This strategic plan will overemphasize the IDP of the municipality to ensure that the municipality remains a community-driven institution. The Constitution of the Republic of South Africa describes the type of local government that is needed. All known projects, plans and programs to be implemented within the municipality by any state body; and.
Provide strategic guidance in relation to the location and character of development in the municipality. Be adapted to the physical development framework that is reflected in the neighboring municipalities' integrated development plans.
SITUATIONAL ANALYSIS
12 Mohokare Local Municipality Demographics
Ward 2
Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Total
Ward 5
Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Total Census/Dwellings- Tenure Status
Tenure Status
INSTUTIONAL ANALYSIS
- THE INSTITUTION COUNCIL
The municipality's chairman, councilor M A Shasha, is mayor and thus chairman of the council; given that Mohokare is a plenary council. Although responsible for the municipality's strategic direction and performance, the council works in consultation with the mayor. And for the purposes of public participation, good governance and administration, each ward councilor chairs a ward committee in their respective wards and ward councilors call general meetings every month.
During the 5 year term, all ward committees were established and trained by CoGTA, but in 2015 the ward committee of Smithfield (ward 6) was disbanded and to date we only have 5 functional ward committees in place, i.e. Mohokare Local Municipality also has a dedicated Council Oversight Committee chaired by the Honorable Clr I Riddle, there are two community members who form part of this important committee, current oversight committee members are as follows;.
Management
COUNCIL
Policies
Summary of Audit outcomes 2014/15
SUMMARY OF PERFORMANCE AGAINST IDP OBJECTIVES
The highlights pointed to the municipality's results, while the challenges summarize the challenges the municipality experiences in achieving the goals and delivering the necessary services. The municipality's growing inability to collect sufficient revenue and the high poverty rate have meant that most municipal programs have not been implemented. Availability of capital and other resources are fundamental to the functioning of the organization in providing services.
The completion of the Rouxville access road Completion of the access road in Matlakeng / Zastron. Technical skills to develop/review and implement the LED strategy or plan to be acquired.
SPATIAL DEVELOPMENT FRAMEWORK
SWOT ANALYSIS, PESTLE ANALYSIS, DEVELOPMENT STRATEGIES &
STRATEGIC GOALS
SWOT ANALYSIS
PESTLE ANALYSIS
MOHOKARE STRATEGIC OBJECTIVES AND GOALS;
ALIGNMENT TO MDGs, NDP, MTSF, NATIONAL OUTCOMES, FSGDS AND XHARIEP KEY PERFORMANCE PLANS
To be a community driven municipality that ensures sustainable quality service delivery applying principles of good governance”
- An efficient,
- Inclusive economic growth and
- Sustainable rural development
- A responsive,
- Good
- A long and healthy
- Improves quality of life
- Improves
Responsive, responsible, efficient and successful local administration Efficient, successful and development-oriented public service. Create a better South Africa and contribute to a better South Africa and the world An efficient, competitive and responsive economic infrastructure network.
DEVELOPMENT STRATEGIES AND STRATEGIC GOALS
TECHNICAL SERVICES DIRECTORATE KEY PERFORMANCE AREAS AND INDICATORS 2016/2017
COMMUNITY SERVICES KEY PERFORMANCE INDICATORS 2016/2017
PUBLIC PARTICIPATION
GOOD GOVERNANCE AND ADMINISTRATION
FINANCIAL VIABILITY
LOCAL ECONOMIC DEVELOPMENT
DRAFT MOHOKARE LM SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2016/2017
Proof of submission of the updated ISO revision file to the IDP device (acknowledgment of receipt) Good. Proof of submission of the updated ISO revision file to the IDP device (acknowledgment of receipt) Good. Proof of Submission of the Updated B2B Report to IDP Unit (Receipt of Receipt) Good.
Proof of delivery of the updated ISO Audit file to the IDP Unit (Notify Receipt Document). Proof of submission of the updated B2B report to the IDP Unit (Acknowledgement of Receipt) Good.
MUNICIPAL SECTOR PLANS
PROJECTS
BASIC SERVICES AND INFRASTRUCTURE DEVELOPMENT
- PUBLIC PARTICIPATION
- GOOD GOVERNANCE AND ADMINISTRATION
- FINANCIAL VIABILITY
- DEVELOPMENTAL PLANNING AND LOCAL ECONOMIC DEVELOPMENT PLAN
- ENVIRONMENTAL HEALTH MANAGEMENT
Facilitate the monitoring of the implementation of the audit plan, AG Audit action plan in accordance with the audit charter. Establish target forums for business while using some of the retired or currently available human capital in Mohokare. Review of the Integrated Waste Management Plan to be consistent with the District's IWMP.
5 YEAR MUNICIPAL PLANS
KPA No
Performance Area
IDP Strategic
Public Participation
Participate in Mohokare
Public participation
GOOD GOVERNANCE AND ADMINISTRATION KPA
Key Performanc
Good Governance
Administrat ion
Good Governa
1 EE awareness
Financial Manageme
Financial Viability
BASIC SERVICES KP
Key performance
Basic Service
Keep Mohokar
Clean
Adequate Provisioning
Commonage Managemen
Developed and
Deliver sustainab
Service Delivery
Key Performance
Area
SOs)
Basic Service Delivery and
Deliver sustainable
Construction of a 27km raw bulk water pipeline from the Orange River to Paisley Dam in Rouxville.
FINANCE FUNCTION KP
Viability
Submissi on of
Submission of AFS
Submission of AFS Submission of AFS
4 Financial Manageme
LOCAL ECONOMIC DEVELOPMENT KP
WARD ACTION PLANS
WARD DEVELOPMENT PLAN - WARD 1, 3 & 5, ZASTRON, MATLAKENG
Priority
No. Priority
Indicator Sphere of governmen
Proposed project /
Financial
Implications Time -
Risk(s) Comments Bud
Priority area
Issue Success Indicator
Sphere of governmen
Financial Implications
Time -
Municipality Investigate the reason why there is no toilet seat and raise funds for the allocation of the toilet seat. In Refeng Khotso there is a main sewage hole that constantly blocks during rainy seasons, blocking main pipes and affecting toilets (Number 1265 in Dinotsing there is an electrical box that is not working and the resident of the household is a disabled person.
Cottages that are built for long periods in the town appreciate the value of the property in the town. There is no clear criteria and policy for allotment of houses / RDP because. beneficiaries now lease RDPs. Drawing lucky letters with RDPs in a. there is an incomplete RDP. ownership not clear for needy households. registered needy) People are requested to pay a R50 or R56 for.
Regulated operations of funeral undertakers (refrigeration system for corpses). implemented the program of monitoring and inspections, established regulations. No community development center in Zastrn Matlakeng,. the community library is too small to meet the needs of the community. build a center, or use existing buildings. Pickup points for EMS passengers. the ambulance is not attentive to the community - No central. travelers) patient pick-up points.
Local economic development is key to the development of the Zastron economy Starost project.
MOHOKARE LOCAL MUNICIPALITY
WARD DEVELOPMENT PLAN - WARD 2 & 4, ROUXVILLE , ROLELEATHUNYA
Proposed project
In Ward 2 there is an informal settlement 'ba ipehi', this promotes crime in that area as well. There is a disabled NGO that needs support to access a building where they can operate. The pickup points for the EMS commuter ambulance are not considerate of the community - No central one sheltered location for pickup. commuter) pick-up points for patients.
Proposed
WARD DEVELOPMENT PLAN - WARD 6, SMITHFIELD MOFULATSEPE
COUNCILLOR THUHLO Priorit
Sphere of governme
Financial Implications Time -
Risk(s) Comments Budge
Source (proposed)
MUNICIPAL FINACIAL PLAN Chapter 11: Municipal Medium-Term Framework
- Introduction
- Summary of the medium-term financial outlook
- Medium-term budget for 2016/17 to 2018/19
- Enhancing development and community services 25. Efficiency drive
- Ensuring basic service equity
- Alignment of budget with service provision and delivery 28. Sustainable human settlements
- Economic growth and job creation 30. Social justice
- Improving financial viability
- Maintenance and investment in infrastructure
- Service excellence - continuing to provide quality services with effective strategic management of the municipality to drive the strategic intent
- Economic development - increased emphasis on promotion of growth and fighting poverty
- Financial sustainability - continuing to be financially sustainable as a municipality
- Common purpose- promoting effective intergovernmental relations using our Mohokare Compact, and mobilising other resources of government
- Operating revenue and expenditure
It projects the mid-term financial position of the municipality and implements programs and plans that the municipality must engage in over three years to achieve the five-year IDP development goals, the mayor's priorities and the municipality's strategic initiatives. The municipality recognizes that it cannot allocate all resources and implement all requirements. The medium-term budget, on the other hand, provides for the allocation of resources for the implementation of those development goals, strategies, interventions, programs and services.
Fundamentally, the medium-term budget consists of resources used to achieve projects and programs for IDP objectives. The medium-term budget will therefore consist of resources used to achieve projects and programs for IDP objectives. These are items that the municipality would not normally want to classify as priority areas in the IDP.
The Municipality's projected overall expenditure for the 2016/17 medium-term budget is R282 million, which means an increase of 12.84% over the approved budget of 2015/16. This significant increase was informed by a large increase in capital grants awarded to the municipality for the current year from the previous year. MFMA requires each municipality to adopt a budget that will ensure that its medium-term objectives and priorities are achieved, within the prescribed budget format.
The budget for the financial years 2016/17 to 2018/19 was prepared on the assumption that there will be minor changes to the Council's priorities as contained in the current IDP document. Service excellence - continuing to deliver quality services with effective strategic management of the municipality to drive the strategic intent. The table below reflects the estimates of operating income and expenditure for the medium-term budget.
Own Revenue- Mohokare
The Mohokare Local Municipality is forecasting an operating income budget of 159 million Rand and an operating expenditure budget of 152 million Rand. The operating expenditure budget was set at R158m for the 2016/17 financial year, R161m and R170m for the two previous years.
2016/17 Adj Budget
Revised
Grants & Subsidies
Budget Adjustmen
- Capital Expenditure per Directorate
- Current overall financial position and liquidity situation
- Fiscal overview
- Financial Performance Measures
- Financial Sustainability Programme
The following table contains the total income and operating expenses per vote in accordance with directorates of the Municipality. The table below indicates the capital budget of the core administrative units for the medium term per vote. Mohokare Municipality will continue to fund its capital expenditure from infrastructure grants received from government.
Financial assistance from COGTA and a bank overdraft from ABSA was obtained to assist with operational as well as certain capital expenditure during the 2012/13 financial period. The Municipality has drawn up a financial sustainability program to ensure a healthy trajectory for the municipality in terms of development and the financial.
The Municipality has prepared a financial sustainability programme to ensure a healthy trajectory for the municipality in terms of development and the financial
Financial challenges and constraints
Improve revenue collection in the amount of or more than 97.5% of issued invoices for services provided by the municipality;. Ensuring that every citizen living in the Mohokare area and receiving municipal services receives their utility bill on time and pays accordingly;.
PERFORMANCE MANAGEMENT INTRODUCTION
Adequate provision of community consultation and the possibility of a clearer insight into the operation of the municipality; and. A performance management system can be defined as a strategic approach to management that equips councilors, managers, employees and stakeholders at different levels with a set of tools and techniques for regular planning, continuous monitoring, periodic measurement and review of the organization's performance in terms of indicators and goals for efficiency, effectiveness and influence. This system will therefore ensure that all councillors, managers and individuals in the municipality are held accountable for their actions, which should deliver improved service delivery and value for money.
Performance management aims to ensure that municipalities monitor their IDPs and continuously improve their operations and in terms of Article 19 of the Local Government Municipal Structures Act (MSA), that they review annually their performance of general in achieving their constitutional objectives. The performance management system can help to make a significant contribution to organizational and individual performance. The system is designed to improve strategic focus and organizational effectiveness by constantly seeking to improve the performance of the municipality as a whole and the individuals within it.
Performance planning ensures that the municipality's strategic direction more explicitly informs and aligns the IDP with all planning activities and resource decisions. An additional component is the review of the indicators to determine whether they are feasible and measure the key areas correctly. Performance reporting involves continuous reporting to management, the management audit committee, the council and the public.
According to Article 45 of the System Act, results of the performance measurement must be checked as part of the internal audit process of the municipality and annually by the Court of Audit. The municipality has therefore set up frameworks and structures to evaluate the effectiveness of the municipality's internal control systems for performance measurement. Weaknesses identified at the end of the year should be addressed during the next year's planning phase.
