CoGHSTA Department of Cooperative Governance, Human Settlements and Traditional Affairs (Limpopo) Department of Corporate Services CORP. CWP- Community Works Program DWA Department of Water Affairs DMP Demand Management Plan EED Department of Electrical Engineering EIA Environmental Impact Assessment. GRAP Generally Recognized Accounting Practice GTEDA Greater Tzaneen Economic Development Agency GTM Greater Tzaneen Municipality.
LEDET Limpopo Economic Development Environment and Tourism LGSETA Local Government Sector Education and Training Authority LLF Local Labor Forum. MDM Mopani Municipality District MFMA Municipal Financial Management Act MFMP Municipal Financial Management Program MIG Municipal Infrastructure Grant. SANS South African National Standards SAPS South African Police Service SCM Supply Chain Management SCMU Supply Chain Management Unit.
BACKGROUND
The APR also includes a section on the expenditure on conditional grants and on the performance in terms of capital expenditure. Finally, the report contains an evaluation of critical aspects on which GTM should improve to ensure better performance in the future. It should be noted that the financials (revenue and expenditure actuals) contained in the 4th Quarter SDBIP, as well as the APR, remain "provisional" until the audit of the AFS is completed.
PERFORMANCE PER KEY PERFORMANCE AREA 2014/15
KPA 1: ECONOMIC GROWTH
Engaged GTM board to review funding of the station and appointment of board members for effective corporate governance. Interview completed Interview has been at a standstill since April 2015 when the ASEDS contract expired and the appointment of the new consultants has not yet been appointed. The Housing Development Agency conducted a pre-feasibility study on the state of readiness of the farm for development.
It will be done as part of the SDF Review that is currently being announced. Ensure that it is an informal first and third quarter performance appraisal of the respective employees in the Office of the MoD. From the 7 points listed under the objective for the Integration of Development Planning, the result was as follows:
KPA 2: SERVICE DELIVERY
New initiative Draft Traffic Law Enforcement Integrated Operational Plan submitted to Council for approval by 30 May '14. Reason for deviation Efforts to improve performance at 45% of the new .. scope of work) Roads and. Monitor the preparation of the Infrastructure Development Plans (Water, Sewerage, Roads, Parks and Cemetery master plans).
There was a delay due to the late appointment of the contractor and also community unrest which required a change in the scope of the works. The reason for the deviation was the efforts to improve training performance. we concluded that we are waiting for the results from North West University Capability. Of the 6 items listed under the objective to develop and build a skilled and knowledgeable workforce, the result was as follows:
KPA 3: GOOD GOVERNANCE
This will be addressed in the Strategic Planning Session following the appointment of the new CEO. CoGHSTA advised GTM to wait for the approval of the Provincial Strategy before finalizing the revised strategy. Approval of organogram and filling of posts will go a long way in improving some of the risk management activities.
By-law will be published in the Government Gazette after the end of the Public participation and compilation of inputs. Of the 8 items listed under the objective of attracting and retaining the best human capital to become the employer of choice, the following outcome was:. The overall picture of performance during 14/15 is not positive, with only 45% of targets fully achieved.
PERFORMANCE ON CONDITIONAL GRANTS 2014/15
While GTM managed to spend most of the FMG and MSIG funding, spending on the NDPG and MIG was not as expected. The delays in hiring service providers again proved to result in low spending patterns and the eventual withdrawal of R16 million from 14/15 NDPG by National Treasury. The continued low spending pattern on these contingent grants is a major problem as it leads to treasury withdrawals (as has already happened with the NDPG and the National Electrification Grant) and may also happen with the MIG in the future.
Solving the challenges regarding the slow turnaround time in procuring services is paramount to normalizing spending patterns.
PERFORMANCE ON CAPITAL PROJECTS 2014/15
R75,000 R75,000 R 0 Engineering services to include in the bid for the extension of the public toilets, however ESD did not proceed with the bid as negotiations are ongoing with the developer to include the public toilet in the planned extensions. The impact of rollover projects that are not supported by cash is reflected in the fact that of the total expenditure on Capital for 14/15 of which 54%. Approximately R8 million of capital projects were removed from the 14/15 budget (to be implemented in 15/16), to accommodate rollover projects, of which 92% were projects approved for the Electrical Engineering Department, while the Engineering Services Department is responsible for 80% of the conversion expenditure.
Therefore, the roll-over of road projects is at the expense of reinvestment in the power grid with reinvestment in the power grid at 1.3% of the asset value versus 3% for the road network. Due to the roll-over projects of the previous financial years and the additional financing required for the road from Sasekani to Nkowankowa Tar, the capital allocated to projects for 14/15 had already been reduced at the beginning of the financial year 14/15. This could have been prevented if project teams had been set up during the Projects phase of the IDP.
PERFORMANCE OF SERVICE PROVIDERS DURING 14/15
The MIG project is at 98% physical progress and the contractor is busy completing and testing the pipes and pumps. Starting only at the end of the financial year, it will be able to evaluate in 3 months the CFO Request for.
PROGRESS WITH IMPLEMENTING PREVIOUS RECOMMENDATIONS
Key performance indicators must be included in service provider contracts and the owner's department reports progress in monthly reports to Council, these indicators must also be included in the project owner's implementation plan. 15 The budget allocation for infrastructure maintenance needs to be re-examined to ensure that there is sufficient allocation to ensure the sustainability of the existing infrastructure. 16 Master plans for water, electricity and roads need to be prepared, which would be best done together with a revision of the spatial development framework.
30 Jun '15 Unimplemented, challenge continues 17 Slow progress with Masterplan from MISA should. 19 IDP project teams will be established during the Projects Phase to ensure alignment and integration between departments. MM (IDP) 30-Oct-14 Not implemented, challenge continues 20 That no new capital projects be initiated during 16/15 to.
30 Mar '15 Partially implemented, mandate of GTEDA needs to be clarified in terms of expected results 22 The LED unit must ensure that local tourism. PED (LED) 30-10-14 Completed 23 Creating a growth and development strategy. Vision 2030) must be completed in 2014/15 to ensure that all programs work to achieve the Council's vision. 24 The functionality of the Forum of Internally Displaced Persons Representatives needs to be improved by ensuring that meetings are held as planned, that all community structures are represented, that agendas are circulated to stakeholders prior to meetings and that feedback on performance is provided.
25 Corporate Services Department to develop an integrated public participation program which is aligned with the IDP and which must be approved by the Council annually. 27 The IDP must also be adjusted along with the Adaptation Budget on an annual basis to inform the Council and the public of changes to the planned projects. ALL directors Ongoing Not implemented, the challenge remains 29 Intensive practical training on the requirements for.
INSTITUTIONAL PERFORMANCE EVALUATION
- SUPPLY CHAIN MANAGEMENT
- AUDIT COMMITTEE FUNCTIONALITY
- PROJECT PLANNING & MANAGEMENT
- FINANCIAL MANAGEMENT
- INFORMATION TECHNOLOGY
- HUMAN RESOUCE MANAGEMENT
- PERFORMANCE MANAGEMENT
The budget of the municipality must reflect the priorities as determined by the community and as laid down in the IDP. The continued rollover of capital projects reflects badly on the implementation of the IDP as planned for a financial year, giving the impression that the capital projects contained in the IDP are a wish list, rather than a funded mandate. The statistics on the payment of overtime have been consolidated for the 2014/15 financial year to assess the effectiveness of the measures introduced by management to limit the payment of overtime.
The functionality of the IT network is crucial for data security in the form of financial data, personnel data and all other administrative systems. In the process, the review of the organizational chart was stopped and a memorandum of understanding was signed, in which the filling of vacant positions was stopped. The cost consequence of repeated re-advertisements, but also the impact on the departments' functionality, is a big problem.
Cascade of the individual PBS: The signing of performance plans by Managers (level 3) had to be stopped, due to the salary differences at this level, to avoid unfair labor practices. Capacity building (training): During the last 3 financial years, the majority of the training vote was spent on providing MFMP training to Directors and Managers. MFMP training for managers should be part of the WSP and should not compromise essential training required by other staff.
Performance management is one of the key functions of municipal managers and directors, and vacancies at this level contributed to the poor performance of performance management initiatives for 14/15. In addition, there was no evaluation of the work performance of the employees, which is a repeat of the situation from 2013/14. This was necessary due to the fact that performance incentive payments, as contained in the PMS Policy, are structured as a percentage of annual salary.
Directors: Instability in Management, caused by the suspension of the Municipal Manager, together with the fact that the Audit Committee was not functional during the 14/15 financial year, contributed to the assessments not taking place.
ACHIEVEMENTS FOR 14/15
