Environmental and Economic Sectors. The Programme’s overall 
coordinator is the National Department of Public Works (DPW), as mandated by Cabinet. 


CORPORATE POLICY OFFICES AND OTHER SERVICES 
3.24 COUNCIL 

BPDM has a total of 70 Councillors and 10 Magosi. 

The following table depicts the political structure of the Municipality: 


OFFICE BEARERS 

COUNCIL COMMITTEES 

Speaker 

Municipal Public Accounts Committee 

Single Whip 

Rules Committee 

Executive Mayor 

Audit and Performance Committee 


TROIKA 

Executive Mayor Speaker of Council Single Whip of Council 

Cllr MF Molosiwa CllrAMolekwa Cllr S Klaas 


MAGOSI 

Kgosi Matlapeng MBF 

Batlokwa ba Molatedi 

Kgosi Mabalane 

Baphiring 

Kgosi Batleng 

Batlhako ba Matutu 

Kgosi Mooketsi TA 

Bahurutshe ba Brakuil 

Kgosi Pilane NMJ 

Bakgatla ba Kgafela 

Kgosi Shongoane SP 

Batlhalerwa 

Kgosi Zibi MS 

Amahlubi 

Kgosi Sefanyetso B 

Bataung ba Sefanyetso 

Kgosi Makapan MFI 

Bakgatla ba Mosetlha 

Kgosi Gasebone GR 

Bakwena ba Modimosana 


MAYORAL COMMITTEE OF COUNCIL 

Executive Mayor Cllr MF Molosiwa 


Bojanala Platinum District Municipality Annual Report 2018/19 47 






























MMC 

Sport Arts and Culture 

V Moche 

MMC 

Community Development Services 

J Kgarimetsa 

MMC 

Technical Services 

L Madiba 

MMC 

Health and Environmental Services 

V Maluleka 

MMC 

Gender, HIV/AIDS, Youth and Disability 

N Gwegwe 

MMC 

Budget and Treasury 

B Montsho 

MMC 

Local Economic Development 

L Moate 

MMC 

Agriculture and Rural Development 

D Tlabyane 

MMC 

IDP, PMS and Public Participation 

N Rakolle 

MMC 

Corporate Support Services 

M Papa 


PORTFOLIO COMMITTEES 2018/19 

RULES COMMITTEE 


NAME 

MUNICIPALITY 

POLITICAL PARTY 

Cllr Asnath Molekwa 

BPDM (Chairperson) 

ANC 

Cllr T. Bogale 

MAD 

ANC 

Cllr Marapyane 

MAD 

ANC 

Cllr Martin Coetzee 

RLM 

DA 

Cllr Phamela Mbende 

RTB 

EFF 

Cllr Phakamile Zwide 

BPDM 

ANC 

Cllr Radiokana 

MKLM 

ANC 

Cllr Simon Klaas 

BPDM 

ANC 

Cllr Masego Kodisang 

BPDM 

F4SD 

Kgosi Matlapeng 


Traditional Leader 


MPAC 


Bojanala Platinum District Municipality Annual Report 2018/19 48 




























NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr. Sol Davids 

BPDM (Chairperson) 

ANC 



Cllr Mamiki Radiokana 

MKLM 

ANC 



Cllr Tsheko Bogale 

MAD 

ANC 



Cllr Tshidiso Mogale 

BPDM 

EFF 



Cllr Johannes Sephai 

RTB 

ANC 



Cllr Dorah Ngadi 

BPDM 

ANC 



Cllr Marapyane 

MAD 

ANC 



Cllr Jafta Makhubela 

MLM 

ANC 



Cllr Paultjie Hendricks 

BPDM 

DA 



Cllr Magdeline Sekgothe 

MAD 

F4SD 



Cllr Lauretta Letebele 

MLM 

ANC 



Cllr Primrose Bogatsu 

BPDM 

EFF 



Kgosi Mabalane 


TRADITIONAL LEADER 


BUDGET AND TREASURY PORTFOLIO COMMITTEE 



NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr Beverly Mantsho 

BPDM - Chairperson 

ANC 



Cllr Maleshaba Modise 

BPDM 

ANC 



Cllr Molatlhegi Motlhasedi 

MAD 

ANC 



Cllr Jan Van Rhyn 

MAD 

DA 



Cllr M. Ngadi 

BPDM 

ANC 



Cllr Patrick Tlhapi 

RLM 

ANC 



Cllr Primrose Bogatsu 

BPDM 

EFF 



Cllr Jacobeth Mosito 

MAD 

EFF 



Cllr Lucky Moate 

MKLM 

ANC 



Kgosi Gasebone 


TRADITIONAL LEADER 


IDP, PMS AND PUBLIC PARTICIPATION PORTFOLIO COMMITTEE 






Bojanala Platinum District Municipality Annual Report 2018/19 49 








































NAME 

MUNICIPALITY 

POLITICAL PARTY 

Cllr Nicholas Rakolle 

BPDM - Chairperson 

ANC 

Cllr Golden Makhanya 

BPDM 

EFF 

Cllr Ditiragalo Rakgatlha 

BPDM 

DA 

Cllr Masego Kodisang 

BPDM 

F4SD 

Cllr Dimakatso Malla 

RTB 

ANC 

Cllr Lauretta Letebele 

MLM 

ANC 

Cllr Virginia Mqanqeni 

RLM 

ANC 

Cllr Rebecca Seema 

MKLM 

ANC 

Kgosi Batleng 


TRADITIONAL LEADER 


GENDER, HIV & AIDS, YOUTH AND DISABILITY PORTFOLIO COMMITTEE 


NAME 

MUNICIPALITY 

POLITICAL PARTY 

Cllr. Nontlanganiso Gwegwe 

BPDM- Chairperson 

AIC 

Cllr Lucas Makgale 

MAD 

ANC 

Cllr Nnanagirl Molotsi 

RTB 

DA 

Cllr Desiree Malane 

BPDM 

EFF 

Cllr Virginia Mqanqeni 

RLM 

ANC 

Cllr Lauretta Letebele 

MLM 

ANC 

Cllr Vincent Moche 

BPDM 

ANC 

Kgosi Shongoane 


TRADITIONAL LEADER 


LOCAL ECONOMIC DEVELOPMENT PORTFOLIO COMMITTEE 


Bojanala Platinum District Municipality Annual Report 2018/19 50 




































NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr. Lucky Moate 

BPDM - Chairperson 

ANC 



Cllr Abram Habi 

RLM 

ANC 



CllrZiphorah Motswenyane 

MKLM 

DA 



Cllr Granny Mogale 

RLM 

EFF 



Cllr Rebecca Seema 

BPDM 

ANC 



Cllr Fred Setshoane 

RTB 

EFF 



Cllr Tsheko Bogale 

MAD 

ANC 



Cllr Jafta Makhubela 

MLM 

ANC 



Kgosi Mooketsi 


TRADITIONAL LEADER 


AGRICULTURE AND RURAL DEVELOPMENT PORTFOLIO COMMITTEE 



NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr. Dotty Tlabyane 

BPDM - Chairperson 

ANC 



Cllr Baraedi Mpolokeng 

RLM 

EFF 



Cllr Stanley Komape 

BPDM 

EFF 



Cllr Butana Baloi 

MLM 

ANC 



Cllr Solly Mahalefa 

MOR 

DA 



Cllr George Naledi 

KGLM 

ANC 



Cllr Magdeline Nkotswe 

MKLM 

ANC 



Kgosi Gasebone 


TRADITIONAL LEADER 


TECHNICAL SUPPORT SERVICES PORTFOLIO COMMITTEE 






Bojanala Platinum District Municipality Annual Report 2018/19 51 




































NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr. Lucky Madiba 

BPDM - Chairperson 

ANC 



Cllr Phakamile Zwide 

BPDM 

ANC 



Cllr Cordelia Shai 

MLM 

EFF 



Cllr Pako Molatlhegi 

RTB 

EFF 



Cllr Nokufa Mjekula 

RLM 

ANC 



Cllr Thabo Moabi 

MAD 

ANC 



Cllr Martin Coetzee 

RTB 

DA 



Cllr Mamiki Radiokana 

MKLM 

ANC 



Kgosi Madoda Zibi 


TRADITIONAL LEADER 


CORPORATE SUPPORT SERVICES PORTFOLIO COMMITTEE 



NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr. Matshidiso Papa 

BPDM - Chairperson 

ANC 



Cllr Lydia Mabula 

BPDM 

EFF 



Cllr Mpho Ngadi 

BPDM 

ANC 



Cllr Hendrick Phalwane 

MAD 

ANC 



Cllr Lebogang Sephai 

RTB 

ANC 



Cllr Kgomotso Kgaswe 

BPDM 

DA 



Cllr Beverly Montsho 

BPDM 

ANC 



Kgosi Mabalane 


TRADITIONAL LEADER 


SPORT, ARTS AND CULTURE PORTFOLIO COMMITTEE 






Bojanala Platinum District Municipality Annual Report 2018/19 52 




































NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr. Vincent Moche 

BPDM - Chairperson 

ANC 



Cllr Nicholas Rakolle 

BPDM 

ANC 



Cllr Regina Rantho 

RTB 

ANC 



Cllr Levy Mokwele 

RLM 

ANC 



Cllr Stanley Komape 

MAD 

EFF 



Cllr Golden Makhanya 

BPDM 

EFF 



Cllr Kgomotso Kgaswe 

BPDM 

DA 



Cllr Jacob Kgarimetsa 

BPDM 

ANC 



Kgosi Sefanyetso 


TRADITIONAL LEADER 


COMMUNITY DEVELOPMENT SERVICES PORTFOLIO COMMITTEE 



NAME 

MUNICIPALITY 

POLITICAL PARTY 



Cllr. Jacob Kgarimetsa 

BPDM - Chairperson 

ANC 



Cllr Golden Makhanya 

BPDM 

EFF 



Cllr Dimakatso Malla 

RTB 

ANC 



Cllr Lerato Ratlou 

BPDM 

DA 



Cllr Emma Tanke 

MAD 

ANC 



Cllr Kgantsho Seanego 

MKLM 

EFF 



Cllr Simon Klaas 

BPDM 

ANC 



Cllr Phakamile Zwide 

BPDM 

ANC 



Cllr Efesia Matshereng 

MKLM 

ANC 



Kgosi Mogalenyane Matlapeng 


TRADITIONAL LEADER 










Bojanala Platinum District Municipality Annual Report 2018/19 53 




































HEALTH AND ENVIRONMENTAL SERVICES PORTFOLIO COMMITTEE 


NAME 

MUNICIPALITY 

POLITICAL PARTY 

Cllr. Violet Maluleka 

BPDM - Chairperson 

ANC 

Cllr George Naledi 

KRLM 

ANC 

Cllr Meriam Banda 

MAD 

DA 

Cllr Magdeline Nkotswe 

MKLM 

ANC 

Cllr Dimakatso Malla 

RTB 

ANC 

Cllr Maleshaba Modise 

BPDM 

ANC 

Cllr Jacobeth Mosito 

MAD 

EFF 

Cllr Matlakala Lefyine 

BPDM 

EFF 

Cllr Magdeline Sekgothe 

MAD 

F4SD 

Kgosi Mooketsi 


TRADITIONAL LEADER 


J 


Bojanala Platinum District Municipality Annual Report 2018/19 54 
























I 


CHAPTER 4 - ORGANISATIONAL DEVELOPMENT PERFORMANCE 
(PERFORMANCE REPORT PART II) 


INTRODUCTION TO THE MUNICIPAL PERSONNEL 


4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES 


EMPLOYEES 

Directorate/Department 

No. of 

employees 

No. of 

approved 

posts 

No. of 

vacancies 

Percentage 
of vacancies 

Office of the Executive Mayor 

5 

6 

1 

17% 

Office of the Speaker 

3 

3 

0 

0% 

Office of the Single Whip 

1 

2 

1 

10% 

Office of the Municipal Manager 

12 

16 

4 

25% 

Budget and Treasury Office 

22 

23 

1 

10% 

Corporate Support Service 

50 

56 

6 

11% 

Health and Environmental Services 

53 

82 

29 

35% 

Technical Services 

11 

15 

4 

27% 

Community Development Services 

159 

159 

0 

0% 

Economic Development, Tourism, 

Agriculture and Rural Development 

9 

9 

0 

0% 


TURN-OVER RATE 

Details 

Total Appointments as of 
beginning of Financial Year 

No. 

Terminations during the 
Financial Year 

No. 

Turn-over 

Rate 

2018/19 





Bojanala Platinum District Municipality Annual Report 2018/19 55 




































MANAGING THE MUNICIPAL WORKFORCE 


4.2 POLICIES 


HR POLICIES AND PLANS 

No. 

Name of Policy 

Completed 

% 

Reviewed 

% 

Date adopted by Council 

1 

Internship Policy 



2013/12/07 

2 

Acting Allowance 



2012/08/27 

3 

Leave Policy 



2013/05/30 

4 

Incapacity Policy( ill Health /Injuries) 



2012/08/27 

5 

Overtime Policy 



2013/05/30 

6 

Probation Policy 



2006/06/29 

7 

Retention and Succession Policy 



2012/08/27 

8 

Sexual Harassment Policy 



2004/12/04 

9. 

Occupational Health and Safety 



2009/05/28 

10. 

Medical Surveillance Policy 



2010/05/31 


4.3 INJURIES, SICKNESS AND SUSPENSIONS 


Number and Cost of Injuries on Duty 

Type of Injury 

Injury 

Employees 

Proportion 

Average 

Total 


leave 

using 

employees 

injury 

Estimated 


Taken 

injury 

using sick 

leave per 

Cost 



leave 

leave 

employee 



Days 



Days 

R’ 000 

Required basic medical attention only 

00 

00 

00 

00 

R0 

Temporary total disablement 

04 

00 

04 

43 

R 169 342 

Permanent disablement 

00 

00 

00 

00 

R0 

Fatal 

00 

00 

00 

00 

00 

Total 

04 

00 

04 

43 

R 169 342 


Bojanala Platinum District Municipality Annual Report 2018/19 56 









































4.4 PERFORMANCE REWARDS 


Performance Rewards by Gender 

Designations 

Beneficiary profile 

Gender 

Total 

number of 
employees 
in group 

Number of 

beneficiaries 

Expenditure 
on rewards: 

Year 

2018/19 

Proportion 

of 

beneficiaries 
within group 

% 

MM and s57 

Female 

4 

None 

None 

0% 


Male 

3 

None 

None 

0% 

Total 


7 




Has the statutory municipal calculator been used as part of the evaluation process ? 

Yes 


Bojanala Platinum District Municipality Annual Report 2018/19 57 























CHAPTER 5 - FINANCIAL PERFORMANCE 


FINANCIAL STATEMENTS FOR THE YEAR ENDING 30 JUNE 2019 


Bojanala Platinum District Municipality Annual Report 2018/19 58 














CHAPTER 6 - AUDITOR GENERAL AUDIT FINDINGS 



COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS 
YEAR -2017/18 

6.1 AUDITOR GENERAL REPORTS YEAR - 2017/18 


Auditing to build public confidence 



Report of the auditor-general to the North West provincial 
legislature and the council on the Bojanala Platinum District 
Municipality 


Report on the audit of the financial statements 


Disclaimer of opinion 

1. I was engaged to audit the financial statements of the Bojanala Platinum District 
Municipality set out on pages xx to xx, which comprise of the statement of financial 
position as at 30 June 2018, the statement of financial performance, statement of 
changes in net assets, cash flow statement and the statement of comparison of budget 
and actual amounts for the year then ended, as well as the notes to the financial 
statements, including a summary of significant accounting policies. 

2. I do not express an opinion on the financial statements of the municipality. Because of 
the significance of the matters described in the basis for disclaimer of opinion section of 
my report, I have not been able to obtain sufficient appropriate audit evidence to provide 
a basis for an audit opinion on these financial statements. 

Basis for disclaimer of opinion 

Cash and cash equivalents 

3. During 2017, the municipality did not correctly disclose the cash book balances in the 
notes to the financial statements as required by section 125(2)(a)(ii) of the MFMA. The 
cash book balances for the comparative periods ended 30 June 2017 and 30 June 2016 
as disclosed in note 8 to the financial statements were overstated by R24 001 922 and 
R21 301 562 respectively. My audit opinion on the financial statements for the period 
ended 30 June 2017 was modified accordingly. My opinion on the current periods 
financial statements is also modified because of the possible effect of this matter on the 
comparability of the current period’s figures. 



Bojanala Platinum District Municipality Annual Report 2018/19 59 


















Property, plant and equipment 

4. The municipality did not correctly account for property, plant and equipment as required 
by GRAP 17, Property, plant and equipment. Consequently property, plant and 
equipment was understated by R5 658 967 (2017: R6 680 103), depreciation was 
overstated by R2 131 637 and expenditure for 2017 was overstated by R5 764 486. 
Additionally, there was a consequential impact on the surplus for the year and the 
accumulated deficit disclosed in the financial statements. 

Payables from exchange transactions 

5. I was unable to obtain sufficient appropriate audit evidence for trade payables included 
in payables from exchange transactions due to a lack of proper record keeping and 
reconciliation of control accounts by the municipality. I was unable to confirm these 
trade payables by alternative means. In addition, payables from exchange transactions 
were overstated by R14 626 322 as the municipality did not have adequate systems to 
account for payables from exchange transactions. Consequently, I was unable to 
determine whether any further adjustment to payables from exchange transactions of 
R50 211 850 presented in the statement of financial position and disclosed in note 11 to 
the financial statements were necessary. 

Accumulated deficit 

6. I was unable to obtain sufficient appropriate audit evidence for the accumulated deficit 
due to unreconciled differences between the financial statements and the underlying 
accounting records. I was unable to confirm the accumulated deficit by alternative 
means. Consequently, I was unable to determine whether any adjustment to the 
accumulated deficit of R36 097 733 (2017: R40 488 264) presented in the statement of 
financial position and the statement of changes in net assets was necessary. 

Employee related costs 

7. I was unable to obtain sufficient appropriate audit evidence for employee related costs 
due to variances between the accounting system and the payroll system that could not 
be supported. I could not confirm these employee related costs by alternative means. In 
addition, the leave pay included in the restated employee related cost corresponding 
figure was overstated by R3 512 202. Consequently, I was unable to determine whether 
any further adjustment to employee related costs of R167 273 790 presented in the 
statement of financial performance and disclosed in note 14 to the financial statements 
was necessary. 

Depreciation and amortisation 

8. I was unable to obtain sufficient appropriate audit evidence for the restated 
corresponding figure for depreciation and amortisation due to the status of the 
accounting records. I was unable to confirm the depreciation and amortisation by 
alternative means. Consequently, I was unable to determine whether any adjustment 
relating to the depreciation and amortisation corresponding figure of R9 174 383 
presented in the statement of financial performance and disclosed in note 16 to the 
financial statements was necessary. 

Contracted services 

9. I was unable to obtain sufficient appropriate audit evidence for the restated 
corresponding figure for contracted services due to lack of evidence to support these 
transactions. I was unable to confirm these contracted services by alternative means. In 
addition, contracted services disclosed in note 19 to the financial statements was 


Bojanala Platinum District Municipality Annual Report 2018/19 60 










overstated by R13 894 753 (2017: R43 968 744) and transfers and subsidies disclosed 
in the statement of financial performance was understated by R13 393 427 (2017: 

R40 353 789), as the municipality did not correctly account for contracted services and 
transfers and subsidies in accordance with GRAP 1, Presentation of financial 
statements. Consequently, I was unable to determine whether any further adjustment 
relating to the contracted services corresponding figure of R66 099 041 presented in the 
statement of financial performance and disclosed in note 19 to the financial statements 
was necessary. 

Transfers and subsidies 

10. I was unable to obtain sufficient appropriate audit evidence for the restated 

corresponding figure for tansfers and subsidies due to lack of evidence to support these 
transactions. I was unable to confirm these transfers and subsidies by alternative 
means. Consequently, I was unable to determine whether any adjustment relating to the 
transfers and subsidies corresponding figure of R24 864 284 presented in the statement 
of financial performance was necessary. 

Loss on disposal of assets and liabilities 

11.1 was unable to obtain sufficient appropriate audit evidence for the restated 

corresponding figure for loss on disposal of assets and liabilities due to the status of the 
accounting records. I was unable to confirm the loss on disposal of assets and liabilities 
by alternative means. Consequently, I was unable to determine whether any adjustment 
relating to the loss on disposal of assets and liabilities corresponding figure of 
R3 360 219 presented in the statement of financial performance was necessary. 

Operational cost 

12. I was unable to obtain sufficient appropriate audit evidence for the restated 
corresponding figure for operational cost due to lack of evidence to support these 
transactions. I was unable to confirm these operational cost by alternative means. 
Consequently, I was unable to determine whether any adjustment relating to the 
operational cost corresponding figure of R61 395 016 presented in the statement of 
financial performance and disclosed in note 20 to the financial statements was 
necessary. In addition, operational cost was overstated by R4 224 006 (2017: 
understated by R4 914 310) as the municipality did not correctly account for operational 
cost in accordance with GRAP 1, Presentation of financial statements. 

Cash flow statement 

13. The calculation of the net cash outflow from operating activities, cash flow from investing 
activities and cash flow from financing activities for the current and prior period did not 
appropriately account for cash and non-cash items as required by GRAP 2, Cash flow 
statements. I was unable to determine the extent of this misstatement on the items 
presented in the cash flow statement or the notes thereto as it was impracticable to do 
so due to the municipality’s system. 

Statement of comparison of budget and actual amounts 

14. GRAP 24, Presentation of budget information in the financial statements requires the 
presentation of the budget information including a statement of comparing the budget 
and actual amounts as well as reasons for variances. The budget amounts included in 
the statement of comparison between budget and actual amounts did not agree to the 
final approved budget of council and reasons for variances were not disclosed. 
Consequently, the variances between the actual and budgeted amounts as disclosed in 


Bojanala Platinum District Municipality Annual Report 2018/19 61 










the statement of comparison of budget and actual amounts, does not reflect the actual 
variances. 

Prior period errors 

15. The municipality did not correctly disclose prior period errors in notes 26 and 27 to the 
financial statements as required by GRAP 3 Accounting policies, estimates and errors. 
The nature, the amount of the correction for each financial statement item affected and 
the amount of the correction at the beginning of the earliest prior period were not 
disclosed. I was unable to quantify the full extent of the misstatement as it was 
impracticable to do so. 

Unauthorised expenditure 

16. Section 125 of the MFMA requires disclosure of unauthorised expenditure incurred. 
During 2016 the municipality incurred unauthorised expenditure of R19 992 610 due to 
overspending of individual votes within the budget which was not included in the 
opening balance of the comparative figure for unauthorised expenditure. This resulted in 
unauthorisd expenditure being understated by R19 992 610 (2017: R19 992 610). In 
addition, I was unable to obtain sufficient appropriate audit evidence that all 
unauthorised expenditure incurred during 2017 and 2018 has been disclosed, as the 
municipality did not have adequate systems in place to identify and record all 
unauthorised expenditure. I was unable to confirm the unauthorised expenditure by 
alternative means. Consequently, I was unable to determine whether any further 
adjustment relating to unauthorised expenditure of R157 275 142 (2017: R157 275 142) 
as disclosed in note 30 to the financial statements was necessary. 

Irregular expenditure 

17. Section 125 of the MFMA requires the disclosure of irregular expenditure incurred. I was 
unable to obtain sufficient appropriate audit evidence for irregular expenditure as 
documentation to confirm the irregular expenditure disclosed not being provided. The 
municipality’s records did not permit the application of alternative procedures. In 
addition, the municipality made payments of R3 782 241 in contravention of the supply 
chain management requirements which were not included in the irregular expenditure 
disclosed. Consequently, I was unable to determine whether any further adjustment 
relating to irregular expenditure of R304 178 972 disclosed in note 32 to the financial 
statements were necessary. 

18. SCM regulation 36(2) requires the disclosure of deviations from inviting competitive 
bids. The municipality made payments of R25 605 350 (2017: R42 187 292) by 
deviating from inviting competitive bids. These deviations were not disclosed in the 
financial statements as required. 

Material uncertainty relating to going concern 

19. I draw attention to the matter below. My opinion is not modified in respect of this matter. 

20. As disclosed in note 29 to the financial statements, the municipality’s total liabilities 
exceed its total assets by R27 133 040 for the year ended 30 June 2018. These events 
or conditions, along with other matters set forth in note 29 to the financial statements, 
indicate that a material uncertainty exists that may cast significant doubt on the 
municipality’s ability to continue as a going concern. 


Bojanala Platinum District Municipality Annual Report 2018/19 62 










Emphasis of matters 

21. I draw attention to the matters below. My opinion is not modified in respect of these 
matters. 

Material uncertainty relating to contingencies 

22. As disclosed in note 24 to the financial statements the municipality has contingent 
liabilities of R3 860 784 which will only be confirmed after the occurrence of a future 
event. 

Fruitless and wasteful expenditure 

23. As disclosed in note 31 to the financial statements, fruitless and wasteful expenditure of 
R424 536 was incurred in the current year and fruitless and wasteful expenditure of 

R5 296 339 from prior years have not yet been dealt with in accordance with section 32 
of the MFMA. 

Other matters 

24. I draw attention to the matters below. My opinion is not modified in respect of these 
matters. 

Unaudited disclosure notes 

25. In terms of section 125(2)(e) of the MFMA, the municipality is required to disclose 
particulars of non-compliance with the MFMA. This disclosure requirement did not form 
part of the audit of the financial statements and accordingly I do not express an opinion 
thereon. 

Unaudited supplementary schedules 

26. The supplementary information set out on pages xx to xx does not form part of the 
financial statements and is presented as additional information. I have not audited these 
schedules and, accordingly, I do not express an opinion thereon. 

Responsibilities of the accounting officer for the financial statements 

27. The accounting officer is responsible for the preparation and fair presentation of the 
financial statements in accordance with the South African Standards of Generally 
Recognised Accounting Practice (SA standards of GRAP) and the requirements of the 
MFMA and the Division of Revenue Act of South Africa, 2016 (Act No. 3 of 2016) 
(DoRA) and for such internal control as the accounting officer determines is necessary 
to enable the preparation of financial statements that are free from material 
misstatement, whether due to fraud or error. 

28. In preparing the financial statements, the accounting officer is responsible for assessing 
the municipality’s ability to continue as a going concern, disclosing, as applicable, 
matters relating to going concern and using the going concern basis of accounting 
unless the appropriate governance structure either intends to liquidate the municipality 
or to cease operations, or there is no realistic alternative but to do so. 

Auditor-general’s responsibilities for the audit of the financial statements 

29. My responsibility is to conduct an audit of the financial statements in accordance with 
International Standards on Auditing (ISAs) and to issue an auditor’s report. However, 
because of the matters described in the basis for disclaimer of opinion section of my 


Bojanala Platinum District Municipality Annual Report 2018/19 63 










report, I was not able to obtain sufficient appropriate audit evidence to provide a basis 
for an audit opinion on these financial statements. 

30. I am independent of the municipality in accordance with the International Ethics 

Standards Board for Accountants’ Code of ethics for professional accountants (IESBA 
code) together with the ethical requirements that are relevant to my audit of the financial 
statements. I have fulfilled my other ethical responsibilities in accordance with these 
requirements and the IESBA code. 


Report on the audit of the annual performance report 


Introduction and scope 

31. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) 
and the general notice issued in terms thereof I have a responsibility to report material 
findings on the reported performance information against predetermined objectives for 
selected development priorities presented in the annual performance report. I performed 
procedures to identify findings but not to gather evidence to express assurance. 

32. My procedures address the reported performance information, which must be based on 
the approved performance planning documents of the municipality. I have not evaluated 
the completeness and appropriateness of the performance measures included in the 
planning documents. My procedures also did not extend to any disclosures or assertions 
relating to planned performance strategies and information in respect of future periods 
that may be included as part of the reported performance information. Accordingly, my 
findings do not extend to these matters. 

33. I evaluated the usefulness and reliability of the reported performance information in 
accordance with the criteria developed from the performance management and 
reporting framework, as defined in the general notice, for the following selected 
development priorities presented in the annual performance report of the municipality for 
the year ended 30 June 2018: 


Development priorities 

Pages in the annual 
performance report 

Basic service delivery and infrastructure development 

XX - XX 


34. I performed procedures to determine whether the reported performance information was 
properly presented and whether performance was consistent with the approved 
performance planning documents. I performed further procedures to determine whether 
the indicators and related targets were measurable and relevant, and assessed the 
reliability of the reported performance information to determine whether it was valid, 
accurate and complete. 

35. The material findings in respect of the usefulness and reliability of the selected 
development priority are as follows: 

Basic service delivery and infrastructure development 

Various indicators: Reported achievement not consistent with the planned indicator 

36. The reported achievement was not consistent with the planned indicator for the 
indicators listed below: 


Bojanala Platinum District Municipality Annual Report 2018/19 64 
















Indicator 

Reported achievement 

Number of roads programmes completed by 30 
June 2018 in Letlhakeng Village Moses Kotane 
Local Municipality 

1.8 kms internal roads paved in 

Letlhakeng Village 

Number of sanitation projects constructed in 
Mazista and Derby (Kgetlengrivier Local 
Municipality) by 30 June 2018 

Toilets dislodged in Mazista (100 
households) and Derby (459 households) 

Number of structures constructed in Mmakau 
Village, Madibeng Local Municipality by 30 June 
2018 

Repair works in Mmakau sports facility 
completed 


Various indicators: Reported achievement did not agree with evidence provided 

37. The reported achievement in the annual performance report did not agree to the 

supporting evidence. The supporting evidence provided indicated that the achievement 
of these indicators were as follows: 


Indicator description 

Reported achievement 

Audited value 

Number of public awareness 
campaigns conducted in BPDM by 30 
June 2018 

20 Public awareness 
campaigns conducted 

18 Public awareness 
campaigns conducted 

Number of waste recovery awareness 
campaigns implemented in 5 local 
municipalities by 30 June 2018 

Awareness campaigns 
implemented in 5 local 
municipalities 

Awareness campaigns 
implemented in 4 local 
municipalities 


Procurement of disaster equipment in support of local municipalities by Bojanala 

Platinum District Municipality by 30 June 2018 

38. I was unable to obtain sufficient appropriate audit evidence to support the reported 
achievement for this indicator. This was due to a lack of technical indicator descriptions 
and formal standard operating procedures that predetermined how the achievement 
would be measured, monitored and reported. I was unable to confirm the reported 
achievement of the indicator by alternative means. Consequently, I was unable to 
determine whether any adjustments were required to the reported achievement of 
“disaster equipment procured and delivered” as reported in the annual performance 
report. 

Other matters 

39. I draw attention to the matters below. 

Achievement of planned targets 

40. Refer to the annual performance report on pages xx to xx for information on the 
achievement of planned targets for the year. This information should be considered in 
the context of the material findings on the usefulness and reliability of the reported 
performance information in paragraphs 36 to 38 of this report. 


Bojanala Platinum District Municipality Annual Report 2018/19 65 





















Adjustment of material misstatements 

41. I identified material misstatements in the annual performance report submitted for 
auditing. These material misstatements were on the reported performance information 
from the development priority for Basic service delivery and infrastructure development 
As management subsequently corrected only some of these misstatements, I reported 
material findings on the usefulness and reliability of the reported performance 
information. Those that were not corrected are reported above. 


Report on audit of compliance with legislation 


Introduction and scope 

42. In accordance with the PAA and the general notice issued in terms thereof I have a 
responsibility to report material findings on the compliance of the municipality with 
specific matters in key legislation. I performed procedures to identify findings but not to 
gather evidence to express assurance. 

43. The material findings on compliance with specific matters in key legislation are as 
follows: 

Strategic planning and performance management 

44. The service delivery and budget implementation plan (SDBIP) for the year under review 
did not include monthly revenue projections by source of collection and the monthly 
operational and capital expenditure by vote, as required by section 1 of the MFMA. 

45. Performance targets were not set for each of the key performance indicators (KPIs) for 
the financial year, as required by section 41(1 )(b) of the Municipal Systems Act, 2000 
(Act No. 32 of 2000) (MSA) and regulation 12(1) of the Municipal Planning and 
Performance Management Regulations. 

Annual financial statements and annual reports 

46. The financial statements submitted for auditing were not prepared in all material 
respects in accordance with the requirements of section 122(1) of the MFMA. Material 
misstatements of disclosure items identified by the auditors in the submitted financial 
statements were subsequently corrected but the uncorrected material misstatements 
and supporting records that could not be provided resulted in the financial statements 
receiving a disclaimer of audit opinion. 

47. The council failed to adopt an oversight report containing the council's comments on the 
annual report for the year ended 30 June 2017 within the prescribed timelines, as 
required by section 129(1) of the MFMA. 

Expenditure management 

48. Money owed by the municipality was not always paid within 30 days, as required by 
section 65(2)(e) of the MFMA. 

49. An adequate management, accounting and information system which recognised 
expenditure when it was incurred and accounted for creditors and payments made was 
not in place as required by section 65(2)(b) of the MFMA. 

50. I was unable to obtain sufficient appropriate audit evidence that reasonable steps were 
taken to prevent unauthorised expenditure, as required by section 62(1 )(d) of the 
MFMA. The full extent of the unauthorised expenditure could not be quantified as 
indicated in the basis for qualification paragraph. 


Bojanala Platinum District Municipality Annual Report 2018/19 66 












51. Reasonable steps were not taken to prevent irregular expenditure, as required by 
section 62(1 )(d) of the MFMA. The expenditure disclosed does not reflect the full extent 
of the irregular expenditure incurred as indicated in the basis for qualification paragraph. 
The majority of the disclosed irregular expenditure was caused by not following a 
competitive bidding process as required by SCM regulation 19(a). 

52. Reasonable steps were not taken to prevent fruitless and wasteful expenditure of 
R424 536, as disclosed in note 31 to the financial statements, in contravention of 
section 62(1 )(d) of the MFMA. The majority of the disclosed fruitless and wasteful 
expenditure was caused by interest and penalties on late payments to suppliers. 

Revenue management 

53. A tariff policy was not adopted for the levying of fees for provision of municipal services, 
as required by section 74(1) of the MSA and section 62(1 )(f)(i) of the MFMA. 

Asset and liability management 

54. An effective system of internal control for the management of assets and liabilities was 
not in place, as required by section 63(2)(c) of the MFMA. 

Consequence management 

55. Unauthorised, irregular and fruitless and wasteful expenditure incurred by the 
municipality was not investigated to determine if any person is liable for the expenditure, 
as required by section 32(2)(a) and (b) of the MFMA. 

Human resource management 

56. I was unable to obtain sufficient appropriate audit evidence that the post in which the 
municipal manager was appointed was advertised, as required by section 54A(4)(a) of 
the MSA and regulation 10(2) of the Regulation on Appointment and Conditions of 
Employment of Senior Managers. 

57. An approved staff establishment was not in place, as required by section 66(1 )(a) of the 
MSA. 

58. Appropriate systems and procedures to monitor, measure and evaluate performance of 
staff were not developed and adopted, as required by section 67(1 )(d) of the MSA. 

Procurement and contract management 

59. Some of the goods and services with a transaction value of below R200 000 were 
procured without obtaining the required price quotations, in contravention of SCM 
regulation 17(a) and (c). Similar non-compliance was also reported in the prior year. 

60. Some of the quotations were accepted from bidders who did not submit a declaration on 
whether they are employed by the state or connected to any person employed by the 
state, as required by SCM regulation 13(c). 

61. Some of the quotations were accepted from bidders whose tax matters had not been 
declared by the South African Revenue Service to be in order, in contravention of SCM 
regulation 43. 

62. Goods and services of a transaction value above R200 000 were procured without 
inviting competitive bids, as required by SCM regulation 19(a). Deviations were 
approved by the accounting officer even though it was not impractical to invite 
competitive bids, in contravention of SCM regulation 36(1). Similar non-compliance was 
also reported in the prior year. 


Bojanala Platinum District Municipality Annual Report 2018/19 67 










63. The preference point system was not applied in the procurement of goods and services 
above R30 000 as required by section 2(a) of the Preferential Procurement Policy 
Framework Act. Similar non-compliance was also reported in the prior year. 

64. Sufficient appropriate audit evidence could not be obtained that some construction 
contracts were awarded to contractors that were registered with the Construction 
Industry Development Board (CIDB) and qualified for the contract in accordance with 
section 18(1) of the CIDB Act and CIDB regulations 17 and 25(7A). 

65. Persons in service of the municipality whose close family members had a private or 
business interest in contracts awarded by the municipality failed to disclose such 
interest, in contravention of SCM regulation 46(2)(e) and the code of conduct for staff 
members issued in terms of the MSA. 


Other information 


66. The accounting officer is responsible for the other information. The other information 
comprises the information included in the annual report which include, the audit 
committee’s report. The other information does not include the financial statements, the 
auditor’s report thereon and those selected development priorities presented in the 
annual performance report that have been specifically reported on in the auditor’s 
report. 

67. My opinion on the financial statements and findings on the reported performance 
information and compliance with legislation do not cover the other information and I do 
not express an audit opinion or any form of assurance conclusion thereon. 

68. In connection with my audit, my responsibility is to read the other information and, in 
doing so, consider whether the other information is materially inconsistent with the 
financial statements and the selected development priorities presented in the annual 
performance report, or my knowledge obtained in the audit, or otherwise appears to be 
materially misstated. 

69. As a result of the disclaimer of opinion expressed on the financial statements, I do not 
conclude on material misstatements of the other information relating to the financial 
statements. I did not receive the other information prior to the date of this auditor’s 
report. After I receive and read this information, and if I conclude that there is a material 
misstatement, I am required to communicate the matter to those charged with 
governance and request that the other information be corrected. If the other information 
is not corrected, I may have to retract this auditor’s report and re-issue an amended 
report as appropriate. However, if it is corrected this will not be necessary. 


Internal control deficiencies 


70. I considered internal control relevant to my audit of the financial statements, reported 
performance information and compliance with applicable legislation; however, my 
objective was not to express any form of assurance thereon. The matters reported 
below are limited to the significant internal control deficiencies that resulted in the basis 
for disclaimer of opinion, the findings on the annual performance report and the findings 
on compliance with legislation included in this report. 

• Leadership did not exercise oversight and decisive actions were not taken to address 
risks to ensure that complete and accurate financial reporting and related internal 
controls are implemented. Furthermore, the action plan to address prior year audit 


Bojanala Platinum District Municipality Annual Report 2018/19 68 














findings was not adequate as numerous instances of repeat audit findings were 
identified which negatively impacts on the assurance level provided by leadership. 

• Management failed to implement effective controls to ensure that all information in 
the financial statements were reliable before submission for audit as basic accounting 
errors were identified which could have been prevented had reasonable due care 
been exercised. Finance staff do not fully understand the requirements of the 
financial reporting framework and sustainable systems and processes were not 
introduced and implemented during the year for the recording, reconciling and 
reporting of transactions and balances which resulted in an over reliance on 
consultants to prepare the financial statements. Management could not provide 
adequate evidence in support of the information presented in the financial 
statements. Management did not adequately review and monitor compliance with 
applicable laws and regulations resulting in compliance matters not being addressed. 

• The internal audit unit was not adequately resourced in order to identify internal 
control deficiencies and recommend effective corrective action. As a result, the audit 
committee was unable to provide adequate oversight over the effectiveness of the 
internal control environment, including financial and performance reporting and 
compliance with laws and regulations. The effectiveness of the audit committee as an 
assurance provider is impacted by leadership’s inability to act on the 
recommendations made by the audit committee. 



Rustenburg 


30 November 2018 


% 


Bojanala Platinum District Municipality Annual Report 2018/19 69 











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. The Chief Financial Officer states that 
these data sets have been returned according to the reporting requirements. 

Signed (Chief Financial Officer).Dated 


Bojanala Platinum District Municipality Annual Report 2018/19 70 













GLOSSARY 


Accessibility 

indicators 

Explore whether the intended beneficiaries are able to 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 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 the 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 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. 

National Key 

performance areas 

• Service delivery & infrastructure 

• Economic development 

• Municipal transformation and institutional development 


Bojanala Platinum District Municipality Annual Report 2018/19 71 


































i a 


ii c 1 1 1 i c 1 vlt^Lrlllijr and 11 iuiiu^v^i 

• 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, 
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 its 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 

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 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 appropriated for the purposes of 
the department or functional area concerned 


Bojanala Platinum District Municipality Annual Report 2018/19 72 




















APPENDICES 


APPENDIX A - COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL 
ATTENDANCE 


Councillors, Committees Allocated and Council Attendance 

Council Members 

Full 

Committees Allocated 

‘Ward and/or 

Percentage 

Percentage 


Time / 


Party 

Council 

Apologies 


Part 


Represented 

Meetings 

for non- 


Time 



Attendance 

attendance 


FT/PT 



% 

% 

Cllr. Maria Fetsang 

Molosiwa 

FT 


ANC 

78% 

22% 

Cllr. Asnath Molekwa 

FT 

Rules Committee 

ANC 

78% 

22% 

Cllr. Simon Klaas 

FT 

Rules Committee; CDS 

ANC 

89% 

11% 

Cllr. Nicholas R Rakolle 

FT 

Portfolio: IDP; SAC 

ANC 

89% 

11% 

Cllr. Violet Kgauki 

Maluleka 

FT 

Portfolio: HES 

ANC 

89% 

11% 

Cllr. Jakobo J Kgarimetsa 

FT 

Portfolio: CDS; SAC 

ANC 

78% 

22% 

Cllr. Tumelo Lucky Madiba 

FT 

Portfolio: TS 

ANC 

67% 

33% 

Cllr. Matshidiso P Papa 

FT 

Portfolio: CSS 

ANC 

100% 

0% 

Cllr. Dotty Rose Tlabyane 

FT 

Portfolio: ARD 

ANC 

67% 

33% 

Cllr. Beverly R Mantsho 

FT 

Portfolio: BTO; CSS 

ANC 

78% 

22% 

Cllr. Vincent 0 Moche 

FT 

Portfolio: SAC; GENDER 

ANC 

78% 

22% 

Cllr. Lucas Moate 

FT 

Portfolio: LED; BTO 

ANC 

100% 

0% 

Cllr. Nontlanganiso E 
Gwegwe 

FT 

Portfolio: Special Projects 

AIC 

78% 

22% 

Cllr. Solomon Davids 

PT 

MPAC Chairperson 

ANC 

100% 

0% 

Cllr. Maleshaba M Modise 

PT 

BTO;HES 

ANC 

78% 

22% 

Cllr. Dorah Mpho N Ngadi 

PT 

MPAC; BTO; CSS 

ANC 

89% 

11% 

Cllr. Phakame R Zwede 

PT 

Rules Committee; TS; CDS 

ANC 

67% 

33% 

Cllr. Rebecca M Seema 

PT 

IDP&PMS; LED 

ANC 

100% 

0% 

Cllr. Lerato Annah Ratlou 

PT 

CDS 

DA 

100% 

0% 

Cllr. Kgomotso Kgaswe 

PT 

CSS; SAC 

DA 

56% 

44% 

Cllr. Ditiragalo M 

Rakgatlha 

PT 

IDP&PMS 

DA 

78% 

22% 

Cllr. Paultjie Edward 
Hendricks 

PT 

MPAC 

DA 

100% 

0% 

Cllr. Golden Makhanya 

PT 

MPAC; IDP&PMS; SAC; CDS 

EFF 

78% 

22% 

Cllr. Primrose N Bogatsu 

PT 

BTO 

EFF 

67% 

33% 

Cllr. Desiree M Malane 

PT 

GENDER 

EFF 

67% 

33% 

Cllr. Granny T Mogale 

PT 

MPAC; LED 

EFF 

67% 

33% 

Cllr. Lydia Mabula 

PT 

CSS 

EFF 

56% 

44% 

Cllr. Wilhemina M Lefyine 

PT 

HES 

EFF 

78% 

22% 

Cllr. Masego D Kodisang 

PT 

Rules Committee; IDP&PMS 

F4SD 

89% 

11% 

Cllr. Abram Sello Habi 

PT 

LED 

ANC 

89% 

11% 

Cllr. Dimakatso A Malta 

PT 

IDP&PMS; CDS; HES 

ANC 

89% 

11% 

Cllr. Elsha Nokufa Mjekula 

PT 

TS 

ANC 

100% 

0% 

Cllr. Johannes L Sephai 

PT 

MPAC; CSS 

ANC 

89% 

11% 

Cllr. Levy Pule Mokwele 

PT 

SAC 

ANC 

89% 

11% 

Cllr. Maggy Regina Rantho 

PT 

SAC 

ANC 

100% 

0% 


Bojanala Platinum District Municipality Annual Report 2018/19 73 
























































(Mi 

m 

Is 

!S 












i ime / 
Part 

Time 

FT/PT 


Harty 

Represented 

Council 

Meetings 

Attendance 

Apologies 
for non- 

attendance 

% 

% 

Cllr. Virginia N Mqanqeni 

PT 

IDP&PMS; GENDER 

ANC 

100% 

0% 

Cllr. Patrick Adam Tlhapi 

PT 

BTO 

ANC 

100% 

0% 

Cllr. Claudina N Molotsi 

PT 

GENDER 

DA 

89% 

11% 

Cllr. Use Edwards 

PT 


DA 

78% 

22% 

Cllr. Martin Coetzee 

PT 

Rules Committee; TS 

DA 

89% 

11% 

Cllr. Baraedi J Mpolokeng 

PT 

ARD 

EFF 

89% 

11% 

Cllr. Fred L Setshoane 

PT 

LED 

EFF 

56% 

44% 

Cllr. Johannes Motshwane 

PT 


EFF 

78% 

22% 

Cllr. Phistos Mnisi 

PT 


F4SD 

89% 

11% 

Cllr. Reuben P Molatlhegi 

PT 

TS 

EFF 

44% 

56% 

Cllr. Efesia Matshereng 

PT 

CDS 

ANC 

44% 

56% 

Cllr. Joyce M Radiokana 

PT 

Rules Committee; MPAC; TS 

ANC 

67% 

33% 

Cllr. Magdeline N Nkotswe 

PT 

ARD; HES 

ANC 

89% 

11% 

Cllr. Ziphorah M 

Motswenyane 

PT 

LED 

DA 

89% 

11% 

Cllr. Kgatoentle Seanego 

PT 

CDS 

EFF 

22% 

78% 

Cllr. Nthabiseng Mollo 

PT 


EFF 

44% 

56% 

Cllr. Boetinyana W Baloyi 

PT 

ARD 

ANC 

67% 

33% 

Cllr. Japhta Makhubela 

PT 

MPAC; LED 

ANC 

100% 

0% 

Cllr. Louretta Letebele 

PT 

MPAC, IDP&PMS, & GENDER 

ANC 

100% 

0% 

Cllr. Rakgomo S Magalefa 

PT 

ARD 

DA 

33% 

67% 

Cllr. Cordelia M Shai 

PT 

TS 

EFF 

44% 

56% 

Cllr. Thushoeng G Naledi 

PT 

ARD; HES 

ANC 

89% 

11% 

Cllr. Emang E Tanke 

PT 

CDS 

ANC 

67% 

33% 

Cllr. Hendrick T Phalwane 

PT 

CSS 

ANC 

78% 

22% 

Cllr. Joseph T Moabi 

PT 

TS 

ANC 

100% 

0% 

Cllr. Mabeleng L Makgale 

PT 

GENDER 

ANC 

100% 

0% 

Cllr. Molatlhegi W 

Motlhasedi 

PT 

BTO 

ANC 

89% 

11% 

Cllr. Oupa D Marapyane 

PT 

Rules Committee; MPAC 

ANC 

89% 

11% 

Cllr. Tsheko S Bogale 

PT 

Rules Committee; MPAC; 
LED 

ANC 

89% 

11% 

Cllr. Eugen Van der 
Schyff+ 

PT 


DA 

67% 

33% 

Cllr Jan Colly Van Rhyn 

PT 

BTO 

DA 

33% 

67% 

Cllr. Merriam Z Banda 

PT 

HES 

DA 

78% 

22% 

Cllr. Jacobeth Mosito 

PT 

BTO;HES 

EFF 

67% 

33% 

Cllr. Khomotjo S Komape 

PT 

ARD; SAC 

EFF 

78% 

22% 

Cllr. Magdeline M 

Sekgothe 

PT 

MPAC; HES 

F4SD 

67% 

33% 

Cllr Samuel Moloi 

(replaced Cllr Van Rhyn) 

PT 


DA 

40% 

60% 



Bojanala Platinum District Municipality Annual Report 2018/19 74 
























































APPENDIX B - COMMITTEES AND COMMITTEE PURPOSES 


Committees (other than Mayoral/Executive Committee) and Purposes of Committees 

Municipal Committee 

Purpose of Committee 

Rules Committee 

To develop Rules of Order and amendments thereto, and 

recommend the same to Council. To summon any Councillor/s 

and/or official/s to appear before the committee to assist the 

committee in the performance of its functions. 

Audit Committee 

To provide assurance and advice on risk management, internal 

controls, financial statements, compliance with laws and 

regulations. 

Municipal Public Accounts Committee 

To exercise oversight over the executive functionaries of the 

Council and to ensure good governance in the municipality. 

Portfolio Committees: 

Corporate Support Services 

Sports, Arts and Culture 

Community Development Services 

Local Economic Development & Tourism 

Agriculture and Rural Development 

Technical Services 

Budget and Treasury 

IDP, PMS, Monitoring and Evaluation 

Gender, HIV/AIDS, Youth & Disability 

Health & Environmental Services 

Section 79 committees, also known as Portfolio Committees 

monitor the delivery and outputs of each department. These 

committees play an oversight role and are not delegated any 

decision-making powers. They are responsible for submitting 

reports to the Mayoral Committee 


Bojanala Platinum District Municipality Annual Report 2018/19 75 




























APPENDIX C -THIRD TIER ADMINISTRATIVE STRUCTURE 


Third Tier Structure 

Directorate 

Director/Manager (State title and name) 

Office of the Municipal Manager 

Mr. Pogiso Shikwane (Municipal Manager) 

Ms. Moitse Lynette Lekhafola (Manager) 

Ms. Nelisiwe Cikizwa Qayiso (Manager) 

Mr. Vusi Mogale (Manager) 

Mr. Colleth Tshikukuvhe (Acting Manager) 

Office of the Executive Mayor 

Mr. Patrick Magano (Chief of Staff) 

Mr. Archie Babeile (Manager) 

Office of the Speaker 

Ms. Bontle Qiqimana (Manager) 

Office of the Single Whip 

Mr. Senzo Ncongolo (Acting Manager) 

Budget and Treasury Office 

Ms. Olga Leslina Ndlovu (Chief Financial Officer) 

Ms. Abueng Tolo (Manager) 

Ms. Dolly Madikela (Manager) 

Ms. Dikeledi Dikolomela (Manager) 

Mr. Attie Jansen (Manager) 

Technical Services 

Mr. Amos Khumalo (Director) 

Ms. Kgomotso Monamodi (Manager) 

Mr. Sello Selepe (Manager) 

Ms. Phindile Makhanye (Acting Manager) 

Community Development Services 

Ms. Gladys Thandi Mahlangu (Director) 

Mr. Prince Morare (Manager) 

Mr. Patrick Dirapelo (Manager) 

Ms. Johanna Mosete (Manager) 

Ms. Mpho Raditladi (Manager) 

Health and Environmental Services 

Mr. Tshepo George Lenake (Director) 

Ms. Amanda Bubu (Manager) 

Ms. Nozi Masekwane (Manager) 

Mr. James Masebe (Manager) 

Economic Development, Tourism, 
Agriculture and Rural Development 

Ms. Beauty Makganye (Director) 

Ms. Keitumetse Masemola (Manager) 

Mr. Oupa Modise (Manager) 

Mr. Mike Mokgatsi (Manager) 

Corporate Support Services 

Ms. Mmabatho Mildred Tshukudu (Acting Director) 

Ms. Minky Mpolai Maape (Manager) 

Mr. Carlos Mpete (Manager) 


Bojanala Platinum District Municipality Annual Report 2018/19 76 

















































APPENDIX J - DISCLOSURES OF FINANCIAL INTERESTS 


Disclosures of Financial Interests 

Period 1 July to 30 June of Year 2018/2019 (Current Year) 

Position 

Name 

Description of Financial Interests* 
(Nil / or details) 

Executive Mayor 

Cllr. Maria Fetsang Molosiwa 

Nil 

Speaker 

Cllr. Asnath Molekwa 

Nil 

Single Whip 

Cllr. Simon Klaas 

Nil 


Cllr. Nicholas R Rakolle 

Nil 


Cllr. Violet Kgauki Maluleka 

Nil 


Cllr. Jakobo J Kgarimetsa 

Nil 


Cllr. Tumelo Lucky Madiba 

Nil 

Members of Mayco/Exco 

Cllr. Matshidiso P Papa 

Nil 


Cllr. Dotty Rose Tlabyane 

Nil 


Cllr. Beverly R Mantsho 

Nil 


Cllr. Vincent 0 Moche 

Nil 


Cllr. Lucas Moate 

Nil 


Cllr. Nontlanganiso E Gwegwe 

Nil 


Cllr. Solomon Davids 

Nil 


Cllr. Maleshaba M Modise 

Nil 


Cllr. Dorah Mpho N Ngadi 

Nil 


Cllr. Phakame R Zwede 

Nil 


Cllr. Rebecca M Seema 

Nil 


Cllr. Lerato Annah Ratlou 

Nil 


Cllr. Kgomotso Kgaswe 

Nil 


Cllr. Ditiragalo M Rakgatlha 

Nil 


Cllr. Paultjie Edward Hendricks 

Nil 


Cllr. Golden Makhanya 

Nil 


Cllr. Primrose N Bogatsu 

Nil 


Cllr. Desiree M Malane 

Nil 

Councillors 

Cllr. Granny T Mogale 

Nil 

Cllr. Lydia Mabula 

Nil 


Cllr. Wilhemina M Lefyine 

Nil 


Cllr. Masego D Kodisang 

Nil 


Cllr. Abram Sello Habi 

Nil 


Cllr. Dimakatso A Malla 

Nil 


Cllr. Elsha Nokufa Mjekula 

Nil 


Cllr. Johannes L Sephai 

Nil 


Cllr. Levy Pule Mokwele 

Nil 


Cllr. Maggy Regina Rantho 

Nil 


Cllr. Virginia N Mqanqeni 

Nil 


Cllr. Patrick Adam Tlhapi 

Nil 


Cllr. Claudina N Molotsi 

Nil 


Cllr. Use Edwards 

Nil 


Cllr. Martin Coetzee 

Nil 


Cllr. Baraedi J Mpolokeng 

Nil 


Bojanala Platinum District Municipality Annual Report 2018/19 77 
































































Period 1 July to 30 June of Year 2018/2019 (Current Year) 


Position 

Name 

Description of Financial Interests* 
(Nil / or details) 

Councillors (continued) 

Cllr. Fred L Setshoane 

Nil 

Cllr. Johannes Motshwane 

Nil 

Cllr. Phistos Mnisi 

Nil 

Cllr. Reuben P Molatlhegi 

Nil 

Cllr. Efesia Matshereng 

Nil 

Cllr. Joyce M Radiokana 

Nil 

Cllr. Magdeline N Nkotswe 

Nil 

Cllr. Ziphorah M Motswenyane 

Nil 

Cllr. Kgatoentle Seanego 

Nil 

Cllr. Nthabiseng Mollo 

Nil 

Cllr. Boetinyana W Baloyi 

Nil 

Cllr. Japhta Makhubela 

Nil 

Cllr. Louretta Letebele 

Nil 

Cllr. Rakgomo S Magalefa 

Nil 

Cllr. Cordelia M Shai 

Nil 

Cllr. Thushoeng G Naledi 

Nil 

Cllr. Emang E Tanke 

Nil 

Cllr. Hendrick T Phalwane 

Nil 

Cllr. Joseph T Moabi 

Nil 

Cllr. Mabeleng L Makgale 

Nil 

Cllr. Molatlhegi W Motlhasedi 

Nil 

Cllr. Oupa D Marapyane 

Nil 

Cllr. Tsheko S Bogale 

Nil 

Cllr. Eugen Van der Schyff+ 

Nil 

Cllr Jan Colly Van Rhyn 

Nil 

Cllr. Merriam Z Banda 

Nil 

Cllr. Jacobeth Mosito 

Nil 

Cllr. Khomotjo S Komape 

Nil 

Cllr. Magdeline M Sekgothe 

Nil 

Cllr. Samuel Moloi 

Nil 

Municipal Manager 

Mr. Pogiso Shikwane 

Nil 

Chief Financial Officer 

Ms. Olga Leslina Ndlovu 

Nil 

Directors 

Ms. Thandi Gladys Mahlangu 

Nil 

Mr. Tshepo George Lenake 

Nil 

Ms. Beauty Makganye 

Nil 

Mr. Amos Khumalo 

Nil 

Acting Director 

Ms. Mildred Tshukudu 

Nil 


Bojanala Platinum District Municipality Annual Report 2018/19 78 





















































CHAPTER 9: 

AUDIT REPORT OF THE SHARED AUDIT COMMITTEE FOR THE YEAR ENDED 
30 JUNE 2019 


Bojanala Platinum District Municipality Annual Report 2018/19 79 











ANNUAL PERFORMANCE REPORT 2018/19 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 


Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 3 

Implementation of the community work programme 

OUTPUT 5 

Deepen democracy through a refined ward committee model 

OUTPUT 7 

Single window of coordination 

Strategic 

Objective 

Key performance 
indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio 

of 

Evidence 

Support 

Local 

Governance 

Structure 

Number of Ward 

Committee 

programmes 

conducted in 
Bojanala Region 

2 ward 

committees 
trainings 
conducted in 
2017/18 FY 

2 Ward 

Committee 

programmes 

conducted in 
Bojanala Region 
by 30 June 2019 

R0 

R0 

Office of the 
Speaker 

Achieved 

2 Ward 

Committee 

programmes 

conducted 

Not Applicable 

Not Applicable 

2 Ward 

Committee 
trainings 
conducted by 
BPDM 

Report 

Number of 

students 
financially 
supported with 
community study 
bursaries by 

BPDM 

10 

community 

study 

bursaries 

awarded in 
17/18 FY 

11 community 
study bursaries to 
be awarded to 
Bojanala District 
students by 30 

June 2019 and 
payments for 
existing students 

R 1 000 000 

R 270 883 

Office of the 

Executive 

Mayor 


Awarding of 
bursaries to 

new students 
frozen until the 

NFS AS 
process is 
completed. 

There are only 

4 existing 
students still 
being funded 

This KPI will be 
revised during 
2019/20 

Financial Year 

Bursary 
payments 
effected for 8 

students 

Report 


Number of Audit 
Committee reports 
for BPDM adopted 
by Council 

4 Audit 

Committee 

Reports 

adopted 

during 

16/17FY 

4 Audit 

Committee 

Reports adopted 
by Council by 30 
June 2019 

Operational 

Operational 

Office of the 

Municipal 

Manager 

Achieved 

4 Audit 

Committee 
Reports 
adopted by 
Council 

Not Applicable 

Not Applicable 

3 Audit 

Committee 
reports tabled 
to Council 

Audit 

Committe 
e Report 
& Council 

Resolutio 

n 


Bojanala Platinum District Municipality Annual Report 2018/19 80 







































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 3 

Implementation of the community work programme 

OUTPUT 5 

Deepen democracy through a refined ward committee model 

OUTPUT 7 

Single window of coordination 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Support 

Local 

Governance 

Structure 

Number of 

Reviewed Audit 

Committee 
Charters 
adopted by 

Council 

2018/19 Audit 

Committee 

Charter 

adopted 

during 

17/18FY 

1 Reviewed 

Audit Committee 
Charter tabled to 
Council by 30 

June 2019 

Operational 

Operational 

Office of the 

Municipal 

Manager 


The Charter 

was finalised 

late and 

therefore 

could not be 
presented in 
time to 

Council. 

The Charter 

will be tabled 

at the next 
Council sitting 
of 2019/20 FY 

2018/19 Audit 

Committee 

Charter 

19/20 

Reviewed 

Audit 

Committee 
Charter & 
Council 

Resolution 

Number of 
workshops 
conducted for 

BPDM 

councillors 

1 workshop 
conducted in 
17/18FY 

1 workshop for 
BPDM 

Councillors 
conducted by 30 
June 2019 

R 1 298 600 

R 1 371 838 

Office of the 
Speaker 

Achieved 

1 workshop for 
BPDM 

Councillors 

conducted 

Not 

Applicable 

Not Applicable 

1 workshop 
conducted for 

Councillors 

Report 


Number of 

RHR/Advocacy 

programmes 

financially 

supported by 

BPDM 

4 RHR/ 
advocacy 
programmes 
supported in 
17/18 FY 

5 RPIR/advocacy 
programmes 
financially 
supported by 30 
June 2019 
(Youth, Elderly, 
PWD; HIV/Aids) 

R 750 000 

R 923 428 

Office of the 

Executive 

Mayor 

Achieved 

5 

RPIR/advocac 

y programmes 

financially 

supported 

Not 

Applicable 

Not Applicable 

4 advocacy 
and 4 RHR 

programmes 

supported 

Report 

To Promote 
Good 

Governance 

and 

Community 

Participation 

Number of 
Oversight report 
on Annual 

Report tabled to 
Council for 
adoption by 
Council 

1 Oversight 
Report in 
place for 16/17 
FY 

1 Oversight 

Report on 17/18 
Annual Report 
tabled to Council 
for adoption by 

31 March 2019 

R 600 000 

R 679 069 

MPAC 

Achieved 

1 Oversight 
Report on 

17/18 Annual 
Report 
adopted by 
Council 

Not 

Applicable 

Not Applicable 

2 Oversight 

reports 

adopted 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 81 







































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 3 

Implementation of the community work programme 

OUTPUT 5 

Deepen democracy through a refined ward committee model 

OUTPUT 7 

Single window of coordination 

Strategic 

Objective 

Key performance 
indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

To Promote 
Good 

Governance 

and 

Community 

Participation 

Number of public 
participation 
programmes/event 
s (Imbizos) 
financially 
supported in 
Bojanala Region 

2 events 

conducted in 
17/18 FY 

4 public 
participation 
programmes/event 
s (Imbizos) 
financially 
supported in 
Bojanala Region 
by 30 June 2019 

R 3 431 500 

R 4 093 800 

Office of the 

Executive 

Mayor 


No request 
received from 

Local 

Municipalities 

The non- 
responsivenes 
s of Local 
Municipalities 
will be 

discussed in 

the IGR and a 
working 
strategy will 
then be 
adopted. 

3 

Imbizos/publlic 

participation 

programmes 

supported 

Report 

Number of District 
Anti Corruption 

awareness 

campaigns 
convened in 
Bojanala Region 

2 Anti 
Corruption 

awareness 

campaign 
conducted in 
17/18 FY 

2 Anti Corruption 

awareness 

campaigns 
conducted in 
Bojanala Region 
by 30 June 2019 

R 439 000 

R 23 640 

Office of the 
Speaker 

Achieved 

2 Anti 

Corruption 

awareness 

campaigns 

conducted 

Not Applicable 

Not Applicable 

1 Anti¬ 
corruption 

awareness 

campaign 

conducted 

Report 

Support 

Local 

Government 

Structure 

Number of 
Indigents/househo 
ids provided with 
food parcels in 

Local 

Municipalities 

90 

households 
provided 
with food 
parcels in 
Local 

Municipalitie 
s in 17/18FY 

120 

Indigents/househol 
ds provided with 
food parcels in 

Local 

Municipalities by 

30 June 2019 

R 300 000 

R 231 234 

Community 

Development 

Services 


Food parcels 
could not be 

handed over 
to recipients 
on the 

scheduled 

date due to 

the 

unavailability 
of the Mayor 
of 

Kgetlengrivier 

LM. 

Food parcels 
will be 

delivered to 
the recipients 
during Q1 of 
the 2019/20 

FY 

90 food 
parcels 
delivered to 
Indigents/hous 
eholds 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 82 






































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 3 

Implementation of the community work programme 

OUTPUT 5 

Deepen democracy through a refined ward committee model 

OUTPUT 7 

Single window of coordination 

Strategic 

Objective 

Key performance 
indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsibl 

e 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Support 

Local 

Government 

Structure 

Number of 

NGO's/NPO's 
financially supported 
in Local 

Municipalities 

5 NGO's/NPO's 
financially 
supported in 

17/18 FY 

5 NGO's/NPO's 
financially 
supported in Local 
Municipalities by 

30 June 2019 

R 758 494 

R 106 349 

Community 
Developmen 
t Services 


No monitoring 
and evaluation 

done due to 

the non¬ 
payment of 
NGO's/NPO's 
by the 
Municipality 
due to cash 
flow 

challenges 

Payment to 
the 

NGO's/NPO's 

will be effected 
during Q1 of 
the 2019/20 

FY 

5 

NGO's/NPO's 

supported 

Report 

Number of NGO's 
financially supported 
through EPWP grant 
in local 
municipalities 

27 beneficiaries 
financially 
supported in 
17/18FY 

27 beneficiaries 

from 5 NGO's 
financially 
supported with 
EPWP grants in 
local municipalities 
by 30 June 2019 

R 1 558 000 

R 649 384 

Community 
Developmen 
t Services 

Achieved 

27 

beneficiaries 

from 5 NGO’s 
financially 
supported with 
EPWP grants 

Not Applicable 

Not Applicable 

27 

beneficiaries 

from 5 NGO's 
financially 
supported with 
EPWP grants 

Report 

Number of Single 

Whip Forums 
convened in BPDM 

4 Single Whip 
Forums 

convened in 

17/18 FY 

3 Single Whip 
Forums convened 
in BPDM by 30 

June 2019 

R 4 051 100 

R 10 443 407 

Office of the 
Chief Whip 

Achieved 

3 Single Whip 
Forums 

convened 

Not Applicable 

Not Applicable 

4 Single Whip 
Forums 

convened 

Report 

Number of public 
participation 
engagements with 
Local Municipalities 
in Bojanala Region 
convened 

2 public 
participation 
engagements in 
17/18FY 

2 public 
participation 
engagements with 
Local 

Municipalities in 
Bojanala Region 
convened by 30 
June 2019 

R 2 934 450 

R 8 806 271 

Office of the 
Speaker 

Achieved 

2 public 
participation 
engagements 
with Local 
Municipalities 

Not Applicable 

Not Applicable 

2 public 
participation 
engagements 
implemented 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 83 

































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 3 

Implementation of the community work programme 

OUTPUT 5 

Deepen democracy through a refined ward committee model 

OUTPUT 7 

Single window of coordination 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual 

Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

To Promote 
Good 

Governance 

and 

Community 

Participation 

Number of IGR 
meetings held 
and facilitated by 
BPDM 

4 IGR 

District 

Forum 
meetings 
held 17/18 

FY 

8 IGR Forum 
meetings held 
by 30 June 

2019 

R 100 000 

R 11 828 

Office of the 

Executive 

Mayor 


The scheduled 
meeting could 
not be held due 
to unavailability 
of members due 

to other 

commitments 

An annual IGR 

calendar of 
meetings will be 
circulated to all 

members in order 
minimise the 
unavailability of 
members. 

4 IGR Forum 
meetings held 

Report 

Number of 

District 

Communication 
Forum meetings 
held and 
facilitated by 
BPDM 

4 District 

Communicat 
ion Forum 
meetings 
held in 17/18 

FY 

2 District 

Communicatio 
n Forum 
meetings held 
by 30 June 

2019 

R 100 000 

R 87 000 

Office of the 

Executive 

Mayor 

Achieved 

2 District 

Communication 
Forum meetings 
held 

Not Applicable 

Not Applicable 

4 District 
Communicatio 
n Forums held 

Report 

Number of 

Community 

Outreach 

programmes 
financially 
supported in 
Bojanala Region 

2 

programmes 
financially 
supported in 
17/18FY 

2 Community 
Outreach 

programmes 
financially 
supported in 
Bojanala 

Region by 30 
June 2019 

R 2 400 000 

R 7 991 875 

Office of the 

Executive 

Mayor 

Achieved 

2 Community 
Outreach 

programmes 

financially 

supported 

Not Applicable 

Not Applicable 

3 Community 
Outreach 

programmes 

supported 

Report 

Number of 
public 

participation 
engagements 
with Local 
Municipalities in 
Bojanala Region 
convened 

2 public 
participation 
engagement 
s in 17/18FY 

2 public 
participation 
engagements 
with Local 
Municipalities 
in Bojanala 
Region 
convened by 

30 June 2019 

R 2 934 450 

R 8 806 271 

Office of the 
Speaker 

Achieved 

2 public 
participation 
engagements 
with Local 
Municipalities 

Not Applicable 

Not Applicable 

2 public 
participation 
engagements 
implemented 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 84 



































MUNICIPAL TRANSFORMATION AND DEVELOPMENT 


Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 6 

Administrative and financial capability 

Strategic 

Objective 

Key performance 
indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Develop and 
strengthen a 
politically 
and 

administrativ 
ely stable 
system of a 
municipality 

Number of 

Amended 2019/20 
IDP adopted by 
Council 

2018/19 

Amended 

IDP in place 
17/18 FY 

1 Amended 

2019/20 IDP 
adopted by 

Council by 30 May 
2019 

R 4 736 179 

R 4 913 012 

Office of the 

Municipal 

Manager 

Achieved 

1 Amended 

IDP adopted 

Not Applicable 

Not 

Applicable 

1 Amended 

IDP adopted 

Amended 
2019/20 IDP 

& Council 

Resolution 

Number of 

2019/20 District 

IDP Framework 
approved by 

Council 

2018/19 
District IDP 

Framework 
approved in 
17/18FY 

1 2019/20 District 
IDP Framework 
approved by 

Council by 31 

August 2018 

Operational 

Operational 

Office of the 

Municipal 

Manager 

Achieved 

1 District IDP 

Framework 

adopted 

Not Applicable 

Not 

Applicable 

1 District IDP 

Framework 

adopted 

2019/20 
District IDP 

Framework 

and Council 
resolution 

Number of 

2019/20 Process 
Plan adopted by 
Council 

2018/19 IDP 

Process 
plan in place 

1 2019/20 Process 
Plan adopted by 
Council by 31 

August 2018 

Operational 

Operational 

Office of the 

Municipal 

Manager 

Achieved 

1 Process 

Plan adopted 

Not Applicable 

Not 

Applicable 

1 Process 

Plan adopted 

Process 

Plan and 

council 

resolution 

Number of 

2018/19 
Performance 
Agreements 
signed by BPDM 

Sec 56 Managers 
in accordance with 

MSA Sec 57 

7 signed 
2017/18 

Performance 
Agreements 
in place 

7 2018/19 
Performance 
Agreements 
signed by BPDM 

Sec 56 Managers 
in accordance with 

Sec 57 of the MFA 
by 28 July 2018 

Operational 

Operational 

Office of the 

Municipal 

Manager 

Achieved 

7 Performance 

Agreements 

signed 

Not Applicable 

Not 

Applicable 

7 Performance 

Agreements 

signed 

Copies of 
signed 
Performance 
Agreements 


Bojanala Platinum District Municipality Annual Report 2018/19 85 



































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 6 

Administrative and financial capability 

Strategic 

Objective 

Key performance 
indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Develop and 
strengthen a 
politically 
and 

administrativ 
ely stable 
system of a 
municipality 

Number of 

2018/2019 Mid 

Term Performance 
Review Reports 
adopted by 

Council 

1 2017/18 Mid 
Term report in 
place 

1 2018/19 

Midterm 

Performance 
Review Report 
adopted by 

Council by 25 
January 2019 

R 224 078 

R 0 

Office of the 

Municipal 

Manager 

Achieved 

1 Mid-Term 
report adopted 

Not Applicable 

Not 

Applicable 

1 Mid-Term 
report adopted 

Mid-terrm 

Report & 

Council 

Resolution 

Number of 

Quarterly 
Performance 
Reports for BPDM 
adopted by 

Council 

4 x Quarterly 
Performance 
Reports in 
place 

4 x quarterly 
performance 
reports adopted 
by Council by 30 
June 2019 

Operational 

Operational 

Office of the 

Municipal 

Manager 

Achieved 

4 quarterly 
performance 
reports 
adopted 

Not Applicable 

Not 

Applicable 

4 quarterly 
performance 
reports 
adopted 

Reports & 
council 

resolutions 

Number of Annual 
Reports tabled to 
Council for 
approval 

1 Annual 

Report 
approved by 
Council in 

17/18 FY 

1 Annual Report 
tabled to Council 
for approval by 

31 January 2019 

Operational 

Operational 

Office of the 

Municipal 

Manager 

Achieved 

1 Annual 

Report 

adopted 

Not Applicable 

Not 

Applicable 

1 Annual 

Report 

adopted 

Annual Report 
& Council 
Resolution 

Number of 
quarterly reviews 
of the risks in the 

BPDM Risk 

Register by 

departments 

facilitated 

Risk Register 
updated in 

17/18 FY 

4 Quarterly 
Reviews of risks 

in the BPDM 

Risk Register by 
departments by 
30 June 2019 

R 50 000 

R 0 

Office of the 

Municipal 

Manager 

Achieved 

4 quarterly 
reviews of 
risks updated 

Not Applicable 

Not 

Applicable 

4 quarterly 
reviews of 
risks updated 

Departmental 
Risk register 

Number of 
quarterly updates 
of the Top 10 
institutional risks in 

the BPDM Risk 
Register 

2 Quarterly 
updates of risks 
in the BPDM 

Risk Register by 
30 June 2019 

Office of the 

Municipal 

Manager 

Achieved 

2 quarterly 
updates of 

Top 10 risks 
updated 

Not Applicable 

Not 

Applicable 

2 quarterly 
updates of 

Top 10 risks 
updated 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 86 
































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 6 

Administrative and financial capability 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Develop and 
strengthen a 
politically 
and 

administrativ 
ely stable 
system of a 
municipality 

Number of 
website updates 
on the official 

BPDM website 

13 reports 
uploaded on 
the website 
for 17/18 FY 

13 reports 
uploaded into 
the BPDM 
website by 30 
June 2019 

Operational 

Operational 

Office of the 

Municipal 

Manager 

Achieved 

13 reports 
uploaded on 
the website 

Not Applicable 

Not Applicable 

13 reports 
uploaded on 
the website 

Report 

Number of 
quarterly 
website upgrade 
reports 

submitted to the 
Accounting 

Officer 

4 quarterly 
website 
upgrade 
reports in 
place 

4 quarterly 
website upgrade 
reports 

submitted to the 
Accounting 

Officer by 30 

June 2019 

R 100 000 

R 173 766 

Office of the 

Municipal 

Manager 

Achieved 

4 quarterly 
website 
reports 
submitted 

Not Applicable 

Not Applicable 

4 quarterly 
website 
reports 
submitted 

Report 

Number of 

computer 

licences 

renewed for 

BPDM 

5 computer 
licences 
renewed for 
BPDM for 

17/18FY 

5 computer 
licences 

renewed for 

BPDM by 30 

June 2019 

R 767513 

R 560 435 

Office of the 

Municipal 

Manager 


Department of 
Rural 

Development 
has paid the 

GIS licence 

BPDM will no 
longer be 
paying the GIS 
licence 

5 computer 
licences 

renewed 

Report 

Achieve a 

sound 

labour and 
positive 
employee 
climate 

Number of 

Labour 

Relations 

awareness 

workshops 

convened 

4 Local 

Government 

Labour 

Relations 

awareness 

workshops 
convened in 
17/18FY 

4 Labour 

Relations 
workshops 
facilitated and 
convened by 30 
June 2019 

Operational 

Operational 

Corporate 

Support 

Services 

Achieved 

4 labour 

relations 

workshops 

facilitated 

Not Applicable 

Not Applicable 

4 labour 

relations 

workshops 

facilitated 

Report 

Achieve a 
positive 
employee 
climate 

Percentage of 

employees 

assisted through 

Employee 

Assistance 

Programme by 

BPDM 

8 employees 
taken 

through EAP 
services in 
17/18 FY 

100% 

employees that 
have applied 
assisted through 
EAP by BPDM 
by 30 June 2019 

R 74 996 

R 465 004 

Corporate 

Support 

Services 

Achieved 

100% 
employee 
assistance 
with EAP 

Not Applicable 

Not Applicable 

100% 
employee 
assistance 
with EAP 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 87 


































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 6 

Administrative and financial capability 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Enhance 

Employees 

Skills 

Number of 
Training and 
Development 
Plans and 

Reports 
submitted to 
LGSETA 

2 Training and 
Development 
Plans and 
reports 
submitted in 
17/18 FY 

2 Training and 
Development 
Plans and 

Reports 
submitted to 
LGSETA by 30 
June 2019 

Operational 

Operational 

Corporate 

Support 

Services 

Achieved 

2 Training and 
Development 
Plans and 
Reports 
submitted to 
LGSETA 

Not Applicable 

Not 

Applicable 

2 Training and 
Development 
Plans and 
Reports 
submitted to 
LGSETA 

Report 

Number of 

bursary 

committee 

meetings 

facilitated 

24 employees 
allocated 

bursaries in 
16/17 FY 

2 bursary 
committee 
meetings 
facilitated by 30 
June 2019 

R 500 000 

R 452 980 

Corporate 

Support 

Services 

Achieved 

2 bursary 
committee 
meetings 
facilitated 

Not Applicable 

Not 

Applicable 

Application 

process 

facilitated 

Report 

Promote good 

governance 

through 

provision of 

administrative 

support 

Percentage of 
secretariat 

services 

provided through 
compilation of 
agendas and 
minute taking for 
all Portfolio 
Committee, 
Mayoral and 
Council 
meetings 
convened 

Secretarial 

services in 
place 

100% secretariat 

services 

provided through 
compilation of 
agendas and 
minute taking for 
all Portfolio 
Committee, 
Mayoral and 
Council 

meetings by 30 
June 2019 

Operational 

Operational 

Corporate 

Support 

Services 

Achieved 

100% 

secretariat 

services 

provided 

Not Applicable 

Not 

Applicable 

100% 

secretariat 

services 

provided 

Report 

Number of 
quarterly leave 
reports 

submitted to the 
Accounting 

Officer 

4 quarterly 
leave reports 
in place for 
17/18FY 

4 quarterly leave 
reports (1 each 
quarter) 

submitted to the 
Accounting 

Officer by 30 

June 2019 

Operational 

Operational 

Corporate 

Support 

Services 

Achieved 

4 quarterly 
leave reports 
submitted 

Not Applicable 

Not 

Applicable 

4 quarterly 
leave reports 
submitted 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 88 





























Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 6 

Administrative and financial capability 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 


Number of 
quarterly fleet 
management 
reports 

submitted to the 
Accounting 

Officer 

4 quarterly 
fleet 

managemen 
t reports in 
place for 
17/18FY 

4 quarterly fleet 
management 
reports (1 each 
quarter) 

submitted to the 
Accounting 

Officer by 30 

June 2019 

Operational 

Operational 

Corporate 

Support 

Services 

Achieved 

4 quarterly 
fleet 

management 

reports 

submitted 

Not Applicable 

Not Applicable 

4 quarterly 
fleet 

management 

reports 

submitted 

Report 

Number of Local 

Labour Forum 
meetings held 

2 Local 

Labour 

Forum 
meetings 
held in 

17/18FY 

2 Local Labour 
Forum meetings 
held by 30 June 
2019 

Operational 

Operational 

Corporate 

Support 

Services 

Achieved 

2 Local Labour 
Forum 

meetings held 

Not Applicable 

Not Applicable 

2 Local Labour 
Forum 

meetings held 

Report 

Promote 

good 

governance 
through 
provision of 
administrativ 
e support 

Number of 

District Records 
Management 
Forum meetings 
held 

4 District 

Records 
Managemen 
t Forum 
meetings 
held 

17/18FY 

4 District 

Records 
Management 
Forum meetings 
held by 30 June 
2019 

Operational 

Operational 

Corporate 

Support 

Services 

Achieved 

4 District 

Records 

Management 

Forum 

meetings held 

Not Applicable 

Not Applicable 

4 District 

Records 

Management 

Forum 

meetings held 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 89 




























MUNICIPAL FINANCIAL VIABILITY 


Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 







OUTPUT 6 

Administrative and financial capability 








Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Strengthen the 
administrative 

Number of 

MFMA Reports 
submitted to 

relevant 

stakeholders 

16 MFMA 
Reports 
submitted to 

relevant 

stakeholders 
in 17/18 FY 

18 MFMA Reports 
to be submitted to 

relevant 

stakeholders by 

30 June 2019 

Operational 

Operational 

Budget and 
Treasury 

Office 

Achieved 

18 MFMA 
Reports to be 
submitted to 

relevant 

stakeholders 

Not Applicable 

Not 

Applicable 

18 MFMA 

Reports 

submitted 

Acknowledgeme 
nt by Provincial 
Treasury & 

Auditor General, 
Council 

Resolution 

and financial 
capability of 
municipalities 

Number of 
quarterly VAT 
Returns reports 
submitted to the 
Accounting 

Officer 

4 quarterly 
VAT Returns 
reports in 
place for 
17/18FY 

4 quarterly VAT 
Returns reports 
submitted to the 
Accounting Officer 
by 30 June 2019 

Operational 

Operational 

Budget and 
Treasury 

Office 

Achieved 

4 quarterly 

VAT Returns 

reports 

submitted 

Not Applicable 

Not 

Applicable 

4 quarterly 

VAT Returns 

reports 

submitted 

Report 


Number of 
financial 

statements 

submitted to 

Council 

New 

1 Mid term AFS 

submitted to 

Council by 30 

June 2019 

Operational 

Operational 

Budget and 
Treasury 

Office 

Achieved 

1 Mid term 

AFS submitted 
to Council 

Not Applicable 

Not 

Applicable 

New 

Mid-term 

Financial 

statements & 

council 

resolution 


Number of 

Annual Financial 

Statements 

compiled 

2017/18 

Annual 

Financial 

Statements 
in place 

1 set of Annual 

Financial 

Statements 
compiled by 
BPDMby 30 June 
2019 

R 2 500 000 

R 1 973 087 

Budget and 
Treasury 

Office 

Achieved 

1 set of 

Annual 

Financial 

Statements 

compiled 

Not Applicable 

Not 

Applicable 

1 set of 

Annual 

Financial 

Statements 

compiled 

Financial 

statements 


Number of 
monthly bank 
reconciliation 
reports 

submitted to the 
Accounting 

Officer 

Bank 

reconciliatio 
n reports in 
place for 
17/18FY 

12 bank 

reconciliation 
reports submitted 
to the Accounting 
Officer by 30 June 
2019 

Operational 

Operational 

Budget and 
Treasury 

Office 

Achieved 

12 bank 

reconciliation 

reports 

submitted 

Not Applicable 

Not 

Applicable 

12 bank 

reconciliation 

reports 

submitted 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 90 




































Outcome 9 

OUTPUT 1 

Implement a differentiated approach to municipal financing, planning and support 

OUTPUT 6 

Administrative and financial capability 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Strengthen the 
administrative 
and financial 
capability of 
municipalities 

Number of 
quarterly Asset 
management 
reports 

submitted to the 
Accounting 

Officer 

4 Quarterly 
asset 

managemen 
t reports in 
place 

4 quarterly (1 
each quarter) 
Asset 

management 

reports 

submitted to the 
Accounting 

Officer by 30 

June 2019 

Operational 

Operational 

Budget and 
Treasury 

Office 

Achieved 

4 quarterly 

Asset 

management 

reports 

submitted 

Not 

Applicable 

Not 

Applicable 

4 quarterly 

Asset 

Management 

reports 

submitted 

Report 

Achieve a 
positive 
employee 
climate 

Number of 
Employees 
trained in line 
with Finance 
Management 
Grant 

9 BPDM 
personnel 
trained in 

17/18 FY 

9 Budget and 
Treasury 
personnel 
trained on 
Financial 

Systems by 30 
June 2019 

R 1 000 000 

R 1 825 743 

Budget and 
Treasury 

Office 

Achieved 

9 Budget and 

Treasury 

personnel 

trained on 

Financial 

Systems 

Not 

Applicable 

Not 

Applicable 

9 BTO 
personnel 
trained in 

Finance 

Systems and 2 
Interns 

attended 

MFMP 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 91 



























BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT 


Outcome 9 

OUTPUT 2 

Improving access to basic services 

OUTPUT 4 

Actions supportive of the human settlement outcome 


10 POINT PLAN 

NUMBER 1 

Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and 
disaster management 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Provision of 

new water 

infrastructur 
e in support 
of Local 
Municipalitie 
s towards 

free basic 

services 

Number of 
Boreholes, 
Pipelines and 
Storage Tank 
constructed 

1 borehole, 
Pipelines 
and Storage 
completed in 
2017/18 FY 

1 borehole, 
Pipelines and 
Storage 
completed in 
2017/18 FY 

R 5 000 000 

R 852 537 

Technical 

Services 


The 

Contractor 

could not 
complete the 
project due to 
financial 

constraints 
experienced 
by the 
Municipality 

Delivery of 
storage tank will 
be done during 

1 st Quarter 
19/20FY and the 
project will be 
completed. 

2 Boreholes, 
Pipelines and 

1 storage tank 
completed 

Completion 

Certificate 

Provision of 

new 

sanitation 

infrastructur 
e in support 
of Local 
Municipalitie 
s towards 

free basic 

services 

Number of 

sanitation 

projects 

constructed 

459 VIP 

Toilets 
Dislodged in 
Derby 

(Kgetlengrivi 
er LM) 

2017/18 FY 

1 sanitation 
project of 
constructing 120 
VIP Toilets in 
Dihibidung 
(Moretele LM) 
completed by 30 
June 2019 

R 2 000 000 

0 

Technical 

Services 

Achieved 

120 VIP toilets 

constructed 

Not Applicable 

Not Applicable 

Toilets 
dislodged 
(100HH) in 
Mazista and 
(459HH) in 
Derby 

Completion 

Certificate 

Provision of 

new roads 

infrastructur 
e in support 
of Local 
Municipalitie 
s towards 

free basic 

services 

Number of 

Roads 

programme 

completed 

1 Road 

Project (2.5 
km) 

completed in 

Letlhakeng 

(Moses 

Kotane LM) 
2017/18 FY 

0,1 kms internal 
roads paved and 
completed in 
Reagile (Phase 

1) by 30 June 

2019 

(Kgetlengrivier 

LM) 

R 5 000 000 

R 5 068 670 

Technical 

Services 

Achieved 
0,487kms 
internal road 
paved 

Not Applicable 

Not Applicable 

1,8kms of 

internal roads 
paved 

Completion 

Certificate 


Bojanala Platinum District Municipality Annual Report 2018/19 92 






































Outcome 9 

OUTPUT 2 

Improving access to basic services 

OUTPUT 4 

Actions supportive of the human settlement outcome 


10 POINT PLAN 

NUMBER 1 

Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and 
disaster management 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Provision of 
Transport 
Planning 
and 

Community 

Safety 

support 

Number of 
Transport 

Planning 
projects 
developed by 
BPDM 

1 Transport 
Planning 
project 
implemented 
in 17/18 FY 

1 Rural Roads 

Asset 

Management 
System report 
for BPDM 
completed by 30 
June 2019 

R 2 364 00 

R 1 925 887 

Technical 

Services 

Achieved 

1 RRAMS 

Final 

Technical 

Report 

Not Applicable 

Not Applicable 

1 Rural Roads 

Asset 

Management 

System 

technical report 
completed 

RRAMS Final 
Technical 

Report 

4 transport 
support 
programmes 
supported in 
17/18FY 

4 transport 
support 
programmes 
financially 
supported by 30 
June 2019 

R 200 000 

R 141 908 

Technical 

Services 

Achieved 

4 transport 

support 

programmes 

financially 

supported 

Not Applicable 

Not Applicable 

4 transport 

support 

programmes 

financially 

supported 

Report 

5 community 
safety 

programmes 
financially 
supported in 
17/18 FY 

4 community 
safety 

programmes 
financially 
supported by 30 
June 2019 

R 200 000 

R 187 047 

Technical 

Services 

Achieved 

4 community 
safety 

programmes 

financially 

supported 

Not Applicable 

Not Applicable 

5 community 
safety 

programmes 

financially 

supported 

Report 

To support 
local 

municipalitie 
s to improve 
the quantity 
and quality 
of municipal 
disaster 

managemen 

t and Fire 

Services 

Number of 
Community 

Based Disaster 
Risk 

Assessments 
completed in 
BPDM region 

20 

Community 

Based 

Disaster 

Risk 

Assessment 
s completed 
in 17/18 FY 

20 Community 
Based Disaster 
Risk 

Assessments 
completed by 30 
June 2019 in 
BPDM region 

R 52 650 

R 29 866 

Community 

Development 

Services 

Achieved 

20 Community 
Based 

Disaster Risk 

Assessments 

completed 

Not Applicable 

Not Applicable 

20 Community 
Based Disaster 
Risk 

Assessments 

completed 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 93 




































Outcome 9 

OUTPUT 2 

Improving access to basic services 










OUTPUT 4 

Actions supportive of the human settlement outcome 









10 POINT PLAN 

NUMBER 1 

Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and 
disaster management 

Strategic 

Objective 

Key performance 
indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio 

of 

Evidence 

To support 
local 

municipalities 
to improve the 
quantity and 
quality of 
municipal 
disaster 
management 
and Fire 

Services 

Number of Public 

Awareness 
campaigns 
conducted in BPDM 

20 Public 

Awareness 
campaigns 
conducted in 

17/18 FY 

20 Public 

Awareness 
campaigns 
conducted in BPDM 
region by 30 June 
2019 

R 131 660 

R 187 839 

Community 

Development 

Services 

Achieved 

20 Public 

Awareness 

campaigns 

conducted 

Not 

Applicable 

Not 

Applicable 

20 Public 

awareness 

campaigns 

conducted 

Report 

To support 
local 

municipalities 
in Sport, Arts 
and Culture 

Number of sport 
programmes 
implemented and 
financially supported 
by BPDM 

5 Sports 
programmes 
supported in 

17/18 FY 

5 sport programmes 
to be implemented 
and financially 
supported by BPDM 
by 30 June 2019 

R 921 125 

R 915 250 

Community 

Development 

Services 

Achieved 

5 sport 

programmes 

implemented 

Not 

Applicable 

Not 

Applicable 

7 sport 
programmes 
supported and 
implemented 

Reports & 
photos 


Number of Local 
Municipalities 
supported by BPDM 
with sport equipment 

6 sporting codes 
supported in 

Local 

Municipalities in 
17/18 FY 

5 Local 

Municipalities 
supported by BPDM 
with sport equipment 
by 30 June 2019 

R 280 000 

R 330 813 

Community 

Development 

Services 

Achieved 

5 Local 
Municipalities 
supported with 
sport 

equipment 

Not 

Applicable 

Not 

Applicable 

6 sporting 
codes 

supported with 
equipment 

Photos & 
report 


Number of Arts and 

Culture 

events/program m es 
hosted and 
financially supported 
by BPDM 

4 Arts and 

Culture events 
hosted in 17/18 

FY 

5 Arts and Culture 
events/programmes 
to be hosted and 
financially supported 
by 30 June 2019 

R 310 565 

R 201 021 

Community 

Development 

Services 

Achieved 

5 Arts & 

Culture 

events/progra 

mmes 

supported 

Not 

Applicable 

Not 

Applicable 

5 Arts and 

Culture 
events/progra 
mmes hosted 
and financially 
supported 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 94 




































Outcome 9 

OUTPUT 2 

Improving access to basic services 

OUTPUT 4 

Actions supportive of the human settlement outcome 


10 POINT PLAN 

NUMBER 1 

Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and 
disaster management 

Strategic 

Objective 

Key performance 
indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

To support 
local 

municipalities 
to improve the 
quantity and 
quality of 
municipal 
disaster 
management 
and Fire 

Services 

Number of local 
municipalities 
supported by 

BPDM with 
equipment for 
disaster incidents 

5 local 

municipalities 
supported with 
disaster 
equipment in 
17/18FY 

5 local 

municipalities 
supported with 
equipment for 
disaster 
incidents by 30 
June 2019 

R 3 076 850 

R 3 076 850 

Community 

Development 

Services 


Only 3 local 
municipalitie 

s were 

supported 

with 

equipment 
as they were 
in need of 

disaster 

equipment 

Disaster 
equipment will 
only be 
delivered to 
the needy 
municipalities. 

Disaster 
equipment 
procured and 
delivered 

Report 

To support 
local 

municipalities 
to improve the 
quantity and 
quality of 
municipal 
waste 

management, 
climate 
change, air 
quality and 
biodiversity 

Number of climate 
change 

awareness 

programmes 
implemented in 
Bojanala District 

4 initiatives 
implemented 
in 17/18 FY 

3 climate 
change 

awareness 

programmes 
implemented 
within Bojanala 
District by 30 

June 2019 

R 390 663 

R 300 031 

Health and 
Environmental 

Services 

Achieved 

5 climate 
change 

awareness 

programmes 

implemented 

Not 

Applicable 

Not Applicable 

4 climate 
change 

awareness 

programmes 

implemented 

Report 

Number of illegal 
dumping sites 
rehabilitated within 
Bojanala District 

2 illegal 
dumping 
programmes 
implemented 
in 17/18FY 

2 Illegal 

dumping sites in 
Bojanala District 
rehabilitated by 

30 June 2019 

R 321 200 

R 20 649 126 

Health and 

Environmental 

Services 

Achieved 

2 Illegal 
dumping sites 
in Bojanala 
District 

rehabilitated 

Not 

Applicable 

Not Applicable 

2 illegal 
dumping sites 
rehabilitated 

Report 

Number of 

Municipal Health 
outreach activities 

conducted for 
Environmental 

Health compliance 
with legislation 

7 Municipal 
Health 

outreach 

activities 
implemented 
during 17/18 

FY 

9 Municipal 

Health outreach 

activities 
implemented 
within the 

Bojanala Region 
by 30 June 2019 

R 300 000 

R 494 402 

Health and 
Environmental 

Services 

Achieved 

9 Municipal 
Health 

outreach 

activities 

implemented 

Not 

Applicable 

Not Applicable 

7 Municipal 
Health 

outreach 

activities 

implemented 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 95 

































Outcome 9 

OUTPUT 2 

Improving access to basic services 

OUTPUT 4 

Actions supportive of the human settlement outcome 


10 POINT PLAN 

NUMBER 1 

Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and 
disaster management 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual 

Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

To support 
local 

municipalities 
to improve the 
quantity and 
quality of 
municipal 
waste 

management, 
climate 
change, air 
quality and 
biodiversity 

5 waste 

recovery 

awareness 

campaigns 
implemented in 

5 Local 

Municipalities in 
17/18FY 

5 waste 

recovery 

awareness 

campaigns 
implemented 
in 5 Local 
Municipalitie 
s in 17/18FY 

5 waste 

recovery 

awareness 

campaigns 
implemented 
in Bojanala 
Region by 30 
June 2019 

R 163 250 

R 18 381 126 

FHealth and 
Environmental 

Services 

Achieved 

5 waste 

recovery 

awareness 

campaigns 

implemented 

Not Applicable 

Not Applicable 

Awareness 
campaigns 
implemented 
in 5 Local 
Municipalities 

Report 

Number of 
biodiversity 
projects 
implemented in 
Bojanala Region 

5 

Biodiversity 
projects 
implemented 
in 17/18FY 

5 greening 
biodiversity 
projects 
implemented 
in Bojanala 
Region by 30 
June 2019 

R 315 900 

R 189 395 

FHealth and 
Environmental 

Services 

Achieved 

5 greening 
biodiversity 
projects 
implemented 

Not Applicable 

Not Applicable 

1 greening 

biodiversity 

project 

implemented 

in 5 Local 

Municipalities 

Report 

Number of 

environmental 

education and 

awareness 

programmes 
implemented in 
Bojanala region 

4 

environment 

al and 

education 

awareness 

programmes 
implemented 
in 17/18FY 

4 

environmental 

and education 

awareness 

programmes 
implemented 
in Bojanala 
Region by 30 
June 2019 

R 1 091 266 

R 2 682 535 

FHealth and 

Environmental 

Services 

Achieved 

5 

environmental 

and education 

awareness 

programmes 

implemented 

Not Applicable 

Not Applicable 

4 

environmental 

and education 

awareness 

programmes 

implemented 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 96 



































LOCAL ECONOMIC DEVELOPMENT 


Outcome 9 

OUTPUT 

Implementation of the community work programme 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Enhance the 
municipal 
contribution to 
job creation 
and 

sustainable 
livelihoods 
through Local 


2 

Enterprises 

Financial 
support towards 
construction of a 
factory for 

Disake Sewing 
Project 3rd 
phase by 30 

June 2019 

R 1 500 000 

R 1 507 400 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 

Achieved 

Financial 

support 

towards 

construction of 
a factory 3rd 
phase 

implemented 

Not Applicable 

Not Applicable 

Financial 

support 

towards 

construction of 
a factory 
implemented 

Completion 

certificate 

Economic 

Development 

Number of 
Enterprises 
supported by 
BPDM 

supported in 
17/18 FY 

Financial 
support towards 
Co- 

operatives/SMM 
Es within BPDM 
by 30 June 2019 

R 1 424 550 

R 1 976 154 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 

Achieved 

2 Co- 

operatives/SM 

MEs 

financially 

supported 

Not Applicable 

Not Applicable 

New 

Report 



1 training 
initiative 
implemented 
in 17/18FY 

1 training 
initiative 

implemented for 
small scale 
mining in 

Bojanala region 
by 30 June 2019 

R 697 950 

R 65 697 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 


Training could 
not be 

implemented 
as the Service 
Provider was 
not paid by 
BPDM due to 

cash flow 
challenges. 

Training will 
be 

rescheduled 

during 

2019/20 FY as 

soon as the 

service 
provider is 
paid. 

Training for 
small scale 
miners 
implemented 

Report 


Number of 

Agriculture 

and Rural 

Development 

training 

session 

facilitated for 
Bojanala 

Region 

2 training 
sessions 
held in 

2016/17 

1 Agriculture 
and Rural 
Development 
training session 
facilitated for 
Bojanala Region 
by 30 June 2019 

R 210 000 

R 210 000 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 

Achieved 

1 Agriculture & 
Rural 

Development 

training 

facilitated 

Not Applicable 

Not Applicable 

New 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 97 





































Outcome 9 

OUTPUT 

Implementation of the community work programme 

Strategic 

Objective 

Key 

performance 

indicator 

Baseline 

Annual 

Target 

Operating 

Budget 

Annual 

Expenditure 

Responsible 

Department 

Annual 

Performance 

Reason for 

variance 

Corrective 

measures 

2017/18 

Performance 

Portfolio of 

Evidence 

Enhance the 
municipal 
contribution to 
job creation 
and 

sustainable 
livelihoods 
through Local 
Economic 
Development 

Number of 
Agricultural Co¬ 
operatives 
financially 
supported 

5 Agricultural 
Cooperatives 
supported in 
17/18 FY 

4 Agriculture 
and Rural 
Development 
Cooperatives 
financially 
supported by 

30 June 2019 

R 786 282 

R 303 810 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 

Achieved 

5 Co¬ 
operatives 
financially 
supported 

Not Applicable 

Not 

Applicable 

5 Co¬ 
operatives 
financially 
supported 

Report 

Number of 

livestock 

improvement 

programme 

activities for 
Agri-park 
financially 
supported 

1 programme 
supported in 
17/18 FY 

5 Agri-park 
livestock 
improvement 
programme 

activities 
financially 
supported in 
BPDM by 30 
June 2019 

R 1 065 700 

R 1 210915 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 

Achieved 

5 Agri-park 

livestock 

improvement 

activities 

financially 

supported 

Not Applicable 

Not 

Applicable 

5 FPSUs 

financially 

supported 

Report 

Number of 

District Tourism 

activities 
financially 
supported in 
Bojanala Region 

New 

5 District 
Tourism 
activities 
financially 
supported by 

30 June 2019 

R 500 000 

R 717 742 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 

Achieved 

5 District 
Tourism 

activities 

financially 

supported 

Not Applicable 

Not 

Applicable 

7 Tourism 
establishment 
s successfully 
graded 

Report 

Number of 

District Tourism 

exhibition events 
held in Bojanala 
Region 

New 

2 District 

Tourism 

exhibition 

events to be 
held in 

Bojanala by 30 
June 2019 

R 106 900 

R 84 300 

Economic 

Development, 

Tourism, 

Mining & Rural 
Development 

Achieved 

2 District 

Tourism 

exhibition 

events held 

Not Applicable 

Not 

Applicable 

4 District 

Tourism 

Associations 
financially 
supported with 
marketing 
brochures 

Report 


Bojanala Platinum District Municipality Annual Report 2018/19 98 



























CAPITAL PROJECTS FUNDED BY THE MUNICIPALITY 2018/19 FY 


6 

z 

Service 

Provider 

Project Name 

Start date 

End date 

Project e 

Budget 

Expenditure by 

30/06/2019 

Type 

of project 

Performance 

target 2017/18 

Actual 

performance 

achieved by the 

end 2017/18 

Performance 

target 2018/19 

Actual 

performance 

achieved by the 

end of 2018/19 

Action taken to 

address poor 

performance , 


1 

Maranje 

Consulting 

1 borehole, 

Pipelines and 
Storage 
completed in 
Brakkuil- 
Moses Kotane 
LM 

8 

Novembe 
r 2018 

Incomplete 

R 5 000 

000 

R4,099,865.3 

2 

Water 

Project 

2 

Boreholes 

Pipelines 

and 

Storage 

tank 

construct 

ed 

2 

Boreholes 

Pipelines 
and 1 
storage 
tank 

Ixborehole 
, pipelines 
and 

storage 

tank 

Incomplet 

e 

None- 

Paymer 

invoices 

remains 

challenc 

of 

r 

3 

2 

Telawize 
(Pty) Ltd 

0,1 kms 

internal roads 
paved and 

completed in 
Reagile 
(Kgetlengrivier 
LM) 

9 October 
2018 

30 June 

2019 

R 5 000 

000 

R4,624,006.2 

6 

Roads 

Program 

me 

1.56kms 

internal 

roads 

paved/co 

nstructed 

1.8kms 
internal 
roads 
paved 

0.1 kms 
internal 
roads 
paved 

0.487 kms 
internal 
roads 
paved 

Not 

Applicab 

e 

3 

AES 

Consultants 

1 sanitation 
project of 
constructing 

120 VIP 

Toilets in 
Dihibidung 
(Moretele LM) 

6 

Novembe 
r 2018 

30 June 

2019 

R 2 000 

000 

R1,877,523.7 

3 

Sanitation 

Dislodgin 
g of toilets 
in Mazista 
(100HH) 
and 

Derby 

(459HH) 

559 toilets 
dislodged 

120 VIP 
Toilets 
Constructe 
d 

120 VIP 
Toilets 
Construct 
ed 

Not 

Applicab 

e 


Bojanala Platinum District Municipality Annual Report 2018/19 99 

































ORGANISATIONAL STRUCTURE 


OFFICE OF THE EXECUTIVE MAYOR 


Bojanala Platinum District Municipality Annual Report 2018/19 100 









ORGANISATIONAL STRUCTURE 
OFFICE OF THE EXECUTIVE MAYOR 



Bojanala Platinum District Municipality Annual Report 2018/19 101 





















































I 


OFFICE OF THE SPEAKER 


OFFICE OF 
THE 

SPEAKER 



MANAGER: OFFICE OF 
THE SPEAKER LEVEL 
2A 


CO-ORDINATOR OFFICE OF 
THE SPEAKERX2 LEVEL 5 

1 VACANT 


Bojanala Platinum District Municipality Annual Report 2018/19 102 


DRIVER XI 
LEVEL 14 

















































Bojanala Platinum District Municipality Annual Report 2018/19 103 









OFFICE OF THE SINGLE WHIP 


f \ 

SINGLE WHIP OF COUNCIL 

V__ 


r 




SECRETARY TO THE 
SINGLE WHIP 

LEVEL 9 


J 


MANAGER: OFFICE OF THE 
SINGLE WHIP LEVEL 2A 

VACANT 


V. 


CO-ORDINATOR X 2 
VACANT 
LEVELS 


-\ 


J 


r 


RESEARCHER VACANT XI 
LEVEL 5 




-\ 


J 


Bojanala Platinum District Municipality Annual Report 2018/19 104 















































I 



Bojanala Platinum District Municipality Annual Report 2018/19 105 








































































































TECHNICAL SERVICES 



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DEPARTMENT OF CORPORATE SUPPORT SERVICES 


M.M.C: 

CORPORATE SUPPORT SERVICES 


DIRECTOR 

VACANT 


SECRETARY 
LEVEL 9 


I 


1 


MANAGER: ADMINISTRATION 
LEVEL 2A 


MANAGER: HUMAN RESOURCES 
LEVEL2A 


SUPERVISOR: 
GENERAL WORKERS 

LEVEL 14 


V_ 


ADMIN SUPPORT 
OFFICER: 
COMMITTEES 
LEVEL 6 


LOGISTICS 

OFFICER 

LEVEL 7 


LABOUR RELATIONS 
OFFICER 

LEVEL5 


GENERAL 
WORKERS X15 


COUNCIL 
SECRETARIAT 
X3 LEVEL 8 


RECEPTIONIST 
SX3 LEVEL 12 


PRINTING 
OFFICER 
LEVEL 12 



HR ADMIN OFFICER 
LEVEL 7 


DRIVERS X5 
LEVEL 14 


HRD&OD VACANT 
LEVEL 5 




OH SAFETY OFFICER 
LEVEL 6 


HR ADMIN OFFICER 
VACANT 

LEVEL 7 


Bojanala Platinum District Municipality Annual Report 2018/19 107 

























































































CORPORATE SUPPORT SERVICES: “B” RECORDS UNIT 



Bojanala Platinum District Municipality Annual Report 2018/19 108 

















































DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM & AGRICULTURE DEVELOPMENT 



Bojanala Platinum District Municipality Annual Report 2018/19 109 














































BUDGET & TREASURY 


j 



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DEPARTMENT OF MUNICIPAL HEALTH & ENIVIROMENTAL SERVICES (A) 



Bojanala Platinum District Municipality Annual Report 2018/19 111 











































DEPARTMENT OF MUNICIPAL HEALTH & ENVIROMENTAL SERVICES (B) 


MANAGER: MUNICIPAL HEALTH 
ENVIROMENTAL SERVICES 
LEVEL 2A 


& 


ADMINISTRATIVE OFFICER 
LEVEL 8 


ENVIRONMENTAL 
EPIDEMIOLOGY OFFICER 
LEVELS 


ENVIRONMENTAL 
EDUCATION OFFICER x 2 
LEVEL 7 


r 


ASSISTANT 
MUNICIPAL 
RUSTENBURG 
LEVEL 4A 


MANAGER 

HEALTH 


ASSISTANT 
MUNICIPAL 
MOSES KOTANE 
LEVEL 4A 


MANAGER 

HEALTH 


ASSISTANT 
MUNICIPAL 
MADIBENG 
LEVEL 4A 


ADMIN OFFICER 
Level 8 


ADMIN OFFICER 
Level 8 



ASSISTANT MANAGER 
MUNICIPAL HEALTH 
KGETLENGRIVIER 
LEVEL 4A 


ASSISTANT 
MUNICIPAL 
MORETELE 
LEVEL 4A 


MANAGER 

HEALTH 


ADMIN OFFICER 
Level 8 


CHIEF EHP XI LEVEL 5 VACANT 
SENIOR EHP x 2 LEVEL 6 
(1 VACANT) 

EHP x 4 LEVEL 7 (2 VACANT) 
LEVEL 7 (2 VACANT) 


CHIEF EHP XI LEVEL 5 
VACANT 

SENIOR EHP x 2 LEVEL 6 
EHP x 2 LEVEL 7 


CHIEF EHP XI LEVEL 5 
VACANT 

SENIOR EHP x 2 LEVEL 6 
EHP x 2 LEVEL 7 (1 VACANT) 


ADMIN OFFICER 
Level 8 


CHIEF EHP XI LEVEL 5 
VACANT 

SENIOR EHP x 2 LEVEL 6 
EHP x 2 

LEVEL 7 (1 VACANT) 


CHIEF EHP XI LEVEL 5 
VACANT 

SENIOR EHP x 2 LEVEL 6 
EHP x 2 
LEVEL 7 


Bojanala Platinum District Municipality Annual Report 2018/19 112 









































































DEPARTMENT OF MUNICIPAL HEALTH & ENVIROMENTAL SERVICES (C) AIR QUALITY & 

REGULATORY SERVICE 



Bojanala Platinum District Municipality Annual Report 2018/19 113 































DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES (A) 



Bojanala Platinum District Municipality Annual Report 2018/19 114 






































































DEPARTMENT OF COMMUNIT Y DEVELOPMENT SERV ICES (B)-FIRE SERVICES 

DIRECTOR: COMMUNITY 

DEVELOPMENT SERVICES 

I_I 

MANAGER: FIRE SERVICES 
LEVEL 2A 

v_I 


CHIEF FIRE OFFICER KGETLENG 
FIRE STATION 
LEVEL 4A 

'v_P 


C N 

ASSISTANT CHIEF FIRE OFFICER 

LEVELS 

l__ ) 



. L 




CHIEF FIRE OFFICER MORETELE FIRE 

STATION 

LEVEL 4A 


T 


ASSISTANT CHIEF FIRE OFFICER 

VACANT 

LEVEL 5 


CHIEF FIRE OFFICER MOGWASE 
FIRE STATION 
LEVEL 4A 


ASSISTANT CHIEF FIRE OFFICER 
LEVEL 5 


r 


L 


STATION OFFICER 
OPS X4 
LEVEL 7 

I 

----- 

LEADING FIRE FIGHTERS 
X2 

SENIOR FIRE FIGHTERS X 
20 

FIRE FIGHTERS X3 
LEVEL 8 


PRO-ACTIVE 


STATION OFFICER 

X2 


LEVEL 7 

_ J 

1 

LEADING 

FIRE 

FIGHTERS x2 

ACTIVE 

2 VACANT 

PRO- 

LEVEL 8 

1 



STATION 
OFFICER - OPS 
X4 LEVEL 7 

i 


STATION OFFICER PRO¬ 
ACTIVE X2 LEVEL 7 


LEADING FIRE 

FIGHTERS X9 
SENIOR FIRE 

FIGHTERS X14 
FIRE FIGHTERS X7 
LEVEL 8 


I 


LEADING PRO¬ 
ACTIVE X2 VACANT 
LEVEL 8 


Bojanala Platinum District Municipality Annual Report 2018/19 115