Draft SDBIP 2012_2013 - MFMA

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Draft

SERVICE DELIVERY AND BUDGET IMPLEMENTATION

PLAN (SDBIP)

2012/13

George Municipality

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Revenue Projections ... 2

Operating Expenditure ... 3

Service Delivery Targets and Performance Indicators ... 3

Introduction ... 3

The Components of a SDBIP ... 4

The SDBIP Concept ... 5

MFMA Requirement – Approval of the SDBIp ... 5

MFMA Requirement – Implementation & Monitoring ... 6

The SDBIP Process in George ... 6

Operating Expenditure ... 7

Operating Income ... 7

Capital Expenditure ... 7

Service Delivery Targets and Performance Indicators ... 8

Definition of a Vote ... 8

Monitoring and the adjustments budget process ... 8

Appendix 1 – Protocol for revisio of SDBIP ... 9-10 SDBIP – Requirements of the MFMA ... 11

Introduction – Summary 2012/13 Budget ... 12

Operating Revenue by Source ... 13

Operating Expenditure by Type ... 14

Operating Revenue by Vote ... 15

Operating Revenue by Vote Graph ... 16

Operating Expenditure by Vote ... 17

Operating Expenditure by Vote Graph ... 18

Capital Expenditure by Department 2012/13 ... 19

Capital Expenditure per month Graph 2012/13 ... 20

Capital Expenditure by Department 2013/14 ... 21

Capital Expendituer by Department 2014/15 ... 23

Capital Expenditure by Ward ... 25

Detailed Capital works plan broken down by ward over three years (Appendix A) ... 26

Performance indicators as included in the Draft IDP 2012/13 (Appendix B)………….. 27

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Implementation Plan to show the following;

Monthly projections of revenue and expenditure for the operating and capital budgets

Quarterly service delivery targets and performance indicators.

Each month the Municipal Manager must present the Mayor with a report showing how income and spending is progressing against these projections.

Every quarter the Mayor must report to Council on the progress of the budget.

Revenue Projections 2012/13

The following graph shows how the Municipality’s operating revenue is expected

to accrue over the financial year.

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Operating Expenditure

The following graph shows how the Municipality’s operating budget is expected to be spent over the financial year.

Service Delivery Targets and Performance Indicators

Each Directorate has to provide quarterly targets so that performance can be monitored throughout the year. The Municipal Manager’s and Director’s performance contracts must contain these targets. The targets cannot be

changed during the year unless Council approves the changes. The performance targets for 2010/11 are contained in the accompanying Estimates Annexure document.

Introduction

As a high capacity municipality in terms of implementation of the Municipal

Finance Management Act, George produced its first Service Delivery and Budget

Implementation Plan for 2005/06.

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occurred in tandem with the budget process. The SDBIP is the connection between the budget and management performance agreements, and it includes detailed information on how the budget will be implemented – by means of forecast cash flows – and service delivery targets and performance indicators.

The Components of a SDBIP

The five necessary components of a SDBIP are

1. Monthly projections of revenue to be collected for each source

2. Monthly projections of expenditure (operating and capital) and revenue for each vote

3. Quarterly projections of service delivery targets and performance indicators for each vote

4. Ward information for expenditure and service delivery 5. Capital works plans.

The SDBIP is the formal link between organisational

performance and the budget. It also provides a means to measure cost effective service delivery by linking the inputs – the budget – to the service outputs and outcomes.

Budgetary control and

performance monitoring

combine to measure the cost

effectiveness of service

delivery.

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National Treasury, in MFMA circular 13, outlined the concept of the SDBIP. It is seen as a contract between the administration, council and community

expressing the goals and objectives set by the council as quantifiable outcomes that can be implemented by the administration over the next twelve months.

It is a management, implementation and monitoring tool that will assist the Executive Mayor, councillors, Municipal Manager, senior managers and

community. It is also a performance monitoring tool that enables the Municipal Manager to monitor the performance of senior managers. The MFMA requires that the performance agreements of senior managers be linked to the

measurable performance objectives in the SDBIP.

As a vital monitoring tool, the SDBIP should help enable the Executive Mayor and Municipal Manager to be pro-active and take remedial steps in the event of poor performance.

The SDBIP is considered as a layered plan. Whilst only the top layer is made public at council, the budget and performance targets should be broken down into smaller targets and cascaded to middle-level and junior managers.

Directorates should be producing their own SDBIP’s which roll up into the municipality’s SDBIP.

MFMA requirement - Approval of the SDBIP

Under the MFMA the process for approval of the SDBIP is covered under Chapter 7 - Responsibilities of Mayors and Chapter 8 - Responsibilities of municipal officials.

Under chapter 8 the Accounting Officer must submit a draft of the SDBIP to the Executive Mayor within 14 days of the budget being approved as well as drafts of the annual performance agreements required in the Municipal Systems Act.

Chapter 7 of the MFMA requires the Executive Mayor to “take all reasonable steps” to ensure that the SDBIP is approved by the mayor within 28 days after the approval of the budget and that the SDBIP is made public no later than 14 days after that.

National Treasury’ MFMA circular 55 requires that municipalities should submit

and table a draft SDBIP together with the Draft Budget and IDP.

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budgetary control and the early identification of financial problems.

When a budget monitoring report is received under section 71 or 72 of the MFMA, the Executive Mayor must check whether the budget is being

implemented in accordance with the SDBIP. If it is decided to amend the SDBIP, any revisions to the service delivery targets and performance indicators must be made with the approval of council following an adjustments budget. The

Executive Mayor must issue instructions to the

accounting officer to ensure that the budget is implemented in terms of the SDBIP.

The revised SDBIP must be promptly made available to the public.

The following diagram illustrates this process;

The SDBIP process in George

The production of the SDBIP has been co-ordinated in the Financial Services Directorate although all directorates have been involved with its development.

The detailed budget monthly estimates and the detailed quarterly performance indicators are contained in the SDBIP estimates annexure.

The SDBIP Feedback Mechanism (s54)

Council Approves budget

S71 or s72 Budget Monitoring

Report Am end SDBIP?

Adjustments budget and revised SDBIP to Council

SDBIP made public Yes

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applying the trends of previous years’ spending to each line item in the budget.

The projections in the estimates annexure are shown by Service Delivery Unit and by expenditure type.

The following should be taken into account;

There is a risk of building into the plan undesirable trends. For example, the graph below shows the high level of spending anticipated in the final month of the financial year. This is a regular and common occurrence in municipal finance but not necessarily desirable.

There may have been extraordinary events in past years that have skewed the trends and these trends will not be repeated in 2012/13 although they are included in the SDBIP.

The estimates are based on percentage spending per month and do not take into account any over or under spending on particular items.

The draft operating expenditure budget, excluding recharges, for 2012/13 is R 979 million.

Operating Income

Again previous year trends have been used to provide the estimates for 2012/13 and the previous comments on the shortcomings in this methodology apply to revenue as well. The information is shown by department and by the national standard for showing revenue source.

The estimates are based on budgeted income rather than cash collected.

The draft operating income budget for 2012/13 is R 993 million.

Capital Expenditure

As far as the cash flow forecasts of the Capital Expenditure for 2012/13 are concerned, the projections contained in this document are very speculative. The cash flow forecasts will be revised and refined in the finalization of the final SDBIP for 2012/13.

The Draft Capital budget for 2012/13 is R 141 million.

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developed in conjunction with Octagonal Development. A number of meetings were held with directorates and the performance indicators and targets

developed. These targets have been included in the 2012/13 SDBIP.

The targets and indicators attempt to measure a range of activities in the

municipality. It will be the responsibility of directorates to provide information on progress towards achieving these targets on a quarterly basis.

It is likely that new performance indicators will be developed as the Municipality is currently putting in place a new performance management system. Any revision to the SDBIP resulting from a change in Performance

Indicators will be reported to Council for approval in terms of Section 54 (c) of the MFMA.

Definition of a Vote

The MFMA requires that operational and capital expenditure by vote is shown in the SDBIP. The MFMA defines a vote as one of the main sections of the budget.

A circular from National Treasury clarifies this further by providing details of the Government Finance Statistics classifications which aims to provide a consistent basis for defining a vote so that information can be gathered for comparative purposes.

The SDBIP shows the projections by George Service Delivery Unit as these are the most relevant for monitoring purposes and is in line with the municipality’s new virement policy. However, the SDBIP estimates annexure also includes a table for each directorate showing where each Service Delivery Unit sits in relation to the GFS service classification.

Monitoring and the adjustments budget process

The section 71 and 72 budget monitoring reports required under the MFMA should provide a consolidated analysis of the Municipality’s financial position including year-end projections.

As detailed earlier, the Executive Mayor must consider these reports under s54 of the MFMA and then make a decision as to whether the SDBIP should be amended.

The Adjustments Budget concept is governed by various provisions in the MFMA and is aimed at instilling and establishing an increased level of discipline,

responsibility and accountability in the municipality’s finances.

In simple terms, funds can be transferred within a vote but any movements between votes can only be agreed by an adjustments budget.

Appendix 1 sets out the protocol for monitoring the budgets agreed as part of the

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The Executive Mayor must decide on receipt of a section 71 or 72 budget monitoring report whether to amend the SDBIP in the light of the information received.

This protocol sets out the various steps that should be followed to allow the Executive Mayor’s obligations under section 54 of the MFMA to be fulfilled.

Protocol

Financial Services (Budget Office) will provide the Municipal Manager with information as required under section 71 and 72 of the MFMA and this

information will be submitted to the Executive Mayor by the 10

^th

working day of each month.

The information will show a comparison of actual performance against the planned income and expenditure included in the SDBIP.

For capital projects, each variance of +/- 10% or R10, 000 whichever is the greater will be highlighted. The Executive Mayor will then ask the Director responsible for that project for a written report covering;

The reason for the variance

If necessary, what corrective measures have been put in place.

Whether the start and finish dates of the capital project need amending.

Whether the project specification will need to be amended.

Revised monthly estimates of expenditure for the project.

The Director must supply this information within one week of the request from the Executive Mayor.

Following the receipt of these reports the Executive Mayor will make one of the following decisions;

Note the report of the Director.

Note the report of the Director and keep the project under review.

Request the Director to attend a Performance Review meeting with the Executive Mayor, Municipal Manager and Director Financial Services to examine the reasons for the variation, the potential for bringing the project back on track and the likely impact on service delivery. Following this meeting, the Executive Mayor will then decide whether the SDBIP should be amended.

If it is decided to amend the capital programme and SDBIP, so as to maintain

overall service delivery, Directors will be asked to put forward schemes currently

scheduled for year 2 or 3 of the capital programme that can be implemented

sooner. The financial implications of these suggestions will be assessed by the

Director of Financial Services and a recommendation made to the Executive

Mayor as to which ones would be possible to proceed with and an adjustments

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achieved.

The Executive Mayor will then decide whether the SDBIP should be amended in the light of these explanations.

At the end of each quarter, Directors must supply the Municipal Manager with the actual performance against each of the performance indicator targets. This

information must be submitted to the Executive Mayor by the 10

^th

working day after each quarter along with the budget monitoring information for that quarter as provided by Financial Services (Budget Office).

If the actual performance on any indicator varies from the planned performance the Executive Mayor can ask the responsible Director for a written report asking for an explanation of the variance and, if the performance is worse than

projected, what measures have been put in place to ensure that the projected level of performance can be met in the future.

The Executive Mayor will then review these reports and decide whether the

SDBIP should be amended.

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Service Delivery and Budget Implementation Plan 2011/12

Requirements of Municipal Finance Management Act

Chapter 1 - Definitions

SDBIP means a detailed plan approved by the mayor of a municipality in terms of section 53 (1) (c) (ii) for implementing the municipality’s delivery of municipal services and its annual budget, and which must indicate-

(a) projections for each month of- Revenue to be collected, by source; and Operational and capital expenditure by vote

(b) service delivery targets and performance indicators for each quarter and (c) any other matters that may be prescribed.

and includes any revisions of such plan by the mayor in terms of section 54 (1) (c) Chapter 8 – Responsibilities of Municipal Officials

Section 69 Budget Implementation

Section 69 (3) The Accounting Officer must no later than 14 days after the approval of the budget submit to the mayor (a) A draft service delivery and budget implementation plan for the budget year; and

(b) Drafts of the annual performance agreements as requried in terms of section 57 (1) (b) of the Municipal Systems Act for the municipal manager and all senior managers

Chapter 7 – Responsibilities of Mayors

Section 53 – Budget Processes and related matters

Section 53 (1) (c) The mayor of a municipality must take all reasonable steps to ensure-

(ii) That the municipality’s service delivery and budget implementation plan is approved by the mayor within 28 days after the approval of the budget; and (iii) That the annual performance agreements as required in terms of section 57 (1) (b) of the Municipal Systems Act for the Municipal Manager and all senior managers-

(bb) are linked to the measurable performance objectives approved with the budget and to the service delivery and budget implementation plan.

Section 53 (3)

(a) The mayor must ensure that the revenue and expenditure projections for each month and the service delivery targets and performance indicators for each quarter, as set out in the service delivery and budget implementation plan, are made public no later than 14 days after the approval of the service delivery and budget implementation plan.

Section 54 Budgetary control and early identification of financial problems

On receipt of a statement or report submitted by the accounting officer of the municipality in terms of section 71 or 72 the mayor must-

(1) (b) check whether the municipality’s approved budget is implemented in accordance with the service delivery and budget implementation plan;

(c) consider and, if necessary, make any revisions to the service delivery and budget implementation plan, provided that all revisions to the service delivery targets and performance indicators in the plan may only be made with the approval of council following the approval of an adjustments budget

(d) issue any appropriate instructions to the accounting officer to ensure-

(i) that the budget is implemented in accordance with the service delivery and budget implementation plan

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CAPITAL EXPENDITURE BY DEPARTMENT

2012/13 BUDGET JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

OFFICE OF THE MUNCIPAL MANAGER 30 - - - - 15 - - - - - - 15

CORPORATE AND SOCIAL SERVICES 1,629 - 54 362 74 250 250 170 469 - - - -

COMMUNITY SAFETY 3,249 - 180 360 450 1,800 - 60 99 150 150 - -

ENVIRONMENTAL AFFAIRS 10,608 - 8 - 50 50 - 150 1,550 3,200 2,500 2,000 1,100

PLANNING AND HOUSING 24,085 - - 2,000 2,000 2,000 2,000 2,515 3,015 2,500 2,555 2,500 3,000 CIVIL ENGINEERING 76,829 - 3,550 7,180 8,064 5,750 5,350 5,900 8,427 7,850 10,002 10,372 4,385 ELECTRO-TECHNICAL SERVICES 25,089 - 1,000 1,500 4,020 5,700 2,750 3,250 3,250 2,869 750 - -

FINANCIAL SERVICES 230 - 100 130 - - - - - - - - -

141,749 - 4,892 11,532 14,657 15,565 10,350 12,045 16,810 16,569 15,957 14,872 8,500

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<= 6 2 = 7 # . *+ > ? * <2 > 1 - 0 2 2 . 0 2 @ <= >

CAPITAL EXPENDITURE PER MONTH 2012/13

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OFFICE OF THE MUNCIPAL MANAGER 585 - - - - - - - 200 385 - - -

CORPORATE AND SOCIAL SERVICES 1,608 - 238 170 400 500 - - 200 50 50 - -

COMMUNITY SAFETY 447 - 57 130 160 100 - - - - - - -

ENVIRONMENTAL AFFAIRS 6,930 - 45 370 450 265 70 250 2,500 1,200 1,650 80 50

PLANNING AND HOUSING 24,120 - 60 60 - - 6,500 6,500 5,500 5,000 - 500 -

CIVIL ENGINEERING 142,159 3,125 8,840 14,635 13,885 13,825 13,275 13,775 13,575 13,335 11,925 12,275 9,689 ELECTRO-TECHNICAL SERVICES 45,295 - 1,725 3,635 2,425 2,710 4,950 3,050 6,300 8,450 6,700 4,850 500

FINANCIAL SERVICES 80 - 25 25 30 - - - - - - - -

221,224 3,125 10,990 19,025 17,350 17,400 24,795 23,575 28,275 28,420 20,325 17,705 10,239

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OFFICE OF THE MUNCIPAL MANAGER 365 - - - - - - 115 200 - 50 - -

CORPORATE AND SOCIAL SERVICES 8,860 - 160 340 360 1,500 1,500 1,500 1,500 2,000 - - -

COMMUNITY SAFETY - - - - - - - - - - - - -

ENVIRONMENTAL AFFAIRS 6,658 - 698 1,060 850 550 500 1,500 1,100 400 - - -

PLANNING AND HOUSING 35,110 - 2,000 2,050 2,030 2,030 3,500 5,000 8,000 4,500 4,000 2,000 -

CIVIL ENGINEERING 128,152 - 9,303 12,178 17,528 14,028 14,528 12,028 12,528 11,228 11,778 11,528 1,500 ELECTRO-TECHNICAL SERVICES 43,210 - 2,885 4,615 7,260 5,500 4,500 5,500 3,000 3,450 3,000 3,500 -

FINANCIAL SERVICES 80 - 50 30 - - - - - - - - -

222,435 - 15,096 20,273 28,028 23,608 24,528 25,643 26,328 21,578 18,828 17,028 1,500

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WARD OVER THREE YEARS

“APPENDIX A”

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PERFORMANCE INDICATORS PER DIRECTORATE AS INCLUDED IN THE DRAFT IDP 2012/13

“APPENDIX B”

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DESCRIPTION WARD 2012/13 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN OFFICE OF THE MUNICIPAL MANAGER

OFFICE OF THE MUNICIPAL MANAGER

FURNITURE & FITTINGS NWS 30 15 15

MANAGER

30 - - - - 15 - - - - - - 15

CORPORATE SERVICES

GENERAL

BULK FILERS FOR PLANNING - STRATEGIES NWS 200 200

LIBRARIES

OFFICE FURNITURE NWS 24 24

PAVING AT LIBRARIES NWS 119 50 69

LITERACY PROGRAMME NWS 12 12

REPLACEMENT CONVILLE LIBRARY ROOF NWS 150 50 50 50

SECURITY GATE - BLANCO LIBRARY 1 200 200

CIVIC CENTRE

REPLACEMENT OF AIR CONDITIONING NWS 200 200

IT & TELECOMMUNICATION

SCANNER NWS 100 100

CLOCKING SYSTEM NWS 200 200

ROAMING PROJECTOR NWS 10 10

SERVER - COLLABORATOR NWS 250 250

BLANCO COMMUNITY HALL

EXTENSION BLANCO HALL - AREA COORDINATOR 1

DATA PROJECTORS AND WHITE SCREEN 1 9 9

THEMBALETHU COMMUNITY HALL

DATA PROJECTORS AND WHITE SCREEN 9-,15 9 9

CONVILLE COMMUNITY HALL

DATA PROJECTOR AND WHITE SCREEN 17 9 9

PACALTSDORP COMMUNITY HALL

KITCHEN UPGRADE & REPLACEMENT OF CEILING &

FLOOR - PACALTSDORP HALL 14 120 120

DATA PROJECTOR AND WHITE SCREEN 14 9 9

OTHER

SCAFOLDING AND EXTENTION LADDERS NWS 5 5

TOOLS NWS 3 3

TOTAL: CORPORATE SERVICES

1,629 - 54 362 74 250 250 170 469 - - - -

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LIFE SAVERS TOWER GWAING NWS 120 60 60

SKID UNITS NWS 60 60

TRAFFIC SERVICES

SECURITY COUNTER NWS 150 100 50

VEHICLES NWS 1,800 1,800

SCANNER NWS 80 80

RADIO'S NWS 100 100

LAW ENFORCEMENT

FIRE ARMS-LAW ENFORCEMENT NWS 200 200

SECURITY CAMERAS FOR COUNCIL PROPERTIES NWS 400 400

TOTAL: COMMUNITY SAFETY SERVICES

3,249 - 180 360 450 1,800 - 60 99 150 150 - -

PLANNING AND HOUSING

HOUSING - ADMIN

FURNITURE AND FITTINGS NWS 30 15 15

UPGRADING OF ALL BRICK HALL 9-,15 55 55

UPGRADING OF INFORMAL HOUSING AREAS NWS 3,500 500 500 500 500 500 1,000

UPGRADING OF INFORMAL HOUSING AREAS NWS 500 500

UPGRADING OF INFORMAL HOUSING AREAS UISP NWS 20,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000

TOTAL: PLANNING & HOUSING

24,085 - - 2,000 2,000 2,000 2,000 2,515 3,015 2,500 2,555 2,500 3,000

ENVIRONMENTAL AFFAIRS

PARKS AND RECREATION

PARK : THEMBALETHU 9-,15 100 50 50

CLEANSING AND ENVIRONMENTAL HEALTH

WASTE COLLECTION - RURAL AREAS NWS 200 200

BULK REFUSE CONTAINERS NWS 200 200

REFUSE TRUCK FOR CONTAINERS NWS 5,600 2,500 2,000 500 600

REPLACE REFUSE TRUCKS NWS 1,000 1,000

NEW LANDFILL SITE UNIONDALE 24-25 1,000 1,000

REHABILITATION OF REFUSE SITE NWS 300 150 150

TRANSPORT CONTAINERS NWS 200 200

SPORT MAINTENANCE & UPGRADING SPORT MAINTENANCE & UPGRADING

TURF CUTTER NWS 8 8

PAVILION COMPLETION-ROSEMORE 6 2,000 500 500 500 500

TOTAL: ENVIRONMENTAL AFFAIRS

10,608 - 8 - 50 50 - 150 1,550 3,200 2,500 2,000 1,100

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VEHICLES NWS 1,500 1,500

HIGH MAST LIGHTING NWS 1,260 600 660

SPEED CALMING METHODS NWS 250 250

STREET RESEALING: GREATER GEORGE NWS 5,000 500 500 500 500 500 500 500 500 500 500

UPGRADING OF NETWORK -ROADS & STORMWATER NWS 2,000 200 200 200 200 200 200 200 200 200 200

UPGRADING OF ROUTES ON BUS ROUTES NWS 1,054 500 554

BUS STOPS NWS 3,750 300 300 300 300 300 300 300 300 300 1,050

REMOTE BUS DEPOT NWS 750 250 250 250

INTER-URBAN TERMINUS PROJECT ( GMS) NWS 6,500 600 600 600 600 600 600 600 600 1,100 600

WATER - NETWORKS

GENERATORS FOR PUMP STATIONS NWS 500 500

GEORGE: WESTERN WATER SUPPLY PIPELINE -

PHASE 2 NWS 13,060 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 2,000 2,000 1,060

INSTALLATION OF METERS NWS 220 220

PROVISION OF WATER TANKS NWS 250 250

NETWORK REHABILITATION NWS 3,000 1,000 1,000 1,000

FLATBED TRUCK NWS 300 300

MOBILE RADIO"S NWS 22 22

PRESSURE AND FLOW TESTER NWS 200 200

WATER-PURIFICATION

BAKKIE NWS 200 200

RAISING GARDEN ROUTE DAM - BIG NWS 2,632 1,000 1,000 632

TELEMETRY NWS 500 250 250

SEWERAGE NETWORKS

GULLEYS NWS 200 200

GENERATORS FOR PUMP STATIONS NWS 500 500

NETWORK REHABILITATION NWS 2,000 1,000 1,000

SEWERAGE RETICULATION: PACALTSDORP - PHASE 2

(THEMB/ASAZANI) - MIG 14 3,200 200 1,000 2,000

UPGRADING OF EXCESS ROADS & FENCING (PUMP UPGRADING OF EXCESS ROADS & FENCING (PUMP

STATIONS) NWS 250 250

UPGRADING OF PUMP STATIONS NWS 1,500 500 500 500

UPGRADING: ELECTRICAL SWITCHGEAR (PUMP

STATIONS) NWS 1,500 500 500 500

SEWERAGE TREATMENT WORKS

KLEINKRANTZ WWTW EXTENTION 4 4,650 500 500 500 500 500 500 500 500 500 150

LABORATORY INSTRUMENTS NWS 300 300

OUTENIQUA/GWAING SLUDGE HANDLING NWS 7,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000

UNIONDALE WWTW REFURBISHMENT 24-25 10,725 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 725

TELEMATRY NWS 500 50 50 50 50 50 50 50 50 50 50

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CONTROL PROTECTION AND COMMUNICATION

CONTROL CENTRUM : 11 KV SAFETY NWS 200 200

PROTECTION SYSTEM NWS 200 200

UPGRADING AND EXTENSION OF 11KV NETWORK

UNIONDALE 24-25 500 250 250

THEMBALETU 9-,15 500 250 250

WILDERNIS 4 500 250 250

REPLACEMENT OF OBSOLETE 11KV SWITCHGEAR

& EQUIPMENT

WINERY SUB NWS 500 250 250

REPLACE OBSOLETE AND OVERLOADED 11KV

SWITCHGEAR NWS 1,000 500 500

UPGRADING OF OBSOLETE LOW VOLTAGE NETWORK CABLES

L/T LINES-GEORGE NWS 500 500

L/T LINES-PACALTSDORP 14 500 500

L/T LINES-WILDERNIS 4 500 500

ELECTRIFICATION

RETICULATION - 80 ERVEN SYFERFONTEIN 9-,15 500 500

RETICULATION SCHEMES - ERF 325 - STRATEGIES 14 7,369 1,000 1,000 1,000 1,000 1,000 1,000 1,000 369 INFORMAL AREAS UNDERGROUND CONNECTION -

USIP 9-,15 1,500 1,500

EQUIPMENT

COMPUTER SOFTWARE NWS 10 10

FURNITURE AND FITTINGS NWS 30 30

ENTRANCE CONTROL AND SECURITY SYSTEMS NWS 10 10

MOBILE RADIOS NWS 20 20

SAFETY EQUIPMENT NWS 50 50

TESTING EQUIPMENT NWS 200 200

TOTAL: ELECTRO-TECHNICAL SERVICES

25,089 - 1,000 1,500 4,020 5,700 2,750 3,250 3,250 2,869 750 - -

TOTAL: ELECTRO-TECHNICAL SERVICES

25,089 - 1,000 1,500 4,020 5,700 2,750 3,250 3,250 2,869 750 - -

FINANCIAL SERVICES

FENCE AT STORES NWS 30 30

COMPUTER EQUIPMENT NWS 200 100 100

TOTAL: FINANCIAL SERVICES

230 - 100 130 - - - - - - - - -

TOTAL BUDGET

141,749 - 4,892 11,532 14,657 15,565 10,350 12,045 16,810 16,569 15,957 14,872 8,500

(33)

MUNICIPAL COURT NWS 585 200 385

TOTAL: OFFICE OF THE MUNICIPAL MANAGER

585 - - - - - - - 200 385 - - -

CORPORATE SERVICES

LOCAL DEVELOPMENT

RESOURCE CENTRE NWS 100 50 50

GENERAL

OFFICE EQUIPMENT NWS 30 30

BULK FILERS FOR PLANNING - STRATEGIES NWS 200 200

LIBRARIES LIBRARIES

DISABLED TOILETS - CONVILLE LIBRARY 17 50 50

DISABLED TOILETS - BLANCO LIBRARY 1 50 50

EXTENTION OF BLANCO LIBRARY 1 300 300

SECURITY GATE - BLANCO LIBRARY 1 200 200

TOUWSRANTEN COMMUNITY HALL

CHAIRS & TABLES - TOUWSRANTEN HALL 4 80 80

CIVIC CENTRE

REPAIR ROOF - CIVIC CENTRE 19 250 150 100

IT & TELECOMMUNICATION

WIRELESS NETWORK NWS 40 40

PACALTSDORP COMMUNITY HALL PACALTSDORP COMMUNITY HALL

UPGR ENTRANCE - PACALTSDORP HALL 14 50 50

OTHER

SCAFOLDING AND EXTENTION LADDERS NWS 5 5

TOOLS NWS 3 3

TOTAL: CORPORATE SERVICES

1,608 - 238 170 400 500 - - 200 50 50 - -

(34)

TRAFFIC SERVICES

SCANNER NWS 110 110

METAL DETACTORS NWS 80 80

HANDHELD METAL DETACTORS NWS 5 5

SECURITY CAMERAS FOR COUNCIL PROPERTIES NWS 2 2

REPLACEMENT OF VEHICLES NWS 100 100

EXTENSION OF CCTV-MAIN BUILDING 19 50 50

TOTAL: COMMUNITY SAFETY SERVICES

447 - 57 130 160 100 - - - - - - -

PLANNING AND HOUSING

HOUSING - ADMIN

FURNITURE AND FITTINGS NWS 60 30 30

COMPUTER HARDWARE NWS 60 30 30

UPGRADING OF INFORMAL HOUSING AREAS NWS 3,500 1,500 1,500 500

UPGRADING OF INFORMAL HOUSING AREAS (COUNCIL NWS 500 500

UPGRADING OF INFORMAL HOUSING AREAS UISP 9-,15 20,000 5,000 5,000 5,000 5,000

TOTAL: PLANNING & HOUSING

24,120 - 60 60 - - 6,500 6,500 5,500 5,000 - 500 -

(35)

PEDESTRIAN PATH - VICTORIA BAY 22 100 50 50

PARK : THEMBALETHU 9-,15 100 100

CEMETRIES - RURAL AREA NWS 30 30

TRACTOR, TRAILOR & HYDROULICS NWS 40 40

LADDERS (X2) NWS 15 15

EDGE CUTTERS (X2) NWS 10 10

CLEANSING AND ENVIRONMENTAL HEALTH

WASTE COLLECTION - RURAL AREAS NWS 100 100

WHEELY BINS NWS 500 500

REPLACE REFUSE TRUCKS NWS 2,000 2,000

UPGRADING PUBLIC TOILETS NWS 200 200

UPGRADING TOILETS - BEACH AREAS NWS 100 100

NEW LANDFILL SITE UNIONDALE 24-25 2,000 1,000 1,000

REHABILITATION OF REFUSE SITE NWS 100 100

BUILDING OF COMPOST PLANT NWS 100 100

EXTENSION OF TRANSFER STATION NWS 500 250 250

SPORT MAINTENANCE & UPGRADING SPORT MAINTENANCE & UPGRADING

BASEBALL FACILITY-PACALTSDORP 14 100 100

SNAPPER NWS 20 20

BRUSH CUTTER NWS 10 10

PAVILION COMPLETION-ROSEMORE 6 50 50

UPGRADING OF SWIMMING POOL NWS 10 10

UPGRADING INFRASTRUCTURE TOUWSRANTEN 4 80 40 40

ABLUSION FACILITIES - ROSEMORE SPORTGROUND 6 50 50

PACALTSDORP CLUB HOUSE 14 50 50

THEMBALETHU SPORT FACILITIES 9-,15 50 50

UPGRADING OF CRICKET PITCH -PACALTSDORP 14 25 25

FENCING NEW DAWN PARK SPORTFIELD 16 30 30

UPGRADING PAVILION - PACALTSDORP 14 100 50 50

UPGRADING OF FACILITIES - CONVILLE SWIMMING 17 10 10

CREATION OF INFRASTRUCTURE-MARAISKAMP 7 20 20

ABLUSION FACILITIES - LAWAAIKAMP SPORTGROUND 9-,15 50 50

TOTAL: ENVIRONMENTAL AFFAIRS

6,930 - 45 370 450 265 70 250 2,500 1,200 1,650 80 50

(36)

STREETS AND STORMWATER

BUILDING OF CONCRETE CANALS & DRAINS:

THEMBALETHU,MARAISKAMP & PACALTSDORP - MAN 9,-15,14,7 1,500 500 500 500

COURTNEY STREET MEDIANS 9-,15 600 300 300

REBUILDING OF STREETS: GREATER GEORGE NWS 5,000 2,500 2,500

ROBOTS AND INTERSECTION NWS 1,000 500 500

SPEED CALMING METHODS NWS 250 250

STREET RESEALING: GREATER GEORGE NWS 5,000 500 500 500 500 500 500 500 500 500 500

UPGRADING OF NETWORK -ROADS & STORMWATER NWS 5,000 500 500 500 500 500 500 500 500 500 500

UPGRADING OF ROUTES ON BUS ROUTES NWS 1,500 500 500 500

UPGRADING OF STORMWATERNETWORK:GEORGE

SOUTH 5 3,000 1,000 1,000 1,000

THEMBALETHU / ASAZANI PUBLIC TRANSPORT 9-,15 1,560 500 1,060

WATER - NETWORKS

GENERATORS FOR PUMP STATIONS NWS 500 500

GENERATORS FOR PUMP STATIONS NWS

HANSMOESKRAAL/PACALTSDORP MAIN LINE 14 1,000 500 500

INSTALLATION OF METERS NWS 220 110 110

KRAAIBOSCH WATER LINE (PHASE 3) NWS 1,000 500 500

NETWORK REHABILITATION NWS 3,000 500 500 500 500 500 500

TELEMETRY AND LOGGERS NWS 300 300

THEMBALETHU BULK PIPELINE - ASAZANI 9-,15 12,213 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 213

WATER TANKER NWS 650 500 150

FLATBED TRUCK NWS

PACALTSDORP BULK RETICULATION 14 500 500

WILDERNISS BULK STORAGE 4

WILDERNISS HEIGHTS RETICULATION 4 300 300

WATER-PURIFICATION WATER-PURIFICATION

RAISING GARDEN ROUTE DAM - BIG NWS 14,500 1,450 1,450 1,450 1,450 1,450 1,450 1,450 1,450 1,450 1,450

WATER TREATMENT WORKS - 3 RESERVOIRS NWS 1,000 500 500

BLANCO RESERVOIR 1 500 500

TELEMETRY NWS 500 500

SEWERAGE NETWORKS

GULLEYS NWS 200 200

GENERATORS FOR PUMP STATIONS NWS 3,000 500 500 500 500 500 500

KRAAIBOSCH/VICTORIA BAY SEWER NWS 500 500

NETWORK REHABILITATION NWS 3,000 1,000 1,000 1,000

SEWERAGE RETICULATION: HANSMOESKRAAL NWS 500 500

SEWERAGE RETICULATION: THEMBALETHU/ASAZANI 9-,15 15,551 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 3,551

(37)

TELEMATRY NWS 500 500

TOTAL: CIVIL AND TECHNICAL SERVICES

142,159 3,125 8,840 14,635 13,885 13,825 13,275 13,775 13,575 13,335 11,925 12,275 9,689

(38)

HEROLDS BAY SUBSTATION: EXPANSION OF 66KV NWS 2,000 500 500 500 500 HEROLDS BAY SUBSTATION: CONNECTION AND SITE

PREPERATION NWS 1,000 500 500

NEW 20MVA TRANSFORMERS - GEORGE NWS 5,000 500 500 500 500 500 500 500 500 500 500

PROTEA-GLENWOOD LINE - PHASE 1 4 5,000 500 500 500 500 500 500 500 500 500 500

ENERGY MANAGEMENT ENERGY MANAGEMENT

ENERGY MANAGEMENT - DEMAND SIDE GRANT NWS 2,000 1,000 1,000

LOAD CONTROL AND POWER FACTOR NWS 1,000 1,000

CONTROL PROTECTION AND COMMUNICATION

CONTROL CENTRUM : 11 KV SAFETY NWS 250 250

UPGRADING AND EXTENSION OF 11KV NETWORK

EAST OF GEORGE RURAL - KRAAIBOSCH 4 500 500

GEORGE INNER CITY NWS 2,000 1,000 1,000

GEORGE INDUSTRIAL AREA 1 (Tamsui Pacaltsdorp) 14 1,000 1,000

SOUTH OF GEORGE RURAL (HEROLDS BAY, 22 500 500

HEROLDS BAY ( AIRPORT AREA) 22 100 100

WEST OF GEORGE RURAL (BLANCO, MODDERRIVIER) 1 250 250

BLANCO (GOLDEN VALLEY AREA) 1 250 250

MODDERIVIER 1 250 250

UNIONDALE 24-25 500 500

THEMBALETU 9-,15 500 500

WILDERNIS 4 1,000 1,000

HEROLDS BAY 22 150 150

REPLACEMENT OF OBSOLETE 11KV SWITCHGEAR &

EQUIPMENT

OVERLOADED NETWORKS: REPLACEMENT AND

STRENGTHENING NWS 2,000 200 200 200 200 200 200 200 200 200 200

SWITCHGEAR NWS 2,000 200 200 200 200 200 200 200 200 200 200

UPGRADING OF OBSOLETE LOW VOLTAGE NETWORK CABLES

L/T LINES-GEORGE NWS 1,000 100 100 100 100 100 100 100 100 100 100

L/T LINES-PACALTSDORP 14 1,000 100 100 100 100 100 100 100 100 100 100

L/T LINES-UNIONDALE 24-25 500 500

L/T LINES-WILDERNIS 4 1,000 100 100 100 100 100 100 100 100 100 100

AD-HOC DEVELOPMENTS

AD-HOC DEVELOPMENTS NWS 1,000 200 200 200 200 200

ELECTRIFICATION

LOW VOLTAGE UPGRADING AND DIVERSIONS NWS 150 50 50 50

RETICULATION SCHEMES NWS 2,000 500 500 500 500

INFORMAL AREAS UNDERGROUND CONNECTION - USIP 9-,15 1,000 500 500

EQUIPMENT

COMPUTER HARDWARE NWS 50 25 25

COMPUTER SOFTWARE NWS 10 10

FURNITURE AND FITTINGS NWS 10 10

(39)

NWS

BUCKET FOR TRUCK NWS 2,000 2,000

TOTAL: ELECTRO-TECHNICAL SERVICES

45,295 - 1,725 3,635 2,425 2,710 4,950 3,050 6,300 8,450 6,700 4,850 500

TOTAL: ELECTRO-TECHNICAL SERVICES

45,295 - 1,725 3,635 2,425 2,710 4,950 3,050 6,300 8,450 6,700 4,850 500

FINANCIAL SERVICES

FURNITURE AND FITTINGS NWS 50 25 25

COMPUTER EQUIPMENT NWS 30 30

TOTAL: FINANCIAL SERVICES

80 - 25 25 30 - - - - - - - -

TOTAL BUDGET

221,224 3,125 10,990 19,025 17,350 17,400 24,795 23,575 28,275 28,420 20,325 17,705 10,239

(40)

MUNICIPAL COURT NWS 315 115 200

FURNITURE & FITTINGS NWS 50 50

MANAGER

365 - - - - - - 115 200 - 50 - -

CORPORATE SERVICES

GENERAL

FURNITURE AND FITTINGS NWS 20 20

LIBRARIES

UPGRADING AND EXTENTION OF ONVILLE 17 8,000 1,500 1,500 1,500 1,500 2,000

BUILDINGS

IT & TELECOMMUNICATION

SCANNER NWS 60 60

HARDWARE NWS 150 150

SOFTWARE DEVELOPMENT NWS 300 300

TELEPHONES NWS 10 10

BLANCO COMMUNITY HALL

DATA PROJECTORS AND WHITE SCREEN 1 10 10

PAVING PARKING-BLANCO 1 70 70

THEMBALETHU COMMUNITY HALL

STOVE & WARMER 9-,15 20 20

TABLES & CHAIRS- THEMBALETHU HALL 9-,15 80 80

TABLES & CHAIRS- OLD THEMBALETHU HALL 9-,15 40 40

FRIDGE 9-,15 10 10

PACALTSDORP COMMUNITY HALL

BURGULAR BARS AND SAFETY GATES 14 40 40

TOTAL: CORPORATE SERVICES

8,860 - 160 340 360 1,500 1,500 1,500 1,500 2,000 - - -

(41)

UPGRADING OF INFORMAL HOUSING AREAS NWS 3,500 1,500 1,500 500

UPGRADING OF INFORMAL HOUSING AREAS NWS 500 500

UPGRADING OF INFORMAL HOUSING AREAS NWS 20,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 UPGRADING OF INFORMAL HOUSING AREAS NWS 20,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000

TOTAL: PLANNING & HOUSING

35,110 - 2,000 2,050 2,030 2,030 3,500 5,000 8,000 4,500 4,000 2,000 -

ENVIRONMENTAL AFFAIRS

CEMETERIES

UPGR DRAINAGE - YORK STREET CEMETRY NWS 50 50

PARKS AND RECREATION

PEDESTRIAN PATH - VICTORIA BAY NWS 10 10

PARK : THEMBALETHU 9-,15 100 50 50

TIRFOR WINCH (X2) NWS 8 8

HEDGE TRIMMER NWS 10 10

CLEANSING AND ENVIRONMENTAL HEALTH

WASTE COLLECTION - RURAL AREAS NWS 100 100

REPLACE REFUSE TRUCKS NWS 2,000 1,000 1,000

UPGRADING PUBLIC TOILETS NWS 100 100

UPGRADING TOILETS - BEACH AREAS NWS 100 100

NEW LANDFILL SITE UNIONDALE 25 1,000 500 500

BUILDING OF COMPOST PLANT NWS 100 100

TRANSPORT CONTAINERS NWS 200 200

NEW PUBLIC TOILETS - CBD NWS 300 300

EXTENSION OF TRANSFER STATION NWS 1,000 500 500

SPORT MAINTENANCE & UPGRADING

TURF CUTTER NWS 10 10

UPGRADING OF SWIMMING POOL NWS 10 10

UPGRADING OUTENIQUA BOWLING CLUB NWS 20 20

UPGRADING INFRASTRUCTURE TOUWSRANTEN NWS -

ABLUSION FACILITIES - ROSEMORE 6 50 50

REGIONAL SPORT COMPLEX ERF 325 14 500 250 250

THEMBALETHU SPORT FACILITIES 9-,15 50 50

PACALTSDORP SPORT FACILITIES 14 50 50

UPGRADING OF CRICKET CLUBHOUSE -BLANCO 1 10 10

FENCING NEW DAWN PARK SPORTFIELD 16 30 30

UPGRADING PAVILION - PACALTSDORP 14 50 50

UPGRADING OF FACILITIES - CONVILLE 17 10 10

BUILDING/SPORT INFRASTRUCTURE-

THEMBALETHU 9-,15 20 20

CREATION OF INFRASTRUCTURE-MARAISKAMP 7 10 10

ABLUSION FACILITIES - LAWAAIKAMP

(42)

STREETS AND STORMWATER

THEMBALETHU,MARAISKAMP & PACALTSDORP -

MAN 9-15,7,14 1,500 500 500 500

REBUILDING OF STREETS: GREATER GEORGE NWS 5,000 1,000 1,000 1,000 1,000 1,000

STREET RESEALING: GREATER GEORGE NWS 5,000 1,000 1,000 1,000 1,000 1,000

UPGRADING OF NETWORK -ROADS & STORMWATER NWS 5,000 1,000 1,000 1,000 1,000 1,000

WATER - NETWORKS

GENERATORS FOR PUMP STATIONS NWS 500 500

GENERATORS FOR PUMP STATIONS NWS

HANSMOESKRAAL/PACALTSDORP MAIN LINE 14 6,000 1,500 1,500 1,500 1,500

INSTALLATION OF METERS NWS 200 200

TELEMETRY AND LOGGERS NWS 300 300

THEMBALETHU BULK PIPELINE - ASAZANI 9-,15 14,260 1,426 1,426 1,426 1,426 1,426 1,426 1,426 1,426 1,426 1,426

PACALTSDORP BULK RETICULATION 14 3,000 1,000 1,000 1,000

WILDERNISS BULK STORAGE 4 500 500

WATER-PURIFICATION

WATER TREATMENT WORKS - 3 RESERVOIRS NWS 10,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000

EXTENSION OF WATERWORKS - MIG NWS 1,000 100 100 100 100 100 100 100 100 100 100

TELEMETRY NWS 500 500

SEWERAGE NETWORKS

GULLEYS NWS 200 200

GENERATORS FOR PUMP STATIONS NWS 3,000 1,500 1,500

SEWERAGE RETICULATION:

THEMBALETHU/ASAZANI 9-,15 22,517 2,252 2,252 2,252 2,252 2,252 2,252 2,252 2,252 2,252 2,252

UPGRADING OF EXCESS ROADS & FENCING

(PUMP STATIONS) NWS 500 500

UPGRADING OF PUMP STATIONS NWS 1,500 500 500 500

UPGRADING: ELECTRICAL SWITCHGEAR (PUMP

STATIONS) NWS 1,500 500 500 500

SEWERAGE TREATMENT WORKS

OUTENIQUA WWTW REFURBISH/EXTENTION NWS 37,500 3,750 3,750 3,750 3,750 3,750 3,750 3,750 3,750 3,750 3,750

GWAIING WWTW EXTENTION NWS 1,000 500 500

TELEMATRY NWS 500 500

(43)

PROTEA-GLENWOOD LINE - PHASE 1 4 5,000 1,000 1,000 1,000 1,000 1,000 ENERGY MANAGEMENT

ENERGY MANAGEMENT - DEMAND SIDE GRANT NWS 2,000 500 500 500 500

LOAD CONTROL AND POWER FACTOR NWS 1,000 500 500

CONTROL PROTECTION AND COMMUNICATION

COMMUNICATION SYSTEMS NWS 250 250

UPGRADING AND EXTENSION OF 11KV NETWORK

EAST OF GEORGE RURAL - KRAAIBOSCH 4 500 500

GEORGE INNER CITY NWS 2,000 500 500 500 500

GEORGE INDUSTRIAL AREA 1 (Tamsui

Pacaltsdorp) NWS 1,000 500 500

SOUTH OF GEORGE RURAL (HEROLDS BAY, 22 500 500

HEROLDS BAY ( AIRPORT AREA) 22 500 500

WEST OF GEORGE RURAL (BLANCO, 1 100 100

BLANCO (GOLDEN VALLEY AREA) 1 500 500

MODDERIVIER 1 100 100

UNIONDALE 25 500 500

THEMBALETU 9-,15 500 500

WILDERNIS 4 1,000 500 500

HEROLDS BAY 22 250 250

REPLACEMENT OF OBSOLETE 11KV SWITCHGEAR & EQUIPMENT

OVERLOADED NETWORKS: REPLACEMENT AND

STRENGTHENING NWS 2,000 500 500 500 500

SWITCHGEAR NWS 2,000 500 500 500 500

UPGRADING OF OBSOLETE LOW VOLTAGE NETWORK CABLES

NETWORK CABLES

L/T LINES-GEORGE NWS 1,500 500 500 500

L/T LINES-PACALTSDORP 14 1,000 500 500

L/T LINES-UNIONDALE 25 500 500

AD-HOC DEVELOPMENTS

AD-HOC DEVELOPMENTS NWS 1,000 500 500

ELECTRIFICATION

LOW VOLTAGE UPGRADING AND DIVERSIONS NWS 200 200

RETICULATION SCHEMES NWS 2,000 1,500 500

INFORMAL AREAS UNDERGROUND CONNECTION -

USIP NWS 2,000 1,500 500

EQUIPMENT

COMPUTER HARDWARE NWS 50 50

(44)

UPGRADING AND EXTENSION OF BUILDINGS

EXTENSION AND UPGRADING TO BUILDINGS NWS 15 15

SAFETY: OHSA NWS 60 60

FLEET MANAGEMENT

PETROL MANAGEMENT SYSTEM NWS 2,500 500 500 500 500 500

BUCKET FOR TRUCK NWS 2,000 500 500 500 500

TOTAL: ELECTRO-TECHNICAL SERVICES

43,210 - 2,885 4,615 7,260 5,500 4,500 5,500 3,000 3,450 3,000 3,500 -

FINANCIAL SERVICES

FURNITURE AND FITTINGS NWS 50 50

COMPUTER EQUIPMENT NWS 30 30

TOTAL: FINANCIAL SERVICES

80 - 50 30 - - - - - - - - -

TOTAL BUDGET

222,435 - 15,096 20,273 28,028 23,608 24,528 25,643 26,328 21,578 18,828 17,028 1,500

TOTAL BUDGET

222,435 - 15,096 20,273 28,028 23,608 24,528 25,643 26,328 21,578 18,828 17,028 1,500

(45)

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