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
11
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
12
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
13
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.
14
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:
15
• 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
16
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.
17
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
Action Performance Indicator/Target Progress to date Challenges Measure to improve performance
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
Action Performance Indicator/Target Progress to date Challenges Measure to improve performance
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
Action Performance Indicator/Target Progress to date Challenges Measure to improve performance
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
Dependence on Parent Municipality server for E-venus
Procure own e-venus server.
Ensure strict adherence to conditional grants
Monthly Monthly reporting to DWAS is in place
Dependence on Parent Municipality server for E-venus
Procure own e-venus server.
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
Action Performance Indicator/Target Progress to date Challenges Measure to improve performance
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
Action Performance Indicator/Target Progress to date Challenges Measure to improve performance
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
Action Performance Indicator/Target
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
Action Performance Indicator/Target
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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.
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
Ensure that the Municipal
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
Improvement of employees
against measurable
objectives.
5. Management of Possible Impact of HIV/Aids
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
Ensure that the Municipal
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Ensure that the Municipal
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
Provide support to the
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
Provide support to the
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
Provide support to the
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
Provide support to the
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
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
28
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Action Performance Indicator/Target
Progress to date Challenges Measures to improve performance
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
Action Performance Indicator/Target
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
Action Performance Indicator/Target
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
Action Performance Indicator/Target
Provide assistance where necessary and ensure that the Municipal
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.
Action Performance Indicator/Target
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
Action Performance Indicator/Target
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
Action Performance Indicator/Target
Provide assistance where necessary and ensure that the Municipal
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
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
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 1 6 0 0 0 21 0 0
% compliance per determinants 91% 95% 73% 100% 100% 100% 5% 100% 100%
% compliance per category 93% 86% 100%
Total % compliance 93%
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
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
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
Failure samples 0 1 9 0 0 0 4 0 0
% compliance per determinants 100% 95% 59% 100% 100% 100% 82% 100% 100%
% compliance per category 98% 80% 100%
Total % compliance 92%
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
Better compliance with standards
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
Better compliance with standards
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
A C I W A C I W Male Female
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
A C I W A C I W Male Female
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
A C I W A C I W Male Female
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
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.
Kutlwano Vegetable
Three women and two 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.
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
The budget was approved
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
The budget was approved
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
The budget was approved
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
Budget is not approved
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
Budget is not approved
Budget is not approved
Budget is not approved
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
Budget is not approved
Budget is not approved
Budget is not approved
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
Budget is not approved
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
Budget is not approved
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
The budget was approved
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
Budget is not approved
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.