ANNEXURE “A” - SDBIP
Monthiy projections of revenue to be collected for each source
The SDBIP information on revenue will be monitored and reported monthiy by the Municipal Manager in terms of section 71 (1)(a) and (e) to ensure timeously remedial steps if
necessary. Comprehensive financial policies will ensure realistic revenue projections by taking into account appropriate service and delivery levels, standards, ability to pay and
collection efforts.
R thousand
July
August
Sept.
October
November
December
January
February
March
April
May
June
Budget
Year
2014/15
Revenue Bv Source
Property rates
890
600
162
162
170
165
165
135
124
160
179
50
2,963
Property rates - penalties & collection charges
_
Service charges - electricity revenue
651
649
741
670
624
700
660
660
781
790
793
678
8,397
Service charges - water revenue
239
257
232
239
230
251
246
249
248
259
252
151
2,853
Service charges - sanitation revenue
151
156
135
136
138
166
163
163
163
163
163
213
1,910
Service charges - refuse revenue
54
54
54
56
56
56
81
81
81
81
81
96
831
Service charges - ether
_
Rental of facilities and equipment
36
36
36
36
36
36
36
36
36
36
36
36
430
Interest earned - external Investments
30
35
29
39
37
24
26
24
28
28
35
15
350
Interest earned - outstanding debtors
Dividends received
_
_
_
_
_
_
_
_
_
_
_
_
_
Fines
1
1
1
1
1
1
1
1
1
1
1
0
11
Licenses and permits
1
1
1
Agency services
5
5
5
5
5
5
5
5
5
5
5
6
65
Transfers recognized - operational
10,151
5,507
4,128
0
19,786
Other revenue
4
4
4
4
4
4
4
4
4
4
4
4
53
Gains on disposal ofPPE
4,550
4,550
Total Revenue (excluding Capital transfers
and contributions)
12,213
1,797
1,400
1,349
6,809
1,409
1,388
1,358
5,600
1,527
6,100
1,250
42,199
Monthiy projections of expenditure (operating and Capital) for each vote
Rthousand
July
August
Sept.
October
November
December
January
February
March
April
May
June
Budget
Year
2014/15
Exoenditure Bv Tvoe
Employee related oosts
1,500
1,390
1,390
1,390
1,390
1,390
1,600
1,400
1,390
1,390
1,500
1,459
17,189
Remuneration of councillors
190
158
158
158
169
169
169
169
169
169
169
161
2,008
Debt impairment
_
_
_
_
_
_
_
_
_
_
1,181
0
1,181
Depreciation & asset
impairment
4,498
(0)
4,498
Finance charges
_
_
_
_
_
_
_
_
_
_
_
_
_
Bulk purchases
600
600
600
600
600
600
600
600
600
600
500
506
7,006
Other materials
_
_
_
_
_
_
_
_
_
_
_
_
_
Contracted services
24
24
24
24
24
24
24
24
24
24
24
25
290
Transfers and grants
_
_
_
_
_
_
_
_
_
_
_
_
_
Other expenditure
680
680
680
680
680
680
680
680
680
680
680
681
8,162
Loss on disposal of PPE
_
_
_
_
_
_
_
_
_
_
_
_
_
Total Expenditure
2,994
2,852
2,852
2,852
2,863
2,863
3,073
2,873
2,863
2,863
8,552
2,831
40,334
Surplus/(Deficit)
9,218
(1,055)
(1,453)
(1,503)
3,945
(1,455)
(1,685)
(1,515)
2,737
(1,336)
(2,453)
(1,581)
1,866
Transfers recognised - Capital
1,935
1,935
1,935
1,935
0
7,741
Contributions recognised -
Capital
Contributed assets
_
_
_
_
_
_
_
_
_
_
_
_
_
Surplus/(Deficit) after Capital
transfers & contributions
9,218
880
(1,453)
(1,503)
5,880
(1,455)
(1,685)
420
2,737
599
(2,453)
(1,581)
9,607
Taxatiën
_
_
_
_
_
_
_
_
_
_
_
_
_
Attributable to minorities
_
_
_
_
_
_
_
_
_
_
_
_
_
Share of surpius/ (deficit) of
associate
Surplus/(Deficit)
9,218
880
(1,453)
(1,503)
5,880
(1,455)
(1,685)
420
2,737
599
(2,453)
(1,581)
9,607
Quarterly Projections of Service Delivery Targets and Performance indicators for each vote
Vote/
Indicator
To effectively
support intemal
political
interfaces
Annual
Expenditure
Annual
Revenue
R(OOO)
R(OOO)
Unit of measurement
Annual
Target
Scheduled Council
meetings with tuil
preparation
6
160
70
Special Council
meetings
6
105
79
Month Ending
Jul-14
Projected | Actual
Vote - Corporate
Month Ending
Aug-14
Month Ending
Sep-14
Month Ending
Oct-14
Month Ending
Nov-14
Projected | Actual | Projected | Actual | Projected | Actual | Projected | Actual
Month Ending
Dec-14
Projected | Actual
To effectively
Intergovernmental
Relation Forum
attended
Percentage of Forum
Decisions
support
external
political
infprfïirpc
implemented
Council meets the
people
To effectively
Success of
support high
performance
level strategie
management for
and operational
direct reports
interfaces and
reviewed (quarterly
activities.
review)
Vote / indicator
Unit of
measurement
To ensure
Performance
Management and
Reporting
Completion of
2013/14 Annual
reports
1
Number of
management
Performance
Reports submitted to
council
4
Ensure the
development of a
credibie Integrated
Deveiopment Pian
Approvai of an MSA
compliant IDP by
Council (Annuai
Review) - March
1
Percentage of
Identified IDP
Projects completed
to business pian
100%
Deveiopment of
policies and by-
laws
Number of newiy
identified poiicies
compieted
3
Nr of new by-iaws
approved in
accordance councii
resolution.
3
Ensure effective
customer care
Compliance with
customer care policy
(Number of
Customer compiains
satisfactory attended
to/resoived)
100%
Ensure effective
financial
management
Percentage
attainment of
Budgetary
allocations
Not more
than 5%
variance
Annuai
Expenditure
Annuai
Revenue
R(OOO)
R(OOO)
90
85
95
80
30
60
Month Ending
Jul-14
Projected
Implementation
ofIDP
Month Ending
Aug-14
Month Ending
Sep-14
Month Ending
Oct-14
Month Ending
Nov-14
Month Ending
Dec-14
Section 71
report
Section 71
report
Section 71
report
Section 71
report
Section 71
report
■
Annual
Expenditure
Annual
Revenue
■
R(OOO)
R(OOO)
Vote / Indicator
Unit of
measurement
Ensure effective
administrative
management and
internal Controls
Compliance to
targets set for the
administration
100%
Monthiy
Departmental
reports
36
650
220
Monitoring of
conditlonal grants
according to
business plans -
monthiy reports
100%
Ensure effective
technical
Percentage
spending of Budget
-O&M
100%
management
Eradication of Back
Logs-SDBIP
targets
100%
Reduction in
downtime in Basic
services
Water (days
pa)
10
275
100
Month Ending
Jul-14
Projected | Actual
Monthiy
report
3x
departmental
reports
Monthiy
report
Monthiy
report
Monthiy
report
Vote / indicator
Unit of measurement
Review and approval of
LED Strategy
Ensure effective
Planning and
Align of DM Spatial
Development
Framework with local
framework
Project
management
Water Services
Development Plan
Disaster Management
Plan (linked to DM
Plan)
Review & report on
Equity Plan
Review & report Work
Skills Plan
Human Resource
Development
Review and approve
Organ gram
Strengthen the skills
and human
resource base
(training)
To effectively
manage staff
Local Labour Forum
meetings
Labour Relations
Disciplinary Cases
Reported & Completed
% of grievances
resolved
Health, Safety and
Environment
Numberof Health &
Safety Com. meetings
Annual
Expenditure
Annual
Revenue
R(OOO)
R(OOO)
60
0
0
0
15
0
0
0
210
55
50
60
40
40
120
60
40
0
225
80
Month Ending
Jul-14
Month Ending
Aug-14
Month Ending
Sep-14
Month Ending
Oct-14
Month Ending
Nov-14
Month Ending
Dec-14
Projected Actuai Projected Actuai Projected Actuai Projected Actuai Projected Actuai Projected | Actuai
Equity plan
reviewed &
report
Monthiy H&S reports
12
Prepare H&S
1
equipment Schedule
Safety Equipment
issued according to
100%
Schedule
Vote / Indicator
Public participation
and good
governance
Unit of measurement
NumberofWard
Committees held (quarterly)
Number r of budget
consultation meetings
taking place.
Number of IDP Rep
meetings
Annual
Expenditure
R(OOO)
Annual
Revenue
R(OOO)
600
280
70
70
30
30
Month Ending
Jul-14
Month Ending
Aug-14
Month Ending
Sep-14
Month Ending Month Ending
Month Ending
Dec-14
Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual Projected | Actual
To effectively
support intemal
polltical
interfaces
Annual
Expenditure
Annual
Revenue
R(OOO)
R(OOO)
Unit of measurement
Annual
Target
Scheduled Council
meetings with full
preparation
6
160
70
Special Council
meetings
6
105
79
Intergovernmental
Relation Forum
attended
Percentage of Forum
Month Ending
Jan-15
Projected | Actual
Month Ending
Feb-15
Month Ending
Mar-15
Month Ending
Apr-15
Month Ending
May-15
Projected | Actual | Projected | Actual | Projected | Actual | Projected | Actual
Month Ending
Jun-15
Projected | Actual
1 council meeting
1 special council
meeting
Decisions
implemented
Forum
decision
met
Council meets the
people
To effectively
support high
level strategie
and operational
interfaces and
activities.
Success of
performance
management for
direct reports
reviewed (quarterly
review)
Vote / Indicator
Unit of
measurement
Toensure
Completion of
2013/14 Annual
reports
Performance
Management and
Reporting
Numberof
management
Performance
Reports submitted to
council
Ensure the
developmentofa
Approval ofan MSA
compliant IDP by
Council (Annual
Review) - March
credible Integrated
Development Plan
Percentage of
Identified IDP
Projects completed
to business plan
Development of
policies and by-
laws
Number of identified
policies completed
Nr of new by-laws
approved in
Annual
Expenditure
R(OOO)
Annual
Revenue
R(OOO)
90
85
95
80
30
60
Month Ending
Projected | Actual
Annual report
Performance
reports to
Council
3
35
35
Ensure effective
customer care
Compliance with
customer care policy
(Numberof
Customer complains
satisfactory attended
to/resolved)
100%
Ensure effective
financial
Percentage
management
attainment of
Net more
Budgetary
than 5%
allocations
variance
Quarterly
report on
customer care
Quarterly
report on
customer care
■
Annuai
Expenditure
Annuai
Revenue
■
R(OOO)
R(OOO)
Vote / indicator
Unit of
measurement
Ensure effective
administrative
management and
internai Controls
Compiiance to
targets set for the
administration
100%
0
0
Monthiy
Departmental
reports
36
650
220
Monitoring of
conditional grants
according to
business plans -
monthiy reports
100%
Ensure effective
technicai
Percentage
spending of Budget
-O&M
100%
management
Eradication of Back
Logs-SDBIP
targets
100%
Reduction in
downtime in Basic
services
Water (days
pa)
7
275
100
Month Ending
Jan-15
Projected | Actual
Monthiy
report
3x
departmental
reports
Monthiy
report
Monthiy
report
Monthiy
report
Down time
report
Month Ending
Feb-15
Month Ending
Mar-15
Month Ending
Apr-15
Month Ending
May-15
Month Ending
Jun-15
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Monthiy
report
1
■
1
■
1
Monthiy
report
Monthiy
report
3x
departmental
reports
3x
departmental
reports
3x
departmental
reports
3x
departmental
reports
3x
departmental
reports
Monthiy
report
Monthiy
report
1
1
Monthiy
report
Monthiy
report
Monthiy
report
Monthiy
report
■
Monthiy
report
Monthiy
report
Monthiy
report
■
1
BB
Monthiy
report
Monthiy
report
Down time
report
Down time
report
Down time
report
Down time
report
Down time
report
Vota / indicator
Unit of measurement
Ensure effective
Planning and
Project
Review and approval
of LED Strategy
Align of DM Spatial
Development
Framework with local
framework
management
Water Services
Development Plan
Disaster Management
Plan (linked to DM
Plan)
Human Resource
Development
Review & report on
Equity Plan
Review & report Work
Skills Plan
Review and approve
Organ gram
Strengthen the skills
and human
resource base
To effectively
manage staff
Labeur Relations
Local Labeur Forum
meetings
Disciplinary Cases
Reported & Completed
% ofgrievances
resolved
Annual
Expenditure
Annual
Revenue
R(OOO)
R(OOO)
60
0
0
0
15
0
0
0
210
55
50
60
40
40
120
60
40
0
225
80
Month Ending
Jan-15
Month Ending
Feb-15
Month Ending
Mar-15
Month Ending
Apr-15
Month Ending
May-15
Month Ending
Jun-15
Projected Actuai Projected Actuai Projected Actuai Projected Actuai Projected Actuai Projected | Actuai
Numberof Health &
Safety Com. meetings
12
160
75
Meeting
Environment
12
120
65
Monthiy H&S reports
Prepare H&S
equipment Schedule
1
30
30
Safety Equipment
issued according to
Schedule
100%
275
35
As per
Schedule
Vote / Indicator
Public participation
and good
govemance
Annual
Expenditure
Annual
Revenue
R(OOO)
R(OOO)
Unit of measurement
Annual
Target
NumberofWard
Committees held
(quarterly)
48
600
280
Number r of budget
consultation meetings
taking place.
5
70
70
Number of IDP Rep
meetings
5
30
30
Month Ending
Jan-15
Projected Actual
Month Ending
Feb-15
Month Ending
Mar-15
Month Ending
Apr-15
Month Ending
May-15
Month Ending
Jun-15
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
1 meeting
per 4 wards
n
Budget
meeting
Budget
meeting
IDP
meeting
IDP meeting
IDP
meeting
IDP
meeting
Annual
Expenditure
Annual
Revenue
1
Annual
Expenditure
R(OOO)
Annual
Revenue
R(OOO)
Vote / indicator
Unit of measurement
Monthiy budget contrei,
reconciliation of general
ledger accounts and report
accordingly
1
280
320
Submission of annual reports
prescribed by the MFMA by
February (each year)
■
60
85
MFMA quarterly reports to
Councll, National Treasury,
Provinclal Treasury
■
95
125
MFMA section 71 reports -
monthiy
12
310
240
Ensure accurate
and timeously
reporting and
Planning
Timeously submission of Mid-
Year report to Council.
National & Provincial Treasury
as per MFMA requirement
1
40
70
Timeously preparation and
submission of Annual
Financial Statements to
Auditor-General in newiy
accepted GRAP format
1
810
110
Development of draft budget
1
50
40
To developa
compliant budget
and financial
statements
Timeously approval of annual
budget as per required
timeframe of MFMA
Preparation and approval of
Adiusted Budget
1
1
50
50
80
80
Vote: Budget and Treasury Office
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual Projected | Actual
AFS
submitted
toAG
Quarterly
report
submitted
Quarterly
report
submitted
Report
submitted
Report
submitted
Report
submitted
Report
submitted
Report
submitted
Report
submitted
Annual
Expenditure
Annual
Revenue
Month Ending
Jul-14
Vote / indicator
Ensure effective
capacity
development and
support in the
financial unit
Establish and
maintain financial
Systems and
policies
R(OOO) R(OOO)
Annual
Unit of measurement Target | Projected | Actual
Approval of service level
agreement and/or
framework with specific
time frames for financial
management support and
capacity building.
100%
30
30
Approved service
level agreement
implemented by
service provider
Performance reviews
conducted with Financial
Personnel
4
70
90
Implement effective
System of revenue
collection and safe keeping
of data as perMFMA
requirement
12
330
390
Monthly report
Ensure 100% collection
and receipt of grant
funding as per DoRA
allocations
12
305
8000
Monthiy report
Develop financial related
by-laws
3
50
320
Annual review and
implementation of
approved credit control &
debt collection policy
Develop and implement a
Property Rates policy
125 Review policy
Rates policy
approved
Preparation and implement
a supplementary/ valuation
role
1
Ensure the implementation
of effective asset
management System.
100%
Undertake a land use audit
1
Annual review and
development of other
applicable revenue policies
required per MFMA
100%
500 100
160 160 100%
70 105
Land use
audit
completed
All revenue
policies
reviewed
Unit of
measurement
Annuai
Expenditure
Annuai
Revenue
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
R(OOO)
R(OOO)
Jui-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Projected
Actuai
Projected
Actuai
Projected
Actuai
Projected
Actuai
Projected
Actuai
Projected
Actuai
Annuai
Target
Vote/
indicator
SDBIPdeveloped
15
100
SDBIP
developed
Annual
Expenditure
Annual
Revenue
Vote / indicator
Unit of measurement
Monthiy budget control.
reconclllation of general ledger
accounts and report
accordingly
1
Submisslon of annual reports
prescribed by the MFMA by
February (each year)
■
MFMA quarterly reports to
Council, National Treasury,
Provincial Treasury
■
MFMA sectlon 71 reports -
monthiy
12
Ensure accurate
and timeously
reporting and
Planning
Timeously submissiën of Mid-
Year report to Council.
National & Provincial Treasury
as per MFMA requirement
1
Timeously preparation and
submisslon of Annual Financial
Statements to Auditor-General
in newiy accepted GRAP
format
1
Development of draft budget
1
Todevelopa
compliant budget
and financial
statements
Timeously approval of annual
budget as per required
timeframe of MFMA
Preparation and approval of
Adjusted Budget
1
1
R(OOO)
R(OOO)
Month Ending
Jan-15
Projected
Actual
280
60
95
310
40
810
50
50
50
320
85
125
240
70
110
40
80
80
Monthiy
report
Annual
Report
Report
submitted
Mid year
Report
Month Ending
Feb-15
Month Ending
Mar-15
Month Ending
Apr-15
Month Ending
May-15
Month Ending
Jun-15
Annual
Expenditure
Annual
Revenue
Month Ending
Jan-15
Vote / indicator
Ensure effective
capacity
development and
support in the
financial unit
Establish and
maintain financial
Systems and
policies
Unit of measurement
Approval of service level
agreement and/or
framework with specific
time frames for financial
management support and
capacity building.
Performance reviews
conducted with Financial
Personnel
Implement effective
System of revenue
collection and safe
keeping of data as per
MFMA requirement
Ensure 100% collection
and receipt of grant
funding as per DoRA
allocations
Develop financial related
by-laws
Annual review and
implementation of
approved credit contrei &
debt collection policy
Develop and implement a
Property Rates policy
30
30
70
90
330
390
305
8000
50
320
25
125
25
100
Projected | Actual
Approved
service level
agreements
Month Ending
Feb-15
Month Ending
Mar-15
Month Ending
Apr-15
Month Ending
May-15
Month Ending
Jun-15
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Performance
report
Performance
report
Approved
service level
agreements
Performance
report
Monthiy
report
Monthiy
report
Monthiy
report
Monthiy report
Monthiy
report
Monthiy
report
Monthiy
report
Monthiy
report
Monthiy report
iontl
•epo
Preparation and
implementa
supplementary/ valuation
[ole
Ensure the
implementation of
effective asset
management System.
Undertake a land use
audit
1
100 %
1
Annual review and
development of other
applicable revenue
policies required per
MFMA
100 %
100 %
100 %
100 %
100 %
AH revenue
policies
reviewed
Vote/
indicator Unit of measurement
Ensure recovery of consumer
and sundry debt exceeding 90
days
Implement an effective System
ofexpenditure control in
compliance with MFMA
requirements
Ensure implementation of the
supply Chain management
regulations and approved policy
Apply an effective cash fiow
and investment management
as per approved poiicy
requirements
Establish an effective store and
inventory System
Ensure 100% maintenance and
security in respect of generai
ledger accounting system
Annual review and
deveiopment of appiicable
expenditure poiicies required
per MFMA
impiement an effective system
of asset and risk management
in compiiance with MFMA
Develop and implement an iT
poiicy and strategy
Annuai
Expenditure Annuai
Revenue
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Apr-15
Month Ending
Month Ending
May-15
Month Ending
Month Ending
Month Ending
55
100
65
110
40
60
100
100
35
100
40
100
40
150
40
150
Projected Actuai Projected Actuai Projected Actuai Projected Actuai Projected Actuai Projected | Actuai
Debts recovered
System
deveioped and
implemented
Monthiy report
Vote/
indicator
Annuai
Expenditure Annuai
Revenue Month Ending Month Ending Month Ending Month Ending Month Ending
R(OOO) R(OOO) Jan-15 Feb-15 Mar-15 Apr-15 May-15
Month Ending Month Ending Month Ending Month Ending Month Ending
Projected Actuai Projected Actuai Projected Actuai Projected Actuai Projected Actuai
Unit of Annuai
measurement Target
I 1 I 15 I 100
SDBIPdeveloped
Month Ending
Jun-15
Month Ending
Projected Actuai
Vote / Indicator
Unit of measurement
Provision of
temporary
services
Provide households wifh
femporary wafer
Provide households wifh
potable water
Provide sanitation to
households
Eradication of buckets
Eradicate
backlogs in
infrastructure
Supply electricity to households
Percentage of community
facility Projects completed
Percentage of town
establishment completed
project
Provide basic sanitation to
households
Provide basic solid waste to
households
Provision of
sustainable basic
services
Provide basic electricity to
households
Provide basic water to
households
Expansion and provision of
new roads
Month Ending
Jul-14
Month Ending
Aug-14
Month Ending
Sep-14
Month Ending
Oct-14
Month Ending
Nov-14
Month Ending
Dec-14
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
R
R
R
R
R
R
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
Vote / Indicator
Unit of measurement
Annual
Revenue
Annual
Expenditure
R(OOO)
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
R
R
R
R
R
R
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
Bulk water and networks
Bulk electricity networks
Establish of recreation and
sports facilities
Establish of council buildings
and gardens/parks
Establish of
public facilities
Establish and development
land fill sites
Establish and development of
cemeteries
Library services
Grant
Received
Establish of commonage lands
Refuse removal and cleaning
Compile long term
Infrastructure Operation and
Maintenance Plan
Waste
management
Develop a recycling plant
Develop further dumping sites
0
Vote / Indicator
Unit of measurement
Planning and
strategies
Develop a water strategy
and management plan
Develop a sanitation
strategy and
management plan
Transport
Maintenance of
municipal roads
managomont
Pleet management
Provide project
management for
Housing units
Housing delivery
and land
Obtain accreditation for
housing delivery agent
development
Purchase additional land
through the DLA process
Township establishment
and layout
Month Ending Month Ending Month Ending Month Ending Month Ending
Aug-14 Sep-14 Oct-14 Nov-14 Dec-14
Projected Actual Projected Actual Projected Actual Projected Actual Projected Actual
R R R R R
R (000) (000) R (000) (000) R (000) (000) R (000) (000) R (000) (000)
Vote / Indicator
Unit of measurement
Provision of
temporary
services
Provide househoids with
temporary water
Provide househoids with
potabie water
Provide sanitation to
househoids
Eradicate
backlogs in
infrastructure
Eradication of buckets
Supply eiectricity to househoids
Percentage of community
faciiity Projects compieted
Percentage of town
establishment compieted
project
Provide basic sanitation to
households
Provide basic solid waste to
househoids
Provide basic eiectricity to
househoids
Provide basic water to
househoids
Provision of
sustainable basic
services
Expansion and provision of
new roads
CL col I I CL CO
Month Ending
Feb-15
Month Ending
Mar-15
Month Ending
Apr-15
Month Ending
May-15
Month Ending
Jun-15
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
R
R
R
R
R
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
ide Provide Provide Provide Provide
ice Service Service Service Service
Provide Provide Provide Provide Provide
Service Service Service Service Service
Provide Provide Provide Provide Provide
Service Service Service Service Service
Provide Provide Provide Provide Provide
Service Service Service Service Service
Expansion
of roads
Vote / Indicator
Unit of measurement
Annual
Revenue
Annual
Expenditure
R(OOO)
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Jan-15
Feb-15
Mar-15
Apr-15
May-15
Jun-15
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
R
R
R
R
R
R
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
Bulk water and networks
Bulk electricity networks
Establish of recreation and
sports facilities
Establish of council buildings
and gardens/parks
Establish of
public facilities Establish and development land
fill sites
Establish and development of
cemeteries
Library services
Establish of commonage lands
Refuse removal and cleaning
Compile long term
Infrastructure Operation and
Maintenance Plan
Develop a recycling plant
Waste
management
Develop further dumping sites
0
Vote / Indicator
Unit of measurement
Planning and
strategies
Develop a water strategy
and management plan
Develop a sanitation
strategy and management
plan
Transport
management
Maintenance of municipal
roads
Pleet management plan
Provide project
management for Housing
units
Housing deliveryand
Obtain accreditation for
housing delivery agent
land development
Purchase additional land
through the DLA process
Township establishment
and layout
Annual
Revenue
Annual
Expenditure
R(OOO)
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Month Ending
Jan-15
Feb-15
Mar-15
Apr-15
May-15
Jun-15
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
Projected
Actual
R
R
R
R
R
R
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
R (000)
(000)
6 .
Performance Plans for Senior Managers
PERFORMANCE MANAGEMENT SYSTEM
PERFORMANCE PLAN for 2013/14 - MANAGER: TECHNICAL SERVICES
APPENDIX A: KEY PERFORMANCE AREAS (KPA's.1 and KEY PERFORMANCE INDICATORS (KPI'T = 80%
Purpose-: The performance plan defines Council’s expectations of the Manager: Technical Services performance agreement to which this document is attached and Section 57(5) of the Municipal Systems Act, which provides the performance objectives and
targets must be based on performance indicators (KPI's) as set in the Municipality's Integrated Development Plan as reviewed annually
Key' responsibilities:
Manage the reduction of backlogs in basic infrastructure in the municipality.
Provide sustainable basic services to the community
Manage the maintenance of the infrastructure in the municipality
Manage the roads agency function
Support the promotion of municipal transformation and organisational development.
. Support the promotion of good governance and public participation.
Key Performance Area
Weight
Key' Performance Indicator
Weight
100
Baseline Information
Time Frame
Target
Progress on Date of Review
Quality
Quality
Infrastructure Development
and Service delivery
70
1
Provide .... households with potable water.
10
2
Provide sanitation to .... households.
10
3
Supply electricity to .... households.
10
4
Percentage of identified water reticulation projects completed.
5
5
Percentage of identifed electricity reticulation project
completed.
5
6
Percentage of identifed community facility projects completed
5
7
Provide projectmanagement support to .... Flousing units
5
8
Town planning projects completed.
5
9
Provide identifed maintenance of municipal infrastructure
5
10
Compliance to the conditions as set out in the approved Roads
Agency
10
Municipal Transformation
and Organisational
Development
10
11
Implementation of the municipality's Performance Management
System (PMS). Agreement aligned to the Integrated
Development Plan (IDP). Of the Department: Technical
Services
5
12
Percentage implementation of the approved organisational
structure aligned to the IDP of the municipality
3
13
Percentage implementation of the municipality’s Customer Care
policy applicable to the Department of Technical Services:
2
Good Govemance and
Public Participation
10
14
Compliance to set procedures in ensuring adherence legislation
for community participation in terms of planning, budgefng,
implementation, monitoring and reporting.
Key Performance Area
Weight
Key' Performance Indicator
Weight
100
Baseline Information
Time Frame
Target
Progress on Date of Review
Quality
Quality
15
Maintain relationships with organised business, through
transparent, professional and accountable actions
Percentage compliance to the anti-corruption policy' for the
municipality in terms of the national strategy
5
Municipal financial viability
and management
10
Compliance to the financial management policies and by-laws
of the municipality.
10
100
100
APPENDIX B:
GORE COMPETENCY REQUIREMENTS ( CCR’s) = 20%
PERIOD: 01 JULY 2014 to 30 JUNE 2015
HOD: Technical Services
No.
Core Competency Requirements (CCR's)
Weight
Quarterly Scores
Final
Comments
Ist
2nd
3rd
4th
Score
1.
Gore Managerial Gompetencies (GMG's)
1.1
Glient Orientation and Gustomer Focus. ( compulsory)
1.2
Financial Management. ( compulsory )
1.3
People Management and Empowerment. ( compulsory )
1.4
Ghange Management.
1.5
Gommunication.
1.6
Honesty and Integrity.
1.7
Knowledge Management.
1.8
Problem Solving and Analysis.
1.9
Programma and Project Management.
1.10
Service Delivery Innovation.
1.11
Strategie Gapability and Leadership.
2.
Gore Occupational Gompetencies (GOG's)
2.2
Gompetence in poiicy conceptuaiisation, anaiysis and impiementation.
2.3
Gompetence in Seif Management.
2.4
Gompetence required by other national iine sector departments.
2.5
Exceptional and dynamic creativity to improve the municipaiity.
2.6
Interpretation of iegisiative and policy frameworks.
2.7
Knowiedge of developmentai locai govemment.
2.8
Knowiedge of globai and S.A. politicai, sociai and economie context.
2.9
Knowledge of functional municipal fields/disciplines.
2.10
Knowiedge of Performance Management and Reporting.
2.11
Skills in Mediation.
2.12
Skills in Governance
Total:
100%
PERFORMANCE MANAGEMENT SYSTEM (PMS)
APPENDIX A PERFORMANCE PLAN for 2014/2015- CORPORATE SERVICES
Purpose-: The performance plan defines Council's expectations of the Manager: Technical Services performance agreementto which this document is attached and Section 57(5) of the Municipal Systems Act, which provides the performance objectives
and targets must be based on performance indicators (KPI's) as set in the Municipality’s Integrated Development Plan as reviewed annually
Key responsibilities:
Manage the human resources and institutional transformation of the municipality
Manage and promote local economie development in the municipality
Manage and promote social development in the municipality
Promote a safe and healthy environment
Encourage and promote democratie governance and public participation in the municipality.
Key Performance Area
Weight
Key Performance Indicators
Weight
Baseline Information
Time Frame
Target
Quality
Quality'
I. Ensure that all approved IT/ MIS projects are implemented and maintained
6
2. Implement and improve the Performance Management System (PMS), aligned to
the Integrated Development Plan (IDP) of the municipality
6
Municipal Transformation
and Organisational
Development
3. Amend and operationalise an organisational structure aligned to the Integrated
Development Plan (IDP) of the municipality.
6
4 Amend and implement effective administrative and institutional Systems, structures
and procedures: (HR, Financial Policles. By-laws)
5 Revise and operationalise integrated human resource management Systems
6
6. Implement the approved Customer Services Systems In Department: Administration
6
7. Ensure Implementation of the approved LED and Tourism Master Plan.
8
local Economie
2
8. Ensure the performance of a detailed analysis of local economie development in the
municipality (LED)
8
Development (LED)
9. Ensure the implementation of approved projects informed by credible business
plans within the parameters of the LED Strategy and programma
10. Ensure the provislon of institutional capacity to implement approved LED
programmes and to create a conducive environment for shared growth in the
municipality
8
1 1 . Ensure the promotion, support and implementation of approved social
development programmes
3
Democratie Governance
and Public participation
12 Ensure the implementation of the approved Disaster Management Plan In
compliance with the Disaster Management Act.
3
13. Ensure the implementation of land-use policies and legislation.
3
14. Ensure the promotion, support and implementation of approved Environmental
3
Key Performance Area
Weight
Key Performance Indicators
Weight
Baseiine information
Time Frame
Target
Quality
Quality'
15. Ensure the provision of administrative support services to all committees
ofCouocll (Mayoral Committee. Portfolio Committees etc)
3
16. Ensure capacity' buiiding of community-based organisations to enhance effective
community participation
3
17. Support the buiiding of relationships with organised business, labour civii society
through transparant and accountabie actions
3
18. Impiement and monitor the approved anti corruption strategy tor the municipality in
Department: Administration in terms of the National Strategy
3
19. Promote and monitor the Impiementation of the approved communication strategy
in Department: Administration to promote transparency, pubiic accountability, access
to information and administrative justice and responsiveness
3
Municipal Financial
viability and management
5
20. Support and promote the achievement of an unquaiified audit report.
5
100
100
RENOSTERBERG MUNICIPALITY
PERFORMANCE MANA-GEMENT-SYSTEM (PMS)
APPENDIX B:
GORE COMPETENCY REQUIREMENTS ( CCR's) = 20%
JULY 2014 to 30 JUNE 2015
PERIOD: 01
HDD: Administration ■
No.
Gore Competencies (CMC's)
Weight
Quarterly Scores
Final
Comments
Ist
2nd
3rd
4th
Score
1.
Gore Managerial Gompetencies
Client Orientatlon and Customer Focus, (compulsory)
1,2
Financial Management, (compulsory )
1,3
People Management and Empowerment . (compulsory )
1,4
Change Management.
1.5
Communicatlon.
1.6
Honesty and Integrity.
1,7
Knowledge Management.
1,8
Problem Solving and Analysis.
1,9
Programma and Project Management.
1.10
Service Dellvery Innovatlon.
1.11
Strategie Capablllty and Leadership.
2.
Gore Occupatlonal Competencies
2.2
Competence In pollcy conceptualisatlon, analysis and implementatlon.
2.3
Competence In Self Management.
24
Competence required by ether national line sector departments
2.5
Exceptlonal and dynamie creativity to Improve the municipallty
2.6
Interpretatlon of legislative and policy frameworks.
2.7
Knowledge of developmental local government.
2.8
Knowledge of global and S.A. polltical, soclal and economie context.
2.9
Knowledge of functlonal municipal flelds/discipllnes.
2.10
Knowledge of Performance Management and Reporting.
2.11
Skills In Medlatlon.
2.12
Skills In Governance
Total:
100%
PERFOIRMANCE MANAGEMENT SYSTEM
PERFORMANCE PLAN • MANAGER: FINANCE
APPENDIX A: KEY PERFORMANCE AREAS (KPA's) and KEY PERFOMANCE INDICATORS (KPI's).
Purpose-: The performance plan defines Council’s expectations of the Chief Finance Officer performance agreement to which this document is attached and Section 57(5) of the Municipal Systems Act, which provides the performance objectives and targets
must be based on performance indicators (KPI’s) as set in the Municipality's Integrated Development Plan as reviewed annually
Key responsibilities
1 . Manage the budget reform implementation process
2. Manage the financial reporting process in terms of the MFMA
3. Manage expenditure and supply chain management
4. Manage revenue and debt collection
5. Manage asset and risk management
6. Manage institutional transformation and organisational development in the department of finance
7. Promote good governance and public participation in financial matters for the municipality
Key- Performance Area
Weight
Key Performance Indicators
Weight
Baseline Information
Time Frame
Targets
Quality
Quantity
r lUyfcbb Uil Udlc UI rscVIcW
I. Budget Reforms
Implementation Process
1 Ensure implementation of budget reforms prescribed in the MFMA as per categorisation
of the municipality.
13
2. Ensure timeously reporting in the prescribed formal tO Council, National and Provincial
Treasury, Auditor General, DPLG, Department Housing and Local Government and other
stakeholders. on prescribed dates
2. Reporting Process in
terms of the MFMA
3. Ensure the drafting and submission of a mid year report to Council
9
4. Ensure the timeously compilation of the Annual Financial Statements in the prescribed
format.
9
3. Expenditure and Supply
Chain Management
10
5. Ensure the implementation and management of the expenditure and supply chain
management System.
10
4 Revenue and debt
collection.
10
6. Ensure the collection and receipt In terms of all grant funding promulgated per DORA
allocation.
10
5 Asset and Risk
Management.
7
7. Ensure the implementation of effective asset and risk management
7
1. Municipal Transformation
Organisational
Development
8
8. Implement the approved Performance management System (PMS) in the Finance
Department, aligned to the IDP of the Municipality
9. Operationalise the approved organisational structure of the Finance Department,
aligned to the Integrated Development Plan (IDP) of the Municipality
1 0. Implement the approved administrative and institutional Systems, structures and
procedures in the Finance department (Financial Policies, by-laws and communication
Systems)
1 1 . Implement Financial Customer Services System
12. Ensure the Implementation of the approved Process Plan for community participation
in terms of planning, budgeting, implementation, monitoring and reporting.
7 Good Governance and
public Participation.
12
1 3. Implement the approved financial anti-corruption strategy for the municipality in terms
of the national strategy
14. Achieve and maintain unqualified financial audit reports
4
Key~ Performance Area
Weight
Key Performance Indicators
Weight
Baseline information
Time Frame
Targets
Quality
Quantity
rlUyfcbb Uil Udlc UI rxcVIcW
100
100
PERFORMANCE MANAGEMENT SYSTEM (PMS)
APPENDIX B: CORE COMPETENCY REQUIREMENTS ( CCR's) = 20% PERIOD: 01 JULY 2014 to 30 JUNE 2015
HDD: Finance ( CFO)
No.
Core Competendes (CMC's)
Weight
Quarterly Scores
Final Score
Comments
Ist
2nd
3rd
4th
1 .
Core Managerial Competendes
11
Client Orientatlon and Customer Focus, (compulsory)
12
Financial Management, (compulsory )
1.3
People Management and Empowerment. (compulsory )
1.4
Change Management.
15
Communicatlon.
16
Honesty and Integrity.
1.7
<nowledge Management.
\.8
^roblem Solving and Analysis.
19
^rogramme and Project Management.
110
Service Delivery Innovation.
111
Strategie Capablllty and Leadership.
2.
Core Occupatlonal Competendes
2.2
Competence in policy conceptualisation, analysis and implementation.
2.3
Competence in Self Management.
24
Competence required by other national line sector departments.
2.5
Exceptional and dynamic creativity to improve the municipality.
2.6
Interpretation of legislative and policy frameworks.
2.7
Knowledge of developmental local government.
2.8
Knowledge of global and SA political, social and economie context.
2.9
Knowledge of functional municipal fields/disciplines.
2.10
Knowledge of Performance Management and Reporting.
2.11
Skills in Mediation.
2.12
Skills in Governance
Total:
100%
PERFOIRMANCE MANAGEMENT SYSTEM
PERFORMANCE PLAN • MUNICIPAL MANAGER
APPENDIX A: KEY PERFORMANCE AREAS (KPA's) and KEY PERFOMANCE INDICATORS (KPI's).
Purpose-: The performance plan defines Councll’s expectations of the Municipal Manger performance agreement to which this document Is attached and Section 57(5) of the Munici pal Systems Act, which provides the performance objectives and targets must be based on performance
indicators (KPI’s) as set in the Municipality’s Integrated Development Plan as reviewed annually
Key responsibilities
1 . 1 Provide democratie and accountable government to local communitles
2. Ensure the provision of services to communities in a sustainable manner
3. Promote social and economie development
4. Promote a safe and healthy environment
5. Encourage the involvement of communities and community organisations in matters of local government
Key Performance Area
Weight
Key Performance Indicators
Weight
Baseline information
Time Frame
Targets
Quality
Quantity
Progrsss on Dalo or Roviow
1 Municipal
transformation and
Organisational
Development
1.
Implement and improve a Performance Management System aligned to the IDP of the
municinalitv"
13
2.
Amend and operationalise an organisational structure aligned to the IDP of the
munici pality
3.
Amend and implement effective administrative and institutional Systems, structures and
procedures (HR, Financial policies, By Laws and communication)
9
4.
Manage the interface between the Mayoral Committee and Council, aligned to the
administration and political priorities of Council
9
5.
Introducé and operationalise integrated human resource management Systems
6.
Implement Customer Service Systems
2. Infrastructure
Development and Service
Delivery
10
Implement an infrastructure development and investment model
Provide basic municipal services within the municipality
Facilitate sustainable human settlement development In line with the IDP
Undertake a detailed analysis of economie development in the municipality
Incorporate the comparative and competitive advantages of the municipality into a
credible LED strategy and programma
3. Local Economie
Development
10
Ensure the economie development analysis, land use policies and spatial
representation of the local economie development Vision are included in the Spatial
Development Framework
Provide institutional capacity to implement the LED programmes and to create a
conducive environment for shared growth in the municipality
Implement sound financial practices in terms of the MFMA priorities and timeframes
Ensure the development of financial management policies and by-laws (supply Chain
management, credit control, tariff and investment policies)
4. Municipal Financial
Viability and management
7
Introducé and operationalise integrated financial management Systems
Ensure the achievement of set financial viability targets
Implement and comply with financial legislation including the Property Rates Act and
Division of Revenue Act
Key Performance Area
Weight
Key Performance Indicators
Weight
Baseline Information
Time Frame
Targets
Quality
Quantity
Progrsss on Dal© or Roviaw
Set procedures to ensure adherence to legislation for community participation in terms
of planning, budgeting, implementation monitoring and reporting
Ensure regular Communications with communities on achievement to targets of the
municipality
Build capacity of community-based organisations to effect participation
Build relationships with organised business, labourand civil society through transparent
and accountable actions
Develop and implement anti-corruption strategies for the municipality in terms of the
national strategy
5. Good Governance and
Public Participation
8
Ensure the effective functioning of the financial and performance audit committee
Introducé and maintain mechanisme to ensure disclosure of financial interest
Develop and implement an effective communication strategy to promote transparency,
public accountability, access to Information and administrative justice and
responsiveness
Achieve and maintain unqualified audit reports
Ensure community satisfaction surveys are conducted
Total
100
PERFORMANCE MANAGEMENT SYSTEM (PMS)
APPENDIX B: CORE COMPETENCY REQUIREMENTS ( CCR's) = 20% PERIOD:01 JULY 2014 to 30 JUNE 2015
I Municinal Mar
laaer: 1
No.
Core Competencies (CMC's)
Weight
Quarterly Scores
Final
Score
Comments
1st
2nd 3rd 4th
1.
Core Managerial Competencies
1,1
Client Orientation and Customer Focus, (compulsory)
1,2
Financial Management, (compulsory )
1,3
People Management and Empowerment. (compulsory )
14
Change Management.
15
Communication.
16
Honesty and Integrity.
1,7
Knowledge Management.
18
Problem Solving and Analysis.
19
Programma and Project Management.
110
Service Delivery Innovation.
UI
Strategie Capability and Leadership.
2.
Core Occupational Competencies
2,2
Competence in policy conceptualisation, analysis and implementation.
2,3
Competence in Self Management.
2,4
Competence required by other national line sector departments
2,5
Exceptional and dynamic creativity to improve the municipality.
2,6
Interpretation of legislative and policy frameworks.
2,7
Knowledge of developmental local govemment.
2,8
Knowledge of global and S.A. political, social and economie context.
2,9
Knowledge of functional municipal fields/disciplines.
2.10
Knowledge of Performance Management and Reporting.
2.11
Skills in Mediation.
2.12
Skills in Governance
Total:
100%
