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KAGISANO-MOLOPO LOCAL 
MUNICIPALITY 

INTEGRATED DEVELOPMENT PLAN 


2019/2020 




TABLE OF CONTENT 


TOP LAYER ORGANOGRAM.3 

MAYOR’S FOREWORD.6 

MUNICIPAL MANAGER’S FOREWORD.7 


A. VISION, MISSION & VALUES.9 

B. DEMOGRAPHIC PROFILE OF THE MUNICIPALITY.10 



MONITORING PROCESS.114 

E. SPATIAL ECONOMY & DEVELOPMENT RATIONALE.114 

F. SITUATIONAL ANALYSIS.122 

G. SWOT ANALYSIS. 122 

H. STATUS QUO.125 

I. PROJECT(PERFORMANCE).146 

ADENDUM 

SPATIAL DEVELOPMENT FRAMEWORK 
HR PLAN 

ORGANIZATIONAL STRUCTURE 


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TOP LAYER ORGANOGRAM 


POLITICAL STRUCTURE OF THE KAGISANO-MOLOPO LOCAL MUNICIPALITY 



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ADMINISTRATIVE STRUCTURE 





CORPORATE 

SUPPORT 

SERVICES 

BUDGET & 

TREASURY 
OFFICE (BTO) 


MUNICIPAL 

MANAGER 






INFRASTRUCTURE 


PLANNING 8 
DEVELOPMENT 





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MAYOR’S FOREWORD 


The Mandate given to us by society is to improve the quality of their lives. Hence 
accordingly, this reviewed Integrated Development Plan (IDP) carries the aspirations of the 
masses of Kagisano-Molopo Local Municipality. 

This IDP must therefore, be seen as a beacon of hope that will continue to guide us over the 
2019/20 financial year in our collective endeavours of building a better life for all our 
communities and move Kagisano-Molopo to a desirable institution. 

The annual cycle of the IDP review presents the Municipality with an opportunity to intensify 
and reemphasise its efforts in the provision of quality and affordable basic services, providing 
a safe and clean environment, improving the living conditions of all citizens, and creating a 
favourable environment for local economic development. 

It is our outmost wish as Kagisano-Molopo Local Municipality to annually provide/deliver on 
our plans, however the financial resource remain a challenge. Having said that with the little 
budget or allocation we receive we remain committed to the realization of the 5 National Key 
Performance Areas of municipalities, being: 

s Good Governance and Public Participation 
s Municipal Transformation and Organisational Development 
s Basic Infrastructure and Service Delivery 
s Local Economic Development 
s Municipal Financial Viability and Management. 

As we anticipate economic growth in our municipality, we need a swift implementation of the 
Spatial Planning and Land Use Management (SPLUMA), mindful of the fact that 90% of the 
land in Kagisano-Molopo is under the control of the tribal authority. Therefore, our continuous 


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engagement and good working relations will pave way to provision of basic service services 
most importantly provision of houses, and other key developmental services that seeks to 
alleviate poverty in our society. 

I trust that this I DP will serve to stimulate and synergise our partnership with other spheres of 
Government, the residents of Kagisano-Molopo Local Municipality and lastly the business 
sector. 

It is in the above context that, we as a municipality will continue giving our residents 
quality services. 



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Municipal Manager’s Foreword 


In terms of Section 34 of the Local Government: Municipal Systems Act, 2000 (Act 32 of 2000) 
each municipality is required to review its Integrated Development Plan (IDP) annually to 
assess its performance against measurable targets and to respond to the demands of 
changing circumstances. This 2019/2020 IDP Review is the result of such a process and 
embodies our commitment to governing with the people in discharging our developmental 
mandate. 

The ultimate objective of review, remains the improved implementation of Council’s five-year 
development strategy, as well as ensuring improved responsiveness to deliver in line with the 
needs and priorities of our communities. Both the Municipality’s reviewed IDP and budget for 
2019/2020 are products of extensive processes of internal and external consultation and 
participation. When Council adopts these documents (IDP, BUDGET, SDBIP), the challenge 
will be for management to translate them into effective service delivery. 

The final 2019/2020 reviewed IDP will not be a master plan but rather an enabling tool that 
guides our actions and our allocation of resources as a Developmental Local Government. 

Armed with the key performance objectives and indicators contained in the IDP, the 
Municipality is embarking on a development path that seeks to address the needs of the 
community through targeted infrastructure development and the implementation of numerous 
social and economic development projects throughout the municipal area. 


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We have also refined and evaluated our strategic approach to ensure that we are still on track 
to achieve our vision. 

The Integrated Development Plan remains the strategic driver of both the Municipal budget, 
and its Performance Management System, which encourages our society to measure the 
Municipality’s performance against targets detailed in IDP document which is also available to 
the public at municipal offices, at libraries and on the municipal website. 

We are further pleased to say our main focus for the coming years is to accelerate economic 
growth, job creation through EPWP, CWP and community upliftment through proper 
implementation of human rights programmes. 

I once again wish to encourage every resident, every business, and every non-governmental 
organisation to take this opportunity to read, engage and provide feedback on the IDP. Only 
with your commitment to work together with us, we can achieve our vision 



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A. VISION,MISSION & VALUES 


( I I \ 

An ingenious and dynamic municipality that radically 

improves the economy and lives of all communities 


MISSION 


To deliver excellent service which is quality driven 
and within regulated time. 

• Sustainable socio-economic development 

• Capacity building 

• We strive to reflect in our operations:- 

i. Efficiency 

ii. Effectiveness 

iii. Creativity 


VALUES 


Staff Development 
Punctuality 
Open Communication 
Quality Service 
Continuous improvement 


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B. DEMOGRAPHIC PROFILE OF THE MUNICIPALITY 
NORTH WEST: POPULATION DISTRIBUTION 

South Africa: 5 1 770 561 

North West: 3 509 953 




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Geographic Area Size 

Kagisano-Molopo Local Municipality (NW 397), location coordinates of 26°S 24°E, is 
approximately (23 942; 27 278) 23 827 km 2 in extent in the north-western corner of the North 
West Province. It borders on the Kqalaaadi District of the Republic of Botswana to the north, 
Joe Morolong Local Municipality in the Northern Cape province to the south-west , Naledi 
Local Municipality to the south-east, and Ratlou Local Municipality to the east. 

The land mass is 58 % of the total area of the Dr. Ruth S Mompati District Municipality area. 

Kagisano-Molopo Local Municipality is classified as a category B Municipality as confirmed by 
the Demarcation Board in terms of the municipal Structures Act, No.117 of 1998. 

Kagisano-Molopo is the second largest local municipality within Dr Ruth Segomotsi Mompati 
District Municipality as per the new demarcation boundaries. The municipal area comprises of 
15 wards with 72 Villages and 29 Councillors, the administrative centre of the municipality is 
in Ganyesa. 

KAGISANO MOLOPO STATISTICS 


Composition of Population by Race Group 


Black 

97 769 

Coloured 

911 

Indian or Asian 

284 

White 

3739 

Total 

102 703 


Source: Community Survey 2016 


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Kagisano Molopo Population growth 


population in 2011 

population in 2016 

population 
growth rate 

105789 

102703 

-2.92 


Image 1: Kagisano Molopo local municipality Population Pyramid 



population distribution by age and sex. The po| 


ulation of youth and children is high. The 


female population is higher than those of males in all age categories. This shows that the 
Population is more youthful 


thful 



The high proportion in the children and youth age groups would definitely mean the 
municipality would have to focus its limited resources in addressing day to day challenges 
faced by these age group in terms of education, employment and basic services. 


Table 1: Kagisano Molopo Special Groups 


Kagisano Molopo Local Municipality 


Male 

Female 

Total 

Sex Ratio 

Children(0 -14) 

18,317 

18,604 

36,921 

108.30305 

Youth(15 - 34) 

17,645 

18,526 

36,171 

104.76897 

Adults(35 - 64) 

11,116 

12,833 

23,949 

95.282475 

Elderly(65+) 

2,069 

3,592 

5,661 

63.360245 

Total 

49,147 

53,555 

102,703 

100.94613 

Dependency 

Ratio 

(0-14)+(65+)/(15- 

64)*100 





42582/60120 





70.828343 





Community Survey 2016 


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Table 1 above shows Kagisano Molopo local Municipality’s special groups by gender, sex ratio 
and the dependency ratio of the municipality according to Community survey 2016. The total 
population of the municipality is 102 703 and 36 171 are the youth population which is 35.2% 
of the total population. Children contribute 35.9% and Adults contribute 23.3% of the total 
population and the elderly population only contributes 5.5%. There are more females in the 
children and youth age groups, and there are more males in the adults and elderly age groups. 

The dependency ratio in the Municipality is at 71% which means people in the age group (0- 
14 and 65+) depending on the economically active population (15-64). The dependency is 
seriously high in the municipality. The municipality for a long term solution will weigh the 
options to reduce the number of children this can be achieved by targeting both young females 
and males by family planning initiatives, invest in education with the special focus on a girl 
child, create conducive long term employment opportunities to the current age cohort. 


Table 2 : Education 20+ years 



Male 

Female 

Grand 

Total 

No schooling 

6,848 

7,148 

13,996 

Some Primary schooling 

5,559 

6,177 

11,735 

Some Secondary 
schooling 

11,396 

14,120 

25,516 

Grade 12 and certificate 

153 

198 

351 

Diploma 

424 

681 

1105 

Degree and Higher 

284 

541 

825 

Grand Total 

24,663 

28,865 

53,528 


Community Survey 2016 

Table 2 above shows the education profile of people 20 years and above in Kagisano 
Molopo Local municipality according to Community Survey 2016.People aged 20 and above 
reported to have no Schooling are 13 996, and 7 148 of them were females. 25 516 people 
aged 20 and above have some secondary schooling. 825 people in the municipality have 
degrees and higher level of education 

Household Comparisons 

The Municipality has seen a slight decrease of population and household statistics compared 
to 2011 census. 


Local Municipality 

Census 2011 

Community Survey 2016 

Persons 

Households 

Persons 

Households 

Kagisano- Molopo LM 

105,789 

28,531 

102 703 

28 274 


Source: Community Survey 2016 


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Types of Dwelling 


Formal 
Dwelling/Ho 
use or 

brick/Concr 
ete block or 
structure 

Traditional 
dwelling/ 
hut / 

structure 
made of 
traditional 
mater 

Cluster 
house in 
complex 

Semi- 

detach 

ed 

house 

Formal 
dwelling/ 
house/flat/ 
room in 
backyard 

Informal 

dwelling 

/shack 

in 

backyar 

d 

Informal 
dwelling/sha 
ck not in 
backyard 
(e.g. in an 
informal 

Room 
/flat let 

on a 
property 
or larger 
dwelling 
/servant 
s quart 

Other 

Unspe 

cified 

Total 

25 059 

295 

18 

734 

812 

369 

560 

80 

331 

15 

28 

274 


Source: Community Survey 2016 

Table 5: Household services 



NO: 

% 

Access to piped water 



Piped (tap) water 

13,024 

46.06 

Other 

15251 

53.94 

Total 

28,275 


Rating Water Services 



Good 

10,612 

37.82 

Average 

13,942 

49.69 

Poor 

3,060 

10.91 

No access 

445 

1.59 

Total 

28,059 


Toilet Facilities 



Flush toilet 

2,215 

7.83 

Other 

23780 

84.11 

None 

2279 

8.06 

Total 

28274 

100.00 

Rating of Toilet Facilities 



Good 

12,160 

43.52 

Average 

10,716 

38.35 

Poor 

2139 

7.66 

No access 

2926 

10.47 

Total 

27,941 

100.00 

Access to Electricity 



In-house conventional meter 

2912 

10.30 

In-house prepaid meter 

21021 

74.34 

Connected to other source which household pays for (e.g. 
con 

303 

1.07 

Connected to other source which household is not paying 
for 

117 

0.41 

Generator 

10 

0.04 

Solar home system 

16 

0.06 

Battery 

0 

0.00 

Other 

35 

0.12 


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No access to electricity 

3861 

13.66 

Total 

28,275 


REFUSE REMOVAL 



Removed by local authority 

15 

0.05 

Communal refuse dump 

989 

3.50 

Communal container/central collection point 

24 

0.08 

Own refuse dump 

25,945 

91.76 

Dump or leave rubbish anywhere (no rubbish disposal) 

918 

3.25 

Other 

383 

1.35 

Total 

28,274 



Community Survey 2016 


Table 5 above shows the household services in Kagisano Molopo Local Municipality. There is 
46% of household who have access to piped tap water. 49% of households accessing water 
rated the services as average. 84% of households use other means of toilet facilities in the 
municipality. 74% of household in Kagisano Molopo use prepaid meter electricity. 92% of 
households in Kagisano Molopo use own refuse dumps 

Access to Electricity 



Community survey 2016 has shown that the municipality has 86% of households with access 
to electricity, and only 14% of the households do not have access to electricity. 



Economic Development 

Kagisano Molopo is an agriculture-based municipallTT farming both livestock and crops. It 
boasts production of potatoes, peanuts, cabbage, carrots and onions amongst crops, and 
breeds cattle, sheep, goats and wild game amongst livestock. Most of the crops produced are 
exported to neighboring provinces, such as the Northern Cape and neighboring countries such 
as Namibia and Botswana, as raw materials for consumption and/or further processing. Thus, 
a large portion of income is derived from the agricultural sector which is mainly owned by 
individual farmers/corporations. The majority of the inhabitants are employed in the agricultural 
sector. There is also subsistence farming by villagers who at times sell their produce to generate 
household income. 


There are also government sector departments (sub-district offices) that also contribute to the 
employment of the municipal population. The retail trade industry also contributes, though not 
significantly so, as there are a few major retailers in the area, namely Shoprite, Choppies and 
Cash Build. 


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Municipal Local Economic Development 

The municipality is in a process to review the local economic development strategy to address 
the current municipal economic challenge. The strategy allows and encourages local people 
to work together to achieve sustainable economic growth and development thereby bringing 
economic benefits and improved quality of life for all residents in a local municipal area. 

Extended Public Works Programme (EPWP) 

Kagisano-Molopo local municipality through EPWP has recruited 500 EPWP beneficiaries in 
2017/2018 financial year. The municipality is targeting young people or youth to provide them 
with skills development, work experience and also to address the dependency ratio of the 
Municipality which is at 71%. 

Risk management 

The District Municipality has established a Risk management, fraud and ant-corruption 
committee which is a shared service. The risk management includes but is not limited to 
minimising fraud, corruption, and waste of government resources. 



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C. POWERS AND FUNCTIONS 

Objective: To exercise the powers and functions of the local municipality and facilitate the 
exercise of ministerial functions of water, sanitation and electricity. 

Intended outcome: To perform the local municipal powers and function and to coordinate the 
powers and functions of other spheres of government. 

Section 155 (2) (c) of the constitution states that “the national legislation must make provision 
for appropriate division of powers and functions between category B and C Municipalities. 
Sections 83 and 84 of Local Government Municipal Structures Act No. 117 of 1998, provide 
precise division of powers and functions between category B & C Municipalities. 


POWERS AND FUNCTIONS 

• 

Local Tourism 

• 

Local amenities 



• 

Control of undertaking that sells liquor to 

• 

Municipal Planning and 


public 


Development 

• 

Municipal Roads and Storm water 

• 

Child Care Facilities 


management system 

• 

Billboards and display of 
advertisements in public places 

• 

Cemeteries 

• 

Local Economic Development 

• 

Local Sport facility 

• 

Community safety 


• 

Libraries(Regulations and 

Facilitation) 

• 

Street lighting 

• 

Municipal Abattoirs 




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D. PROCESS FOLLOWED TO DEVELOP THE IDP 


An Overview of the Kagisano-Molopo Local Municipality IDP Process (include 

timeframe) 


PHASE 

PROCESS 

OUTPUT 

Analysis 

• Situation Analysis was carried out 
during the strategic planning session in 
March 2018.The Municipality conducted 
Mayoral Outreach consultations per 
Village in October 2018 

Inputs solicited from the 
stakeholders 

Agreements on a village 
plans were reached 

Strategic 

• Inputs sourced from the Mayoral 
Outreach consultations informed the 
development of this IDP 

Draft IDP developed 

Projects 

• Projects/needs Confirmation was made 
during the Mayoral outreach 
consultations 

• IDP/Budget Steering Committee 
meeting was held on the 19 th & 22 nd 
March 2019 to confirm projects 

Draft Project prioritization 

Projects plans developed 

Project implementation by 
relevant stakeholders 

Project monitoring 

Integration 

The following Sector plans are integrated in the 
reviewed IDP: 

• Spatial Development Framework 

• Housing Sector Plan 

• HR Plan 

The municipality currently does not have 
Environmental management plan which is a 
function of the District Municipality 

• The municipality currently has an 
Investment Plan 

• The municipality utilizes the Automated 
Performance Management System in 
order to gauge the municipal 
performance. 

Five year financial plan to 
be part of the IDP 

Disaster Management 

Plan to be part of the IDP 

Integrated spatial 
development plan to be 
part of the IDP 

Organizational 

Performance 

Management system 

Approval 

Draft IDP to be submitted to Council for noting, 
comments and final inputs by stakeholders 
including submission to Department of Local 
Government and Human Settlement. 

Draft Budget submitted to provincial Treasury 

Submission of Final IDP & Budget approval by 
council and submission to Department of Local 
Government and Human Settlement, Provincial 
and National Treasury. 

Draft IDP & Budget to be 
tabled before Council by 
March 2019. 

Final IDP to be submitted 
to Council for approval by 
end of May 2019. 


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PROCESS FOLLOWED TO DEVELOP THE IDP Conti.... 


Community Based Planning (CBP)/ Village Township Small Dorpie (VTSD) Plans 

Kagisano-Molopo Local Municipality for the review of the 2019/2020 Integrated Development 
conducted the Community Based Planning Programme and considered inputs or community 
needs submitted during the Mayoral Outreach Programme. 

Consultations are aimed at steering public participation in decision making and critically on 
bottom up kind of approach in terms of village development 


Community needs raised during the Community Based Planning and the Mayoral outreach 
Programme were used to update Ward Needs. 

Below is the Ward needs that indicates or highlights the projects needs of the community 
that are within the powers and functions of the District municipality, sector departments as 
well as Kagisano-Molopo Local Municipality. 

NB: Community/Ward Needs must be taken and regarded as a 
guiding tool on the basis for planning. This needs are a guiding 
tool that the municipality and other spheres of government, based 



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WARD 1 GAMODISENYANE 
VTSD PROJECTS 


DISTRICT/SECTOR 

DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 

2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new stands 

• Access road from Seitsang via Shupu 
to Sebetwane 





• Maintenance of current water stand-pipes 

• Bridge between Shupu P. School and 
Gamodisenyane P School 





• Provision of Livestock water 

• Speed humps between Seitsang P 
School via Tlakgameng Tribal hall and 
Tlakgameng / Kudunkgwane main 
road 





• Electricity in-fills Extensions 

• Renovation of Gamodisenyane 
Community Hall 





• Provision of 15 High-Mast lights 

• Fencing of Cemetery 





• Completion of the 25 incomplete RDP Housing 

High Mast Lights 





• Provision of more RDP houses 






• Unblocking and maintenance of 6 bridges on main 
road at Gamodisenyane 






• Provision of Mobile clinic or Ambulance 






• Early learning Centre fencing 







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WARD 1 KUDUNKGWANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 
stands 

• Construction of Access road from 
main road Maebebe to Mmusi P. 
School 





• Maintenance of current water stand-pipes 

• Provision of Livestock water 

• Provision of access road from 
main road to Kudunkgwane dinicNj! 





• Maintenance of current water stand-pipes 

• Provision of 10 High-Mast lights 





• Electricity in-fills to 30 HHs and Extensions 
to 40 HHs 

• Fencing of cemetery 





• Completion of the 15 incomplete RDP 

Housing 

• Blading and extension of the 
farm road (Kudunkgwane to 
community farms) 





• Provision of 24hrs health services at 
Kudunkgwane clinic 






• Provision of Lerner’s transport from 
Kudunkgwane to Tlakgameng 






• Additional classrooms at Maebebe P. School 
and Tasman S School 






• Construction of Police station 






• Rehabilitation of Dams 






• 70 km Tarred road from Kudunkgwane to 

Stella 






• RDP Houses 







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PRIORITY PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 


KMLM RESPONSIBILITY 


Early learning Centre fencing 


YEAR 2 YEAR 3 

2018/2019 2019/2020 


Extension of Bore hole 


Fencing of the grazing land along 
the main road (Tlakgameng to 
Kudunkgwane) 



YEAR 4 YEAR 5 

2020/2021 2021/2022 


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WARD 2 TOSCA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 24/7hrs health services in Tosca 

• Opening of Municipal offices 





• Pavement of access roads in Tosca RDP 

Houses 

• Pavement of access road 





• Upgrade of Tosca Primary School 

• Alternative energy at watermarry 
and sonop farm 





• Completion of RDP Houses 

• Provision of Sports Facility 





• Provision of water and reticulation 

• Provision of EPWP 





• Provision of VIP Toilets 






• Clinic 






• Police Station 






• Fencing of dumping site 






• Community safety 






• Project for youth and community members 






• Youth center 







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WARD 2 POMFRET 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 

YEAR 3 

YEAR 4 

YEARS 



2018/2019 

2019/2020 

2020/2021 

2021/2022 

• Construction of a clinic in Pomfret 

Community Hall 





• Maintenance of dilapidated Infrastructures: 

e.g. 

High Mast Lights 

Provision of alternative 
energy 




• Sanitation facilities 






• Water infrastructure 






• Housing 






• Roads 






• Electricity 






• Construction of Police station 







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WARD 2 GARAPIPA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water reticulation to HHs that 
are over 250m RDP standard 

• Provision of Access road 

from main road to Early 
learning center 

High Mast Lights 

High Mast Lights 



• Provision of 33 RDP Houses 

• Maintenance of access 

road to the cemetery 





• Provision of Primary School 

• Access road from 

Garapipa to Morokweng 





• Incomplete Houses 

• Fencing of cemetery 





• VIP toilets 

• EPWP A 





• SASSA Pay Point 

• CWP 





• Clinic 

• Alternative energy at 

rockwater 





• Learners transport 

• Fencing of ECD 

Provision of alternative 
energy 




• Extension of electricity 

High Mast Lights 





• CDW 







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WARD 2 MOROKWANENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water reticulation to HHs that 
are over 250m RDP standard 

• Provision of Access road from 
main road to Early learning 

• Center 





• Provision of 33 RDP Houses 

• Maintenance of access road to 
the cemetery 





• Provision of Primary School 

• High Mast light 





• Incomplete Houses 

• Fencing of cemetery 





• VIP toilets 

• EPWP 





• SASSA Pay Point 

• CWP 





• Clinic 






• Learners transport 






• Extension of electricity 






• Community Development Worker 







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WARD 3 PIET PLESSIS 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Maintenance of current water stand-pipes 

Construction of Thusong Service 

Centre 

Construction of Piet 
Plessis Thusong 

Service Centre 




• 

Livestock water 

High Mast light 





• 

Maintenance of water Engines 

Sport Facility 





• 

Pavement of access road form Reitshokile 

Combined School to Piet Plessis Clinic 

Piet Plessis Park 





• 

Provision of 70km tarred road from Piet 

Plessis to Stella 






• 

Electricity in-fills for 19 HHs and 

Extensions for 10 HHs 






• 

Road from Piet Plessis to Stella 







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WARD 3 MOROKWENG (KEIPATILE SEC) 
VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Electricity in-fills and Extensions 

• Extension of high mast lights (10 
High Mast Lights 





• Provision of Housing 

• Maintenance of High mast lights 





• Extension of communal taps 

• Provision of access road from 
main tarred road to Tshetshu 

Tribal Hall 





• Assistance of 1 ECD (Water and 

resources) 

• Community Hall 





• 7 Disaster house not completed 

• Goats Projects 






• Vegetable Projects 






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WARD 3 TSHETSHU 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Construction of a clinic in Tshetshu 

Fencing of Tshetshu cemetery 





• RDP Houses 

Provision of 10 KM Access road from 
Morokweng to Tshetshu 





• Leaners transport (40 Learners) 

Provision of 4 High mast lights 



Provision of High 
mast lights 


• Fencing of Tshetshu Tribal Hall 

Provision of access road from main 
tarred road to Tshetshu Tribal Hall 





• Completion of 3 RDP Houses 






• EPWP Projects 






• Electricity infills for 5 HHs 






• Extension of VIP Toilets 






• Assistance of 1 ECD (Water and resources) 






• 4 VIP Toilets needed at Bantsho Primary 

School 







29 | P a g e 





















WARD 4 GANYESA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water reticulation to new 

stands 

• Extension of High Mast lights 





• Maintenance of current water stand-pipes 

• Upgrading of Huhudi - Shuping 
access road 





• Provision of Livestock water 

• Tribal Mocwaledi junction Access 
road 





• Maintenance of water Engines 

• Police station-Phohung-Vryburg 
junction access road 





• Electricity infills & Electricity extension 

• Ganyesa Dam Park 

Ganyesa Dam Park 

Ganyesa Dam Park 



• De-bushing along the road to Ganyesa 
Hospital and the Frilinck dam 

• Maintenance of Phola access 
road -Vryburg junction 





• Provision of FET college 

• Community Hall (Phohung) 





• Construction of new Ganyesa clinic 

• 5 km Access road - Bra Shups 

Shop via Maskhumba to RDP 





• Increase of nurses in Ganyesa Clinic 

• 1.5 km Access road from 

Phohung via Tribal Hall to 
Mochware Primary 





• Construction of New Ganyesa Police 

station 

• Shelter at local taxi rank 





• Increase of police staff and police vehicles 






• 1000 VIP toilets 







30 | P a g e 























PRIORITY PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 


• Skills development Centre 


• Hawkers Shelter at the CBD 


• Telecommunication 


• Loretlweng Primary School 


KMLM RESPONSIBILITY 


YEAR 2 YEAR 3 

2018/2019 2019/2020 



YEAR 4 YEAR 5 

2020/2021 2021/2022 


31 | P a g e 




















WARD 5 GANYESA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• All RDP foundations in all sections be completed into a 

Housing structure 

Ganyesa Sports facility 





• Tribal Office 

Extension of High Mast Lights 





• 100 VIP Toilets in each Section 






• ELC in Loretlweng Section 






• Storm Water Drainage 






• Bore Hole 






• Provision of Huge Vegetable Project 






• Old Home Affairs offices be renovated to accommodate 

SASSA staff 






• Rehabilitation of Dam 






• Provision of FET college 






• Construction of New Ganyesa clinic 






• Increase of nurses in Ganyesa Clinic 






• Construction of New Ganyesa Police station 







32 | P a g e 
























DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Increase of police staff and police vehicles 






• 

RDP Houses at: 

Seichokelo Sec. 

Loretlweng Sec. 

Bakola sec. 

Welcome sec & Barolong sec. 

Fencing of Grave Yards, provision of 
water and toilets 

Construction of 

Bore -Huhudi- 
Mawethu Access 
road 

Construction of 

Bore -Huhudi- 
Mawethu Access 
road 



• 

Provision of 20 Water Taps in each section 

Refurbishment of the tennis court 





• 

Provision of Mobile Clinic twice a month at Barolong 

section 

Fencing and closure of Cemetery 
next to the Closed ground 





• 

Construction of Loretlweng Primary School 

Bore Middle School to Huhudi Access 
road 





• 

Speed humps at all schools 

High Mast Lights in Phohung 





• 

Road Ranger Project 






• 

Completion of Kagisano orphans Day Care Centre 






• 

Funding of Tshidisanang Old age 






• 

Extension of water reticulation to new stands 






• 

Maintenance of current water stand-pipes 






• 

Provision of Livestock water 






• 

Maintenance of water Engines 






• 

Electricity infills & Electricity extension 







33 | P a g e 


























WARD 5 DITSHUKUTSWHANENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

Community Hall 

Alternative energy 




• Extension of VIP toilets for 100 HHs 






• Provision of Early learning center 






• Provision of Primary School 






• Water provision and reticulation 






• Provision of a health services 






• Provision of electricity for 200 HHs 






• Learners Transport (97 learners) 






Livestock water 






• Pay Point SASSA 






• Fencing of Farms 






• Extension of VIP toilets for 100 HHs 






• Conduct Geo-tech 






• Tarred road from Louwna to Vryburg main 
road. 







34 | P a g e 

























WARD 5 MALEMBA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Provision of Land for settlement 






• RDP house 






• Provision of Water 






• Provision of VIP Toilets 






• Provision of Electricity 







35 | P a g e 






















WARD 6 PHAPOSANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Extension of water reticulation to HHs that 

are over 250m RDP standard 

• Provision of 7 KM access road 
from Phaposane Clinic -Pitso & 
Maamogwa to main road 

Alternative energy 



Provision of 7 KM 
access road from 
Phaposane Clinic — 

Pitso & Maamogwa to 
main road 

• 

RDP Houses 

• Cleaning of play grounds 





• 

Extension of water reticulation to HHs that 

are over 250m RDP standard 

• Moitlhwe to ZCC - NG 
Ditshoswaneng access road 





• 

Increase of police staff and police vehicles 
in Ganyesa Police Station 

• Extension of high mast Lights 





• 

Electricity infills and extensions 






• 

Provision of 30 KM access road from 
Phaposane T-Junction to Vryburg main 
road 






• 

Completion of 14 Thubelisha RDP Houses 






• 

Provision of Library 






• 

Provision of 3 motor gates at exits 






• 

Motor gate(Cattle control pass) 







36 | P a g e 




















WARD 6 GAMANYAI 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 

2020/2021 

YEARS 

2021/2022 

• Provision of Livestock water 

Provision of 7 KM access road from 
Phaposane Clinic -Pitso & 

Maamogwa to main road 




Provision of 7 KM access 
road from Phaposane 

Clinic -Pitso & 

Maamogwa to main road 

• Electricity extension 

Extension of High Mast Lights 





• Extension of VIP Toilets for 300 HHs 






• Learner School transport 






• Maintenance of internal roads 






• Fire belts for grazing land 






• RDP Houses 






• Provision of Clinic 






• Provision of alternative energy for Lukung 
and Gamongalanyane for 50 HHs 






• Rehabilitation of Dams (Mamunong, 

Mogorosi, Maruping & Kegopotsemang) 







37 | P a g e 





















WARD 7 NEUHAM 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 

2018/2019 

YEAR 3 
2019/2020 

YEAR 4 

2020/2021 

YEARS 

2021/2022 

• Provision of Livestock water 

High Mast Lights 

Provision of alternative 
energy 




• Provision of mobile clinic 

Cemetery fencing 





• RDP Houses 

Community Hall 





• Extension of water taps for 






• VIP Toilets 






• Learner Transport 






• Provision of Early Learning Center for 30 
Children 






• Renovation of the tribal hall 







38 | P a g e 



















WARD 7 PEMBROEK 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Construction of Tribal hall 

• Provision of 3 KM access road 
from main road to the Cemetery 

Provision of alternative 
energy 




• Water extension for 15 HHs 

• 3 High mast lights 





• Provision of Livestock water 

• Bridge between Newham and 
Pembroke 





• Rehabilitation of 1 dam 

• Community hall 





• Learner Transport 

• 1 KM pavement access road 
from ESKA to Kgokgole 





• Maintenance of main gravel road to 
Kgokgojane and Newham 

• Fencing of cemetery 





• RDP Houses 

• Alternative electricity 





• Electricity extension for 40 HHs 






• ELC 






• SASSA pay point 






• School renovation 






• EPWP 






• 15 VIP toilets 







39 | P a g e 
































WARD 7 ERIKA 


VTSD PROJECTS 


ISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Construction of Tribal hall 

• Provision of 2 KM access road 
from main road to the Cemetery 

Provision of alternative 
energy 




• Water extension for 20 HHs 

• 2 High Mast light 





• Livestock water 

• EPWP 





• Rehabilitation of 1 dam 

• CWP 





• Learner Transport 

• Alternative energy 





• Maintenance of gravel road to Kgokgojane 

• Fencing cemeteries 





• RDP Houses 






• Electricity extension for 






• ECD 






• De-bushing 







40 | P a g e 





















WARD 7 OFORO 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 

2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water reticulation to HHs that 

are over 250m RDP standard 

• Bridge between Kgokgole and 
Oforo 

Provision of alternative 
energy 




• Maintenance of current water stand-pipes 

• Cemetery fencing 





• Provision of Livestock water 

• High Mast light 





• Maintenance of water Engines 

• EPWP 





• Electricity in-fills and Extensions 

• CWP 





• Provision of mobile Clinic 






• Provision of VIP Toilets for 10 HHs 






• RDP Houses 






• Rehabilitation of 2 dams 







41 | P a g e 




















WARD 7 KGOKGOLE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water reticulation to HHs that 

are over 250m RDP standard 

• High Mast Lights 

Provision of alternative 
energy 




• Maintenance of current water stand-pipes 

• Alternative energy 





• Provision of water for Kgokgole Clinic 






• Construction of a Satellite police station 






• Rehabilitation of 2 dams 






• Extension of classrooms for Kitlanang 

Primary School 






• Electricity Extension 






• Mining 






• Game Reserve 







42 | P a g e 




















WARD 7 KGOKGOJANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

Electrification of Thusong Centre 

Provision of 
alternative energy 




• Provision of supplementary food for livestock 

(Drought) 

Paving access road to Itireleng 





• De-bushing along the road 

Community hall 





• Provision of Livestock loading bay 

Bridge between Kitlanang Secondary 
School 





• Funding of Agricultural Cooperative 

Cemetery fencing 





• 24/7 hr Clinic 

EPWP 





• Sports facility 

CWP L 





• Library 

High Mast Lights 





• Tarred road from Southey to Eska 

Alternative energy 





• VIP Toilets 

Motor gate(cattle control pass) at Ga- 
Matebane Cattle Post 





• Post office 






• Laboratory & extension class at Kitlanang 
Secondary 






• Fencing of farming fields 







43 | P a g e 
























WARD 7 SOUTHEY 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 

stands 

• Construction of Access roads 
from post office to tribal hall 

Provision of 
alternative energy 




• Maintenance of current water stand-pipes 

• Access road from Kgononyane 
High school to the T- Junction 





• Provision of Livestock water 

• Cemetery fencing 





• Maintenance of water Engines 

• High Mast light 





• Electricity in-fills and Extensions 

• EPWP 





• 24 HR service Clinic 

• CWP 





• Extension of VIP toilets 

• Community Hall maintenance 





• RDP Houses 

• Sports facility 





• Upgrade Tribal House 

Alternative energy 





• Hall & Laboratory extension of Kgokgojane 

Secondary 






• Old age centre 






• Farm Camp fencing 






• Satellite Police Station 







44 | P a g e 

























WARD 7 DIPUDI 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 

stands 

• Cemetery fencing 

Alternative electricity 




• Maintenance of current water stand-pipes 

• High Mast light 





• Provision of Livestock water 

• EPWP 





• Maintenance of water Engines 

• CWP 





• Electricity in-fills and Extensions 

• 





• Provision of mobile clinic 






• Construction of Tarred road from Dipudi to 

Tshaneng 






• Extension of VIP toilets 






• Road signage 






• Learner transport to Tlapeng and Southey 






• Rehabilitation of dam 







45 | P a g e 






















WARD 7 TSHANENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Maintenance of water Engines 

Access road from Tshaneng to 

Tlapeng 

Provision of alternative 
energy 

Provision of high mast light 



• RDP Houses 

Access road from Dipudi to Tshaneng 





• Extension of water reticulation 

Community hall Maintenance 





• Electricity infills and extension 

high mast light 





• Library 

Bridge between the shop and the 
school 





• Clinic 

Sports facility 





• Old age centre 

EPWP 





• School extension 

CWP 





• 100 VIP Toilets 

Alternative energy 





• Farms camp fencing 

Motor-gate(cattle passing control) 

Cattle Posts at Mangaung, Ga- 
Motsoko & Pompo ya Motlhaba 





• Learner transport 

Fencing of cemeteries 





• SASSA pay point signage 

High mast Lights 






46 | P a g e 






















WARD 7 ESKA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

• High Mast light 

Alternative electricity 




• Farms camp fencing 

• Cemetery fencing 





• 100 VIP toilets 

• Access road from Kgokgole to 
Eska 





• Livestock loading ramp 

• Roads and storm water drainage 





• Mobile clinic 






• Livestock water 






• Electricity 







47 | P a g e 


















WARD 8 ASDALE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Maintenance of water Engines 

• Cemetery fencing 





• RDP houses 

• Community hall 





• Yard water Connection 

• high Mast Lights 





• Extension of water stand-pipes to new stands 






• Maintenance of current water stand-pipes 






• Livestock water 






• Electricity in-fills and Extensions for 






• 4 VIP toilets at the cemetery 






• Water engines & stand pipe 






• Provision of electricity 




t_ 


• ECD building 






• Moto gate(cattle control pass) Cattle post at 
Morna 






• Learner transport 





_ 


48 | P a g e 
































WARD 8 BULLRAND 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 

2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP houses 

• Provision of access road from 
Eckron to Bullrand 





• Provision of water 

• Community hall 





• Fencing of farming fields 

• High Mast Lights 





• 10 VIP toilets for households & at the 

cemetery 






• Electricity in-fills and Extensions 






• ECD building 






• Provision of electricity 






• Motor-gate (cattle control pass) Cattle post 






• Learner transport 






• 






49 | P a g e 

























WARD 8 MADINONYANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Maintenance of water Engines 

• High Mast Lights 





• Enough supply of Diesel for water Engines 

• Access road from Madinonyane 
to the clinic 





• Electricity in-fills and Extensions 

• Sports facility 





• Construction of internal roads at 
Madinonyane RDP section 

• Access road to Bullrand 





• Fencing of cattle posts and road edges 

• Motor gate(cattle control pass) 
Morna Cattle post 





• School renovation i.e. toilets and , furniture 

• Motor gate (cattle control pass) 
Apollos 2 Cattle post 





• Building of dumping sites 






• Road signage 






• Oxidation ponds 






• Learners transport 






• Electricity provision 






• Water provision 






• 







50 | P a g e 

























WARD 8 RUSTEN 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Electricity extension 

Motor gate(Cattle control pass) 





• Extension of water provision 

Cemetery fencing and toilets 





• RDP Houses 

High Mast Lights 





• Maintenance of water engines 






• Change diesel water engine to Electricity 






• VIP Toilets 1 





51 | P a g e 
























WARD 8 ETHOL 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water reticulation 

Alternative energy 

Provision of 
alternative energy 




• RDP houses 

High Mast Lights 





• Electricity extension 






• Extension of VIP Toilets 






• Maintenance of Bridge 






• Extension of Ethol 

Community Day Care Centre. 






• Motor gate(cattle control pass) Rhino 

Cattle post 






• Motor gate(cattle control pass) Ga-Apollos 
Cattle post 







52 | P a g e 



















WARD 8 POUVAL 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Extension of water reticulation 

Provision of Access road from 

Pouval primary school to the 
cemetery 

Provision of alternative 
energy 




• 

Electricity extension 

Fencing of cemeteries 





• 

Electricity infills 

High Mast Lights 





• 

Extension of VIP Toilets for 






• 

Motor gate(cattle control pass) Cattle Post 






• 

Road Sign 






• 

Livestock water 







53 | P a g e 

















WARD 8 VRAGAS 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 

YEAR 3 

YEAR 4 

YEARS 



2018/2019 

2019/2020 

2020/2021 

2021/2022 

• Electricity infills 

Fencing of cemeteries 

Provision of Sports 
facility 




• Extension of water reticulation 

EPWP 





• Extension of VIP Toilets 

CWP 





• Clinic 

High Mast Lights 





• RDP houses 






• Provision of livestock water 






• Ga-Lewane Cattle post 

Motor gate(Cattle control pass) 






• Ga-Lephanye Cattle post 

Motor gate(Cattle control pass) 






• Community hall paving 






• 






• 







54 | P a g e 






















WARD 8 VERGENOEG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Electricity extension 

• Construction of a Bridge between 
Gaegane and the other site of the 
village 





• Extension of water reticulation 

• Sports facility 





• Provision of Mobile Clinic 

• Fencing of cemeteries 

Provision of 
alternative energy 




• Extension of VIP toilets 

• High Mast Lights 





• Provision of livestock water and 
rehabilitation of water pan 






• Small Enterprises not promoted 






• Monontshane Cattle Post 

Motor gate(Cattle control pass) 






• Shortage of Educators 







55 | P a g e 



















WARD 8 LOUWNA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 

2018/2019 

YEAR 3 

2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Construction of 60 KM tarred road to 

Vryburg road 

• Revamping of Dumping site 





• RDP Houses 

• Fencing of Cemetery 





• Electricity Infills and extensions 

• Provision of Sports ground 





• Provision of water and Reticulation 

• High Mast Lights 





• Provision of a Police station 

• Public toilets( Taxi Rank) 





• Livestock water 

• Collection of waste 





• Provision of Grassing land 

• Community hall Toilets 





• VIP Toilets 






• Provision of Clinic 






• EPWP 






• Provision of shades at Louwna Hiking 

Sport 






• Vaccination Kraal 






• 8 Cattle posts 






• Learner transport 







56 | P a g e 

























WARD 8 ITIRELENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Electricity infills and Extension 

• High Mast Lights 

Provision of 
alternative energy 




• Livestock water and human consumption 






• Extension of water stand pipes to new HHs 






• RDP Houses 






• Fencing of grazing camps 






• Provide toilets at cemeteries 






• Extension of Classrooms 






• Leaner transport to Kgokgojane 






• Frequent visit of Mobile clinic 






• Provision of ECD 






• Provision of a library 






• 4 Dikalakeng Cattle posts(cattle control 

pass) 







57 | P a g e 























WARD 9 MOROKWENG LONGANENG SECTION 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Extension of water stand-pipes to new 

stands 

• Thenuisson to Longaneng 

Primary access road 





• 

Maintenance of current water stand-pipes 

• Extension of High Mast lights 





• 

Provision of Livestock water 






• 

Maintenance of water Engines 






• 

Electricity in-fills for HHs and Extensions 







58 | P a g e 

















WARD 9 BONA-BONA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Extension of water stand-pipes to new 

stands 

• High Mast light 

Provision of 
alternative energy 




• 

Extension of VIP Toilets 

• Alternative energy 





• 

RDP Houses 






• 

Learner transport 






• 

Extension of Hours of operation for Bona- 
Bona Clinic (24/7) 






• 

7 Cattle post (Maarjane, lokgalung, 
Kabayatlhose, Morakaneng, Selonane, 
Metsaneng & Kgaratlhose) 

Motor gate(Cattle control pass) 













59 | P a g e 

















WARD 9 MATLHABETLHABE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Water reticulation 

Access road from community hall to 
Matlhabetlhabe P School 

Provision of 
alternative energy 




• De-Bushing 

High Mast Light 





• Mobile clinic 






• RDP Houses 







60 | P a g e 




















WARD 9 KOKWANA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Water extension to new HHs 

• High Mast light 

Provision of alternative 
energy 




• Maintenance of water pipes and stands 

• 





• Maintenance of water engine 






• Renovation of Mabone P S 






• Water at Cattle posts (Dise & Kanfane) 







61 | P a g e 















WARD 9 MABONE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of VIP toilets 

• High Mast light 

Provision of 
alternative energy 




• Water reticulation to new stand 






• RDP Houses 






• De-bushing 






• Water provision Cattle post - Gankwane 






62 | P a g e 





















WARD 9 MANYELEDI 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Electricity Extension 

• High Mast light 

Provision of 
alternative energy 




• Water reticulation to new stands 






• Renovation of Agelelang Thuto 
Primary 






• RDP houses 






• Provision of livestock water 






• Provision of Road to Kokwana 






• Skills development center 






• Water provision Cattle post - 

Khwinkhwi 







63 | P a g e 



















WARD 9 DRY-HOOK 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Provision of Livestock water 

High Mast light 

Provision of 
alternative energy 




• RDP House 









64 | P a g e 
















WARD 9 MAPITIKI 
VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 

YEAR 3 

YEAR 4 

YEARS 



2018/2019 

2019/2020 

2020/2021 

2021/2022 

• Maintenance of water Engines 

• High Mast light 

Provision of 
alternative energy 




• Change Diesel water engines to electricity 






• RDP Houses 






• Provision of livestock water 























WARD 9 MATLODING 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of VIP toilets for RDP Houses 

• High Mast light 

Provision of 
alternative energy 




• Provide early learning Center 






• Provision of water and reticulation 






• Tarred road 






• Provision of Mobile Clinic 






• Cellphone Network coverage 






• Infills and extension 






• Extension of grades in Matloding P School 






• Water provision of Cattle post Gankwane 






• 







66 | P a g e 





















WARD 9 GAMODIKWE 
VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 

YEAR 3 

YEAR 4 

YEARS 



2018/2019 

2019/2020 

2020/2021 

2021/2022 

• Water reticulation 

• High mast lights 

Provision of 
alternative energy 




• De-Bushing 






• Mobile clinic 






• RDP Houses 























WARD 9 GAMOKONYANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• De-Bushing 

• High mast lights 

Provision of alternative 
energy 




• Mobile clinic 






• RDP Houses 







WARD 9 KAGISHO 
VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

• Access road from Kagisho to join 
Bona Bona main road 

Provision of 
alternative energy 





• High mast lights 






68 | P a g e 























WARD 9 KAGISHONYANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

• Access road from Kagiso to join 
Bona Bona main road 

Provision of 
alternative energy 




• 

• High mast Lights 








69 | P a g e 
















WARD 9 MAPHUTI 
VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Water reticulation 

• High Mast Lights 

Provision of 
alternative energy 




• De-Bushing 






• Mobile clinic 






• RDP Houses 























WARD 10 MOROKWENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 

stands 

• Morokweng Storm water 
drainage phase 2 





• Maintenance of current water stand-pipes 

• Tinkie's shop - Keipatile primary 
access road 





• Provision of Livestock water 

• Maintenance of Rabu Rabu and 
Keipatile Access roads 





• Maintenance of water Engines 

• Extension of High Mast lights 





• Electricity in-fills and Extensions 

• 




Upgrade of Sports 
facility (Artificial 

Turf) 

• Increase nurses in Morokweng clinic 






• RDP Houses 






• Extension of VIP toilets 






• Provision of Skills development centre 






• TVET(Technical, Vocational and 

Educational Training) 






• Speed humps 






• 







71 | P a g e 























WARD 10 BOTSALANO 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of Secondary School 

• Access road from Botsalano 
Primary to the main road 





• Conversion of a clinic into health center 

• Access road from main road to 
Secondary school 





• Electrification at Leseding & Ikageng 

• Upgrade of sports facility 





• Provision of ICT Resources 

Goat massification project 





• Provision of Security at clinic and schools 

• Pave from main road to the clinic 
& two schools 





• Prevention OF Stock Theft 






• Increase of Nurses at Clinic 






• RDP Houses 






• VIP toilets at cemeteries 






• SASSA pay point 






• 







72 | P a g e 






















WARD 11 POUTLANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Provision of water and reticulation 

High Mast lights 





• Electricity extension for 






• Provision of Livestock water 






• RDP Houses 






• Debushing of aliens plants 






• EPWP Projects 






• Road signage 






• 9 KM access road from Tseoge to Barakile 

P School 






• Bridges from Gamontshonyane access 

road to Poutlwane 






• 







73 | P a g e 





















WARD 11 KONKE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Extension of water stand-pipes to new 

stands 

• Konke wetlands 





• 

Electricity extension 

• High Mast Lights 





• 

RDP Houses 






• 

Provision of Livestock water 






• 

Tseng and Konke wetlands (Metsitlhoko) 






• 

Registration of livestock 







74 | P a g e 
















WARD 11 MAHAAKETLWA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Water Reticulation 

• High Mast Lights 

Alternative 

energy 




• Electricity extension 






• RDP Houses 






• Signage of the village and streets 






• Upgrade of schools toilets (pit latrine) 






• Sanitation and electrification at Pay Point 

area 






• Water Reticulation 






• Frequent visit of mobile Clinic 






• Provision of Tribal Hall 







75 | P a g e 




















WARD 11 GAMONTSHONYANE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water pipes to new stands 

High Mast Lights 

Alternative 

Energy 




• Electricity infills 






• Maintenance of water Engines 






• Change Diesel water engine to electricity 






• 24/7 Health services at Tseoge Clinic 

• 






• Conduct Survey for Minerals 






• VIP Toilets at Cemeteries 






• 







76 | P a g e 


















WARD 11 MAHENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Provision of Livestock water 

Alternative Energy 

Provision of 
alternative energy 




• RDP Houses 

Glass recycling 





• Extension of water pipe stand 






• Electricity infills 








77 | P a g e 













WARD 11 KIBITWE 
VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Completion of Tribal Hall 

High mast Lights 

Provision of 
alternative energy 




• Electricity infills 






• RDP houses 






• Extension of VIP toilets 























WARD 11 MAKALAATHUTLWA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

• 2 KM Access road from 
Tshipietsile Secondary School 
to Gamontshonyane main road 

Alternative energy 




• Extension of VIP toilets 

• High mast Lights 





• Renovation of Tshipietsile S School 






• Inadequate supply of food in the school 






• Provision of livestock handing facility 








79 | P a g e 























WARD 11 DIHATSWE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 


KMLM RESPONSIBILITY 


PRIORITY PROJECTS 


YEAR 2 
2018/2019 


YEAR 3 
2019/2020 


YEAR 4 
2020/2021 


YEARS 

2021/2022 


RDP Houses 


High mast Lights 


Alternative energy 


Provision of water 


VIP Toilets 


Water Tank and maintenance of water 
pipes 


Provision of electricity 



80 | P a g e 






















WARD 11 LEEU-AAR 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 

YEAR 3 

YEAR 4 

YEARS 



2018/2019 

2019/2020 

2020/2021 

2021/2022 

• Provision of Livestock water 

• Fencing of Cemeteries 

Alternative energy 




• Provide RDP House 

• High Mast Lights 





• Maintenance of water Engines 






• Change Diesel water engine to electricity 






• Rehabilitation of sites used for construction 
of road and water reticulation 






• Need for frequent visits of Councilors 






• Provision VIP Toilets at Cemeteries 






• Provision of road from main road to Kibitwe 







81 | P a g e 



















WARD 11 MOSOKATLHOGO 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP House 

• Provide access road from 
Mosokatlhogo cemetery to main 
road 





• Completion of Houses 

• Alternative Energy 





• Provision of Tribal Hall 









82 | P a g e 

















WARD 11 TSEOGE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

• Moreri middle school- main road 

Access road from Moreri 
middle school- main 
road 

Access road from 
Moreri middle 
school- main road 



• Electricity extensions & Infills 

• High Mast lights 





• VIP toilets 

• Sport facility 





• Library 

• Thusong service center 





• Extension of Secondary school 

• Fencing of cemeteries 





• De-bushing 

• Crasher making project 





• Road signs 

• Access road to the cemeteries 





• Provision of Emergency vehicle 






• Construction of Tribal Office 






• Post office 






• Renovation of Community Hall 







83 | P a g e 




























WARD 11 BOTSALANO 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Water 

• High Mast light 





• Library 

• Sports ground 





• Electricity of New Stand 






• 24 hrs. Clinic operation 






• Shopping Centre 






• Disaster houses 







84 | P a g e 
























WARD 12 TSEOGE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water pipes to new stands 

• High Mast Light 





• Electricity infills for and Extension 






• Provision of Livestock water 






• RDP Houses 






• Maintenance of water Engines 






• Resolve Dolomitic issues & construct 34 

RDP House 






• Renovate and Utilize abandoned Building 
as a Library 






• Provide 24/7 health services in Tseoge 

Clinic 







85 | P a g e 






















WARD 12 BRAY 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 



YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 
stands 

• Upgrade of sport facility 

Construction of Bray 
Thusong Service Centre 




• Maintenance of current water stand-pipes 

• Energizing of 10 High-Mast 
lights 





• Electricity in-fills and Extensions 

• Construction of Thusong Service 
Centre 





• Maintenance of water Engines 






• RDP Houses 






• Completion of 40 KM tarred road from 
Jakkalskop to Bray 






• Lerner’s transport from surrounding farms 






• Emergency Services Station 






• Land provision for farming 







86 | P a g e 























WARD 12 MAKABOLE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water pipes to new stands for 

• High mast Lights 

Alternative energy 




• Electricity infills and Extension 

• Fencing of cemeteries 





• Provision of Livestock water 






• RDP House 






• Maintenance of water Engines 

• 






• Provide Skill Development 






• Clinic 






• Provide SASSA Pay-Point 






• Change Diesel water engine to electricity 






• Tarred Road from Tseoge to Setabeng 







87 | P a g e 





















WARD 12 LOKGENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand pipes 

• Provision of Sport Facility 

Alternative energy 




• Provision of Livestock water 

• Electricity extension & infills 

• Community hall 





• Provide RDP Houses 

• High Mast Light 





• Maintenance of water Engines 

• Provision of SASSA pay point 

• Fencing of cemeteries 





• Change Diesel water engine to electricity 






• Provision of Mobile clinic 






• Cell phone network coverage 






• Provision of a Police station 






• Tarred Road from Tseoge to Setabeng 







88 | P a g e 

























WARD 12 TSENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 

2018/2019 

YEAR 3 
2019/2020 

YEAR 4 

2020/2021 

YEARS 

2021/2022 

• Electricity infills and Extension 

• Community Hall 





• RDP Houses 

• Fencing of cemeteries 





• Need 24Hours health services at Tseoge 
Clinic 

• Access road from main road to 
Mogomotsi 





• Provision of Auction Bay 

• Tseng wet-lands 





• Maintenance of Leaking Taps 

• High mast light 





• Maintenance of gravel roads that connect 

De Aar, Tseng, Bailele and Dikhudu villages 






• De-Bushing 






• Mobile clinic 






• RDP Houses 






• SASSA pay point 






• Maintenance of Windmills 






• Library 






89 | P a g e 
































WARD 12 SETABENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Electricity infills and Extension 

• Resuscitation of Setabeng 

Women Cooperative(Fencing, 
Polish making and candle 
making) 





• Provision of Livestock water 

• Provision of Sport Facility 





• RDP House 

• Registration and provision of 
capital for Youth Cooperatives 
(Livestock, Bakery, Saloons 





• Maintenance of water Engines 

• High Mast Lights 





• Tarred road from Tseoge 






• 24/7 Health Services at Setabeng Clinic and 

Maintenance 






• Extension of water taps 






• De-bushing of farming camps 






• Business Skills Development for youth 






• Building of Early Childhood Development 
centre (ECD) 






• Access to ICT Services 





• Building of an orphanage 






• SASSA Mobile Service points 







90 | P a g e 


































WARD 12 VOSTERSHOOP 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Provision of Land for settlement 

• High mast Lights 

Provision of 
alternative energy 




• RDP Houses 






• Provision of Clinic 






• Provision of Water 






• Provision of Electricity 






• Road from Tseng to Vorstershoop 






• VIP Toilets 






• Shelter at hiking spot 







91 | P a g e 



















WARD 13 TLAKGAMENG 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Access to information on social and 

economic opportunities 

• Under-utilisation of the available 
resources (Multi-purpose centre 
and the candle making building) 





• Development of a shopping centre to 

encourage circulation of money within the 

village 

• 3km Shupu Primary access road 
paving to the tarred road 




Sebetwane- 
Shupu to Seitsang 
access 

• Building of a school at Garathebe Section 

• Paving of Thusong Services 

Centre yard 


Provision of 
alternative energy 



• Incomplete electrification project in all 

Section 

• Paving internal road at the RDP 
Flouses 





• Fencing of grazing land project incomplete 

• Fencing of Thusong Service 
centre and Tlakgameng 
Multipurpose with palisade 





• Unoccupied RDP Flouses vandalised 

• Extension of 4km road from 
Katlego Restaurant to the RDP 
section 





• Tunnel and drainage system on the main 

road 

• Community hall 





• Fire station 

• Access road from main road to 
Thuso Thebe via Garathebe to 
Ratanang cafe main road 





• Provision of dumping site 

• Bridge on access road from 
Garathebe to Ratanang cafe 
main road 






92 | P a g e 



















DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Provision of electricity at 

Gamongalanyane 

• Provision of High mast lights (35 
high mast lights) 

Provision of High 

Mast light 




• Maintenance of 42 km road from 

Phaposane to Gamodisenyane 






• Primary School at Garathebe 






• Electricity to Phelandaba 






• Alternativef Energy at Gamongalanyane 






• Extension of water stand-pipes to new 

stands 






• Maintenance of current water stand-pipes 






• Provision of Livestock water 






• Maintenance of water Engines 






• Electricity in-fills and extension 






• Increase of nurses in Tlakgameng clinic 






• RDP Houses at Phelandaba and 

Garathebe 






• Monitoring of social and economic projects 

by government 







93 | P a g e 

































DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Provision of support services for cultural 

and other artists including access to 

funding (Lottery) 






• Road infrastructure that will promote 

access to markets (Mafikeng through 

Setlagole and Vryburg Roads) 





















WARD 14 MOSWANA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

• Alternative energy at Gadikao 
Section 

Alternative 

energy 




• Electricity infill 100 and Extensions 150 

• 10 high mast lights 





• New infrastructure for Moswana Primary 

• Fencing of cemeteries 





• Extension of water stand-pipes to new 






• Maintenance of current water stand-pipes 






• Provision of Livestock water 






• Maintenance of water Engines 






• 10 km access road from Phaposane tarred 

road to Moswana Z371 






• VIP Toilets 






• Tarred road from Ganyesa, Moswana to 

Tlakgameng D327 






• Completion of Disaster houses 







95 | P a g e 






















WARD 14 GOODWOOD 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 

stands 


Alternative energy 




• Maintenance of current water stand-pipes 



Provision of High 
mast lights 



• Provision of Livestock water 






• Maintenance of water Engines 






• Learner Transport 






• Road from Ganyesa - Austery -Goodwood 

to Tlakgameng Z374 






• Clinic 






• RDP Houses 






• VIP Toilets 






• New infrastructure at Nchelang Primary 

School 




mm 


• Completion of Disaster houses 







96 | P a g e 





























WARD 14 AUSTREY 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 

stands 

Maintenance of Community hall 





• Maintenance of current water stand-pipes 

Provision of 15 High mast lights 





• Provision of Livestock water 

Renovation of Community Hall 





• Provision of High School 






• Road from Ganyesa -Austery -Goodwood 

to Tlakgameng Z374 






• RDP Houses 






• VIP Toilets 






• Change water engine from Diesel to 

electricity 






• 24 hr service clinic 






• Library 






• Fencing of livestock handling facility with 

steel 






• Resuscitation of Marele Goat projects 






• Extensions of farms 







97 | P a g e 
























WARD 14 GANYESA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of water stand-pipes to new 

stands 

Bridge to the cemetery 





• Maintenance of current water stand-pipes 

Extension of High Mast Lights 





• Provision of Livestock water 

Community Hall 





• Fencing of ploughing fields 

Monnaaphang-Parkings- Nazarene 
access road 





• RDP Houses 






• 








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WARD 15 GANYESA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 




YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• RDP Houses 

• 

Access Road from Bore Sec 
School via Boingotlo to 

Cemetery with drainage storm 
water (Bridge) 


Huhudi high school- 
Mawethu Butchery 
joining Bore Middle 
School Access road 



• Extension of water pipes 

• 

Access Road from Huhudi High 
School via Thibogang Primary 
School to Main road. 





• Extension of Electricity and Infills 

• 

Upgrade of Sport and Tennis 
ground 





• VIP toilets 

• 

Community Hall 





• RDP Houses 

• 

Alternative energy 





• Electrification type 2 

• 

Huhudi High school- Mawethu 
Butchery joining Bore Middle 
School to access road 





• Main Renovation and Extension of Thibogang 
Primary School 




■ 


• Clinic centre between Magaabue and 
Ganyesa 






• Water reticulation at Lerona View Section 






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WARD 15 GANYESA 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Rehabilitation of Borepit 

Bridge to the cemetery 





• Maintenance of water reservoir 

Extension of High mast lights 





• Speed humps at Thibogang PS 

Renovation of Community Hall 





• Upgrade of Bridge between Bore and 

Bakola section 






• RDP Houses 






• Community Art centre 








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WARD 15 TLAPENG 


VTSD PROJECTS 


DISTRICT/SECTOR 

DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 

YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• Extension of Water and reduce 
distance of the existing to RDP 
standard 

• Access road from Main Road via 
Community Hall to Raditshane High 
School 

Provision of alternative 
energy 




• Community Library 

• Access road from Mosesana 
residence Via Phuthanang cafe to 
Cemetery. 





• Extension of water pipes 

• Access Road from Moilwe s 

Residence via Community Hall to 
Loabile Cafe. 





• RDP houses 

• High mast Light 





• 24/7 Services at Tlapeng Clinic 

• Main Renovation and Extension of 
community Hall 





• Land for commercial farmers 

• Fencing of 3 cemeteries 





• Extension of (phase2) Raditshane 
Secondary School 

• Sport Facility 





• Extension of Electricity and Infills 

• Alternative energy 





• Increase of water tanks 






• VIP toilets 






• Provision of farming equipment for 
ploughing 






• Fencing of land for crop farming 






• Sprinkler Irrigation system for crop 
farming 







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PRIORITY PROJECTS 


DISTRICT/SECTOR 

DEPARTMENTS 


Cattle Post 


KMLM RESPONSIBILITY 


YEAR 2 
2018/2019 


YEAR 3 
2019/2020 


YEAR 4 
2020/2021 


YEARS 

2021/2022 


SASSA pay Point 


Access road from Raditshane to 


Community Hall 
Old age home 


Prevention of stock theft 


Fencing of cemeteries 


Esbablish Tshesa security 



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WARD 15 MAGABUE 


VTSD PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 

KMLM RESPONSIBILITY 

PRIORITY PROJECTS 





YEAR 2 
2018/2019 

YEAR 3 
2019/2020 

YEAR 4 
2020/2021 

YEARS 

2021/2022 

• 

Extension of water stand-pipes to new 

stands 

• 

Sport Ground 

Provision of 
alternative energy 




• 

Maintenance of current water stand¬ 
pipes 

• 

Access road from Huhudi via 
Magaabue community hall to 
Magaabue Primary School to 
main Road. 





• 

Provision of Livestock water 

• 

High mast light 





• 

Maintenance of water Engines 

• 

Alternative energy 





• 

Mobile clinic ( for Temporary 

measures) 

• 

Cattle post( Cattle control 
pass) 





• 

RDP Houses 






• 

Extension of water pipes 






• 

Extension of Electricity and Infills 






• 

VIP toilets 






• 

Health Centre between Magaabue and 
Ganyesa 






• 

Fencing of livestock camps and water 







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PRIORITY PROJECTS 


DISTRICT/SECTOR DEPARTMENTS 


KMLM RESPONSIBILITY 



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Linking the Municipal Integrated Development Plan (IDP) With the National 
Development Plan (NDP) 



The municipal IDP embrace the National Development Plan’s 2030 vision, and subscribes 
to its objectives which stems from the nine diagnosed challenges that affect South Africa. 
The NDP is the over-arching policy framework for the country to substantially reduce 
unemployment, eliminate poverty and reduce inequality in South Africa by 2030. 

The plan provides a vision for the country towards 2030 ad outlines the guiding route that 
shall be followed towards the strides of radical socio-economic transformation. 

In realizing the 2030 vison the municipality’s IDP has taken into consideration the NDP’s 
objectives together with its six pillars namely: 

1. Mobilizing of all South Africans around a Programme to eliminate poverty and reduce 
inequality 

2. Active engagement of the citizens in their own and the country’s development 


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3. Expansion of the economy through the promotion of exports, the creation of more jobs 
and making growth inclusive. 


4. Enhancement and mobilization and building of key capabilities 

5. Building a capable and developmental state 

6. Fostering of strong leadership through society with leaders from all sectors working 
together to resolve problems 

Linkages of the IDP AND NDP 


Key Chapters for NW 

Municipal KPA 

Building a capable and developmental 

state (strengthen accountability and 

coordination by government) 

Institutional Transformation and 

organizational development 

Good Governance and Public Participation 

Planning and Development 

Financial Viability and Management 

Economy and employment (job creation 

in all sectors by ensuring stability 

Local Economic Development 

Planning and Development 

Basic Service Delivery 

Improving education, Training and 

Innovation 

Institutional Transformation and 

organizational development 

Fighting corruption 

Good Governance and Public Participation 

Financial Viability and Management 

Planning and Development 


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Below is the illustration of how the municipality is going to implement the NDP in the 
2019/2020 financial year. 



consultations 
e.g Sector Plans 


Evaluation 


Reviewed KMLM 
IDP 




SDB P 


One Year 
Implementation 
plan 


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LOCAL IDP FRAMEWORK 


IDP PROCESSES FOR MUNIl 

CIPALITY 

STAGES IN THE 

IDP/BUGETD/PMS PROCESS 

PROCESS 

RESPONSIBILITY 

TIME FRAME 

Analysis/ Planning 

Public participation meetings/ Community 
Based Planning at ward / village level 

• Public Participation, 

• Planning and Development 

Start September-End Nov 2019 

Institutional Analysis 

Perform a Gap Analysis 

• Municipal Manager 

End November 2019 

Strategies Phase 

Review budget related policies e.g. Tariff; 
Credit & Debtors control management, 

Rates, Indigent. 

• CFO 

Start December 2019-End February 

2020 

Link KPA’s and Objectives 

• IDP Manager 

End October 2019 

Determine Strategies and Development 
Objectives 

PERFORMANCE MANAGEMENT PROCESS 

Table 2018/2019 Annual Performance 

Report before Council 

• Municipal Manager 

End August 2019 

Submit the 2020/2021 IDP process plan to 
council 

Submit the 2018/2019 Annual 

• Municipal Manager 


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Performance Report to office of the Auditor 
General 


STAGES IN THE 

IDP/BUGETD/PMS PROCESS 

PROCESS 

RESPONSIBILITY 

TIME FRAME 


First quarter performance review 

Municipal Manger 

October 2019 

Projects Integration Phase 

IDP PRO 

CESS 

Start December 2019- End 
February 2020 

Designs of project proposals, setting of 
project objectives, targets and indicators 

All Directorates 

Presentation of integrated programmes and 
projects by departments 

IDP Manager 

End February 2020 

Integration of Provincial and National 
departmental plans into the IDP to address 
community basic service needs e.g. water, 
roads, electricity etc. 

IDP Manager 

February 2020 

Alignment of IDP with National and 

Provincial Plans 

IDP Manager 

Start February-Mid March 2020 

Present the Draft IDP to the IDP Steering 
Committee 

IDP Manager 

Mid-March 2020 

Table Kagisano Molopo Local Municipality’s 
reviewed Draft IDP 

Municipal Manager 

End March 2020 

Advertise the draft IDP for Comments 

Municipal Manager 

Start April 2020 


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STAGES IN THE 

PROCESS 

RESPONSIBILITY 

TIME FRAME 

IDP/BUGETD/PMS PROCESS 




Projects Integration Phase 

Budget Process 


Revision of the 2019/2020 approved 

MTREF (operating and capital budget) for 
adjustments 

Chief Financial Officer 

Start November 2019-End January 2020 


Consolidation, integration and prioritisation 
of projects submitted in accordance with the 
IDP priorities. 

Chief Financial Officer 



Prepare draft budget and the projections for 
the outer years (MTREF). 

Chief Financial Officer 

End February 2020 


PERFORMANCE MANAGEMENT PROCESS 



Table 2018/2019 Annual Report before 
Council 

Mayor 

End January 2020 


Report on current year’s budget 
implementation Mid-year budget and 
performance assessment sec 72 of the 
MFMA.( Second Quarter review) 

Municipal Manager 

End January 2020 


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Approval Phase 

IDP PROCESS 


Advertise the schedule for community 
consultative meetings 

Municipal Manager 

Start April 2020 


2nd community consultative meetings at 
ward level with key stakeholders, Provincial 
and National Departments, Traditional 
Authorities, & others 

Mayor 

Start April -End April 2020 


Consolidation of feedback from public 
participation process and incorporate 
thereon into the Final IDP 

IDP Manager 

Mid May 2020 


Present the consolidated IDP to the IDP 
Steering Committee 

IDP Manager 

Mid-May 2020 


Tabling of the Final IDP to the Executive 
Committee 

Municipal Manager 

End May 2020 


Table the Final 2019/2020 IDP to Council for 
Approval 

Mayor 

End May 2020 


Advertise the Approved IDP 

Municipal Manager 

Start June 2020 


Submit the approved IDP to the MEC of 

Local Government, National & Provincial 
Treasury within 10 Days after Approval 

Municipal Manager 

Mid-June 2020 


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BUDGET PROCESS 


Mid-year budget and performance 
assessment 

Municipal Manager 

25 January 2020 


Tabling of section 72 report & adjustments 
budget before Executive Committee 

Municipal Manager 

End January 2020 


Tabling of section 72 report & adjustments 
budget before Council 

Mayor 

End January 2020 

Stages in the 

IDP/BUGETD/PMS PROCESS 

PROCESS 

RESPONSIBILITY 

TIME FRAME 

Approval Phase 

PERFORMANCE MANAGEMENT PROCESS 


Tabling revised 201/2020 SDBIP 

Municipal Manager 

End January 2020 


Public Participation and consolidation of the 
feedback on the 2018/2019 Annual Report 

MPAC 

End February- 2020 


Table oversight report to Council on the 
2018/2019 Annual Report 

MPAC 

End March 2020 


Submit oversight report on the Annual 

Report to provincial legislature 

Municipal Manager 



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Make public the oversight report within 
seven (7) days of the adoption of the annual 
report. 

Municipal Manager 

Mid-April 2020 

Third Quarter Performance review 

Municipal Manager 

15 April 2020 

Submit the 2019/2020 SDBIP to Mayor 

Municipal Manager 

End June 2020 

Submit the 2019/2020 Performance 
Agreements to the Mayor 

Municipal Manager 

End July 2019 



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MONITORING PROCESSES 


Monitoring of the Integrated Development Plan will be done through the Service Delivery and 
Budget Implementation Plan (SDBIP) as well as the Performance management Framework. 


E. SPATIAL ECONOMY AND DEVELOPMENT RATIONALE 

SITUATIONAL ANALYSIS 


This section gives an overview regarding the current situation in the Kagisano-Molopo 
Local Municipality, in terms of: 

• Spatial structure 

• Main economic sectors and trends 




Map 1: 
Base Map 

TOWNS 

TYPE 

O Capital 
O CapitalProvince 
O City 
Hamlet 
MajorTown 
OtherTown 
SecondaryTown 
Settlement 


Contour (20m) 
Contour (INDEX) 

■ “ Railway 
ROADS 
TYPE 

— National Road 
Provincial Road 

RIVER 

CUSS 

Non Perennial 
Perennial 

Formal Settlements 
Water Area 

jjT^] Kagisano Molopo LM 


tl) treaSUr/ INTEGRATED DEVELOPMENT PLAN . „ 

REPUBLIC OF SOUTH PFIBCA I I I |SJ 


r 

Akanya 


Kagisano-Molopo Local Municipality - Spatial Development Framework 


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Spatial Development Framework 


The following applies to the nodes identified in Kagisano-Molopo: 
Table 1: Ganyesa (Local Node) 

Name of settlement: Ganyesa 

Type of settlement: Rural village 

Nodal order: Local Node 

Development proposals: (See the map below) 



□ Limit further expansion of the area. 

0 Focus on basic level of services only. 

□ Focus activities, public amenities and social services along the 
R378 

□ Focus on improved linkages with surrounding nodes 

□ Development should not diminish the rural nature of the area 

□ Focus should be on the creation of small business 
opportunities for local development 


Spatial Structure 


Kagisano-Molopo Local Municipality-Spatial Development Framework 


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Table 2: Morokweng (Local Morokweng 

service Centre) 

Name of settlement 

Morokweng: 

Type of settlement: Rural village 

Nodal order: Local service centre 

Development proposals: (See the map below) 

□ Limit further expansion of the area. 

0 Focus activities, public amenities and social services along the R379. 

□ Focus on improved linkages with surrounding nodes 

□ Development should not diminish the rural nature of the area 

□ It is suggested that talks should be held regarding the formalisation of Morokweng. Planning, 
development, attracting of investment, implementation of services and provision of infrastructure 
can only happen if the node has been formalised. This is subject to a tribal resolution. 

□ Until village is formalised focus should be on providing at least basic level of services. 


Map 2: Morokweng Local SDF Map 


MOROKWENG SDF 


Locality Map 


Kagisano-Molopo Local Municipality-Spatial Development Framework 


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Table 3: Tlakgameng (Local 
Service Centre) Name of 

settlement: Tlakgameng 

Type of settlement: Rural village 

Nodal order: Local service centre 

Development proposals: (See the map below) 

□ Limit further expansion of the area. 

□ Focus on basic level of services only. 

□ Focus activities, public amenities and social services along 
the R378. 

□ Focus on improved linkages with surrounding nodes. 

□ Development should not diminish the rural nature of the area. 

□ Focus should be on the creation of small business 
opportunities for local development 



Kagisano-Molopo Local Municipality-Spatial Development Framework 


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Piet Plessis 


Table 4: Piet Plessis (Local 
Service Centre) Name of 
settlement: 

Type of settlement: Rural Town 

Nodal order: Local service centre 

Development proposals: (See the map below) 

□ Further expansion should not be allowed. 

0 No development south or west of the R377. 

□ Open land in the town should be sufficient to accommodate 
any future development for the next 10 years 

O Focus should be on maintenance of current infrastructure and 
not providing new services. 

Map 4: Piet Plessis Local SDF Map 


PIET PLESSIS SDF 



Kagisano-Molopo Local Municipality-Spatial Development Framework 


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Table 5: Bray (Local Service 
Centre) 

Name of settlement: 

Bray 

Type settlement: Rural Town 

Nodal order: Local service centre 

Development proposals: (See the map below) 

□ Primary function will remain as a border post. 

□ Traveller oriented retail and to be supported. 

□ No residential development at the border post. 

O Investment in the quality of the public environment and good 
urban management urgently required. 

□ Nature of land uses to focus on border control functions as 
primary function. Traveller support and logics related 
development to be integrated with planning and development. 

Mop 5: Broy Loco ISDF Mop 



Kagisano-Molopo Local Municipality - Spatial Development Framework 


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Roads and Transport 

The major road links is R378 which links Ganyesa, Tosca to Bray from Vryburg and 
surrounding villages. Other smaller feeder roads exist connecting villages to the main rural 
villages. However, most of these are not tarred and largely unusable during summer when 
occasional flooding occurs. This makes access between the villages impossible. 

The road passing from Kudunkgwane, Tlakgameng through Ganyesa to the south west is a 
primary route, serving as the main link to Kuruman. In addition, the road from Ganyesa, 
Morokweng to Vorstershoop and eventually Botswana (R379) is a primary route. This has a 
high volume of traffic. 

As per the draft District Rural Road Assessment System the municipality is currently siting 
with 100,886 KMs of the assessed road. The assessment comprises of flexible roads: 38,516 
KMs, Block; 8,604 KMs and lastly Gravel at 31,991 KMs. 

Natural Assets and Potential 
Soil: 

The main types of soil occurring in the municipality are Glenrosa, Mispah, Plinthic catena, 
eutrophic and Red, yellow apedal, yellow <15% clay. Red, yellow apedal, yellow <15% clay is 
the most common soil occurring, the majority of the municipality is dominated by these deep 
sandy soils, which were deposited by wind. These soils are very sensitive to wind erosion and 
special management practices need to be implemented before cultivation can take place on 
this soil. Due to low and erratic rainfall these soils are not cultivated and are mostly utilized as 
natural veld or planted pasturesl. 

Soil potentials for cropping are generally poor in the Kagisano-Molopo Local Municipality, with 
soils in much of the municipality being subject to wind erosion due to a low percentage of clay. 
Furthermore, soils are often shallow and characterized by rocky outcrops, which further reduce 
the potential of soils for crop production. There are areas with some potential in terms of 
cropping on the south eastern edge of the municipality. However, the arid climate, soil depth 
and clay content prevent these areas being cultivated in most cases Land degradation in the 
municipality is highest in the former homeland areas to the west of the municipality. Levels of 
soil degradation in the municipality follow the same patterns with the former homeland areas 
suffering from moderately high levels of degradation. There are no protected areas in the 
municipality. The main land use within the municipality is that of cattle farming, as well as a 
small area in the south of the municipality that is used for crop farming 


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Vegetation: 


The vegetation of NW397 is characterized by turf thornveld and mixed Bushveld areas. It 
consists of mainly six (6) vegetation types covering an estimated 1135412.4ha, namely Ghaap 
Plateau Vaalbosveld, Kuruman Mountain Bushveld, Mafikeng Bushveld, Molopo Bushveld, 
Southern Kalahari Salt Pans and Stella Bushveld. This type of vegetation is good for cattle 
and rearing goats and wild animals. This suggests that potential of national and private game 
reserves exist. Productive use of land which is non-arable in alternative ventures like private 
farms run in partnerships with the local rural communities of the NW 397. The municipality is 
dominated by the savanna biome, with a small pocket of the grassland biome in the south¬ 
east. Vegetation in the Kagisano-Molopo Local Municipality is classified as least threatened 
or vulnerable in terms of the system of assessing biodiversity status used in the National 
Spatial Biodiversity Assessment 2004. This means that between 80 and 100% of the 
vegetation is in a naturally or close to naturally occurring state. 

Climate: 

The monthly distribution of average daily maximum temperatures shows that the average 
midday temperatures for NW397 LM range from 18°C in June to 35-40 q C in January. The 
municipal area is the coldest during June when the temperature drops to 0°C on average at 
night. The municipal area is semi-arid, with occasional hail and frost. The area receives 
variable rain with scattered thunder storms and flooding. The floods are a nuisance as they 
make the un-tarred roads unusable thereby cutting off the villages from clinics and shops. 
During hot summers there is high evaporation and elevated temperature. 

Rainfall: 

The area normally receives about 350 to 500mm of rain per year. A limited part of the 
geographical area adjacent to the eastern boundary has slightly higher rainfall averages 
between 400 and 600 per year. The average rainfall per annum is being calculated at 450mm. 
Thunderstorms and hails do occur but are lower than the figures obtained for the Highveld 
region. The municipality falls within the summer rainfall region of the country. The highest 
rainfall averages are recorded in figures in early and late summer and the lowest in mid-winter. 
The extreme north west of the area is much drier with an average annual rainfall of between 
200 and 300 mm. 


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F. Situational Analysis: 


In summary a decline in the population and households will have a negative impact on the 
financial capacity. The municipality is already under pressure from existing basic service 
backlogs including housing, roads, water and sanitation and refuse removal. Electricity 
provision remains on a steady rise. An increase in the number of people who are not 
economically active paints a bleak future. 

Key sectors such as agriculture is growing. A high unemployment rate continues to hinder 
economy growth. In curbing the unemployment and for radical economic transformation, the 
municipality through Agriculture, Culture and Tourism has planned to establish the feedlot 
and Abattoir, and further implement the feasibility study on the recycling, Brick making, Goat 
massification. 

The municipality in enhancing its financial capacity to continue to provide sustainable basic 
services and reduction of poverty, will establish the Driver’s, Learners License and Vehicle 
Testing Centre in 2020. 

G. SWOT analysis. 


Good Governance and Public Participation 

Strengths 

Weaknesses 

1. Sec 79 Committees are functional (MPAC) 

1. 

Poor internal communications 

2. Functional Council and its Portfolio Committees 

2. 

Poor managing/conducting public meetings 

3. Regular reporting and accounting to communities 

3. 

Poor M & E systems (monitoring of ward committees) 

4. Forums for designated groups are functional 

4. 

Non-compliance with the laws 

5. Risk Management Functional 

5. 

Lack of transparency 

6. IDP & Budget Forums 

6. 

Poor internal relations 

7. Functional Forums 

7. 

None filling of critical positions 

8. Legislative Framework (MSA, Constitution, MFMA, 

8. 

Non-compliance with Screening and vetting 

Municipal Structures Act etc. 


requirements 

9. Powers and Functions in terms of Constitution 



10. Stable Political Leadership 



11. Excellent relations between the administration and the 
political 

12. Effective planning & performance units 




Efficient & effective administration and human resource management 


1. Internal capacity 

2. Skilled personnel 

3. Aligned budgeting process 

4. Commitment to SDBIP implementation 

1. Inadequate budgeting for training 

2. Change management competence 

3. Poor management of performance 

4. High vacancy rate 


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5. Office space 

6. Compliance to regulations 

7. Poor communication 

8. Segregation of duties 

9. Inability to attract needed specialized resources 
(rural nature of municipality) 

10. Staff retention 


Basic service delivery & Local Economic Development 

1. Muscle to fund LED projects 

1. Inadequate infrastructure 

2 Muscle to support SMME’s 

2. Limited funding leading to lack of infrastructure 

3 Capable personnel 

maintenance 

4 Enabling legislation / legal frameworks 

3. Failure to review by-laws 

5 Strong political support /will 

4. Lack of appropriate maintenance equipment 

6 Prime agricultural land 

5. Inadequate funding/budget for resources (human, 

7 Size of land available 

financial and material 

8 Expertise in field-crop farming/ livestock 

6. Minimum budget v/s growing needs. 

9 Availability of skills and other inputs. Possible 

7. Poor implementation and monitoring of led 

links to agriculture (Agro-processing) 

strategies, provincial & national policy imperatives. 

12 KMLM as a Water Service Authority 

8. Insecurity on farms 

13 KMLM Vehicle Testing and Licensing facility 

9. Lack of municipal infrastructure maintenance 

10. Limited youth participation 

11. Water scarcity 

12. Coordinated disaster management services 


5. Successful implementation of HR policies 

6. Available resources 


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Institutional 

Opportunities Threats 

1. Funding from National Treasury 

1. Community perception about 


local Municipality 

2. Corporate Social Investments (funds from National Lottery) 

2. Poor intergovernmental 

3. Increased community awareness on disaster management 

coordination and relationship 

(education and training) 

3. Central Supplier Database 

4. Necessitate Local integrated planning 

functionality 

5. Informed and empowered communities to take care of their 

4. Unrests and Community Riots 

well-being 

(due to issues outside KMLM 

6. Increased communities’ life expectancy 

powers and functions) 

7. Integration of the 5 concretes to fast-track socio-economic 

5. Climate Change - drought etc. 

transformation. 

6. impact of climate change 

8. Existing partnerships with relevant stakeholders for small 

(drought and floods) 

business support. 

j x Z- Population decrease 

9. Agriparks implementation, market & industrial development 

8. Increased crop and livestock 

opportunities at a district level 

disease outbreak 

10. farming & value adding production i.e Feedlot, abattoirs, 

9. Disease out-breaks (water and 

massification of goats production 

food borne) 

11. Strong opportunity for Heritage centre development as a 

10. High youth unemployment rate 

tourist destination i.e Driefontein Heritage site 

11. Natural disasters 

12. Strong Heritage Recreational Park ( Tourism and 

12. Poor economic infrastructure 

Recreational) i.e Ganyesa Dam Park 

(roads, electricity capacity, 

13. Opportunities for Carpentry and welding 

broadband, etc). 

14. Recycling and renewable energy opportunity 

13. High dependence on social 

15. Bio-fuels, Agro-based pharmaceuticals (Medicinal plants) 

grants. 

16. Hunting and taxidermists (organised game farming) 

14. Absence of business regulation 

17. Local and international market for livestock 

bi-laws (unlicensed tuck-shops) 

18. SMME and Cooperative support and training (FEED & 

15. Livestock theft and business 

SEDA) 

burglary 

19. Licensing Authority i.e Vehicle licensing and testing 


20. Large number of emerging farmers 


21. Upholstery and Sewing 


22. Construction material cluster (e.g. brick-making) 



The high potential strengths and opportunities to leverage (design strategies around) the 
realization of KMLM vision: An ingenious and dynamic municipality that radically 
improves the economy and the lives of all communities. 

Strategies designed around these strengths and opportunities have a greater potential for 
success as KMLM uses its own strengths to maximize identified opportunities. 


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H. STATUS QUO 

Municipal Status Quo. Objectives . KPIs, Target and_ Projects 

This section consists of the assessment of the municipal environment and the objective and key performance indicators aimed at 
addressing weaknesses identified and taking advantage of the opportunities. The status quo assessment provides the state of affairs in 
the municipality in relation to the following Key Performance Areas: 

• Institutional Development and Transformation 

• Basic Service Delivery 

• Local Economic Development 

• Municipal Financial Viability and Management 

• Good Governance and Public Participati 



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Key Performance Area: Municipal Transformation and Organisational Development 

N_ J 


THEMATIC 

AREA 

Municipal Transformation, Institutional Development & Labour Matters 

NATIONAL 

GOVERNMENT 

STRATEGIC 

OBJECTIVES 

• Building a developmental state including improvement of public services and strengthening democratic institutions 

• Strengthen the skills and human resource base 

10 POINT 

PLAN 

• Restore the institutional integrity of municipality 

• Develop and strengthen a politically and administratively stable system of municipalities. 

• Uprooting of corruption, nepotism, maladministration in our system of local government. 

NATIONAL 

PRIORITY 

OUTCOMES 

Outcome 5: 

A skilled and capable 
workforce to support 
an inclusive growth 
path 

• provide work experience programmes in municipalities 

• Link municipal procurement to skills development initiatives 

Outcome 12: 

An efficient, effective 
and development 
oriented public 
service and an 
empowered, fair and 
inclusive citizenship 

• Ensure councils operate in ways to restore community trust in local government 

• Continue to develop performance monitoring and management systems 

Municipal 

Strategic 

Objective 

Improve Organisational Cohesion and Effectiveness 


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Issues: 

Achieve employment equity 

Strategies: 

• Integration of the EEP into the recruitment strategy and plan 

• Attraction and retention of scarce skills 

Programme and Projects 

• The municipality will progressively achieve employment equity in its administration by recruiting and 
retaining individuals as designated by the Employment Equity Act. 

• Employment Equity Plans with clear targets and Employment Equity reports will be approved by 
Council 

Key Performance Indicators and targets 


Targets 


Employment of equity target group 

2019/20 


Implementation of Employment Equity Plan 

2019/20 


Development and review of Retention Policy 

2019/20 


Review the recruitment policy 

2019/10 





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Issues: 

Facilitate training 

Status Quo 

ABET training a necessity 

Strategies: 

• Develop skills of employees 

• Support learning innovative problem solving strategies 

• Prioritise Skills during recruitment and selection. 

• In-house training to be used 

Programme and Projects 

• Review the Work Place Skills Plan Develop in line with the IDP Priorities and skills needs 

• Conduct internal and other innovative training Programmes 

• Registration of learner-ship for accredit training 

Key Performance Indicators and targets 


Targets 

Skills Audit Conducted 

2019/20 

Workplace Skills Development Plan developed 

2019/20 

Review Policy on Employee Bursaries 

2019/20 






Objective: 

Achieve a Positive Employee Climate 

Status quo 

• Local Labor Forum is functional 

• Legal Service effective 

• HR Policies are up to date 

• Occupational Health and Safety Committee Established 

• Organizational structure adopted by council and aligned to IDP 

Strategies: 

• The municipality will, through appropriate human resources and other policies, ensure the creation of an 
environment where employees are empowered, productive and motivated and skills retained. 

• The satisfaction level of employees will continuously be monitored in order to improve organizational climate. 

• Human resource policies will be reviewed and adopted by council 

• Continuous Consultation with labour unions on critical issues should be done. 

• Directorate to lead in the proper labour relations issues. 

• Legal service function will be strengthened 

• Fleet management plan and strategy will be reviewed 


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Programme and Projects 

• Strengthening the LLF 

• Review HR Plan 

• Review fleet management policy 

• Review Occupational Health and Safety policy 

• Conduct employee satisfaction survey 

Training of managers on some of the core competency requirements to be able to manage staff and enforce 
discipline 

Key Performance Indicators and 
targets 

Key Performance Indicators 

Targets 

Review HR Plan 

2019/20 

Review HR Policies 

6 

Number of LLF Meetings 

4 

Review Fleet Management Policy 

2019/20 kA 


Employee Satisfaction Survey conducted 

2019/20 

Review Occupational Health and Safety Plan 

2019/20 







Objective 

Promote safe record keeping 

Status Quo 

• Record keeping not automated 

Strategies: 

• Develop records and archive processes and procedures 

• Train staff 

Programme and Projects 

• Filing plan and records Management system 

Key Performance Indicators and 
targets 

Performance Indicators 

Targets 

Automate record keeping 

209/20 

Reviewed Records management Policy 

2019/20 

Reviewed Records management procedure 
manual 

2019/20 





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Key Performance Area: Basic Service Delivery and Infrastructure Investment 


J 


THEMATIC 

AREA 

BASIC SERVICES DELIVERY 

NATIONAL 

GOVERNMENT 

STRATEGIC 

OBJECTIVES 

• Massive Programme to build social and economic infrastructure 

• Sustainable Resource Management and use 

10 POINT PLAN 

Improve the quantity and quality of basic services for all people in terms of water, sanitation, electricity, waste management, 
roads and disaster management.(lnfrastructure Services) 

NATIONAL 

PRIORITY 

OUTCOMES 

Outcome 6: 

An efficient, competitive and 
responsive economic 
infrastructure network 

Role of Local Government 

• Ring-fence water, electricity and sanitation functions so as to facilitate cost-reflecting 
pricing of these services 

• Ensure urban spatial plans provide for commuter rail corridors, as well as other 
modes of public transport 

• Maintain and expand water purification works and waste water treatment works in line 
with growing demand 

• Cities to prepare to receive the devolved public transport function 

• Improve maintenance of municipal road networks 

• Develop and implement water management plans to reduce water losses 

• Ensure effective maintenance and rehabilitation of infrastructure 

• Run water and electricity saving awareness campaigns 

• Ensure proper management of municipal commonage and urban open spaces 

• Ensure development does not take place on wetlands 

Outcome 10: 

Environmental assets and natural 
resources that are well protected 
and continually enhanced 

Municipal 

Strategic 

Objective 

Eradicate backlogs in order to improve access to service and ensure proper operations and maintenance 


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Objective 

Facilitate the provision of water and sanitation 

Status quo 

• Municipality is not a water and sanitation services authority 

• Water and Sanitation Services are provided by Dr. Ruth Segomotsi Mompati District Municipality 

• The municipality does not have Water Service Development Plan 

• There is no Service Level Agreement signed between the Local and the District Municipality in terms of water provision 

• The municipality does not have maintenance plan 

Strategies 

• Engage district on service level agreement on water provision 

• Improve infrastructure maintenance 

• Develop Storm water management plan and maintenance plan for Infrastructure 

Programme and 
Projects 

• Development of Storm Water plan 

• Facilitate Extension of water services 

• Facilitate Erection of VIP toilets in outstanding villages through rural Sanitation Programme 

• Liaise with Human Settlement to address Housing backlog 

• Upgrade internal access roads 

• Facilitate the electrification projects 

• Development of Infrastructure Maintenance plan 

Key Performance 
Indicators and 
targets 

Key Performance Indicators 

Target 

Signed Water Service Level Agreement(SLA) with the District 
Municipality 

2019/20 

Development of Infrastructure Maintenance plan 

2019/20 




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Objective 

Maintain Roads and Storm Water 

Status quo 

• The municipality does not have the Integrated road master plan 

• The Municipality’s Spatial Development plan not reviewed 

• No capacity and resources to do operations and maintenance 

• There is no integrated storm water management plan 

Strategies 

• Development of maintenance plan 

Programme and 
Projects 

• Develop Road and storm water Maintenance plan 

Key 

Performance 
Indicators and 
targets 

Key Performance Indicators 

Target 

Development of Maintenance plan 

2019/20 

Storm water development plan developed 

2019/20 


Review the municipal Spatial Development plan 

2019/20 


Objective 

Provide Street lighting 

Status quo 

• Insufficient grid to light high mast lights 

Strategies 

• High mast lights will be provided and maintained in prioritised areas of the municipality. 

Programme and 
Projects 

• Provision and maintenance of High mast lights 

Key 

Performance 
Indicators and 
targets 

Key Performance Indicators 

Target 

Provision of High Mast Lights in various village 

2019/20-2021 

Develop Maintenance plan 

2019/20 


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Objective 

Facilitate the provision of Housing 

Status quo 

• The municipality has housing sector plan which is under review 

• The municipality has a huge backlog of construction of houses 

Strategies 

• Facilitate the provision of houses 

Programme and 
Projects 

• Monitor housing provision 

• Maintain housing needs register 

Key Performance 
Indicators and 
targets 

Key Performance Indicators 

Target 

• Facilitate the provision of new houses 

2019/20 

• Housing sector plan reviewed 

2019/20 


• Eradicate housing backlog 

2019/20-2021 

Objective 

Fencing of Cemeteries 

Status quo 

• Lack of Toilets facilities at cemeteries 

Strategies 

• Upgrade and Fence cemetery facilities 

Programme and 
Projects 

• Fencing of cemeteries 

Key Performance 
Indicators and 
targets 

Key Performance Indicators 

Target 

Number of cemeteries fenced 

2019/20 




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Objective 

Monitor the Provision of Infrastructure for refuse removal service 

Status quo 

• Refuse removal service not provided in the entire municipality 

• No refuse removal plan 

• No Legal Refuse disposal sites 

Strategies 

• District to finalise allocation of the powers to KMLM 

Programme and 
Projects 

• Facilitate the Construction of Landfill sites 

Key Performance 
Indicators and targets 

Key Performance Indicators 

Target 

Facilitate the Construction of Landfill sites 

2019/20 





Objective 

Monitor the provision of electricity 

Status quo 

• Electricity is provided by Eskom in the municipality 

• 16 % of Household do not have access to electricity 

Strategies 

• Provision of electricity (extension & infills) 

Programme and 
Projects 

• Facilitate and monitor Electrification Projects^ 

• Address Electrification backlogs identified 

Key Performance 
Indicators and targets 

Key Performance Indicators 

Target 

Facilitate provision of electricity 

2019/20 




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Key Performance Area: Local Economic Development 


THEMATIC 

AREA 

LOCAL ECONOMIC DEVELOPMENT 

NATIONAL 

GOVERNMENT 

STRATEGIC 

OBJECTIVES 

• Speeding up growth and transforming the economy to create decent work and sustainable livelihoods. 

• Comprehensive and rural development linked to land agrarian reform and food security 

10 POINT 

PLAN 

Enhance the municipal contribution to job creation and sustainable livelihoods through Local Economic Developments (LED’s) 
utilizing cooperatives in every ward. 

NATIONAL 

PRIORITY 

OUTCOMES 

Outcome 4: Decent 
employment through 
inclusive economic 
growth 

Outcome 5: A skilled 
and capable workforce 
to support an inclusive 
growth path 

Outcome 6: An 
efficient, competitive 
and responsive 
economic infrastructure 
network 

Outcome 7: Vibrant, 
Equitable and 
Sustainable rural 
communities with food 
security for all 

Role of Local Government 

• Create an enabling environment for investment by streamlining planning application processes 

• Ensure proper maintenance and rehabilitation of essential services infrastructure 

• Ensure proper implementation of the EPWP at municipal level 
® Design service delivery processes to be labour intensive 

• Improve procurement systems to eliminate corruption and ensure value for money 

• Utilize community structures to provide services 

• Develop and extend intern and work experience programmes in municipalities 

• Link municipal procurement to skills development initiatives 

• Enhance the municipal contribution to job creation and sustainable livelihoods through Local Economic 
Developments (LEDs) utilizing cooperatives in every ward. 

• Facilitate the development of local markets for agricultural produce 

• Improve transport links with urban Centre’s so as to ensure better economic integration 

• Promote home production to enhance food security 

• Ensure effective spending of grants for funding extension of access to basic services 

MUNICIPAL 

STRATEGIC 

OBJECTIVES 

To create an environment that promotes the development of the local economy and facilitate job creation 


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Objective: 

Promote Local Economic Development, Tourism and Agriculture 

Status quo 

• The municipality LED Strategy is under review 

• The local economy is stagnant 

• Expanded Public Works Programme 

• No regulations of businesses 

• Small LED Projects are not sustainable 

• Small LED projects do not contribute much to the local economy 

Strategies: 

• Support big bang LED projects 

• Increase Job creation through CWP and EPWP. 

• Implement feasibility study on goat massification 

• Marketing of the Municipality as a tourist area/ investment area. 

Programme and 
Projects 

• Implement the feasibility study on Goat massification, feedlot and Abattoir 

• Implement feasibility study on Brick making 

Key Performance 
Indicators and 
targets 

KPI 

Target 



implementation of feasibility study on Goat massification, feedlot 
and Abattoir 

2019/20 

Implementation of feasibility study on Brick making 

2019/20 

Implementation of feasibility study on glass recycling 

2019/20 










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Key Performance Area: Municipal Financial Viability 




J 


THEMATIC AREA 

Financial Management and Administrative Capacity 

NATIONAL 

GOVERNMENT 

STRATEGIC 

OBJECTIVES 

Building a developmental state including improvement of public services and strengthening democratic institutions 

10 POINT PLAN 

• Restore the institutional integrity of municipality 

• Develop and strengthen a politically and administratively stable system of municipalities 

• Uprooting of corruption, nepotism, maladministration in our system of local government. 

• Build and strengthen the administrative, institutional and financial capabilities of municipality, and all municipalities 

NATIONAL PRIORITY 
OUTCOMES 

Outcome 12: 

An efficient, effective and development oriented 
public service and an empowered, fair and 
inclusive citizenship 

• Comply with legal financial reporting requirements 

• Review municipal expenditures to eliminate wastage 

MUNICIPAL 

STRATEGIC 

OBJECTIVE 

To improve overall financial management in the municipality by developing and implementing appropriate financial 
management policies, procedures and systems 


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Issues: 

Promote Financial Accountability 

Status Quo 

• Monthly budget statements submitted on time 

• Compliance with supply chain regulations 

• Indigent register updated 

• All budget related policies are adopted by council 

Strategies: 

• Payments be effected within 30 days upon receipt of valid invoice 

• Submission of both expenditure and budgets reports timeously. 

• Timeous creditors’ reconciliations. 

• Timeous bank reconciliation 

• Reporting Compliance 

• GRAP Compliance 

• Capacitate supply chain management unit 

• Improve contract management 

• Cash flow management 

Programme and Projects 

• Review and adopt SCM policy 

• Capacitate the SCM unit. 

• Update service provider data base 

• Reporting compliance. 

• Submission of AFS on time 

It Conduct training on MFMA and Supply Chain Regulations 

Key Performance Indicators and targets 



• Submission of budget to Council 

2019/2020 



• Conduct training on MFMA and Supply Chain 
Regulations 

2019/20 

W» Number of Quarterly reports submitted on 
compliance (4) 

2019/20 

• Number of supply chain management Reports 
submitted to council (4) 

2019/20 


• Annual Financial Statements submitted 

2019/20 


• % Reduction in irregular and unauthorized 

expenditure (100%) 

2019/20 


• Number of budget statements submitted (12) 

2019/20 


• Budget process adopted 

2019/20 


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Objective: 

Achieve clean audit 

Status Quo 

• alignment of IDP objectives, Key performance indicators and SDBIP 

• Indicators reported in annual report are consistent with IDP indicators 

• Targets time bound 

Strategies: 

• Training and implementation of GRAP 

• Ensure AFS comply with GRAP standards in their reporting 

• Audit action plan to be implemented 

• Training and Implementation of mSCOA 

Programme and 
Projects 

• Implement and monitor action plan to address auditor general’s issues 

• Update the Asset Register 

• Improve record management system 

• Compile all registers and reconciliations on monthly basis 

• Contract Management System to be updated 

• Eliminate irregular expenditure 

• Quarterly budget reports and monthly budget statements submitted to Mayor 

• Training and implementation of mSCOA 

Key 

Performance 
Indicators and 
targets 

Key Performance Indicator 

Target 

Action plan produced 

2019/20 

Asset Register updated 

2019/20 

Conduct Reconciliations 

2019/20 

Reports of Audit committee submitted to council 

2019/20 



Statutory reports produced 

2019/20 


Objective: 

Enhance revenue Collection and Management 

Issues: 

• Over dependence on grant funding 

• Late posting of customer accounts 

Strategies: 

• Improve assessment of applications for Indigence 

• Regularly review status of households on Indigent Register 

• Promote a culture of tax morality and good citizenship 

• Collect rates and taxes 

• Improve daily reconciliations 


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Programme and 
Projects 

• Review the indigent policy 

• Update the indigent register 

• Update the valuation roll 

• Verification of all property owners in the register for correct billing 

• Encourage consumers to pay with incentives and court action 

Key 

Performance 
Indicators and 
targets 

Key Performance Indicator 

Target 

Review and implementation of Indigent Policy 

2019/20 

Updated and approved Indigent Register 

2019/20 

Bills delivered within 15 days after end of month 

2019/20 

Valuation Roll updated 

2019/20 

Report on % of budgeted revenue for property rates collected 

2019/20 

Report on % increase in own revenue generation 

2019/20 

Report on % of Monthly operational expenditure as a percentage of planned 
expenditure 

2019/20 

60% Monthly collection rate on billings 

2018/18 


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Key Performance Area: Good Governance and Public Participation 


J 


THEMATIC 

AREA 

Governance, Public Participation & Intergovernmental Relations 

NATIONAL 

GOVERNMENT 

STRATEGIC 

OBJECTIVES 

Building a developmental state including improvement of public services and strengthening democratic 
institutions 

10 POINT PLAN 

• Municipalities that have reliable and credible Integrated Development Plans (IDP’s) that are used as a 
guide for every development, programs and projects within that municipality. 

• Develop a coherent and cohesive system of governance and a more equitable intergovernmental fiscal 
system. 

• Build and strengthen the administrative, institutional and financial capabilities of municipality, and all 
municipalities should have clean audits. 

• The creation of a single window of co-ordination, support, monitoring and intervention as to deal with 
uncoordinated interaction by other spheres of government with municipalities including unfunded 
mandate. 

NATIONAL 

PRIORITY 

OUTCOMES 

Outcome 9: 

Responsive, accountable, 
effective and efficient local 
government system 

• Adopt IDP planning processes appropriate to the capacity and sophistication of 
the municipality 

• Implement the community work Programme 

• Ensure ward committees are representative and fully involved in community 
consultation processes around the IDP, budget and other strategic service 
delivery issues 

• Continue to develop performance monitoring and management systems 

• Ensure councils behave in ways to restore community trust in local government 

Outcome 12: 

An efficient, effective and 
development oriented 
public service and an 
empowered, fair and 
inclusive citizenship 

MUNICIPAL 

STRATEGIC 

OBJECTIVES 

To promote a culture of participatory and good governance 


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Objective: 

Promote accountable Efficient and Transparent Administration 

Status Quo 

• Lack of internal audit capacity 

• The municipality have Municipal Public Accounts committee 

• Electronics Complaints management system not operational 

• 

Strategies: 

• The municipality will ensure that there is compliance with all legislative requirements 

• Corporate calendar to be developed 

• Anti-Corruption initiatives to be implemented 

Programme and Projects 

• Develop a comprehensive audit plan through shared services 

• Develop comprehensive risk management and fraud prevention policies 

o Risk management policy 
o Risk management strategy 
o Risk management implementation plan 
o Fraud and corruption strategy 

• Train staff on fraud and risk management 

• Train MPAC 

• Submit Audit Reports 


KPI 

Target 


Corporate calendar developed 

2019/20 


Audit Plan developed 

2019/20 

Key Performance 

Indicators and targets 

Risk Management Policy reviewed 

2019/20 

Risk Management Strategy reviewed 

2019/20 

Fraud and Corruption Strategy reviewed 

2019/20 


Number of Ant-corruption Campaigns held (4) 

2019/20 


No of Staff Trained on Anti-Corruption (50) 

2019/20 




Objective: 

Enhance Communication 

Issues: 

• The municipality have website 

• Municipal newsletter not published 

Strategies: 

• update municipal website 

• Publish newsletters 

• Develop communication strategy 


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Programme and Projects 

• Implement the communication plan 

• Implement the community participation strategy 

Key Performance 

Indicators and targets 

KPI 

Target 

Communication Strategy Developed 

2019/20 

Number of Newsletter published (4) 

2019/20 


• Develop municipal website 

2019/20 


Objective: 

Promote Community Participation 

Status Quo: 

• Ward committees not fully capacitated 

• Poor participation of government departments in local matters 

• Municipality keeps community abreast with development 

Strategies: 

• capacitate Ward Committees 

• continued to promote community participation 

• Increase participation in IGR Forums and enhance participation of sector departments 

Programme and 
Projects 

Capacity programme for ward committees 

• Conduct community satisfaction survey 

• Strengthen Local IGR Forums 

• Update of council resolution register 

• Increase number of Public Meeting 

• Submission of ward committee reports to Council 

• 

Key Performance 
Indicators and targets 

KPI 

Target 

Report on functionality of ward committees (4) 

2019/20 

Number of capacity building programmes for Ward 
Committees(2) 

2019/20 

Number of Public Meetings held(60) 

2019/20 

Community Satisfaction survey conducted 

2019/20 

Strengthen coordination of public meetings 

2019/20 


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Objective: 

Support Human rights priority programmes 

Status Quo: 

• Municipality provide support to Human rights Programmes 

Strategies: 

• Advocacy for the rights of children 

• Advocacy for the rights of woman 

• Intensify HIV/AIDS Awareness 

• Promote youth development 

• Support Reconciliation Healing and Renewal 

• Support to municipal ward Setsokotsane forum 

Programme and 
Projects 

• Hold HIV Awareness campaign 

• Support NGOs/CBOs 

Key Performance 
Indicators and targets 

KPI 

Target 

Number of programmes to support the youth( 4) 

2019/20 

Number of HIV programmes implemented (2) 

2019/20 

Support Reconciliation Healing and Renewal 

2019/20 

Support Setsokotsane Forums 

2019/20 

Number of projects to support children and 
women (4) 

2019/20 


Objective: 

Promote Planning and Performance Management 

Status Quo 

• IDP reviewed on schedule 

• Poor participation by other sector departments 

• PMS indicators and targets are SMART 

• Municipality has adopted PMS Policy framework 

• PMS not cascaded to lower levels 

• Spatial development framework adopted by council 


• 

Strategies: 

• Improve public participation 

• Ensure PMS is cascaded to other levels 

• Improve performance reporting and monitoring. 


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Programme and 
Projects 

• IDP Review 

• Implement the cascading of the PMS 

• Develop SDBIP for 2019/20 

• Performance reporting Quarterly, Mid-Year and Annually 

• Hold regular performance assessment of senior managers 

Key Performance 
Indicators and 
targets 

Key Performance Indicator 

Target 

Approved IDP and Budget Process plan 

August 2019 

IDP Reviewed 

Draft IDP adopted 

March 2020 

Final IDP approved 

May 2020 

Approved Service delivery and Budget Implementation Plan 

June 2020 

Performance 

Reports 

submitted and 
approved by 

council 

Quarterly 

End of each quarter 

Mid Term Performance Assessment 

January 2020 

2018/2019 Annual Report 

March 2020 






















I. PROJECTS (PERFORMANCE) 


Key Performance Area: Municipal Transformation and Institutional Development 


Thematic areas 



LABOUR MATTERS,FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


Municipal Transformation and Institutional Development 

OUTCOME 9 

Output 1 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

Output 6 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Developme 
nt Priorities 

Strategic objective 

Baseline 

mSCOA 
project name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGE 

T 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDGET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 

PMS Reports and 

Conducting 

reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

4 Municipal 

PMS 

quarterly 

Reports 

submitted 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 

submission of PMS 
quarterly Reports to 
the office of the 
Municipal Manager 
within 15 Days after 
the end of each 
Quarter 

Directorates 
first quarterly 
reports 

Submission 
to Municipal 
Manager. 

Credible 
Quarterly 
rep ort 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after the 
end of each 

Quarter 

OpEx 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after the 
end of each 

Quarter 

OpEx 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after the 
end of each 

Quarter 

OpEx 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after the 
end of each 

Quarter 

OpEx 

Timeous 
submission of 
PMS 
quarterly 
Reports to 
the office of 
the Municipal 
Manager 
within 15 

Days after the 
end of each 
Quarter 

OpEx 

Ensuring 
submission of 

PMS Reports and 

Conducting 

reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

Mid-year 
report 
2018/2019 
submitted to 
Treasury 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 

Submission of 
2019/2020 Mid- 
Term Report to the 
Office of the 

Municipal Manager 

First 

&Second 

quarter 

reports 

2017/2018 

Submitted 
Mid-Term 
Report to 
Mayor 

Credible 

Mid-Term 

Report 

Timeous 

submission of the 
Mid-Term Report 
to the Office of 
the Municipal 
Manager by 20 
January 2018 

OpEx 

Timeous 
^submission of 
the Mid-Term 
Report to o the 
Office of the 
Municipal 

Manager by 20 
January 2019 

OpEx 

Timeous 

Submission of 
Mid-Term Report 
to the Office of 
the Municipal 
Manager by 20 
January 2020 

OpEx 

Submission of 
Mid-Term Report 
to the Office of 
the Municipal 
Manager by 20 
January 

2021 

OpEx 

Submission 
Mid-Term 
Report to the 
Office of the 
Municipal 
Manager by 

20 January 
2022 

OpEx 

Ensuring 
submission of 

PMS Reports and 

Conduction 

reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

4 

Departmental 

Quarterly 

Performance 

Reviews 

performed 

per each 

Municipal 

Department 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Number of 

Departmental 

Quarterly 

Performance 

Reviews performed 
per Municipal 
Department 

Directorates 
first quarterly 
reports 

Performanc 
e Reviews 
reported 
from 

Internal 

Audit 

Reviewe 
d report 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
Municipal 
Department by 30 
June 2018 

OpEx 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2019 

OpEx 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
each Municipal 
Department by 30 
June 2020 

OpEx 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
Municipal 
Department by 30 
June 2021 

OpEx 

4 

Departmental 
Quarterly 
Performance 
Reviews 
performed 
per Municipal 
Department 
by 30 June 

2022 

OpEx 

Ensuring 
submission of 

PMS Reports and 

Conduction 

reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

Annual 
Performance 
Reports 
submitted to 
the Auditor 
General of 
South Africa 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 

Submission of 
2018/2019 

Annual 

Performance 

Reports to the 

Office of the Auditor 
General of South 
Africa 

Directorates 

quarterly 

reports 

Reviews 
report from 
Internal 

Audit 

Submitte 
d Annual 
Performa 

nee 

Reports 

2016/201 

7 

Timeous 
submission of 
2016/2017 

Annual 

Performance 
Reports to the 
Office of the 
Municipal 

Manager by 25- 
August2017 

OpEx 

Timeous 
submission of 
2017/2018 

Annual 
Performance 
Reports to the 
Office of the 

Auditor General 
of South Africa 
by 25 August 

2018 

OpEx 

Timeous 

Submission of 
2018/2019 Annual 
Performance 

Report to the 
Auditor General of 
South Africa by 

25 August 2019 

OpEx 

Submission of 
2019/2020 Annual 
Performance 
Reports to the 

Office of Auditor 
General of South 
Africa by 25 

August 2020 

OpEx 

Submission 
of 2020/2021 
Annual 
Performance 
Reports the 
to the Office 
of the 

Municipal 
Manager by 

25 August 

2021 

OpEx 


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Thematic areas 



LABOUR MATTERS FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


Municipal Transformation and Institutional Development 

OUTCOME 9 

Output 1 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

Output 6 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Developme 
nt Priorities 

Strategic objective 

Baseline 

mSCOA 
project name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGE 

T 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDGET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 

PMS Reports and 

Conduction 

reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

2017/2018 

Annual 

Report tabled 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous tabling of 
20182019 Annual 
Report to council 

Human 

resource 

Tabled 

2017/2018 

Annual 

Report 

Noted 

2017/201 

8 Annual 
Report 

Timeous tabling 
of 2016/2017 
Annual Report to 
council by 31 
January 2018 

OpEx 

Timeous tabling 
of 2017/2018 
Annual Report to 
council by 31 
January 2019 

OpEx 

Timeous tabling 
of 2018/2019 

Annual Report to 
council by 31 
January 2020 

OpEx 

Timeous tabling 
of 2019/2020 

Annual Report to 
council by 31 
January 2021 

OpEx 

Timeous 
tabling of 
2020/2021 
Annual 

Report by 31 
January 2022 

OpEx 

Ensuring 
submission of 

PMS Reports and 

Conduction 

reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

2017/2018 
oversight 
report on 

Annual 

Report 
submitted to 
Council for 
approval 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous tabling of 
oversight Report on 
2018/2019 Annual 
Report to Council for 
approval 

Council, 

MPAC and 

Directorates 

Inputs 

Submitted 
oversight 
report on 
2017/2018 
Annual 

Report 

Approved 
oversight 
report on 
2018/201 

7 Annual 
Report 

Timeous tabling 
of oversight 

Report on 
2016/2018 

Annual Report to 
Council for 
approval by 31 
March 2018 

OpEx 

Timeous tabling 
of oversight 
report on 
2017/2018 

Annual Report to 
Council for 
approval by 31 
March 2019 

OpEx 

Timeous tabling 
of oversight report 
on 2018/2019 
Annual Report to 
Council for 
approval by 31 
March 2020 

OpEx 

Timeous tabling 
of oversight report 
on 2019/2020 
Annual Report to 
Council for 
approval by 31 
March 2021 

OpEx 

Timeous 
tabling of 
oversight 
report on 
2020/2021 
Annual 

Report to 
Council for 
approval by 

31 March 

2022 

OpEx 

Providing 
structured and 
coherent approach 
in regular 
assessing and 
updating of Risk 
Management 

To ensure effective 
Risk management 

4 Risk 

Registers 

Updated 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 

Risk 

Manageme 

nt 

Equitable 

Share 

Number of Risk 

Register Updates 
conducted per each 
Department 

Human 

resource 

Updated 

Risk 

register 

Updated 

Risk 

register 

4 Risk Register 
Updates/ 
conducted per 
each Department 
by 30 June 2018 

OpEx 

4 Risk Register 
/Updates 
conducted per 
each Department 
by 30 June 2019 

OpEx 

4 Risk Register 
Updates 
conducted per 
each Department 
by 30 June 2020 

OpEx 

4 Risk Register 
Updates 
conducted per 
each Department 
by 30 June 2017 

OpEx 

4 Risk 

Register 
Updates 
conducted 
per each 
Department 
by 30 June 

2022 

OpEx 

Development of 

Post audit Action 

Plan 

Ensure Audit 
queries attended to 
within the timeframe 

Internal 

Auditor's 

Finding 
responded to 

Operational: 

Municipal 

Running Cost 

Function: 

Internal 

Audit: Core 
Function: 
Governanc 
e Function 

Equitable 

Share 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

Internal 

Auditors 

report 

Responded 
report of 
Internal 

Audit's 

findings 

Respons 
e to the 
Internal 
Auditors' 
findings 

Responses to 
Internal Auditor's 
Finding 30 days 
after receiving the 
report 

OpEx 

Responses to 
Internal Auditor's 
Finding 30 days 
after receiving 
the report 

OpEx 

Responses to 
Internal Auditor's 
Finding 30 days 
after receiving the 
report 

OpEx 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

OpEx 

Response to 
the Internal 

Auditor's 

Finding within 
30 days after 
receipt the 
report 

OpEx 

Development of 

Post audit Action 
Plan 

To achieve a clean 
audit opinion 

Internal 

Auditor's 

Finding 
responded to 

Operational: 

Municipal 

Running Cost 

Function: 

Internal 

Audit: Core 
Function: 
Governanc 
e Function 

Equitable 

Share 

Number of reports 
on the 

implementation of 
the Audit Action 

Plan submitted to 
the office of the 
Municipal Manager 

Human 

resource 

Implemente 
d Audit 

Action Plan 

Impleme 

nted 

Audit 

Action 

Plan 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2018 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by 30 
June 2019 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2020 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2021 

OpEx 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to 

the office of the 
Municipal 
Manager by 
and 30 June 

2022 

OpEx 

Provision of 
effective 

Corporate 
Administration and 
support 

Improve 
organisational 
cohesion and 
effectiveness 

11 Council 

meetings 

held 

Operational: 

Typical Work 

Streams: 

Communication 

and Public 

Participation: 

Mayoral/Executi 

Function: 

Executive 

and 

Council: 

Core 
Function: 
Mayor and 
Council 

Equitable 

Share 

Number of council 

meetings 

coordinated 

Schedule of 
Council 
meeting 
Personnel 

Council 

meeting 

held 

Council 

meeting 

held 

4 Council 
meetings 
coordinated by 30 
June 2018 

OpEx 

4 Council 
meetings 
coordinated by 

30 June 2019 

OpEx 

4 Council 
meetings 
coordinated by 30 
June 2020 

OpEx 

4 Council 
meetings 
coordinated by 30 
June 2021 

OpEx 

4 Council 
meetings 
coordinated 
by 30 June 

2022 

OpEx 


147 | P a g e 




































Thematic areas 



LABOUR MATTERS FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


Municipal Transformation and Institutional Development 

OUTCOME 9 

Output 1 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

Output 6 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Developme 
nt Priorities 

Strategic objective 

Baseline 

mSCOA 
project name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGE 

T 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDGET 

PROJECTS 

2021/2022 

BUDGET 

Provision of 
effective 

Corporate 
Administration and 
support 

Improve 
organisational 
cohesion and 
effectiveness 

6EXCO 

meetings 

held 

ve Mayor 
Campaigns 



Number of EXCO 

meetings 

coordinated 

Schedule 

EXCO 

meetings 

Effective 
EXCO 
administrati 
on and 
support 

EXCO 

meeting 

held 

4 EXCO 
meetings 
coordinated by 30 
June by 2018 

OpEx 

4 EXCO 
meetings 
coordinated by 

30 June by 2019 

OpEx 

4 EXCO meetings 
coordinated by 30 
June 2020 

OpEx 

4 EXCO meetings 
coordinated by 

30 June 2021 

OpEx 

4 EXCO 
meetings 
coordinated by 

30 June 2022 

OpEx 

4 Portfolio 
Committee 
meeting held 

Number of Portfolio 
Committee 
meetings 
coordinated 

Scheduled 

portfolio 

committee 

meetings 

Effective 

Portfolio 

Committee 

administrati 

on & 

support 

Portfolio 

committe 

e 

meetings 

held 

4 Portfolio 
Committee 
meetings 
coordinated by 30 
June 2018 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2019 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 30 
June 2020 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 30 
June 2021 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated 
by 30 June 

2022 

OpEx 

Provision of 
effective 

Corporate 
Administration and 
support 

Improve 
organisational 
cohesion and 
effectiveness 

100% Legal 
matters 
reports 
produced 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Non¬ 
core 

Function: 

Legal 

Services 

Equitable 

Share 

% legal matters 
attended to 

Municipal 

legal 

representativ 

es 

Legal 

matters 

handled 

Effective 

legal 

administr 

ation 

100% Legal 

matters attended 

to by 30 June 

2018 

OpEx 

100 % Legal 

matters attended 

to by 30 June 

2019 

OpEx 

100% Legal 
matters attended 
by 30 June 2020 

OpEx 

100% Legal 
matters attended 
to by 30 June 

2021 

OpEx 

100% Legal 
matters 
reports 
produced by 

30 June 2022 

OpEx 

Development of 
and implement of 
sound Human 

resources 
Management and 
Policies 

Improve 
organisational 
cohesion and 
effectiveness 

1 Policy 

workshop 

conducted. 

Operational: 

Municipal 

Running Cost 

Function: 

Executive 

and 

Council: 

Core 
Function: 
Mayor and 
Council 

Equitable 

Share 

Number of Policies 

Workshop 

conducted 

Human x 
resource 

Reviewed 

HR policies 

Sound 

HR 

administr 

ation 

1 Policy 
workshop 
conducted, 
by 30 June 2018 

OpEx 

1 Policy 
workshop 
conducted, 
by 30 June 2019 

OpEx 

1 Policy workshop 
conducted, 
by 30 June 2020 

OpEx 

1 Policy workshop 
conducted, 
by 30 June 2021 

OpEx 

1 Policy 
workshop 
conducted, 
by 30 June 
2022 

OpEx 

Development and 
implementation of 
sound Human 
Resource 
management and 
Policies 

To review HR Plan 

HR Plan 
developed 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Human 
Resources 

Equitable 

Share 

Reviewed HR Plan 
by June 2018 

Personnel 

HR Plan 

Credible 

HR Plan 

HR plan reviewed 
by 30 June 2018 

OpEx 

HR plan 
reviewed by 30 
June 2019 

OpEx 

HR plan reviewed 
by 30 June 2020 

OpEx 

HR plan reviewed 
by 30 June 2021 

OpEx 

HR plan 
reviewed by 

30 June 2022 

OpEx 

Promote and 
maintain sound 
Labour relations 

Improve 
organisational 
cohesion and 
effectiveness 

4 LLF 

meetings 

held 

Operational: 
Typical Work 
Streams: 

Ward 

Committees: 

Meetings 

Function: 

Executive 

and 

Council: 

Core 
Function: 
Mayor and 
Council 

Equitable 

Share 

Number of LLF 

meetings 

coordinated 

Personnel 

Functional 

LLF 

Sound 

labour 

relation 

4 LLF meetings h 
coordinated by 
30June 2018 

OpEx 

4 LLF meetings 

coordinated by 

30 June 2019 

OpEx 

4 LLF meetings 
coordinated by 30 
June 2020 

OpEx 

4 LLF meetings 
coordinated by 30 
June 2021 

OpEx 

4 LLF 

meetings held 
by 30 June 

2022 

OpEx 

Improve 
organisational 
cohesion and 
effectiveness 

100% 

Disciplinary 

reports 

handled 

Operational: 

Municipal 

Running Cost 

Function: 
Finance and 
Administratio 
n: Non-core 
Function: 

Legal 

Services 

Equitable 

share 

% Reported 
disciplinary cases 
handled 

Personnel, 

District, 

DLGTA 

Disciplinary 

cases 

handled 

Complian 

ce with 

SALGA 

collective 

agreeme 

nts 

100% 

Disciplinary 
cases handled 
by 30 June 2018 

N/A 

100% 

Disciplinary 
cases handled 
by 30 June 2019 

OpEx 

100% 

Disciplinary cases 
handled by 30 

June 2020 

OpEx 

100% 

Disciplinary cases 
handled by 30 

June 2021 

OpEx 

100% 
Disciplinary 
cases 
handled by 

30 June 2022 

OpEx 


148 | P a g e 







































Thematic areas 



LABOUR MATTERS FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


Municipal Transformation and Institutional Development 

OUTCOME 9 

Output 1 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

Output 6 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Developme 
nt Priorities 

Strategic objective 

Baseline 

mSCOA 
project name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGE 

T 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDGET 

PROJECTS 

2021/2022 

BUDGET 

Development of 
sound Human 
Resource 
management 

Improve 
organisational 
cohesion and 
effectiveness 

Workplace 

Skills Plan 
developed 

OperationalTyp 
ical Work 
Streams: 

Capacity 

Building 

Training and 
Development: 
Workshops, 
Seminars and 
Subject Matter 
Training 

Function: 
Finance and 
Administratio 
n: Core 
Function: 
Administrativ 
e and 
Corporate 
Support 

Equitable 

share 

Workplace Skills 

Plan Submitted to 
LGSETA 

Financial 

resources. 

Personnel 

Developed 
WSP and a 
compiled 

ATR 

Credible 

WSP 

Workplace Skills 
Plan Developed 
and Submitted to 
LGSETA by 30 

April 2018 

N/A 

Workplace Skills 
Plan Developed 
and Submitted to 
LGSETA by 30 
April 2019 

OpEx 

Workplace Skills 
Plan Developed 
and Submitted to 
LGSETA by 30 

April 2020 

OpEx 

Workplace Skills 
Plan Submitted to 
LGSETA by 30 

April 2021 

OpEx 

Workplace 

Skills Plan 
Developed 
and 

Submitted to 
LGSETA by 

30 April 2022 

OpEx 

Training 

Improve 
organisational 
cohesion and 
effectiveness 

Annual 

Training 

Report 

OperationalTyp 
ical Work 
Streams: 

Capacity 

Building 

Training and 
Development: 
Workshops, 
Seminars and 
Subject Matter 
Training 

Function: 

Finance 

and 

Administrati 

on: Core 

Function: 

Administrati 

ve and 

Corporate 

Support 

Equitable 

share 

Annual Training 
Report Submitted to 
LGSETA 

Submitted 

WSP and a 
compiled 

ATR 

Financial 

resources. 

Personnel 

Credible 

WSP 

Annual Training 
Report Submitted 
to LGSETA by 30 
April 2018 

N/A 

Annual Training 
Report 

Submitted to 
LGSETA by 30 
April 2019 

OpEx 

Annual Training 
Report Submitted 
to LGSETA by 30 
April 2020 

OpEx 

Annual Training 
Report Submitted 
to LGSETA by 30 
April 2021 

OpEx 

Annual 

Training 

Report 
Submitted to 
LGSETA by 

30 April 2022 

OpEx 

Alignment of the 
Organisational 
Structure with IDP 

To maintain a 
proper 

organizational 
structure aligned to 
the IDP 

Aligned 
Organisation 
al structure to 
IDP 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administrati 

on: Core 

Function: 

Administrati 

ve and 

Corporate 

Support 

Equitable 

share 

Reviewed 
organisational 
structure aligned to 
the IDP 

Personnel 

Reviewed 
organisation 
al structure 
to the IDP 

Function 

al 

Aligned 

Organisa 

tional 

structure 

Alignment of 
Organizational 
Structure to the 

IDP by 31 May 

2018 

N/A 

Alignment of 
Organizational 
Structure to the 

IDP by 31 May 
2019 

N/A 

Alignment of 
Organizational 
Structure to the 

IDP by 31 May 

2020 

N/A 

Reviewed 

Organizational 

Structure aligned 

to the IDP by 31 

May 2021 

N/A 

Reviewed 

Organizationa 

1 Structure 

aligned by 31 

May 2022 

OpEx 

Training 

Improve 
organisational 
cohesion and 
effectiveness 

43 Learning 
interventions 
implemented 
as perWSP 

Operational: 
Typical Work 
Streams: 

Capacity 

Building 

Training and 
Development: 
Workshops, 
Seminars and 
Subject Matter 
Training 

Function: 

Finance 

and 

Administrati 

on: Core 

Function: 

Administrati 

ve and 

Corporate 

Support 

Equitable 

share 

Number of learning 
interventions 
implemented per 

WSP 

Skills 

Personnel 

Trained 

employee 

Skilled 

personne 

1 

8 Learning 
interventions 
implemented per 
WSP by 30 June 
2018 


8 Learning 
interventions 
implemented per 
WSP by 30 June 
2019 

None 

8 Learning 
interventions 
implemented per 
WSP by 30 June 
2020 

R 

1 500 

000 

8 Learning 
interventions 
implemented per 
WSP by 30 June 
2021 

R 1 596 

000 

8 Learning 
interventions 
implemented 
perWSP by 

30 June 2022 

R 1 698 

144 

Training 

Improve 

organisational 

cohesion 

effectiveness 

100% of 
bursaries 
allocated to 
qualifying 
employees 

Operational: 
Typical Work 
Streams: 

Capacity 

Building 

Training and 
Development: 
Workshops, 
Seminars and 
Subject Matter 
Training 

Function: 

Finance 

and 

Administrati 

on: Core 

Function: 

Administrati 

ve and 

Corporate 

Support 

Equitable 

Share 

% bursaries allocated 
to Qualifying 
employees 

Skills 

Personnel 

Trained 

employee 

Skilled 

personne 

1 

100% bursaries 
Allocated to 

Qualifying 

Employees by 30 
September 2017 & 

31 March 2018 

R500,0 

00 

100% bursaries 
Allocated to 

Qualifying 

Employees by 30 
September 2018 
& 31 March 2019 

R532,0 

00 

100% bursaries 
Allocated to 

Qualifying 

Employees by 30 
September 2019 & 

31 March 2020 

R 532 

000 

100% bursaries 
Allocated to 

Qualifying 

Employees by 30 
September 2020 & 

31 March 2021 

R 566 048 

100% bursaries 
Allocated to 
Qualifying 
Employees by 

30 September 
2021 & 31 

March 2022 

R602 175 


149 | P a g e 



































Thematic areas 



LABOUR MATTERS FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


Municipal Transformation and Institutional Development 

OUTCOME 9 

Output 1 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

Output 6 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Developme 
nt Priorities 

Strategic objective 

Baseline 

mSCOA 
project name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGE 

T 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDGET 

PROJECTS 

2021/2022 

BUDGET 

Information 

Technology 

Improve 

organisational 

cohesion 

effectiveness 

100% 
computers 
procured for 
staff 

Capital: Non¬ 
infrastructure 
:New: 

Computer 

Equipment 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Information 
Technology 

Equitable 

Share 

% procured 
computers for staff 
& Councillors 

Financial 

resource 

Procured 
computers 
for staff 

Procured 
computer 
s for staff 

100% procured 
computers for 
staff & 

Councillors by 30 
June 2018 

N/A 

100% procured 

computers for 

staff and 

Councillors by 30 

June 2019 

R 500 
000 

100% Procured 
computers for 
staff and 

Councillors by 

June 2020 

R 350 

000 

100% procured 
computers for 
staff and 

Councillors by 30 
June 2021 

R 371 000 

100% 

procured 

computers for 

staff and 

Councillors 

by 30 June 

2022 

R 393 260 

To provide sound 
working 

environment that 
will improve 
service delivery 

Improve 

organisational 

cohesion 

effectiveness 

New 

Capital: Non¬ 
infrastructure: 
New: Furniture 
and Office 
Equipment 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Fleet 

Manageme 

nt 

Equitable 

Share 

% Purchasing of 
furnishers per 
request 

Budget 

Purchased 

municipal 

furniture 

Improved 

working 

environm 

ent 

100% Purchasing 
of Furniture per 
request by 30 

June 2018 

1 950 

000 

100% 

Purchasing of 
Furniture per 
request by 30 
Uune 2019 

R 

1 950 

000 

100% Purchasing 
of Furniture per 
request by 30 

June 2020 

R 

1 500 

000 

100% Purchasing 
of Furniture per 
request by 30 

June 2021 

R 1 590 

000 

100% 

Purchasing of 
Furniture per 
request by 30 
June 2022 

R 1 685 

400 

To provide sound 
working 

environment that 
will improve 
service delivery 

Provide effective 
and efficient fleet 
management 

7 Municipal 

Vehicles 

purchased 

Capital: Non¬ 
infrastructure: 
New: Furniture 
and Office 
Equipment 

Equitable 

Share 

Number of 

Municipal Vehicles 
purchased 

budget 

Purchased 

municipal 

vehicles 

Improved 

fleet 

N/A 

N/A 

Purchasing of 2 
Municipal 
vehicles by June 
2019 

R 

2 000 

000 

Purchasing of 
Municipal vehicles 
by June 2020 

R 

2 500 

000 

Purchasing of 
Municipal vehicles 
by June 2021 

R 2 650 

000 

Purchasing of 
Municipal 
vehicles by 

June 2022 

R 2 809 

000 

3 yellow fleet 

Equitable 

Share 

Number of 

Municipal yellow 
fleet purchased 

budget 

Purchased 
municipal 
yellow fleet 

Improved 

roads 

None 

N/A 

None 

N/A 

Purchasing of 
Municipal Yellow 
fleet by June 

2020 

R 

9 000 

000 

Purchasing of 
Municipal Yellow 
fleet by June 

2021 

R 9 000 

000 

Purchasing of 
Municipal 
Yellow fleet 
by June 2022 

R 9 000 

000 

TO provide sound 
working 

environment that 
will improve 
service delivery 

New 

new 


Number of 
renovated municipal 
building (next to 
Ganyesa Clinic 

Budget 

Renovated 

municipal 

building 

Improved 

working 

environm 

ent 

N/A 

N/A 

Renovations to 
building (Next to 
Ganyesa Clinic) 

By June 2019 

R 

15 000 
000 

Renovations of 
the building (Next 
to Ganyesa 

Clinic) 

By June 2020 

R 12 

500 

000 

N/A 

N/A 

N/A 

N/A 

Create a safe and 
healthy working 
environment for 
staff, Councillors 
and community 

Improve 

organisational 

cohesion 

effectiveness 

3 Employee 
Wellness 
program 
implemented 

Operational: 
Typical Work 
Streams: 

Capacity 

Building 

Training and 
Development: 
Workshops, 
Seminars and 
Subject Matter 
Training 

Function: 

Executive 

and 

Council: 

Core 
Function: 
Mayor and 
Council 

Equitable 

Share 

Number of 

Employee Wellness 
programmes 
implemented per 
plan 

Personnel 

Implemente 

d 

employees 

wellness 

programme 

Function 

al 

employe 

es 

wellness 

program 

me 

4 Employee 
Wellness 
program 
implemented by 

30 June 2018 

600 000 

12 Employee 

Wellness 

program 

implemented per 
plan by 30 June 
2019 

R 300 
000 

12 Employee 
Wellness program 
implemented per 
plan by 30 June 
2020 

R 450 

000 

12 Employee 

Wellness program 

implemented per 

plan by June 

2021 

R 478 800 

12 Employee 

Wellness 

program 

implemented 

per plan by 

June 2022 

R 509 443 

Human Resource 

Improve 

organisational 

cohesion 

effectiveness 

1 

Employment 
equity Plan 
developed 

Operational: 

Municipal 

Running Cost 

Function: 

Executive 

and 

Council: 

Core 
Function: 
Mayor and 
Council 

Equitable 

Share 

Compilation and 
Submission of 
Employment Equity 
report 

Support from 
DLGHS 

Implemente 

d 

Employmen 
t Equity 

Plan 

Addressi 

ng 

inequaliti 

es 

Compilation and 
Submission of 
Employment 

Equity report to 

DoL by 31 March 
2018 

OpEx 

Compilation and 
Submission of 
Employment 

Equity report to 

DoL by 31 March 
2019 

OpEx 

Compilation and 
Submission of 
Employment 

Equity report to 

DoL by 31 March 
2020 

OpEx 

Compilation and 
Submission of 
Employment 

Equity report to 

DoL by 31 March 
2021 

O pEx 

Compilation 

and 

Submission 

of 

Employment 
Equity report 
to DoL by 31 
March 2022 

OpEx 


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2. Key Performance Area: Basic Service Delivery and Infrastructure Development 


Thematic 

areas 



BASIC SERVICE DELIVERY 

KPA 


BASIC SERVICE DELIVERY 

OUTCOME 9 

Output 2 

IMPROVING ACCESS TO BASIC SERVICES 

Output 4 

ACTIONS SUPPORTIVE OF THE HUMAN SETTLEMENT OUTCOME 

Functional 
Area/Developme 
nt Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 YearTarg 

ets 

PROJECTS 

2017/2018 

BUDG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

4 Municipal 

PMS 

quarterly 

Reports 

submitted 

Operational: Municipal 
Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 
submission of 
PMS 
quarterly 
Reports to 
the office of 
the Municipal 
Manager 
within 15 

Days after 
the end of 
each Quarter 

Directorates 
first quarterly 
reports 

Submission 
to Municipal 
Manager. 

Credible 
Quarterly 
rep ort 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager 
within 15 Days 
after the end of 
each Quarter 

OpEx 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after 
the end of each 
Quarter 

OpEx 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager within 
15 Days after 
the end of each 
Quarter 

OpEx 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager 
within 15 Days 
after the end of 
each Quarter 

OpEx 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager within 
15 Days after 
the end of each 
Quarter 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

Mid-year 
report 
2016/2017 
submitted to 
Treasury 

Operational: Municipal 
Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 
Submission 
of 2019/2020 
Mid-Term 
Report to the 
Office of the 
Municipal 
Manager 

First 

&Second 

quarter 

reports 

2017/2018 

Submitted 
Mid-Term 
Report to 

Mayor 

Credible 

Mid-Term 

Report 

Timeous 
submission of 
the Mid-Term 
Report to the 
Office of the 
Municipal 
Manager by 20 
January 2018 

OpEx 

Timeous 
submission of 
the Mid-Term 
Report to o the 
Office of the 
Municipal 

Manager by 20 
January 2019 

OpEx 

Timeous 
Submission of 
Mid-Term 

Report to the 
Office of the 
Municipal 
Manager by 20 
January 2020 

OpEx 

Submission of 
Mid-Term 

Report to the 
Office of the 
Municipal 
Manager by 20 
January 

2021 

OpEx 

Submission 

Mid-Term 

Report to the 
Office of the 
Municipal 
Manager by 20 
January 

2022 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

4 

Departmental 

Quarterly 

Performance 

Reviews 

performed 

per each 

Municipal 

Department 

Operational: Municipal 
Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Number of 

Departmental 

Quarterly 

Performance 

Reviews 

performed 

per Municipal 

Department 

Directorates 
first quarterly 
reports 

Performance 
Reviews 
reported from 
Internal Audit 

Reviewe 
d report 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2018 

OpEx 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2019 

OpEx 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
each Municipal 
Department by 

30 June 2020 

OpEx 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2021 

OpEx 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2022 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

Annual 
Performance 
Reports 
submitted to 
the Auditor 
General of 
South Africa 

Operational: Municipal 
Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 
Submission 
of 2018/2019^ 
Annual 
Performance 
Reports to 
the Office of 
the Auditor 
General of 
South Africa 

Directorates 

quarterly 

reports 

Reviews 
report from 
Internal Audit 

Submitte 
d Annual 
Performa 

nee 

Reports 

2017/201 

8 

Timeous 
submission of 
2016/2017 

Annual 
Performance 
Reports to the 
Office of the 
Auditor General 
of South Africa 
by 25 August 
2017 

OpEx 

Timeous 
submission of 
2017/2018 

Annual 
Performance 
Reports to the 
Office of the 
Auditor General 
of South Africa 
by 25 August 

2018 

OpEx 

Timeous 
Submission of 
2018/2019 

Annual 
Performance 
Report to the 
Office of the 
Auditor General 
of South Africa 
by 25 August 
2019 

OpEx 

Submission of 
2019/2020 

Annual 
Performance 
Reports to the 
to the Office of 
the Municipal 
Manager by 25 
August 2020 

OpEx 

Submission of 
2020/2021 

Annual 
Performance 
Reports the to 
the Office of the 
Municipal 
Manager by 25 
August 2021 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

2017/2018 

Annual 

Report tabled 

Operational: Municipal 
Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 
tabling of 
2018/2019 
Annual 

Report to 
council 

Human 

resource 

Tabled 

2017/2018 

Annual 

Report 

Noted 

2017/201 

8 Annual 
Report 

Timeous 
tabling of 
2017/2018 

Annual Report 
to council by 31 
January 2018 

OpEx 

Timeous tabling 
of 2017/2018 
Annual Report 
to council by 31 
January 2019 

OpEx 

Timeous tabling 
of 2018/2019 
Annual Report 
to council by 31 
January 2020 

OpEx 

Timeous 
tabling of 
2019/2020 
Annual Report 
to council by 31 
January 2021 

OpEx 

Timeous tabling 
of 2020/2021 
Annual Report 
by 31 January 
2022 

OpEx 


151 | Page 



































Thematic 

areas 



BASIC SERVICE DELIVERY 

KPA 


BASIC SERVICE DELIVERY 

OUTCOME 9 

Output 2 

IMPROVING ACCESS TO BASIC SERVICES 

Output 4 

ACTIONS SUPPORTIVE OF THE HUMAN SETTLEMENT OUTCOME 

Functional 
Area/Developme 
nt Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 YearTarg 

ets 

PROJECTS 

2017/2018 

BUDG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that PMS 
Reports are 
submitted on time 
and Reviews 
conducted 

2017/2018 
oversight 
report on 
Annual 

Report 
submitted to 
Council for 
approval 

Operational: Municipal 
Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 
Finance 

Equitable 

Share 

Timeous 
tabling of 
oversight 

Report on 
2018/2019 

Annual Report 
to Council for 
approval 

Council, 

MPAC and 

Directorates 

Inputs 

Submitted 
oversight 
report on 
2017/2018 
Annual 

Report 

Approved 
oversight 
report on 
2017/201 

8 Annual 
Report 

Timeous 
tabling of 
oversight 

Report on 
2016/2017 

Annual Report 
to Council for 
approval by 31 
March 2018 

OpEx 

Timeous tabling 
of oversight 
report on 
2017/2018 

Annual Report 
to Council for 
approval by 31 
March 2019 

OpEx 

Timeous tabling 
of oversight 
report on 
2018/2019 

Annual Report 
to Council for 
approval by 31 
March 2020 

OpEx 

Timeous 
tabling of 
oversight report 
on 2019/2020 
Annual Report 
to Council for 
approval by 31 
March 2021 

OpEx 

Timeous tabling 
of oversight 
report on 
2020/2021 

Annual Report 
to Council for 
approval by 31 
March 2022 

OpEx 

Providing 
structured and 

coherent 
approach in 
regular 

assessing and 
updating of Risk 
Management 

To ensure 
effective Risk 
management 

4 Risk 

Register 

Updated 

Operational: Municipal 
Running Cost 

Function: 

Finance 

and 

Administrati 
on: Core 
Function: 

Risk 

Manageme 

nt 

Equitable 

Share 

Number of Risk 
Register 

Updates 
conducted per 
each 

Department 

Human 

resource 

Updated Risk 
register 

Updated 

Risk 

register 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2018 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2019 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2020 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2017 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2022 

OpEx 

Development of 
Post Audit 

action Plan 

Audit queries 
attended to within 
the timeframe 

Internal 

Auditor's 

Finding 
responded to 

Operational: Municipal 
Running Cost 

Function: 

Internal 

Audit: Core 
Function: 
Governanc 
e Function 

Equitable 

Share 

Response to 
the Internal 
Auditor's 

Finding within 
30 days after 
receipt the 
report 

Internal 

Auditors 

report 

Responded 
report of 

Internal 

Audit's 

findings 

Respons 
e to the 
Internal 
Auditors' 
findings 

Responses to 
Internal 

Auditor's 

Finding 30 
|days after 
receiving the 
report 

OpEx 

Responses to 
Internal 

Auditor's 

Finding 30 days 
after receiving 
the report 

OpEx 

Responses to 
Internal 

Auditor's 

Finding 30 days 
after receiving 
the report 

OpEx 

Response to 
the Internal 

Auditor's 

Finding within 

30 days after 
receipt the 
report 

OpEx 

Response to 
the Internal 

Auditor's 

Finding within 

30 days after 
receipt the 
report 

OpEx 

Development 

Post Audit 

Action Plan 

To achieve a 
clean audit 
opinion 

Internal 

Auditor's 

Finding 
responded to 

Operational: Municipal 
Running Cost 

Function: 

Internal 

Audit: Core 
Function: 
Governanc 
e Function 

Equitable 

Share 

Number of 
reports on the 
implementati 
on of the 

Audit Action 
Plan 

submitted to 
the office of 
the Municipal 
Manager 

Human 

resource 

Implemented 
Audit Action 
Plan 

Impleme 

nted 

Audit 

Action 

Plan 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to 

the office of the 
Municipal 
Manager by 
and 30 June 

2018 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by 30 
June 2019 

OpEx 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to the 

office of the 
Municipal 
Manager by 
and 30 June 

2020 

OpEx 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to 

the office of the 
Municipal 
Manager by 
and 30 June 

2021 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2022 

OpEx 

Provision of 
effective 
Corporate 
Administration 
and support 

Improve 
organisational 
cohesion and 
effectiveness 

4 Portfolio 
Committee 
meetings 
held 

Operational: Typical 
Work Streams: 
Communication and 
Public Participation: 
Mayoral/Executive 
Mayor Campaigns 

Function: 

Executive 

and 

Council: 

Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 

Portfolio 

Committee 

meetings 

coordinated 

Scheduled 

portfolio 

committee 

meetings 

Effective 
Portfolio 
Committee 
administration 
& support 

Portfolio 

committe 

e 

meetings 

held 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2018 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2019 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2020 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2021 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2022 

OpEx 

Facilitate the 
Provision of 
public 
amenities: 
housing 

Eradicate 
backlogs in order 
to improve access 
to services 

4 Housing 
Programme 
Meetings 
Attended 

Operational: Typical 
Work Streams: Ward 
Committees: Meetings 

Function: 

Housing:No 

n- 

core:Functi 

on:Housing 

Equitable 

share 

Number of 
Housing 

Project 

Management 

Meetings 

Attended 

Invitations, 
Agenda, 
registers of 
attended 
meeting 

4 Housing 

Project 

Management 

Meetings 

Attended 

Housing 

Project 

Manage 

ment 

Meetings 

Attended 

4 Housing 
Programme 
Meetings 
Attended by 30 
June 2018 

OpEx 

4 Housing 

Programme 

Meetings 

Attended by 30 
June 2019 

OpEx 

4 Housing 
Programme 
Meetings 
Attended by 30 
June 2020 

OpEx 

4 Housing 
Project 
Management 
Meetings 
Attended by 30 
June 2021 

OpEx 

4 Housing 

Programme 

Meetings 

Attended by 30 
June 2022 

OpEx 


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Thematic 

areas 



BASIC SERVICE DELIVERY 

KPA 


BASIC SERVICE DELIVERY 

OUTCOME 9 

Output 2 

IMPROVING ACCESS TO BASIC SERVICES 

Output 4 

ACTIONS SUPPORTIVE OF THE HUMAN SETTLEMENT OUTCOME 

Functional 
Area/Developme 
nt Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 YearTarg 

ets 

PROJECTS 

2017/2018 

BUDG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Facilitate the 
Provision of 
public 
amenities: 
water 

To Monitor water 
service/projects in 
order to improve 
access to 
services 

4 Rural 

Water Supply 
Programme 
Meetings 
Attended 

Operational: Typical 
Work Streams: Ward 
Committees: Meetings 

Function: 
Water 
Manageme 
nt: Non¬ 
core: 

Function: 

Water 

Distribution 

Equitable 

share 

Number of 

Rural Water 

Supply 

Programme 

Meetings 

Attended 

Invitations 
Agenda, 
registers of 
attended 
meeting 

4 Rural Water 

Supply 

Programme 

Meetings 

Attended 

Rural 

Water 

Supply 

Program 

me 

Meetings 

Attended 

4 Rural Water 
Supply 
Programme 
Meetings 
Attended by 30 
June 2018 

OpEx 

4 Rural Water 
Supply 
Programme 
Meetings 

Attended by 30 
June 2019 

OpEx 

4 Rural Water 
Supply 
Programme 
Meetings 
Attended by 30 
June 2020 

OpEx 

4 Rural Water 
Supply 
Programme 
Meetings 
Attended by 30 
June 2021 

OpEx 

4 Rural Water 
Supply 
Programme 
Meetings 

Attended by 30 
June 2022 

OpEx 

Facilitate the 
provision of 
Electrification 
services 

To Monitor the 
provision of 
electrification 
projects in order 
to improve access 
to services 

4 Electricity 

Project 

Management 

Meetings 

Attended 

Operational: Typical 
Work Streams: Ward 
Committees: Meetings 

Function: 

Housing 

Non-core: 

Function: 

Electricity 

Equitable 

share 

Number of 

Electricity 

Project 

Management 

Meetings 

Attended 

4 Electricity 

Project 

Management 

Meetings 

Attended 

Invitations, 
Agenda, 
registers of 
attended 
meeting 

Electricity 

Project 

Manage 

ment 

Meetings 

Attended 

4 Electricity 

Project 

Management 

Meetings 

Attended 

by 30 June 

2018 

OpEx 

4 Electricity 
Project 
Management 
Meetings 

Attended 
by 30 June 

2019 

OpEx 

4 Electricity 

Project 

Management 

Meetings 

Attended 

by 30 June 

2020 

OpEx 

4 Electricity 

Project 

Management 

Meetings 

Attended 

by 30 June 

2021 

OpEx 

4 Electricity 
Project 
Management 
Meetings 

Attended 
by 30 June 

2022 

OpEx 

Facilitate the 
provision of 
Housing 

Sanitation 

programme 

To Monitor the 
provision of 
housing sanitation 
programme in 
order to improve 
access to 
services 

4 Housing 

Sanitation 

Programme 

Meetings 

Attended 

Operational: Typical 
Work Streams: Ward 
Committees: Meetings 

Function: 

Executive 

and 

Council: 

Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 

Rural 

Housing 

Sanitation 

Programme 

Meetings 

Attended 

Invitations 
Agenda, 
registers of 
attended 
meeting 

4 Rural 

Housing 

Sanitation 

Programme 

Meetings 

Attended 

Rural 

Housing 

Sanitatio 

Program 

me 

Meetings 

Attended 

4 Rural 

Housing 
Sanitation 
Programme 
Meetings 
Attended by 30 
June 2018 

OpEx 

4 Rural Housing 
Sanitation 
Programme 
Meetings 

Attended by 30 
June 2019 

OpEx 

4 Housing 
Sanitation 
Programme 
Meetings 
Attended by 30 
June 2020 

OpEx 

4 Rural 

Housing 
Sanitation 
Programme 
Meetings 
Attended by 30 
June 2021 

OpEx 

4 Housing 
Sanitation 
Programme 
Meetings 

Attended by 30 
June 2022 

OpEx 

Provision of 
community 
lighting: High 
mast lights 

To Ensure 

Provision of High 
mast lights in 
order to improve 
access to 
services and 
ensure proper 
operations and 
maintenance 

78 High Mast 

Lights at 

Tlakgameng, 

Gamodisenya 

ne and 

Kudunkgwan 

e 

CapitakNon- 
infrastructure:New:Co 
mmunity Assets: 
Community Facilities: 
Halls 

Function: 

Energy 

Sources: 

Core 

Function: 

Street 

Lighting 

and Signal 

Systems 

Municipal 

Infrastructure 

Grant 

Number of 

High mast 
lights 

constructed 
at Southey, 
Kgokgojane( 
ward 7) and 
Tshaneng(wa 
rd 7) 

Budget 

Erected High 
mast lights 

high 

mast 

lights 

erected 

at 

Gamany 

ai 

78 high mast 
lights 

constructed at 
Tlakgameng(w 
ard 13) 

Gamodisenyan 
e(wardl) 
Kudunkgwane 
(wardl) by 30 
June 2018 

8 490 

000 

Construct 40 
high mast lights 
in 

Garapipa(ward 

2) and 

Goodwood(ward 
14) and portion 
of 

Tlakgameng(13) 
by 30 June 

2019(Multi- 
Year) 

R 

2 427 97 
3.40 

Construct 53 
high mast lights 
in Southey, 
Kgokgojane(wa 
rd 7) and 
Tshaneng 
(ward 7)by 30 
June 2020 

R 1 872 
040 

Construct high 
mast lights in 
Tshetshu (ward 
03) by 30 June 
2021 

R 

5 000 

000 

N/A 

N/A 

Construct 40 
high mast lights 
in 

Garapipa(ward 

2) and 

Goodwood(war 
d 14) and 
portion of 
Tlakgameng(13 
) by 30 June 

2020 (Multi- 
Year) 

R 

9 572 2 
06.60 

Construct 53 
high mast lights 
in Southey, 
Kgokgojane(wa 
rd 7) and 
Tshaneng 
(ward 7)by 30 
June 2021 

R 

14127 

168 

None 

N/A 

Number of 
high mast 
lights 

constructed 

at 

Tlakgameng( 
ward 13) 
Gamodisenya 
ne(wardl) 
Kudunkgwan 
e (wardl) 

Provision of 

public 

amenities: 

Sports Facility 

Provision of sport 
facilities in order 
to improve access 
to recreational 
facilities 

1 Sports 
facilities 
constructed 

CapitakNon- 
infrastructure:New:Co 
mmunity Assets: Sport 
and Recreation 

Facilities: Outdoor 
Facilities 

Function: 

Sport and 

Recreation: 

Core 

Function: 

Sports 

Grounds 

and 

Stadiums 

Municipal 

Infrastructure 

Grant 

Number of 
sport facilities 
constructed 
at Piet 

Plessis 
(Ward 3) 

Budget 

Constructed 

Sports 

Facilities 

Upgrade 
d Sports 
Facilities 

1 constructed 
Sport facilities 
at Vragas 
(Ward 8) by 30 
June 2018 

R 3 

000 

000 

1 constructed 
Sport facilities at 
Vragas (Ward 8) 
by 30 June 

2019 

R 3 000 

000 

1 constructed 
Sport facility at 
Piet Plessis 
(Ward 3)) by 30 
June 2020 

R 9 500 
000 

Sports facility 
upgraded in 
Morokweng 
(ward 10) by 

June 2021 

R 

5 000 

000 

Sports facility 
upgraded in 
Morokweng 
(ward 10) by 

June 2022 

R 

9 000 00 

0 


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Thematic 

areas 



BASIC SERVICE DELIVERY 

KPA 


BASIC SERVICE DELIVERY 

OUTCOME 9 

Output 2 

IMPROVING ACCESS TO BASIC SERVICES 

Output 4 

ACTIONS SUPPORTIVE OF THE HUMAN SETTLEMENT OUTCOME 

Functional 
Area/Developme 
nt Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcom 

e 

Indicator 

5 YearTarg 

ets 

PROJECTS 

2017/2018 

BUDG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Provision of 

public 

amenities: 

Recreational 

facilities 

Provision of 
recreation 
facilities order to 
improve access to 
services 

New 

Operational: 

Typical Work Streams: 
Parks Programme 

Function: 

Sport and 

Recreation: 

Core 

Function: 

Community 

Parks 

(including 

Nurseries) 

Municipal 

Infrastructure 

Grant 

Number of 
Upgraded 
Ganyesa 

Dam Park 
(Ward 4) 

Budget 

Constructed 
dam park 

Upgrade 

d 

recreatio 

nal 

Facilities 

1 Upgraded 
Ganyesa Dam 
Park (Ward 4) 

30 June 2017 

2 000 

000 

1 Upgraded 
Ganyesa Dam 
Park (Ward 4) 

30 June 2019 
(multi-year) 

R 2 000 

000 

1 Upgraded 
Ganyesa Dam 
Park (Ward 4) 

30 June 2020 

R 9 300 
000 

N/A 

N/A 

None 

N/A 

Provision of 
Access Road 

Upgrade road 
from gravel to 
pave in order to 
improve access to 
services 

5.6 Km of 
access road 

Capital infrastructure: 
New:Roads 
Infrastructure: Roads 

Function: 

Road 

Transport: 

Core 

Function: 

Roads 

Municipal 

Infrastructure 

Grant 

Construction 
of 3 KM 
Theunessen 
- Longaneng 
access road 
in 

Morokweng 

Budget 

Constructed 
access roads 

Upgrade 
d access 
roads 

Construction of 
Moreri access 
road (ward 12) 
by 30 June 
2018(Multi- 
year) 

R 

8 000 0 
00 

4 KM Huhudi- 
Mawethu - Bore 
Access Road 
constructed in 
Ganyesa by 

June 2019 
(multi-year) 

R 

15 000 0 

00 

Construction of 

3 KM 

Theunessen - 
Longaneng 
Access road in 
Morokweng by 
June 2020 
(multi-year) 

R3 000 
000 

Clinic - Pitso — 
Maamogwa 
Access road 
constructed by 
June 

2021 (Multi¬ 
year) 

R 

9104 

365 

Seitsang - 
Shupu- 
Sebetwane 
Access road by 
2022 

R 7 000 

000 

Construction 
of 4 KM 
Huhudi- 
Mawethu - 
Bore access 
road in 

Ganyesa 

None 

N/A 

Construction of 
^.8 KM Moreri 
access road 
(ward 12) by 30 
June 2019 

R 

8 000 00 

0 

4 KM Huhudi- 
Mawethu - 
Bore Access 

Road 

constructed in 
Ganyesa by 

June 2020 

R 

13 321 
427 

Construction of 

3 KM 

Theunessen - 
Longaneng 
Access road in 
Morokweng by 
June 2021 
(multi-year) 

R 

9104 

365 

Clinic - Pitso - 
Maamogwa 
Access road 
constructed by 
June 2022 
(Multi-year) 

R 3 000 

000 

Clinic — Pitso — 
Maamogwa 
Access road 
constructed by 
June 2021 
(Multi-year) 

R 

7 000 

000 

NONE 

N/A 

Basic Service 
Delivery and 
Infrastructure 
Development 

Fencing of 
graveyards 

30 fenced 
cemeteries 

OperationakMaintena 

nce:Non- 

infrastructu re Prevent 
ative Maintenance: 
Interval Based: 
Community Assets: 
Community Facilities: 
Cemeteries/Crematori 
a: Buildings 

Function: 

Community 

and Social 

Services: 

Core 

Function: 

Cemeteries 

, Funeral 

Parlours 

and 

Crematoriu 

ms 

Municipal 

Infrastructure 

Grant 

Number of 
Fencing of 
cemeteries 
by June 2018 

Budget 

Fenced 

cemeteries 

Upgrade 

d 

cemeteri 

es 

30 Fenced 
cemeteries in 
various villages 
by June 2018 

5 000 0 
00 

30 fenced 
cemeteries in 
various villages 
by June 2019 

R 

5 000 00 

0 

30 fenced 
cemeteries in 
various villages 
by June 2020 

R 5 000 
000 

30 fenced 
cemeteries in 
various villages 
by June 2021 

R 

5 000 

000 

30 fenced 
cemeteries in 
various villages 
by June 2022 

R 5 000 

000 


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3. Key Performance Area: Local Economic Development and Community Services 


Thematic 

areas 



Local Economic Development and Community Services 

KPA 


Local Economic Development and Community Services 

OUTCOME 9 

Output 3 
Output 

IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME 

Functional 

Area/Develo 

pment 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUD 

GET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 
PMS Reports 
and 

Conduction 

reviews 

Ensure that 
PMS 

Reports are 
submitted 
on time and 
Reviews 
conducted 

4 Municipal PMS 
quarterly Reports 
submitted 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable 

Share 

Timeous submission 
of PMS quarterly 
Reports to the office 
of the Municipal 
Manager within 15 
Days after the end of 
each Quarter 

Directorates 
first quarterly 
reports 

Submission 

to 

Municipal 

Manager. 

Credible 
Quarterly 
rep ort 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after 
the end of each 
Quarter 

OpEx 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager within 
15 Days after 
the end of each 
Quarter 

OpEx 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager 
within 15 Days 
after the end of 
each Quarter 

OpEx 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after the 
end of each 

Quarter 

OpEx 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after the 
end of each 

Quarter 

OpEx 

Ensuring 
submission of 
PMS Reports 
and 

Conduction 

reviews 

Ensure that 
PMS 

Reports are 
submitted 
on time and 
Reviews 
conducted 

Mid-year report 
2017/2018 
submitted to 
Treasury 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable 

Share 

Timeous Submission 
of 2018/2019 Mid- 
Term Report to the 
Office of the 

Municipal Manager 

First 

&Second 

quarter 

reports 

2017/2018 

Submitted 
Mid-Term 
Report to 
Mayor 

Credible 

Mid-Term 

Report 

Timeous 
submission of 
the Mid-Term 
Report to the 
Office of the 
Municipal 

Manager by 20 
January 2018 

OpEx 

Timeous 
submission of 
the Mid-Term 
Report to o the 
Office of the 
Municipal 
Manager by 20 
January 2019 

OpEx 

Timeous 
Submission of 
Mid-Term 

Report to the 
Office of the 
Municipal 
Manager by 20 
January 2020 

OpEx 

Submission of 
Mid-Term Report 
to the Office of 
the Municipal 
Manager by 20 
January 

2021 

OpEx 

Submission Mid- 
Term Report to 
the Office of the 
Municipal 

Manager by 20 
January 

2022 

OpEx 

Ensuring 
submission of 
PMS Reports 
and 

Conduction 

reviews 

Ensure that 
PMS 

Reports are 
submitted 
on time and 
Reviews 
conducted 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

each Municipal 

Department 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable 

Share 

Number of 
Departmental 

Quarterly 

Performance 

Reviews performed 
per Municipal 
Department 

Directorates 
first quarterly 
reports 

Performanc 
e Reviews 
reported 
from 

Internal 

Audit 

Reviewed 

report 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2018 

OpEx 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2019 

OpEx 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
each Municipal 
Department by 

30 June 2020 

OpEx 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
Municipal 
Department by 30 
June 2021 

OpEx 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
Municipal 
Department by 30 
June 2022 

OpEx 

Ensuring 
submission of 
PMS Reports 
and 

Conduction 

reviews 

Ensure that 
PMS 

Reports are 
submitted 
on time and 
Reviews 
conducted 

Annual 

Performance 

Reports 

submitted to the 
Auditor General of 
South Africa 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable 

Share 

Timeous Submission 
of 2018/2019 

Annual Performance 
Reports to the Office 
of the Auditor 

General of South 

Africa to the Office 

Directorates 

quarterly 

reports 

Reviews 
report from 
Internal 

Audit 

Submitted 

Annual 

Performa 

nee 

Reports 

2017/201 

8 

Timeous 
submission of 
2016/2017 

Annual 
Performance 
Reports to the 
Office of the 
Auditor General 
of South Africa 
by 25-August 

2017 

OpEx 

Timeous 
submission of 
2017/2018 

Annual 
Performance 
Reports to the 
Office of the 
Auditor General 
of South Africa 
by 25-August 
2018 

OpEx 

Timeous 
Submission of 
2018/2019 
Annual 
Performance 
Reports to the 
Office of the 
Auditor 

General of 

South Africa by 
25 August 

2019 

OpEx 

Submission of 
2019/2020 Annual 
Performance to 
the Office of the 
Auditor General of 
South Africa r by 
25 August 2020 

OpEx 

Submission of 
2020/2021 Annual 
Performance 

Reports the to the 
Office of the 
Municipal 

Manager by 25 
August 2021 

OpEx 

Ensuring 
submission of 
PMS Reports 
and 

Conduction 

reviews 

Ensure that 
PMS 

Reports are 
submitted 
on time and 
Reviews 
conducted 

2017/2018 

Annual Report 
tabled 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable 

Share 

Timeous tabling of 
2018/2019 Annual 
Report to council 

Human 

resource 

Tabled 

2017/2018 

Annual 

Report 

Noted 

2017/201 

8 Annual 
Report 

Timeous tabling 
of 2016/2017 
Annual Report 
to council by 31 
January 2018 

OpEx 

Timeous tabling 
of 2017/2018 
Annual Report 
to council by 31 
January 2019 

OpEx 

Timeous 
tabling of 
2018/2019 
Annual Report 
to council by 31 
January 2020 

OpEx 

Timeous tabling 
of 2019/2020 

Annual Report to 
council by 31 
January 2021 

OpEx 

Timeous tabling of 
2020/2021 

Annual Report by 

31 January 2022 

OpEx 


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Thematic 

areas 



Local Economic Development and Community Services 

KPA 


Local Economic Development and Community Services 

OUTCOME 9 

Output 3 
Output 

IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME 

Functional 

Area/Develo 

pment 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUD 

GET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 
PMS Reports 
and 

Conduction 

reviews 

Ensure that 
PMS 

Reports are 
submitted 
on time and 
Reviews 
conducted 

2017/2018 
oversight report 
on Annual Report 
submitted to 

Council for 
approval 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable 

Share 

Timeous tabling of 
oversight Report on 
2018/2019 Annual 
Report to Council for 
approval 

Council, 

MPAC and 

Directorates 

Inputs 

Submitted 
oversight 
report on 
2017/2018 
Annual 

Report 

Approved 
oversight 
report on 
2017/201 

8 Annual 
Report 

Timeous tabling 
of oversight 
Report on 
2016/2017 

Annual Report 
to Council for 
approval by 31 
March 2018 

OpEx 

Timeous tabling 
of oversight 
report on 
2017/2018 

Annual Report 
to Council for 
approval by 31 
March 2019 

OpEx 

Timeous 
tabling of 
oversight report 
on 2018/2019 
Annual Report 
to Council for 
approval by 31 
March 2020 

OpEx 

Timeous tabling 
of oversight report 
on 2019/2020 
Annual Report to 
Council for 
approval by 31 
March 2021 

OpEx 

Timeous tabling of 
oversight report on 
2020/2021 Annual 
Report to Council 
for approval by 31 
March 2022 

OpEx 

Providing 

structured 

and coherent 
approach in 
regular 
assessing 
and updating 
of Risk 
Management 

To ensure 
effective 

Risk 

manageme 

nt 

4 Risk Register 
updated 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Risk 

Management 

Equitable 

Share 

Number of Risk 

Register Updates 
conducted per each 
Department 

Human 

resource 

Updated 

Risk 

register 

Updated 

Risk 

register 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2018 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2019 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2020 

OpEx 

4 Risk Register 
Updates 
conducted per 
each Department 
by 30 June 2017 

OpEx 

4 Risk Register 
Updates 
conducted per 
each Department 
by 30 June 2022 

OpEx 

Development 
of Post audit 
action plan 

Audit 
queries 
attended to 
within the 
timeframe 

Internal Auditor's 
Finding 
responded to 

Operational: 

Municipal 

Running Cost 

Function: 

Internal Audit: 
Core Function: 
Governance 
Function 

Equitable 

Share 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

Internal 

Auditors 

report 

Responded 
report of 
Internal 
Audit's 
findings 

Response 
to the 
Internal 
Auditors' 
findings 

Responses to 
Internal 

Auditor's 

Finding 30 days 
after receiving 
the report 

OpEx 

Responses to 
Internal 

Auditor's 

Finding 30 days 
after receiving 
the report 

OpEx 

Responses to 
Internal 

Auditor's 

Finding 30 
days after 
receiving the 
report 

OpEx 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

OpEx 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

OpEx 

Development 
of Post audit 
action plan 

To achieve 
a clean 
audit 
opinion 

Internal Auditor's 
Finding 
responded to 

Operational: 

Municipal 

Running Cost 

Function: 

Internal Audit: 
Core Function: 
Governance 
Function 

Equitable 

Share 

Number of reports 
on the 

implementation of 
the Audit Action Plan 
submitted to the 
office of the 

Municipal Manager 

Human 

resource 

Implemente 
d Audit 

Action Plan 

Implemen 
ted Audit 
Action 

Plan 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to the 

office of the 
Municipal 

Manager by and 
30 June 2018 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by 30 
June 2019 

OpEx 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to 

the office of the 
Municipal 
Manager by 
and 30 June 

2020 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2021 

OpEx 

1 Report on the 
implementation of 
the Audit Action Plan 

submitted to the 

office of the 

Municipal Manager 
by and 30 June 2022 

OpEx 

Corporate 
Administratio 
n support 

Improve 

organisatio 

nal 

cohesion 

and 

effectivene 

ss 

4 Portfolio 
Committee 
meetings 

Operational: 

Typical Work 

Streams: 

Communication 

and Public 

Participation: 

Mayoral/Executiv 

e Mayor 

Campaigns 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Equitable 

share 

Number of Portfolio 
Committee meetings 
coordinated 

Scheduled 

portfolio 

committee 

meetings 

Effective 

Portfolio 

Committee 

administrati 

on & 

support 

Portfolio 

committe 

e 

meetings 

held 

4 Portfolio 
Committee 
meetings held 
by 30 June 

2018 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2019 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2020 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 30 
June 2021 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 30 
June 2022 

OpEx 


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Thematic 

areas 



Local Economic Development and Community Services 

KPA 


Local Economic Development and Community Services 

OUTCOME 9 

Output 3 
Output 

IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME 

Functional 

Area/Develo 

pment 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUD 

GET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Enterprise 

Skills 

Development 

Create an 
environmen 
tthat 
promotes 
developme 
nt of local 
economy & 
facilitate 
job creation 

2 SMME's 
supported 

Operational :Typic 
al Work Streams: 

Local Economic 

Development: 

Training 

Function: 

Executive and 

Council: Core 

Function: 

Mayor and 
Council 

Equitable 

share 

Number of SMME’s 
and supported per 
plan at Ithuteng 
multipurpose(ward 

3) and 

Ditshukutswaneng 

(ward 8) 

Human 

resources 

Functional 

SMMEs 

Supporte 
d SMME's 

2 of SMME’s 
and supported 
per plan at 
Ithuteng 
multipurpose(w 
ard 3) and 
Ditshukutswane 
ng(ward 8) by 

30 June 2018 

R250 00 

0 

2 of SMME’s 
and supported 
per plan at 
Ithuteng 
multipurpose(w 
ard 3) and 
Ditshukutswane 
ng(ward 8) by 

30 June 2019 

R 

100 

000 

2 of SMME’s 
and supported 
per plan at 
Ithuteng 
multipurpose(w 
ard 3) and 
Ditshukutswan 
eng(ward 8) by 

30 June 2020 

R 109 
000 

2 of SMME’s and 
supported per 
plan at Ithuteng 
multipurpose(war 
d 3)and 

Ditshukutswanen 
g(ward 8) by 30 
June 2021 

R 

11881 

0 

13 SMMEs 
supported per plan 
by 30 June 2022 

R 129 503 

New 

operational: 

Typical Work 
Streams: City 
Cleanliness and 
Clean-up: Clean¬ 
up Actions 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Municipal 

Infrastructure 

Grant 

% Implementation of 
glass recycling 
feasibility 
study by 30 June 

2018 

Human 

resources 

Recycling 
feasibility 
study and 
implementa 
tion plan 

Feasible 

Implemen 

table 

recycling 

study 

1 Recycling 
programs 
implemented 
per project 
implementation 
plan by 30 June 
2018 

R500 

000 

1 Recycling 

programs 

implemented 

per project 

implementation 

plan by 30 June 

2019 

R 

1 500 
000 

1 Recycling 
programs 
implemented 
per project 
implementation 
plan by 30 

June 2020 

R 

1 500 

000 

1 Recycling 
programs 
implemented per 
project 

implementation 
plan 30 June 

2021 

R 

1 635 
000 

1 Recycling 
programs 
implemented per 
project 

implementation 
plan by 30 June 
2022 

R 1 782 

150 

Local 

Economic 

Development 

Create an 
environmen 
tthat 
promotes 
developme 
nt of local 
economy & 
facilitate 
job creation 

Completion and 
Implementation of 
the Feasibility 
study on tourism 
initiatives at 

Tseng, and Konke 
(Ward 12) 
and Bona Bona 
(Ward 9) 

Operational :Typic 
al Work Streams: 
City Cleanliness 
and Clean-up: 
Clean-up Actions 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Municipal 

Infrastructure 

Grant 

Number of Bona- 
Bona (Driefontein 
Heritage site) 
programs 
implemented per 
project 

Implementation plan 

Human 

Resource 

Promoted 

Tourism 

Initiatives 

Feasibility 
study 
report and 
implemen 
tation 
plan at 
Tseng, 
Konke 
(Ward 12) 
and Bona 
Bona 
(Ward 9) 

2 Bona-Bona 
(Driefontein 
Heritage site) 
programs 
implemented 
per project 
Implementation 
plan by June 

2018 

R250 

000 

2 Bona-Bona 
(Driefontein 
Heritage site) 
programs 
implemented 
per project 
Implementation 
plan by 30 

June 2019 

R 

1 000 
000 

2 Bona-Bona 
(Driefontein 
Heritage site) 
programs 
implemented 
per project 
Implementation 
plan by 30 

June 2020 

R 

500 

000 

2 Bona-Bona 
(Driefontein 

Heritage site) 
programs 
implemented per 
project 

Implementation 
plan Site by 30 
June 2021 

R 

545 

000 

2 Bona-Bona 
(Driefontein 

Heritage site) 
programs 
implemented per 
project 

Implementation 
plan Site by 30 

June 2022 

R 594 050 

Local 

Economic 

Development 

New 

Operational :Typic 
al Work 

Streams:Agricultu 
ral Assistance 
and Support 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Municipal 

Infrastructure 

Grant 

Number of Brick 
making programs 
implemented per 
project plan 

Human 

resources 

Brick 

making 

feasibility 

study and 

implementa 

tion 

Feasible 

Implemen 

table 

Brick 

Making 

study 

6 of Brick 

making 

programs 

implemented 

per project 

implementation 

by 30 June 

2018 

R500 

000 

6 of Brick 

making 

programs 

implemented 

per project 

implementation 

by 30 June 

2019 

1 500 
000 

4 of Brick 

making 

programs 

implemented 

per project 

implementation 

by 30 June 

2020 

R 

1 500 
000 

6 of Brick making 
programs 
implemented per 
project 

implementation by 
30 June 2021 

R 

1 635 
000 

6 of Brick making 
programs 
implemented per 
project 

implementation by 
30 June 2018 

R 1 782 

150 

Local 

Economic 

Development 

Create an 

environmen 

tthat 

promotes 

developme 

nt of local 

economy 

and 

facilitate 
job creation 

New 

Operational: 

Typical Work 
Streams: 
Agricultural: 
Assistance and 
Support 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Municipal 

Infrastructure 

Grant 

Number of goat 
massification, 
programs 
implemented per 
project 

implementation plan 

Human 

resource 

Operational 

Goat 

massificatio 
n, Feedlot 
and 

Abattoir 

Productio 
n and 
processin 
g of Red 
meat in 
the 

Municipal 

ty 

6 Goat 
massification, 
Feedlot & 

Abattoir 
programs 
implemented 
per project 
implementation 
plan by 30 June 
2018 

R1 

500 000 

6 Goat 
massification, 
programs 
implemented 
per project 
implementation 
plan by 30 June 
2019 

R 

3 000 
000 

4 Goat 

massification 

programs 

implemented 

per project 

implementation 

plan by 30 

June 2020 

R 

3 000 
000 

6 Goat 
massification 
programs 
implemented per 
project 

implementation 
plan by 30 June 
2021 

R 

3 270 
000 

6 Goat 

massification & 
programs 
implemented per 
project 

implementation 
plan by 30 June 
2022 

R 3 564 

300 

Local 

Economic 

Development 

To ensure 
access to 
information 

To provide access 
to information and 
library services 
through 

Community 

libraries 

Operational: 

Typical Work 

Streams: 

Communication 

and Public 

Participation: 

Mayoral/Executiv 

e Mayor 

Campaigns 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Equitable 

share 

Number of Library 
awareness 
campaigns/program 
mes held for 

Ganyesa, 

Morokweng, Tosca, 
Tlakgameng, Bray & 
Vorstershoop 

Human 

Resource 

Library 

services 

Functiona 

1 

Communit 

y 

Libraries 

72 Library 
Awareness/ 
Campaigns held 
for Ganyesa- 
, Morokweng, 
Tosca, 

Tlakgameng & 

OpEx 

72 Library 
awareness/ 
campaigns 
held for 

Ganyesa- 
,Morokweng, 
Tosca, 
Tlakgameng, 

OpEx 

48 Llibrary 
Awareness 
Campaigns 
held for 

Ganyesa- 
,Morokweng, 
Tosca, 
Tlakgameng, 

OpEx 

72 Library 
Awareness 
Campaigns held 
for Ganyesa- 
,Morokweng, 

Tosca, 

Tlakgameng, Bray 
by June 2021 

OpEx 

72 Library) 
Awareness 
Campaigns held 
for Ganyesa- 
,Morokweng, 

Tosca, 

Tlakgameng, Bray 
by June 2022 

OpEx 


157 | P a g e 




































Thematic 

areas 



Local Economic Development and Community Services 

KPA 


Local Economic Development and Community Services 

OUTCOME 9 

Output 3 
Output 

IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME 

Functional 

Area/Develo 

pment 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 
project Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUD 

GET 

PROJECTS 

2019/2020 

BUDG 

ET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 











Vorstershoop by 
June 2018 


Bray & 

Vorstershoop 
by June 2019 


Bray by June 
2020 






To Ensure 
access to 
Government 

To ensure 
access to 
information 

3 Thusong 

Centres 
accessible for 
Government 
Department 
services 

Operational: 

Typical Work 

Streams: 

Communication 

and Public 

Participation: 

Mayoral/Executiv 

e Mayor 

Campaigns 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Equitable 

share 

Number of Reports 
on Thusong Centres 
accessible for 
Government 
Department services 
at Morokweng, 
Tlakgameng and 
Kgokgojane 

Human 

Resource 

One -stop 
centres for 
governmen 
t services 

Functiona 

1 Thusong 
Centres 

12 Reports on 
Thusong 

Service Centres 
accessible to 
government 
departments 
services at 
Morokweng, 
Tlakgameng 
and Kgokgojane 
by June 2018 

OpEx 

12 Reports on 
Thusong 

Service Centres 
accessible to 
government 
departments 
services at 
Morokweng, 
Tlakgameng 
and 

Kgokgojane by 
June 2019 

OpEx 

12 Reports on 
Thusong 

Service 

Centres 
accessible to 
government 
departments 
services at 
Morokweng, 
Tlakgameng 
and 

Kgokgojane by 
June 2020 

OpEx 

12 Reports on 
Thusong Service 
Centres 
accessible to 
government 
departments 
services at 
Morokweng, 
Tlakgameng and 
Kgokgojane by 

June 2021 

OpEx 

12 Reports on 
Thusong Service 
Centres 
accessible to 
government 
departments 
services at 
Morokweng, 
Tlakgameng and 
Kgokgojane by 

June 2022 

OpEx 

Preserve 
history and 
heritage 

To support 

Heritage 

program 

None 

Operational: 

Typical Work 

Streams: 

Communication 

and Public 

Participation: 

Mayoral/Executiv 

e Mayor 

Campaigns 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Equitable 

share 

Number of Heritage 
initiatives supported 
per plan 

Budget 

Supported 

heritage 

programs 

Concretis 

e 

communit 
y about 
heritage 

y Heritage 
initiatives 
supported per 
plan by 30 
September 

2017 

OpEx 

1 Heritage 
initiatives 
supported per 
plan by 30 
September 

2018 

OpEx 

1 Heritage 
initiatives 
supported per 
plan by 30 
September 

2019 

OpEx 

1 Heritage 
initiatives 
supported per 
plan by 30 
September 2020 

OpEx 

1 Heritage 
initiatives 

supported per plan 
by 30 September 
2021 


Prevention 

and 

mitigation 

against 

disaster 

To ensure 

rapid & 

effective 

response 

during 

disaster 

incidences 

100% Relief 

Material Provided 
to reported 

Disaster Victim 

Operational :Typic 
al Work Streams: 
Emergency and 
Disaster 
Management: 
Disaster Relief 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Equitable 

share 

% reported disaster 
victims provided with 
relief material within 

30 days 

Budget( and 
stakeholders 
(Community 
Members 

Support 
given to 
communitie 
s affected 
by disaster 
and 

awareness 

campaigns 

Relieve 
support 
offered to 
affected 
communiti 

es 

100% reported 
disaster victims 
provided with 
relief material 
within 30 days 
by 30 June 

2018 

R319 20 

0 

100% reported 
disaster victims 
provided with 
relief material 
within 30 days 
by 30 June 

2019 

R 

600 

000 

100% reported 
disaster victims 
provided with 
relief material 
within 30 days 
by 30 June 

2020 

R 650 
000 

100% reported 
disaster victims 
provided with 
relief material 
within 30 days by 

30 June 2021 

R 691 
600 

100% reported 
disaster victims 
provided with 
relief material 
within 30 days by 

30 June 2022 

R 735 862 

Prevention 

and 

mitigation 

against 

disaster 

To ensure 

rapid & 

effective 

response 

during 

disaster 

incidences 

None 

Operational :Typic 
al Work Streams: 
Emergency and 
Disaster 
Management: 
Disaster Relief 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

Equitable 

share 

Number of Disaster 
Awareness 
campaigns 
conducted 

4 Disaster 
Awareness 
campaigns 
conducted by 

30 September 
2017 and 31 

March 2018 

4 Disaster 
Awareness 
campaigns 
conducted by 

30 September 
2018 and 31 
March 2019 

4 Disaster 
Awareness 
campaigns 
conducted by 

30 September 
2019 and 31 
March 2020 

4 Disaster 
Awareness 
campaigns 
conducted by 30 
September 2020 
and 31 March 

2021 

4 Disaster 
Awareness 
campaigns 
conducted by 30 
September 2021 
and 31 March 

2022 


EPWP 

Create an 

environmen 

tthat 

promotes 

developme 

nt of local 

economy 

and 

facilitate 
job creation 

264 Jobs Created 
through EPWP 

Operational :Typic 
al Work Streams: 
Expanded Public 
Works 

Programme: 

Project 

Function: 
Executive and 
Council: Core 
Function: 

Mayor and 
Council 

EPWP Grant 

Number Jobs 
created through 

EPWP 

Budget 

Poverty 
Alleviation 
to 250 
Participants 

Cleanline 
ss to 
Municipal 
Facilities 

260 Jobs 
created through 
EPWP by June 
2018 

R4 362 

400 

260Jobs 
created through 
EPWP by June 
2018 

R4 5 
00,00 

0 

260 Jobs 
created 

through EPWP 
by June 2020 

R 

4 700 
000 

260 Jobs created 
through EPWP by 
June 2021 

R 

5 000 
800 

260 Jobs created 
through EPWP by 
June 2022 

R 

5 320 851 


158 | P a g e 








































4. KEY PERFORMANCE AREA: MUNICIPAL FINANCIAL MANAGEMENT AND FINANCIAL VIABILITY 


Thematic 

areas 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


FINANCIAL AND ADMINISTRATIVE CAPACITY 

OUTCOME 9 

Output 1 

Output 6 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Develop 
ment Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA project 
Function 

mSCOA project 
Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BU 

DG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that 

PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

4 Municipal 

PMS quarterly 

Reports 

submitted 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable Share 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after the 
end of each 

Quarter 

Directorates 

first 

quarterly 

reports 

Submission to 

Municipal 

Manager. 

Credible 
Quarterly 
rep ort 

Timeous 
submission 
of PMS 
quarterly 
Reports to 
the office of 
the Municipal 
Manager 
within 15 

Days after 
the end of 
each Quarter 

OpE 

X 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager 
within 15 

Days after the 
end of each 
Quarter 

OpEx 

Timeous 
submission of 
PMS quarterly 
Reports to the 
office of the 
Municipal 
Manager within 

15 Days after 
the end of each 
Quarter 

OpEx 

Timeous 
submission of 
PMS 
quarterly 
Reports to the 
office of the 
Municipal 
Manager 
within 15 

Days after the 
end of each 
Quarter 

OpEx 

Timeous 
submission of 

PMS quarterly 
Reports to the 
office of the 
Municipal 

Manager within 

15 Days after 
the end of each 
Quarter 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that 

PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

Mid-year 
report 
2017/2018 
submitted to 
Treasury 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Finance 

Equitable Share 

Timeous 
Submission of 
2018/2019 Mid- 
Term Report to 
the Office of the 
Municipal 

Manager 

First 

&Second 

quarter 

reports 

2018/2019 

Submitted Mid- 
Term Report to 
Mayor 

Credible 

Mid-Term 

Report 

Timeous 
submission 
of the Mid- 
Term Report 
to the Office 
of the 

Municipal 
Manager by 

20 January 
2018 

OpE 

X 

Timeous 
submission of 
the Mid-Term 
Report to o 
the Office of 
the Municipal 
Manager by 

20 January 

2019 

OpEx 

Timeous 
Submission of 
Mid-Term 

Report to the 
Office of the 
Municipal 
Manager by 20 
January 2020 

OpEx 

Submission of 
Mid-Term 
Report to the 
Office of the 
Municipal 
Manager by 

20 January 

2021 

OpEx 

Submission 

Mid-Term 

Report to the 
Office of the 
Municipal 

Manager by 20 
January 

2022 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that 

PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

4 

Departmental 

Quarterly 

Performance 

Reviews 

performed per 

each 

Municipal 

Department 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable Share 

Number of 

Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department 

Directorates 

first 

quarterly 

reports 

Performance 
Reviews 
reported from 
Internal Audit 

Reviewed 

report 

4 

Departmental 
Quarterly 
Performance 
Reviews 
performed 
per Municipal 
Department 
by 30 June 
2018 

OpE 

X 

4 

Departmental 
Quarterly 
Performance 
Reviews 
performed per 
Municipal 
Department 
by 30 June 

2019 

OpEx 

4 Departmental 
Quarterly 
Performance 
Reviews 
performed per 
each Municipal 
Department by 

30 June 2020 

OpEx 

4 

Departmental 
Quarterly 
Performance 
Reviews 
performed per 
Municipal 
Department 
by 30 June 

2021 

OpEx 

4 Departmental 

Quarterly 

Performance 

Reviews 

performed per 

Municipal 

Department by 

30 June 2022 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that 

PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

Annual 
Performance 
Reports 
submitted to 
the Auditor 
General of 
South Africa 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable Share 

Timeous 
Submission of 
2018/2019 

Annual 
Performance 
Reports to the 
Office of the 

Auditor General 
of South Africa 

Directorates 

quarterly 

reports 

Reviews report 
from Internal 
Audit 

Submitted 
Annual 
Performanc 
e Reports 
2018/2019 

Timeous 
submission 
of 2016/2017 
Annual 
Performance 
Reports to 
the Office of 
the Municipal 
Manager by 
25-August 

2017 

OpE 

X 

Timeous 
submission of 
2017/2018 
Annual 
Performance 
Reports to the 
Office of the 
Municipal 
Manager by 
25-August 

2018 

OpEx 

Timeous 
Submission of 
2018/2019 

Annual 
Performance 
Reports to the 
Office of the 
Auditor General 
of South Africa 
by 25 August 

2019 

OpEx 

Submission of 

2019/2020 

Annual 

Performance 

Reports to the 

Office of the 

Auditor 

General of 
South Africa 
by 25 August 
2020 

OpEx 

Submission of 
2020/2021 

Annual 
Performance 
Reports to the 
Office of the 
Auditor General 
of South Africa 
by 25 August 

2021 

OpEx 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that 

PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

2017/2018 

Annual 

Report tabled 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Finance 

Equitable Share 

Timeous tabling 
of 2018/2019 
Annual Report to 
council 

Human 

resource 

Tabled 
2018/2019 
Annual Report 

Noted 

2018/2019 

Annual 

Report 

Timeous 
tabling of 
2016/2017 
Annual 

Report to 
council by 31 
January 

2018 

OpE 

X 

Timeous 
tabling of 
2017/2018 
Annual Report 
to council by 

31 January 

2019 

OpEx 

Timeous tabling 
of 2018/2019 
Annual Report 
to council by 31 
January 2020 

OpEx 

Timeous 
tabling of 
2019/2020 
Annual 

Report to 
council by 31 
January 2021 

OpEx 

Timeous tabling 
of 2020/2021 
Annual Report 
by 31 January 
2022 

OpEx 


159 | P a g e 



































Thematic 

areas 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


FINANCIAL AND ADMINISTRATIVE CAPACITY 

OUTCOME 9 

Output 1 

Output 6 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Develop 
ment Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA project 
Function 

mSCOA project 
Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BU 

DG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Ensuring 
submission of 
PMS Reports 
and Conduction 
reviews 

Ensure that 

PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

2017/2018 
oversight 
report on 

Annual 

Report 
submitted to 
Council for 
approval 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Finance 

Equitable Share 

Timeous tabling of 
oversight Report 
on 2018/2019 

Annual Report to 
Council for 
approval 

Council, 
MPAC and 
Directorates 
Inputs 

Submitted 
oversight 
report on 
2018/2019 
Annual Report 

Approved 
oversight 
report on 
2018/2019 
Annual 

Report 

Timeous 
tabling of 
oversight 
Report on 
2016/2017 
Annual 

Report to 
Council for 
approval by 

31 March 

2018 

OpE 

X 

Timeous 
tabling of 
oversight 
report on 
2017/2018 
Annual Report 
to Council for 
approval by 

31 March 

2019 

OpEx 

Timeous tabling 
of oversight 
report on 
2018/2019 

Annual Report 
to Council for 
approval by 31 
March 2020 

OpEx 

Timeous 
tabling of 
oversight 
report on 
2019/2020 
Annual 

Report to 
Council for 
approval by 

31 March 

2021 

OpEx 

Timeous tabling 
of oversight 
report on 
2020/2021 

Annual Report 
to Council for 
approval by 31 
March 2022 

OpEx 

Providing 
structured and 

coherent 
approach in 
regular 

assessing and 
updating of Risk 
Management 

To ensure 
effective Risk 
management 

4 Risk 

Register 

updated 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 

Risk 

Management 

Equitable Share 

Number of Risk 
Register Updates 
conducted per 
each Department 

Human 

resource 

Updated Risk 
register 

Updated 

Risk 

register 

4 Risk 

Register 
Updates 
conducted 
per each 
Department 
by 30 June 
2018 

OpE 

X 

4 Risk 

Register 
Updates 
conducted per 
each 

Department 
by 30 June 

2019 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2020 

OpEx 

4 Risk 

Register 
Updates 
conducted 
per each 
Department 
by 30 June 

2017 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2022 

OpEx 

Development of 
Post audit 
action plan 

Audit queries 
attended to 
within the 
timeframe 

Internal 

Auditor's 

Finding 
responded to 

Operational: 

Municipal 

Running Cost 

Function: Internal 
Audit: Core 
Function: 
Governance 
Function 

Equitable Share 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

Internal 

Auditors 

report 

Responded 
report of 

Internal Audit's 
findings 

Response 
to the 

Internal 

Auditors' 

findings 

Responses 
to Internal 
Auditor's 
Finding 30 
days after 
receiving the 
report 

OpE 

X 

Responses to 
Internal 

Auditor's 

Finding 30 
days after 
receiving the 
report 

OpEx 

Responses to 
Internal 

Auditor's 

Finding 30 days 
after receiving 
the report 

OpEx 

Response to 
the Internal 

Auditor's 

Finding within 
30 days after 
receipt the 
report 

OpEx 

Response to the 
Internal Auditor's 
Finding within 

30 days after 
receipt the 
report 

OpEx 

Development of 
post audit 
action plan 

To achieve a 
clean audit 
opinion 

Internal 

Auditor's 

Finding 
responded to 

Operational: 

Municipal 

Running Cost 

Function: Internal 
Audit: Core 
Function: 
Governance 
Function 

Equitable Share 

Number of 
reports on the 
implementation 
of the Audit 

Action Plan 
submitted to the 
office of the 
Municipal 

Manager 

Human 

resource 

Implemented 
Audit Action 

Plan 

Implemente 
d Audit 

Action Plan 

1 Report on 
the 

implementati 
on of the 

Audit Action 

Plan 

submitted to 

the office of 
the Municipal 
Manager by 
and 30 June 

2018 

OpE 

X 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to the 

office of the 
Municipal 
Manager by 

30 June 2019 

OpEx 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to the 

office of the 
Municipal 
Manager by and 
30 June 2020 

OpEx 

1 Report on 
the 

implementatio 
n of the Audit 

Action Plan 

submitted to 

the office of 
the Municipal 
Manager by 
and 30 June 

2021 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2022 

OpEx 

Corporate 

Administration 

support 

Improve 
organisational 
cohesion and 
effectiveness 

4 Portfolio 
Committee 
meetings 

Operational :Typic 
al Work Streams: 
Communication 
and Public 
Participation: 
Mayoral/Executiv 
e Mayor 

Campaigns 

Function: 

Executive and 
Council: Core 
Function: Mayor 
and Council 

Equitable share 

Number of 

Portfolio 

Committee 

meetings 

coordinated 

Scheduled 

portfolio 

committee 

meetings 

Effective 

Portfolio 
Committee 
administration 
& support 

Portfolio 

committee 

meetings 

held 

4 Portfolio 
Committee 
meetings 
held by 30 

June 2018 

OpE 

X 

4 Portfolio 
Committee 
meetings 
coordinated 
by 30 June 

2019 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2020 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated 
by 30 June 

2021 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2022 

OpEx 


160 | P a g e 



































Thematic 

areas 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


FINANCIAL AND ADMINISTRATIVE CAPACITY 

OUTCOME 9 

Output 1 

Output 6 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Develop 
ment Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA project 
Function 

mSCOA project 
Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BU 

DG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Financial 

Viability and 

Financial 

Management 

Maximize 
spending on 
CAPEX 
projects to 
promote 
implementation 
of projects 

90% Budget 
spent on 
capital 
projects on 
the IDP and 
SDBIP 

Operational :Typic 
al Work Streams: 
Strategic 
Management and 
Governance: IDP 
Implementation 
and Monitoring 

Function: 

Finance and 
Administration: 

Core Function: 
Budget and 
Treasury Office 

Equitable share 

% Budget spent 
on capital 
projects on the 

IDP and SDBIP 

Capital 

budget 

Capital Budget 
spent as per 
the IDP and 
SDBIP 

Capital 
Budget 
spent as 
per the IDP 
and SDBIP 

90% Budget 
spent on 
capital 
projects on 
the IDP and 
SDBIP by 

June 2018 

OpE 

X 

90% Budget 
spent on 
capital 
projects on 
the IDP and 
SDBIP by 

2019 

OpEx 

90% Budget 
spent on capital 
projects on the 
IDP and SDBIP 
by 30 June 

2020 

OpEx 

90% Budget 
spent on 
capital 
projects on 
the IDP and 
SDBIP by 30 
June 2021 

OpEx 

90% Budget 
spent on capital 
projects on the 

IDP and SDBIP 
by 30 June 2022 

OpEx 

100% of 
Operational 
budget on the 
IDP and 

SDBIP spent 

OperationahTypic 
al Work Streams: 
Strategic 
Management and 
Governance: IDP 
Implementation 
and Monitoring 

Function: 

Finance and 
Administration: 
Core Function: 
Budget and 
Treasury Office 

Equitable share 

% Operational 
budget of the IDP 
and SDBIP spent 

Operational 

Budget 

Operational 
Budget spent 
as per the IDP 
and SDBIP 

Operational 
Budget 
spent as 
per the IDP 
and SDBIP 

100% of 
Operational 
budget of the 
IDP and 

SDBIP spent 
by 30 June 
2018 


100% of 
Operational 
budget of the 
IDP and 

SDBIP spent 
by 30 June 

2018 

OpEx 

100% of 
Operational 
budget of the 

IDP and SDBIP 
spent by 30 

June 2018 

OpEx 

100% of 
Operational 
budget of the 
IDP and 

SDBIP spent 
by 30 June 

2018 

OpEx 

100% of 
Operational 
budget of the 

IDP and SDBIP 
spent by 30 

June 2018 

OpEx 

To facilitate 
payment 

100% 

Payment of 
Creditors 
within 30 days 
of receipt of 
valid invoice 

OperationahTypic 
al Work Streams: 
Strategic 
Management and 
Governance: IDP 
Implementation 
and Monitoring 

Function: 

Finance and 
Administration: 

Core Function: 
Budget and 
Treasury Office 

Equitable share 

% Payment of 
Creditors within 

30 days of 
receipt of valid 
invoice 

Fully 

Functional 
and reliable 
network 
system 

Payment to 
creditors done 
timeously 

Good 

customer 

service 

100% of 
creditors paid 
within 30 
days of 
receipt of 
valid invoice 
by 30 June 
2018 


100% of 
creditors paid 
within 30 days 
of receipt of 
valid invoice 
by 30 June 

2019 

OpEx 

100% of 
creditors paid 
within 30 days 
of receipt of 
valid invoice by 

30 June 2020 

OpEx 

100% of 
creditors paid 
within 30 
days of 
receipt of 
valid invoice 
by 30 June 

2021 

OpEx 

100% of 
creditors paid 
within 30 days of 
receipt of valid 
invoice by 30 

June 2022 

OpEx 

To improve 

overall 

financial 

management 

by developing 

and 

implementing 

appropriate 

financial 

management 

New 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Admibistration:C 
ore Function: 
Valuation Service 

Equitable share 

Number of 
progress report 
on the 

implantation of 
valuation roll by 
June 2018 

Personnel 

Progress 
report on the 
implementatio 
n of valuation 
roll 

Credible 
Progress 
report on 
the 

implementa 
tion of 
valuation 
roll 

1 progress 
report on the 
implantation 
of valuation 
roll by June 
2018 

OpE 

X 

1 progress 
report on the 
implantation 
of valuation 
roll by June 
2019 

OpEx 

1 progress 
report on the 
implantation of 
valuation roll by 
June 2020 

OpEx 

1 progress 
report on the 
implantation 
of valuation 
roll by June 
2021 

OpEx 

1 progress 
report on the 
implantation of 
valuation roll by 
June 2022 

OpEx 

mSCOA 

To improve 

overall 

financial 

management 

by developing 

and 

implementing 

appropriate 

financial 

management 

New 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable share 

Number of 
quarterly 
progress report 
on the 

implementation 
of MSCOA 
submitted to the 
Municipal 

Manager 

Personnel 

MSCOA 
implementatio 
n report 

MSCOA 
implementa 
tion report 

4 quarterly 
progress 
report on the 
implementati 
on of 

MSCOA 
submitted to 
the municipal 
Manager by 
June 2018 


NONE 

N/A 

NONE 

N/A 

NONE 

N/A 

NONE 

N/A 


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Thematic 

areas 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


FINANCIAL AND ADMINISTRATIVE CAPACITY 

OUTCOME 9 

Output 1 

Output 6 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Develop 
ment Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA project 
Function 

mSCOA project 
Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BU 

DG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Finance 

To facilitate 
payment 

4 VAT bi¬ 
monthly 
returns 
submitted to 
SARS within 

10 working 
days 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Finance 

Equitable share 

VAT bi-monthly 
returns 

submitted within 

10 working days 

Internet 

Access 

Submitted bi¬ 
monthly VAT 
Returns 

Potential 

revenue 

growth 

VAT bi¬ 
monthly 
returns 
submitted 
within 10 
working days 

OpE 

X 

VAT bi¬ 
monthly 
returns 
submitted 
within 10 
working days 

OpEx 

VAT bi-monthly 
returns 

submitted within 
10 working days 

OpEx 

VAT bi¬ 
monthly 
returns 

submitted to 

SARS within 

10 working 
days 

OpEx 

VAT bi-monthly 
returns 

submitted within 

10 working days 
by 30 June 

2022 

OpEx 

To maintain 

sound and 

effective 

financial 

management 

To facilitate 
payment 

100% 

Salaries & 
allowances 
paid by the 

25th each 
month 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Finance 

Equitable share 

% Salaries & 
allowances paid 
by the 25 th each 
month 

Functional 

Softline 

Payroll 

System 

Payment of 
salaries 

Consistent 
day for 
payment of 
salaries 

100% 

Salaries & 
allowances 
paid by the 

25 th each 
month 

OpE 

X 

100% Salaries 
& allowances 
paid by the 

25 th each 
month 

OpEx 

100% Salaries 
& allowances 
paid by the 25 th 
each month 

OpEx 

100% 

Salaries & 
allowances 
paid by the 

25 th each 
month 

OpEx 

100% Salaries & 
allowances paid 
by the 25 th each 
month 

OpEx 

Compliance with 

legislative 

requirements 

To ensure 

adherence to 

legislative 

requirement 

12 Section 71 
Reports 

submitted to the 
Mayor, 

National and 
Provincial 
Treasury within 

10 working 
days after the 
end of each 
month (Income 
and 

expenditure 

reports) 

Operational: 

Municipal Running 
Cost 

Function: Finance 
and Administration: 
Core Function: 
Finance 

Equitable share 

Number of Section 

71 Reports 
submitted to the 

Office of the 

Municipal Manager, 
National and 
Provincial Treasury 
within 10 working 
days after the end 
of each month 
(Income and 
expenditure 
reports) 

Installation of 
Case Ware 
system 

Timeous 
submission of 
statutory reports 
to other spheres 
of government 

Accurate 
Section 71 
reports 
submitted to 
the Mayor, 
National and 
relevant 
Provincial 
Treasury 
within 10 
working days 

12 Section 71 
Reports 
submitted to 
the Mayor and 
Provincial 
Treasury within 
10 working 
days after the 
end of each 
month by 30 

June 2018 

OpE 

X 

12 Section 71 
Reports 

submitted to the 
Mayor and 
Provincial 
Treasury within 

10 working days 
after the end of 
each month by 

30 June 2019 

OpEx 

12 Section 71 
Reports submitted 
to the Mayor, and 
National and 

Provincial 

Treasury within 

10 working days 
after the end of 
each month by 30 
June 2020 

OpEx 

12 Section 71 
Reports 
submitted to 

the Office of the 

Municipal 

Manager, 

National and 

Provincial 
Treasury within 

10 working 
days after the 
end of each by 

30 June 2021 

OpEx 

12 Section 71 
Reports submitted 
to the Office of the 
Municipal 

Manager, National 
and Provincial 
Treasury within 10 
working days after 
the end of each 
month by 30 June 
2022 

OpEx 

Compliance 
with legislative 
requirements 

To ensure 

adherence to 

legislative 

requirement 

4 Section 11 
Report 
submitted to 
Council and 
Provincial 
Treasury 
within 30 days 
after the end 
of each 

Quarter 

Operational: 

Municipal 

Running Cost 

Function: Internal 
Audit: Core 
Function: 
Governance 
Function 

Equitable share 

Number of 

Section 11 

Report submitted 
to the Office of 
the Municipal 
Manager, 

National and 
Provincial 

Treasury within 

30 days after the 
end of each 

Quarter 

Installation 
of Case 

Ware 

system 

Timeous 
submission of 
statutory 
reports to 
other spheres 
of government 

Accurate 
Section 11 
reports 
submitted 
to the 

Mayor, 

National 

and 

relevant 

Provincial 

Treasury 

within 30 

working 

days 

4 Section 11 
Report 
submitted to 
Council and 
Provincial 
treasury 
within 30 
days after 
the end of 
each Quarter 
by 30 June 
2018 

OpE 

X 

4 Section 11 
Report 
submitted to 

Council and 

Provincial 
treasury within 
30 days after 
the end of 
each Quarter 
by 30 June 

2019 

OpEx 

4 Section 11 
Reports 
submitted to 
Mayor, National 
and Provincial 
Treasury within 

30 days after 
the end of each 
Quarter by 30 
June 2020 

OpEx 

4 Section 11 
Report 
submitted to 

the Office of 
the Municipal 
Manager, 
National and 

Provincial 
Treasury 
within 30 
days after the 
end of each 
Quarter by 30 
June 2021 

OpEx 

4 Section 11 
Report 

submitted to the 

Office of the 
Municipal 

Manager within 

30 days after the 
end of each 
Quarter by 30 

June 2022 

OpEx 

Compliance 
with legislative 
requirements 

to ensure 
adherence to 
legislative 
requirements 

New 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Finance 

N/A 

Timeous 
submission of 
Annual Financial 
Statements to 
Auditor Genera 
of South Africa 

Personnel 

Submitted 

Annual 

Financial 

Statements 

Credible 

Annual 

Financial 

statements 

Timeous 
submission 
of Annual 
Financial 
Statements 
to AGSA by 

31 August 

2017 

OpE 

X 

Timeous 
submission of 
Annual 

Financial 
Statements to 
AGSA by 31 
August 2018 

OpEx 

Timeous 

submission of 

Annual 

Financial 

Statements to 
AGSA by 31 
August 2019 

OpEx 

Timeous 

submission of 

Annual 

Financial 

Statements to 
AGSA by 31 
August 2020 

OpEx 

Timeous 

submission of 

Annual Financial 

Statements to 
AGSA by 31 
August 2021 

OpEx 


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Thematic 

areas 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


FINANCIAL AND ADMINISTRATIVE CAPACITY 

OUTCOME 9 

Output 1 

Output 6 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Develop 
ment Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA project 
Function 

mSCOA project 
Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BU 

DG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Compliance 
with legislative 
requirements 

To ensure 

adherence to 

legislative 

requirement 

Time 

schedule of 
key deadlines 
complied and 
submitted to 
council 

Operational: 

Municipal 

Running Cost 

Function: Internal 
Audit: Core 
Function: 
Governance 
Function 

Equitable share 

Compile and 
submit time 
schedule of key 
deadlines to 
council 

Functional 

Budget 

Steering 

Committee 

Compiled 

Budget Time 
Schedule of 

Key Deadlines 

Guidelines 
towards the 
preparation 
of the next 
financial 
year 

Budget 

Compilation 

and 

submission 
of time 
schedule of 
key 

deadlines to 
council by 

31 

Augus2018 

OpE 

X 

Compilation 

and 

submission of 

time schedule 
of key 

deadlines to 
council by 31 
August 2019 

OpEx 

Compilation and 
submission of 

time schedule 
of key deadlines 
to council by 31 
August 2020 

OpEx 

Compile and 
submit of 

time schedule 
of key 

deadlines to 
council by 

31 August 

2021 by 

OpEx 

Compile and 
submit of time 
schedule of key 
deadlines to 
council by 31 
August 2015by 

31 August 2022 

OpEx 

Effective 

financial 

management 

To improve 
overall 

financial 
management 
by developing 
and 

implementing 

appropriate 

financial 

management 

2018/19 

budget 

adjustment 

Operational: 

Typical Work 
Streams: 

Strategic 
Management and 
Governance: IDP 
Implementation 
and Monitoring 

Function: 

Finance and 
Administration: 

Core Function: 
Budget and 
Treasury Office 

Equitable share 

Timeous 
submission of 
Adjustment 
budget to Council 
for approval 

Personnel 

Approved 

Adjustment 

Budget 

Implantable 

Adjustment 

Budget 

Timeous 
submission 
of Draft 
Adjustment 
budget to 
Council for 
approval by 

25 January 
2018 

OpE 

X 

Timeous 

submission of 
Adjustment 
budget to 
Council for 
approval by 

25 January 

2019 

OpEx 

Timeous 

submission of 
Adjustment 
budget to 

Council for 
approval by 31 
January 2020 

OpEx 

Timeous 

submission of 
Adjustment 
budget to 
Council for 
approval by 

25 January 

2021 

OpEx 

Timeous 

submission of 
Adjustment 
budget to 

Council for 
approval by 25 
January 2022 

OpEx 

Compliance 
with legislative 
requirements 

To ensure 

adherence to 

legislative 

requirement 

Draft budget 
and budget 
Related 

Policies and 
tariffs tabled 

Operational :T ypic 
al Work Streams: 
Strategic 
Management and 
Governance: IDP 
Implementation 
and Monitoring 

Function: 

Finance and 
Administration: 

Core Function: 
Budget and 
Treasury Office 

Equitable share 

Timeous Tabling 
2019/2020- 
2021/2022 of 
draft budget and 
2019/2020 
budget Related 
Policies and 
tariffs to council 

Functional 

Budget 

Steering 

Committee 

Adopted 

Budget 

Preparation 
of draft 
budget 

Timeous 
Tabling 
2017/2018- 
2019/2020 of 
draft budget 
and 

2017/2018 

budget 

Related 

Policies and 
tariffs to 
council by 
the 31 March 
2017 

OpE 

X 

Timeous 

Tabling 

2017/2018- 

2019/2020 of 
draft budget 
and 

2018/2019 

budget 

Related 

Policies and 

tariffs to 
council by the 

31 March 

2018 

OpEx 

Timeous 

Tabling 
2019/2020- 
2021/2022 of 
draft budget 
and 2019/2020 
budget Related 
Policies and 

tariffs to council 
by the 31 March 
2019 

OpEx 

Timeous 
tabling 
2020//2021 
2021/2022 of 
draft budget 
and 

2021/2020 

budget 

Related 

Policies and 

tariffs to 
council by the 

31 March 

2020 

OpEx 

Timeous tabling 
2029/2030- 
2032/2033 of 
draft budget and 
2022/2023 
budget Related 
Policies and 

tariffs to council 
by the 31 March 
2021 

OpEx 

Compliance 
with legislative 
requirements 

To ensure 

adherence to 

legislative 

requirement 

2017/2018 to 
2019/2020 
Budget and 
budget 

Related 

Policies and 
tariffs 

submitted+ 

Operational :T ypic 
al Work Streams: 
Strategic 
Management and 
Governance: IDP 
Implementation 
and Monitoring 

Function: 

Finance and 
Administration: 
Core Function: 
Budget and 
Treasury Office 

Equitable share 

Timeous Tabling 
2019/2020- 
2021/2022 final 
budget and 
2019/2020 
budget Related 
Policies and 
tariffs to Council 
by 31 May 2019 

Functional 

Budget 

Steering 

Committee 

Adopted final 
budget 

Preparation 
of final 
budget 

Timeous 
tabling 
2017/2018- 
2019/2020 of 
final budget 
and 

2017/2018 

budget 

Related 

Policies and 
tariffs to 

Council by 

31 May 2017 

OpE 

X 

Timeous 
tabling 
2020/2021- 
2022/2023 of 
final budget 
and 

2018/2019 

budget 

Related 

Policies and 
tariffs to 

Council by 31 
May 2018 

OpEx 

Timeous tabling 
2019/2020- 
2021/2022 of 
final budget 
and 2019/2020 
budget Related 
Policies and 

tariffs to Council 
by 31 May 2019 

OpEx 

Timeous 

Tabling 
2026/2027- 
2028/2029 of 
final budget 
and 

2020/2021 

budget 

Related 

Policies and 
tariffs to 

Council by 31 
May 2020 

OpEx 

Timeous tabling 
2029/2030- 
2032/2033 of 
final Budget and 
2021/2022 
budget Related 
Policies and 
tariffs to Council 
by 31 May 2021 

OpEx 


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Thematic 

areas 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 


FINANCIAL AND ADMINISTRATIVE CAPACITY 

OUTCOME 9 

Output 1 

Output 6 

IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 
Area/Develop 
ment Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA project 
Function 

mSCOA project 
Fund 

Key 

Performance 

Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BU 

DG 

ET 

PROJECTS 

2018/2019 

BUDGET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDG 

ET 

PROJECTS 

2021/2022 

BUDGET 

Ensure 

establishment 
of fully fledged 
SCM unit to 
deal with all 
components of 
the SCM policy 

Improve 
turnaround 
time on 
bidding 

process to fast 
track service 
delivery 

12 Monthly 
reporting of all 
tenders 
awarded and 
submitted to 
Treasury 
within 10 
working days 

Operational: 

Municipal 

Running Cost 

Function: Internal 
Audit: Core 
Function: 
Governance 
Function 

Equitable share 

Number of 

Monthly reports 
submitted to 
Treasury within 

10 working days 
of all tenders 
awarded by the 
municipality 

Reliable 

Internet 

Access 

Report on 
awarded 
contracts 
submitted to 
National 

Treasury 

database 

Oversight 

on 

contribution 
towards 
BBBEE and 
government 
PPPFA 

12 Monthly 
reports 
submitted to 
Treasury 
within 10 
working days 
of all tenders 
awarded by 
the 

municipality 
by 30 June 
2018 

OpE 

X 

12 Monthly 
reports 
submitted to 
Treasury 
within 10 
working days 
of all tenders 
awarded by 
the 

municipality 
by 30 June 

2019 

OpEx 

12 Monthly 
reports 
submitted to 
Treasury within 

10 working days 
of all tenders 
awarded by the 
municipality by 

30 June 2020 

OpEx 

12 Monthly 
reports 
submitted to 
Treasury 
within 10 
working days 
of all tenders 
awarded by 
the 

municipality 
by 30 June 

2021 

OpEx 

12 Monthly 
reports 
submitted to 
Treasury within 

10 working days 
of all tenders 
awarded by the 
municipality by 

30 June 2022 

OpEx 

Effective 

financial 

management 

To ensure 
effective 
financial 
management 

12 Bank 
reconciliations 
prepared 
within 20 

Days of the 

following 

month 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 
Core Function: 
Finance 

Equitable share 

Number of bank 
reconciliations 
prepared within 

20 Days of the 
following month 

Reliable 

network 

system 

Accurate 
monthly Bank 
Reconciliation 
Statement 

Cash Flow 
Manageme 
nt 

12 Bank 
reconciliation 
s prepared 
within 20 

Days of the 
following 
month by 30 
June 2018 

OpE 

X 

12 Bank 
reconciliations 
prepared 
within 20 

Days of the 
following 
month by 30 
June 2019 

OpEx 

12 Bank 

reconciliations 
prepared within 

20 Days of the 
following month 
by 30 June 

2020 

OpEx 

12 Bank 
reconciliation 
s prepared 
within 20 

Days of the 
following 
month by 30 
June 2021 

OpEx 

12 Bank 
reconciliations 
prepared within 

20 Days of the 
following month 
by 30 June 2022 

OpEx 

Effective assets 
management 

To ensure 

effective 

assets 

management 

1 Asset 

reconciliation 

prepared 

between 

General ledge 

and the Asset 

register 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Asset 

Management 

N/A 

Number of Asset 
reconciliation 
prepared 
between General 
ledge and the 

Asset register 

Reliable 

network 

system 

Accurate asset 
register and 

GL account 

Compiled 

Annual 

asset 

reconciliatio 

n 

1 Asset 
reconciliation 
prepared 
between 
General 
ledge and 
the Asset 
register by 

31 August 

2018 

OpE 

X 

1 Asset 
reconciliation 
prepared 
between 

General ledge 
and the Asset 
register by 31 
August 2019 

OpEx 

1 Asset 
reconciliation 
prepared 
between 

General ledge 
and the Asset 
register by 31 
August 2020 

OpEx 

1 Asset 
reconciliation 
prepared 
between 
General ledge 
and the Asset 
register by by 
31 August 

2021 

OpEx 

1 Asset 
reconciliation 
prepared 
between 

General ledge 
and the Asset 
register by by 

31 August 2021 

OpEx 

Effective assets 
management 

To ensure 

effective 

assets 

management 

2 Assets 

verification 

conducted 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Asset 

Management 

Equitable share 

Number of 

Assets 

verification 

conducted 


Budget and 

Treasury 

Officials. 

Support from 
Corporate 
Services - 
availability of 
transport 

Quarterly 

Physical 

Assets 

verification 

2 Assets 
verification 
conducted by 
15 Dec 2017 
& 30 June 

2018 

OpE 

X 

2 Assets 
verification 
conducted by 

15 Dec 2018 
& 30 June 

2019 

OpEx 

2 Assets 
verification 
conducted by 

15 December 
2018 & 30 June 
2020 

OpEx 

2 Assets 
verification 
conducted by 

31 December 
2020 and 30 
June 2021 

OpEx 

2 Assets 
verification 
conducted by 15 
December 2021 
& 30 June 2022 

OpEx 

Active billing 
and collection 
system to 
enhance 

revenue 

To ensure 

effective 

revenue 

system 

Annually 

Billing 
Statements 
prepared for 
Postage 

Operational: 

Municipal 

Running Cost 

Function: 

Finance and 
Administration: 

Core Function: 
Finance 

Equitable share 

% Property rates 
billing statements 
issued 

Human 

resource 

Reliable 
network 
system and 
Budget 

Accurate 

monthly 

Billing 

Statement 

and 

Personnel 

90 Property 
rates billing 
statements 
issued 
by 15 
December 

2018 

OpE 

X 

% Property 
rates billing 
statements 
issued by 30 
June 2018 

OpEx 

% Property 
rates billing 
statements 
issued by 30 

June 2019 

OpEx 

90% Property 
rates billing 
statements 
issued by 30 
June 2021 

OpEx 

90% Property 
rates billing 
statements 
issued by 31 

March 2022 

OpEx 

Facilitate 
provision of 
free basic 
services 

To update 

Indigent 

register 

100% 

Indigent 

register 

updated 

Operational :T ypic 
al Work Streams: 
Indigent and 
Cultural 

Management and 
Services 

Function: 

Executive and 
Council: Core 
Function: Mayor 
and Council 

Equitable share 

Number of 

Indigents 

registered 

Human, 
Financial 
and fleet 

resources 

Updated 

Indigent 

Register 

Updated 

indigent 

register 

500 

Indigents 
registered by 

30 June 

2018 

OpE 

X 

500 Indigents 
registered by 

30 June 2019 

OpEx 

500 new 

Indigents 
registered by 30 
June 2020 

OpEx 

500 new 
Indigents 
registered by 

30 June 2021 

OpEx 

500 new 

Updated 

Indigent register 
by 30 June 2022 

OpEx 


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Thematic 

areas 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

KPA 



FINANCIAL AND ADMINISTRATIVE CAPACITY 

OUTCOME 9 

Output 1 


IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT 


Output 6 

ADMINISTRATIVE AND FINANCIAL CAPABILITY 

Functional 

Strategic 

Baseline 

mSCOA project 

mSCOA project 

mSCOA project 

Key 

Input 

Output 

Outcome 

5 Year Targets 

Area/Develop 

objective 


name 

Function 

Fund 

Performance 

Indicator 

Indicator 

Indicator 

PROJECTS 

BU 

PROJECTS 

BUDGET 

PROJECTS 

BUDGET 

PROJECTS 

BUDG 

PROJECTS 

BUDGET 

ment Priorities 






Indicator 




2017/2018 

DG 

ET 

2018/2019 


2019/2020 


2020/2021 

ET 

2021/2022 


Facilitate 

To update 

100% 

Operational :Typic 

Function: 

Equitable share 

Number of new 

Human, 

Updated 

Access to 

200 new 

OpE 

200 new 

OpEx 

200 new 

OpEx 

200 new 

OpEx 

200 new 

OpEx 

provision of 

Indigent 

Indigent 

al Work Streams: 

Executive and 


indigents with 

Financial 

Indigent 

free basic 

indigents 

X 

indigents with 


indigents with 


indigents with 


indigents with 


free basic 

register 

register 

Indigent and 

Council: Core 


access to free 

and fleet 

Register 

electricity 

with access 


access to free 


access to free 


access to free 


access to free 


services 

updated 

Cultural 

Function: Mayor 


basic electricity 

resources 



to free basic 


basic 


basic electricity 


basic 


basic electricity 





Management and 

and Council 






electricity by 


electricity by 


by 30 June 


electricity by 


by 30 June 2022 





Services 







30 June 

2018 


30 June 2018 


2020 


30 June 2021 






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5. Key Performance Area: Good Governance and Public Participation 


Thematic areas 



Governance/Public Participation 

KPA 



GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 


implement a differentiated approach to municipal financing, planning and support 


Output 3 


implementation of the community work programme 


Output 5 


deepen democracy through a refined ward committee model 


Output 7 


single window of coordination 

Functional 

Strategic 

Baseline 

mSCOA project 

mSCOA 

mSCOA 

Key Performance 

Input 

Output 

Outcome 





5 Year Targets 





Area/Development 

objective 


name 

project 

Function 

project 

Fund 

Indicator 

Indicator 

Indicator 

Indicator 











Priorities 







PROJECTS 

BUDGET 

PROJECTS 

BUDG 

PROJECTS 

BUDGET 

PROJECTS 

BUDGE 

PROJECTS 

BUDGET 











2017/2018 


2018/2019 

ET 

2019/2020 


2020/2021 

T 

2021/2022 


Ensuring submission 

Ensure that 

4 Municipal 

Operational: 

Function: 

Equitable 

Timeous 

Directorates 

Submissio 

Credible 

Timeous 

OpEx 

Timeous 

OpEx 

Timeous 

OpEx 

Timeous 

OpEx 

Timeous 

OpEx 

of PMS Reports and 

PMS Reports 

PMS 

Municipal 

Finance 

Share 

submission of PMS 

first quarterly 

n to 

Quarterly 

submission of 


submission of 


submission of 


submission of 


submission of 


Conduction reviews 

are submitted 

quarterly 

Running Cost 

and 


quarterly Reports to 

reports 

Municipal 

rep ort 

PMS quarterly 


PMS quarterly 


PMS quarterly 


PMS quarterly 


PMS quarterly 



on time and 

Reports 


Administra 


the office of the 


Manager. 


Reports to the 


Reports to the 


Reports to the 


Reports to the 


Reports to the 



Reviews 

submitted 


tion: Core 


Municipal Manager 




office of the 


office of the 


office of the 


office of the 


office of the 



conducted 



Function: 


within 15 Days after 




Municipal 


Municipal 


Municipal 


Municipal 


Municipal 






Finance 


the end of each 




Manager within 


Manager within 


Manager within 


Manager within 


Manager within 








Quarter 




15 Days after 


15 Days after 


15 Days after the 


15 Days after the 


15 Days after 












the end of each 


the end of each 


end of each 


end of each 


the end of each 












Quarter 


Quarter 


Quarter 


Quarter 


Quarter 


Ensuring submission 

Ensure that 

Mid-year 

Operational: 

Function: 

Equitable 

Timeous 

First &Second 

Submitted 

Credible 

Timeous 

OpEx 

Timeous 

OpEx 

Timeous 

OpEx 

Submission of 

OpEx 

Submission 

OpEx 

of PMS Reports and 

PMS Reports 

report 

Municipal 

Finance 

Share 

Submission of 

quarter reports 

Mid-Term 

Mid-Term 

submission of 


submission of 


Submission of 


Mid-Term Report 


Mid-Term 


Conduction reviews 

are submitted 

2018/2019 

Running Cost 

and 


201/2020 Mid-Term 

2019/2020 

Report to 

Report 

the Mid-Term 


the Mid-Term 


Mid-Term Report 


to the Office of 


Report to the 



on time and 

submitted 


Administra 


Report to the 


Mayor 


Report to the 


Report to o the 


to the Office of 


the Municipal 


Office of the 



Reviews 

to Treasury 


tion: Core 


Office of the 




Office of the 


Office of the 


the Municipal 


Manager by 20 


Municipal 



conducted 



Function: 


Municipal Manager 




Municipal 


Municipal 


Manager by 


January 


Manager by 20 






Finance 






Manager by 20 


Manager by 20 
January 2019 


20 January 2020 


2021 


January 












January 2018 







2022 


Ensuring submission 

Ensure that 

4 

Operational: 

Function: 

Equitable 

Number of 

Directorates 

Performa 

Reviewed 

4 Departmental 

OpEx 

4 Departmental 

OpEx 

4 Departmental 

OpEx 

4 Departmental 

OpEx 

4 Departmental 

OpEx 

of PMS Reports and 

PMS Reports 

Department 

Municipal 

Finance 

Share 

Departmental 

first quarterly 

nee 

report 

Quarterly 


Quarterly 


Quarterly 


Quarterly 


Quarterly 


Conduction reviews 

are submitted 

al Quarterly 

Running Cost 

and 


Quarterly 

reports 

Reviews 


Performance 


Performance 


Performance 


Performance 


Performance 



on time and 

Performanc 


Administra 


Performance 


reported 


Reviews 


Reviews 


Reviews 


Reviews 


Reviews 



Reviews 

e Reviews 


tion: Core 


Reviews performed 


from 


performed per 


performed per 


performed per 


performed per 


performed per 



conducted 

performed 


Function: 


per Municipal 


Internal 


Municipal 


Municipal 


each Municipal 


Municipal 


Municipal 




per each 


Finance 


Department 


Audit 


Department by 


Department by 


Department by 30 


Department by 


Department by 




Municipal 

Department 








30 June 2018 


30 June 2019 


June 2020 


30 June 2021 


30 June 2022 


Ensuring submission 

Ensure that 

Annual 

Operational: 

Function: 

Equitable 

Timeous 

Directorates 

Reviews 

Submitted 

Timeous 

OpEx 

Timeous 

OpEx 

Timeous 

OpEx 

Submission of 

OpEx 

Submission of 

OpEx 

of PMS Reports and 

PMS Reports 

Performanc 

Municipal 

Finance 

Share 

Submission of 

quarterly 

report 

Annual 

submission of 


submission of 


Submission of 


2019/2020 


2020/2021 


Conduction reviews 

are submitted 

e Reports 

Running Cost 

and 


2018/2019 

reports 

from 

Performan 

2016/2017 


2017/2018 


2018/2019 


Annual 


Annual 



on time and 

submitted 


Administra 


Annual 


Internal 

ce Reports 

Annual 


Annual 


Annual 


Performance 


Performance 



Reviews 

to the 


tion: Core 


Performance 


Audit 

2018/2019 

Performance 


Performance 


Performance 


Reports to the 


Reports to the 



conducted 

Auditor 


Function: 


Reports to the 




Reports to the 


Reports to the 
Offirp nf thp 


Reports to the 


Office of the 


Office of the 




General of 


Finance 


Auditor general of 




Office of the 



Office of the 


Auditor General 


Auditor General 




South 




South Africa 




Auditor General 


V/l llvv \J 1 U 1C 

Auditor General 
of South Africa 
by 31 August 
2018 


Auditor General 


of South Africa by 


of South Africa 




Africa 








of South Africa 



of South Africa by 


31 August 2020 


by 31 August 












by 31-August 

2017 



31 August 2019 




2021 



166 | P a g e 










































Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Ensuring submission 
of PMS Reports and 
Conduction reviews 

Ensure that 
PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

2017/2018 

Annual 

Report 

tabled 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Finance 

Equitable 

Share 

Timeous tabling of 
2018/2019 Annual 
Report to council 

Human 

resource 

Tabled 

2018/201 

9 Annual 
Report 

Noted 

2018/2019 

Annual 

Report 

Timeous tabling 
of 2016/2017 
Annual Report 
to council by 31 
January 2018 

OpEx 

Timeous tabling 
of 2017/2018 
Annual Report 
to council by 31 
January 2019 

OpEx 

Timeous tabling 
of 2018/2019 
Annual Report to 
council by 31 
January 2020 

OpEx 

Timeous tabling 
of 2019/2020 
Annual Report to 
council by 31 
January 2021 

OpEx 

Timeous tabling 
of 2020/2021 
Annual Report 
by 31 January 
2022 

OpEx 

Ensuring submission 
of PMS Reports and 
Conduction reviews 

Ensure that 
PMS Reports 
are submitted 
on time and 
Reviews 
conducted 

2017/2018 
oversight 
report on 
Annual 

Report 
submitted 
to Council 
for approval 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Finance 

Equitable 

Share 

Timeous tabling of 
oversight Report on 
2018/2019 Annual 
Report to Council for 
approval 

Council, 

MPAC and 

Directorates 

Inputs 

Submitted 

oversight 

report on 

20182019 

Annual 

Report 

Approved 

oversight 

report on 

2018/2019 

Annual 

Report 

Timeous tabling 
of oversight 
Report on 
2016/2017 

Annual Report 
to Council for 
approval by 31 
March 2018 

OpEx 

Timeous tabling 
of oversight 
report on 
2017/2018 

Annual Report 
to Council for 
approval by 31 
March 2019 

OpEx 

Timeous tabling 
of oversight 
report on 

2018/2019 

Annual Report to 
Council for 
approval by 31 
March 2020 

OpEx 

Timeous tabling 
of oversight 
report on 

2019/2020 

Annual Report to 
Council for 
approval by 31 
March 2021 

OpEx 

Timeous tabling 
of oversight 
report on 
2020/2021 

Annual Report 
to Council for 
approval by 31 
March 2022 

OpEx 

Providing structured 
and coherent 
approach in regular 
assessing and 
updating of Risk 
Management 

To ensure 
effective Risk 
management 

4 Risk 

Register 

updated 

Operational: 

Municipal 

Running Cost 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Risk 

Managem 

ent 

Equitable 

Share 

Number of Risk 
Register Updates 
conducted per each 
Department 

Human 

resource 

Updated 

Risk 

register 

Updated 

Risk 

register 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2018 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2019 

OpEx 

4 Risk Register 
Updates 
conducted per 
each Department 
by 30 June 2020 

OpEx 

4 Risk Register 
Updates 
conducted per 
each Department 
by 30 June 2017 

OpEx 

4 Risk Register 
Updates 
conducted per 
each 

Department by 

30 June 2022 

OpEx 

Development of post 
audit action plan 

Audit queries 
attended to 
within the 
timeframe 

Internal 

Auditor's 

Finding 

responded 

to 

Operational: 

Municipal 

Running Cost 

Function: 

Internal 

Audit: 

Core 

Function: 

Governan 

ce 

Function 

Equitable 

Share 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

Internal 

Auditors report 

Responde 
d report of 
Internal 
Audit's 
findings 

Response 
to the 

Internal 

Auditors' 

findings 

Responses to 
Internal 

Auditor's Finding 
30 days after 
receiving the 
report 

OpEx 

Responses to 
Internal 

Auditor's 

Finding 30 days 
after receiving 
the report 

OpEx 

Responses to 
Internal Auditor's 
Finding 30 days 
after receiving the 
report 

OpEx 

Response to the 
Internal Auditor's 
Finding within 30 
days after receipt 
the report 

OpEx 

Response to 
the Internal 

Auditor's 

Finding within 

30 days after 
receipt the 
report 

OpEx 

Development of post 
audit action plan 

To achieve a 
clean audit 
opinion 

Internal 

Auditor's 

Finding 

responded 

to 

Operational: 

Municipal 

Running Cost 

Function: 

Internal 

Audit: 

Core 

Function: 

Governan 

ce 

Function 

Equitable 

Share 

Number of reports 
on the 

implementation of 
the Audit Action 

Plan submitted to 
the office of the 
Municipal Manager 

Human 

resource 

Implemen 
ted Audit 
Action 

Plan 

Implement 
ed Audit 
Action Plan 

1 Report on the 
implementation 
of the Audit 

Action Plan 

submitted to the 

office of the 
Municipal 

Manager by and 

30 June 2018 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by 30 
June 2019 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2020 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2021 

OpEx 

1 Report on the 
implementation of 
the Audit Action 

Plan submitted to 

the office of the 
Municipal 

Manager by and 

30 June 2022 

OpEx 


167 | P a g e 











































Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Corporate 

Administration support 

Improve 
organisational 
cohesion and 
effectiveness 

4 Portfolio 
Committee 
meetings 

OperationalTypic 
al Work Streams: 
Communication 
and Public 
Participation: 
Mayoral/Executiv 
e Mayor 

Campaigns 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Portfolio 
Committee 
meetings 
coordinated 

Scheduled 

portfolio 

committee 

meetings 

Effective 

Portfolio 

Committe 

e 

administra 
tion & 
support 

Portfolio 

committee 

meetings 

held 

4 Portfolio 
Committee 
meetings held 
by 30 June 2018 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2019 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 30 
June 2020 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2021 

OpEx 

4 Portfolio 
Committee 
meetings 
coordinated by 

30 June 2022 

OpEx 

Integrated 

Development Plan 

Promote a 
culture of 
participatory 
&good 
governance 

2018/19 

IDP 

Process 

Plan 

Operational Typical 
Work Streams: 
Strategic 
Management and 
Governance: 

IDP Planning and 
Revision 

Function: 

Executive 

and 

Council: 

Core 

Function: 
Mayor and 
Council 

Equitable 

share 

Timeous Submission 
of the IDP Process 

Plan to Council 

Human 

Resource 

Submitted 

IDP 

process 
plan to 
Council 

Submitted 

IDP 

process 

Plan 

Timeous 
Submission of 

IDP Process 

Plan by 30 

August 2018 

OpEx 

Timeous 
Submission of 

IDP Process 

Plan council by 
30 August 

2019 

OpEx 

Timeous 

submission of the 
IDP Process Plan 
to Council by 30 
August 2020 

OpEx 

Timeous 
Submission of 
the IDP Process 
Plan to Council 
by 30 August 

2021 

OpEx 

Timeous 
Submission of 
the IDP Process 
Plan to Council 
by 30 August 
2022 

OpEx 

Integrated 

Development Plan 

Promote a 
culture of 
participatory 
&good 
governance 

2 Strategic 
IDP 

Steering 

Committee 

meetings 

held. 

Operational Typical 
Work Streams: 
Strategic 
Management and 
Governance: 

IDP Planning and 
Revision 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 

Strategic IDP 

Steering Committee 
meetings held 

Documented 
inputs from 
attendants. 

Attended 

Strategic 

IDP/PMS 

Steering 

Committe 

e 

meetings 

Document 
ed inputs 
from 

attendants 

2 Strategic 
IDP/PMS 

Steering 
Committee 
meetings held 
by June 2018 

OpEx 

2 Strategic 
IDP/PMS 

Steering 
Committee 
meetings held 
by 30 June 

2018 

OpEx 

2 Strategic IDP 
Steering 

Committee 
meetings held by 

30 June 2020 

OpEx 

2 Strategic IDP 
Steering 

Committee 
meetings held by 

30 June 2021 

OpEx 

2 Strategic IDP 
Steering 
Committee 
meetings held 

30 June 2022 

OpEx 

Integrated 

Development Plan 

1 IDP Rep 

Forum 

Convened 

Operational Typical 
Work Streams: 
Strategic 
Management and 
Governance: 

IDP Planning and 
Revision 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number IDP Rep 
Forum meeting 
Convened 

Financial and 
Stakeholders 

resources 

Convened 
IDP Rep 
Forum 
meetings 

Convened 
IDP Rep 
Forum 
meetings 

1 IDP Forum 
meetings 
convened by 30 
June 2018 

OpEx 

1 IDP Forum 
meetings 
convened by 30 
June 2019 

OpEx 

1 IDP Rep Forum 
meetings 

Convened by 31 
March 2020 

OpEx 

1 IDP Forum 
meetings 
convened by 30 
June 2021 

OpEx 

1 IDP Forum 
meetings 
convened by 30 
June 2022 

OpEx 

Integrated 

Development Plan 

Promote a 
culture of 
participatory 
&good 
governance 

2019/2020 
final IDP 
tabled 

Operational Typical 
Work Streams: 
Strategic 
Management and 
Governance: 

IDP Planning and 
Revision 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Timeous tabling of 
the 2020/2021 

Draft IDP to 

Council 

Human 

resources 

Tabled 
2020/202 
y draft 

IDP 

document 

documente 
d draft IDP 

Timeous tabling 
of the 

2018/2019 Draft 
IDP to Council 
by 31 March 

2018 

OpEx 

Timeous tabling 
of the 

2019/2020 Draft 

IDP to Council 
by 31 March 

2019 

OpEx 

Timeous tabling 
of the 2020/2021 

Draft IDP to 

Council by 31 

March 2020 

OpEx 

Timeous tabling 
of the 2021/2022 

Draft IDP to 

Council by 31 

March 2021 

OpEx 

Tabling of the 
2022/2023 Draft 

IDP to Council 
by 31 March 

2022 

OpEx 

Development and 
review of the 

Integrated 

Development Plan 

Promote a 
culture of 
participatory 
&good 
governance 

2020/2021 
draft IDP 
tabled 

Operational Typical 
Work Streams: 
Strategic 
Management and 
Governance: 

IDP Planning and 
Revision 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Timeous 

Submission of the 
2020/2021 final 

IDP to Council for 
adoption 

Human 

resources 

Submitted 

2020/202 

1 IDP 
document 

Submitted 

2017/2018 

IDP 

document 

Timeous 
submission of 
the 2017/2018 
final IDP to 
Council for 
adoption by 31 
May 2018 

OpEx 

Timeous 

submission of 

the 2018/2019 

final IDP to 

Council for 
adoption by 31 
May 2019 

OpEx 

Timeous 

submission of the 
2020/2021 final 

IDP to Council for 
adoption by 31 

May 2020 

OpEx 

Submission of 
the 2021/2022 

final IDP to 

Council for 
adoption by 31 

May 2021 

OpEx 

Submission of 

the 2022/2023 
final IDP to 

Council for 
adoption by 31 
May 2022 

OpEx 


168 | P a g e 













































Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Promote Spatial 

Planning and proper 
land use 

Implementatio 
n of Spatial 
Planning and 
Land use 
management 
Act 

New 

OperationakTypic 
al Work Streams: 
Communication 
and Public 
Participation: 
Mayoral/Executiv 
e Mayor 

Campaigns 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Timeous 

implementation of 
of Spatial Planning 
& Land use 
management 

Human 

resource 

Proper 
Spatial 
Planning 
& Land 

use 

managem 

ent 

Proper 
Spatial 
Planning & 
Land use 
manageme 
nt 

Timeous 
implementation 
of Spatial 

Planning & Land 
use 

management by 

30 June 2018 

OpEx 

Timeous 
implementation 
of Spatial 

Planning & 

Land use 
management by 
30 June 2018 

OpEx 

Timeous 

implementation of 
Spatial Planning 
& Land use 
management by 

30 June 2019 

OpEx 

Timeous 

implementation of 
Spatial Planning 
& Land use 
management by 

30 June 2018 

OpEx 

Timeous 
implementation 
of Spatial 

Planning & 

Land use 
management by 
30 June 2018 

OpEx 

Mayoral Outreach & 
Human Rights 
programme 

Good 

governance 
and public 
participation 

New 

Operational :Typic 
al Work Streams: 
Communication 
and Public 
Participation: 
Budget Road 

Show Public 
Participation 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Mayoral 
Outreach 
Programmes 
(Imbizo) conducted 

Human 

Resources 

Document 
ed inputs 
from 

attendant 

s 

Conducted 

Mayoral 

Outreach 

Programm 

es 

1 Mayoral 
Outreach 
Programmes 
(Imbizo) 

conducted by 31 
December 2018 

R 

780 000 

1 Mayoral 
Outreach 
Programmes 
(Imbizo) 
conducted by 

31 December 
2019 

R 829 
920 

2 Mayoral 

Outreach 

Programmes 

(Imbizo) 

conducted by 31 
December 2020 

R 400 

000 

1 Mayoral 

Outreach 

Programmes 

(Imbizo) 

conducted by 31 
December 2021 

R 425 

600 

1 Mayoral 
Outreach 
Programmes 
conducted by 

31 December 
2022 

R 452 838 

1 Mayoral 
Outreach 
programme 
conducted 

OperationahTypic 
al Work Streams: 
Communication 
and Public 
Participation: 
Budget Road 

Show Public 
Participation 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Mayoral 
IDP & Budget 
Consultations 

Human 

Resources 

Document 
ed inputs 
from 

attendant 

s 

Conducted 

Mayoral 

IDP & 

Budget 

Consultatio 

ns 

(Izimbizo) 

1 Mayoral IDP & 
Budget 

Consultations by 
31 May 2018 

R 

780 000 

1 Mayoral IDP 
& Budget 
Consultations 
by 31 May 

2019 

R 829 
920 

1 Mayoral IDP & 
Budget 

Consultations by 

31 May 2020 

R 650 

000 

1 Mayoral IDP & 
Budget 

Consultations by 

31 May 2021 

R 691 

600 

1 Mayoral IDP 
& Budget 
Consultations 
by 31 May 

2022 

R 735 862 

Performance 

Management 

Review the 
Performance 
management 
System 

Policy 

Framework 

2017/2018 
PMS Policy 
Framework 
reviewed 

Operational: 

Typical Work 
Streams: 
Management and 
Governance:! DP 
implementation 
and Monitoring 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Budget 
and 

Treasury 

Office 

Equitable 

share 

Reviewed 2019/20 
PMS Policy 
Framework 

Human 

resources: 600 
000 

Reviewed 

Performa 

nee 

managem 

ent 

System 

Policy 

Framewor 

k 

Reviewed 

Performan 

ce 

manageme 
nt System 
Policy 
Framework 

Review 

2017/2018 PMS 
Policy 

Framework by 

30 June 2018 

OpEx 

Review 

2018/2019PMS 
Policy 

Framework by 

30 June 2019 

OpEx 

Review 

2019/2020 PMS 
Policy Framework 
by June 2020 

OpEx 

Reviewed 

2020/2021 PMS 
Policy 

Framework by 30 
June 2021 

OpEx 

Reviewed 

2021/2022 PMS 
Policy 

Framework by 
June 2022 

OpEx 

Performance 

Management 

Development 

ofSDBIP 

document 

2018/2019 

SDBIP 

Developed 

Operational: 

Typical Work 
Streams: 
Management and 
Governance:IDP 
implementation 
and Monitoring 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Budget 
and 

Treasury 

Office 

Equitable 

share 

Development of 

Draft 2019/2020 
SDBIP 

Human 

resources 

Develope 
d SDBIP 
2019/202 

0 

document 

Developed 

SDBIP 

2019/2020 

document 

Development of 
Draft 2017/2018 
SDBIP by 31 

March 2017 

OpEx 

Development of 
2018/2019 

Draft SDBIP by 

31 March 2018 

OpEx 

Development of 
2019/2020 

Draft SDBIP by 

31 March 2019 

OpEx 

Development of 
Draft 2020/2021 
SDBIP by 31 

Mach 2020 

OpEx 

Development of 
Draft 2021/2022 
SDBIP by 31 
March 2022 

OpEx 


169 | P a g e 











































Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Performance 

Management 

Development 

ofSDBIP 

document 

Draft 

2019/2020 

SDBIP 

Developed 

Operational: 

Typical Work 
Streams: 
Management and 
Governance:! DP 
implementation 
and Monitoring 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Budget 
and 

Treasury 

Office 

Equitable 

share 

Development of 

Final 2019/2020 
SDBIP 

Human 

resources 

Develope 
d SDBIP 
2019/202 

0 

document 

Developed 

SDBIP 

2019/2020 

document 

Development of 
Final 2017/2018 
SDBIP by 30 

June 2017 

OpEx 

Development of 
Final 2018/2019 

SDBIP by 30 
June 2018 

OpEx 

Development of 
Final 2019/2020 
SDBIP by 30 

June 2019 

OpEx 

Development of 
Final 2020/2021 
SDBIP by 30 

June 2020 

OpEx 

Development of 
Final 2021/2022 
SDBIP by 30 
June 2022 

OpEx 

Performance 

Management 

Development 

of 

Performance 
Agreements 
for Financial 
Year 

2019/2020 

5 

Performanc 

e 

Agreements 
signed by 
Senior 
Managers 

Operational: 

Typical Work 
Streams: 
Management and 
Governance:IDP 
implementation 
and Monitoring 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Budget 
and 

Treasury 

Office 

Equitable 

share 

Number of 
Performance 
Agreements 
Developed for 

Senior Managers 

Human 

resources 

Develope 

d 

Performa 

nee 

Agreemen 

tsfor 

Financial 

Year 

2019/202 

0 

Developed 

SDBIP 

2019/2020 

document 

6 Performance 
Agreements 
Developed for 
Senior 

Managers by 14 
July 2017 

OpEx 

6 Performance 
Agreements 
Developed for 
Senior 

Managers by 14 
July 2018 

OpEx 

5 Performance 
Agreements 
Developed for 
Senior Managers 
by 14 July 2019 

OpEx 

7 Performance 
Agreements 
Developed for 
Senior Managers 
by 31 July 2020 

OpEx 

6 Performance 
Agreements 
Developed for 
Senior 

Managers by 14 
July 2021 

OpEx 

Information 

Technology 

Improve 

organisational 

cohesion 

effectiveness 

Upgraded 

ICT 

infrastructur 

e 

CapitakNon- 
i nf rastru ctu re: N e 
w:Computer 
Equipment 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Informatio 

n 

Technolog 

y 

Equitable 

Share 

Upgraded ICT 
infrastructure (access 
to emails & internet) 

Financial 

resource 

Procured 

ICT 

services 

Functional 

ICT 

2 ICT 

infrastructure 
Upgraded 
(access to 
emails & 
internet) by 

30 June 2018 

R4 575 

000 

Upgraded ICT 
infrastructure 
(access to emails 
& internet) by 30 
June 2019 

R 

3 500 

000 

Upgraded ICT 
infrastructure 
(access to emails & 
internet)) by 30 

June 2020 

R 2 200 

000 

Upgraded ICT 
infrastructure 
(access to emails & 
internet by 30 

June 2021 

R 2 332 

000 

Upgraded ICT 
infrastructure 
(access to emails 
& internet by 30 
June 2022 

R 2 471 920 

Information 

technology 

Improve 

organisational 

cohesion 

effectiveness 

Upgraded 

Server 

room 

CapitakNon- 
i nf rastru ctu re: N e 
w:Computer 
Equipment 

Function: 

Finance 

and 

Administra 
tion: Core 
Function: 
Informatio 

n 

Technolog 

y 

Municipal 
Infrastruct 
ure grant 

% Upgrade of 

Server Room 

Financial 

resource 

Procured 

ICT 

infrastruct 

ure 

Functional 

ICT 

100% Upgrade 
of Server Room 
by 30 June 2018 

3 500 

000 

100% Upgrade 
of Server Room 
by 30 June 

2019 

OpEx 

100% Upgrade of 
Server Room by 

30 June 2020 

100% Upgrade of 
Server Room by 

30 June 2021 

100% Upgrade 

of Server Room 

by 30 June 

2022 

Development of 
municipal website 

Good 

governance 
and public 
participation 

Municipal 

Website 

developed 

Operational: 

Typical Work 
Streams: Website 
Development and 
Maintenance 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

update of Municipal 
Website 

Human and 
sample 

Websites 

Updated 

Municipal 

Website 

Informing 

the 

community 

Municipal 

Website 

Developed by 

30 June 2018 

450 000 

Development of 
municipal 

Website by 30 
June 2019 

R 350 

000 

Updated 

Municipal 

Website by 30 

June 2020 

OpEx 

Updated 

Municipal 

Website by 30 

June 2021 

OpEx 

Updated 

Municipal 

Website by 30 
June 2022 

OpEx 


170 | P a g e 













































Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Development of 
Newsletter 

Good 

governance 
and public 
participation 

No 

Municipal 

newsletters 

published 

Operational: 

Typical Work 

Streams: 

Communication 

and Public 

Participation: 

Newsletters 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 

Municipal 

newsletters 

published 

Human and 
Newsletter 

Published 

Municipal 

Newslette 

r 

Informing 

the 

community 

3 Municipal 
newsletters 
published by 30 
June 2018 

R 160 

000 

3 Municipal 
newsletters 
published by 30 
June 2019 

R 225 

000 

3 Municipal 
newsletters 
published by 30 
June 2020 

R 500 

000 

3 Municipal 
newsletters 
published by 30 
June 2021 

R 500 

000 

3 Municipal 
newsletters 
published by 30 
June 2022 

R 500 000 

Good governance and 
public participation 

Good 

governance 
and public 
participation 

120 Ward 
Committee 
meetings 
coordinate 

Operational: 

Typical Work 
Streams: Ward 
Committees: 
Meetings 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Ward 
Committee 
meetings 
coordinate 

Human, 

Financial, 

Fleet and 

Telecommunic 

ation 

resources: 

Ward 

Committe 

e 

meetings 

held 

Facilitate 
decision 
making at 
community 
level 

120 Ward 

Committee 
meetings 
coordinated by 

30 June 2018 

OpEx 

120 Ward 

Committee 
meetings 
coordinated by 

30 June 2019 

R 

1 800 

000 

120 Ward 

Committee 
meetings 
coordinated by 

30 June 2020 

R 2 600 

000 

120 Ward 

Committee 
meetings 
coordinated by 

30 June 2021 

R 2 766 

400 

120 Ward 

Committee 
meetings 
coordinated by 

30 June 2022 

R 2 943 450 

Good 

governance 
and public 
participation 

120 Public 

meetings 

coordinate 

Operational: 

Typical Work 
Streams: Ward 
Committees: 
Meetings 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Ward 
Public meetings 
coordinate 

Human, 
Financial, fleet 
and 

telecommunic 

ation 

resources 

Public 

meetings 

held 

Facilitate 
decision 
making at 
community 
levels 

120 Ward Public 
meetings 
coordinated by 

30 June 2018 

OpEx 

120 Ward 

Public meetings 
coordinated by 

30 June 2019 

OpEx 

120 Ward Public 
meetings 
coordinated by 

30 June 2020 

OpEx 

120 Ward Public 
meetings 
coordinated by 

30 June 2021 

OpEx 

120 Ward 

Public 
meetings 
coordinated by 

30 June 2022 

OpEx 

Good 

governance 
and public 
participation 

3 Ward 
Committee 
Forum 
Meetings 

Held 

Operational: 

Typical Work 
Streams: Ward 
Committees: 
Meetings 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Ward 
Committee Forum 
meetings 

Functional 

Ward 

Committee 

Forum 

Establishe 
d local 

Ward 
Committe 
e forum 

Provision 
of free 
basic 

services to 
indigents 

4 Ward 1 

Committee 

Forum meetings 
Held by 30 June 
2018 

OpEx 

4 Ward 

Committee 

Forum 

meetings Held 
by 30 June 

2019 

OpEx 

4 Ward 

Committee Forum 
meetings Held by 

30 June 2020 

OpEx 

4 Ward 

Committee 

Forum meetings 
Held by 30 June 
2021 

OpEx 

4 Ward 

Committee 

Forum meetings 
Held by 30 June 
2022 

OpEx 

Promote customer 
feedback 

Good 

governance 
and public 
participation 

100% 

Queries or 
Complaints 
registered & 
attended to 
within 7 
working 
days after 
the reported 
incident 
date 

Operational: 

Typical Work 
Streams: 
Management and 
Governance:! DP 
implementation 
and Monitoring 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 

Equitable 

share 

% Queries or 
Complaints 
registered & 
attended to within 

7 working days 
after the reported 
incident date 

Human and 
fleet resources 

Registere 
d queries 
attended 
to 

Improved 
turnaround 
time to 
queries 

100% Queries 
or Complaints 
registered & 
attended to 
within 7 working 
days after the 
reported incident 
date by 30 June 
2018 

OpEx 

100% Queries 
or Complaints 
registered & 
attended to 
within 7 working 
days after the 
reported 
incident date by 
30 June 2019 

OpEx 

100% Queries or 
Complaints 
registered & 
attended to 
within 7 working 
days after the 
reported incident 
date by 30 June 
2020 

OpEx 

100% Queries or 
Complaints 
registered & 
attended to 
within 7 working 
days after the 
reported incident 
date by 30 June 
2021 

OpEx 

100% Queries 
or Complaints 
registered & 
attended to 
within 7 working 
days after the 
reported 
incident date by 

30 June 2022 

OpEx 

Promote customer 
feedback 

Good 

governance 
and public 
participation 

New 

Operational: 

Typical Work 
Streams: 
Management and 
Governance:IDP 
implementation 
and Monitoring 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 

Equitable 

share 

Queries or 
complaints 
responded to within 
30 days after the 
reported date 

Human and 
fleet resources 

Registere 
d queries 
attended 
to 

Improved 
turnaround 
time to 
queries 

Queries or 
complaints 
responded to 
within 30 days 
after the 
reported date 

OpEx 

Queries or 
complaints 
responded to 
within 30 days 
after the 
reported date 

OpEx 

Queries or 
complaints 
responded to 
within 30 days 
after the reported 
date 

OpEx 

Queries or 
complaints 
responded to 
within 30 days 
after the reported 
date 

OpEx 

Queries or 
complaints 
responded to 
within 30 days 
after the 
reported date 

OpEx 


171 | P a g e 












































Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Mayoral outreach & 
Human rights 
programme 

To support 
people with 
disabilities 

5 Disability 
programme 
s supported 
per plan 

Operational :T ypic 
al Work Streams: 
Community 
Development: 
Disability 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 

Disability 

Programmes 
supported per plan 

Budget 

Supported 

Disability 

Program 

mes 

Supported 

Disability 

Programm 

es 

4 Disability 
Programs 
hosted/Supporte 
d as per the 

RHR concept 
document by 30 
June 2018 

R400 00 

0 

4 Disability 
Programs 
hosted/Support 
ed as per the 

RHR concept 
document by 30 
June 2019 

R 185 

000 

4 Disability 
Programs 
hosted/Supported 
as per the plan by 
30 June 2020 

R 185 00 

4 Disability 
Programs 
hosted/Supported 
as per the RHR 
concept 

document by 30 
June 2021 

R 194 

250 

4 Disability 
Programs 
hosted/Support 
ed as per the 

RHR concept 
document by 30 
June 2022 

R 203 963 

Mayoral outreach & 
Human rights 
programme 

Advocate for 
elderly rights 

4 

Awareness 

Campaigns 

conducted 

for 

advocacy of 

elderly 

rights 

Programme 
s held 

Operational :T ypic 
al Work Streams: 
Community 
Development: 
Elderly 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 

Awareness 
Campaigns for 
advocacy of elderly 
rights Programmes 
held 

Budget 

Awarenes 

s 

Campaign 

sfor 

advocacy 
of elderly 
rights 

Raised 
Awareness 
towards 
the elderly 
rights 

4 supported 
Programmes 
for the elderly 
rights by 30 

June 2018 

R312 8 

00 

4 supported 
Programmes 

Tor the elderly 
rights by 30 

June 2019 

R 212 

000 

4 supported 
Programmes for 
the elderly rights 
by 30 June 2020 

R 200 

000 

4 supported 
Programmes for 
the elderly 
rights by 30 

June 2021 

R 210 

000 

4 supported 
Programmes 
for the elderly 
rights by 30 

June 2022 

R 220 500 

Mayoral outreach & 
Human rights 
programme 

Advocacy for 
the child 
development 
and rights 

Child 

developme 
nt/rights 
programme 
s supported 

Operational :T ypic 
al Work Streams: 
Community 
Development: 

Child 

Programmes 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of early 
child 

development/rights 
Programmes 
supported per plan 

Human 

Resource 

Program 

mes 

supported 

Child 

Developme 

nt/rights 

programm 

es 

supported 

4 early child 
development/rig 
hts Programmes 
supported per 
plan by 30 June 
2018 

R400 00 

0 

4 child 

development/rig 

hts 

Programmes 
supported per 
plan by 30 

June 2019 

R 200 

000 

4 early child 
development/right 
s Programmes 
supported per 
plan by 30 June 
2020 

R 200 

000 

4 early child 
development/righ 
ts Programmes 
supported per 
plan 30 June 

2021 

R 210 

000 

4 early child 

development/rig 

hts 

Programmes 
supported per 
plan by 30 

June 2022 

R 220 500 

Mayoral outreach & 
Human rights 
programme 

Promotion of 
youth 

development 

5 Youth 

developme 

nt 

Programme 
s supported 
per plan 

Operational :T ypic 
al Work Streams: 
Community 
Development: 

Youth Projects: 
Youth 

Development 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Youth 
Development 
Programmes 
supported per plan 

Budget 

Develope 
d Youth 
developm 
ent 

structures 

Progressiv 

eand 

Developed 

Youth 

4 Youth 
Development 
programme 
supported per 
plan by 30 June 
2018 

R 

700 000 

4 Youth 
Development 
Programmes 
supported per 
plan by 30 June 
2019 

R 500 

000 

4 Youth 
Development 
Programmes 
supported per 
plan by 30 June 
2020 

R 500 

000 

4 Youth 
Development 
Programmes 
supported per 
plan by 30 June 
2021 

R 525 

000 

4 Youth 
Development 
Programmes 
supported per 
plan by 30 June 
2022 

R 521 200 

Training 

Improve 
organisational 
cohesion and 
effectiveness 

300 

bursaries 
allocated 
qualifying to 
community 
members 

Operational: 

Typical Work 
Streams: 

Capacity Building 
Training and 
Development: 
Workshops, 
Seminars and 
Subject Matter 
Training 

Function: 

Finance 

and 

Administra 

tion: Core 

Function: 

Administra 

tive and 

Corporate 

Support 

Equitable 

share 

Number of 
bursaries allocated 
to qualifying 
community 
members 

Financial 

resource 

Bursaries 

allocated 

to 

communit 

y 

members 

Deserving 

students 

completing 

their 

studies 

60 bursaries 
allocated to 
qualifying 
community 
members by 31 
March 2018 

1 500 

000 

60 bursaries 

allocated to 

qualifying 

community 

members by 31 

March 2019 

2 000 

000 

60 bursaries 
allocated to 
qualifying 
community 
members by 31 
March 2020 

R 2 000 

000 

60 bursaries 

allocated to 

qualifying 

community 

members by 31 

March 2021 

R 2 000 

000 

60 bursaries 

allocated to 

qualifying 

community 

members by 31 

March 2022 

R 2 000 000 


172 | P a g e 











































Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Mayoral outreach & 
Human rights 
programme 

To motivate 
and support 
top Grade 12 
achievers 
with 

necessary 

study 

equipment 

1 Grade 12 
Top 

Achievers 

award 

ceremony 

held 

Operational :T ypic 
al Work Streams: 
Communication 
and Public 
Participation: 
Mayoral/Executiv 
e Mayor 

Campaigns 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Grade 

12 Top Achievers 
award ceremony 
held 

Budget 

Grade 12 
top 

performer 
s awarded 
with 

necessary 

study 

equipmen 

t 

Motivated 
Grade 12 

Top 

performers 

1 Grade 12 Top 
Achievers award 
ceremony held 
by 31 January 
2018 

R 420 

000 

1 Grade 12 Top 
Achievers 

award 

ceremony held 
by 31 January 
2019 

R465 

000 

1 Grade 12 Top 
Achievers award 
ceremony held by 

31 January 2020 

R465 

000 

1 Grade 12 Top 
Achievers award 
ceremony held by 
31 January 2021 

R 525 

000 

1 Grade 12 Top 
Achievers 

award 

ceremony held 
by 31 January 
2022 

R 512 663 

Mayoral outreach & 
Human rights 
programme 

To take a Girl 
Child to a 
practical 

Work 

Environment 

39 Girl 

Child taken 
to practical 
work 

environmen 

t 

Operational: 

Typical Work 

Streams: 

Communication 

and Public 

Participation: 

Mayoral/Executiv 

e Mayor 

Campaigns 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Girl 

Child taken to 
practical work 
environment 

Budget 

Girl 

children 

taken to 

practical 

work 

environm 

ent 

Motivated 

Girl 

Children 
taken to 
practical 
work 

environme 

nt 

20 Girl Child 

taken to 
practical work 
Environment by 

30 June 2018 

OPEX 

20 Girl Child 

taken to 
practical work 
Environment by 
30 June 2019 

OPEX 

15 Girl Child 
taken to practical 
work Environment 
by 30 June 2020 

OPEX 

15 Girl Child 
taken to practical 
work 

Environment by 

30 June 2021 

OPEX 

15 Girl Child 

taken to 
practical work 
Environment by 

30 June 2022 

OPEX 

Mayoral outreach & 
Human rights 
programme 

To support 
CBOs 

15 NGOs, 
FBOs and 
CBOs 
supported 
per plan 

Operational: 

Typical Work 
Streams:Agricultu 
ral Assistance 
and Support 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of CBO 
Programmes 
supported per plan 

Budget 

Supported 
NGOs, 
FBOs and 
CBOs 

Supported 

Functional 

and 

effective 

NGOs, 

FBOs and 
CBOs 

4 NGOs, FBOs 
and CBOs 
supported per 
plan by 30 June 
2018 

R 200 

000 

4 CBOs 
supported per 
plan by 30 June 
2019 

R 225 
000 

8 CBOs 
supported per 
plan by 30 June 
2020 

R 225 

000 

4 CBO 
Programmes 
supported per 
plan by 30 June 
2021 

R 

236 250 

4 CBO 
Programmes 
supported per 
plan by 30 June 
2022 

R 248 063 

Intensify 

HIV/AIDS 

support 

programmes 

2 HIV/AIDS 
Awareness 
Programme 
s Supported 
per plan 

Operational: 

Typical Work 
Streams: 

AIDS/HIV, 
Tuberculosis and 
Cancer: Support 
and Distribution 
Programmes: 
Aids/HIV 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 

HIV/AIDS 

Awareness 
Programme 
supported per plan 

Budget 

Provided 
support to 
women 

headed 

families 

Protection 

of 

vulnerable 

families 

4 HIV/AIDS 

Awareness 
Programmes 
supported per 
plan by June 

2018 

200 000 

4 HIV/AIDS 

Awareness 
Programmes 
supported per 
plan by June 

2019 

R 220 
000 

4 HIV/AIDS 

Awareness 
Programmes 
supported per 
plan by June 

2020 

R 220 

000 

4 HIV/AIDS 

Awareness 
Programmes 
supported per 
plan by June 

2021 

R 231 

000 

4 HIV/AIDS 

Awareness 
Programmes 
supported per 
plan by June 

2022 

R 242 550 

Mayoral outreach & 
Human rights 
programme 

Support Moral 
Regeneration 
programmes 

2 Moral 

Regenerati 

on 

Programme 
s supported 
per plan 

Operational: 

Typical Work 

Streams: 

Community 

Development: 

Social 

Development 

Programme 

(Welfare) 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of RHR 
programmes 
supported per plan 

Budget 

Supported 

Moral 

Regenera 

tion 

structure 
and its 
activities 

Raised 

awareness 

on moral 
issues 

4 RHR 

programmes 
supported per 
plan by June 

2018 

R 250 

000 

4 Moral 
Regeneration 
programmes 
supported per 
plan by June 

2019 

R 

300 00 

0 

4 moral 
regeneration 
programmes 
supported per 
plan by June 

2020 

R 300 

000 

4 moral 
regeneration 
programmes 
supported per 
plan by June 

2021 

R 315 

000 

4 moral 
regeneration 
programmes 
supported per 
plan by June 

2022 

R 330 750 

Mayoral outreach & 
Human rights 
programme 

Support given 
to Woman 
Programmes 

4 woman 
programme 
s supported 

Operational: 

Typical Work 

Streams: 

Community 

Development: 

Gender 

Development 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of Woman 
Programmes 
supported per plan 
s 

Budget 

Woman 

developm 

ent 

Uplifted 
Woman in 
Economic 
Developme 
nt 

4 Woman 

programme 
supported per 
plan per plan by 

30 June 2018 

R 300 

000 

4 Woman 

programme 
supported per 
plan per plan by 
30 June 2019 

R 285 

000 

4 Woman 

programme 
supported per 
plan per plan by 

30 June 2020 

R 285 

000 

4 Woman 

programme 
supported per 
plan per plan by 

30 June 2021 

R 

299 250 

4 Woman 

programme 
supported per 
plan per plan by 
30 June 2022 

R 314 213 


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Thematic areas 



Governance / Public Participation 

KPA 


GOOD GOVERNANCE AND PUBLIC PARTICIPATION 

OUTCOME 9 

Output 1 

implement a differentiated approach to municipal financing, planning and support 

Output 3 

implementation of the community work programme 

Output 5 

deepen democracy through a refined ward committee model 

Output 7 

single window of coordination 

Functional 

Area/Development 

Priorities 

Strategic 

objective 

Baseline 

mSCOA project 

name 

mSCOA 

project 

Function 

mSCOA 

project 

Fund 

Key Performance 
Indicator 

Input 

Indicator 

Output 

Indicator 

Outcome 

Indicator 

5 Year Targets 

PROJECTS 

2017/2018 

BUDGET 

PROJECTS 

2018/2019 

BUDG 

ET 

PROJECTS 

2019/2020 

BUDGET 

PROJECTS 

2020/2021 

BUDGE 

T 

PROJECTS 

2021/2022 

BUDGET 

Mayoral outreach & 
Human rights 
programme 

Support to 
Community 
initiated 
Matsema 

4 

community 
initiated 
Matsema 
supports 
per plan 

Operational: 

Typical Work 

Streams: 

Community 

Development: 

Community 

Initiatives 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

Number of 
Community initiated 
Matsema supported 
per plan 

Budget 

Support 
given to 
Communit 
y initiated 
Matsema 

Uplifted 

community 

socio¬ 

economic 

conditions 

4 Matsema 

initiated 
supported per 
plan by 
community by 

30 June 2018 

R 650 

000 

4 Matsema 

initiated 
supported per 
plan by 
community by 

30 June 2019 

R 605 

000 

4 Matsema 

initiated 
supported per 
plan by 

community by 30 
June 2020 

R 605 

000 

4 Matsema 

initiated 
supported per 
plan by 

community by 30 
June 2021 

R 

635 250 

4 Matsema 

initiated 
supported per 
plan by 
community by 

30 June 2022 

R 667 013 

To promote 
environment 

To promote 
eco-friendly 
environment 

Greening 

plan 

developed 

Operational: 

Typical Work 

Streams: Parks 

Programme 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

% Implementation 

of Greening Plan 

Budget 

Implemen 
tation of 
Greening 
of Plan 

Promotion 

1 of eco- 
friendly 
environme 
nt 

100% 

Implementation 
of the Greening 
Plan by 30 June 
2018 

R350 00 

0 

100% 

Implementation 
of the Greening 
Plan by 30 June 
2019 

N/A 

100% 

Implementation of 
the Greening 

Plan by 30 June 
2020 

N/A 

100% 

Implementation 
of the Greening 
Plan by 30 June 
2021 

N/A 

100% 

Implementation 
of the Greening 
Plan by 30 June 
2022 

N/A 

To support needy 
families 

To assist 
needy 
community 
members 

New 

Operational: 

Typical Work 

Streams: 

Community 

Development: 

Burials 

Function: 

Executive 

and 

Council: 
Core 
Function: 
Mayor and 
Council 

Equitable 

share 

% of Pauper 

Funerals assisted 
per request 

Budget 

Assisted 

Pauper 

Funerals 

Assisted 

Pauper 

Funerals 

100% Pauper 
Funerals 
assisted per 
request by 30 

June 2018 

R326 

419 

100% Pauper 
Funerals 
assisted per 
request by 30 
June 2019 

R 350 
000 

100% Pauper 
Funerals assisted 
per request by 30 
June 2020 

R 350 

000 

100% Pauper 
Funerals assisted 
per request by 30 
June 2021 

R 372 

400 

100% Pauper 
Funerals 
assisted per 
request by 30 
June 2022 

R 396 234 


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175 | P a g e 




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