Prescribed supply chain management processes and procedures as per the Local Government: Municipal Finance Management Act, 2003 (Act No. 56 of 2003), Sections 110 to 119 and the Supply Chain Management Regulations, 2005 are in place and maintained. Procurement plans were recently introduced in collaboration with the service departments to improve demand management. This will ultimately contribute to more effective service delivery. Documentation and control on contract management, specifically on long-term contracts, remains a challenge and will be addressed in the course of this financial year. The district municipality endeavours to maintain an effective supplier database to acquire the necessary goods and services, however, it is reliant on the cooperation of the suppliers. Many companies, especially agents, are reluctant to provide the necessary documentation to be accredited and alternatives are not so readily available.
2.9 COMMENT ON BY-LAWS
No new by-laws were promulgated.
2.10 WEBSITES
MUNICIPAL WEBSITE: CONTENT AND CURRENCY OF MATERIAL
Documents published on the Municipality's / Entity's Website Yes / No Publishing Date Current annual and adjustment budgets and all budget-related documents Yes 28/3/2014
All current budget-related policies Yes 20/5/2014
The previous annual report 2012/2013 Yes 25/12/2012
The annual report 2013/2014 published/to be published Yes 27/02/2014
All current performance agreements 2013/2014, required in terms of Section 57(1)(b) of the Municipal Systems Act, 2000 (Act No. 32 of 2000), and resulting scorecards
Yes 12/02/2014
All service delivery agreements 2013/2014 N/A N/A
All long-term borrowing contracts 2013/2014 N/A N/A
All supply chain management contracts above a prescribed value (R30,000)
for 2013/2014 Yes 12/09/2014
An information statement containing a list of assets over a prescribed value that have been disposed of in terms of the Local Government: Municipal Finance Management Act 2003, Section 14(2) or (4) during 2013/2014
N/A N/A
Contracts agreed in 2013/2014 to which Subsection (1) of Section 33 applies, subject to Subsection (3) of that Section (Finance Management Act 2003)
N/A N/A
Public-private partnership agreements referred to in Section 120 made in
2013/2014 (Finance Management Act 2003) N/A N/A
All quarterly reports tabled in the Council in terms of Section 52(d) during
2013/2014 (Finance Management Act 2003) Yes 24/07/2013
T 2.9.1
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COMMENT ON MUNICIPAL WEBSITE CONTENT AND ACCESS
A Website Steering Committee has been established to ensure that all information as required in terms of Section 75 of the Local Government: Municipal Finance Management Act, 2003 (Act No. 56 of 2003) is available on the website.
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3. PERFORMANCE REPORT
3.1 INTRODUCTION
3.1.1 PREDETERMINED OBJECTIVES (CWDM)
The reflection of key performance indicators and performance targets in the Integrated Development Plan (IDP) as compelled by Section 26(i) and Section 41(1)(a) of the Local Government: Municipal Systems Act, 2000 (Act No.32 of 2000) is aligned to the predetermined objectives as reflected in the approved 2012/2013 – 2016/2017 Integrated Development Plan.
The table illustrates the alignment between the strategic objectives and the predetermined objectives as per the approved IDP – Chapter 5:
Strategic Objective Predetermined Objective
1 To ensure the health and safety of communities in the Cape Winelands municipal district through the proactive prevention, mitigation, identification and management of environmental health, fire and disaster risks.
1.1 Ensure a comprehensive and equitable municipal health service within the CWDM.
1.2 Ensure coordination of multi-disciplinary and sectoral disaster risk reduction through integrated institutional capacity for disaster risk management, disaster risk assessment and response and recovery.
1.3 Provision of effective planning and coordination of fire prevention, safety and firefighting services throughout the Cape Winelands municipal district.
2 To facilitate sustainable economic empowerment of all communities within the Cape Winelands municipal district through economic, environmental and social infrastructure investment, poverty alleviation, job creation and skills development.
2.1 Facilitate environmentally sustainable economic development and investment attraction and retention through the development and management of strategic partnerships.
2.2 Facilitate skills development within the CWDM by means of knowledge management and social infrastructure investment.
2.3 Facilitate the creation of sustainable jobs within the Cape Winelands district through the provision and maintenance of economic infrastructure.
2.4 Provide support and shared services to local municipalities to facilitate economic development planning within the Cape Winelands municipal district.
3 To support and ensure the development and implementation of infrastructural services such as bulk and internal services, functional road network and public transport services that contribute to integrated human settlements in the Cape Winelands municipal district.
3.1 The regulation of passenger transport in the Cape Winelands municipal district by improved infrastructure delivery and planning activities.
3.2 Identify, coordinate and facilitate interventions of a regional nature to support/assist sustainable integrated human settlement development within the area of the CWDM.
3.3 Improve and maintain municipal infrastructure by coordinated planning and implementation of infrastructure plans and services.
3.4 Improve the living conditions of rural dwellers by improving facilities and services in rural areas.
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3.1.2 FRAMEWORK FOR MANAGING PERFORMANCE INFORMATION: KEY CONCEPTS
(Will be revised and amended during 2014/15 Financial Year – See Municipal Manager Scorecard)
When monitoring and assessing outcomes and impacts, it needs to be kept in mind that government interventions can also have unintended consequences. These also need to be identified and monitored so that risks can be managed and corrective action can be taken.
In managing for results, budgets are developed in relation to inputs, activities and outputs, while the aim is to manage towards achieving the outcomes and impacts.
Strategic Objective Predetermined Objective
4 To provide an effective and efficient support service to the CWDM's executive directorates so that the organisational objectives can be achieved through the provision of HR management, ICT, administrative support services, strategic services and communication services.
4.1 Facilitate the establishment of governance forums (i.e. Audit Committee, Performance Audit Committee, Oversight Committees – Internal and External).
4.2 Establish a vehicle for skills development and training.
4.3 Enhance good management, strategic support and labour practices.
4.4 Create effective communication mediums to inform or create awareness among all stakeholders.
5 To facilitate and ensure the development and empowerment of the poor and most vulnerable people, particularly women, children, the youth, the disabled, the elderly and rural dwellers throughout the Cape Winelands municipal district.
5.1 Graduate people out of poverty through appropriate human capital investment initiatives.
5.2 Address socio-economic vulnerabilities of communities through social inclusion.
5.3 Improve the livelihood of rural farm dwellers and rural communities.
6 To ensure the financial sustainability of the Cape Winelands District Municipality and to fulfil the statutory requirements.
6.1 Enable efficient business operations (i.e. promote good budget and fiscal management;
unqualified audits).
6.2 Monitor and evaluate financial viability (i.e. reporting and assessments).
6.3 Enable effective revenue and expenditure management.
6.4 Enhance efficient, effective and economical supply chain management procedures and systems.
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The figure below illustrates the relationship between these core performance information concepts.