Mayors foreword

3.7 KPA 5 – FINANCIAL VIABILITY

Priority Area	Objectives	Strategy	Indicator	Measurement Source	Baseline	11/12	12/13	13/14	Accountable Official
Revenue collection and debt management	To ensure significant increase in revenue collection	Review and implement revenue enhancement strategy	Reviewed revenue enhancement strategy	Quarterly reports	0	1	1	1	CFO
		Implementation of creditors control and debtors collection policy and enforcement of by-law	Reduction in debts	Quarterly reports	0	5%	50%	100%	CFO
		Provide incentives to customers	Increase in own revenue	Quarterly reports	0	20%	50%	100%	CFO
		By increasing funds from external sources	Increase in financial capacity to annual budget	Quarterly reports	0	10%	20%	30%	CFO
	To verify debtors information	Door to door campaign	Accurate debtors information	Quarterly reports	0	75%	100%	100%	CFO
		Awareness campaigns	No. of campaigns	Quarterly reports	0	3	3	3	CFO
Expenditure management	To pay creditors on time	By centralizing supply chain	Reduction on interests charged	Quarterly reports	0	75%	100%	100%	CFO
Auditing	To ensure that there’s compliance in all sectors of the municipality	By continuous auditing from the internal audit function	% number of audits on the checklist	Quarterly reports	0	100%	100%	100%	Internal audit
		Co-ordinate the siting of the audit committee	No. of audit committee meetings	Quarterly reports	4	4	4	4	Internal audit
Supply Chain Management	To ensure the effective and efficient usage of the Supply Chain Management	Develop and review Supply Chain Management Policy	Approved reviewed policy	Quarterly reports	1	1	1	1	CFO
		Monitor implementation of the policy	Monthly and Quarterly reports	Monthly reports	0	1	1	1	CFO
		Facilitate development of procurement plans	Approved Procurement plans	Quarterly reports	0	1	1	1	CFO
	To meet the HDI targets set for capital and non-capital projects as per SCM policy	Develop policy on Public-Private Partnerships	Approved policy	Quarterly reports	0	1	1	1	CFO
		Ensure quarterly reporting in capital and non-capital projects	Reports submitted monthly	Quarterly reports	0	12	12	12	CFO
Asset Management	To ensure that all assets owned by Mbhashe are correctly captured in the asset register	Recording of the valuation of infrastructure assets that are physically verified	Updated fixed assets register	Quarterly reports	0	100%	100%	100%	CFO
		Physical verification and condition assessment of all assets annually	Impairment assessment and condition analysis	Quarterly reports	0	100%	100%	100%	CFO
		Assessment and evaluation of municipal assets	No. of assets correctly assessed and insured	Quarterly reports	0	75%	100%	100%	CFO
Fleet Management	To ensure cost effective and efficient use of municipal motor fleet	Develop and review Fleet Management Policy	Approved policy	Quarterly reports	0	1	1	1	CFO
		Ensure daily monitoring and monthly reporting on fleet position and condition	Monthly reports on fleet	Quarterly reports	0	12	12	12	CFO
Telephone Management	To ensure cost effective and efficient use of telephones	Develop and review Telephone Usage Policy	Approved policy	Quarterly reports	0	1	1	1	CFO
		Ensure proper monitoring of the telephones and reduction in its cost	Submitted reports on telephones	Monthly reports	0	60% reduction	100% reduction	100% reduction	CFO
Risk Management	To improve audit opinion	Develop action plan based on audit report	Number of findings addressed	Monthly reports.	0	50	70	100	CFO/All Managers
	To have an effective Risk Management Strategy	Develop risk management policy.	Approved policy	Quarterly reports	0	1	1	1	CFO
		Develop fraud prevention policy	Approved policy	Quarterly reports	0	1	1	1	CFO
Financial Management	Ensure that the municipality is financially viable	Implement credit control & debt collection policy.	Reduced number of debtors	Monthly reports	0	50	60	90	CFO
		Develop revenue enhancement strategies.	Approved strategy	Monthly Reports	0	50	60	90	CFO
	Present fully GRAP compliant Annual Financial Statements	Updating of books of accounts	Fairly presented financial statements	Quarterly reports	1	1	1	1	CFO
Information Technology (IT)	Ensure the smooth running of IT & communication network	Upgrading of IT infrastructure to meet the needs of the institution	Reliable & useful IT system	Quarterly reports	25	70	80	100	CFO
		Conduct regular service of all municipal computer equipment	Working computer and IT network	Monthly reports	30	100	100	100	CFO
		Maintain e-mail system for easy IT communication	100% connection to e-mails at all times	Monthly reports	30	150	150	150	CFO
		Website maintenance	Updated information	Updated website	25	70	80	100	CFO

KPA 6: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Priority Area	Objectives	Strategy	Indicator	Measurement Source	Baseline	10/11	11/12	12/13	Accountable Official
Public Participation	Ensuring that all stakeholders participate in the affairs of the Municipality	Review & implement Public Participation strategy	Approved strategy	Quarterly reports	1	1	1	1	Office Manager
		Develop communication strategy	Approved strategy	Quarterly reports	1	1	1	1	Office Manager
		Capacitate ward committees	No. of workshops organized for ward committees.	Quarterly reports	3	6	6	6	Office Manager
		Strengthen relations with and coordinate the work of CDWs, Ward Committees and Traditional Leaders	No of meetings held and joint programmes organised	quarterly	0	4	4	4	Office Manager
		Coordinate stakeholder consultation	No of consultative forums/ meetings held	quarterly	0	4	4	4	Office Manager
		Strengthening of community based Project Steering Committee meetings	Develop projects register	quarterly					Office Manager
Communications	To promote and enhance communication in all municipal activities	Review communications strategy	Adopted strategy	Quarterly reports	1	1	1	1	Corporate Services Manager
		Develop and implement a media plan	Adopted plan	Quarterly reports	0	1	1	1	Corporate Services Manager
			No. of newsletter published	Quarterly reports	2	4	4	4	Corporate Services Manager
IGR	Ensure integration of government programmes.	Organise IGR forums	No. of IGR forums held	Quarterly reports	4	4	4	4	Office Manager
Employee Wellness Programme	Create conditions conducive for a healthy working environment	Organise awareness programmes	No. of workshop organized	Quarterly reports	1	4	4	4	Corporate Services Manager
		Cascade PMS to all levels in the municipality	Signed AA’s and PA’s	Quarterly reports	1	1	1	1	All Managers
Councillor Support	Create climate conducive to the workings of the council and councilors	Organize and conduct induction to the new council	Councillor induction workshop	Quarterly report	1	-	-	-	Municipal Manager
		Review the rules of order	Rules reviewed	Quarterly report	1	-	-	-	Municipal Manager
		Coordinate effective functioning of the Council and its committees	Minutes of Council and its structures	Quarterly reports	100%	100%	100%	100%	Corporate services manager

CHAPTER 4: CLUSTER PRIORITIES, PROJECTS AND PROGRAMMES
5.1 LOCAL ECONOMIC DEVELOPMENT
Poverty is widespread throughout Mbhashe and is a priority issue to be addressed. This is most evident in Elliotdale which is one of the most poverty stricken districts in the republic. This makes the whole Mbhashe area the one of the worst municipalities with high rate of unemployment and poverty in the country. As a response to that, the province has put the municipality under project consolidate and is put under the Integrated Sustainable Rural Development Plan (ISRDP) node. Unemployment is very high and most of the inhabitants of Mbhashe rely on government remittances (pensions and grants) and on agrarian subsistence lifestyle for survival. Local Economic Development is critical to providing employment opportunity to improve the livelihood of the inhabitants of Mbhashe.
Agriculture, Tourism and Forestry are recognized as the key sectors to develop the local economy. Many initiatives are active in Mbhashe and are making a significant contribution to the urban and rural livelihoods of Mbhashe’s inhabitants. These include key DEAT funded projects linked to tourism and the Agricultural co-operative development in vegetable and grain (maize) production.
It is important then to build on the existing initiatives taking place in the area. Furthermore, it is important that through the IDP and Mbhashe’s Spatial Development Framework (summary given as chapter 6 on this IDP document), external initiatives and programmes are guided by the IDP’s priorities and developmental proposals for the area.