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TRANSCRIPT
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TABLE OF CONTENTS
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CHAPTER 1: INTRODUCTION AND OVERVIEW
1 Executive Mayor’s Foreword 4
Municipal Manager’s Foreword 5
1.1 Introduction 7
1.2 Executive Summary 12
CHAPTER 2: PERFORMANCE HIGHLIGHTS
2.1 Annual Performance Report 16
2.2 Service Delivery and Infrastructure Developments 16
CHAPTER 3: HUMAN RESOURCE & ORGANISATIONAL MANAGEME NT
3.1 Senior Management 25
3.2 Number of Staff per function 26
3.3 Trends on Staff Expenditure 27
3.4 Pension and medical funds 27
3.5 Disclosure of Councillors and Senior Management 28
3.6 Audit Committee 29
3.7 Training of Councillors and Officials 29
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CHAPTER 4: AUDITED FINANCIAL STATEMENTS AND RELATED FINANCIAL
INFORMATION
4.1 Financial Statements 30
4.2 Report by Auditor General 30
4.3 Response to Report by Auditor General 30
4.4 Quarterly Information on grants 31
4.5 Assessment of Arrears 34
4.6 Revenue by Source 35
CHAPTER 5: FUNCTIONAL AREA SERVICE DELIVERY REPORTS
5.1 Executive and Council 41
5.2 Office of the Municipal Manager 42
5.3 Corporate Municipal Support Services 44
5.4 Financial Services 66
5.5 Technical Services 67
Appendix A Annual Performance Report
Appendix B Disclosures of Councillors
Appendix C Disclosures Municipal Manager & Senior Management
Appendix D Audit Committee Report
Appendix E 2009/2010 Annual Financial Statements
Appendix F Report by Auditor General
Appendix G Response to report by Auditor General
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1.1 Foreword by Executive Mayor
I am indeed thrilled,to have this rare privilledge to present our Annual Report 2009/2010 to you.This report entails our succes, and our challenges.The year 2010 will forever be remembered in South Africa and by the Rest of the Mainland, as it was the year in which Africa Hosted the FIFA Soccer World Cup.
South Africans were all very excited, and we in Siyanda were no exception.We have managed to prove our critics wrong.There have always been people who asked the proverbial question,can something good come, out of Africa,can something good come out of South Africa? South Africans across the colour bar responded with a resounding yes, Something good can, come out of this Mainland.
The World Cup was a great succes, we as a people must build on, on the Positivity and residue of the World Cup.The Siyanda District Municipality forever commited to our vision, Which is basic service for all, will do all we can to make this vision a reality.
The Council of our Municipality as well as the the administration,are all committed to,make Local government Work for our people.We know that when all stakeholders have a unity of purpose much more can be done and achieved. 2011 is also the year in which the Mandate of the Councillors elected in 2006 come to an end.The end of this five year term is a harbinger for our Local Goverment elections.
2011 will be year in which all of us,redouble our efforts to ensure that basic service indeed reach our People.The Zuma administration have track record of serving the people of the this country.As we draw closer to local goverment election it is our concerted view that our people must reaffirm the Mandated that they gave the ANC, in the 2006 elections.
Our commitment is tied to our vision basic service for all our our people,within the boundaries of Siyanda.
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1.2 Municipal Manager’s Foreword
As the Accounting Officer of the municipality, I join the Executive Mayor, Cllr ZS Mjila, in presenting the Annual Report of the Siyanda District Municipality for the 2009/2010 financial year to the Council. The report has been compiled in line with the Local Government: Municipal Systems Act 32 of 2000, the Local Government: Municipal Finance Management Act 56 of 2003, as well as National Treasury circular 11 (which outlines annual report guidelines). This report records the progress made by the municipality in fulfilling its objectives as reflected in the IDP, the budget and the Service Delivery Implementation Plan (SDBIP)
The year 2009/2010 was particularly significant for the Siyanda District Municipality. Considerable improvements and progress has been achieved in the services, functions and activities of the municipality.
The institution has grown alot during this financial year and we have introduced new forms of management, inclusing monthly meetings with the staff to inculcate into them a spirit of each understanding their role within the institution.
This year we also introduced our performance management system. The performance management system is an ongoing process where the managers/supervisors and employees work together to plan, monitor and review an employee’s work objective and goals and overall contribution to the orgnisation. During the year under the review senior management and middle managers were evaluated for the 3rd and 4th quarter.
This year also saw the launch of the Local Government Turnaround Strategy, the strategy aimed to counteract those forces that are undermining our local government system. As
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such Siyanda District Municipality drafted its own turnaround strategy to enhance the operations of the institution. The implementation of the strategy became the responsibility of each manager to implement within their respective departments.
During the year under review the FIFA 2010 Soccer World Cup took place and the Siyanda District Municipality didn't stay behind in these celebrations, we fully participated in all activities related to the World Cup.
In the 2010/2011 financial year the following areas will receive priority:
a) Continous improvement in good corporate governance; performance and integration
b) Prioritising the provision of sustainable, quality basic services
c) Becoming a customer focused and more responsive institution in adherence to Batho Pele principles
d) Prioritising human capital development and labour relations
e) Ensuring sound and sustainable financial management
I would like to extend my warmest appreciation to the political leadership and staff of the Siyanda District Municipality for their contribution to the progress made during the 2009/2010 financial year
D. Ngxanga
Municipal Manager
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CHAPTER 1: INTRODUCTION AND OVERVIEW
1.1 Introduction
In compliance with section 46 of the Local Government: Municipal Systems Act 2000 (Act 32 of 2000) and section 121 of the Local Government: Municipal Finance Management Act, 2003 (Act 56 of 2003) a municipality must prepare an annual report for each financial year.
This document will provide an overview of the progress made in realising Siyanda District Municipality’s strategic objectives, the people who drove our efforts and the unique challenges and opportunities we faced during the financial year July 2009- June 2010.
1.1.1 Overview
The Council
The Siyanda District Municipality has 18 councillors; 10 of them are seconded councillors from local municipalities to the district and the other 8 are proportional candidates elected to represent political parties on the basis of proportional representation. The council is responsible to provide overall political leadership and accountability to communities and stakeholders through implementation of sound policies and programmes. This must ensure that the decision-making processes provide a balance between a speedy, transparent and efficient decision-making process as well as meaningful participation of citizens and other stakeholders. It must ensure provision of quality service delivery at a reasonable cost while preserving the environment and natural resources.
The municipality in accordance with the Municipal Structures Act has the following Committees in place:
� The Institutional Development Portfolio Committee
� The Social Economic Development Portfolio Committee
� Service Delivery Development Portfolio Committee
� Good Governance and Public Participation
� Municipal Financial Viability (Mayoral Committee
The Chairpersons of the above portfolio committees and the Speaker make up the mayoral committee which is chaired by the Executive Mayor.
The Mayoral Committee has the responsibility of monitoring the management of the municipality’s administration in accordance with the policy directions of the council and also
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to oversee the provision of services to communities in the municipality in a sustainable manner.
Cllr. M. Booysen
Speaker
The Speaker
The Speaker has the following functions
• The speaker presides at meetings of the council • Must ensure that the council meets at least quarterly • Must maintain order during meetings • Must ensure compliance in the council and council committees • Must ensure that council meetings are conducted in accordance with the rules and
orders of the council
Cllr. M. Booysen passed away in December 2010 and subsequent to this Cllr JJJ Olyn was appointed as acting Speaker for the rest of the term until 18 May 2011 (Local Government Elections)
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The Executive Mayor
The functions of the Executive Mayor as set out in the Municipal Structures Act are amongst others:
• Recommend to the municipal council strategies, programmes and services to address priority needs through the integrated development plan, and the estimates of revenue and expenditure, taking into account any applicable national and provincial development plans and
• Recommend or determine the best way, including partnership and other approaches, to deliver those strategies, programmes and services to the maximum benefit of the community
• Monitor the management of the municipality’s administration in accordance with the directions of the municipal council.
• Oversee the provision of services to communities in the municipality in a sustainable manner
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1.1.2 Demographic Profile
Siyanda District Municipality is situated in the Northern Cape and covers an area of +-120 000km2. It consists of six local municipalities, Mier, !Kai! Garib, //Khara Hais, !Kheis, Tsantsabane and Kgatelopele. The District Management Areas (DMA’s) of Siyanda District Municipality exists mainly of areas in the Kalahari, private farmlands in the Kenhardt and surrounding areas as well as the Riemvasmaak Community. (See map below).
Siyanda District Municipality had a total population of approximately 238,063. This district is predominately Coloured (63.47%), followed by the black population with 24.66%. The White population in this district contributes 11.77% to the population of the district and the Indian or Asian population a scarce 0.10%. The majority of people (36%) are between the ages of 15 to 39 years, implying that the population is fairly young, with lots of potential for economic growth. The second largest number of people are between 40 and 65 years of age, with only a small percentage being older than 65 years -5.09%.
Name of Municipality Main Towns
Community Survey 2007
Kai! Garib Kakamas, Keimoes, Kenhardt Surrounding rural areas of Blouputs, Kanoneiland, Marchand Augrabies, Alheit and Cilliers 56 501
Mier Rietfontein, Askham, Noenieput, Grootmier, Kleinmier, Philandersbron, Welkom and Andriesvale 7 337
//Khara Hais Upington, Raaswater, Louisvale, Kalksloot, Leerkrans, Karos, and Lambrechtsdrift 100 920
! Kheis Groblershoop, Grootdrink, Wegdraai and Topline 18 920
Tsantsabane Postmasburg, Jenn Haven, Groenwater, and Skeyfontein 28 005
Kgatelopele Danielskuil and Lime Acres 21 498
DMA Swartkopdam and Riemvasmaak 4 882
Total 238 063 Sources: Community Survey 2007
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1.2 EXECUTIVE SUMMARY
1.2.1 Vision
“Basic Services for all.”
1.2.2 Mission Statement
“To enhance economic development for the benefit of the community of the Siyanda district area. We do this by creating and maintaining an effective administration and a safe environment to attract tourists and investors.”
The Mayoral Committee took a decision that the mission statement of the Siyanda District Municipality should be changed. Members of the community were invited to submit written comments to the municipality for consideration by the committee. This issue will receive further attention during the next financial year.
1.2.3 Statement of the municipality’s relative fin ancial viability
1.2.3.1 Review of Financial Policies
� Financial policies have been updated with the principles as laid down in the Municipal Finance Management Act (56 of 2003). The most important being:
� Supply Chain Management policy
� Credit control policy
� Debt collection policy
� Fixed Asset Management Policy
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1.2.3.2 Improved Financial Systems and Control
� The implementation of the budget reform initiatives from National Treasury are 100% in place and the budget return for 2009/2010 was done in the prescribed format.
� Siyanda District Municipality is in the process of implementing Generally Accepted Accounting Practices (GAMAP/GRAP) and will be fully compliant in the 2010/2011 financial year, since directive 4 of the GRAP standards were used i.r.o. the assets for 2009/2010 financial year
1.2.3.3 Improvement of Medium Term Financial Viabil ity
� The financial position of the council can best be determined by examining the ability of council to meet its short and long term obligations.
• Liquidity is the indicator that determines whether a municipality will be able to meet its short term obligations and is as follows:
Current Assets
Liquidity = Current Liabilities The norm for this equation is 2:1. This means the municipality will be able to meet its short term obligations.
28 781 727 • Liquidity = 26 851 740
= 1
The ability of the municipality to apply the Current Assets to meet the short term liabilities is 1. Although it is lower than the norm, the municipality will be able to meet its short term obligations.
• Solvency is the indicator that determines whether a municipality will be able to meet its long term liabilities. It further indicated that if the municipality is dissolved whether the sale of assets will be sufficient to cover long term liabilities like loans. Solvency can be illustrated as follows:
Fixed Assets
Solvency = Long term Liabilities
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If the result of this equation is greater than one it indicates that the municipality will be able to meet its long term obligations.
On 30 June 2010 the liquidity and solvency of council were as follows:
48 201 688
� Solvency = 39 514 278
= 1
Gearing Ratio
The Gearing Ratio shows the relationship between Debt and Equity in a business. An entity with a low Gearing is considered to be less risky by financiers or investors. It also gives an indication of the entity’s ability or capacity to source additional ‘debt’ funding if required. A high gearing may affect an entity’s ability to pay dividend to shareholders. Debt is defined as Long and Short term liabilities Equity includes all funds and Reserves of the municipality
2010 2009
The gearing ratio at the year-end was as follows:
R R
Net Debt 6 557 332 6 322 687
Equity 10 617 397 8 145 001
Net debt to equity ratio 62% 78%
The municipality manages its capital to ensure that the municipality will be able to continue as a going concern while delivering sustainable services to consumers through the optimisation of the debt and equity balance. The municipality’s overall strategy remains unchanged from 2008
The GEAR Ratio has decreased since 2009 with 16% which indicate an improvement in the municipality’s ability to settle liabilities
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OTHER FINANCIAL INDICATOR 2010 2009
� Surplus / (Deficit) at the end of the Year 5 902 255 12 036 961 Expenditure Categories as a percentage of Total Expenses: Employee Related Costs 38.22% 42.92% Remuneration of Councillors 4.46% 6.62% Collection Costs 0.00% 0.00% Depreciation and Amortisation 0.00% 1.32% Other Losses on Continued Operations 0.69% 0.83% Repairs and Maintenance 3.15% 3.79% Financial Cost 1.09% 2.12% Bulk Purchases 0.00% 0.00% Contracted Services 0.47% 0.51% Grants and Subsidies Paid 17.10% 8.82% General Expenses 34.81% 0.83%
The average credit period on purchases is 30 days from the receipt of the invoice, as determined by Section 65(2)e of the MFMA. No interest is charged for the first 30 days from the date of receipt of the invoice. Thereafter interest is charged in accordance with the credit policies of the various individual creditors that the municipality deals with. The municipality has financial risk policies in place to ensure that all payables are paid within the credit timeframe.
Debtor recovering days is 90 days. This means a consumer takes on average 3 months to settle their municipal accounts. The norm for municipalities 100 days
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CHAPTER 2: PERFORMANCE HIGHLIGHTS
2.1 Annual Performance Report
The annual performance report for 2009/2010 is included as Appendix A . The report addresses the performance achieved and steps that have been taken to improve performance.
2.2 Service Delivery and Infrastructure Development
To ensure that minimum services are provided, municipalities need to ensure that service delivery infrastructure is in place and properly maintained. This will require new infrastructure to be build and existing infrastructure to be maintained. Hence there are two components to municipal spending required to eliminate backlogs: new infrastructure and renewal of existing infrastructure. Routine maintenance of infrastructure will also be required to ensure that additional backlogs are not created.
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Service Delivery and Infrastructure Development
Key Performance Element
Key Performance Indicator Baseline Target 2009/2010
Actual 2009/2010 Explanation for variance/ comments
Provision of free basic services
% qualifying households receiving free basic services
100% 100% 100% 100% of households who applied to be registered as indigent
Installation of Bulk Water meters and manholes to protect it
100% 50% 20% We could not complete the work due to the responsible person leaving council and supply chain challenges
Gutters and tanks with a tap at houses at Swartkopdam
192 26 0 All material were bought but no work completed.
Gravel along roads to boreholes at Riemvasmaak Mission
9km 3 0 Project put on hold due to other challenges
Provision of water
Completed feasibility study for the Riemvasmaak bulk waterpipeline.
Secured funds for the project
Signed agreement for R16.5 mil
Signed agreement for R16.5 mil
Signed agreement for R16.5 with Dept. Rural Development
DWA approved feasibility but Department Rural Development committed the funds. All designs and documentation completed as well as the appointment of the contractor
Completed feasibility study for the extension of the
100% 100% 50% We struggled to get information from the water authorities in
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Kalahari-East water line Botswana
Spending of Capacity Building Funds
R700 000 R700 000 R0 The Department of Water Affairs never got the funds from the donors so they never paid us any funds
Operation and maintenance funds
R 1 158 011 R 1 158 011 We did not get the full amount from the Department of Water Affairs
Provision of sanitation Completed VIP toilets at Swartkopdam and Riemvasmaak Vredesvallei
135 14 11 11 Prefabricated toilets were erected
3 toilets were to be build against the house in the next financial year
Purchase haulage grader and tractor to blade roads in Riemvasmaak, Swartkopdam and other smaller municipal areas
1 Grader
1 Tractor
1 Grader
1 Tractor
1 Grader
1 Tractor
Completed 6km fence-1,2m high along Swartkopdam’s access road
13km 6km 6km
Provision of Streets and Stormwater
Tarred streets with kerbs along the sides at
2,2km 2,2km No suitable gravel were found and we had to stabilize the
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Riemvasmaak Vredesvallei available gravel. Contractor took longer to complete the work. All roads were not tarred before end June 2010
Service Delivery and Infrastructure Development
Key Performance Element
Key Performance Indicator Baseline Target 2009/2010
Actual 2009/2010 Explanation for variance/ comments
Create jobs with EPWP funds
Design and construct roads in the district by using labour intensive methods
3km 3km 0km Due to administrative problems with the registration process at the Dept of Public Works we only managed to get R32 000
Provision of electricity from grid
Payment for electrical connections for households whom applied
Spend
R20 833
R0 No applications were received from households
Complete the sportsfield projects at Riemvasmaak Mission and Vredesvallei
100% 100% 95% Grass could not be planted due to ESKOM connection not completed in time, water could therefore not be pumped for the grass
Provide recreational facilities
Upgrading of the community halls at
100% 100% 0% Project did not materialise because unilever withdrew from
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Riemvasmaak Vredesvallei and Mission in cooperation with Unilever and DBSA
the project and did not provide the funds
Planning and tender documentation for a disaster management centre
Completed building
Plans
Tender documentation
Site visit Due to the absence of a disaster management plan there was not a clear way forward on how to go about to provide a suitable building
Provide new office buildings
Build 5 new offices at the roads section
Completed offices
100% 100% Building completed and offices were occupied on 30 June 2010
Provide refuse removal service on continuous basis for all households
100% 90% 90% All households get a two weekly kerbside bag service. The area not serviced include 30 houses at Swartkopdam. These houses got serviced during the last three months of 2009/2010
Waste Management
Compile Integrated Waste Management Plan for the district
100% 90% 90% All preliminary work completed i.e. sector plans for all B municipalities except //Khara Hais
Provision of municipal environmental health
Rendering of municipal environmental health services in the DMArea and 4
100% 100% 100% Function taken over in its totality
Only //Khara Hais still do it
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services low capacity municipalities
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Key Performance Element Key Performance Indicator Baseline Target 2009/2010
Actual 2009/2010 Explanation for variance/ comments
Complete Integrated Housing Sector Plan
100% 100% 100% Plan completed and approved by council in august 2009
Peg out 100 stands in Riemvasmaak
100 100 30 We could not proceed with the planning due to the interference of rural development pilot project
No of low cost houses constructed
122 100 42 40 houses completed by June 2010
Obtaining level 3 accreditation 100% 100% 50% Most of the items were addressed but we were not audited by the National Housing department
Integrated human settlement development– housing provision
Obtain approval for 22 subsidy houses in Riemvasmaak
100% 100% 100% 22 subsidies approved for Riemvasmaak Vredesvallei
Rehabilitation or reconstruction of gravel roads (km)
4500 0 0 Budget allocation from provincial dept insufficient
Provincial roads
Blading of roads (blade km) 216000 72000 48000 Budget allocation from provincial dept insufficient
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Streets:District Management Area
Tarring of roads (km)
Blading of roads (km)
9,62
9.62
2.2km
0
0
0
Three streets completed by end June 2010
Roads not bladed, tractor ad grader only bought late June 2010
Subsidies to farmworker houses
Installation of hot water systems (houses)
11 11 1 Subsidy for 1 farmer paid out
Building of toilets (houses) 6 6 1 Subsidy for 1 farmer paid out
Supply water connections (houses)
28 28 1 Subsidy for 1 farmer paid out
Supply solar power (houses) 6 6 0 Council has reviewed policy recently
Functions undertaken of B Municipalities
Maintenance of streets, cemeteries and sportgrounds
(Rands paid out)
R150 000 R150 000 R 326 947.00 Cemetery of Topline were cleaned. Funds also used for newly established municipal support section
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CHAPTER 3: HUMAN RESOURCE & ORGANISATIONAL MANAGEME NT
The Council of Siyanda District Municipality consists of 18 councillors. The function of the Executive and Council within the municipality is administered by the office of the Executive Mayor and Municipal Manager.
The Municipal Manager’s office holds the accountability and responsibility for the effective, efficient and sound financial administration of the District Municipality. It also provides executive support to the political structure through administration of special programmes (Youth Development, Gender and Women Empowerment, HIV/AIDS), Disaster Management, Performance Management and Capacity Building to local municipalities.
OFFICE OF THE
MUNICIPAL MANAGER
MUNICIPAL SUPPORT
DIRECTORATE
FINANCIAL SERVICES
DIRECTORATE
TECHNICAL SERVICES
DIRECTORATE
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Senior Management
Mr. D.E Ngxanga
Municipal Manager
Mr. JG Lategan Mr. J. Nakoo Mr. P. Beukes
Municipal Support Technical Services Financial Services
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3.2 Number of Staff per function
SIYANDA DISTRICT MUNICIPALITY
SUMMARY OF PERSONNEL NUMBERS PER FUNCTION
(FTE=Full Time Equivalent)
Audited Actual
2009/2010
Councillors (Political Office Bearers plus other)
Senior Managers including Municipal Manager (s57 of Systems Act)
Office of the Executive Mayor
Finance
Community Services
Municipal Support
Administration
Human Resources
Environmental Health
Security
Tourism
LED
Office of the Municipal Manager
Audit Committee
Internal Auditor
PIMMS
Disaster Management
Roads
Interns: Finance
Leanerships
Compliance
TOTAL
18
4
5
23
24
1
13
7
4
11
2
2
4
3
1
4
9
49
5
1
2
192
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3.3 Trends on Staff Expenditure
Description 2009/2010 2008/2009 2007/2008
Total Actual Expenditure 57 365 760 35 082 555 34 870 962
Staff Expenditure Budget 33 603 457 27 847 739 28 307 014
Actual staff Expenditure 24 484 425 17 380 400 16 216 426
Variance 27% 50% 47%
% Staff Expenditure as % Total Expenditure
43% 50% 47%
3.4 Pension and Medical Funds
The staff of Siyanda District Municipality are members of the following pension and medical funds:
3.4.1 Pension Funds
Fund Members
Cape Retirement Fund
Cape Pension Fund
National Fund for Municipal Workers
Municipal Councillors Pension Fund
SAMWU National Provident Fund
Permanent employees that did not complete and hand back pension fund forms
120
4
11
8
5
7
TOTAL 155
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3.4.2 Medical Funds
Fund Members
LA Health
Bonitas
SAMWUMED
Keyhealth
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31
4
4
TOTAL 50
3.5 Disclosure of Councillors and Senior Management Benefits
The disclosure of Councillors and Senior Management allowances and benefits for 2009/2010 are included as Appendix B and Appendix C.
The following appointments were made during the yea r under review:
The Municipal Manager and Section 57 Managers were appointed and Performance Agreements were signed. It is also important to note that more women were employed in senior positions for this financial year. We are in the process to speed up the recruitment of people with disabilities.
Department/ Unit No of staff employed
Corporate Municipal Support 3
Supply Chain Management 1
Office of the CFO 3
Compliance 1
Internal Audit 3
Technical Services 5
Human Resource 2
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Councillors 2
3.6 Audit Committee
The report from the Audit Committee is attached as Appendix D
3.7 Training of Councillors and Officials
Name of Course/ Training
Nr of attendees
Provider Type of intervention
Accredited Cost
Business Management 1 Intec College Diploma Yes R10 410.00
Effective Report Writing 2 Institute of Int. Audit
Certificate Yes R6 500.00
Protocol 2 Helena Burger & Associates
Certificate Yes R12 000.00
Basic course in archives 1 Unisa Certificate Yes R 5620.00
Managing personnel records
3 Long sight training
Certificate R10 120.00
Fleet management 1 Alpha and Omega Resources
Certificate Yes R6 130.00
Executive Protection 1 RM Training solutions
Certificate Yes R68 070.00
B.Tech LG Finance 1 Central University of Technology FS
Diploma Yes R11 530.00
Disaster Management 1 Southern Business School
Diploma Yes R7 385.00
Executive Leadership Course
3 University of Pretoria
Certificate Yes -
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CHAPTER 4: AUDITED FINANCIAL STATEMENTS AND RELATE D FINANCIAL INFORMATION
4.1 2009/2010 Annual Financial Statements
These annual financial statements have been prepared in accordance with Generally Recognised Accounting Practice (GRAP), issued by the Accounting Standards Board in accordance with Section 122(3) of the Municipal Finance Management Act, (Act No 56 of 2003). The standards and pronouncements that form the GRAP Reporting Framework for the 2009/10 financial period is set out in Directive 4 and Directive 5 Issued by the Accounting Standards Board (ASB) on 11 March 2009.
The annual financial statements have been compiled within the prescribed period and are attached hereto as Appendix E
4.2 Report by Auditor General
Audit activities by the Auditor-General commenced in August 2010. The Annual Financial Statements 2009/2010 was retracted on 22 November 2010 by the Council of Siyanda District Municipalities and resubmitted on 05 January 2011. The Auditor General is still in process with the annual audit by the time of compilation of this report. The report of the Auditor-General in terms of section 126 of the MFMA and section 45(b) of the Municipal Systems Act no.32 of 2000 will be attached as Appendix F , as soon as it becomes available. This report covers the audit of the financial statements of the council.
4.3 Response to report by Auditor General
The Municipality's comments in the same sequence as the report will be attached as Appendix G when the implementation of the Auditors recommendations will be finalized after the final Audit report are received.
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4.4 Quarterly Information on Grants
1 Jul 2009 1 Oct 2009 1 Jan 2010 1 Apr 2010 to to to to
30 Sep 2009 31 Dec 2009 31 Mrch 2010 30 Jun 2010
Total
R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000
Grant Name/ Purpose
Rec Exp Rec Exp Rec Exp Rec Exp Rec Exp MSIG 0 150 0 188 0 196 850 316 850 850FMG 750 172 0 199 0 18 0 361 750 750DWAF 38 130 45 164 604 198 0 741 687 1233Housing Grant 1686 4 0 180 1055 815 2082 2741 3081Housing Accreditation 78 249 366 241 99 53 0 0 543 543MIG 2300 865 1500 1555 878 1941 1400 1194 6078 5555Disaster Management 0 373 0 375 999 251 0 0 999 999EPWP-Gravel Road Maintenance 0 0 1500 0 3500 55 0 3261 5000 3316Pilot Waste Recycling Project 0 737 0 59 0 11 0 0 0 807Sports development 0 0 0 0 0 0 0 0 0 0
DRD RVM Mission Waterpipeline 0 0 0 0 0 0 782 782 782 782
Sewernetwork&Oxidation Ponds RVM 0 0 0 0 0 0 369 265 369 265LGSETA 15 25 0 65 0 0 75 0 90 90
Dept of Transport 2702 3192 1995 3172 3471 2519 3394 3055 11562 11938
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i. MSIG- Municipal Systems Improvement Grant
The purpose of the grant is to assist municipalities in building in-house capacity to perform their functions and stabilise institutional and governance systems as required in the Local Government Municipal Systems Act. Development and implementation of policies and procedures, billing systems, valuation rolls, implementation of performance management system, review of IDP and skills development
ii. FMG- Local Government Financial Management Gran t
Purpose of the grant is to promote and support reforms in financial management by building the capacity in municipalities to implement the Municipal Finance Management Act (MFMA). The grant is paid by National Treasury to implement the financial reforms required by MFMA. Upgrading of IT systems, preparation of multiyear budgets meeting uniform norms and standards, implementation of supply chain management reforms, accounting reforms and timely financial statements. The cost of the financial management internship programme are subsidies from this grant.
iii. DWAF- Department of Water Affairs and Forests
This grant is used to build capacity in the technical division of the municipality and to improve sewerage and water infrastructure as part of the upgrading of informal settlement areas.
iv. Housing Grant
Purpose of the grant is the implementation of an accredited housing unit, in order to build capacity in the district and the erection of 100 RDP houses in the DMA area.
v. MIG-Municipal Infrastructure Grant
The purpose of the grant is to supplement capital finance for basic municipal infrastructure. To provide for new municipal infrastructure and rehabilitation and upgrading of existing ones. To eradicate the bucket sanitation system mainly in disadvantaged areas. Prioritise residential infrastructure for water, sanitation, refuse removal, street lighting, solid waste and bulk infrastructure in the DMA area.
vi. Disaster Management Grant
The purpose of this grant is to provide emergency education for the community and improve communication systems in cases of emergency and to improve fire equipment.
vii. EPWP- Roads Regravelling
This grant is utilized to regravel the roads in the District Area in order to sustain the infrastructure.
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viii. Pilot Waste Recycling Project
This grant was from the DEAT to establish a pilot waste project in the district under the coordination of the LED unit
ix. DRP Riemvasmaak Waterpipeline
This project is jointly managed and implemented by Siyanda District Municipality and the Department of Rural Development. The purpose of the grant is for the development and upgrade of the infrastructure in Riemvasmaak.
x. Sewer network & Oxidation ponds Riemvasmaak
This project is part of the projects by Department Rural Development in Riemvasmaak. The purpose is to eradicate the infrastructure in the delivering of basic services.
xi. LGSETA
This grant is received from LGSETA to promote accredited training among Local Government personnel
xii. Department of Transport, roads and Public Work s
This grant is utilized for the Agency service that the district municipality manage on behalf of the provincial department. The purpose of the grant is to maintain and improve infrastructure
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4.5 Assessment of Arrears
Debtors Age Analysis Categories
Current >30 Days >60DAys > 90Days >120Days
Category
Jun-10 May-10 Apr-10 Mar-10 Feb-10 Total
Residential 6 654.73 2 591.00 2 292.05 2 315.93 6 291.92 20 145.63
Business 39 296.08 23 785.26 93 887.97 156 969.31
Government 542 927.10 -
-
- 473 348.47 1 016 275.57
Indigents 3 506.27 2 672.25 4 410.02 4 745.67 - 15 334.21
Officials & Councillors 5 994.98 -
-
- - 5 994.98
Total 598
379.16 29 048.51 6 702.07 7 061.60 573 528.36 1 214 719.70
Indigent Consumers receives monthly free 6kl of water and 50 khw of electricity.
Total outstanding consumer debtors were R 1 214 719 on 30 June 2010 and can be broken down as follows:
Debtors Age Analysis per Service
Current >30 Days >60DAys > 90Days >120Days
Service
Jun-10 May-10 Apr-10 Mar-10 Feb-10 Total
Admin cost 1 779.95 1 201.68 1 422.80 1 138.24 853.68 6 396.35
Water 6 657.81 3 318.77 3 509.55 4 539.43 4 702.46 22 728.02
Sanitation 1 723.24
742.80 1 769.72 1 383.93 735.78 6 355.47
Other 588 218.16 23 785.26
-
- 567 236.44 1 179 239.86
2 392 947.75 29 048.51 6 702.07 7 061.60 573 528.36 1 214 719.70
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4.6 Revenue by Source
Capital Funding By Source Budget
2009/2010 Actual
2009/2010
Public contributions & donations
Borrowing
Internally generated funds
Capital transfers recognised 24 641 18 890
24 641 18 890
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39
40
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CHAPTER 5: FUNCTIONAL AREA SERVICE DELIVERY REPORTS
5.1 Executive and Council
A district Council has municipal executive and legislative authority over a large area, its primary responsibility being district-wide planning and capacity building. Within a district Council’s area are individual local Council’s which share their municipal authority with the district Council under which they fall. Council’s role can be broken down to the following categories:
� Representation and Accountability : Councillors must stay in touch with citizens so that they can keep up to date on local issues and concerns of the community. Public participation is an important aspect of local government and all Council and Committee meetings are open to the public.
� Governance : Council determines the direction of the municipality by setting the course and allocating the necessary resources. Council establishes the policies and municipal staff ensure that those policies are implemented
� Management : The day to day management of the municipality is done by the staff under the direction of the Municipal Manager and Department heads. Councillors have broad and general management responsibilities, such as making sure staff are clear on Council’s direction and identifying gaps in service delivery. Council must monitor progress on their established goals and priorities.
During a Special Council meeting held on 27 August 2009, Council took a decision that the name Siyanda District Municipality should be changed. The Executive Mayor established a committee to drive the process forward. The key responsibility of this committee chaired by Councillor Mbondezi was to facilitate and coordinate a public participation process to solicit the views and proposals of the community on what a new name for the Siyanda District Municipality should be.
The committee met several times to consider representations from members of the public. The public participation process lasted six months and members of the public were given ample opportunity to submit their comments through the various communication mediums that we utilised.
Two names from the community participation rose above the rest, namely
1. Abraham September District Municipality
2. Zwelentlanga Fatman Mgcawu
As at 30 June 2010 the matter has been referred to Council with the recommendations from the committee. Council is to take a decision on the matter, however this will be communicated in the 2010/2011 annual report.
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5.2 Office of the Municipal Manager
As head of the administration, the following statutory powers and duties are assigned and delegated to the Municipal Manager in accordance with the provisions of the Structures Act and the Systems Act:
� To form and develop an economical, effective, efficient, accountable and performance driven administration for the municipality in accordance with the provisions of sections 51 of the Systems Act
� To manage the municipality’s administration in accordance with the provisions of the Systems Act and other legislation applicable to the municipality
� To implement the municipality’s IDP and to monitor the progress with the implementation of the plan
� To manage the provision of services to communities, residents and ratepayers in a sustainable manner
� To control and manage the effective utilisation the effective utilisation and training of staff
� To maintain discipline of staff
� To promote sound labour relations and compliance by the municipality of applicable labour legislation, conditions of service and collective agreements
� To advise the structures and functionaries of the municipality
� To manage the communication between the municipality’s administration and its structures and functionaries
� To carry out the decisions of the structures and functionaries of the municipality
� To administer and implement the municipality’s By-laws and other legislation
� To implement national and provincial legislation applicable to the municipality
� To facilitate participation by communities, residents, ratepayers and other stakeholders in the affairs of the municipality
The units that fall under the office of the municipal manager with the exception of the Directors are: Communication, Internal Audit and Risk Management. A brief description of each unit follows.
5.2.1 Communication Unit
The communication unit has a key role to play in improving service delivery both in communicating with members of the public as well as in communicating with those who
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deliver these services-municipal employees. Therefore, the aim of this unit is to provide the municipality with a comprehensive communication and marketing system to facilitate the participation of all officials and members of the community in good governance, economic development and nation building through sound communication interventions, stakeholder engagement and marketing strategies The Siyanda District Municipality is committed to two way communication, building relationships with its internal and external stakeholders and to form partnerships with the public and private sector. Through the work done by the communication unit, it demonstrates that the municipality is committed to a transparent and effective relationship with its stakeholders. The municipality acknowledges that it has a responsibility to inform its internal and external stakeholders of identified issues, progress made and results achieved in addressing its mandate. 5.2.2 Internal Audit
The mission of the Internal Audit Unit within Siyanda District Municipality is to be an independent, objective assurance and consulting activity designed to add value and improve the operations of the District Municipality.
It helps the Municipality to accomplish its objectives by bringing a systematic and disciplined approach in evaluating and improving the effectiveness of risk management, control, and governance processes.
5.2.3 Risk Management
The objective of the risk management function is to assist the Siyanda District Municipality to embed risk management and enhance performance.
Responsible for the following:
� Developing in consultation with management Risk management policy � Risk management strategy � Conduct risk analysis � Facilitating orientation and training for Risk management to all stakeholders � Monitoring implementation of response strategies
The management of risk is a systematic process by which the management of the Siyanda District Municipality will pro-actively identify and define current as well as emerging financial, business and operational risks and identify appropriate, business and cost effective methods of managing these risk within the Municipality.
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5.3 Corporate Municipal Support
This Directorate is responsible for rendering support to local municipalities. The district municipality and the local municipalities within the area of the district municipality must co-operate with one another by assisting and supporting each other. The local municipality may request the district municipality to provide financial, community and corporate support services to the extend that we have the capacity to provide such support. This directorate has the responsibility of ensuring that there is coordination of support services.
The directorate has as one of its units the Integrated Development Planning unit which compile the IDP for the district as a whole, including a framework for integrated development plans for all municipalities in the district. This directorate also has the responsibility of promoting tourism in the district and as such the tourism unit is within this directorate.
Initially the directorate was known as Municipal Support but now it is known as Corporate Municipal Support with the inclusion of the directorate Corporate Services which has now been merged with Municipal Support.
The units that fall under this directorate are:
5.3.1 Performance Management System
5.3.2 Tourism
5.3.3 Local Economic Development
5.3.4 Integrated Development Planning
5.3.5 Office of the Executive Mayor
5.3.6 Administration
5.3.1 Performance Management
By definition, performance management is the systematic process by which an organisation involves its employees and all stakeholders in the development and implementation of a plan to improve organisational effectiveness and reach organisational objectives.
In order to ensure that the Siyanda District Municipality meets and delivers on its KPA’s and KPI’s at a high standard, we introduced a performance management system for the individual employees of the municipality. If each employee achieves his/her performance objectives, which are linked to the department’s objectives which are in turn linked to the SDBIP, then the municipality will ultimately achieve its organizational performance indicators.
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5.3.2 Tourism
The Tourism Unit (Green Kalahari) is responsible for all activities related to tourism development and marketing in the District .The function of this unit also includes providing support to local municipalities to promote tourism in their areas.
The following tourism shows were attended during the year under review:
• INDABA in DURBAN • NAMIBIA HOLIDAY & TRAVEL EXPO in WINDHOEK • GETAWAY SHOW in JOHANNESBURG
The purpose of the Tourism shows is to market the Siyanda Region and provide the different provinces, cities and the public with information regarding our region. Different marketing tools such as brochures and other publications are used to get the message across. The Green Kalahari Tourism Office took two SMME’S to the Indaba Show to market their tourism products.
The photo underneath showcases how the Northern Cape Stand looked like at the Durban Indaba:
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Mr. Berney Feris (Tourism Manager- Siyanda DM) and Mr. Daluxolo Ngxanga(Municipal Manager-SDM) At the Namibia Tourism Show.
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Representatives of the Northern Cape at the Johannesburg Get-Away Show
Tourism Projects :
• MIER TOURISM INFORMATION CENTRE
Siyanda District Municipality budgeted R 150 000 for the upgrading of the Tourism Information Centre, but the total cost of the project will be R 355 000. Siyanda District Municipality applied for funding at Dept of Tourism and they contributed R150 000 for this project. The Centre will include an Information Centre, Coffee Shop, Arts and Crafts Shop and Donkey Car rides for the tourists.
The following is a picture of the Mier Tourism Information Centre: Under construction
• FIFA WORLD CUP 2010
The Green Kalahari Tourism Office held meetings with all the municipalities in the Siyanda District to buy-in for the Fifa 2010 world cup .Most of the municipalities bought in. The SMMEs are already identified who can provide accommodation for the international tourist who come and visit our region during the Fifa World Cup.
RIEMVASMAAK CHALETS
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The Dept. of Tourism contribute R150 000 for the upgrading of the chalets at Riemvasmaak and the project is 100% completed.
The following is a picture of the Riemvasmaak Chalets
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5.3.3 Local Economic Development
The Siyanda DM has committed itself to ensure that Local Economic Development is promoted within the whole region.
1. LED Strategies and Plans
The Siyanda District municipality does have an LED Strategy in place. More importantly there is also an LED Plan in place. It is also important to note that the LED strategy of Siyanda DM is also known as the District Growth and Development Strategy (DGDS). This plan is linked and adheres to Provincial and National initiatives. In addition to the above, some institutional arrangements are in place in ensuring that we realize our goals. For example, there is an LED Forum in place which is co-ordinated by Siyanda DM, and it simply serves as a vehicle for implementing specific LED strategies. The Forum is inclusive of all relevant stakeholders ranging from Government institutions, Civil Society and the Private sector. Some of the main issues that the LED Strategy seeks to address are unemployment and poverty. 2. LED Budget and spending
As the District municipality there is a budget that has been approved by council. LED also has a budget that comes from the operational budget of the municipality. However, Siyanda DM cannot budget for all LED projects. Therefore, some of the funding is external.
3. LED Projects and Implementation
The Siyanda DM has got a number of LED projects listed in the IDP. Some of the projects are ongoing and some still have to be implemented. What makes some of these projects incomplete is that they have been budgeted for the new financial year 2010/2011.
The following is a list projects indicating the budget year and costs involved.
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Project Name Timeframe Unit Status Costs
Riemvasmaak: Upgrading of Chalets
2010/2011
(Tourism)
In progress
R200 000
Mier: Tourism Centre
2010/2011
(Tourism)
Tender processes already underway
R150 000
Tourism Awareness Campaign
2010/2011
(Tourism)
Ongoing
R100 000
FIFA 2010 World Cup
June 2010
(Tourism)
Completed
R250 000
Danielskuil:
Tyre Granulator
2009/2011
(LED)
Feasibility Studies have begun
R4,000, 000
Masakhane Arts and Craft Co-operative
2010/2011
(LED)
Upcoming
R120 000
Siyavuka Laundry and Dry cleaning Co-op.
2010/2011
(LED)
Operational
R135 000
Ubuntu Paultry Farming
2010/2011
(LED)
Upcoming
R125,000
Lasthope Waste Recycling project
2009/10 (LED) Handed over to Co-op owners
R1000 000
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The following are photos of some of the projects listed above:
Premises of the Last Hope Waste Recycling
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Siyavuka Laundry and Dry Cleaning in operation
5.3.4 IDP
The IDP is seen as the single, inclusive and strategic plan for the Siyanda District Municipality. It is one of the key tools of a municipality to cope with its developmental role and seeks to arrive at decisions on issues such as service delivery, municipal budgets, land management, promotion of local economic development and institutional development in a consultative, integrated and systematic manner. The draft IDP was adopted by council on the 31 March 2010 and the final draft on the 31 May 2010. Frequent liaison with departments that has projects listed in the IDP took place to ensure that projects are implemented. The adoption of the first draft IDP was preceded by the adoption of the Process Plan by council.
1. The Process Plan and Framework
The Process Plan is drawn up to ensure that the IDP is prepared within set timeframes. This plan, in essence is the IDP review process set in writing. It outlines who is responsible for what, how and attached timeframes to each activity eg. when public participation meetings should take place and when the IDP must be tabled before council. This ensures that all stakeholders make inputs during the review process, as required by the MSA.
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2. IDP Review Process The IDP review process was done in a consultative and inclusive manner. Prior to the adoption of the first draft IDP steering committee, IDP Rep Forum and public participation meetings were held Siyanda district to allow sufficient input both internally and externally. Siyanda region is made up of three DMA’s which are Riemvasmaak (Sending) Riemvasmaak (Vredesvallei) and Swartkopdam. The purpose of the public participation meetings is to ensure that the needs of the communities are prioritized as priority issues, and to ensure that they also take charge of their own development.
Swartkopdam: 16 December 2009
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Swartkopdam19 April 2010
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Riemvasmaak (Vredesvallei) : 23 November 2009
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Riemvasmaak 02 May 2010
Riemvasmaak (Sending ) : 23 November 2009
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Riemvasmaak (Sending ) 20 April 2010
3. Spatial Development Framework The formulation of a Spatial Development Framework is a legal requirement in terms of Chapter 5 (26) of the Municipal Systems Act, 2000 and forms an integral part of the IDP. Its purpose is to be a strategic, indicative and flexible forward planning tool that aim to guide planning and land use management. Siyanda does have an approved SDF, the present one needs as a document that can be used to facilitate spatial planning and proper land use management
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4. Sector Plans No Sector Plan Plan
available Status Comments
1. Water Service Development Plan (WSDP)
yes Approved
2 Environmental Management Plan
No N/A Currently we have an Environmental Management Framework which we uses as a guiding document
3 Integrated Waste Management Plan
Yes Will be approved by October 2010
Plan approved by Socio Economic Portfolio Committee on 11 October 2010
4 Transport Plan No Non existent Consultation will be taking place soon with the Dept of Transport to facilitate and maybe provide funds
5 Integrated Housing Plan Yes Approved Plan needs to be updated
6 Spatial Development framework (SDF)
yes Draft SDF needs to be reviewed
7 Disaster Management Plan
No N/A Tender awarded in October 2010
8 Performance management Framework
Yes approved
9 Financial Plan Yes Approved Three year financial plan in place but is not included in IDP
10 LED strategy Yes Approved LED strategy needs to be updated
11 Employment Equity Plan Yes Approved
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12 Work Skills Plan Yes approved
13 Capital Investment plan no
14 Integrated Institutional Plan
15 HIV/AIDS Strategy Yes Approved Approved by Council on 31 May 2010
5. District Support to Local Municipalities District municipalities are required by law to support local municipalities. In order to ensure proper alignment between the district and local municipalities a framework was drawn up to ensure that. However, local municipalities don’t attend IDP Rep forum meetings to make sure that their issues are addressed at district level as well. Particular assistance is given to local municipalities with regards to functions like internal audit, performance management and project management. In conclusion it should be noted that a lot still needs to be done in terms of the relationship between the District, Local Municipalities and sector departments because for some reason IDP representative forums meetings are poorly attended.
5.3.5 Office of the Executive Mayor
The Executive Mayor is at the centre of the system of governance, with executive powers to manage the district. This means that she has an overarching strategic and political responsibility. The Executive Mayor remains the first citizen and represents the district at ceremonial functions.
5.3.6 Administration
Proceedings of the Department: Administration for the financial year 1 July 2009 to 30 June 2010 are submitted herewith: The Department: Administration reports to the Director Corporative Services and is responsible for the following services:
o Cleaning services and messenger services o Switchboard o Archive services o Property administration o Secretariat of the Council o Legal Services o General Administration
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o Fleet Management o IT - Services
1. Secretariat : Councillors
The Siyanda District Municipal Council functions under guidance of the Executive Mayor Cllr. Mjila, with the Speaker of the Council, Cllr. Booysen.
The Council exists of 18 Councillors of whom 8 are elected directly: Cllr. Mjila (Executive Mayor) Cllr. Booysen (Speaker) Cllr. Kotze Cllr. Eiman Cllr. Van Wyk Cllr. Tieties Cllr. Mbondezi Cllr. J. Olyn
The following Councillors represent Category B-Municipalities in the Region: //Khara Hais Cllr. Koloi Cllr. Pakade Cllr. Selborne
!Kheis Cllr. T. Olyn Kai!Garib Cllr. Bos Cllr. Oerson Kgatelopele Cllr. Mgcera Tsantsabane Cllr. Willemse Cllr. Mooki Mier Cllr. Coetzee The next Local Government Election will take place during 2011. The Administration of Siyanda District Municipality is under management of: Municipal Manager : D. Ngxanga Director Corporate Municipal Support Services : J.G. Lategan
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Director Finance : P. Beukes Director Technical Services : J. Nakoo The Siyanda District Municipal Council gathers quarterly, the Mayoral Committee monthly and the Standing Committees of the Council quarterly. The Standing Committees are in advisory capacity to the Mayoral Committee. The Committees are composed as follows: Good Governance Portfolio Committee Cllr. Booysen [Chairperson] Cllr. Mbondezi Cllr. Oerson
Cllr. Van Wyk Institutional Portfolio Committee Cllr. Koloi [Chairperson] Cllr. Willemse Cllr. Eiman Cllr. Selborne Social Economic Development Portfolio Committee Cllr. Mgcera [Chairperson] Cllr. Mooki Cllr. Bos Cllr. Coetzee Cllr. Kotze Service Delivery Portfolio Committee Cllr. J. Olyn [Voorsitter] Cllr. Tieties Cllr. T. Olyn Cllr. Pakade The Executive Mayor and the Speaker serves ex officio on all standing Committees. The Speaker serves as Observer on the Mayoral Committee and the Chairperson of the Standing Committees are members of the Mayoral Committee under guidance of the Executive Mayor. The Standing Committees, as mentioned earlier, serve as advisory committees for the Mayoral Committee and said Committees thus have no delegation power. Cllr. Ntuli was the Executive Mayor for the financial year, up to November 2009 and has resigned. Cllr Mjila was then elected by the Council as Executive Mayor. The following meetings took place during the financial year:
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Standing Committees = 4 Mayoral Committees = 10 Council Meetings = 7 Special Council Meetings = 4 Special Institutional Committees = 3 The Department: Administration is responsible for the drawing up of Agendas, the minuting of meetings as well as the safe-keeping of the Agendas and Minutes. The Department is further also responsible for the conclusion and execution of Council resolutions. 2. Legal Matters 1. During the past financial year the Department: Administration co-ordinated the
process whereby Council Policies were drawn up and reviewed. The following policy statements were drawn up/reviewed during the financial year:
Policy Approved Date
1 Cash Management Council Meeting 12/3/2010
2 Investment Policy “
3 Anti Fraud & Corruption Plan “
4 Tariff Policy “
5 Travelling & Accommodation: Officials “
6 Travelling & Accommodation: Councillors “
7 Credit Control & Debt Collecting Subsidy Policy “
8 Subsidy Policy Indigent Households “
9 Attendance & Punctuality Policy “
10 Supply Chain “
Policy Approved Date
1 Asset Management Policy Council Meeting 31/5/2010
2 Customer Service Charter “
3 Use of Council Chamber “
4 Code of Good Practice on handling of sexual harassment cases “
5 Incapacity due to ill health “
6 Incapacity due to poor work performance “
7 Subsidy Services: Farm Workers “
8 Employment Equity “
9 Employment Practice [Recruitment] “
10 Allowed Authorisation for expenditure “
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11 HIV/Aids “
12 Intoxicating Substance Abuse “
13 Legal Aid “
14 Property Rates “
Policy Approved Date
1 Study Assistance Policy Council Meeting 21/7/2010
2 Council Vehicles Policy “
3 Relocation “
4 Smoking “
5 Reporting of and damage to Council property “
6 Occupational Health and Safety “
7 Private Work “
8 Succession Planning “
9 Whistle Blowing “
10 Siyanda Internal Audit Charter “
11 Edited Audit Committee Charter “
12 Audit Methodology for Siyanda District Municipality “
13 Siyanda Audit Manual “
14 Promotion of Access to information Act Manual “
15 Support of Councillors: Funeral of Official “
16 Overtime “
17 Signing of official letters “
The following outstanding policy statements shall be reviewed in the 2010/11 financial year:
o Delegation of Power o IT Policy o Use of Sport Facilities o Meeting Procedures
2. Reports regarding claims for and against the Council are submitted monthly to the
Mayoral Committee. 3. Two roads were proclaimed and one deproclaimed during the 2009/10 Financial
Year:
(a) Deproclamation of SR 9/6 (b) Proclamation of Secondary Road across Thompson in favour of the Remainder of
Part 1 of the Farm Gnous 334 (c) Proposed closure of a part of Secondary Road 162 (Hakskeenpan) (Bloodhound-
Project) (Siyanda District Municipality acted as agent and co-ordinated abovementioned processes after which it will be promulgated by the MEC in the Provincial Gazette)
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4. Tender Processes
The Administration Dept. acts as Secretariat for the Tender Committee. Said Dept. arrange that Agendas are send out and minuting of meetings take place. The Department see that all notices are published in newspapers, tender registers are kept and placed on the website of the Council.
The Department also see that successful tenderers/contractors are appointed and, if there are tender appeals, it be addressed according to legislation.
The Tender Committee gathered 15 times during the 2009/10-Financial Year. The following tenders were handled during the Financial Year:
Particulars of Tender Tender Number Tender 1-09/10 Construction of RVM Sportsgrounds 1 Tender 2-09/10 Road Maintenance Supplies 2009/10 2 Tender 3-09/10 Erection of 20 houses RVM Vredesvallei 3 Tender 4-09/10 Building of 79 houses RVM Mission 4 Tender 5-09/10 Appointment of Engineer Consultants – building of tarred roads RVM Vredesvallei
5
Tender 6-09/10 Short Term Insurance 6 Tender 7-09/10 Extension of Offices Roads Department 7 Tender 8-09/10 Engineer Consultants – Design and Supervising of a Sewage Network & Oxidation Dam RVM Vredesvallei
8
Tender 9-09/10 Engineering Consultants Bulk Water Services RVM Vredesvallei
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Tender 10-09/10 Engineering Consultants Bulk Water Services Swartkopdam 10 Tender 11-09/10 Engineering Consultants Tarring of Roads RVM Mission 11 Tender 2-09/10 Road Maintenance Supplies 2009/10 [Re-Advertised] 2 Tender 12-09/10 RVM Pipeline Kwezi V3 12 Tender 13-09/10 Architectural Services Disaster Management 13 Tender 14-09/10 Consultants Integrated Solid Waste Management Plan 14 Tender 15-09/10 Construction of Streets at RVM Vredesvallei 15 Tender 4-09/10 Building of 78 houses RVM Mission [re-advertised] 4 Tender 16-09/10 Re-gravel of certain roads Siyanda Region 16 Tender 17-09/10 Purchase of Official Vehicle – Mayor 17 Tender 18-09/10 Dev. District Disaster Management Plan 18 Tender 19-09/10 Supply of Tractor 19 Tender 20-09/10 Purchase of Official Vehicle Mayor 20 Tender 21-09/10 Upgrading of Bulk Water Services RVM Vredesvallei 21 Tender 22-09/10 Request for the Services of a Financial Consultant 22 Auditor-General // Internal Auditors Auditor queries have been answered continuously and the necessary information given, where requested.
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The following Auditor-General queries have been attended to during the financial year: (a) Enquiry 76 / 2009/10 – No approved lease management policy exist
A policy has been created and approved as part of the Asset Management Policy on 4/8/2010.
(b) Enquiry 34 / 2009/10
The Council does not have an approved Recruitment Policy. The Council approved said policy on 31/5/2010.
3. Archive Services
Archive Services complied to requirements according to the Act on Archive Services (Act 43/96) the past financial year.
The Council has an approved file plan. The indexing of all files took place during the financial year. The process to keep the documents of the former Kenhardt District Council safely, in conjunction with the Dept. of Art and Culture, has commenced and shall be finalised during the 2010/11 financial year.
The electronic work flow processes complied to requirements during the financial year.
The inspection report was addressed continuously. 4. IT- Services
The following systems complied to the necessary expectations and upgrading takes place continuously:
o internet/e-mail o telephones o photocopy services o fax services o financial systems o the implementation of the Auditor-General’s inspection report takes place
continuously The following matters were addressed in the financial year and shall be finalised in the 2010/11 financial year:
o clock system o safeguarding of IT-system o training o proper back-ups o IT-Steering Committee o Implementation of IT-Policy
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5. Fleet Management On 1 August 2009 the Administration was instructed to see that the Council’s Fleet Management comply to the Policy as approved by the Council. The necessary steps and participation process took place and a comprehensive system has been implemented as from 1/9/2009. As from 1/1/2010 Fleet Management is under management of Finance. 6. Property Administration
A new register has been created and valuation and controlling was done monthly. The budget is controlled daily and monthly. Undermentioned needs in the IDP for the 2010/11-financial year will be addressed:
o Upgrading of kitchen in the Chambers o Reception area in the Chambers o Maintenance of Roads Buildings o Extension of strong-room facilities
7. Cleaning Services Said services took place continuously and cleaning facilities receive top priority.
5.4 Financial Services
The core function of this directorate is to ensure sound financial management. This directorate consists of the Chief Financial Officer as head of the directorate with the following sections: Budget and Treasury Office, Expenditure, Income and Supply Chain Management
This directorate deals with:
• Financial planning and reporting
• Financial management of assets, insurance of municipal assets and bank reconciliations
• Financial management of investments and loans
• Compilation of statistics and reports and
• Financial arrangements regarding project claims and costing
• Provision of financial advice to the mayoral committee, council and departments
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5.5 Technical Services
5.5.1 Housing Unit
The housing unit has been busy with preparing all the requested criteria for level 1 /2 accreditation for the past 2 years. The housing grant that we received from the department of Human Settlement and Traditional Affairs assisted us to build the capacity of the unit to take over the functions as per agreement, once accredited. The mandate for the housing unit for the years under review was to ensure that the district municipality is accredited on level 1 /2. We strived to comply in as far it is possible and the following needs to be noted:
INTEGRATED HOUSING PLAN We have a Housing Sector Plan that was adopted by council in 2009. The District Housing Sector Plan however, needs to be revised now due to the fact that at the time of its development the requirements set out by national were not available and was only developed after the process was in the final stages. This process also involved a housing research process to determine the housing need in the district. Our municipality would now embark on reviewing the document to include all municipalities in the district.
COMPLIANCE AUDIT
We are due for the audit process, but this remains an issue we have no control over. However, we had talks with Mr Barnes and he informed us that the provincial department has decided to devolve some of the functions now, since they believe that we have the capacity to perform it. Functions to be devolved include monitoring and support for B-municipalities (technical), the capturing of housing subsidy forms, etc.
2.COMPLETED PROJECTS
2.1 RIEMVASMAAK VREDESVALLEI 20 HOUSES
20 HOUSES PLANNED AND COMPLETED PROJECT COST: R1.6MIL The project started on the 4 January 2010 and has reached practical completion on the 25th of June 2010 and handing over of the houses to the beneficiaries as part of practical completion was done on the 12th of July 2010. Houses were handed over by the Executive Mayor who was accompanied by the Member of Parliament Hargreaves Magama, Speaker, Councilor Mr. S Mbondesi and Councilor Olyn. 2.2 PROJECT: RIEMVASMAAK : MISSION 78 HOUSES
PROJECT OUTLINE
78 HOUSES PLANNED AND 22 COMPLETED (ROLL-OVER 2010/2011)
PROJECT COST: R4.5MIL
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MANAGEMENT OF PROJECT: The projects started 26 January 2010 are managed by officials (housing specialist and building inspector) of the Department of Technical Services of Siyanda District Municipality in conjunction with the NHBRC and Department of Housing. Reports are submitted on a monthly basis to the Department of human settlement..
2.3 SERVICES RENDERED IN B-MUNICIPALITIES
INSPECTIONS: KHARA HAIS MUNICIPALITY AND TSANTSABANE MUNICIPALITY
Due to the delay in the audit process and the believe that the Municipality is ready for accreditation, the Provincial Department of Cogsta devolved some of the Housing functions. The District Municipality took over the function of technical assistance to B-municipalities The district municipality rendered services in Khara Hais Municipality as well as Tsantsabane. We did site inspections at their 900 project. The team also assisted in the inspection of dilapidated houses and made recommendations to the municipality 2.4 TRAINING OF 22 BRICKLAYERS AND 9 CARPENTERS Siyanda District Municipality in conjunction with the NHBRC has initiated a training course for the residents of Mission, Riemvasmaak. The purpose of this training was to equip the local community with skills to enable them to be competent in the construction industry. It seeks also to assist them in understanding the processes to become qualified artisans in the building trades. Learners have also undergone theory and practical tests during the training.
The NHBRC has appointed LEPS TRAINING to facilitate the training program. Training commenced on the 15th of March 2010, and ended on the 24th of April 2010
Learners busy during theory test.
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Onsite training
2.5 WORKSHOP FOR EMERGING CONTRACTORS
The Siyanda district municipality hosted a very successful workshop for upcoming contractors on the 25 march 2010.
This workshop was well attended by contractors and people interested in the building sector from so far as Mier, Kai Gariep, Kheis, Tsantsabane, Kgatalopele and springbok not forgetting all the local people that also attended. Presentations were done by the department of transport, roads and public works on the role of the CIDB in construction. SEDA did a presentation on what services SEDA can render to the contractors, especially with reference to business plans and funding. The procurement unit of the SDM did a presentation on the procurement processes and procedures. The housing unit did a presentation on the role of the NHBRC in construction.
5.5.2 Environmental Health Services
1. Rendering Environmental Health Services in the d istrict The rendering of municipal services in the district went as usual during this year. Challenges which were experienced included the
a. doing of a section 78 assessment which lead to the transfer of Environmental Health officers from Kai !Garib municipality and the agreement to sign a service level agreement with //Khara Hais municipality,
b. getting to understand the air quality legislation and
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c. compiling of a waste management plan.
Furthermore the staff were responsible for arranging the cleanest town campaign and the cleaning of the settlements in the District Management area as well as handling the subdivision and rezoning applications which the council received..
2. Section 78 Assessment and its outcomes Although Environmental Health Services is a function of the district municipality, the Kai !Garib and //Khara Hais municipalities were still rendering the services in their areas. This is the case with more local municipalities in other district municipalities in the Northern Cape Province. This situation made the National Department of Health to arrange a meeting in Kimberley in January 2010 where the issue of transferring of the services from the locals to the district were discussed. At this meeting the District Municipalities were requested to compile section 78 assessments so that the best alternative way of rendering environmental health services in the district can be found and implemented. After this meeting the Siyanda District Council decided to embark on a section 78 study. This study showed that more personnel would be needed but that the district municipality can render the service on the basis that we take over the staff of Kai !Garib, appoint more personnel as time goes and sign a service level agreement with //Khara Hais municipality. The council approved the study and decided to start negotiations with Kai! Garib Municipality in order to transfer their EHP's (Environmental Health Practitioners) to the District Municipality by 1 July 2010. Two Environmental Health officers were affected. The process went smoothly and on 30 June 2010 these two officers worked for Kai !Garib municipality for the last time. Their labour Union, Imatu were involved from the beginning and the principle was that they must not be worse off when they join the District Municipality. The arrangement was made that they will work in the towns of Kenhardt, Keimoes and Kakamas as usual but that they will also work in the two Riemvasmaak settlements in the 2010/2011 financial year. This exercise meant that the District Municipality had to budget about R 1million rand more for its Environmental Health services for the 2010/2011 financial year. Whilst the district municipality is responsible for services in the whole district, the environmental health officers of //Khara Hais could not be taken over due to funding challenges which the district faces. To take over the services rendered by the //Khara Hais municipality would have costed the council another R2 million. The council therefore decided that a service level agreement would be signed with the //Khara Hais municipality and that they will continue rendering the municipal health services in their area of jurisdiction. By the end of June 2010 the agreement were not signed as the municipality was still discussing it with their lawyers. 3. Air Quality Management
Siyanda also undertake to execute the licensing function under the Air Quality Act. This is done in close collaboration with Department of Environmental Affairs and Conservation. The Siyanda region has very clean air, but some sources of pollution do occur and need to be monitored and controlled and some industry needs licensing such as the mines.
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Source of air pollution.
4. Projects
The Siyanda Clean town campaign was run successfully in the region and a cleaning project was run in Riemvasaak Mission and Vredesvallei as well as in Swartkopdam.
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Cleaning project in Riemvasmaak Mission.
The donkeys Nelson & Worchester help in Swartkopdam cleaning project. 5. Achievements
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A few achievements which can be highlighted includes the following;
• Good relationships and cooperation with other government departments, e.g. Departments of Health, Agriculture and Education;
• The Environmental Health Services section survive with personnel shortage ( If the norm of 1EHP per every 15000 people is taken as a guide we should have 5 EHP’s for the 80 642 people but there is only two );
• Support to the 4 smaller B-municipalities with compiling of a waste management plan for their area;
• Involvement with Environmental management issues, Environmental Impact Assessments and applications. especially at and of the mines;
• Education and Awareness on Health & Hygiene to communities; • All applications for Development and Planning(Rezoning, Subdivisions and Land-
use) have successfully been completed; • Occupational Health and Safety (Art. 6.2 appointment responsibilities) – Safety reps
were appointed and trained. OH & S Policy is adopted; • Good Planning i.e. Scope of practice, KPI’s, Budget, SOP’s and Council policies and
adjustment to change. No complaints and queries or legal action against the Council were received.
• The Environmental Health unit operate fairly effective and manages to meet KPI's under current challenging conditions. The environment in the Siyanda Region is safe and healthy for the community to live in.
5.5.3 Project Management Unit
1. MIG PROJECT IMPLEMENTATION
a. Spending of 2009/2010 MIG funds
The Siyanda District Municipality has spent 100% (R 6 078 000) of the MIG funds for 2009/2010. This was spent on the following projects:
We successfully managed to use all the funds allocated for the 2009/2010 financial year though we met challenges in the projects really disturb the performance of the Unit.
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Sportfield
Tarring of Streets
Streets lights
PMU
o Tarring of Streets in Vredesvallei : R 3 367 066.29 (Revised R 3 778 334.13)
The tarring of Streets in Vredesvallei was 78% completed in June. The outstanding part was tarring of the streets, all other activities were done but we were waiting for the result of the base coarse layer.
o Sportfields in Riemvasmaak: R 7 346 589.24
The sportfield project has 2 phases where by the second phase was completed in March 2010, that is the Ablution blocks, kiosk, etc and the phase 1 is the earthworks, grassing, Netball/volleyball court, etc was not finished due to that Eskom delayed the process by not installing the connection for power early. The grassing could not be done for we need water on it but the irrigation system is working with power.
o Electricity –Street lights project
Only retention fees were outstanding on this project and they paid out to EMC Reticulation.
b. Mig projects currently planned
Swartkopdam –Upgrading of Bulk Water Services ; To solve the water crisis in this town for the District is forced to transport water from Upington to Swartkopdam (150km).
Vredesvallei- Upgrading of Bulk Water Services ; To accommodate future water demand as the towns holds great potential for growth.
Mission-Tarring/Paving of street; We also planned to pave the roads Mission due to the weather conditions and location of this settlement.
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These entire mentioned project have been submitted to MIG Unit for funding and the only one that has been approved is Swartkopdam project (2010/2011) and we are waiting for the evaluation process to be complete on the projects.
c. Other planned projects
Vredesvallei-Sewer Reticulation and Waste water tre atment plant
This project will involve the removal of the VIP system and installation of a more hygienic system for the community. This project will be funded by Rural Development or by using MIG funds.
d. Reporting on the Provincial MIG Unit
All Siyanda District Municipalities reporting on MIG funds reported as indicated in the Table below. The Municipalities that did not perform well on the MIG grant in 2009/2010 are showing the third red column.
.
0
2000000
4000000
6000000
8000000
10000000
12000000
14000000
Mier Khara SDM Kheis Kgat Tsan Gai Garib
Allocation
Spent
Unspent
The municipalities who did not spend funds must apply for roll over funds to the 2010/2011 financial year.
2. PROJECTS IMPLEMENTED WITH DONOR FUNDS OR FUNDS FROM SIYANDA COUNCIL
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2.1 Service of New stands in Vredesvallei and Missi on-Riemvasmaak
The project to service new stands in Riemvasmaak has been started partially since there was not enough budget to buy the materials and appoint some contractors to do the construction. All material were bought and construction will start in the new financial year.
2.2 Bulk Water Supply pipeline for Sending/Mission -Riemvasmaak
This project was planned that it should be done in the 2010/2011 financial year, however all the plans we done within the 2009/2010 and on the 3rd of June 2010 the project was handed over to the contractor. Construction started in July 2010 and the project is due for completion in May 2011. Funds will be granted to the District municipality by the Department of Rural Development .
Excavation has started along the pipeline route
2.3 Tarring of Streets at Riemvasmaak Vredesvallei
The construction started in January and it was planned to finish in May but due to unforseen shortage of suitable materials and other challenges on site we could not complete the project on time. The project cost is R 4,11million and involved the construction of 2.3km of internal streets which had to be tarred and stormwater facilities which had to be constructed. The project also aimed to facilitate maximum use of local labour and less use of machinery.
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The gravel basecourse was stabilised with cement
Beneficiaries busy with the tarring process
The people were trained on-site and guided to produce quality work and the number of people who benefited from this project are as follows:
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Total workers
Male Female Youth Disable
31 20 11 18 0
2.4 Sportfield construction at Riemvasmaak Mission and at Riemvasmaak Vredesvallei-
The sport field construction project had two phases, Phase 1-Construction of the soccer ground, netball court and stands whilst Phase 2-Construction of the ablution block facilities, cloakrooms and kiosk. The project is completed 100% that is phase 2. Phase one grass couldn’t be done before/in winter thus the contractor will start end of August 2010 with grassing at Vredesvallei. Mission stadium is completed and we took over the project in February 2010.
Phase 1 - Earthworks
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Phase 2 - Ablution facilities and cloak rooms
People that worked on the project were the followin g
Total workers
Male Female Youth Disable
25 20 5 9 0
2.5 Rainwater Harvesting Project at Swartkopdam
Because we experience water problem due to the borehole which dries up and due to the water of the other boreholes being very salty, water is transported from Upington to Swartkopdam . The council therefore introduced a rainwater harvesting project in the area.
The main purpose of this project is to
1. allow the households in Swartkopdam to have and to store water during rainy days;
2. to create jobs within the community and
3. to reduce the water problem we’ve been experiencing.
The total budget for the project for 2009/2010 was R161 111.00. All material was bought and the contactor, Mr D Strauss, was appointed. However due to supply chain process challenges the work could not start in the 2009/2010 financial year.
The project will include foundations next to the house and gutters which are installed and fixed with brackets to the rafters. Maxi- bricks will be used for the base and a concrete slab will form a basis for the water tanks.
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5.5.4 Operation and Maintenance Unit
In the past three years the District Municipality had two units which were looking after the Operation and Maintenance in the district. One was a unit which was looking after the services in the settlements of Riemvasmaak Vredesvallei, Riemvasmaak Mission and Swartkopdam, while the other was supporting local municipalities with Operation and Maintenance work. The unit which was supporting the local municipalities was a joint effort between the Department of Water Affairs, the Department of Cooperative Governance, the District Municipality and the local municipalities. A lot of the expenses incurred by this unit were therefore carried by the Department of Water Affairs. The Department also contributed to expenses which were incurred by the Kheis local municipality, i.e. for personnel expenses for a water process controller and for two new pumps, one waterpump at Garieb and a pump at the sewerpumpstation at Groblershoop.
The internal unit of Siyanda basically maintained and operated the services in the settlements as mentioned. The major problems which we have experienced was with streetlights, provision of water to Mission and Swartkopdam and the floods which were experienced during the beginning of the year. Some of the issues which this unit tried to address includes the following:
1. Installation of Bulk water meters
Due to challenges with bulk water meters which we have experienced for quite some time, the council budgeted for bulk water meters at the reservoirs in Mission and at Water Treatment Plant in Vredesvallei. Some of the meters got out of order and due to the meter not working, it was difficult to calculate the water usages and or water losses. The reading of the meter is used on a monthly basis to calculate the losses of the water. The specific bulk water meter was there to calculate the clean water that the water operators purified in order for the people of Riemvasmaak: Vredesvallei received from the plant.
While we did not manage to install the meters before end June 2010 we purchased all meters and fittings. The meters will therefore be installed in the 2010/2011 financial year.
2. Calculating of water losses
With the information at hand we managed to calculate the water which was loosed during the financial year 2009/2010.The following table shows the losses as calculated.
Year Riemvasmaak Mission Riemvasmaak Vredesvallei
Swartkopdam
2008/2009 5193m³ 22290m³ 0m³
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2009/2010 7353m³ 6267m³ 22m³
Percentage 22% 25% 10%
3. Monthly Summary of the Test Results done on wat er samples
On a two-monthly basis samples of the water are taken, tested by a laboratory and the results captured on the blue drop system (BDS). This system is a system introduced by the Department of Water Affairs to assist the municipalities to perform well with respect to operating and maintaining the water quality of their towns and settlements.
Below is the table of the monthly monitoring compliance:
Monthly Water Quality Compliance Trend (%)
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The list underneath shows the number of samples which were taken between August 2009 and June 2010 Month Populati
on Site
s Sampl
es Analy
sis Failure
s
Recurring Site
Failures
Monitoring
Compliance
Drinking Water
Compliance
August 2009 9 416 2 2 4 0 0 95% 100.
0%
September 2009
9 416 0 0 0 0 0 0 0.0%
October 2009
9 416 1 1 2 0 0 69% 100.0%
November 2009
9 416 0 0 0 0 0 0 0.0%
December 2009
9 416 1 1 2 0 0 26% 100.0%
January 2010
9 416 0 0 0 0 0 0 0.0%
February 2010
9 416 1 1 2 0 0 26% 100.0%
March 2010 9416 0 0 0 0 0 0 0.0%
April 2010 9 416 0 0 0 0 0 0 0.0%
May 2010 9 416 1 1 12 1 0 26% 91.7%
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4. Maintaining Refuse Removal Services
Refuse removal is also one of the district functions in the three settlements namely: Riemvasmaak: Mission and Vredesvallei and Swartkopdam. Due to several issues we really had to manoeuvred the rendering of the service throughout the year. One of the problems were that the contractor in Vredesvallei loses his light delivery vehicle during February 2010 and could not continue with the work. We had to made emergency arrangements so that the service could be continued. We also planned to implement a weekly service as from July 2010 onwards and the process of getting contractors from the area for the new year took very long.
The contract is reviewed yearly. Waste is removed from all three towns once a week. It also includes the weighing and the covering of the waste that is collected from the households every week.
5. Other services
Other services which the council maintain in the settlements include the following:
• Council buildings;
• Cleaning of public open spaces including cemeteries;
• Maintenance of the TV Towers and decoders in the two Riemvasmaak settlements;
• Streetlights in Riemvasmaak Mission and Vredesvallei
5.5.5 Roads Unit
During the 2009/2010 financial year the district tried to get through its annual programme which was submitted to the Provincial Department of Roads in April 2009. One of the many challenges which the District Municipality faces was the fact that we were not sure whether we would have got extra funds to work for the whole year. Luckily the Department granted
June 2010 9 416 0 0 0 0 0 0 0.0%
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funds for regravelling and we were able to do some regravelling work on the Vastrap road and road near Olifantshoek.
Currently the grader team consists of 14 graders and they work over the whole area to cover all the roads. Due to a lack of funds, it is not possible for the District Mun. to blade the roads on a fulltime basis. With the allocated budget, it is only possible to blade the roads once every three months which leads to severe deteriotion of the road network.
It is widely known by now that the District Municipalities have no inputs regarding the funding model or the budget allocation. Numerous business plans, in conjunction with the Farmers Unions have been submitted to Province to allocate more funds for the maintenance function, without any success. Siyanda DM however did receive approx. R 5 mil for the 2009/2010 financial year for minor repair works.
1.Funding received for 2009/2010 in relation to pr evious years
For the 2009/2010 financial year the district municipality received R 12,495million.
Table 1 and the accompanying graph shows the income received from The Department of Transport for maintenance work during the past few years:
Table 1
Year
Maintenance
(A)
Admin. Fee (10%)
(B) Total (A+B)
2005-2006 R 9,326,724 R 935,425 R 10,262,149
2006-2007 R 9,793,800 R 1,088,200 R 10,882,000
2007-2008 R 10,200,600 R 1,133,400 R 11,334,000
2008-2009 R 10,710,900 R 1,190,100 R 11,901,000
2009-2010 R 11,245,500 R 1,249,500 R 12,495,000
2. The Blading progress 2009 – 2010
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Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Total/yr
PLANNED ROADS TOTAL PLANNED (Blade-km) 442.68 975.95 4171.94 5404.46 4004.20 6160.22 3230.22 2704.61 4190.40 4735.95 6551.86 5744.63 48317.12(See blade-km sheet)
TOTAL ACTUAL (Blade-km) 3140.00 3094.00 2649.00 2144.00 2032.00 3159.00 2893.00 3790.00 0.00 3024.00 3314.00 4147.00 33386.00
CUM TOTAL PLANNED 442.68 1418.63 5590.57 10995.03 14999.23 21159.45 24389.67 27094.28 31284.68 36020.63 42572.49 48317.12
CUM TOTAL ACTUAL 3140.00 6234.00 8883.00 11027.00 13059.00 16218.00 19111.00 22901.00 22901.00 25925.00 29239.00 33386.00
MONTHLY BLADING PROGRESS
From the above table it is clear that only 33386 blade km from the planned 48317 blade km could be achieved during financial period (April 2009 – March 2010). This poor achievement was mainly due to the poor availability and repair time of the yellow fleet.
2. Personnel working for the roads division
During this year we have lost people and have been appointed. We struggled at the mechanical workshop because the two mechanics whom has left the council years ago, were not replaced
3. Capital projects
During the 2009/2010 financial year we have received an additional R 5 mil for spot regravelling. These funds were used for two separate projects. An amount of R 2 mil were used to do some repair works on the Vastrap road. About R 1million of the R 2million have been spent by end June 2010. The remaining amount of R 3million was allocated for regravelling work on the Olifantshoek – Malley road. About 75% of these funds were spent by end June 2010. Underneath is more detail of the work that was done for each project.
3.1 Construction on the Olifantshoek – Malley road
A private contractor from Upington was used to do the work. They were appointed after a tender process was followed.
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Councilors Olyn & Pakade look at the condition of t he road before construction
During construction material was imported from local quarries nearby the existing road into 200mm thick layers. The layers was then evenly mixed and spread with a grader over a 7m width after which it was compacted to provide a smooth and durable driving surface.
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Construction work on the road
3.2 Construction of the Vastrap road
The regravelling work on this road was done by the council’s roads team
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Siyanda DM roads team foreman H Okkies (center) & C ouncilors Olyn & Pakade
4. Provincial Department of Roads taking back the R oads function
In the second half of the financial year the MEC for roads and Public Works announced that they are keen to render the road function themselves. Several processes were started by the department to facilitate the transfer process. The district municipality accepted the process because we were acting as an agent for the department all these years. However by end June 2010 the negotiations were not concluded and the district continued with the work. It is foreseen that the process will be finalized in the 2010/2011 financial year.
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