Functional Area Service Delivery and Reporting Chapter 5
Image: The CHDM has assisted goat farming community cooperatives in the district. Photo: Sam Reinders
Engineering Directorate
OVERVIEW
Huge allocation of the CHDM capital budget is managed by the Engineering Directorate. Due to the high demand from communities to have access to basic services, the Directorate has to ensure that it manages and delivers these services within the stipulated times.
The directorate plays a pivotal role in the fight against unemployment and poverty in the district - which is translated into contracts that benefit communities, small entrepreneurs and the private sector. The CHDM’s economic growth is sustained mainly by the construction industry, which in turn is supported by funds through programmes from different sector departments.
It is the Engineering Directorate’s responsibility to ensure that these funds benefit the community as a whole, through good governance, accountability and transparency.
Achieving the millennium development goals still remains our biggest challenge.
OBJECTIVES
Eliminate backlog on water and sanitation
•
Operate and maintain water service
•
schemes
Provide transport plan
•
Maximise job creation through Expanded
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Public Works Programme (EPWP) Provide bulk infrastructure
•
Domestic water and sanitation provision
•
Interventions undertaken:
EPWP
•
Provision of infrastructure - Municipal
•
Infrastructure Grant (MIG), Regional Bulk Infrastructure Grant (RBIG) and Accelerated Comprehensive Infrastructure Programme (ACIP)
Water service provision (operation and
•
maintenance) Road maintenance
•
EXPANDED PUBLIC WORKS PROGRAMME
The EPWP implemented phase 2 with the employment of fulltime equivalent (Fte) job opportunities - linked to targets that determine the incentive grant received by the CHDM. The incentive grant allocation for the 2009/10 financial year amounted to R7,949,000 –
with the CHDM receiving a total amount of R5,732,000. The roll-out of the funding received is currently being planned by the Engineering Department, in conjunction with other internal departments.
In March 2010, the department commenced with the recruitment and screening of 24 learner contractors within the CHDM - as part of the Vukuphile learner contractors programme.
The contractors will undergo training once appointment in new financial year, and then be awarded a sanitation project to implement as part of their learnership.
During the current financial year, the ten learner contractors were appointed to complete their third contracts in the Engcobo and Intsika Yethu LMs, as part of their learnerships.
To date, five contractors who were based in the Engcobo LM have completed their projects and the other five based in the Intsika Yethu LM are scheduled to complete their projects by mid- September 2010.
Director of Engineering Services Mr. Makhaya Dungu
“The directorate plays a pivotal role in the fight against unem- ployment and poverty in the district”
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TARGETS
The CHDM’s target was to create 3235 work opportunities for the 2009/10 financial year. During this period, it managed to create 6390 job opportunities. The fulltime equivalent (Fte) target was set at 1382 jobs – with the department managing to record 898 opportunities.
MUNICIPAL INFRASTRUCTURE GRANT (MIG)
The CHDM is involved in the Implementation of Capital Projects throughout its area of jurisdiction through MIG funds that are made available by the Department of Housing and Local Government (DPLG). The CHDM has spent and reported all of its R202 million allocated funds in the 2009/10 financial year, ending June 2010.
The Engineering Directorate managed to supply the following project areas with water and sanitation:
Water
Tsorno Rdp 2 892 households Rwantsana water
supply 1300 households
Nkondlo water supply - bulk?
2451 households Sanitation
Indwe bucket
eradication 1571 households Ward 3 sanitation
(Emalahleni) 2138 households Zinguthu Sanitation 1658 households Listed below are basic service delivery and infrastructure achievements for the 2009/10 financial year with regards to set targets.
Target Target (house- holds)
Target date
Achieve- ments Eradicate
Buckets 613 June
2010 Complete Provision of
Basic Water 8208 June
2010 4643
Provision of Basic Sanitation
3528 June 2010
5367
In addressing the sanitation backlog, consortiums have been shortlisted through a pre- qualification tender and are currently pricing a bid document for award. It was hoped that the award would be finalised by mid-September 2010 (was it finalized?). It is planned to include four regions/LMs?, namely: the Engcobo, Intsika Yethu, Emalahleni, Sakhisizwe, Luhkanji and Tsolwna LMs (there are six here?). Baseline surveys have been undertaken and groundwater protocol has commenced in these areas, and will be completed in the 2010/11 financial year.
The Department of Water Affairs has also approved the sanitation master plan.
Challenges faced by the Engineering Directorate during the 2009/10 financial year included:
the processes of approval of funding
•
through sector and national departments procurement delays
•
approval of water use license applications
•
environmental approval of projects
•
The Directorate managed to address some
•
of the delays through the deployment of a DBSA technical person at the beginning of March 2010.
Regional Bulk Infrastructure Grant (RBIG)
The National Department of Water Affairs approved funding under the RBIG for the 2009/10 financial year to the value of R48 million. Work was completed in clusters 1, 2, 4, 5, 6, 8 and 9 in the Xonxa Augmentation of Queenstown, the Hofmeyer/Middelburg water supply and the Tsomo RDP 2 northern bulk line. (is this sentence correct?)
The Tsomo northern bulk line is still currently under construction, but is nearing completion. To date, the CHDM has only received R40 million of the allocation. It is awaiting a formal response from the department as it submitted claims for the full funding. As of March 2010 the Department of Water Affairs has approved the implementation of clusters 4, 6 and 9.
All three projects have gone to tender, with the tender for cluster 6 – the Quthubeni water supply - having been awarded. It also includes the Hofmeyer/Middelburg water supply and the Xonxa Augmentation of Queenstown. This forms part of the departments funding for the 2010/11 financial year, which totals R47 million.
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Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Accelerated Comprehensive Infrastructure Programme (ACIP)
The Department of Water Affairs provided R19 million during the 2009/10 financial year, of which an amount of R12 million had to be spent by March 2010. Projects implemented included the refurbishment of the Cradock, Engcobo, Sterkstroom and Lady Frere waste water treatment works facilities, as well as water projects in the Engcobo LM and sanitation projects in the Intsika Yethu LM. The outstanding R7 million is to be spent in the 2010/11 financial year. All projects mentioned are at various levels of progress, with the Lady Frere and Engcobo waste water works being completed to date.
WATER SERVICES PROVISION
Water service provision agreements with local municipalities
All eight LMs were appointed as water service providers, with two-year contracts entered into with all LMs.
Capacitation of LMs as water service providers
LMs were capacitated by recruiting additional staff to enhance their staff complement in the new Water Services Provision Units that were established under the Technical Services Departments of each LM. In total, 54 positions were filled in eight LMs. The CHDM conducted the recruitment process on their behalf, with the exception of the Intsika Yethu and Lukhanji LMs, which preferred to conduct their own recruiting.
The positions filled in six LMs are as follows:
Position Area
Manager Water Quality Technician
Electro/
Mechanical Technicians
Civil Engineering Techician
Customer Care Practitioners
Adminis- trator
Local Municipality
Inxuba Yethemba (6 positions)
1 1 1 1 1 1
Tsolwana
(6 positions) 1 1 1 1 1 1
Inkwanca
(6 positions) 1 1 1 1 1 1
Emalahleni
(7 positions) 1 1 2 1 1 1
Sakhisizwe LM
(7 positions)
1 1 2 1 1 1
Engcobo LM
(7 positions) 1 1 2 1 1 1
Intsika Yethu LM (2 positions)
1 1
Community members provided with jobs by the CHDM, to dig trenches for water supply.
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The CHDM also purchased a water services plant and vehicles to be utilised by all eight LMs, for the provision of the water services function. This procurement transaction cost Council R27 million. The breakdown of the plant and vehicles purchased is as follows:
Item Numbers
Water Tankers 15
Septic Tankers 4
Bakkies 31
Trucks 4
TOTAL 54
IMPACT
The above initiatives have enhanced service delivery by:
Decentralisation of services closer to
•
customers
Dedicated staff who deal only with
•
water services
Turn around time for queries/faults has
•
improved greatly
WSPs are closer to customers and are
•
easily accessible
All queries/faults are recorded for tracking
•
purposes and customers are given feedback when the faults have been attended to New plant assists in delivering water
•
quicker to areas that are hit by drought Purchase of the new plant has assisted in
•
reducing the cost of hiring from external service providers
Transferred ex-DWA staff has been
•
integrated to the WSPs structures
Roads
The CHDM has successfully managed to secure a three-year Service Level Agreement (Roads Maintenance Contract) with the Department of Roads and Public Works, starting from 1 April 2007 until 31 March 2010. The contract is limited to proclaimed roads within Middelburg and Cradock. The Department of Roads and Public Works allocated R20 million for the 2007/08 financial year, continuing with R22 million and R24 million for the 2008/09 and 2009/10 years respectively for maintenance work in the Inxuba Yethemba Area. The budget was spent in full for each year. The Department of Roads and Public Works commended the roads staff for their professional implementation of the programme. The high quality of the roads that were maintained are on par with the private sector service providers.
With regards to the extension of the SLA - both the CHDM and DRPW engaged and signed a new agreement for the renewal of the SLA as from the 1 April 2010 to 31 March 2013.
The municipalities that are not part of the SLA are serviced by the Department of Roads and Public Works. The extension of the area wide maintenance programme to the municipalities has been seen as the biggest contribution by the Department of Roads and Public Works.
Roads maintenance.
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Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Measurable Outcome Roads and Stormwater Activities/Project
Description
Routine roads maintenance function on the provincial roads network located within the Inxuba Yethemba LM, for a period of three years, with an option to extend the agreement for a further three year period.
Project Leader Mr FJ Myburg Budget 2009/10 R 24, 000 000
Key deliverables • Full spectrum of routine road maintenance activities (mainly re-graveling / re-construction and blading)
Blading – 2148km / regravelling (a minimum of 70km p/year)
•
Three year Service Level Agreement (1 April 2007 –
•
31 March 2010).
Fixed budget of R66 million for the three years.
•
Due date March 2010
Percent complete 125% regravelling 222.6% blading Budget spent R 24,000,000.00 Total percentage
complete of allocated budget
100%
Stakeholders/partners Department of Roads and Public Works Challenges • Resources requirement: 95 employees
Permanent workers: 77
•
Contract workers: 14
•
21% of our permanent employees will go off on normal
•
pension between 2010 and 2013 respectively.
CONCLUSION
Staff turnover, skills retention and the filling of critical vacant positions remained the biggest threat to the department. The filling of the Planning Manager and Water Services Provider Manager posts could not be filled in the 2009/10 financial year as getting the required candidates proved to be difficult once again. It was observed throughout the country that acquiring scarce skills is the biggest threat to service delivery.
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Health and Community Services Directorate
OVERVIEW
The Health and Community Services directorate is responsible, as per the Key Performance Areas (KPA), to perform the following activities:
Municipal Health Services (MHS) and Environmental Management
•
HIV and AIDS Coordination ( external and internal programmes )
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Primary Health Care Services (PHC)
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Disaster Management
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Fire Services
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Programmes and projects are implemented under each section, covering all the LMs under the CHDM’s area of jurisdiction.
STRATEGIC OBJECTIVES
Provide Municipal Health Care Services
•
and Environmental Management to all eight LMs.
Ensure proper coordination of HIV and
•
AIDS within the CHDM.
Coordinate and provide HIV and AIDS
•
workplace programmes to all employees as well as Councilors of the CHDM.
Ensure provision of comprehensive
•
Primary Health Care Services within the CHDM area of jurisdiction.
Implement and coordinate Disaster
•
Management functions within the CHDM.
Provide Fire Services in all eight LMs within
•
the CHDM.
DESCRIPTION OF ACTIVITIES
Municipal Health Services and Environmental Management
Water Quality Monitoring
•
Food Control/Security
•
Environmental Control (Environmental
•
Management)
Control of Communicable Diseases
•
(Epidemiology)
Waste Management (co-ordination)
•
Chemical Safety and Noise Control
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Disposal of the dead (funeral undertakers,
•
exhumations, etc.) Vector and Pest Control
•
Complaints Investigation with regard to all
•
activities mentioned above.
Health Education (awareness campaigns
•
inclusive of health and hygiene issues)
HIV and AIDS Coordination external and internal programmes
External Coordination
Establishment of Ward AIDS Councils (WACs).
•
Observation of HIV and AIDS special days.
•
Functioning of the District AIDS Council (DAC).
•
Support and Strengthening of WACs
•
and LACs.
Capacity Building of the DAC, LAC, WAC
•
and NGOs.
Research Programmes (door-to-door
•
campaigns).
Internal Coordination
Implementation of Workplace Programmes.
•
HIV and AIDS awareness days for CHDM staff.
•
Mainstreaming of HIV and AIDS by all
•
Directorates.
Implementation of Voluntary Counselling
•
and Testing (VCT).
Director of Health and Community Services - Ms. Nokuthula Mgijima
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Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Primary Health Care Services
Maternal and Child Health Programmes
•
which are as follows:
° Anti and post natal care
° Family planning
° Growth monitoring and immunisation
° Nutrition programmes Communicable diseases
•
° TB programmes
° Measles
° Cholera and Typhoid School Health
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Mental Health
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Health Promotion
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Chronic Diseases e.g. diabetic, hypertension
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Minor ailments and injuries
•
Sexually Transmitted Infections (STI) and
•
HIV and AIDS Programme focusing on e.g.
Voluntary Counselling and Testing (VCT), Prevention of Mother to Child Transmission (PMCT), Antiretroviral treatment etc.
Circumcision Programme i.e. coordination
•
of circumcision activities within the CHDM.
Disaster Management Services
Preventing and reducing risk of
•
disasters.
Scientific Risk Assessment.
•
Awareness and training.
•
Managing incidents.
•
Development of risk management
•
policy framework.
Development of Disaster Management Plan.
•
Fire Services
Establish permanent satellite fire
•
station in LMs.
Purchase specialised fire fighting vehicles
•
and equipment.
Capacitate staff with fire fighting skills.
•
Formation of Fire Protection Association.
•
HEALTH AND COMMUNITY SERVICES PROJECT FOR 2009-2010
Municipal Health Services Unit Project
PROJECT DESCRIPTION BUDGET EXPENDITURE COMMENTS
Food Handling Premises Competition
& Hawkers Project purchase of equipment.
R 250 000 R 189 388.35 Project Completed
Waste Management ??? ??? ???
Procurement of 1200 wheely bins and a refuse compactor truck.
Support to Emalahleni and Intsika Yethu LMs
R 3 250 000 R 2 786 752 Project Completed
Eradication of Noxious Weed (Lapesi) at Emalahleni; Lukhanji and Intsika Yethu LMS.
R6 000 000 R 5 100 000 90% completed.
Health Education and Awareness Unit enhancement.
R195 000 R 89 240.55 Project completed School Greening implementation at
4 schools: 3 Crowns(??), Mbewula, Kleinbooi and Gobinamba.
R 600 000 R 565 649.15 Project Completed
Observation of Environmental Days Commemoration of Arbor day; Water Week and Environmental Day.
R 352 035 R 290 586.97 Project Completed
HIV&AIDS mainstreaming:
community gardens Siyazakha AIDS project and Sakhingomso home based care.
R 280 000 R230 000 Project Completed
Water Quality – to take 1440 samples and Food Quality to take 420
samples.
Operational
Budget N/A 1519 water samples
taken and 494 food samples taken.
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HIV&AIDS COORDINATION (INTERNAL AND EXTERNAL PROJECTS
PROJECT DESCRIPTION BUDGET EXPENDITURE COMMENTS
Observation of HIV/AIDS Days (workplace world AIDS day;
STI and Condom week and Candlelight memorial.)
R 352 000 R 158 169.00 Project Completed
Training of Peer Educators, coordinators from the LMs and HIV&AIDS committee members.
R 50 000 R31 920.00 Training Completed
@ 90%
Formation of wellness support
groups within the workplace. R 30 000 R0.00 Project Completed Technical Support for the LMs R 60 000 R60 000 Support given in 7
out of 8 LMs.
Installation of TV screens to
display institutional activities. R100 000 R85 197.90 95% completed.
Establishment of WACs at
Tsolwana and Intsika Yethu LMs R 704 932 R 595 310 4 out of 5 WACs established at Tsolwana and all the 23 WACs at Intsika Yethu established.
Conduct door to door campaign at Tsolwana and Intsika Yethu LMs
R 511 577 R 215 766 Both programs
were implemented in commemorating women’s month and world AIDS day.
Candle light was done in partnership with the Council of Churches and dept of Health.
Support and strengthen WACs and LACs.
R 1 147 600 R 446 000 75% completed due to non submission of plans by 3 LMs.
Training of WACs; LACs and DAC. To train ground diggers of Tsolwana and Intsika Yethu LMs.
R 704 931 R 613 814 Training completed.
Research Program Payment of ground diggers for 2 LMs;
appointment of data captures and appointment of data analysis service provider
R 786 480 R 472 965 75% due to the late appointment of the data analysis Service Provider.
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Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
DISASTER MANAGEMENT PROJECTS IMPLEMENTED
International Strategy for Disaster Risk Reduction programme (ISRD)
This is an annual programme that is commemorated in October every year, creating awareness about disasters in communities.
The theme for this event was “Hospitals safe from disasters”. This year’s event saw schools and hospitals involved in a competition aimed at spreading awareness messages through music, drama and visual art.
The following schools were winners of the 2009 ISRD competition, which was held on the 13 and 14 October 2009:
CATEGORY SENIOR PRIMARY
SCHOOL JUNIOR SECONDARY
SCHOOL SENIOR SECONDARY
SCHOOL
VISUAL ART Mthombo Wesizwe Ngcobo Village Nzimankulu
DRAMA Vuyolwethu Ngubengcuka Bathandwa Ndondo
MUSIC Cala village BB Mdledle Daliwonga
Education and Training
Fifteen disaster management officials from the satellite centres were trained on a BAA course.
Incidents Management
Emergency housing was given to community members from the Emalahleni, Sakhisizwe and Lukhanji LMs, who lost their homes due to hail storms. Relief funds amounted to R 407 600.00.
A Disaster Risk Management Policy Framework and Disaster Management Plan have been developed and are awaiting adoption by Council.
PROJECT DESCRIPTION BUDGET EXPENDITURE COMMENTS Purchase specialized fire
fighting vehicles
R 1 402 621 Full amount Medium Pump all terrain fire fighting vehicle purchased Purchase of 3 x 4.2 Land
Cruiser and fully equipped hazmat trailer
R 2 800 677 Full amount Equipment procured.
Ngcobo Fire Station
construction DHLG&TA To be completed by 30
September 2011. All service providers have been appointed.
The department at provincial level is fully responsible for this project.
FIRE AND EMERGENCY SERVICES PROJECTS
The handing over of a fire engine to the Intsika Yethu LM.
Mobile clinic health services.
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CHALLENGES
Challenges within the directorate differ from one section to the other and are articulated hereunder:
MHS
The non-finalisation of the devolution process poses a challenge in terms of full implementation of MHS to all the inhabitants of the CHDM. This is due to the lack of funding to fully transfer provincial staff to the district.
PHC
These are services rendered on an agency function for the provincial Department of Health. The ‘provincialisation’ process has placed strain on the proper functioning of the section. This is due to the fact that the staff turnover is high within the section. It has been a struggle to attract professional nurses to fill vacancies. The latter has a negative bearing on service delivery.
HIV&AIDS Co-ordination
There has been a delay in the filling of the HIV and AIDS manager’s position, which is an approved and budgeted post.
Disaster Management
The full functioning of the Disaster Satellite Centre has been hampered due to a lack of funding and due to it being operated by contract workers.
Fire Services
There is a lack of funding for Fire Services and for implementation of the project ??, which remains a huge challenge for the entire directorate for the 2010/11 financial year.
CONCLUSION
Health and Community Services Directorate has implemented the programmes as contained in the SDBIP. All the sections progressed well in executing their projects and programmes, except for the Primary Health Care Services, which executed day to day operations only. No projects were implemented with regard to PHCS, due to the provincialisation processes that were resuscitated in the current financial year.
The support received by the Directorate from DEDEA with regards to the eradication of Lapesi (an invasive plant) was commendable. The programme was implemented using EPWP principles. The CHDM adopted these principles with regards to issues such as: the eradication of Lapesi; waste management;
and other programmes e.g. HIV and AIDS.
The new Chris Hani Sanitation Resource Centre.
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Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Budget and Treasury
OVERVIEW
For the quarter 1 September to 31 December 2009, the Budget and Treasury Office has continued to be a hive of activity, while providing the financial support services expected from it by the other Directorates and sections of Council.
The Budget and Treasury Office had to manage a total operational budget of R285 890 964.00 for the financial year under review. In addition to this, it had to manage the Capital budget, which amounted to R301 624 257.00.
STRATEGIC OBJECTIVES
Ensure continued compliance with
•
all accounting, statutory and legal requirements, including the implementation of the MFMA and GRAP accounting standards.
Implement revenue generating strategies
•
and lobby for additional equitable share from National Revenue to replace the abolished RSC Levies.
Recover outstanding debts owed by the
•
Provincial Government, in respect of Agency Function subsidies.
Recover outstanding debts owed by
•
other District and LMs and other sundry debtors.
Provide support to other internal
•
Directorates and LMs.
Implement financial controls and system
•
of operations in respect of Water and Sanitation Services.
Implement budget reform processes
•
as directed by National and Provincial treasury.
DESCRIPTION OF ACTIVITY
The function of financial management within the municipality is administered by the Budget and Treasury Office and services are rendered to Council with an approved staff compliment of 34 members, who are grouped together in the following functional Sections/Areas:
Accounting System Administration
•
Budget Control and General Financial
•
Administration are further divided as follows:
o Reporting
o In-year Reporting to Council and other relevant stakeholders o Annual Reporting
o Financial Administration
o General Financial Administration o Budget Control
Financial Accounting and Financial
•
Management are further divided as follows:
o Income
o Levy Income and/Water and Sanitation Services
o Grants and Subsidies/Project funding
o Expenditure o Creditors o Salaries
o Project Payments
The functional services rendered include, but are not limited to, the following:
Provision of relevant, accurate and reliable
•
financial information to all users, including Councilors, managers, previous levy payers and other stakeholders to facilitate informed decision making.
Provision, maintenance and
•
Chief Financial Officer Mr. Johnny Lynch
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implementation of sound financial management policies, controls and systems.
Ongoing introduction of budgetary and
•
accounting reforms in line with the requirements of MFMA and GRAP.
Production of the annual budget and GRAP
•
compliant Annual Financial Statements.
Maintenance of an effective system of
•
expenditure control, including procedures for the approval, authorisation, withdrawal and payment of funds. All efforts are made to pay monies due to suppliers and service providers within 30 days of receiving a valid invoice or statement, unless other arrangements have been agreed upon.
Provision of financial advice to Council
•
and all other Council structures, including Mayoral and Standing Portfolio Committees.
Administration of the investment and
•
insurance portfolios of Council.
Management of conditional grants.
•
Asset Management.
•
Revenue collection.
•
Capacity building by way of training of
•
interns, Councilors and officials.
KEY ISSUES FOR 2009/10
In addition to managing the day-to-day functions related to financial and cash management, as well as focussing on the achievement of the Key Performance Targets as set out below, the following activities were undertaken:
During the first and second quarter, the annual financial statements preparation process continued focusing mainly on implementation of applicable GRAP standards of accounting and incorporation of matters that were raised by the Auditor General in the previous financial year and during the second quarter, while the Audit process was underway. The financial statements were submitted to the office of the Auditor General on time and the Audit process commenced soon afterwards in the second quarter.
The MFMA Implementation plan towards full compliance with GRAP accounting standards was continuously implemented and updated concurrently with the financial statements preparation and updating process.
PERFORMANCE REPORT
In line with Council’s Performance Management System for the Section 57 Heads of Departments, the Department set itself some Key Performance Indicators and Targets to be reached during the year under review.
These indicators and targets were grouped under the following Performance Areas:
Sound Financial Management
•
Accounting and Reporting
•
Financial Sustainability
•
Internal Institutional Capacity
•
External Institutional Capacity
•
Measurable outcome Sound Financial Management Activities/project
description • Convert to an electronic, fully integrated asset register.
Put annual budget process plan in place.
•
Adhere to MTREF budget time frames.
•
Address prior audit report issues and prepare for current
• audit.
Clear remaining suspense account balances.
•
Project leader Mr. Pambaniso and Lolwana, Ms Myataza full names?
Budget 2008/09 R500 000 for Asset Register
Key deliverables • Asset identification and bar-coding are continuously underway, awaiting final report on identified asset register software.
IDP/Budget process plan developed.
•
Approved budget captured and monitored.
•
Action plan to address audit issues attended to.
•
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Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Due date June 2010
Percent complete 92%
Budget spent R500 000
Stakeholders/partners Service providers assisting with asset register and new budget formats.
Challenges • Ensuring continued compliance with legislative requirements and changing accounting standards.
Refinement and discrepancies in asset register still to take
• place
Maintenance of asset register still to be done in-house
•
Minor discrepancies on completeness to be sorted out.
•
Measurable outcome Accounting and Reporting Activities/project
description • Submit financial statements to Auditor General.
Prepare in-year reports on time.
•
Identify and ‘componentise’ immovable assets
•
Project leader Mr.Lynch , Pambaniso , Lolwana
Budget 2008/09 R4 800 000
Key deliverables • 2010 financial statements submitted on 31 August 2010.
Information for draft Annual Report submitted.
•
Monthly reports distributed to all HODs.
•
Monthly and Quarterly MFMA compliance and expenditure
•
reports submitted on time electronically to National and Provincial treasury and other stakeholders.
Support and assistance to the Audit team.
•
Implement project on immovable asset identification in terms
•
of GRAP 17.
Due date June 2010 (ongoing)
Percent complete 70 % as at end December 2009
Budget spent R400 000
Stakeholders/partners National/Provincial treasury and Council structures
Challenges • Continued monitoring of and updating in terms of MFMA/
GRAP and other regulations.
Claims still awaited for expenditure to increase.
•
Decomponentisiation programme ending 30 June 2011.
•
AFS submitted on the third day after deadline.
•
Water information and change in accounts sstructure
•
complicated year end round–up and AFS preparations.
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Measurable outcome Financial Sustainability Activities/project
description
Transform from RSC Levy collection to WSA/WSP.
Project leader Mr. Lynch, Pambaniso , Mr. Silangwe, Ms. Myataza
Budget 2008/09 N/A
Key deliverables • Billing to all billable consumers in rural areas and rural towns (N/A).
Revenue enhancement.
•
Due date June 2010
Percent complete 70%
Budget spent N/A
Stakeholders/partners Technical Services Directorate, DWAF and LMs.
Challenges • Identification of suitable revenue source to replace levies.
Implementation of billing processes in rural areas/towns for
•
Water and Sanitation Services (N/A). New approach to be exercised.
This process will take longer than one financial year.
•
Collection programmes at LM level to be considered.
•
Measurable outcome Internal Institutional Capacity Activities/project
description • Fill existing vacancies as they arise for permanent staff and remaining two interns.
Provide MFMA training to core staff compliment.
•
Project leader Mr. Lynch and Pambaniso
Budget 2008/09 N/A
Key deliverables • Three vacancies advertised but not yet filled.
Identify service provider for MFMA competency requirements
•
analysis and training.
Some HOD’s loaded on MFMA learning module.
•
Due date March 2010
Percent complete 40%
Budget spent In-house at this stage.
Stakeholders/partners Corporate services directorate and National treasury
Challenges • Internal recruitment process has started and will continue into new year.
Inadequately trained staff employed to fill critical positions.
•
Employee attitudes towards work and inability/reluctance to
•
institute remedial Council processes by the employer.
Problems experienced with link to install training material.
•
Service provider still to commence assessment process on
•
MFMA competency requirements.
17
Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
CHALLENGES
In attempting to achieve the desired outcomes for each of the abovementioned KPAs, the following challenges were identified for each:
Sound financial management
Poor communication of newly acquired
•
assets or assets to be written off or disposed of by the originating Directorates to the Budget and Treasury Office.
Lack of accommodation on goods
•
received area and procedures to regulate acquisitions and assist on improving internal controls. (Correct??)
Loss of assets resulting from thefts
•
continued to be a problem.
Budgeting for funds carried forward from
•
previous financial years has to be finalised and incorporated in the revised budget.
Late submissions from internal and
•
external stakeholders of budget information required.
Accounting and reporting
Understaffing of reporting unit put
•
pressure on staff having to meet reporting requirements.
Reporting backlog with treasury is still an
•
active programme and will commence well into the New Year. Treasury assistance was promised on the matter. Intensive training needed on reporting.
The difference between the national
•
treasury prescribed account structure and our current account structure was the main cause of the reporting gap.
The staff turnover on this stream of the
•
budget and treasury office compounded the reporting progress with treasury and, therefore, the assistance requested from national and provincial treasury.
Measurable outcome External Institutional Capacity Activities/project
description
Roll eVenus accounting system out to participating/willing LMs.
•
Project leader Mr. Pambaniso, Mr. Silangwe Budget 2008/09 R1 000 000.00
Key deliverables • Complete implementation at Intsika Yethu LM and assist Inkwanca LM to run smoothly.
Proceed to implement at next available LM.
•
Presentation made to Inxuba Yethemba during the 2008
•
financial year, in the absence of any progress with Tsolwana.
Due date June 2010
Percent complete 100%
Budget spent R200 000.00 as at end December 2009.
Stakeholders/partners Accounting system service provider and LMs.
Challenges • e-Venus roll-out programme is restricted - as new municipalities are looking to migrate to e-Venus.
The e-Venus roll-out incentive scheme must be reviewed and
•
formalised with LMs.
LMs developing their current systems for GRAP compliance
•
will diminish likelihood of changing to e-Venus.
C HRIS HANI DIS TRICT MUNICIP ALIT Y ANNU AL REPOR T 2009/20 10
18
Financial sustainability
The abolishment of the RSC Levies continues to make it difficult to improve on the cost coverage ratio achieved up until the 2006 financial year.
This is further compounded by the fact that the ring-fenced portion within the Equitable Share allocation that has to compensate for the loss of levy income is growing at a lesser rate than the actual rate of increase on levy income collection achieved in previous years.
The implementation of the billing process to directly bill rural water consumers - previously done by DWAF - has not been done due to a lack of available information and systems not put in place. Collections and billing strategies at LM level must be considered.
The ensuing further ring-fencing of the Municipal Health services allocation portion of the Equitable share for 2009/10 will have the same effect on future financial years.
Directorates find it difficult to operate on scant funding being available for their intended programmes. Only the Engineering Directorate is funded at almost 100%, due to water and sanitation ring-fenced amounts from equitable share.
Internal institutional capacity
Appointment of staff needs to be speeded up in order to comply with the timeframes laid down during the budget processes. This process is moving at a pace that is not advantagous to the targets set for the directorate. National treasury requires the appointment of an additional two interns. The turnaround time to fill the staffing gaps due to staff turnover is not helping.
External institutional capacity
Roll-out of the accounting system to the LMs must be monitored closely to avoid further delays.
The possible rescheduling/timing of the roll-out to the various LM’s should also be considered.
LM’s also need to ensure that the new system is put to use on all available modules. Operators of financial systems at LMs should be an active programme(??) as skilled personnel are difficult to come by.
CONCLUSION
Overall, the Budget and Treasury Office performed fairly well in its attempt to achieve the deliverables informed by the KPAs that were set at the start of the financial year. Although some targets were not met, solid progress was achieved, which can be used as a launchpad for further progress against targets. Reasons for targets not being met are largely outlined in the challenges to the various KPA’s. The challenges and requirements have further allowed the directorate to sharpen future strategies.
19
Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
The Integrated Planning and Economic Development Directorate (IPED) was established to assist the district municipality drive its developmental objective. This is achieved through Local Economic Development (LED) initiatives - including tourism, forestry, SMMEs, agriculture and corridor aligned development; and Developmental Planning - including Integrated Developmental Planning (IDP), Town and Regional planning, Geographical Information System (GIS) and Housing Co-ordination.
The primary function of IPED is to facilitate the creation of a socio-economically favourable and enabling environment for residents and businesses to thrive and become economically active and independent.
The stated objective of the Directorate is to be “an integrated, capacitated directorate that excels at facilitating coordinated service delivery in partnership with stakeholders”.
This is done through long term strategic urban planning and short-to-medium term economic catalyst projects that assist residents to gain access to economic opportunities from which they were previously excluded.
The directorate also promotes community participation, job creation and promotion of co- ordination and integration within the framework of the Inter-governmental Relations Framework.
Integrated Planning and Economic Development Directorate
OVERVIEW
Director of Integrated Planning and Economic Development - Cllr. Danso Agyemnge
STRATEGIC OBJECTIVES
To grow the district economy and
•
contribute to job creation and fight against poverty and unemployment through the coordination and integration of LED and Planning initiative within the district area.
To ensure adherence to planning
•
legislation.
To capacitate LM’s with regard to planning
•
legislation.
Implement, manage, maintain and
•
distribute geographical information warehouse? for the district.
Initiatives.
•
Chris Hani Month Annual events.
•
Integrated Development Plan.
•
Spatial Development Framework.
•
Small Town Regeneration programme.
•
Performance Management System.
•
SMME Development.
•
Heritage Route Development.
•
LED corridor development.
•
Irrigation schemes revitalisation.
•
Wood cluster projects.
•
Livestock improvement programme and
•
marketing.
Chris Hani Liberation Heritage Route.
•
C HRIS HANI DIS TRICT MUNICIP ALIT Y ANNU AL REPOR T 2009/20 10
20
DESCRIPTION OF ACTIVITY
The Directorate is responsible for developing the district’s IDP, which is a strategic document that guides Council in decision making and is further aligned to the five-year Local Government Strategic Agenda. The Directorate is responsible for reviewing the IDP on an annual basis to reflect on changing circumstances and address service delivery challenges.
The process of crafting the IDP is consultative and time consuming, as all major stakeholders need to be consulted for input.
The CHDM has completed its GIS, which attempts to capture and map all development intervention with spatial implications. The strategic emphasis regarding LED continues to be around livestock improvement through the introduction of Nguni cattle in all eight LMs, with strategic partnerships with ASGISA, Zulukama, and the departments of Agriculture and Economic Development (DEDEA).
The revitalisation of the irrigation schemes is of priority to Council. However to maximize impact, it was decided that all resources would be channelled into one scheme to ensure effective operation. In this context, the Shiloh Irrigation scheme was identified and a private partner secured to undertake dairy production.
The Department of Agriculture has been a major contributor to the development of the dairy project at Shiloh, which is expected to be operational in the 2009/10 financial year.
The tourism sector has continued to receive support from Council, with millions of rands invested in the declaration of identified sites as national, provincial and local heritage sites. The Liberation Heritage
Route is being developed through centres of attraction and education.
The Performance Management System (PMS) is aligned to the five-year Local Government Strategic Agenda and the Municipal IDP. Performance Agreements of Section 57 employees have been developed and implemented. The challenge of how to implement the system under section 57 employees continues to be a challenge to senior management, as a result of non co-operation from labour unions.
The implementation of housing co-ordination and land use management continues to be a challenge due to the limited financial and human resources at a category B municipal level. The District Municipality had hoped that the review of its Spatial Development Framework (SDF) would ensure that development would take place in an integrated and sustainable manner and that guidelines for land use management would be formulated.
However, due to limited co-operation, the SDF has only completed the analysis phase. It would be completed in the new financial year, providing guidance for several LMs that commenced with their revisions. Hopefully the completed document on the challenges experienced with the implementation of the National Spatial Development Perspective (NSDP), of which the District was a pilot project will provide some solutions to the challenges of implementing land use management systems.
On the institutional side, the Directorate has finally managed to achieve a full complement of staff with the securing of an IDP Planner and GIS Technician and an agricultural technician.
The primary function of IPED is to facilitate the creation of a socio- economically favourable and enabling environment
21
Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Programme
Name Indicators Municipal Performance Measure
Annual
Target Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress Actual
Progess Intended
Progress Actual
Progess Intended
Progress Actual
Progess Intended
Progress Actual Progess
IDP Review of
8 LM and 1 DM IDP.
Adopted IDPs.
8 adopted LM IDPs & 1
DM IDP. CHDM All
Develop Framework Plan.
Complete Complete
analysis phase.
Complete Complete strategies
& projects phase.
Complete Adopt final
IDP. Complete
100&
Project Completed Adopt
Framework Plan.
Complete IGR
workshops Incomplete as clusters fail to meet.
Adopt draft
DM IDP. Complete Adopt final
budget. Complete
Assist LM develop process plan.
Complete Complete
budget revision.
Incomplete as
information not
submitted timeously.
Adopt draft
LM IDPs. Complete IDP
roadshows. Complete
100% Project Completed Adopt LM
process plan.
Complete Adopt draft
budget.
Complete Adopt final LM IDPs & budget.
Complete
Transfer funding to LMs.
Delay due to Finance not having completed end of year.
PMS Review of
8 LM and 1 DM PMS.
Adopted PMS.
8 LM and 1 DM adopted
PMS. CHDM All
Procure service provider.
Incomplete Complete
PMS Incomplete Implement
PMS. Incomplete Implement
PMS Incomplete
due to no meetings.
100% IDP adopted Finalise roll
out plan. Incomplete Adopt PMS. Incomplete
Transfer funding to LMs.
Delay due to Finance not having completed end of year Finalise
S57 contracts.
Complete
GIS Train LMs
in GIS. Trained LMs Trained LMs CHDM All Water
information capture.
Ongoing GIS Road-
shows. Complete LM GIS
training. 6 LMs
trained Water information capture.
Ongoing
100%
LMs trained Increased
awareness of GIS.
Captured water information.
Captured water information.
Water information capture.
Ongoing Water information capture.
Ongoing
Capture water information.
C HRIS HANI DIS TRICT MUNICIP ALIT Y ANNU AL REPOR T 2009/20 10
22
Programme
Name Indicators Municipal Performance Measure
Annual
Target Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress Actual
Progess Intended
Progress Actual
Progess Intended
Progress Actual
Progess Intended
Progress Actual Progess
IDP Review of
8 LM and 1 DM IDP.
Adopted IDPs.
8 adopted LM IDPs & 1
DM IDP. CHDM All
Develop Framework Plan.
Complete Complete
analysis phase.
Complete Complete strategies
& projects phase.
Complete Adopt final
IDP. Complete
100&
Project Completed Adopt
Framework Plan.
Complete IGR
workshops Incomplete as clusters fail to meet.
Adopt draft
DM IDP. Complete Adopt final
budget. Complete
Assist LM develop process plan.
Complete Complete
budget revision.
Incomplete as
information not
submitted timeously.
Adopt draft
LM IDPs. Complete IDP
roadshows. Complete
100% Project Completed Adopt LM
process plan.
Complete Adopt draft
budget.
Complete Adopt final LM IDPs &
budget.
Complete
Transfer funding to LMs.
Delay due to Finance not having completed end of year.
PMS Review of
8 LM and 1 DM PMS.
Adopted PMS.
8 LM and 1 DM adopted
PMS. CHDM All
Procure service provider.
Incomplete Complete
PMS Incomplete Implement
PMS. Incomplete Implement
PMS Incomplete
due to no meetings.
100% IDP adopted Finalise roll
out plan. Incomplete Adopt PMS. Incomplete
Transfer funding to LMs.
Delay due to Finance not having completed end of year Finalise
S57 contracts.
Complete
GIS Train LMs
in GIS. Trained LMs Trained LMs CHDM All Water
information capture.
Ongoing GIS Road-
shows. Complete LM GIS
training. 6 LMs
trained Water information capture.
Ongoing
100%
LMs trained Increased
awareness of GIS.
Captured water information.
Captured water information.
Water information capture.
Ongoing Water information capture.
Ongoing
Capture water information.
23
Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Programme Name
Indicators Municipal Performance Measure
Annual Target
Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess Land use
management Reviewed
SDFs. Reviewed
SDFs. 1 CHDM
SDF reviewd CHDM All CHDM SDF
adopted. CHDM SDF
adopted. TOR
advertised. TOR
advertised. SP
appointed. Delay in ap- pointment due to pro- curement.
1st draft
developed. Inception meeting
with SP. 100%
SDF adopted by Council.
Engcobo All TOR
developed. TOR
developed. 20% SP only just
appointed. Small town
regeneration 1 plan 1 plan 1 plan Intsika
Yethu Selected
ward TOR
developed. TOR
developed. TOR
advertised. TOR
advertised. SP
appointed. SP
appointed. 1st draft
developed. 1st draft developed.
50%
1st draft of plan completed.
SERVICE DELIVERY
Programme Name
Indicators Municipal Performance Measure
Annual Target
Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess Nguni
Programme No. of Nguni bulls purchased.
No. of Nguni bulls purchased.
All All Place
advert for service provider to procure animals.
12 Ngunis purchased for each LM.
Purchase
animals. No animals
available. Purchase
animals. No animals available and project stopped.
Prepare monthly progress & expenditure reports.
Monthly reports.
100&
Project completed.
Prepare
TOR. Training
completed in
Sakhisizwe.
Prepare monthly progress & expenditure reports.
Monthly
reports. Monthly
reports.
Wood Cluster Sawmillers developed.
100ha of forest planted.
Pole treatment plant operating and two charcoal plants operating.
Sawmillers developed.
100ha of forest planted.
Pole treatment plant operating and two charcoal plants operating.
Engcobo, Sakhisizwe
& Intsika Yethu.
All Pole
treatment plant operating and two charcoal plants operating.
Pole treatment plant not feasible.
Money transferred to furniture makers operating in the LMs.
Charcoal kilns purchased for
Sakhisizwe.
SASOL approached to market for Engcobo.
2 charcoal plants operating and 100ha of forest planted.
Toch com- munication engaged to do business plan for tree nursery at Kwa-Jo. Training by SETA on charcoal production. SASOL test indicate charcoal quality of 82%.
2 charcoal plants operating.
2 firms approached as market.
Sawmillers capacitation 2 charcoal plants operating.
Sawmillers training by DTI. Meeting with Charka for charcoal market. Training done at Sakhisizwe charcoal site. Fencing and kiln construction completed.
80%
Projects not yet fully operational.
LOCAL ECONOMIC DEVELOPMENT
C HRIS HANI DIS TRICT MUNICIP ALIT Y ANNU AL REPOR T 2009/20 10
24
Programme Name
Indicators Municipal Performance Measure
Annual Target
Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess Land use
management Reviewed
SDFs. Reviewed
SDFs. 1 CHDM
SDF reviewd CHDM All CHDM SDF
adopted. CHDM SDF
adopted. TOR
advertised. TOR
advertised. SP
appointed. Delay in ap- pointment due to pro- curement.
1st draft
developed. Inception meeting
with SP. 100%
SDF adopted by Council.
Engcobo All TOR
developed. TOR
developed. 20% SP only just
appointed.
Small town
regeneration 1 plan 1 plan 1 plan Intsika
Yethu Selected
ward TOR
developed. TOR
developed. TOR
advertised. TOR
advertised. SP
appointed. SP
appointed. 1st draft
developed. 1st draft developed.
50%
1st draft of plan completed.
Programme Name
Indicators Municipal Performance Measure
Annual Target
Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess Nguni
Programme No. of Nguni bulls purchased.
No. of Nguni bulls purchased.
All All Place
advert for service provider to procure animals.
12 Ngunis purchased for each LM.
Purchase
animals. No animals
available. Purchase
animals. No animals available and project stopped.
Prepare monthly progress &
expenditure reports.
Monthly reports.
100&
Project completed.
Prepare
TOR. Training
completed in
Sakhisizwe.
Prepare monthly progress &
expenditure reports.
Monthly
reports. Monthly
reports.
Wood Cluster Sawmillers developed.
100ha of forest planted.
Pole treatment plant operating and two charcoal plants operating.
Sawmillers developed.
100ha of forest planted.
Pole treatment plant operating and two charcoal plants operating.
Engcobo, Sakhisizwe
& Intsika Yethu.
All Pole
treatment plant operating and two charcoal plants operating.
Pole treatment plant not feasible.
Money transferred to furniture makers operating in the LMs.
Charcoal kilns purchased for
Sakhisizwe.
SASOL approached to market for Engcobo.
2 charcoal plants operating and 100ha of forest planted.
Toch com- munication engaged to do business plan for tree nursery at Kwa-Jo.
Training by SETA on charcoal production.
SASOL test indicate charcoal quality of 82%.
2 charcoal plants operating.
2 firms approached as market.
Sawmillers capacitation 2 charcoal plants operating.
Sawmillers training by DTI.
Meeting with Charka for charcoal market.
Training done at Sakhisizwe charcoal site. Fencing and kiln construction completed.
80%
Projects not yet fully operational.
25
Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Programme Name
Indicators Municipal Performance Measure
Annual Target
Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess Goat Project To set
up co- operatives and purchase 545 rams.
To set up co- operatives and purchase 545 rams.
545 rams Intsika Yethu &
Tsolwana
All Place tender advert for animal procurement and
handling facilities.
Re- advertise as service provider fails to do task.
Train
Paravets 70
indigenous goats delivered. Community decided did not want indigenous goats and wanted boer goats. These (data missing in table????)
Delivery of 245 goat rams.
Project resuscitated as LMs insist that they can procure goats.
Prepare monthly progress & expenditure reports.
Monthly reports and funding transferred to LMs for them to procure goats.
30%
Project stopped then continued on LM insistence.
Set up co-
operatives. Set up Associations for goat breeders.
Build 2 handling facilities
Deliver 300 goat rams.
Wool To build 2
shearing sheds.
To build 2 shearing sheds.
2 shearing
sheds. Lukhanji &
Engcobo Selected
Wards Identify
sites. Sites
identified. Monthly
progress & expenditure reports.
Reports
completed. Monthly progress & expenditure reports.
Reports
completed. Mothly progess & expenditure reports
Reports completed
110%
???
Sheds built and another 2 will be ready in December 2010. Develope
MOU with NWGA
MOU
developed Construc-
tion of sheds.
2 shearing sheds completed and handed over. MOU finalised with NWGA.
Training ??? .. transferred to NWGA for 2 shearing sheds in Intsika Yethu. Training done by NWGA. Sign MOU
with NWGA Not signed
Massive Food To increase yield from 2.5 t/ha to 3 t/ha.
To increase yield from 2.5 t/ha to 3 t/ha.
3 t/ha. CHDM All Identify
sites per LM.
Complete Monthly
progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
100%
Project completed.
Sign MOU’s with LM’s to run programme.
Complete
Transfer funds to LMs.
Transfer funds to Engcobo
& Intsika Yethu.
LOCAL ECONOMIC DEVELOPMENT
C HRIS HANI DIS TRICT MUNICIP ALIT Y ANNU AL REPOR T 2009/20 10
26
Programme Name
Indicators Municipal Performance Measure
Annual Target
Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess
Intended Progress
Actual Progess Goat Project To set
up co- operatives and purchase 545 rams.
To set up co- operatives and purchase 545 rams.
545 rams Intsika Yethu &
Tsolwana
All Place tender advert for animal procurement and
handling facilities.
Re- advertise as service provider fails to do task.
Train
Paravets 70
indigenous goats delivered.
Community decided did not want indigenous goats and wanted boer goats.
These (data missing in table????)
Delivery of 245 goat rams.
Project resuscitated as LMs insist that they can procure goats.
Prepare monthly progress &
expenditure reports.
Monthly reports and funding transferred to LMs for them to procure goats.
30%
Project stopped then continued on LM insistence.
Set up co-
operatives. Set up Associations for goat breeders.
Build 2 handling facilities
Deliver 300 goat rams.
Wool To build 2
shearing sheds.
To build 2 shearing sheds.
2 shearing
sheds. Lukhanji &
Engcobo Selected
Wards Identify
sites. Sites
identified. Monthly
progress &
expenditure reports.
Reports
completed. Monthly progress &
expenditure reports.
Reports
completed. Mothly progess &
expenditure reports
Reports completed
110%
???
Sheds built and another 2 will be ready in December 2010.
Develope MOU with NWGA
MOU
developed Construc-
tion of sheds.
2 shearing sheds completed and handed over. MOU finalised with NWGA.
Training ??? ..
transferred to NWGA for 2 shearing sheds in Intsika Yethu.
Training done by NWGA.
Sign MOU
with NWGA Not signed
Massive Food To increase yield from 2.5 t/ha to 3 t/ha.
To increase yield from 2.5 t/ha to 3 t/ha.
3 t/ha. CHDM All Identify
sites per LM.
Complete Monthly
progress &
expenditure reports.
Monthly progress &
expenditure reports.
Monthly progress &
expenditure reports.
Monthly progress &
expenditure reports.
Monthly progress &
expenditure reports.
Monthly progress &
expenditure reports.
100%
Project completed.
Sign MOU’s with LM’s to run programme.
Complete
Transfer funds to LMs.
Transfer funds to Engcobo
& Intsika Yethu.
27
Chap ter 5 : F unctional Ar ea Ser vice Deliv er y R epor ting
Programme
Name Indicators Municipal Performance Measure
Annual
Target Municipality Ward 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Annual
Target Achieve- ment
Annual Progress and Variance Intended
Progress Actual
Progess Intended
Progress Actual
Progess Intended
Progress Actual
Progess Intended
Progress Actual Progess High value
crop To increase profit margins by 50%.
To increase profit margins by 50%.
50% CHDM All Develop
ToR for tunnel repair &
production inputs.
The project was abandoned as the cost of repairing the tunnels was too high.
Purchase of production inputs.
The project was abandoned as the cost of repairing the tunnels was too high.
Monthly progress & expenditure reports.
ASGISA proposed to the DM that it would de- velop com- prehensive business plan to run the project with fund- ing from CHDM and themselves. Business plan not submitted.
Monthly progress & expenditure reports.
ASGISA proposed to the DM that it would de- velop com- prehensive business plan to run the project with fund- ing from CHDM and themselves. Business plan not submitted.
10%
ASGISA has failed to provide a business plan.
Place Tender advert.
Repair of tunnels.
Tender adjudication.
Appoint- ment of service provider.
Irrigation
scheme To grow crops and increase yields from 4 t/ha to 6 t/ha in Ncora &
Qamata.
To grow crops and increase yields from 4 t/ha to 6 t/ha in Ncora &
Qamata.
6 t/ha. Intsika Yethu &
Lukhanji
Selected
wards Sign MOU with Ncora
& Qamata Irrigation scheme boards.
Project changed to build milking parlour at Ncora &
Shiloh.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
Monthly progress & expenditure reports.
60%
Dairy Parlours still being built.
Receive Scheme production plans.
Transfer funds.
Tourism SMME development
To assist 10 emerging tourism operators develop their product.
To assist 10 emergin
