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2013/14

Maluti‐a‐Phofung Water (Pty) Ltd

2013/14

Annual Report

1

“Leaders in Water Service Provision”

Physical Location And Contact Details

Physical Address : Old Government Building

: Industrial Area No2

Postal Address : Private Bag X 874

: WITSIESHOEK

: 9870

Harrismith Office : Andries Pretorius Street

Harrismith

9870

External Auditors : Ernst & Young

Bank : First National Bank

Insurance Brokers : Lateral Unison

Company Secretary : Odilia de Gouver

2

TABLE OF CONTENTS

Contents Physical Location And Contact Details .................................................................................................. 1

TABLE OF CONTENTS .............................................................................................................................. 2

ACRONYMS AND ABBREVIATIONS ........................................................................................................ 3

ORGANISATIONAL STRUCTURE .............................................................................................................. 5

Shareholders ....................................................................................................................................... 5

The Board of Directors ....................................................................................................................... 5

The Audit committee .......................................................................................................................... 5

The Board Sub committee .................................................................................................................. 6

The Executive Committee ................................................................................................................... 6

The Human Capital and Finance Committee ..................................................................................... 7

Management ...................................................................................................................................... 7

SENIOR MANAGERS ................................................................................................................................ 9

ORGANISATIONAL PROFILE .................................................................................................................. 10

Synopsis ............................................................................................................................................ 10

Our core business and Associates competencies ............................................................................. 10

OUR SERVICE AREA ............................................................................................................................... 12

VISION AND MISSION ........................................................................................................................... 12

STRATEGY ............................................................................................................................................. 14

REPORT AGAINST PREDETERMINED OBJECTIVES................................................................................ 16

KPA – FINANCIAL STABILITY & REVENUE MANAGEMENT .................................................................. 16

KPA‐ HUMAN RESOURCES, SKILLS TRANSFER, BLACK ECONOMIC EMPOWERMENT AND LOCAL

ECONOMIC DEVELOPMENT.................................................................................................................. 20

KPA – OPERATIONS .............................................................................................................................. 24

KPA – CUSTOMER SERVICES: ................................................................................................................ 29

KPA – RISK MANAGEMENT .................................................................................................................. 31

DEPARTMENTAL PERFORMANCE ......................................................................................................... 32

OPERATIONS DEPARTMENT ............................................................................................................. 32

Water Plants ..................................................................................................................................... 32

Makwane Water Plant ..................................................................................................................... 32

Wilge Water Plant ............................................................................................................................ 33

Fika Patso Water Plant ..................................................................................................................... 33

Sewerage Plants ............................................................................................................................... 34

3

Unaccounted for Water ................................................................................................................... 35

Water Demand Management Strategy ........................................................................................... 36

Water Resources .............................................................................................................................. 36

NETWORK MAINTENANCE ............................................................................................................... 37

Tanker Services .......................................................................................................................... 39

Status of Capital Projects .......................................................................................................... 40

FINANCE DEPARTMENT .................................................................................................................... 43

Customer Care Report .............................................................................................................. 45

Human Resources ............................................................................................................................. 50

Internal Recruitment ........................................................................................................................ 50

Human Resource Administration ..................................................................................................... 50

Staff Turnover ................................................................................................................................... 51

Human Capital Training and Development ..................................................................................... 51

Compliance with Employment Equity Plan ..................................................................................... 53

Terminations .................................................................................................................................... 53

Disciplinary Action ............................................................................................................................ 54

Industrial Relations .......................................................................................................................... 55

Employee Assistance/Wellness Programme ................................................................................... 55

Report for Wellness Day Event ........................................................................................................ 56

PAYROLL REPORT ...................................................................................................................... 57

Communications ................................................................................................................................... 58

Stakeholder engagement ........................................................................................................ 58

Internal Communication ................................................................................................................. 59

Educational Tours ................................................................................................................................. 60

Corporate Social Investments Programmes ........................................................................................ 60

Educational Programmes ..................................................................................................................... 62

Information Technology .......................................................................................................... 67

ACRONYMS AND ABBREVIATIONS

Auditor General AG:

4

Activated Sludge Reactor ARS:

Board Of Directors BOD

Chief Executive Officer CEO

Chlorine C12

Disabling Injury Frequency Rate DIFR

Department of Water Affairs DWA

Enterprise Risk Management ERM

Executive Committee EXCO

Free Basic Water (6 Kiloliters / household / month)

FBW

1 Kiloliter =1000 liters M³

House Hold H/H

Human Resource HR

Integrated Development Plan IDP

Information Technology IT

Maluti-a-Phofung Local Municipality MAP LM

Maluti-a-Phofung Water MAP Water

Municipal Finance Act MFMA

Measure of the turbidity or clarity of the water NTU

Measure of acidity pH

Safety, Health and the Environment and Quality SHEQ

Total Injury Frequency Rate TIFR

Water Services Authority WSA

Water Services Provider WSP

Water Services Development Plan WSDP

5

ORGANISATIONAL STRUCTURE

Shareholders

MaP has only one shareholder and sole owner, our Parent Municipality –

Maluti-a-Phofung Local Municipality (MAPLM is under the political leadership of

Cllr. Vusi Tshabalala , the Executive Major. The Head of the Administration,

Municipal Manager is Mr. TC Taetsane.

The Board of Directors MaP Water is controlled by a Board of Directors (BOD) of non-executive

members appointed by the Municipality. The BOD consists of two members,

the Chairperson of the Board, Mr. Nthimotse (Tim) Mokhesi and Mr. Glen

Netshivhodza

The Audit committee

As part of the shared services between MAP LM and MAP Water, the entity

reports to the MAP LM audit committee. The Chairperson of the Audit MAPLM

audit committee is Mr.Gauta Ntsala. Other members are Mr. LL Mbange , Mr. M

Simelane.

EXECUTIVE MAYOR

Cllr. Vusi Tshabalala

MUNICIPAL MANAGER

Mr. TC Taetsane

CHAIRPERSON

HOD Department of Human settlement

M Com, B Com Hons, B Com Entity Director as from: July 2009

Mr. Nthimotse Mokhesi

CHAIRPERSON OF THE HUMAN CAPITAL AND FINANCE BOD SUB COMMITTEE

Organizational management, Human Resources Development, Paralegal certificate

Entity Director as from: March 2008

Mr. Glen Mudau Netshivhodza

6

The Board Sub committee

To oversee and improve corporate governance, ensure accountability and align

MAP Water systems to international best practice, the Chairperson of the BOD

has established three sub-committees: the executive committee, the risk sub-

committee and the finance and human capital sub-committee.

The Executive Committee

The Executive Committee is chaired by the Chief Executive Officer. It consists

of MAP LM and MAP Water leadership. The members are the MAPLM Municipal

Manager, the Chief Finance Officer and the Director Infrastructure; the entity’s

Chief Executive Officer, the Chief Financial Officer and the Director Operations.

The Executive Committee (EXCO) deals with unblocking service delivery

impediments between the WSA (Parent Municipality) and its WSP (MaP Water).

It deals with issues such as recruitment process, old fleet, compliance

management, supply chain processes, security, project management, power

failures and IT.

MAP WATER BOD

RISK COMMITTEEFINANCE AND HUMAN CAPITAL

COMMITTEE

EXECUTIVE COMMITTEE

MAP LM AUDIT COMMITTEE

7

The Human Capital and Finance Committee

The chairperson of the human capital and finance committee is Mr. Glen

Netshivhodza. The other members are the entity’s Chief Executive Officer,

Executive Manager Corporate Services, Executive Manager Operations and the

Chief Finance Officer.

Management

EXCO

components for empowering

service delivery unblocking

IT

Recruitment

Power failures

Security

Contract management

Supply chain

WSA and WSP

relationship

Fleet

8

The day to day operations and management at MaP Water are the

responsibility of the Management, consisting of the Chief Executive Officer, the

departmental directors and the senior management.

Acting Chief Executive officer

(Mr.AM Mofokeng)

B.Comm. Accounting Executive Development

programme (EDP) UNISA Entity CFO from July 2009

Acting Executive Manager Corporate Services (Ms Mpho Mabena)

MBA, National Diploma

Marketing,

Programme in Management

Development (PMD)

Acting Chief Finance Officer (Mr. Thabiso Mokwena)

B comm. In Accounting,

Credit Management

Certificate.

Entity Staff from July 2008:

Acting Executive Manager Operations

(Mr. Nico Emmenes)

National Diploma in Civil

Engineering (professional

Technologist)

Entity staff from 2005

CEO

CFO

Finance Manager

Revenue Services Manager

Supply Chain

Executive Manager Corporate Services

Human Resources Manager

Communications Manager

ICT

Legal Services

Executive Managaer Operations

Operations Manager

Technical Support Manager

Network Maintenance Manager

9

SENIOR MANAGERS

Mr. Poello Katsi

Finance manager

B.comm Hons in Accounting, Financial Management (UNISA)

Entity Staff from November 2010

Mr. Peter Lephuthing

Supply Chain Manager

B.Com in Accounting, PPSM(UNISA)

Entity Staff September 2011

Mr. Raphooko Phooko

Human Resource Manager

Dip in Secretarial Studies: B Admin Hons (Industrial and Organisational psych

Entity Staff From February 2013

Mr. Lefa Dlamini

IT Manager

Bsc. Applied Computer Science

Entity Staff and IT Manager From June 2013

Mr. Jabulani Malungani

Technical Support Manager

B. Tech. Water Quality

Entity Staff from: April 2007

Ms. Hlengiwe Gamede

Network Maintenance Manager

B.Tech Civil Eng: (Water Eng)

Entity Staff from September 2011

Mr. Tello Mphuthi

Acting Operations Manager

B Tech. water Care

Entity Staff from 2005.

10

ORGANISATIONAL PROFILE

Synopsis

Maluti-a-Phofung Water (Pty) Ltd (MAP Water) is a municipal owned entity

established in 2006 by the Maluti-a-Phofung Local Municipality (MAPLM) in

terms of the provisions of the MFMA (No 56 of 2003) and Municipal System Act

(No 32 of 2000). The establishment of the entity was as a result of the

implementation of the section 78 process followed by the municipality. The

entity is 100% owned by municipality and its head offices in Phuthaditjhaba,

QwaQwa and a satellite office in Harrismith.

Our core business and Associates competencies Our core business deals with the complete water and sanitation business from

abstraction to purification distribution to wastewater treatment. Our major

customers are therefore domestic consumers, industries and businesses. The

entity’s operations are guided by MFMA (No 56 of 2003) and Companies Act

1973 (No 61 of 1973). In fulfilling its mandate, the entity relies on the principles

of value addition, development, environmental sustainability, knowledge

management and partnerships.

Water Purification Waste Water purification

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MAP LM as a Water Services Authority (WSA) has established Maluti-a-

Phofung Water (MAP Water) as a Water Services Provider (WSP) to address

water and sanitation provision issues within its jurisdiction. MAP LM sought the

services of a strategic partner in order to assist it to establish the water entity

which will ultimately be a fully flashed unit which will on its’ our perform water

and sanitation function within MAP LM.

MAP Water scope of work as a WSP covers the following

Sustainable operation and maintenance of all the water and sanitation

assets of the municipality. This includes operations and maintenance of

water treatment plants, waste water treatment plants, bulk water distribution

networks, waste water outfall sewers and water reticulation network.

Optimization of water and sanitation provision with MAP LM.

Achievement of Blue and Green Drop on water and sanitation schemes

operated by the entity.

Compliance to all water and sanitation standards and legislation.

Assist community with operation of septic tanks and private water and

sanitation systems.

Advise and assist the WSA on other water and sanitation issues that needs

to be addressed by the WSA. These issues include projects Water Services

Development Plan (WSDP), Water Conservation and Demand

Management Plans (WCDP), Water Master Plan (WMP) and Sewer Master

Plan (SMP).

The Scope of MAP LM as WSA

Implement all capital projects

Implement all refurbishment and upgrade projects

Formulation of the necessary plans for effective and efficient water and

sanitation service provision (formulation of WCDP, WSDP for integration

into IDP, WCDP, WMP and SMP)

Monitoring WSP to ensure service delivery, compliance standards and

legislation

Ensuring achievement of Blue and Green Drop achievement within MAP

LM With the above institutional arrangement in place service delivery of the

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highest level is expected to be rendered to the community of Maluti-a-

Phofung Local Municipality.

OUR SERVICE AREA

In terms of the service delivery agreement (SLA) MAP Water is responsible for

the provision of water services to the people of Maluti-a-Phofung municipal

area and also to act as a revenue manager.

VISION AND MISSION

The crucial aspects of our commitment towards continual excellence in water

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and sanitation service delivery are captured in our motto, vision and mission.

Our corporate values further encapsulate our ethics as portrayed below:

Mission

Delivery of sustainable water and sanitation services

through:

Improved service to customers

Optimized operations

Empowerment of entity’s staff and personnel.

Effective and equitable service delivery to all communities.

Community empowerment.

Accountability to communities (Batho Pele).

Motto• Leaders in Water Service Provision

Vision• “Map Water uses sustainable innovative approaches and

best practice to provide sufficient, safe water and sanitation for all”

Values

To restore human dignity through access to clean water and

sanitation.

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STRATEGY

MAP Water is committed to leveraging strengths and opportunities and

proactively addressing challenges and threats to achieve its mission and vision

in a manner that is consistent with its values. In support of this commitment,

MAP Water has identified the six strategic focus areas to guide its efforts:

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• Customer Relationship Management

Strategy 4:

• Revenue Management

Strategy 5:

• Human Resources, Skills Transfer, BEE and LED

Strategy 6:

• Transfer Process Management To Ensure Accessibility

Strategy 1:

• Financial Sustainability

Strategy 2:

• Operations Management

Strategy 3:

Partner with local organizations and suppliers towards providing all households close access to water and access to decent sanitation by 2014, ensuring the longevity of these services. The focus of this target is the rural areas where the lack of service is the most.

A budget and business plan that is effective and aligned to the needs of the stakeholders. Rural service delivery must be addressed.

Ensure all future water supply and sanitation projects supported by the MAP Water address the issues of water depletion and contamination through appropriate integrated water resource management.

Demonstrate through practical examples that sustainable and equitable water and sanitation services are essential to achieve the overall Millennium Development Goals of poverty reduction and the targets on health, education and the environment. Strengthen local governments’ ability to provide equitable and pro-poor water and sanitation services on a larger scale. Monitor, support and lobby other organizations to strengthen their own water and sanitation work in this direction. Strengthen local government’s ability to provide equitable and pro-poor water and sanitation services on a larger scale. MAP Water values its customers and will continue to ensure it delivers high quality services in a cost effective

manner providing accurate and timely reports on its work

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REPORT AGAINST PREDETERMINED OBJECTIVES

KPA – FINANCIAL STABILITY & REVENUE MANAGEMENT

1. Correct and appropriate financial structures, procedures and controls are established in the Municipal Entity

Develop innovative approaches and new sources of funding to increase annual revenues / income to R 150 million by 2015 in order to support municipal programme activities in the provision of water services.

Increase the number of stakeholders using the MAP Water’s services through local and National partnerships and alliances. The MAP Water does not underestimate the implications of the growth envisaged within this strategy. Additional resources will be required for staff to continue their high standards of services. MAP Water will therefore strengthen its project / programme management, communications and organizational framework to ensure it can achieve these ambitious goals.

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Action Performance Indicator/Target Progress to date Challenges Measure to improve performance

Establish and maintain financial operating structures, procedures and controls to ensure sound financial management of both the Municipal Entity and the funds that it handles on behalf of the Municipality.

Accurate monthly and quarterly management accounts are produced from 4 months after the Effective Date and acceptable annual financial and performance management reports are received by the Contract Officer within the time frame stipulated by the Municipality.

Financial structures, procedures and controls in place and approved by the board.

Monthly, quarterly, by-annual and annual management accounts are being considered by Board and the council

Financial unit structures in place to allow for segregation of duties in supply chain unit and finance.

Dependence on Parent Municipality server for E-venus

Procure own e-venus server.

2. Establishment of appropriate business processes


Establish reporting formats that provide meaningful information to management including current trends, forecasts and the predicted future impacts of interventions and investigations required.

Within 4 months from the Effective Date the Contract Officer shall start receiving on a monthly basis copies of the management reports.

Internal processes are developed on on-going basis. The strategic business plan has been submitted within 4 months of the establishment of the entity.

Contract officer not appointed by Municipality

Recommendations will be forwarded to

the Board for Contract officer to

be appointed

3. Establishment of Financial Accounting processes


Implement and apply GAAP/ GRAP as appropriate to the financial controls and reporting.

Within 4 months of the Effective Date the Contract Officer shall confirm that the necessary financial management systems have been established and implemented.

Internal policies and procedures are in place in line with MFMA

Contract officer not appointed by Municipality

Recommendations will be forwarded to the Board for Contract officer to be appointed

Monthly reporting to Within 4 months of the Effective Monthly section 87, Dependence on Procure own e-

18


be provided within 15 days of month end.

Date shall produce monthly reports within 15 days of month end.

section 66 and compliance reports are compiled and submitted to the parent municipality within 7 workings days.

Parent Municipality server for E-venus

venus server.

Ensure accurate timeous reporting.

Monthly Monthly reporting is in place to parent municipality to incorporate in their section 71 reports to treasury



Ensure strict adherence to conditional grants

Monthly Monthly reporting to DWAS is in place



Increase arrears collection by 5%

Annually Applying the approved credit control policies of Parent Municipality

Not all the consumers are paying.

Apply the approved Municipal Policies

Ensure accurate budgeting process and accurate budget.

Annually Strict adherence to the budget policy of the council (MFMA).Proposed budget for 2013-2014 submitted by due date before the 31st

None None

Ensure that salaries budget is % of total expenditure

Annually Salary expenditure for the year is 58% below

Labour intensive none

Number of creditor days

<30 Days None Cash flow Keep negotiating payments with Parent Municipality

Compliant asset register

Reviewing of asset management procedures annually.

Asset movement register implemented..

Some of the assets are fully depreciated.

Implement asset policy

Ensure that all matters of emphasis regarding audit are addressed.

Unqualified Audit Report with no matters of emphasis

Unqualified audit report with matters of emphasis. An internal auditors were appointed

Compliance Enforce compliance

19

4. Procurement


Establish, implement and apply procurement policies which comply with the requirements of the MFMA and which maximise the benefit to the local economy as well as SMME and BEE development.

Reviewing of procurement policy on annual basis. And reporting on any discrepancies as required by GRAP to enhance accountability

5. Fraud and corruption

5. Development of local contractors, sub-contractors and SMME’s

Action Performance Indicator/Target


Number of investigations conducted on reported and suspected fraudulent activities

Approved fraud and corruption strategy and policy

Draft fraud and corruption strategy and policy documents. Educate and train staff and also include background checks to ensure track records of staff employed.

Number of fraud and corruption measures implemented

20


Assist the Municipal

Entity to institute

programmes and

procedures which

support local

contractors

through: Assisting

with financial and

administrative

procedures; Initial

equipping of

companies; Support

in pricing and

tendering;

Structuring

contracts to reduce

working capital

requirements.

Supply Chain Manager to

confirm that training

programmes are being applied.

KPA‐ HUMAN RESOURCES, SKILLS TRANSFER, BLACK

ECONOMIC EMPOWERMENT AND LOCAL ECONOMIC

DEVELOPMENT

1. Change Management


Progress to date Challenges Measures to improve performance

Undertake an assessment of

the drivers of change,

establish the change

All the employees which

were transferred from the

municipality were given

Employees transferred to

the entity.

Employee’s files not

transferred & not

Audited by

Municipality to

audit the files

and transfer

21



management team and

implement changes in

respect of:

Transfer of employees and

their records

Establishment of conditions

of employment, policies and

procedures;

The organisational structure;

The undertaking of

inductions and

establishment of

communication processes;

Setting up appropriate

labour relation forums and

offers

Policies in place.

Organizational structure in

place.

Induction process

undertaken when new

employees are appointed.

LLF in place & the

bargaining forum.

Skills development

programme in place.

Municipality.

In adequate budget

to undertake

training of the

employees.

Reviewed policies

pending approval.

them to us with

the leave

budget.

Budget

increased in the

current financial

year to

increasing

training & skills

development.

Review and

update the

policies and

continue to train

employees to

ensure that they

have

appropriate

skills.

interactions;

Establishing and

implementing the initial skills

development programme.

2. Municipal Entity managed by skilled managers local to the jurisdiction of the Municipality.



Skills transfer and training

programmes in place.

By end of contract year

three, CEO, Executive

Manager: Corporate

Services, Executive

Manager: Operations and

Chief Executive Officer, CFO

Executive Manager:

Corporate Services and

Executive Manager:

Operations positions

There senior

executive

managers’ positions

still vacant, acting

appointees in place.

Appoint

permanent

employees so

that they can

take

22

CFO to be local employees

with responsibility for

managing the Municipal

Entity.

advertised and

appointments pending.

responsibility for

their respective

department.

3. Employee Empowerment



Providing monthly statistics

Ensure that the Municipal

Entity develops and

implements appropriate

employment equity

programmes (including an

affirmative action plan) and

that training and career

development programmes

are made available to all

employees.

Employment Equity Forum

to monitor implementation

and generate quarterly

reports.

Employment Equity Plan in

place.

Career development plan is

in place; our employees are

given the opportunity

through Staff Study

Assistant Policy.

Inadequate budget

to fully implement

EE Plans.

Sustain,

maintain and

enhance current

staff

development

programme.

4. Performance Management




Entity implements and

maintains a performance

management programme

which measures and

supports performance

Compilation of quarterly

performance appraisals.

Performance management

system in place effectively

from this financial year

2014/2015. All employees

have been re-trained in the

system.

The system is

up and running

23



Improvement of employees

against measurable

objectives.

5. Management of Possible Impact of HIV/Aids




Entity implements and

maintains appropriate

education and support

programmes in respect of

HIV/Aids.

Wellness Officer to

undertake periodic

wellness awareness

campaigns.

Well ness programme in

place.

Implementation

of Wellness

programmes on

continuous

basis.

6. Local Economic Development for the jurisdiction of Maluti-a-Phofung



Use of local sub-

contractors.

Municipal entity’s

operating budget spent on

local sub-contractors to

increase by 5% per

financial year of the

Contract Term.

Most of our work is supplied

by local sub-contractors and

emerging contractors.

Shortfall of

specialized

suppliers

Currently the

local SMME are

appointed to do

most of our

outsourced

work.

24

KPA – OPERATIONS

1. Ensure compliance with legislation and regulation



Ensure compliance by the

Municipal Entity in respect

of all legislative and

regulatory requirements.

During the first financial

year the Strategic Partner

shall compile a report on

the compliance of the

existing operations and

shall ensure that the

Municipal Entity institutes

any necessary corrective

actions.

Done To ensure that all

departments

capture all relevant

information

correctly

Annual report


Entity undertakes an

annual audit to confirm

such compliance with all

legislative and regulatory

requirements.

A report shall be made to

the Contract Officer within

2 months of the start of

each subsequent financial

year of compliance with

previous report and what

has to be complied with

for following year.

Ongoing To ensure

compliance to SANS

241 and DWA

Standards

Internal and

external

monitoring

programs

(Accredited

laboratory

Talbot )

PTS schemes

2. Ensure progressive improvements in the efficiencies of service provision

25



Provide support to the

Municipal Entity with a

view to progressively

reducing unaccounted for

water;

increasing the volume of

water which is billed;

ensuring compliance with

water and effluent quality

standards and;

Optimising the cost of

supply, collection and

treatment.

Goals for each of these to

be agreed as part of the

Annual Delivery Plan.

Monthly reporting to the

Contract Officer and the

Co-ordinating Committee

in respect of the

attainment of these goals.

On-going process To obtain funds for

the installation of

bulk meters to

measured water

losses and a unit to

control water

losses. To start with

the implementation

of the after

approval of the

municipality.

Blue drop

system for

water quality

and green drop

certificate for

waste water

effluent.

Upgrading of

water and waste

water treatment

works

3. Strategy for Optimisation of Costs




Municipal Entity to

establish a strategy which

measures the unit costs of

key elements and which

identifies interventions to

gradually reduce these

unit costs.

In July and January of

each year the Municipal

Entity shall provide a

report to the Contract

Officer showing the trends,

since the start of the

Strategic Partner’s

contract, in respect of the

unit costs per kl of water

supplied to customers of

the following:

Raw water

Chemicals

Energy

Staff

Maintenance & Repairs

On-going process To ensure

recordkeeping of all

expenses (Budget

control) to keep

operational cost to

a reasonable level.

To assist in

planning Budget

Existing

statistics will be

used.

26



Vehicles & Transport

The report shall show that

the unit costs are generally

reducing in real terms and

reasons shall be given

where such reductions are

not being achieved.

4. Ensure that the Municipal Entity always provides the best possible level of service to the customer




Municipal Entity to

maximise its ability in

ensuring that all

households have access to

at least a basic level of

service and in

progressively making

higher levels of service

available to those who can

afford such levels.

Goal for the number of

households to have access

to a basic level of service

and a goal for the number

of households to be

provided with the higher

levels of service to be

agreed in the Annual

Delivery Plan.

ongoing Increase household

connections – The

function was not

transferred to MAP

Water. The

function is still with

the municipality.

WSDP

A programme

for installing

household

connection with

MIG funds (

Municipality )

5. Ensure that the Municipal Entity adequately maintains and protects the assets of the Municipality




Municipal Entity to ensure

that appropriate systems

An overall goal for

maintenance and

refurbishment to be

On-going To ensure that daily

maintenance can be

attended to with

Maintenance

programmes

Updating of

27

and processes are in place

and are being applied to

protect the assets of the

Municipality and to

maximise the ability of the

assets to support the

service.

agreed as part of the

Annual Delivery Plan and

monthly reporting to the

Contract Officer in respect

of the attainment of this

goal.

existing staff.

Identification of

refurbishment

projects to enable

the municipality to

apply for funds.

preventative

maintenance

programme

WSDP

(Reviewing of

refurbishment

projects.)

6. Ensure that the Municipal Entity establishes and implements appropriate procedures in respect of capital projects




Municipal Entity and the

Municipality:

in ensuring that available

funding is utilised to the

best benefit of the service

In accessing additional

funding which is deemed

necessary for the benefit

of the service.

Report to the Contract

Officer on an annual basis

on the actions taken and

the benefits achieved in

respect of acquiring and

the optimum utilisation of

capital funds.

On-going MAP municipality

appoints the consultant

conduct the updating of the

WSDP.

Identification of

water waste water

projects

WSDP

PMU (

Municipality )

7. Ensure that the Municipal Entity has access to adequate skills, experience and knowledge to maintain the provision of water services




Municipal Entity to ensure

that the necessary skills,

experience and knowledge

are available within the

Municipal Entity through:

making available skills and

Organisational structure in

place and operating

efficiently within one year

of start of contract.

On-going

Done

Difficulty in

recruiting suitable

candidates for

specialised /scare

skills and to fill all

vacant positions

In-service

training for

undergraduates

students

Advertisements

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experience from within the

Strategic Partner for

specialist knowledge,

training and developmental

purposes;

developing and

implementing an

appropriate organisational

structure to ensure

effective operations;

Identifying and/or

developing appropriate

managerial personnel to

undertake the key roles

reporting to the Operations

Manager.

On-going Experiencing

challenged in

training of line

managers

Succession

plans

Annual training

plan

8. Ensure Municipal Entity maintains the insurance of assets and risk



Ensure all necessary

insurances and insurance

cover is maintained at

appropriate levels.

Prior to the start of the

contract, review and

ensure that all required

insurances are in place.

Done

Originals of insurance

certificates and

confirmation of payment of

premiums provided to the

Contract Officer on an

annual basis.

On-going Supply finance with

relevant information

Reporting

procedures

As part of annual financial

audits, undertake an audit

and review of the asset

registers and the

insurances.

On-going

Update existing

asset registers

Asset registers

29

KPA – CUSTOMER SERVICES:

1. Ensure that the Municipal Entity has access to adequate skills, experience

and knowledge to develop and maintain appropriate levels of customer management


Provide support to the Municipal Entity to ensure that the necessary

skills, experience and knowledge are available within the Municipal

Entity through:

making available skills and experience for specialist knowledge,

training and developmental purposes;

developing and implementing an appropriate organisational

structure to ensure effective customer relationship

management;

Identifying and/or developing appropriate managerial personnel

to undertake the key roles reporting to the Customer Manager.

The Contract Officer confirms that trained staff is in place to

provide the levels of customer management as defined in the

Annual Delivery Plan.

2. Ensure that appropriate communication processes are established with Councillors, municipal officials, community organisations and customers


Provide assistance where necessary and ensure that the Municipal

Entity establishes effective and appropriate communication

processes with Councillors, municipal officials, community

organisations and customers

Report back from Councillors and officials that processes have

been established and are operating effectively.

3. Ensure that customer service centres are established in relevant locations and

that they are staffed and equipped correctly

30



entity establishes customer service centres in appropriate locations,

ensure that they are staffed with properly trained and competent

people and that all the necessary facilities are available to allow

them to immediately deal with customer payments, enquiries,

complaints.

Within 6 months of the effective Date, submit a report to the

Contact Officer reviewing the customer services centres and

making recommendations of any actions required to make them

more relevant to the local conditions. Services centres established

and are able to deal with all customer interactions according to

plan as agreed in the Annual Delivery Plan.

4. Ensure that customer service centres are established in relevant locations and

that they are staffed and equipped correctly.


Use its skills and experience to assist the Municipal Entity to develop

and implement outreach programmes aimed at increasing

community awareness of the principles of water services,

communicating the fee basic water and indigent policies as well as

the need to pay for service provided outside these policies and

generally assisting communities to understand how their water and

sanitations expectations and needs can be met.

Annual “Knowledge, Attitude and Perception” studies to done by

the Municipal entity and to show an increasing awareness on an

annual basis (“KAP Survey”)

5. Ensure Municipal Entity maintains the insurance of assets and risk


Ensure all necessary insurances and insurance cover is maintained

at appropriate levels.

Prior to the start of the contract, review and ensure that all

required insurances are in place.

Originals of insurance certificates and confirmation of payment of

premiums provided to the Contract Officer on an annual basis.

As part of annual financial audits, undertake an audit and review

of the asset registers and the insurances.

6. Ensure that appropriate communication processes are established with Councillors, municipal officials, community organisations and customers



Entity establishes effective and appropriate communication

Report back from Councillors and officials that processes have

been established and are operating effectively.

31

processes with Councillors, municipal officials, community

organisations and customers

KPA – RISK MANAGEMENT Report is the same as 2012/2013 because new management was not appointed in 2013/2014

financial year.

Mega Process (Strategic Objective)

Process (Key Performance Area) Risk identified and managed by management

Transfer Process Management To Ensure Accessibility

Investigate Unaccounted for Water (UFW)

Loss of income for the Entity No water income recovered Inadequate systems in place

Interaction with employer municipality

Strained relationship with employer municipality leading to loss of funding

Financial sustainability

Correct and appropriate financial structures, procedures and controls are established in the Municipal Entity

Review of Financial Accounting processes

Correct and appropriate

financial structures, procedures and controls are established in the Municipal Entity

Adverse audit opinion No standard processes and

systems for entity Lack of control leading to

financial loss Adverse audit opinion

Supply Chain / Procurement Poor quality products being purchased

Other strategic objectives not achieved

High potential for fraud and corruption taking place

Operations management

Ensure compliance with legislation and regulation regarding operations

Non-compliance with legislation and regulation could result: in: penalties incurred, legal claims against the entity, adverse audit opinions

Revenue management

Appropriate structures and processes are established in the Municipal Entity and Municipality to ensure accurate billing and optimum revenue collection

Enhance the revenue generated for the Municipality

Data Management

Inaccurate billing Unoptimised revenue

collection Inability to enforce by laws Inadequate funding leading to

cash flow problems Inaccurate data and billing

leading to loss of revenue Inability to provide proof of

billing Human Resources, Skills Transfer, BEE

Management of Possible Impact of HIV/Aids

Absenteeism and loss of skilled resources

Contributions of pension fund affected

32

and LED

DEPARTMENTAL PERFORMANCE

OPERATIONS DEPARTMENT

Water Plants The following table illustrate issues experienced at different plants

Incident/ Problem Action Result

Fika Patso Plant

Dam level is at medium levels of due to low rainfall and water pressure in satisfactory conditions. Upgrade of the filters approved and contractor on site.

The project still at the preliminary stages

More sustainable water supply to consumers

Makwane water plant High Water demand in the areas of supply

Communicated to consumers and councilors to save water. Water balancing program established.

More sustainable water supply

Makwane water plant Capacity of the plant is insufficient to meet demand.

Upgrading of this plant is prioritised to address the growing water demand.

The upgrade of this plant to increase the capacity of 10 ML/D is underway.

Wilge Water plant Phase 5 of the refurbishment of the plant is completed

Monitoring and optimising of the new processes at plant is critical to ensure that water quality comply to SANS 241.

The upgrade of this plant had increased the capacity of the plant which will ensure that the sustainability of uninterrupted water supply will be increased.

Makwane Water Plant

Category Physical Chemical Microbiological

Determinants pH NTU Cl2 Mg Ca Tot. hard

Tot. Alk E.C FC

General Limits 8.0 - 8.9

0 - 4.9

1.1 - 1.5

30 - 100

80 - 200

50 - 150

40 - 50

70 - 150 0 - 10

Units mg/l mg/l mg/l mg/l mg/l mg/l mg/l ms/m cfu/100ml

33

Plan samples 22 22 22 22 22 22 22 22 16

Submit samples 22 22 22 22 22 22 22 22 16

Failure samples 2 0 2 0 0 0 22 0 0

% compliance per determinants 91% 100% 91% 100% 100% 100% 0% 100% 100%

% compliance per category 95% 95% 100%

Total % compliance 97%

Makwane water plant is performing well according to the analysis results, but the alkalinity is very low which makes the appearance of water be aggressive as depicted in analysis results were marked red.

Wilge Water Plant



Tot. Alk E.C FC


0 - 4.9

1.1 - 1.5

30 - 100

80 - 200

50 - 150

40 - 50

70 - 150 0 - 10

Units mg/l mg/l mg/l mg/l mg/l mg/l mg/l mS/m cfu/100ml

Plan samples 22 22 22 22 22 22 22 22 16

Submit samples 22 22 22 22 22 22 22 22 16





Wilge water plant is performing well according to the analysis results, but the alkalinity is very low which makes the appearance of water be aggressive as depicted in analysis results were marked red

Fika Patso Water Plant



Tot. Alk E.C FC


0 - 4.9

1.1 - 1.5

30 - 100

80 - 200

50 - 150

40 - 50

70 - 150 0 - 10

34

Units mg/l mg/l mg/l mg/l mg/l mg/l mg/l ms/m cfu/100ml

Plan samples 22 22 22 22 22 22 22 22 16

Submit samples 22 22 22 22 22 22 22 22 16





Drinking water plants still maintain the Blue drop status in terms of compliance.

Sewerage Plants

The following table illustrate issues experienced at different plants

Incident / Problem Action Results Harrismith waste water plant The upgrading of this plant is underway, the project commenced in January 2013

Attending monthly site meetings with the design team and consultants for the updates and progress monitoring

The project is on schedule

Phuthaditjhaba waste water plant Screen and grit removal unsatisfactory and is cause blockages in the rest of the system

Refurbishment of the screens and implementation and monitoring of best practice to optimise processes is a priority

Better compliance with standards

Tshiame waste water Sludge lagoon are not correctly designed and causes sludge build up

Manual removed the sludge with excavators and trucks


Kestell waste water No provision for sludge handling and poor nutrient removal with bio-filter process

Technical report drawn up to secure funds from MIG


Makwane waste water Plant is well maintained and optimised

Monitor processes Better compliance with standards

The following table illustrate water consumption from different water sources for the

past 12 months.

Water Produced and Supply (>RDP, <RDP)

35

Month Makwane WaterFika Patso

WaterWilge Water Total Comments

Jul-13 137 073 1 315 432 466 904 1 919 409 All plants working

Aug-13 134 127 1 421 100 468 135 2 023 362 All plants working

Sep-13 122 871 1 577 300 432 755 2 132 926 All plants working

Oct-13 126 708 1 683 800 425 209 2 235 717 All plants working

Nov-13 137 763 1 796 700 425 209 2 359 672 All plants working

Dec-13 145 949 1 662 409 449 147 2 257 505 Fika Patso bypass

Jan-14 127 336 1 881 848 431 566 2 440 750 Fika Patso bypass

Feb-14 120 562 1 717 697 373 526 2 211 785 All plants working

Mar-14 143 624 2 062 072 410 204 2 615 900 All plants working

Apr-14 134 238 1 993 557 358 602 2 486 397 All plants working

May-14 137 185 2 084 020 371 704 2 592 909 All plants working

Jun-14 134 975 1 928 771 407 280 2 471 026 All plants working

Water Produce from the water plants (m3)

Unaccounted for Water

WILGE PLANT

The bulk loss in Harrismith for July 13 ‐ June 2014 is 26%.

Month Produced Bulk Consumption

Losses

Jul-13 436 927 319 013 117 914 Aug-13 468 135 287 844 180 291 Sep-13 432 755 315 007 117 748 Oct-13 425 209 275 105 150 104 Nov-13 440 756 321 238 119 518 Dec-13 449 147 295 841 153 306 Jan-14 431 566 279 927 151 639 Feb-14 373 526 271 234 102 292 Mar-14 410 204 243 440 166 764 Apr-14 358 602 229 068 129 534 May-14 371 185 251 848 119 337 Jun-14 407 280 264 966 142 314

36

Water Demand Management Strategy

A service provider to draw up Water Conservation and Demand Management strategy

and Business plan will be appointed to consolidate the DWA draft for implementation.

Water Resources

The table below illustrate the dam levels for the past six months

DAM % LEVELSJul 13 Aug 13 Sept 13 Oct 13 Nov 13 Dec 13

Fika Patso 83.20% 77 70.40% 89,60 % 83.20% 73.20%

Metsi Matsho 97.5% 88 87.50% 99,00 % 97.5% 100%

Wilge WW 90.00% 87.50 88.00% 53.0% 54.0% 57.00%

Von During 55.00% 58 65.00% 60,00% 55.00% 70

Hawkins 60.00% 60 60.00% 65,00% 60.00% 75

Gibson 60.00% 60 60.00% 65,00% 60.00% 75

Reservoirs Cleaned ‐ 2 4 2 3 02

Sumps cleaned

(Water and Sewage

Pump stations)

3 1 3 2 2

0

50 000

100 000

150 000

200 000

250 000

300 000

350 000

400 000

450 000

500 000

Jul/2013Aug/2013Sep/2013Oct/2013Nov/2013Dec/2013Jan/2014Feb/2014Mar/2014Apr/2014May/2014Jun/2014

Wat

er P

rod

uce

d (

m3)

Month

Greater Harrismith Bulk Loss Analysis

Produced

BulkConsumptionLosses

37

DAM % LEVELS

Jan 14 Feb 14 Mar 14 April 14 May 14 June 14

Fika Patso 70.20 89.90 98.75 92.50% 85.40% 77.80%

Metsi Matsho 100 100 100 100% 85% 93.00%

Wilge WW 63.3 57.5 100 95% 87% 80%

Von During 70 70 90 85% 70 70%

Hawkins 75 75 95 85% 70 70%

Gibson 75 75 95 85% 70 70%

Reservoirs cleaned ‐ ‐ ‐

Sumps cleaned

(Water and Sewage

Pump stations)

‐ ‐ 02

NETWORK MAINTENANCE

According to the customer charter MAP Water must respond to consumers’ queries

within 48 hours. Overall, MAP Water’s performance regarding network maintenance

complied with our customer charter for over 80% of the time. The table and graphs in

this section depict the performance of the year under review for various network

responsibilities that the entity performed.

DESCRIPTION TOTAL

Water pipe leakages 4 130

Network valves repaired 88

Public taps repaired 320

New water connections 24

New sewer connections 4

Water meter repaired 1 757

Water meter replaced 34

Sewer line blockages 5 017

General maintenance 1 642

Overall total 13 016

The above table illustrates the total amount of faults reported by the consumers. The

table further breaks down the faults reported into different and relevant categories.

40

The following table illustrate repair work done on the Networks in QwaQwa

Description

July 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 Apr 14 May 14 Jun 14 TOTAL

Leakages (Water pipe Lines) 305 275 231 322 349 319 258 161 205 493 277 209 3404

Leakages (Reticulation Valves) 13 6 4 10 11 3 3 4 2 3 9 4 69

Leakages (Damaged Public Taps) 26 31 17 33 39 38 27 10 22 19 28 18 281

Leakages (Water Meters) 86 63 34 74 77 81 60 31 58 52 59 37 712

Pollution (sewer line blockage) 169 164 156 165 132 135 167 130 142 167 132 113 1605

Projects (New Water Connections) 0 1 0 3 0 0 1 2 0 3 3 1 13

Projects (New Sewer Connections) 0 0 0 1 0 0 0 0 0 0 0 0 1

Projects (Install/Relocate water Mtrs.) 0 0 0 0 0 0 0 0 0 0 0 1 1

Projects (General Maintenance) 12 18 10 21 23 27 15 10 20 14 30 9 194 TOTALS: 611 558 452 629 632 603 531 348 449 751 538 392

The following table illustrate repair work done on the Networks in HARRISMITH

July 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec13

Jan 14 Feb 14

Mar 14 Apr 14 May 14

Jun 14 TOTAL

Water pipes leakages 77 75 24 65 50 41 80 59 84 55 64 52 726

Valve repaired 3 0 2 4 1 1 2 3 0 0 0 3 19

Public taps 4 1 3 1 2 1 2 4 3 0 1 17 39

New water connections 1 1 0 1 2 0 1 0 5 0 0 0 11

New sewer connections 0 0 1 0 2 0 0 0 0 0 0 0 3

Water meter replaced 5 2 1 7 0 0 0 2 2 6 0 8 33

Water meter repaired 107 100 64 117 91 43 85 44 69 98 118 109 1045

Sewer blockages (rodding) 357 329 184 301 257 265 340 217 280 285 285 312 3412

General Maintenance 37 34 25 81 39 31 28 20 26 31 48 48 448

Water pipes Mainline 1 0 0 0 0 0 0 0 0 0 0 0 1

TOTAL 592 542 304 577 444 382 538 453 469 475 516 549

40

Tanker Services

The following table illustrate the number of tanker services provided to the community

STATS KEY INDICATORS JULY 2013 ‐ JUNE 2014

Parameters Data

Severity rate 77.9

Injuries for the year 10

Vehicle incidents 17

Near miss incident 3

The disabling injury frequency (average per year) 1.12

The total injury frequency (TIFR) rate 2.20

AREA NONE DOMESTIC LOADS FOR 2013

SEWAGE Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun TOTAL

Qwa Qwa ‐ 127 129 122 167 98 148 68 114 35 28 36 1072

Kestell 5 ‐ 29 ‐ 48 38 31 32 29 10 3 2 222

Harrismith ‐ ‐ 1 4 ‐ 0 2 10 4 6 0 0 27

TOTAL 5 127 159 126 215 126 181 110 147 51 31 38

WATER

Qwa Qwa 8 5 6 16 13 20 19 14 6 17 34 34 184

Kestell ‐ ‐ ‐ ‐ ‐ 0 0 0 0 0 0 0 0

Harrismith 1 19 2 14 20 3 0 16 4 6 4 4 92

TOTAL 9 24 8 30 33 23 19 30 11 23 38 38

AREA DOMESTIC LOADS 2014

SEWAGE Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun TOTAL

Qwa Qwa 42 3 0 0 0 3 8 14 6 39 35 24 174

Kestell 13 12 8 12 8 8 15 11 10 10 10 12 129

Harrismith 1 1 0 3 0 0 0 0 0 0 0 0 5

TOTAL 56 18 8 15 8 11 23 25 16 49 45 36

WATER

Qwa Qwa 141 247 288 236 194 313 152 248 191 285 247 300 2842

Kestell 72 181 74 155 54 114 172 140 165 163 297 320 1907

Harrismith 139 177 149 105 73 128 218 84 199 312 394 287 2265

TOTAL 352 605 511 496 321 555 542 472 555 760 938 936

40

COMPARISON: YEARS VS INCIDENTS MOVING AVERAGE TECHNIQUE

Status of Capital Projects

MAP MUNICIPALITY PROJECTS

Project Description Completion Date

Current Progress

Remarks

Wilge Waste Water Treatment Works Phase 1

June 2014 80% On Schedule, project has received time extension till Nov14

Kestell/ Tlholong: Upgrading of water networks system and a new 2 ML ground storage reservoir

June 2014

66%

On Schedule, Network rectification at 100% and reservoir walls have been completed.

New 4 ML ground storage reservoir for Makholokweng area

August 2014 94% On Schedule.

Upgrading of Fika Patso water treatment works

September 2014

55% On Schedule

Upgrading of Makwane water treatment Works 10 ML/D

June 2015 25% On schedule

Upgrading of Metsi Matso bulk water line to Makwane water treatment works

August 2014 95%

Makgalaneng and Katlehong Yard connections

June 2013 75% Behind Schedule

Phahameng, Makwane and Qholaqwe yard connections

June 2013 80%

Phahameng and Makwane were handed over to Map water on the 22/08/2013 but the was never completed

Mabolela yard connections August 2014 60%

Project on schedule Botjhabelo yard connections August 2014 62% Construction of permanent siphon

August 2014 65% On Schedule

Raw Water Abstraction point August 2014 95% On Schedule Northern Bulk Storage August 2014 65% On Schedule MAP Water Internal Projects

Namahadi and Bolata elevated pressure tanks

May 2014 85 All three road crossing have been completed in Bolata. Contractor is currently off side

Telemetry project May 2014 90 Project currently experiencing electricity supply challenges to some reservoirs.

YEARS JAN FEB MAR APR MAY JUNE JULY AUG SEP OCT NOV DECJAN 2012-DEC 2012 5 3 1 1 2 3 1 4 3 1 3 1JAN 2013-DEC 2013 2 1 2 1 1 1 3 0 3 0 3 3JAN 2014-DEC 2014 2 4 4 0 2 0 0 0 0 0 0 0

41

CHALLENGES

Operations Challenges Actions/Successes

Old water and sewer infrastructure that requires replacement

Due to the frequent pipe burst in Thaba Bosiu MAP Water replaced 100m of 500m old Asbestos pumping line to uPVC as Phase 1. The Phase 2 of 100 m length is now 100% completed and this has improved the area of supply for water and sewer in Thaba Bosiu area.

Refurbishment of aging infrastructure that needs immediate attention in MAP was identified.

The updated list of priority of refurbishment project will submitted to the Municipality for funds which is regularly followed up. The problematic areas were identified and the following areas will be done internally and will be budgeted for the 2014/2015 financial year.

Programmes were drawn up and schedule for implementation of replacing the frequently bursting pipes internally and to train staff and giving them exposure. Already four problematic pipes were done and there is a reduction on the pipe bursts.

High volume of sewer blockages callouts in Tshiame B&C, Bluegumbosch and Disaster Park due to the insufficient size of sewer outfall used in the area of 110mm instead of 160mm or 200mm, these frequent blockages are major problem in this area and contribute to overtime.

To address the sewer blockage problem an investigation was done in the area and an outcome was that an upgrade was needed. The Municipality was requested to treat this as a priority to make funds available. However MAP Water through contractors replaced a 110mm to 160mm sewer line for a length of 220m in Bluegumbosch which had blockages every second day. An investigation of the problematic areas is on-going and the upgrading of the…………..

A program for awareness campaigns is drawn up to the affected areas which will educate the community.

The current shortage of water we are experiencing difficulties in rendering the service. The affected areas are:

Khabisi, Kestell Phase 5, Thaba Bosiu and

Jojo tanks were procured and were allocated to the affected areas (Khabisi, Jwalaboholo and Kestell). Water tanker services is also provided to render the service

42

Jwalaboholo

Frequent sewerage blockage on the outfall sewer in the area.

A cleaning program to maintain and prevent blockages was drawn up for the Jetting machine to minimise the frequent blockages on the outfall. One of the problematic outfalls is in Beruit it is no longer functional, the Municipality was informed and the outfall and was requested to make funds available in order to upgrade. The process of procurement of the Vacuum Jetting Truck is now completed the truck was delivered in June 2014.

Old fleet which affects the work progress due to frequent breakdowns

The process of procuring additional vehicles has commenced about and anticipating delivery is August 2014.

Water Quality monitoring assurance

Laboratory instruments all Calibrated for the exact data reading results of sample analysis.

Laboratory method verified through Participating on proficiency testing scheme and our lab method are in compliance standard.

All vacant positions in the Laboratory are filled with skilled qualified personnel for competence and accuracy.

Theft, vandalism of company assets and overall security to our employees.

The tender process of acquiring security expert in advising us about the relevant security systems is completed and currently busy with implementation plan in guidance from the security expect report.

Retaining of the NOSA 5 star status in terms of Safety, Health, Environment and Quality compliance.

Action plan in preparations for the external audit is conducted with MaP Water’s intention of conducting a full audit in March 2015

Water losses due to unauthorized connections using poor quality of material.

The reviewed Bylaw already approved by the Municipality and will be advertised for public participation before implementation.

To ensure that we are involved with the Contractor on-site during the Wilge sewage upgrade.

Attending monthly site meetings with the Contractor and consultants and ensure that work is according to design specifications.

Project is running according to schedule and the completion of this first phase will improve the sludge handling and disinfection abilities of this plant.

The removal of the dewatered sludge will be a problem in future, but discussions is with DWA is currently on-going to guide us with the removal of the dewatered sludge.

To ensure that we are able Preliminary commission of the plant is taken place

43

FINANCE DEPARTMENT

Billing vs Payments

Table indicates billing against payment received during the year under review

to take over the Sterkfontein project when it will be commissioned

and the puming line will be tested and re-commissioned by the consultant before it is brought into operation.

New relevant staff was appointment and is currently busy with training for the efficient operations of the purification plant.

Civil construction work, Mechanical and Electrical installations is all completed. Currently the installation of the pumps to Qwaqwa is part of the next phase.

To achieve Blue Drop awards

Attend monthly meetings with relevant stake holders to assign responsibilities and target dates.

Follow up on progress and ensuring all information is loaded on the Blue Drop system op DWA.

Implement the new Water Safety Plan and ensure that all recordkeeping is in place.

A preparation for the Blue Drop assessment is completed.

To deliver a sustainable service with limited water resources and capacity

Makwane water supply system is under pressure due to high demand. Investigations are underway to design and enlarge the capacity of the supply line from the dam and the Treatment works.

A daily review plan in conjunction with the relevant councillors for the water demand in the area is implemented to ensure that all areas will receive water for certain periods of the day.

Harrismith water supply system is also under pressure due to high demand. The commissioning of Sterkfontein treatment works will relieve the demand from the Wilge treatment plant by supplying water to the Tshiame community. Through effective planning, the Tshiame reservoir is kept on a level above 30% to ensure that the higher level consumers are served.

44

SERVICE INFORMATION Total 12-13 Total 13-14

WATER 43% 25%

BILLING 69 782 158.11 82 090 069.02

Adjustment -6 985 192.28 8 006 007.29

PAYMENT 27 264 769.84 22 387 621.11

SEWER 40% 32%

BILLING 37 976 759.89 38 102 009.85

Adjustment -6 289 046.01 -2 347 143.04

PAYMENT 12 790 377.32 11 560 458.41

BILLING WATER & SEWER 94 484 679.71 125 850 943.12

Total Water and Sewer %ge 42% 27%

PAYMENTS WATER & SEWER 40 055 147.16 33 948 079.52

The figures are obtained from the BP135 report on monthly basis. The major

billing challenges emanates from the inability of readers to read some water

meters with reasons dials unclear, vicious dogs and property locked since most

of the meters are situated within the consumer premises.

Total Outstanding Debt

The below figures are obtained from the BP 136 report dated 30 June 2014.

Service Previous Bal Total Due Current 30 Days 60 Days 90 Days Plus

Water Other 9,207 9,207 0 0 0 9,207

Water Basic 3,046,875 3,072,779 39,505 36,018 34,933 2,962,323

Water 172,472,915 174,570,792 5,525,203 4,085,034 3,989,466 160,971,089

Total Water 175,528,997 177,652,778 5,564,708 4,121,052 4,024,399 163,942,619

Sewerage – Basic 2,479,111 2,518,039 116,649 79,060 70,261 2,252,070

Sewerage 68,964,442 70,076,378 2,076,867 2,203,558 1,702,554 64,093,399

Total Sewer 71,443,553 72,594,416 2,193,516 2,282,617 1,772,814 66,345,469

Total 246,972,550 250,247,194 7,758,224 6,403,669 5,797,213 230,288,088

Total Variance 3,274,644

45

% Outstanding 100.00% 3.10% 2.56% 2.32% 92.02%

The credit control policy is applied through the municipal office. Notices were

issued in November 2014 in an effort of getting consumers to settle their

outstanding accounts and could not cut as the new service provider on

electricity was appointed by the municipality and was responsible for electricity

collections as well.

Customer Care Report

House Visits

648 houses were visited during the financial year for the attending the queries

on is to follow up on queries raised by consumers which include among others

leaking water meters, high consumption, leaking pipes and leaking street taps.

Road Shows

8 road shows were held during the financial year and it depends on the weather

if it allows and availability of ward councillors. Wards are visited in order to

identify water and sewer related problems with the assistance of the ward

councillor or committee member. The identified cases are attended by our

technical team.

Public Meetings

4 public meetings were attended at various wards with our technical team to

address consumers with water shortage crisis.

Consumer Visit

8142 consumers visited out offices for the purposes of obtaining their municipal

account, with queries on account and some seeking clarity on the accounts.

Supply chain Report

46

Maluti a Phofung Water is governed by the legislative framework of South

Africa as enacted by the Constitution of the Republic of South Africa. Local

Government: Municipal Finance Management Act (56/2003): Municipal Supply

Chain Management Regulations, Preferential Procurement Regulations, 2011.

In line with legislative requirements, Maluti-a-Phofung Water strives to ensure

that its procurement system is fair, competitive, transparent and cost-effective.

This is further ensured through providing feedback to bidders on how to

improve their offerings, compliance with the MFMA) in particular and other

related legislation.

Maluti-a-Phofung Water through its Supply Chain Management Policy and

Treasury guidelines ensured that it is guided by this Regulatory Framework in

all its procurement processes. The relevant Policy amendments have been

carried out in line with the updated Regulations of the Act. Maluti-a-Phofung

Water has also ensured that it does not leave its service providers behind in

terms of alignment to the updated BEE Act and other related requirements.

Our Supply Chain Management Policy is in line with government’s objectives

for supply chain management and serves to assist

Maluti-a-Phofung Water in the smooth implementation of supply chain

management practices. We are committed to addressing the imbalances of the

past, not only with regard to our human resource processes, but also in our

commercial equity priorities. Our Supply Chain Management Policy is based on

the Broad Based Black Economic Empowerment Act and the Department of

Trade and Industry’s Code of Good Practice. The Policy is aimed at the

inclusion of previously disadvantaged individuals on to the supplier base for

goods and services. It also allows for the setting and reviewing of targets to

ensure that progress is made towards the organisation’s BEE targets.

We have developed governance processes and strategies to ensure excellence

and integrity in supply chain management.

47

During the 2013/14 financial year we have strategically sourced goods and

services from SMME’s and BEE enterprises. As part of our supplier

development we have procured well over 43%-57% from our local suppliers.

We have substantially increased the base of local suppliers within the Maluti-a-

Phofung local municipality jurisdiction, though it is still a challenge to find

suppliers dealing with specialised goods and services.

Growing partnerships between local suppliers and bigger companies from other

provinces still remains a challenge.

Supply Chain unit interact with suppliers on three occasions during the period

under review which has been beneficial to both the entity and the

suppliers/contractors.

Our deviation for the period under review has decrease from R 2 967 199.46

to R 1 352 868.87. The growing trend was curbed and reduced in the financial

year 2013/14 by implementing proper controls.

Our Supply Chain Management Policy strives to:

Provide an appropriate acquisition process for the supply chain

management of all goods and services.

Ensure that the supply chain management process is fair, transparent,

equitable, competitive and cost effective.

Promote the objectives of the Preferential Procurement Policy Framework

Act.

Ensure that the supply chain management processes comply with the

legal framework that governs Maluti-a-Phofung Water.

Annexure A provides us with an overall awards on the bids over

R200 000.

Annexure A

Bid no Description Closing

date

Bids receive

d Awarded Bidder Amount

Duration of the contract

48

MAPW 15/2013

Construction of Namahadi and Bolata Elevated tanks 01/02/2013 1 SAVUMA R 3 928 811.03 2years

MAPW 19/2013

Supply and delivery of Ablution and Pest control 12/04/13 04

Bidvest Steiner Hygien Trading R 360 472.38 24 months

MAPW 33/2013

Upgrading of telemetry and SCADA system 31/05/13 01

HP Pelatona Project cc R 2 901 798.18 I2years 8 months

MAPW 36/2012

Bid to draw/ prepare document for repair and maintenance of pumps and motors 23/04/13 01

Ingcali Consulting Engineers (PTY) Ltd

Charged as per standard

Engineering rates published in the

Government Gazetted no.

35945

MAPW 02/2013

Supply and delivery of protective clothing

23/07/2013

19

Ted force Enterise

(PTY)LTD R 344 256.75 Once off supply

MAPW 03/2013

Professional Service Provider to assist with implementation and enhancement of the quality management Systems for water and wastewater (PSP)

23/07/2013

06

Not awarded

MAPW 05/2013

Request for professional Service provider to assist with internal Audit

23/07/2013

12

Ernest &Young Advisory Services R 393 072.93 1 year

MAPW 08/2013

Supply and Delivery of Chemicals (HTH)

29/08/2013

17

Koena's Construction and Projects

cc R 1 600 000 24 months

MAPW 09/2013

Supply and Delivery of Bulk Chemicals

29/08/2013 13

METSI CHEM R 2 998 33.20 24 months

MAPW 10/2013

Supply and Delivery of Chemicals (Chlorine Gas)

29/08/2013 08

METSI CHEM R 12 322 21.40 24 months

MAPW 12/2013

Provision of security consultant

09/09/2013 03 Once off

MAPW 13/2013

Provision of Laboratory Services

19/09/2013

01

Not awarded and to be re-advertised

MAPW 14/2013

Provision of Fleet tracker system

19/09/2013

07

AMASONDONFLEET TRACKER SYSTEM R 486 585.07 24 months

MAPW 15/2013

Provision of health occupational medical services

19/09/2013 01

Not awarded and to be re-advertised

MAPW 16/2013

Supply and delivery of Combination Vacuum and Jetting Truck

19/09/2013

04

Phambile Service (Pty)

Ltd R 1 900 000.00 Once off supply

MAPW 19/2013

Supply and delivery of vehicles

03/10/2013

05

On hold due to funds

MAPW 20/2013

Supply and delivery of tyres

03/10/2013

03

in progress

49

MAPW 35/2013

Repair And Maintenance Of Emergency Generators For 18 Months

10/04/2014

In progress

MAPW 36/2013

Repair And Maintenance Of Equipment At Waste Water Works For 18 Months

10/04/2014

In progress

MAPW 37/2013

Repair And Maintenance Of Equipment At Water Treatment Plants For 18 Months

10/04/2014

In progress

TOTAL

R 9 013 198.16

Annexure B provides us with an overall awards on the bids between R30 000

and R200 000.

Annexure B

Bid no Description Bid

Advertisement Closing date

Bids received Awarded Bidder Amount

Bids between R30.000 and R200.000

MAPW 06/2013

Supply and Delivery of UPVC Pipes Notice Board‐

23/07/2013

01/08/13

09 Onneile Construction & Catering services R 147 700.00

MAPW 07/2013

Supply and Delivery of UPVC Water Meter Boxes with meter inside pipes

Notice Board‐ 24/07/2013

02/08/13

10 JAY STEEL R 103 902.60

MAPW 11/2013

Supply and Delivery of Tsurumi Pumps Notice Board ‐

08/08/2013

20/08/13

10 NATAL POWER TOOLS R 134 274.68

MAPW 16/2013

Supply and Delivery of new WKLN 80/3 multistage pump

Notice Board‐ 27/08/2013

04/09/13

04 NATAL POWER TOOLS R 57 247.38

MAPW 17/2013

Supply and Delivery of JOJO Tanks Notice Board ‐

10/09/2013

19/09/13

11

KHANYE CONSTRUCTION AND GENERAL R 112 500.00

MAPW 18/2013

Supply and Delivery of Store Material Notice Board ‐

10/09/2013 19/09/13 02

ONNEILE CONSTRUCTION&CAT

ERING SERVICES R 142 711.00

MAPW 21/2013

Supply and Delivery of steel Rods Coupling Notice Board ‐

10/19/2013 19/09/13 11 B AND T STATIONER

CC R 71 985.30

MAPW 23/2013

Supply and Delivery of Harrismith Stores material

Notice Board‐ ‐12/09/2013 23/09/13 05 QWAQWA MICA R 161 038.00

MAPW 24/2013

Supply and Delivery of calendars and diaries Notice Board‐ ‐

30/09/2014 30/10/13 11 CLASSIC PRINT R 91 332.01

MAPW 25/2013

Supply and Delivery of Brush cutter and mowers

Notice Board‐ ‐02/10/2013 10/10/13 03

DAKOTA BUILT IT HARRISMITH R 63 256.95

MAPW 26/2013

Supply and Delivery of material for QwaQwa Stores

Notice Board‐ ‐26/10/2013 28/10/13 Cancelled

50

MAPW 27/2013

Supply and Delivery of Saver taps Notice Board‐ ‐

20/11/2013 29/11/13 08 INCLEDON R 139 689.90

MAPW 32/2013

Supply and Delivery of new motto for Kestel

Notice Board‐ 03 UTG CONSTRUCTION R 47 900.00

MAPW 33/2013

Supply and Delivery of Galvanized Manhole covers

Notice Board‐ ‐28/11/2013 09/12/13 04 MOFTRATE 17 CC R 89 500.00

MAPW 34/2013

Supply and Delivery of Coupon coated pipe Notice Board‐ ‐

07/02/2013 19/02/14 03 PRA ENGINEERING

COASTAL CC R 89 148.00

MAPW/37/2013

Supply and delivery of Padlocks Notice Board‐

06/05/2013 16/05/2013 23 ITABIRO R 165 300.00

MAPW 38/2013

Supply and Delivery of UPVC Pipes Notice Board‐ ‐

15/04/2013 30/04/14 3 JAY STEEL R 95 842.08

TOTALS R 1 579 053.22

CORPORATE SERVICES DEPARTMENT

Human Resources

Internal Recruitment

Our company in keeping with internal recognition, identification of internal talent

and potential as recognized by our recruitment and selection policy, saw an

internal recruitment drive for various positions totalling twenty six (26) which

were internally publicized and 17 appointments made with the remaining

awaiting external publicizing.

Human Resource Administration

The following tables provide an overview of critical personnel statistics for the

reporting period.

Occupational Levels

Male Female Foreign Nationals

Total

A C I W A C I W Male Female

Top management 1 o O o o o o o o O 1

Senior management 7 o O 1 2 o o o o O 10

Professionally qualified and

experienced specialists and mid‐

management

5 O O 1 2 o o o o O 8

51

The numbers provided indicate the staff establishment, total of male 235and female 111

The numbers provided indicate an increase in the staff establishment total of

male employee 234(previous report) to current 235, while total female

component increased from 110(previous report) to current 111. This numbers

indicate the obligation of Map Water to play role in reducing unemployment

rates within its locality while expanding its services to meet ever escalating

need for clean water and problem free sanitation system.

Staff Turnover

RETIREMENT

DISMISSAL

RESIGNATION

DEATHS

APPOINTMENTS

Year 6 4 3 2 2

The organization experienced a staff turnover of 17 employees out of the total

of 346 which translates to 4.91%. The table above demonstrate the efforts of

Human Resource in collaboration with other departments to ensure our staff

component experience job satisfaction as evidenced by low dismissals and

resignation for the financial year and further mitigated by the number of

retirements. The numbers of dismissals were of serious nature that greatly

jeopardised company operations and were against the values of the company.

Human Capital Training and Development

Skilled technical and academically

qualified workers, junior

management, supervisors,

foremen, and superintendents

33 O O 3 16 o o 3 o O 55

Semi‐skilled and discretionary

decision making 66 O O 1 24 o o O o O 91

Unskilled and defined decision

making

102 O O o 53 o o O o O 155

TOTAL PERMANENT 214 O O 6 97 o o 3 o O 320

Temporary employees 15 O O o 11 o O O o O 26

GRAND TOTAL 229 O O 6 108 O O 3 o O 346

52

Our Company provide an essential service that impacts on the health of its end

users, which require high level of service delivery, efficient service, quality

product, knowledgeable leadership and competency to deal with risks,

associated with all facets of our company. Our company therefore is obligated

to offer continuous training and development to maintain the accolades of Blue

Drop and Green Drop, and in pursuance of being employer of choice, while

refining and capacitating is workforce.

In line with Skills Development Act, our company has approved five

applications to further their studies to enhance their skill and broaden their

knowledge that will serve the company in obtaining its strategic goals. Further

the company in partnership with FET College, TIA (Technology Innovation

Agency) and Cogta have provided 11 learners student the opportunity to

undertake practical’s (Mechanical/Civil/Electrical) as per their academic

requirements. In addition the collaboration of Thabo Mofutsanyana District

Municipality has students undergoing water and waste water training as part of

experiential training.

The following table depicts the number of trainings to employees during the reporting period:

Training Numbers of attendants

Plumbing Trade Test 1

Insurance/ Incident Claims Workshop 15

Fire Fighting Level 1 15

Calibration & Regression Analytical Chemistry 1

Wellness Management & Workplace Audit 2

Telemetry Training 3

Payday Leave Module 6

Payday EEA & HR Module 4

Amendments Bill for labour legislation 3

Method Validation 2

Samtrac 1

Chairing Disciplinary Hearing 45

53

Compliance with Employment Equity Plan

The department held a meeting with Labour Inspector from Department of

Labour regarding Employment Equity Plans and reporting submitted. Areas of

concerns were thoroughly ironed out with clear request that the plans be done

afresh and be submitted in May for checking and June for final submission.

Terminations A=Africans, C=Coloureds, I=Indians and W=Whites Occupational Levels Male Female Foreign

Nationals

Total


Top management O O O O O O O O O O O

Senior management O O O O O O O O O O O

Professionally qualified and experienced specialists and mid‐management

O O 0 1 O O O O O O 1

Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents

7 O O 0 O O O O O O 7

Semi‐skilled and discretionary decision making

3 O O O 1 O O O O O 4

Unskilled and defined decision making

3 O O O 0 O O O O O 3

TOTAL PERMANENT 13 O O 1 1 O O O O O 15

0

5

10

15

20

25

30

35

40

45

Type of training

Plumbing trade test

Insurance/ Incident Claims Workshop

Fire Fighting level 1

Calibration & Regression Analytical Chemistry

Wellness Management & Workplace Audit

Telemetry Training

Payday Leave Module

Payday EEA & HR Module

Amendments Bills for Labor Legislation

Method Validation

Samtrac

Chairing Disciplinary Hearing

54

Temporary employees 0 O O O O O O O O O 0

GRAND TOTAL 15 O O 1 1 O O O O O 15

Note: A=Africans, C=Coloureds, I=Indians and W=Whites

Terminations Male Female ForeignNationals

Total


Resignation 2 O O 1 O O O O O O 3

Non‐renewal of contract O O O O O O O O O O 0

retrenchment – Operational requirements

O O O O O O O O O O 0

Dismissal ‐ misconduct 3 O O O 1 O O O O O 4

Dismissal ‐ incapacity O O O O O O O O O O 0

Retirement 5 O O 0 1 O O O O O 6

Death 2 O O O O O O O O O 2

TOTAL 12 O O 1 2 O O O O O 15

Disciplinary Action

Note: A=Africans, C=Coloureds, I=Indians and W=Whites DISCIPLINARY ACTION Male Female Foreign Nationals Total


02 0 0 o 0 0 0 0 0 0 02

0 5 10

Jun‐14

55

Industrial Relations

The unit core responsibility is strengthen and maintaining good relations in

employment relationship and to intervene appropriately where need arise to

rectify any compromised relations. In achieving the said the unit regularly

engages every other unit within the company in enlightening employees on

what expectations are, pitfalls they need to avoid, procedures to be followed in

raising matters of concern. The unit has further provides feedback to managers

on matter raised from the continuous awareness roadshows, to enable them to

generate resolutions to the challenges raised by employees on the floor. CCMA

cases have therefore significantly decreased owing to rigorous implementation

of roadshows, to which employees have responded positively through

adherence to company policies.

Risk and Compliance Officer was appointed with effect from 24 March 2014.

Procedurally an induction was conducted by the HR Manager in QwaQwa and

Harrismith offices.

Employee Assistance/Wellness Programme

MAP Water’s commitment to health and well-being of its employees and as part

of conditions of service, MAP Water employees must be members of the

medical aid of which the company contributes 50% towards monthly premium.

Note: A=Africans, C=Coloureds, I=Indians and W=Whites Occupational Levels

Male

Female Total

A C I

W A C I W

Referrals for Rehabilitation 03 O O O 01 O O O 04

Visits for sick employees 05 O O O 02 O O O 13

Employees referred to Hospital/ Doctors

04 O O O 01 O O O 05

Referrals for Professional Counselling

01 O O O 01 O O O 02

Internal Counselling 23 O O O 08 O O O 33

TOTAL PERMANENT 28 O O O 13 O O O 04

Temporary employees 08 O O O 02 O O O 10

GRAND TOTAL 36 O O O 15 O O O 51

56

Report for Wellness Day Event

On the 05th of September 2013 Human Resources together with Bonita’s

organized a wellness day event for Map water employees at Phuthaditjhaba

offices. The aim was to give individuals an opportunity to check if they are

still in a good state of health as winter might have affected some

employees.

Employees were screened for the body mass index, blood cholesterol level,

blood glucose level, blood pressure, body fat percentage measure, sugar

diabetes testing.

The event was very successful as more than 101 staff members took part.

The event was done for Bonita’s members only, but all employees showed

much interest in taking care of their health. In the future we will organize

people who will screen all MAP Water employees.

Summary of Wellness Day

Gender Total Female Male

Smoking Non Smokers 38 36 74 73.3 % Smokers 01 11 12 11.9 %

Ex-Smokers 02 13 15 14.9 % BMI Normal 8 24 32 31.7 %

overweight 6 23 29 28.7 % Obese I 9 11 20 19.8 % Obese II 13 1 14 13.9 %

obese III 5 1 6 5.9 % Waist-Hip Ratio Desired 41 50 91 90.1 %

At Risk 0 10 10 9.9 % Blood Pressure Acceptable 21 20 41 40.6 %

Elevated 17 37 54 53.5 % Severe 2 3 5 5.0 %

Acute 1 0 1 1.0 % Glucose Acceptable 39 60 99 98.0 %

Elevated 1 0 1 1.0 % Severe 0 1 1 1.0 %

Cholesterol

Acceptable 26 48 74 73.3 % Elevated 15 12 27 26.7 %

Depression

Severe 10 8 18 17.8 % Acceptable 31 52 83 82.2 %

Diabetes na - diagnosed 3 5 8 7.9 %

Low (1%) 9 29 38 37.6 % Elevated (4%) 21 17 38 37.6 %

Moderate (16%) 7 9 16 15.8 %

57

Performance Management System

Employee efficiency, morale, loyalty, commitment, productivity, forever evolving image

are but some of the key elements that Map Water continue to strengthen and maintain.

The implementation of performance management system was solely to inculcate the

culture and tradition of rewarding and reinforcing developmental performance while

collaboratively generating and applying challenge overcoming measures to non-

performers. The system has been introduced from executive’s level to supervisory

level with all performance agreements signed. Give the complexities of the system a

refresher session was conduct to iron out some grey areas and a simplified template

were introduced, which will form part of the formal process.

PAYROLL REPORT

DATABASE BACKUP AND COPYING OF THE PREVIOUS MONTH INFORMATION:

Database backup as well as copying of the previous month information is done every month.

SUBMISSION OF INPUTS: Inputs to be captured in to payday payroll system are submitted on the 10th of

every month.

SUBMISSION OF DEDUCTING SCHEDULES FROM THIRD PARTIES: Situation regarding submission of inputs has not improved much as the employer

is still struggling to make payments on time therefore some of the third parties are still finding it hard to submit up until the situation is solved.

CAPTURING AND RECONCILIATION: Inputs were captured and reconciliation between Pay Day system as well as the

schedules submitted was well performed before printing of pay slips could be done.

QUERIES: Queries received are concerning non-payment of policies and garnishees,

whereby employees are complaining because services providers are telling them that their policies are lapsing.

IMPORTING OF SALARIES: Salaries file from Pay Day is created on monthly basis and imported to Bank for

payment of salaries.

PAYE PAYMENT: As far as PAYE is concerned, Finance Department is making sure that payments

are made timeously, trying to avoid all the unnecessary penalties as well as interests, therefore it is safe to say PAYE is update.

58

THIRD PARTIES PAYMENTS AND FORWARDING OF PAYMENT SCHEDULES: Schedules are being prepared and forwarded to different third parties.

INTEGRATION: Integration between the two systems Pay Day Payroll and E-Venus is done

monthly.

BACKPAYS:

88 – A total number of employees who received back pay for salaries in March 2014, Amount paid - R613 964 – 20.

20 – A total number of employees who received back pay for bonuses in March 2014, Amount paid - R16 891 – 92.

Communications Stakeholder engagement Our key stakeholders and our

relationships with them are a

core sustainability issue.

Therefore we treasure

relationships building,

enhancement and progress.

MaP Water has a number of

platforms through which it

interacts with its stakeholders

because attainment of the

mission and vision of MaP

Water depends on the

collaborative efforts between a

numbers of partners. The key

stakeholders include our sole shareholder, MAPLM; staff, customers, suppliers,

government sector departments, strategic partner, communities, civil society

Staff

MaP Water staff being our internal stakeholder is the most important strategic asset

towards achieving the goals of this entity. In order to enhance this we ensure all

matters relating to water and sanitation are communicated to these stakeholders. By

giving the employees information we reduce misunderstandings within the

communities the staff also belongs to the communities we serve. It is also important for

our staff to get first information as per table below:

MaP Water Stakeholders

Shareholder: MAPLM

Staff

Customers and

communities

Suppliers and service providers

Government sector

departmentsStrategic partner

Organized labour

Board of Directors

Media and schools

Professional associations

59

Communications Tools

COMMUNICATION STRATEGY

MILE STONE PROGRESS REPORT

Notice boards Internal communication Branch Committee and Membership Meeting

Newsletter To constantly inform Map Water’ stakeholders and

employees about the happenings within the

organization

Articles compilation

Intranet and Website Strengthen communication medium

Under-construction.

Internal Communication

The below notices were placed on the notice board for the period of July 2013- June

2014

. CONTENT

June 2013 Abuse of Social Media

July 2013 Medical aid presentation.

August 2013 SARS Visit on the 19th August 2013

September 2013 Wellness day on the 5th September. Financial Advisory from Standard bank.

October 2013 Nothing for this month

November 2013 Study Assistance Memo Financial Advice on Consolidation

December 2013 Knock of time on the 13th, 24th and 31st December 2013

23rd Jan 2014 Road show

06 Feb 2014 Erratum (Artisan Assistant and Team leader) SARS Visit

04 March 2014 Consultants from Moso Consulting Services were going to assist MaP Water employees with Bonitas and Discovery members with regard to any problems employees may have on their medical aids.

April 2014 Easter time off Flue Vaccination by Bonitas Medical Scheme Time off – For the Dipontsho that was organised by the

Municipality

60

Newsletter - internal and external newsletter were published in June and July 2013.

See the table below for the upcoming newsletter

Communication Strategy

Mile Stone Start Date

Completion Date

Progress Report

Newsletter To constantly inform Map Water’ stakeholders and

employees about the happenings within the

organization

April 2013 June 2014 Has been sent to the Acting

Director Corporate for proofreading and approval

Educational Tours

This is a Platform where Schools within Maluti-a-Phofung Local Municipality make a

tour to our plants. The aim of this tour is to learn about the water and waste water

purification process. See the table below:

Name of school Date Number of participation

• Pulamadiboho Public School • Paballong Primary School • Neo Primary School

15 May2014 06 June 2014 12 June 2014

150 +-100 81

Corporate Social Investments Programmes

Bottled Water

42 985 of branded bottle water was provided to MaP LM, SAPS, Department of Sport,

Arts, Culture & Recreation, Department of Education, Social Development, House of

traditional healers, ANC Thabo Mofutsanyane region, Premier’s office, Women

corporative, Feddec care, Department of health, Public works and Schools within MaP

LM in the financial year ending June 2014. This is one of the functions of the

communications department. The entity also provides bottled water regularly to the

offices of the Executive Mayor, Municipal Manager and Speaker monthly.

61

BRANDING MATERIAL

Emnployees33%

Stakeholders39%

Community28%

CALENDARS

Employees

Stakeholders

Community

Diaries

Employees Stakeholders Community

62

Educational Programmes

EVENT MILE STONE RESPONSIBILITY BY-DATE

Water Education and Awareness Campaign

To educate people on how to save water and to disseminate information on Blue/Green Drop Programme.

All units

On going

Education and Awareness conducted in the month of July 2013

Education and Awareness conducted in the month of July to August 2013

Education and Awareness conducted in the month of August 2013

Mookodi Intermediate school

• 73 Learners

• 19 July 13

Sephokong High School

• 46

• 24 July 13

Kabelo Intermidiate School

• 60

• 29 July 13

Qwaqwa Combined School

• 22

• 30 July 13

Tsebo Secondary School

• 55

• 30 July 13

Kgolathuto

• 21

• 30 July 13

Beacon

• 34

• 31 July 13

Lusaka Lucheon Club

• 14

• 03 July 13

Bua le rona luncheon Club

• 21

• 10 July 13

Lere la Rona Luncheon Club

• 12

• 16 July 13

Ratanang Maqheku Luncheon Club

• 13

• 19 July 13

Phuthang Bakoena Luncheon Club

• 22

• 13 July 13

Qwaqwa Intermeiate School

• 80

• 06 August 13

Kgolathuto Secondary School

• 57

• 08 August 13

Lerato Primary School

• 28

• 14 August 13

Mabolela Intermediate School

• 130

• 16 August 13

Sekgutlong Primary School

• 40

• 19 August 13

Makoane Intermediate School

• 27

• 23 August 13

Moteka Secondary School

• 93

• 26 August 13

Mantshatlala Intermediate School

• 100

• 28 August 13

63

Education and Awareness conducted in the month of September 2013

Education and Awareness conducted in the month of October 2013

Education and Awareness conducted in the month of November 2013

Education and Awareness conducted in the month of December 2013

Education and Awareness conducted in the month of January 2014

Bolata Intermediate School

• 80

• 05 September 13

Manthatisi Secondary School

• 105

• 05 September 13

Mojalefa Farm School

• 23

• 06 September 13

Paballong Primary School

• 97

• 17 September 13

Sekgompepe Primary School

• 46

• 19 September 13

Sekgutlong Secondary school

• 51

• 25 September 13

Bolata Intermediate School

• 80

• 05 September 13

Manthatisi Secondary School

• 105

• 05 September 13

Mojalefa Farm School

• 23

• 06 September 13

Paballong Primary School

• 97

• 17 September 13

Sekgompepe Primary School

• 46

• 19 September 13

Sekgutlong Secondary school

• 51

• 25 September 13

Lesedi Clinic

• 80

•14 October 13

Tshiame B Clinic

• 55

•14 October 13

Intabazwe Clinic

• 23

•14 October 13

Nexus Primary School

• 97

• 17 October 13

Tsebong Primary School

•46

•18 October 13

Khethatsebo Secondary School

• 51

•18 October 13

Sasamalala Secondary school

• 25

•04 November 13

Tsebong Primary School

• 51

•04 November 13

Bolata Tribal Office

•150

•20 November 13

Namahadi Tribal Office

•128

• 21 November 13

Makgalaneng Primary School

• 111

•27 November 13

Phuthaditjhaba Hall

• 51

•25 November 13

Monontsha (Mohato Secondary)

• 81

• 02 December 13

Makwane (Dikgohong)

• 52

• 03 December 13

Lusaka (Councillors Office)

• 103

• 04 December 13

Charles Mopeli Staduim

• 49

• 17 December 13

Lejwaneng

• 47

• 19 December 13

Thabong

• 51

• 19 December 13

64

Education and Awareness conducted in the month of January and February 2014

Education and Awareness conducted in the month of March 2014

Education and Awareness conducted in the month of April 2014

Education and Awareness conducted in the month of May 2014

Aberfeldy Intermediate School

• 41

• 21 January 14

Phama Combined School

• 14

• 22 January 14

Makgalaneng (CWP)

• 50

• 27 January 14

CWP

• 64

• 27 January 14

Tseki (CWP)

• 65

• 27 January 14

Qholaqwe (CWP)

• 57

• 29 January 14

Hlatseng

•28

•27 January 14

Mphatlalatsane (CWP)

•48

•29 January 14

Makwane (CWP)

•59

•29 January 14

Thibella CWP)

•58

• 30 January 14

CWP (Matsieng)

• 55

•05 February 14

CWP(Monontsha)

• 61

•17 February 14

Thothokane Project

• 14

• 20 March 14

Pulamadiboho Primary school

• ±1000

• 20 March 14

Mabate Intermediate School

• 63

• 24 March 14

Tsebang Vegetable Project

• 06

• 25 March 14

EPWP(Tsheseng )

• 21

• 28 March 14

Makgolokoeng Village(People with disabilities)

• 06

• 17 March 14

CWP‐ Kestell

• 50

• 02 April 14

Mamello Support Group (Old age people)

• 43

• 08 April 14

Dipelaneng Primary School

• ±2000

• 09 April 14

Mamello Support Group

• ±50

• 11 April 14

Hlajwane Primary School

• ±200

• 15 April 14

65

Education and Awareness conducted in the month of June 2014

The following projects were identified and visited continuously whereby

education and awareness campaigns were conducted. Some of the projects

were using tap water to water their gardens after the interventions and the

encouragement to conserve water in their gardens they have now invented

ways to harvest water which they use to water their gardens instead of using

tap water. Some were also assisted with the profiling of their projects for

Woman in Water Awards Competitions.

Name of project/Organisation

Number of members

Remarks

Tsebang Vegetables & poultry service primary co-operative

Six women and three men

They are using cement to clean waste water and dug a whole next to the tap to catch running water and use the water to water their garden. They also have water tankers to catch rain water.

Refilwe Fruits and Vegetables Projects

Five women Forms were filled and submitted to DWA requesting water tankers.

Itsoseng Vegetable Two women and Five men

The project is situated in Tsheseng and they have no access to water but were encourage to recycle water and collect rain water to continue with their project.

Thuthukani Vegetable Five women and one man

They have dug a whole to catch water from a well and have also recycle used water and use garlic, Wood ashes to kills microorganisms. They also use water tankers to catch rain water.

Tiisetso Primary

•132

•13 May 14

Mamello Primary

•1004

•14 May 14

Akofang Intermediate

•569

•16 May 14

Tshwarathebe intermediate

•432

• 19 May 14

Mafube Intermediate

•675

•20 May 14

Reahola Secondary

•308

•23 May 14

Makeneng Luncheon Club

• 11

• 09 June 14

Tshireletso Luncheon Club

• 07

• 09 June 14

Itumeleng Baholo Luncheon Club

• 08

• 18 June 14

Neo Primary School

• 944

• 23 June 14

Atlehang Luncheon Club

• 12

• 28 June 14

Kopanang Luncheon Club

• 13

• 24 June 14

66

Kweetsa ya noka Four women and three men

They have adopted Namahadi river and they are cleaning the river.

Mamello Support Group vegetable

Four women and three men

This is a new vegetable project and MaP Water as a stakeholder is involved and also accentuate the importance of water preservation. Education and awareness will be conducted continuously.

Bokamoso Vegetable Five women This is a new vegetable project and MaP Water as a stakeholder is involved and also accentuate the importance of water preservation. Education and awareness will be conducted continuously.

Mbongo Vegetable

Five women They collect/recycle 1lt Milk bottles and put organic fertilizer and wood ash to waste water/ recycled water to purify the water which they use to water their gardens with.

Thibelalephako Vegetable

Five women and one man


Kutlwano Vegetable

Three women and two men


40

Information Technology ICT Services Policy Objectives Taken From IDP

Service objectives/Service Indicators

Outline service Targets

Jun-13 2013/14

Target Actual Target Actual

Previous Year Current Year Following year

To ensure all the Systems are according to the Mapwater policies and high performance on the access for the users.

To improve the security and to provide a stable,

consistent way for applications

90 % Completed

95% Complete

Need to complete

100%

Waiting for the budget to Approve for upgrading all the systems

To ensure all the map water users having the access to the E-mails, Internet and Finance System access

To improve the service delivery for all the

departments

50% Completed

100% Completed

Weekly maintenance on the Wireless Devices From Harrismith to Qwa Qwa

To ensure all the Mapwater Users have access to the outgoing and incoming mails

To provide security to the E-mail database

60% Completed

100% Completed

The budget was approved and upgraded the Anti-virus for Exchange Server for two Years

To ensure that is a reduce of cost for Map Water

To improve the communication for the

remote areas

30% Completed

50% Completed

Need to complete

100%

The budget was approved and implemented the VOIP network Phones. The Makwane plant building is still in renovation stages. Once the building is renovated, need to implement the VOIP Phones

To ensure the effective support on the Organisation

To maintain high customer satisfaction

The budget was approved

50% Completed

Need to complete

100%

Commenced with the configuration of FLS, The presentation of FLS is completed. The management requested to do some changes on the application. Need to setup a meeting and present the FLS

68

To ensure that the Mapwater data is protected and recovered (DRP)

To provide the safety and continuity of the operations


80% Completed

Need to complete

100%, once the budget for user activation

is approved

The budget was approved for the server backups. The DRP is procured and finished with implementing the DRP for the servers. The servers are secured and need to implement the backup for the users

To ensure collaborative communication to all the customers

To provide customers with updated content


50% Completed

Need to develop and Implement

phase 2

The phase1 website development is completed and commenced with phase2 development. Waiting for the content to be approved, once content is received from management need to Complete the Phase2

To ensure the physical and environmental Access Controls

To provide security for the Physical and

Environmental Access Controls


70% Completed

Need to complete

100%. Need to approve the

budget for the BIO-Metric system and Server racks

The budget was approved, phase 1 implementation for the new server room is completed. Commenced with implementing the phase2 (Internet access, Bio-Metric system, wooden door, server racks and moving the servers to qwaqwa)

Software Upgrade, To ensure all the Systems are according to the Mapwater policies and high performance on the access for the users

To improve the security and to provide a stable,

consistent way for applications

Budget is not approved



Management needs to approve the Quotations to implement the office 2013

To ensure the effective support on the Customers

To provide accurate and timeously information for

the customers




Management needs to approve the Quotations to integrate the information application with FLS

To ensure the Map Water have access to all the information

To provide security for the Servers




Management needs to approve the Quotations to Upgrade the Servers

69

To ensure the high availability of the domain and the Application sever

To provide Uninterrupted access for the users on pay day, E-mail and the

Domain access


100% Completed

The budget was approved and implemented the Power backup for the exchange server, drp servers and Application server

To ensure the high availability of the ISA Sever and Policies and evenus access

To Provide Uninterrupted internet, evenus access

for the users


100% Completed

The budget was approved and implemented the Power backup for the Routers and for the whole server room

To ensure the MAP Municipality Security office users have access to the internet, e-mail and domain access

To Provide Uninterrupted internet, e-mail access

for the users


100% Completed

The budget was approved and implemented the wireless devices from MAP Municipality to Security offices

To ensure the Map water Stores office users have access to the internet, e-mail, Evenus and domain access

To Provide Uninterrupted internet,e-mail and

evenus access for the users

40% Completed

100% Completed

Implemented the wireless devices from Harrismith to H Stores

To ensure the Map water Harrismith Sewage users have access to the internet, e-mail, Evenus and domain access

To Provide Uninterrupted internet,e-mail and

evenus access for the users


100% Completed

Implemented the wireless devices from Harrismith to H Sewage

To ensure the map water users have access to the domain all the time

To provide backup for the domain server

30% Completed

100% Completed

RE-configured the secondary domain and ay any time we can restore the domain

To ensure the business continuity To provide the domain

and e-mail access for all the users

100%

Completed

Due to the power failures the server hard disk is crashed and with the back successfully restored the domain server. The users were able to access the e-mails and domain access

To ensure ICT Strategy is drafted appropriately and alligned to the Municipal ICT Strategy

To provide ICT Strategy Plan

Policy is not approved

20% Completed

The policy needs to be

signed

Commenced with drafting the ICT Strategy and waiting for the approved ICT Strategy Plan from Municipality

To ensure that ICT Strategy is implemented as approved

To provide progress updates on the implementation

Not Started The policy

needs to be signed

Once the Strategy plan is approved, need to implement the ICT Strategy

70

To achieve a better Audit report

To provide all necessary documentation, progress

update on the policy implementations and

critical projects

Policy is approved and not signed off

40% Completed

All the policies needs to signed off

Commenced with documenting and implementing the critical projects

To ensure all the map water users have access to the e-mails from outside domain

To provide the e-mail access for all the users

100%

Completed

The configuration of the outlook any where is completed. The users were able to access the e-mails from outside domain

To Manage the Blackberry Environment Configuration

To provide E-mail access on the phones for Map

water users

80% Completed

The configuration for all the users on the phones is completed and all the blackberry users have access to their e-mails

Website To provide the general public with information

about MaP Water.

50% Completed

90% Completed

Need to complete

100%

Waiting for content that should be included into the website.

Social Media To provide the general public with information

about MaP Water.

100% Completed

100% Completed

Our Facebook, Twitter and YouTube accounts are active.

2013/14 - map.gov.zamap.gov.za/documents/officeofthemunicipalmanager/annual report... · report...

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