Service Delivery & Budget Implementation Plan Year: 2022/2023
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Service Delivery & Budget Implementation
Plan
Year: 2022/2023
1TABLE OF CONTENTS
Approval by the Executive Mayor 3
1. Introduction 4
2. Implementation 5
2.1 Reporting and Oversight 5
3. Financial Targets 7
3.1 Revenue by Source 7
3.2 Revenue by Vote 8
3.3 Budget Revenue Graph 9
3.4 Source of Budgeted Income Graph 10
4. Expenditure Budgets 11
4.1 Operating Expenditure by Vote 11
4.2 Operating Expenditure by Type 13
4.3 Budgeted Expenditure Graph 14
5. Capital Capital EXpenditure 15
5.1 Capital Program 2022/23 17
6. Institutional Strategic Service Delivery
Implementation Plan 18
7. MFMA Circular 88: Annexure to the 2021/22 SDBIP 33
7.1 Output Indicators for Quarterly Reporting 33
7.2 Output Indicators for Annual Reporting 36
7.3 Quarterly Compliance Reporting Indicators 38
7.4 Annual Compliance Reporting Indicators 39
7.5 Compliance Questions 40
7.6 Outcome Indicators for Annual Reporting 41
2APPROVAL BY THE EXECUTIVE MAYOR
In terms of the provisions of Section 53(1)(c) of the Local Government
Municipal Finance Management Act (56,2003), the 2022/23 Service Delivery
and Budget Implementation Plan is herewith approved by the Executive
Mayor of Kouga Municipality.
H. Hendricks 28 June 2022
Date: ……………………..
Executive Mayor
31. INTRODUCTION
The Service Delivery and Budget Implementation Plan (SDBIP) gives
effect to the IDP and the budget of the municipality. It is an expression
of the objectives of the Municipality in quantifiable outcomes that will
be implemented by the administration for the financial period from 1
July 2022 to 30 June 2023 (the Municipal financial year).
It includes the service delivery targets and performance indicators for
each quarter which is linked to the performance agreements of senior
management. It therefore facilitates oversight over financial and non-
financial performance of the municipality and allows the Municipal
Manager to monitor the performance of the Directors, the
Mayor/Council to monitor the performance of the Municipal Manager,
and the Community to monitor the performance of the Municipality as
a whole.
In terms of Section 53(1)(c)(ii) of the Local Government: Municipal
Finance Management Act (MFMA), the SDBIP is defined as a detailed
plan approved by the mayor of a municipality for implementing the
municipality’s delivery of municipal services and its annual budget, and
which must indicate the following –
(a) projections for each month of –
(i) revenue to be collected, by source; and
(ii) operational and capital expenditure, by vote
(b) service delivery targets and performance indicators for each
quarter, and
(c) other matters prescribed
The primary objective of the Service Delivery and Budget
implementation Plan thus to detail the implementation of the IDP and
budget of Kouga Municipality by setting in year quarterly targets for
each of the annual targets as set out in the Integrated Development
Plan.
The secondary objective is to reduce to writing the objectives of the
organization and in doing so, clarifying the required performance levels
and allocating accountability to officials which in turn allows oversight of
overall institutional performance.
The layers of this document will see the objectives reported by the
following listed components as well as the comparisons to the
4Organizational Performance and in turn linked to the individual Directors
and their activities within their votes.
The major components of the SDBIP are:
• Quarterly projections of budgeted income and actual income per
vote and per activity
• Quarterly projections of budgeted expenditure, both operating
and capital, against actual per vote and per activity;
• Quarterly projections of the service levels (KPA) achieved against
budget spending and comment;
• Quarterly projections of service levels in non-financial targets.
2. IMPLEMENTATION
The Service Delivery and Budget Implementation Plan (SDBIP) gives
effect to the implementation of the IDP and the budget and as such it
calls for stringent oversight to ensure that the objectives of Council for
the year is achieved and corrective actions can be implemented in
good time where required.
2.1 Reporting and Oversight
In order to enable and facilitate oversight over the performance of the
Institution and the Directorates, the following reporting requirements
shall be adhered to:
• Monthly progress reports on the implementation of the SDBIP shall
be submitted as follows:
• The Municipal Manager to the Executive Mayoral Committee in so
far as it relates to those Key Performance Indicators where the
Municipal Manager is listed as the project Driver;
• Directors to the relevant Portfolio Committee in so far as it relates to
those Key Performance Indicators assigned to the Director as
Program Driver, provided that where any Portfolio Committee does
not meet on a monthly basis, reports shall be submitted on a bi-
monthly basis;
▪ Submissions on monthly performance progress reports shall also be
submitted to the Office of the Municipal Manager by the Directors
within five (5) working days of the end of each month, who shall
submit to the Office of the Mayor within 10 working days of the end
of the month;
• The Portfolio Councillor shall after the submission of the
Departmental SDBIP Implementation Performance Report to the
Portfolio Committee make a submission to the Executive Mayor on
5the performance of the Directorate on the implementation of the
SDBIP.
• Quarterly progress reports on the overall implementation of the
SDBIP shall be submitted to Council and the Performance Audit
Committee;
• Quarterly progress reports on the overall implementation of the
SDBIP shall be published on the Municipal Web Site to ensure the
communities can scrutinize and is made aware of institutional
performance;
• The quarterly Institutional SDBIP Implementation Reports must be
submitted by Ward Councillors at Ward Committee level for
discussion on a quarterly basis.
63. Financial Targets
3.1. Revenue by Source
Budget 2022/23 Quarter 1 Quarter 2 Quarter 3 Quarter 4
Description Budget YearTD YearTD YearTD YearTD YearTD % of
Budget Budget Budget Budget
Year actual actual actual actual actual Budget
R thousands
Revenue By Source
Property rates 240,849 106,040,903 145,886 186,201 240,849
Service charges - electricity revenue 371,804 120,510 222,835 308,411 371,804
Service charges - water revenue 89,362 21,985 43,263 64,885 89,362
Service charges - sanitation revenue 62,796 16,108 31,099 46,358 62,796
Service charges - refuse revenue 62,858 16,659 31,489 46,346 62,858
Rental of facilities and equipment 2,968 952 1,647 2,309 2,968
Interest earned - external investments 2,811 902 1,560 2,186 2,811
Interest earned - outstanding debtors 13,706 3,426 6,853 10,279 13,706
Fines, penalties and forfeits 1,842 270 467 655 1,842
Licences and permits 8,397 2,411 4,130 6,195 8,397
Agency services 5,352 1,349 2,702 3,990 5,352
Transfers and Subsidies - Operational 177,920 58,116 120,847 177,198 177,920
Other revenue 12,298 10,885 18,505 28,336 12,298
Total Revenue (excluding capital transfers and contributions)
1,052,961 – 359,616 – 631,281 – 883,350 – 1,052,961 – 0.00%
73.2. Revenue by Vote
Vote Description Budget 2022/23 Quarter 1 Quarter 2 Quarter 3 Quarter 4
Budget YearTD YearTD YearTD YearTD YearTD % of
Budget Budget Budget Budget
Year actual actual actual actual actual Budget
R thousands
Revenue by Vote
Vote 1 - EXECUTIVE COUNCIL
Vote 2 - FINANCIAL SERVICES 358,424 122,412 214,886 300,689 358,424
Vote 3 - CORPORATE SERVICES 975 333 585 818 975
Vote 4 - COMMUNITY SERVICES 117,205 40,029 70,268 98,325 117,205
Vote 5 - INFRASTRUCTURE AND ENGINEERING 607,132 207,352 363,993 509,335 607,132
Vote 6 - PLANNING DEVELOPMENT AND TOURISM 4,960 1,694 2,973 4,161 4,960
Total Revenue by Vote 1,088,696 – 371,820 – 652,705 – 913,328 – 1,088,696
83.3. Budgeted Revenue Graph (illustration)
Revenue by Vote
700,000
600,000
500,000
400,000
300,000
200,000
100,000
–
Budget Year 2022/23
Vote 1 - Executive & Council Vote 2 - Financial Services Vote 3 - Corporate Services
Vote 6 - Planning & Development Tourism Vote 5 - Infrastructure and Engineering Vote 4 - Community Services
93.4. Source of Budgeted Income Graph (illustration)
Fines, penalties Licences and
Revenue By Source
and forfeits permits
0.17% 0.80% Agency services
0.51%
Interest earned -
outstanding debtors Transfers and subsidies Other revenue
1.30% 16.90% 1.17%
Interest earned
- external
investments Rental of
0.27% facilities and refuse
equipment revenue Property rates
0.28% 5.97% 22.87%
sanitation revenue
5.96%
water revenue
electricity revenue
8.49%
35.31%
104. EXPENDITURE - BUDGETS
4.1 Operating Expenditure by Vote
Vote Description Budget 2022/23 Quarter 1 Quarter 2 Quarter 3 Quarter 4
Budget YearTD YearTD YearTD YearTD YearTD % of
Budget Budget Budget Budget
Year actual actual actual actual actual Budget
R thousands
Expenditure by Vote
Vote 1 - EXECUTIVE COUNCIL 58,894 15,440 30,005 43,559 58,894
Vote 2 - FINANCIAL SERVICES 98,012 25,696 49,935 72,491 98,012
Vote 3 - CORPORATE SERVICES 43,088 11,297 21,952 31,868 43,088
Vote 4 - COMMUNITY SERVICES 230,145 60,338 117,254 170,217 230,145
Vote 5 - INFRASTRUCTURE AND ENGINEERING 696,069 182,490 354,631 514,818 696,069
Vote 6 - PLANNING DEVELOPMENT AND TOURISM 37,702 9,884 19,208 27,885 37,702
Total Expenditure by Vote 1,163,909 – 305,145 – 592,986 – 860,838 – 1,163,909
11EC108 Kouga - Supporting Table SA26 Budgeted monthly revenue and expenditure (municipal vote)
Description Ref Budget Year 2022/23 Medium Term Revenue and Expenditure Framework
Budget Year Budget Year Budget Year
R thousand July Aug Sept. Oct Nov Dec Jan Feb Mar April May June
2022/23 +1 2023/24 +2 2024/25
Revenue by Vote
Vote 1 - EXECUTIVE COUNCIL – – – – – – – – – – – – – – –
Vote 2 - FINANCIAL SERVICES 98 044 15 618 14 752 16 291 14 953 71 599 11 915 16 582 53 202 15 171 15 081 15 215 358 424 381 710 406 995
Vote 3 - CORPORATE SERVICES 85 95 105 213 86 56 64 (71) 81 85 75 102 975 1 018 1 064
Vote 4 - COMMUNITY
SERVICES 28 690 7 679 8 567 9 084 7 574 9 989 8 903 5 719 7 512 8 284 7 443 7 761 117 205 117 410 124 047
Vote 5 - INFRASTRUCTURE
AND ENGINEERING 91 293 44 718 53 627 44 515 44 417 44 922 49 098 44 650 56 638 44 416 44 409 44 429 607 132 660 153 711 400
Vote 6 - PLANNING
DEVELOPMENT AND TOURISM 431 482 533 1 085 437 284 325 (359) 411 432 381 517 4 960 5 178 5 411
Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – – – – – –
Vote 8 - [NAME OF VOTE 8] – – – – – – – – – – – – – – –
Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – – – – – –
Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – – – – – –
Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – – – – – –
Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – – – – – –
Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – – – – – –
Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – – – – – –
Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – – – – – –
Total Revenue by Vote 218 542 68 593 77 584 71 188 67 468 126 851 70 304 66 521 117 844 68 388 67 388 68 024 1 088 696 1 165 470 1 248 916
Expenditure by Vote to be
appropriated
Vote 1 - EXECUTIVE COUNCIL 4 917 4 589 4 640 4 757 5 462 4 764 4 898 4 800 4 899 5 333 4 921 4 914 58 894 55 800 58 066
Vote 2 - FINANCIAL SERVICES 9 459 7 625 7 641 7 689 10 718 7 589 7 735 7 723 7 847 7 718 7 398 8 871 98 012 100 545 104 491
Vote 3 - CORPORATE SERVICES 4 252 3 305 3 258 3 456 4 879 3 037 3 347 3 063 3 485 3 288 3 494 4 225 43 088 43 530 44 312
Vote 4 - COMMUNITY
SERVICES 22 566 17 716 17 148 18 987 24 336 19 579 17 715 17 091 17 836 17 964 17 377 21 829 230 145 234 876 245 141
Vote 5 - INFRASTRUCTURE
AND ENGINEERING 144 287 47 625 57 520 46 970 49 682 54 215 50 265 49 597 50 929 46 965 47 631 50 292 695 979 737 705 788 397
Vote 6 - PLANNING
DEVELOPMENT AND TOURISM 2 979 2 440 2 975 2 571 3 597 4 071 3 703 2 462 2 457 3 502 2 636 4 308 37 702 33 566 35 035
Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – – – – – –
Vote 8 - [NAME OF VOTE 8] – – – – – – – – – – – – – – –
Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – – – – – –
Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – – – – – –
12Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – – – – – –
Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – – – – – –
Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – – – – – –
Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – – – – – –
Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – – – – – –
Total Expenditure by Vote 188 461 83 301 93 182 84 429 98 675 93 254 87 663 84 736 87 453 84 771 83 456 94 438 1 163 819 1 206 023 1 275 442
(14 (15 (13 (31
Surplus/(Deficit) before assoc. 30 081 708) 598) 241) 207) 33 597 (17 359) (18 215) 30 391 (16 383) (16 068) (26 414) (75 124) (40 553) (26 526)
Taxation – – – – – – – – – – – – – – –
Attributable to minorities – – – – – – – – – – – – – – –
Share of surplus/ (deficit) of
associate – – – – – – – – – – – – – – –
(14 (15 (13 (31
Surplus/(Deficit) 1
30 081 708) 598) 241) 207) 33 597 (17 359) (18 215) 30 391 (16 383) (16 068) (26 414) (75 124) (40 553) (26 526)
4.2 Operating Expenditure by Type
Budget 2022/23 Quarter 1 Quarter 2 Quarter 3 Quarter 4
Description Budget YearTD YearTD YearTD YearTD YearTD % of
Budget Budget Budget Budget
Year actual actual actual actual actual Budget
R thousands
Expenditure By Type
Employee related costs 391,318 93,300 205,601 298,901 391,318
Remuneration of councillors 14,364 3,591 7,182 10,773 14,364
Debt impairment 42,069 10,517 21,034 31,552 42,069
Depreciation & asset impairment 103,850 25,963 51,925 77,888 103,850
Bulk purchases - electricity 325,900 96,259 166,457 239,347 325,900
Inventory consumed 74,648 17,961 33,248 47,814 74,648
Contracted services 93,375 27,958 48,347 65,775 93,375
Transfers and subsidies 400 100 200 300 400
Other expenditure 117,984 29,496 58,992 88,488 117,984
Total Expenditure 1,163,909 – 305,145 – 592,986 – 860,838 – 1,163,909 – 0.00%
134.3 Budgeted Expenditure Graph (illustrative)
Expenditure By Type
Other expenditure
Transfers and subsidies 10.14%
0.03%
Contracted services
8.02%
Other materials Employee related costs
6.41% 33.62%
Bulk purchases
28.00%
Remuneration of councillors
1.23%
Debt impairment
3.61%
Depreciation & asset impairment
8.92%
145. CAPITAL EXPENDITURE
EC108 Kouga - Supporting Table SA26 Budgeted monthly revenue and expenditure (municipal vote)
Description Ref Budget Year 2022/23 Medium Term Revenue and Expenditure Framework
Budget Year Budget Year Budget Year
R thousand July Aug Sept. Oct Nov Dec Jan Feb Mar April May June
2022/23 +1 2023/24 +2 2024/25
Revenue by Vote
Vote 1 - EXECUTIVE COUNCIL – – – – – – – – – – – – – – –
Vote 2 - FINANCIAL SERVICES 98 044 15 618 14 752 16 291 14 953 71 599 11 915 16 582 53 202 15 171 15 081 15 215 358 424 381 710 406 995
Vote 3 - CORPORATE SERVICES 85 95 105 213 86 56 64 (71) 81 85 75 102 975 1 018 1 064
Vote 4 - COMMUNITY
SERVICES 28 690 7 679 8 567 9 084 7 574 9 989 8 903 5 719 7 512 8 284 7 443 7 761 117 205 117 410 124 047
Vote 5 - INFRASTRUCTURE
AND ENGINEERING 91 293 44 718 53 627 44 515 44 417 44 922 49 098 44 650 56 638 44 416 44 409 44 429 607 132 660 153 711 400
Vote 6 - PLANNING
DEVELOPMENT AND TOURISM 431 482 533 1 085 437 284 325 (359) 411 432 381 517 4 960 5 178 5 411
Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – – – – – –
Vote 8 - [NAME OF VOTE 8] – – – – – – – – – – – – – – –
Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – – – – – –
Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – – – – – –
Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – – – – – –
Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – – – – – –
Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – – – – – –
Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – – – – – –
Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – – – – – –
Total Revenue by Vote 218 542 68 593 77 584 71 188 67 468 126 851 70 304 66 521 117 844 68 388 67 388 68 024 1 088 696 1 165 470 1 248 916
Expenditure by Vote to be
appropriated
Vote 1 - EXECUTIVE COUNCIL 4 917 4 589 4 640 4 757 5 462 4 764 4 898 4 800 4 899 5 333 4 921 4 914 58 894 55 800 58 066
Vote 2 - FINANCIAL SERVICES 9 459 7 625 7 641 7 689 10 718 7 589 7 735 7 723 7 847 7 718 7 398 8 871 98 012 100 545 104 491
Vote 3 - CORPORATE SERVICES 4 252 3 305 3 258 3 456 4 879 3 037 3 347 3 063 3 485 3 288 3 494 4 225 43 088 43 530 44 312
Vote 4 - COMMUNITY
SERVICES 22 566 17 716 17 148 18 987 24 336 19 579 17 715 17 091 17 836 17 964 17 377 21 829 230 145 234 876 245 141
Vote 5 - INFRASTRUCTURE
AND ENGINEERING 144 287 47 625 57 520 46 970 49 682 54 215 50 265 49 597 50 929 46 965 47 631 50 292 695 979 737 705 788 397
Vote 6 - PLANNING
DEVELOPMENT AND TOURISM 2 979 2 440 2 975 2 571 3 597 4 071 3 703 2 462 2 457 3 502 2 636 4 308 37 702 33 566 35 035
15Vote 7 - [NAME OF VOTE 7] – – – – – – – – – – – – – – –
Vote 8 - [NAME OF VOTE 8] – – – – – – – – – – – – – – –
Vote 9 - [NAME OF VOTE 9] – – – – – – – – – – – – – – –
Vote 10 - [NAME OF VOTE 10] – – – – – – – – – – – – – – –
Vote 11 - [NAME OF VOTE 11] – – – – – – – – – – – – – – –
Vote 12 - [NAME OF VOTE 12] – – – – – – – – – – – – – – –
Vote 13 - [NAME OF VOTE 13] – – – – – – – – – – – – – – –
Vote 14 - [NAME OF VOTE 14] – – – – – – – – – – – – – – –
Vote 15 - [NAME OF VOTE 15] – – – – – – – – – – – – – – –
Total Expenditure by Vote 188 461 83 301 93 182 84 429 98 675 93 254 87 663 84 736 87 453 84 771 83 456 94 438 1 163 819 1 206 023 1 275 442
(14 (15 (13 (31
Surplus/(Deficit) before assoc. 30 081 708) 598) 241) 207) 33 597 (17 359) (18 215) 30 391 (16 383) (16 068) (26 414) (75 124) (40 553) (26 526)
Taxation – – – – – – – – – – – – – – –
Attributable to minorities – – – – – – – – – – – – – – –
Share of surplus/ (deficit) of
associate – – – – – – – – – – – – – – –
(14 (15 (13 (31
Surplus/(Deficit) 1
30 081 708) 598) 241) 207) 33 597 (17 359) (18 215) 30 391 (16 383) (16 068) (26 414) (75 124) (40 553) (26 526)
165.1 CAPITAL PROGRAMME: 2022/23
ANNUAL BUDGET ANNUAL BUDGET ANNUAL BUDGET
PROJECT DESCRIPTION FUNDING 2022/23 2023/24 2024/25
EXECUTIVE & COUNCIL
Ward Development Fund-Capital Projects Internal 750,000 750,000 750,000
750,000 750,000 750,000
FINANCE
Furniture and equipment Internal 60,000
Air conditioners-whole of municipality Internal 650,000
Computer Equipment Internal 1,020,000
1,730,000
COMMUNITY SERVICE
Fire vehicle Distr. 1,638,000 1,710,072 1,787,025
1,638,000 1,710,072 1,787,025
INFRASTRUCTURE & ENGINEERING
Upgrading of Sports Facilities MIG 4,521,739 4,695,652 4,782,608
Upgrade Sanitation System Old Hankey MIG 18,440,235
Upgrading of Gravel Roads in Humansdorp MIG 6,687,112 26,176,869 27,390,173
Ocean View Electrification INEP 6,086,956 6,360,000
Energy Efficiency and Demand-Side Management Grant Projects EEDSMG 3,478,260 4,347,826
Saffery Substation Internal 1,023,347
Repair Leaking Concrete Water Tower Paradise Beach Internal 501,966
Replace 250mm Water Main Mimosa Street Jbay Internal 405,488
New bypass Sewer Rising Main and Pump Stations Jbay Internal 1,195,528
Upgrade Sewer Rising Mains Jbay (La Mer-4A-4B) Pre Internal 902,858
Piped Reticulation - St Francis Bay Internal 355,829
Bulk 66kv Overhead lines Internal 715,068
Mini Fresh Food and Craft Markets in Jbay & Hankey Internal 400,000
Upgrade Loerie sewer pump station Internal 418,318
35,567,486 40,437,737 42,880,607
39,685,486 42,897,809 45,417,632
Transfers recognised - Capital 31,287,086 42,147,809 44,667,632
Internally generated funds 8,398,400 750,000 750,000
39,685,486 42,897,809 45,417,632
176. INSTITUTIONAL STRATEGIC SERVICE DELIVERY IMPLEMENTATION PLAN
KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Infrastructure To manage and 1 Storm Water Number of Water New 1 0 of 1 0 of 1 1 of 1 1 = More than 1 Minutes of the Director
KPA1: Basic Services & Infrastructure KPA1: Basic Services & Infrastructure
Master Plans ensure the Master Plan Master Plans month after due date meeting of Council Infrastructure
(Stormwater; provision of developed by 30 developed by 30 2 = Between 2 week where the Master and
Roads & Sewer) basic municipal June 2023, June 2023. and 1 month after due Plan was adopted Engineering
Keep Kouga Serviced
services and the date
reduction of 3 = within 2 weeks of
infrastructure due date
backlogs. 4 = 2 weeks to 1
month before due
date
5 = More than 1
Month before due
date
Infrastructure To manage and 1 Sewer Master Number of Sewer New 1 0 of 1 0 of 1 1 of 1 1 = More than 1 Minutes of the Director
Master Plans ensure the Plan developed by Master Plans month after due date meeting of Council Infrastructure
(Stormwater; provision of 30 June 2023, (To developed by 30 2 = Between 2 week where the Master and
Roads & Sewer) basic municipal include bucket June 2023. and 1 month after due Plan was adopted Engineering
Keep Kouga Serviced
services and the eradication plan). date
reduction of 3 = within 2 weeks of
infrastructure due date
backlogs. 4 = 2 weeks to 1
month before due
date
5 = More than 1
Month before due
date
18KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Water loss To manage and Reduce water % Reduction in 49.1% 35% 35% 35% 35% 35% 1 = No reduction Financial Director
KPA1: Basic Services &
Keep Kouga Serviced
reduction ensure the losses to 35% water losses 2 = Reduction to 36% Statements Infrastructure
Infrastructure
provision of between water between water 3 = Reduction to 35% indicating water and
basic municipal purchased/ purchased/ 4 = Reduction to 34% purchases and Engineering
services and the produced and produced and 5 = Reduction to water
reduction of water sold/ water sold/ below 33% sold/accounted
infrastructure accounted for accounted for for
backlogs.
Water Quality To manage and 100% Compliance % Compliance New 100% 100% 100% 100% 100% 1 = less than 90% Laboratory results Director
KPA1: Basic Services &
Keep Kouga Serviced
ensure the with SANS with SANS compliance 2 = 91 to on water testing Infrastructure
Keep Kouga Safe
Infrastructure
provision of standards for standards for 97% compliance conducted, and
basic municipal drinking water drinking water 3 = 98% compliance calculate Engineering
services and the 4 = 99% compliance complaint tests as
reduction of 5 = 100% compliance a % of total tests
infrastructure
backlogs.
Water Quality To manage and 60% Blue Drop % Blue drop 39.9% 60% 35 of 45 of 50 of 60 of 1 = less than 50% 2 Blue Drop results Director
KPA1: Basic Services &
Keep Kouga Serviced
ensure the compliance score compliance score 60% 60% 60% 60% = 51 to 59% 3 = 60% Infrastructure
Keep Kouga Safe
Infrastructure
provision of 4 = 61 to 65% 5 = and
basic municipal more than 65% Engineering
services and the
reduction of
infrastructure
backlogs.
Drought To manage and 1 Drought Number of New 1 1 of 1 - - - 1 = More than 1 Minutes of the Director
Mitigation/ ensure the Mitigation/ Water Drought month after due date meeting of Council Infrastructure
Water Security provision of Security Plan Mitigation/ Water 2 = Between 2 week where the and
KPA1: Basic Services &
Keep Kouga Serviced
basic municipal implemented by Security Plans and 1 month after due Drought Engineering
Infrastructure
services and the 30 September implemented by date 3= Mitigation/ Water
reduction of 2022 30 September within 2 weeks of due Security Plan was
infrastructure 2022 date adopted
backlogs. 4 = 2 weeks to 1
month before due
date 5=
More than 1 Month
before due date
19KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Effluent To manage and 98% Compliance % Compliance New 98% 98% 98% 98% 98% 1 = less than 90% Number water Director
treatment ensure the with SANS with SANS 2 = 91 to 97% samples taken and Infrastructure
KPA1: Basic Services &
provision of standards standards 3 = 98% laboratory results and
Keep Kouga Green
Infrastructure
basic municipal wastewater wastewater 4 = 99% Engineering
services and the treated meeting treated meeting 5 = 100%
reduction of discharge discharge
infrastructure standards standards
backlogs.
Effluent To manage and 31% Green Drop % Green Drop 19% 31% 20 of 25 of 30 of 31 of 1 = less than 25% 2 = Green Drop score Director
treatment ensure the Score Score 31% 31% 31% 31% 26 to 30% 3 = 31% 4 results Infrastructure
KPA1: Basic Services &
provision of = 32 to 35% 5 = More and
Keep Kouga Green
Infrastructure
basic municipal than 35% Engineering
services and the
reduction of
infrastructure
backlogs.
Renewable To manage and 1 Internal Number of New 1 0 of 1 1 of 1 - 1 = More than 1 Minutes of the Director
Energy ensure the workshop for a workshops for a month after due date meeting where Infrastructure
provision of strategy for Strategy for 2 = Between 2 week the Renewable and
KPA1: Basic Services &
Keep Kouga Green
basic municipal renewable energy renewable energy and 1 month after due Energy Strategy Engineering
Infrastructure
services and the held by 1 held by 1 date 3= was
reduction of December 2022. December 2022. within 2 weeks of due discussed/adopted
infrastructure date
backlogs. 4 = 2 weeks to 1
month before due
date 5=
More than 1 Month
before due date
20KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Electricity loss To manage and Reduce non- % Reduction in 12.33% 10% 12% 12% 11% 10% 1 = no reduction Financial Director
KPA1: Basic Services & Infrastructure
reduction ensure the distribution electricity losses 2 = Reduction to 11% statements Infrastructure
provision of electricity losses between 3 = Reduction to 10% indicating and
basic municipal to 10% between electricity 4 = Reduction to 9%% electricity Engineering
Keep Kouga Serviced
services and the electricity purchased and 5 = Reduction to less purchases and
reduction of purchased and electricity sold/ than 9% electricity
infrastructure electricity sold/ accounted for sold/accounted
backlogs. accounted for for, calculate %
difference
between
purchased and
sold/accounted
for
MIG Expenditure To manage and 100% of MIG % Expenditure of 41.85% 100% 5 of 45 of 75 of 100 of 1 = less than 90% Financial Director
ensure the Grant funding MIG Grant 100% 100% 100% 100% expenditure 2 = 91 to statements Infrastructure
KPA1: Basic Services &
provision of spent Funding 97% expenditure 3 = indicating % MIG and
Keep Kouga Serviced
Infrastructure
basic municipal 98% expenditure expenditure Engineering
services and the 4 = 99% expenditure against MIG
reduction of 5 = 100% expenditure received for the
infrastructure year under review
backlogs. (roll overs to be
included in
received and
spent)
Building energy 1 Climate Change New 1 0 of 1 1 of 1 - 1 = More than 1 Minutes of the Director
efficiency Strategy month after due date meeting of Council Community
developed by 1 2 = Between 2 week where the Climate Services
KPA1: Basic Services &
Keep Kouga Green
December 2022 and 1 month after due Change Strategy
Number of
Infrastructure
date 3= was adopted
Climate Change
Climate Change within 2 weeks of due
Strategies
Management date
developed by 31
4 = 2 weeks to 1
December 2022
month before due
date 5=
More than 1 Month
before due date
21KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Climate Change Building energy 100% of municipal % of municipal New 100% 0 of 0 of 0 of 100 of 1 = less than 90% Number of Director
KPA1: Basic Services &
Management efficiency buildings have an buildings with an 100% 100% 100% 100% 2 = 91 to 97% buildings and Infrastructure
Keep Kouga Green
Infrastructure
energy efficiency energy efficiency 3 = 98% energy efficiency and
improvement plan improvement plan 4 = 99% improvement Engineering
30 June 2023 5 = 100% plans
Cemetery To manage and 1 Cemetery Number of New 1 0 of 1 0 of 1 1 of 1 1 = More than 1 Proof of Director
Management ensure the Management Cemetery month after due date acquisition of Community
provision of System Management 2 = Between 2 week cemetery Services
KPA1: Basic Services &
Keep Kouga Serviced
basic municipal implemented by Systems and 1 month after due management
Infrastructure
services and the 31 March 2023 implemented by date 3= system and proof
reduction of 31 March 2023 within 2 weeks of due of implementation
infrastructure date
backlogs. 4 = 2 weeks to 1
month before due
date 5=
More than 1 Month
before due date
Waste Reduction To manage and 20 000-ton waste Tonnage of waste 15 000 15 000 4 000 8 500 of 13 500 of 20 000 of 1 = less than 10 000 Proof of recycling Director
ensure the recycled at recycled at the of 20 20 000 20 000 20 000 2 = 10 100 to 15 000 Community
KPA1: Basic Services &
Keep Kouga Serviced
provision of Humansdorp Humansdorp 000 3 = 15 100 to 18 000 Services
Infrastructure
basic municipal Landfill Site Landfill Site 4 = 18 100 to 20 000
services and the 5 = more than 20 000
reduction of
infrastructure
backlogs.
22KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Employment To ensure that 1 AM (Senior Number of Snr 2 AM 1 AM - - - 1 AM 1 = None Employment Director
Development and Transformation
Equity municipal Management) and Management and 2 AF (Snr) (Snr) 2 = 3 AM, 1 AF Equity Plan and Corporate
KPA 2: Municipal Institutional
Compliance services are 5 AM, 3 AF Professionally 5 AM 5 AM 3 = 4 AM, 2 AF proof of Services
Keep Kouga Growing
administered in (Professionally qualified 3 AF 3 AF 4 = 5 AM, 3 AF appointments
accordance with qualified) appointments (Prof) (Prof) 5 = More than 5 AM made to at Senior
the principles of appointed in made in and 3 AF management and
transparency compliance with compliance with professionally
and the employment the employment qualified levels
accountability to equity plan (3 equity plan (3
ensure good highest levels of highest levels of
governance employment) employment)
through service
excellence
Staff Skills To ensure that 100% Expenditure % Expenditure of 98% 100% 5 of 20 of 75 of 100 of 1 = less than 90% Financial Director
Development and Transformation
Development municipal of LGSETA funding LGSETA funding 100% 100% 100% 100% expenditure statements Corporate
KPA 2: Municipal Institutional
services are received for staff received for staff 2 = 91 to 96% indicating LGSETA Services
administered in development development expenditure grant funding and
Keep Kouga Growing
accordance with 3 = 97% expenditure expenditure
the principles of 4 = 98% expenditure
transparency 5 = 100% expenditure
and
accountability to
ensure good
governance
through service
excellence
23KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Staff Skills To ensure that 30 frontline Staff Number of New 30 0 of 30 30 of 30 - - 1 = None Training records Director
Development and Transformation
Development municipal members given frontline staff 2 = 1 to 29 Corporate
KPA 2: Municipal Institutional
services are Batho Pele members that 3 = 30 Services
Keep Kouga Growing
administered in Training by 30 went on Batho 4 = 31 to 40
accordance with June 2023 Pele Training 5 = More than 40
the principles of
transparency
and
accountability to
ensure good
governance
through service
excellence
Staff To ensure that Vacancy rate of % Vacancy rate 3% 3% 3% 2.9% 2.8% 2.8% 1 = vacancy rate more Organogram Director
Development and Transformation
appointment municipal less than 3% over over a 3-month than 5% funded positions, Corporate
KPA 2: Municipal Institutional
services are a 3-month period period against 2 = Vacancy rate of proof of vacancies Services
administered in against approved approved 4% and appointments
Keep Kouga Growing
accordance with Organogram Organogram 3 = vacancy rate of 3%
the principles of 4 = vacancy rate of
transparency 2%
and 5 = vacancy rate less
accountability to than 2%
ensure good
governance
through service
excellence
Job Creation To provide 110 FTE Jobs Number of FTE New 110 50 of 80 of 110 100 of 110 of 1 = less than 50 Job creation Director
planning services created through jobs created 110 110 110 2 = 51 to 100 records Planning,
KPA 3: Local Economic
Keep Kouga Growing
that encourage LED initiatives and through LED 3 = 101 to 110 Development
Development
economic capital programs initiatives and 4 = 111 to 115 and Tourism
upliftment and capital programs 5 = More than 115
Development in
the Municipal
Area.
24KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
To provide 1 Online Customer Number of Online New 1 0 of 1 0 of 1 1 of 1 - 1 = More than 1 Proof of system Director
planning services tracking system customer tracking month after due date availability and Planning,
that encourage for land use and systems for land 2 = Between 2 week implementation Development
KPA 3: Local Economic
Keep Kouga Growing
economic building plan use and building and 1 month after due and Tourism
Development
upliftment and applications plan applications date 3=
Land Use and
Development I implemented by implemented by within 2 weeks of due
Building Plan
the Municipal 31 March 2023 31 March 2023 date
Approval
Area. 4 = 2 weeks to 1
month before due
date 5=
More than 1 Month
before due date
External To provide Complete 1 Number of New 1 0 of 1 0 of 1 0 of 1 1 of 1 1 = More than 1 month Proof of Director
Investments planning services feasibility study feasibility studies after due date establishment Planning,
KPA 3: Local Economic
that encourage for the completed for the 2 = Between 2 week Development
Keep Kouga Growing
economic establishment of a establishment of a and 1 month after due and Tourism
Development
upliftment and LED Special LED Special date 3=
Development I Purpose Vehicle Purpose Vehicle within 2 weeks of due
the Municipal by 30 June 2023 completed by 30 date
Area. June 2023 4 = 2 weeks to 1 month
before due date
5 = More than 1 Month
before due date
1 Corporate Social New 1 1 = More than 1 Minutes of the Director
Responsibility month after due date meeting of Council Planning,
To provide Policy developed 2 = Between 2 week where the Development
KPA 3: Local Economic
Keep Kouga Growing
planning services by 30 June 2023 Number of and 1 month after due Corporate Social and Tourism
Development
that encourage Corporate Social date 3= Responsibility
Corporate Social economic Responsibility within 2 weeks of due Policy was
0 of 1 0 of 1 0 of 1 1 of 1
Responsibility upliftment and Policy developed date adopted
Development I by 31 December 4 = 2 weeks to 1
the Municipal 2023 month before due
Area. date 5=
More than 1 Month
before due date
25KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Smart City To provide 1 Strategic Session Number of New 1 0 of 1 1 of 1 - - 1 = More than 1 month Minutes of the Director
planning services held by 1 Strategic Sessions after due date Strategic Session Planning,
KPA 3: Local Economic
that encourage December 2022 held by 1 2 = Between 2 week towards the Development
Keep Kouga Smart
economic towards the December 2022 and 1 month after due development of and Tourism
Development
upliftment and development of a for the date 3=
Development I Strategy for the development of a within 2 weeks of due
the Municipal implementation of Strategy for the date
Area. the Smart City implementation of 4 = 2 weeks to 1 month
concept the Smart City before due date
concept 5 = More than 1 Month
before due date
Revenue To manage and 95% Revenue % Revenue 94.41% 95% 95% 95% 95% 95% 1 = Less than 90% Financial Chief Financial
KPA 4: Municipal Financial Viability
Collection Develop financial collected against collected against 2 = 90 to 94.99% Statements on Officer
services to revenue raised revenue raised 3 = 95% revenue raised
ensure financial 4 = 95.01 to 96% and revenue
Keep Kouga Growing
and Management
viability, 5 = More than 96% % collected. (Debt
compliance & older than 60 days
reporting. to be excluded
from revenue
collection rates)
Viability
Creditor To manage and 100% of creditors % of creditors 100% 100% 100% 100% 100% 100% 1 = less than 90% Record of invoices Chief Financial
Payments Develop financial paid within 30 paid within 30 2 = 91 to 97% submitted and Officer
services to days of invoice days from date of 3 = 98% paid calculated as
ensure financial invoice 4 = 99% a % paid within 30
Keep Kouga Growing
and Management
viability, 5 = 100% days
KPA 4: Municipal Financial
compliance &
reporting.
26KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Staff Costs To manage and 34.8% of total % Of total 34.26% 35% 35% 35% 35% 35% 1 = More than 40% Financial Director
KPA 4: Municipal Financial Viability and
Develop financial operational operational 2 = 35 to 39% statements Corporate
services to expenditure expenditure 3 = 34.8% indicating total Services
ensure financial attributable to attributable to 4 = 33 to 34% operational
Keep Kouga Growing
viability, staff costs staff costs 5 = Less than 34% expenditure and
Management
compliance & staff cost
reporting. expressed as a %
of total OPEX
Financial To manage and Current Ratio of Current Ratio 0.58:1 0.91:1 0.9:1 0.9:1 0.9:1 0.9:1 1 = less than 0.1:1 Financial Chief Financial
KPA 4: Municipal Financial Viability and
Viability Develop financial 0.9:1 2 = 0.1:1 statements Officer
services to 3 = 0.9:1 indicating current
ensure financial 4 = 1.0:1 ratio
Keep Kouga Growing
viability, 5 = More than 1.0:1
Management
compliance &
reporting.
27KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Financial To manage and 1.32:1 0.01:1 1 = less than 0.001:1 Financial Chief Financial
KPA 4: Municipal Financial Viability
Viability Develop financial 2 = 0.001:1 to 0.009:1 statements Officer
services to 3 = 0.01:1 indicating liquidity
ensure financial 4 = 0.02:1 to 0.09:1 ratio
Keep Kouga Growing
and Management
viability, 5 = Better than 0.9:1
compliance & Liquidity ratio of
reporting. 0.01:1 Liquidity ratio 0.01:1 0.01:1 0.01:1 0.01:1
Audit Outcomes To manage and 100% % Implementation New 100% 0 of 25 of 100 of 1 = less than 90% AG report and Deputy
KPA 4: Municipal Financial Viability and
Develop financial Implementation of of corrective 100% 100% 100% 2 = 91 to 97% Management Municipal
services to corrective actions actions to address 3 = 98% Letters and proof Manager
ensure financial to address AG AG findings 4 = 99% of corrective
viability, findings 5 = 100% actions taken
Keep Kouga Growing
compliance &
Management
reporting.
28KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Indigent Support To manage and 100% of indigent % of indigent 100% 100% 100% 100% 100% 100% 1 = less than 90% Indigent Register Chief Financial
Viability and Management
KPA 4: Municipal Financial
develop financial residents as per residents as per 2 = 91 to 97% and Financial Officer
services to Indigent Register indigent register 3 = 98% Statements
Keep Kouga Growing
ensure financial with access to free with access to free 4 = 99% indicating Indigent
viability, basic services basic services 5 = 100% Support
compliance &
reporting.
Procurement To manage and 1 Electronic Number of New 1 0 of 1 1 of 1 - - 1 = More than 1 month Proof of system Chief Financial
KPA 4: Municipal Financial Viability and
Planning develop financial purchasing system Electronic after due date implementation Officer
services to implemented by purchasing 2 = Between 2 week
ensure financial 31 December systems and 1 month after due
Keep Kouga Growing
viability, 2022 implemented by 1 date 3=
Management
compliance & December 2022 within 2 weeks of due
reporting. date
4 = 2 weeks to 1 month
before due date
5 = More than 1 Month
before due date
Capital Budget To manage and 100% Completion % Completion of New 100% 5 of 45 of 75 of 100 of 1 = less than 90% Completion Directors
Viability and Management
KPA 4: Municipal Financial
Expenditure develop financial of internally internally funded 100% 100% 100% 100% 2 = 91 to 97% certificates for
services to funded capital capital projects 3 = 98% internally funded
Keep Kouga Growing
ensure financial projects 4 = 99% capital projects
viability, 5 = 100%
compliance &
reporting.
29KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Financial To manage and 1 Long Term Number of Long- New 1 0 of 1 0 of 1 0 of 1 1 of 1 1 = More than 1 month Minutes of the Chief Financial
KPA 4: Municipal Financial Viability and
Planning develop financial Financial Plan Term Financial after due date meeting of Council Officer
services to completed by 30 Plans completed 2 = Between 2 where the Long-
ensure financial June 2023 by 30 June 2023 week and 1 month Term Financial
viability, after due date Plan was adopted
Keep Kouga Growing
compliance & 3 = within 2 weeks of
Management
reporting. due date
4 = 2 weeks to 1 month
before due date
5 = More than 1
Month before due
date
Functionality of To manage and 98% up time of ICT % Up time of ICT New 98% 98% 98% 98% 98% 1 = less than 90% ICT System up Chief Financial
KPA 4: Municipal Financial Viability
Finance develop financial System System 2 = 91 to 97% time reports Officer
Management services to 3 = 98%
System ensure financial 4 = 99%
Keep Kouga Growing
and Management
viability, 5 = 100%
compliance &
reporting.
30KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
Performance To ensure that Improve overall % Improvement in 86.75% 91.75% 0 of 5% 0 of 5% 0 of 5% 5 of 5% 1 = no improvement Annual Municipal
KPA 5: Good Governance and Public
Management municipal Institutional SDBIP overall 2 = improvement up to Institutional Manager
services are implementation institutional SDBIP 4.9% Performance
administered in performance by implementation 3 = 5% improvement Report
Good Governance
accordance with 5% compared to performance 4 = 5.1 to 6%
Participation
the principles of previous year. compared to improvement
transparency previous year 5 = More than 6%
and improvement
accountability to
ensure good
governance
through service
excellence.
To ensure that 100% of staff % of staff below New 100% 5 of 25 of 50 of 100 of 1 = Less than 50% 2 System Municipal
KPA 5: Good Governance and Public
municipal members below senior 100% 100% 100% 100% = 51 to 80% 3 = 81 to participation Manager
services are the Senior management level 90% 4 = 91 to 95% 5 records
administered in Management that participates in = more than 95%
Good Governance
accordance with Level participates the performance
Participation
Cascade the principles of in the management
Performance transparency performance system
Management and management
accountability to system
ensure good
governance
through service
excellence.
31KEY PERFORMANCE
MUNICIPAL SFA
SDBIP Target
AREA
Baseline Annual Quarter Quarter Quarter Quarter Evidence Responsible
PROJECT NAME IDP Objective (Annual IDP KPI Standards
Target 1 Target 2 Target 3 Target 4 Target person
Target 2022/23)
To ensure that 1 Service Charter Number of Service New 1 0 of 1 0 of 1 1 of 1 0 1 = More than 1 month Minutes of the Municipal
KPA 5: Good Governance and Public
municipal (Which includes Charters after due date meeting of Council Manager and
services are service standards Developed by 31 2 = Between 2 where the service All Directors
administered in for all March 2023 week and 1 month charter was
Good Governance
accordance with Departments) after due date adopted
Participation
Cascade the principles of developed by 31 3 = within 2 weeks of
Performance transparency March 2023 due date
Management and 4 = 2 weeks to 1 month
accountability to before due date
ensure good 5 = More than 1
governance Month before due
through service date
excellence.
327. MFMA CIRCULAR 88: ANNEXURE TO THE 2022/23 SDBIP
7.1 OUTPUT INDICATORS FOR QUARTERLY REPORTING
Reference Performance Reference Data Element 2022/23
Indicator Cumulative
actual as
baseline for
2023/24
EE1.11 Number of dwellings EE1.11(1) (1) Number of residential
provided with supply points energized
connections to mains and commissioned by the
electricity supply by the municipality
municipality
EE3.11 Percentage of unplanned EE3.11(1) (1) Number of unplanned
outages that are outages restored within x
restored to supply within hours
industry standard EE3.11(2) (2) Total number of
timeframes unplanned outages
EE3.21 Percentage of planned EE3.21(1) (1) Actual number of
maintenance maintenance 'jobs' for
performance planned or preventative
maintenance
EE3.21(2) (2) Budgeted number of
maintenance 'jobs' for
planned or preventative
maintenance
WS1.11 Number of new sewer WS1.11(1) (1) Number of new sewer
connections meeting connection to consumer
minimum standards units
WS1.11(2) (2) Number of new sewer
connections to communal
toilet facilities
WS2.11 Number of new water WS2.11(1) (1) Number of new water
connections meeting connections to piped
minimum standards (tap) water
WS2.11(2) (2) Number of new water
connections to
public/communal
facilities
WS3.11 Percentage of callouts WS3.11(1) (1) Number of callouts
responded to within 24 responded to within 24
hours hours
(sanitation/wastewater) (sanitation/wastewater)
WS3.11(2) (2) Total number of
callouts
(sanitation/wastetwater)
WS3.21 Percentage of callouts WS3.21(1) (1) Number of callouts
responded to within 24 responded to within 24
hours (water) hours (water)
WS3.21(2) (2) Total water service
callouts received
TR6.12 Percentage of surfaced TR6.12(1) (1) Kilometres of
municipal road lanes municipal road lanes
resurfaced and resealed
33Reference Performance Reference Data Element 2022/23
Indicator Cumulative
actual as
baseline for
2023/24
which has been TR6.12(2) (2) Kilometres of surfaced
resurfaced and resealed municipal road lanes
TR6.13 KMs of new municipal TR6.13(1) (1) Number of kilometres
road lanes built of resurfaced road lanes
built
TR6.13(2) (2) Number of kilometres
of unsurfaced road lanes
built
TR6.21 Percentage of reported TR6.21(1) (1) Number of pothole
pothole complaints complaints resolved
resolved within standard within the standard time
municipal response time after being reported
TR6.21(2) (2) Number of potholes
reported
FD1.11 Percentage of FD1.11(1) (1) Number of structural
compliance with the fire incidents where the
required attendance attendance time was less
time for structural than 14 minutes
firefighting incidents FD1.11(2) (2) Total number of
distress calls for
structural fire incidents
received
LED1.11 Percentage of total LED1.11(1) (1) R-value of operating
municipal operating expenditure on
expenditure spent on contracted services
contracted services within the municipal area
physically residing within LED1.11(2) (2) Total municipal
the municipal area operating expenditure on
contracted services
LED1.21 Number of work LED1.21(1) (1) Number of work
opportunities created opportunities provided
through Public by the municipality
Employment through the Expanded
Programmes (incl. EPWP, Public Works Programme
CWP and other related LED1.21(2) (2) Number of work
employment opportunities provided
programmes) through the Community
Works Programme and
other related
infrastructure initiatives
LED2.12 Percentage of the GG6.11(1) (1) R-value of operating
municipality's operating budget expenditure spent
budget spent on indigent on free basic services
relief for free basic GG6.11(2) (2) Total operating
services budgets for the
municipality
LED3.11 Average time taken to LED3.11(1) (1) Sum of the total
finalize business license working days per
applications business application
finalised
34Reference Performance Reference Data Element 2022/23
Indicator Cumulative
actual as
baseline for
2023/24
LED3.11(2) (2) Number of business
applications finalised
LED3.31 Average number of days LED3.31(1) (1) Sum of the number of
from the point of days from the point of
advertising to the letter advertising a tender in
of award per 80/20 terms of the 80/20
procurement process procurement process to
the issuing of the letter of
award
LED3.31(2) (2) Total number of 80/20
tenders awarded as per
the procurement process
LED3.32 Percentage of municipal LED3.32(1) (1) Number of municipal
payments made to payments within 30-days
service providers who of complete invoice
submitted complete receipt made to service
forms within 30-days of providers
invoice submission LED3.32(2) (2) Total number of
complete invoices
received (30 days or
older)
GG1.21 Staff vacancy rate GG1.21(1) (1) The number of
employees on the
approved organisational
structure
GG1.21(2) (2) The number of
permanent employees in
the municipality
GG1.22 Percentage of vacant GG1.22(1) (1) Number of vacant
posts filled within 3 posts filled within 3
months months since the date
(dd/mm/yyyy) of
authority to proceed with
filling the vacancy
GG1.21(2) (2) Number of vacant
posts that have been
filled
GG2.11 Percentage of ward GG2.11(1) (1) Total number of ward
committees with 6 or committees with 6 or
more ward committee more members
members (excluding the GG2.11(2) (2) Total number of
ward councillor) wards
GG2.12 Percentage of wards that GG2.12(1) (1) Total number of
have held at least once councillor convened ward
councillor-convened community meetings
community meeting GG2.12(2) (2) Total number of
wards
GG2.31 Percentage of official GG2.31(1) (1) Number of official
complaints responded to complaints responded to
35Reference Performance Reference Data Element 2022/23
Indicator Cumulative
actual as
baseline for
2023/24
through the municipal according to municipal
complaint management norms and standards
system GG2.31(2) (2) Number of official
complaints received
GG4.11 Number of agenda items GG4.11(1) (1) Sum total number of
deferred to the next all council agenda items
council meeting deferred to the next
meeting
GG5.11 Number of active GG5.11(1) (1) Simple count of the
suspensions longer than number of active
three months suspensions in the
municipality lasting more
than three months
GG5.12 Quarterly salary bill of GG5.12(1) (1) Sum of the salary bill
suspended officials for all suspended officials
for the reporting period
7.2 OUTPUT INDICATORS FOR ANNUAL REPORTING
Reference Performance Reference Data Element 2022/23
Indicator Cumulative
actual as
baseline for
2023/24
WS5.31 Percentage of total water WS5.31(1) (1) Number of water
connections metered connections metered
WS5.31(2) (2) Number of
connections
unmetered
ENV4.11 Percentage of biodiversity ENV4.11(1) (1) Total land area in
priority area within the hectares classified as
municipality "biodiversity priority
areas"
ENV4.11(2) (2) Total municipal
area in hectares
ENV4.21 Percentage of biodiversity ENV4.21(1) (1) Area of priority
priority areas protected biodiversity area in
hectares which is
protected
ENV4.21(2) (2) Total area
identified as a
priority biodiversity
area in hectares
TR6.11 Percentage of unsurfaced TR6.11(1) (1) Kilometres of
road graded municipal road
graded
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