Performance Management

The purpose of the Performance Management System in Bergrivier Municipality is to provide a comprehensive plan to help the municipality to manage the process of performance planning and measurement effectively. It serves as a primary mechanism to monitor, review and improve the implementation of the IDP.

The core of the organisational performance management system is the SDBIP (Service Delivery and Budget Implementation Plan). It serves as the source of holding administration, especially management, responsible and accountable for performance. A well formulated SDBIP will ensure that the strategic and correct information is circulated within the municipality and for the public. The Key Performance Indicators contained in the SDBIP must ensure that the budget is executed and the strategic objectives in the IDP are achieved. It also provides a management tool for the mayor and council to monitor the performance of the municipal manager and senior management.

The SDBIP sets in-year information such as quarterly and/or annual service delivery and monthly budget targets. The SDBIP is a layered plan comprising a Top Layer SDBIP and Departmental SDBIP’s. The Top Layer SDBIP comprises quarterly and annual high-level key performance indicators and service delivery targets and is a public document. Performance reporting on the top layer SDBIP is done to the Mayoral Committee and Council on a quarterly, half yearly (Mid-year Budget and Performance Assessment Report) and annual basis (Annual Report). Any amendments to the Top Layer SDBIP must be approved by Council following the submission of the Mid-year Budget and Performance Assessment Report and the approval of the adjustment budget.

Departmental SDBIP’s are informed by the Top Layer SDBIP and contain operational detail on the performance targets of each directorate. Departmental SDBIP’s are used by Portfolio Heads and the Senior Management of the administration to monitor performance of individuals and departments monthly. Monthly performance reports are submitted to the Portfolio Committee assigned to each Department after which these reports are noted by the Executive Mayoral Committee and Council. Amendments to Departmental SDBIPs are done on approval by the Municipal Manager.

The components of the SDBIP are:

Monthly projections of revenue to be collected, by source;
Monthly projections of expenditure (operational and capital) by vote;
Quarterly projections of service delivery targets and performance indicators for each vote;
Detailed capital works per ward.

Bergrivier Municipality developed a Performance Management Policy in 2019 that sets out the detail of the SDBIP and the roles and responsibilities of each stakeholder. This policy will be reviewed in 2024 to make provision for the new Staff Regulations determining the individual performance of all staff in the municipality.

Section 38 (a) of the Local Government: Municipal Systems Act, No. 32 of 2000, requires Municipalities to set appropriate key performance indicators as a yardstick for measuring performance, including outcomes and impact, regarding the community development priorities and objectives set out in its Integrated Development Plan (IDP). Section 9(1) of the Municipal Planning and Performance Management Regulations to this Act maintains in this regard, that a Municipality must set key performance indicators, including input indicators, output indicators and outcome indicators in respect of each of the development priorities and objectives.

The IDP process and the performance management process must be integrated seamlessly as the Performance Management System serves to measure the performance of the Municipality on meeting its development objectives is contained in its Integrated Development Plan. The IDP will therefore contain outcome based Key Performance Indicators whereas the TL SDBIP will contain output based Key Performance Indicators. A first set of Outcomes Based KPI’s are included in the amended IDP as to commence with the piloting of performance management of the IDP and will serve as the corporate scorecard.

The following table is an overview of the reporting annually in terms of performance management:

FREQUENCY

QUARTERLY REPORTING

MSA/MFMA REPORTING 0N PMS

The Municipal Manager collates the information and drafts the organisational performance report.

The Internal Auditor (IA) must submit quarterly audit reports to the Municipal Manager and to the Performance Audit Committee.

The Mayor must within 30 days of the end of each quarter, submit a report to the Council on the implementation of the budget and the financial situation of the Municipality.

SECTION

MSA Regulation 14(1)(c)

MFMA S52(d)

FREQUENCY

BI-ANNUAL REPORTING

MSA/MFMA REPORTING 0N PMS

The Performance Audit Committee must review the PMS and make recommendations to Council.

The Performance Audit Committee must submit a report to Council bi- annually.

The Municipality must report to Council at least twice a year.

The Accounting Officer must by 25 January of each year assess the performance of the Municipality and submit a report to the Mayor, National Treasury and the relevant Provincial Treasury.

SECTION

MSA Regulation 14(4)(a)

MSA Regulation 13(2)(a)

MFMA S72

FREQUENCY

ANNUAL REPORTING

MSA/MFMA REPORTING 0N PMS

The annual report of a municipality must include the annual performance report and any recommendations of the municipality’s Audit Committee. The Accounting Officer of a municipality must submit performance report to the Auditor General for auditing within two months after the end of the financial year to which that report relates.

The Auditor General must audit the performance report and submit the report to the Accounting Officer within three months of receipt of the performance report.

The Mayor of the Municipality must within seven months after the financial year, table in the municipal council the annual report of the municipality.

The Auditor-General may submit the performance report and audit report of a municipality directly to the municipal council, the National Treasury, the relevant Provincial Treasury, the MEC of responsible for local government in the province and any prescribed organ of the state.

Immediately after an annual report is tabled in the council, the Accounting Officer of the municipality must submit the annual report to the Auditor- General, the relevant Provincial Treasury and the Provincial Department responsible for local government in the province.

The council of the municipality must consider the annual report by no later than two months from the date on which the annual report was tabled, adopt an oversight report containing council’s comments on the annual report.

The meetings of the municipal council at which an annual report is to be discussed or at which decisions concerning an annual report are to be taken, must be open to the public and any other organ of the state.

The Cabinet Member responsible for local government must annually report to Parliament on actions taken by the MEC’s for local government to address issues raised by the Auditor-General.

SECTION

MFMA S121(3)(c)(j)

& MSA S46

MFMA S126(1)(a)

MFMA S126(3)(a)(b)

MFMA S127(2)

MFMA S127(4)(a)

MFMA S127(5)(b)

MFMA S129(1)

MFMA S130(1)

MFMA S134

The following table presents the prescribed KPI’s in the TL SDBIP to be included in the IDP:

Strategic Objective [R]

Create an efficient, effective, economic and accountable administration

Strategic Goal [R]

Ensure good governance

KPI Name [R]

Submission of Workplace Skills Plan to LGSETA annually by 30 April 2024

Unit of Measurement

Number of Workplace Skills Plan submitted to LGSETA in accordance with relevant legislation submitted by 30 April 2024

Baseline

New KPI

KPI Calculation Type [R]

Carry Over

Target Type [R]

Number

Annual Target

Strategic Objective [R]

Develop and

provide bulk infra- structure within

the climate change risks

Strategic Goal [R]

Sustainable Service Delivery

KPI Name [R]

Limit water losses to 12 % by 30 June 2024 due to losses incurred by theft, illegal connections, or wastage because of deteriorating water infrastructure by 30 June 2022 {(Number of Kilolitres Water Purchased or Purified minus Number of Kilolitres Water Sold (including Free basic water ) / Number of Kilolitres Water Purchased or Purified × 100}

Unit of Measurement

% of water losses due to losses incurred by theft, illegal connections, or wastage because of deteriorating water infrastructure by 30 June 2024 {(Number of Kilolitres Water Purchased or Purified minus Number of Kilolitres Water Sold (including Free basic water ) / Number of Kilolitres Water Purchased or Purified × 100}

Baseline

KPI Calculation Type [R]

Reverse Last Value

Target Type [R]

Percentage

Annual Target

Strategic Objective [R]

Develop and

provide bulk infra- structure within

the climate change risks

Strategic Goal [R]

Sustainable Service Delivery

KPI Name [R]

Limit unaccounted for electricity to 10 % by 30 June 2024 {(Number of Electricity Units Purchased and/or Generated - Number of Electricity Units Sold (incl Free basic electricity)) / Number of Electricity Units Purchased and/or Generated) × 100}

Unit of Measurement

% unaccounted electricity by 30 June 2024 {(Number of Electricity Units Purchased and/or Generated - Number of Electricity Units Sold (incl. Free basic electricity) )/ Number of Electricity Units Purchased and/or Generated) × 100}

Baseline

KPI Calculation Type [R]

Reverse Last Value

Target Type [R]

Percentage

Annual Target

Strategic Objective [R]

To alleviate poverty

Strategic Goal [R]

Facilitate an enabling environment for a diversified economy and growth to alleviate poverty

KPI Name [R]

Create full time equivalents (FTE's) in terms of the EPWP programme by 30 June 2024

Unit of Measurement

Number of FTE's created by 30 June 2024

Baseline

KPI Calculation Type [R]

Accumulative

Target Type [R]

Number

Annual Target

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

% of Capital budget spent as of 30 June 2024 [(Actual amount spent on capital projects/Total amount budgeted for capital projects) X 100]

Unit of Measurement

% of Capital budget spent as of 30 June 2024 [(Actual amount spent on capital projects/Total amount budgeted for capital projects) X 100]95

Baseline

KPI Calculation Type [R]

Carry Over

Target Type [R]

Percentage

Annual Target

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

Number of formal households that receive piped water (credit & pre-paid water) that is connected to the municipal water infrastructure network as of 30 June 2024

Unit of Measurement

Number of households which are billed for water or have prepaid meters as of 30 June 2024

Baseline

9 218

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

9 300

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

Number of formal households connected to the municipal electrical infrastructure network (credit & prepaid electrical metering) (Excl Eskom areas) on 30 June 2024

Unit of Measurement

Number of households billed for electricity or have prepaid meters (Excl Eskom areas) on 30 June 2024 ( Contour + Active meters)

Baseline

10 201

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

10 000

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

Number of formal households connected to the municipal wastewater sanitation/ sewerage network for sewerage service, irrespective of number of water closets (toilets) on 30 June 2024

Unit of Measurement

Number of households which are billed for sewerage on 30 June 2024

Baseline

7 508

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

7 520

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

Number of formal households for which refuse is removed once per week on 30 June 2024

Unit of Measurement

Number of households which are billed for refuse removal on 30 June 2024

Baseline

9 600

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

9 620

Strategic Objective [R]

To alleviate poverty

Strategic Goal [R]

Facilitate an enabling environment for a diversified economy and growth to alleviate poverty

KPI Name [R]

Provide free basic water to indigent households

Unit of Measurement

Number of households receiving free basic water

Baseline

1 950

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

2 050

Strategic Objective [R]

To alleviate poverty

Strategic Goal [R]

Facilitate an enabling environment for a diversified economy and growth to alleviate poverty

KPI Name [R]

Provide free basic electricity to indigent households

Unit of Measurement

Number of households receiving free basic electricity

Baseline

1 550

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

1 800

Strategic Objective [R]

To alleviate poverty

Strategic Goal [R]

Facilitate an enabling environment for a diversified economy and growth to alleviate poverty

KPI Name [R]

Provide free basic sanitation to indigent households

Unit of Measurement

Number of households receiving free basic sanitation

Baseline

1 650

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

1 800

Strategic Objective [R]

To alleviate poverty

Strategic Goal [R]

Facilitate an enabling environment for a diversified economy and growth to alleviate poverty

KPI Name [R]

Provide free basic refuse removal to indigent households

Unit of Measurement

Number of households receiving free basic refuse removal

Baseline

1 950

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

2 050

Strategic Objective [R]

To create an efficient, effective, economic and accountable administration

Strategic Goal [R]

Ensure good governance

KPI Name [R]

The percentage of a municipality’s personnel and training budget actually spent on implementing its workplace skills plan as of 30 June 2024 [(Total expenditure on training/total personnel budget)/100]

Unit of Measurement

% of personnel and training budget spent on training [(Total expenditure on training/ total personnel budget) /100] as of 30 June 2024

Baseline

KPI Calculation Type [R]

Last Value

Target Type [R]

Percentage

Annual Target

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

Financial viability measured into municipality's ability to meet its service debt obligations as of 30 June 2024 (Short Term Borrowing + Bank Overdraft + Short Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue – Operating Conditional Grant)

Unit of Measurement

Debt to Revenue as of 30 June 2024 (Short Term Borrowing + Bank Overdraft + Short Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue - Operating Conditional Grant)

Baseline

24 %

KPI Calculation Type [R]

Last Value

Target Type [R]

Percentage

Annual Target

25To budget strategically

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

Financial viability measured in terms of outstanding service debtors as of 30 June 2024 (Total outstanding service debtors/revenue received for services)

Unit of Measurement

Service debtors to revenue as of 30 June 2024 – (Total outstanding service debtors/ revenue received for services)

Baseline

KPI Calculation Type [R]

Reverse Last Value

Target Type [R]

Percentage

Annual Target

Strategic Objective [R]

To budget strategically

Strategic Goal [R]

Strengthen Financial Sustainability

KPI Name [R]

Financial viability measured in terms of available cash to cover fixed operating expenditure as of 30 June 2024 ((Cash and Cash Equivalents – Unspent Conditional Grants – Overdraft) + Short Term Investment ) /Monthly Fixed Operational Expenditure excl (Depreciation, Amortisation, & Provision for Bad Debts, Impairment & Loss on Disposal of Assets))

Unit of Measurement

Cost coverage as of 30 June 2024 ((Cash and Cash Equivalents - Unspent Conditional Grants – Overdraft) + Short Term Investment) / Monthly Fixed Operational Expenditure excl (Depreciation, Amortisation, and Provision for Bad Debts, Impairment and Loss on Disposal of Assets))

Baseline

2.25

KPI Calculation Type [R]

Last Value

Target Type [R]

Number

Annual Target

2.5

TABLE 96: DRAFT CORPORATE SCORECARD

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To communicate effectively with the public

OUTCOME

Improved municipal responsiveness

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of ward committees that are functional

UNIT OF MEASUREMENT

Meet four times a year, are quorate and have an implementable action plan

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To communicate effectively with the public

OUTCOME

Improved HDI

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Human Development Index annually for Bergrivier Municipal Area

UNIT OF MEASUREMENT

Improvement of Human Development Index annually for Bergrivier Municipal Area

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To create an efficient, effective, economic and accountable administration

OUTCOME

Improved staff performance

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Consequence management implemented for poor performance

UNIT OF MEASUREMENT

Number of consequence management cases conducted for poor performance

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To provide a transparent and corruption free municipality

OUTCOME

Improved municipal administration

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Audit outcome

UNIT OF MEASUREMENT

Audit opinion (as defined by the Office of the Auditor-General across a qualitative scale)

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To create an efficient, effective, economic and accountable administration

OUTCOME

Improved council functionality

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Functionality of Municipal Public Accounts Committee (MPAC)

UNIT OF MEASUREMENT

Percentage of legislation regarding the MPAC fully implemented

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To provide a transparent and corruption free municipality

OUTCOME

Zero tolerance of fraud and corruption

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Number of alleged fraud and corruption cases investigated, and fraud proved

UNIT OF MEASUREMENT

((1) Number of alleged fraud and corruption cases investigated, and fraud proved/((2) Total population of the municipality/100 000)

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To provide a transparent and corruption free municipality

OUTCOME

Zero tolerance of fraud and corruption

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Number of dismissals/ resignations due to fraud and corruption

UNIT OF MEASUREMENT

((1) Number of dismissals resignations for fraud and corruption / ((2) Total population of the municipality/100 000)

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To provide a transparent and corruption free municipality

OUTCOME

Increased Risk Management Maturity

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Number of findings in Audit Report by Auditor General and External Quality Review Report executed once every five years

UNIT OF MEASUREMENT

Number of findings in Audit Report by Auditor General and number of findings in the External Quality Review Report executed once every five years

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To communicate effectively with the public

OUTCOME

Improved municipal responsiveness

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Improved Corporate Image/Brand Identity

UNIT OF MEASUREMENT

Percentage of improved corporate branding

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To communicate effectively with the public

OUTCOME

Improved municipal responsiveness

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Improved communication with stakeholders with access to municipal communication platforms

UNIT OF MEASUREMENT

Percentage of improvement in communication with stakeholders

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To budget strategically, grow and diversify our revenue and ensure value for money-services

OUTCOME

Improved municipal capability

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of municipal skills development levy recovered

UNIT OF MEASUREMENT

(R-value of municipal skills development levy recovered/ R- value of the total qualifying value of the municipal skills

development levy) x 100

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To create an efficient, effective, economic and accountable administration

OUTCOME

Improved municipal capability

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Top management stability

UNIT OF MEASUREMENT

(Total sum of standard working days that each S56 and S57 post was occupied by a fully appointed official, including legally acting (not suspended or vacant) with a valid signed contract and performance agreement) / Aggregate working days for all S56 and S57) x 100

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To budget strategically, grow and diversify our revenue and ensure value for money-services

OUTCOME

Enhanced municipal budgeting and budget implementation

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of expenditure against total budget

UNIT OF MEASUREMENT

(1) Total expenditure (operating + capital) / (2) Total budget (operating + capital)

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To budget strategically, grow and diversify our revenue and ensure value for money-services

OUTCOME

Improved financial sustainability and liability management

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage change in cash backed reserves reconciliation

UNIT OF MEASUREMENT

((1) Cash backed reserves (previous year) - (2) Cash backed reserves (current year))/ (1) cash backed reserves (previous year)

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To provide a transparent and corruption free municipality

OUTCOME

Improved expenditure management

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage change of unauthorised, irregular, fruitless and wasteful expenditure

UNIT OF MEASUREMENT

((1)Irregular + (2) Fruitless and Wasteful + (3) Unauthorised Expenditure (previous year) - (4) Irregular + (5) Fruitless and Wasteful and (6) Unauthorised Expenditure (current year))/ ((1)Irregular + (2) Fruitless and Wasteful + (3) Unauthorised Expenditure (previous year))

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved asset management

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage change of renewal/upgrading of existing assets

UNIT OF MEASUREMENT

((1) Total costs of Renewal and Upgrading of Existing Assets (current year) - (2) Total costs of Renewal and Upgrading of Existing Assets (previous year))/ ((2) Total costs of Renewal and Upgrading of Existing Assets (previous year))

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved asset management

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage change of repairs and maintenance of existing infrastructure

UNIT OF MEASUREMENT

((1) Repairs and maintenance expenditure (current year) – (2) repairs and maintenance expenditure (previous year))/ repairs and maintenance expenditure (previous year)Strengthen Financial Sustainability and further enhancing Good GovernanceStrengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To provide a transparent and corruption free municipality

OUTCOME

Improved supply chain management

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage change in the amount of irregular expenditure because of SCM transgressions

UNIT OF MEASUREMENT

((1) Irregular Expenditure (previous year) - (2) Irregular Expenditure (current year))/ ((1) Irregular Expenditure (previous year))

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To budget strategically, grow and diversify our revenue and ensure value for money-services

OUTCOME

Improved revenue and debtors’ management

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage change in Gross Consumer Debtors' (Current and Non-current)

UNIT OF MEASUREMENT

((1) Gross consumer debtors (previous year) - (2) gross consumer debtors (current year))/ (1) gross consumer debtors (previous year)

STRATEGIC GOALS

Strengthen Financial Sustainability and further enhancing Good Governance

STRATEGIC OBJECTIVES

To budget strategically, grow and diversify our revenue and ensure value for money-services

OUTCOME

Improved revenue and debtors’ management

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of net operating surplus margin

UNIT OF MEASUREMENT

((1)Total Operating Revenue – (2)Total Operating Expenditure)/ (1) Total Operating Revenue

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To develop and provide bulk infrastructure

OUTCOME

Improved access to electricity

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of households with access to electricity

UNIT OF MEASUREMENT

((1) Number of households having access to electricity / (2) Total number of households within the municipal area)

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To develop and provide bulk infrastructure

OUTCOME

Improved affordability of electricity

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of households with electricity connections receiving Free Basic Electricity

UNIT OF MEASUREMENT

((1) Sum of the MWh of electricity provided as FBE by the municipality to residential customers / (2) Total MWh of electricity provided to residential customers)

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved energy sustainability

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage total electricity losses

UNIT OF MEASUREMENT

((Electricity Purchases in kWh - Electricity sales in kWh)) / Electricity Purchases in kWh) x 100

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved quality of municipal road network

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Number of potholes reported per 10 kms of municipal road network

UNIT OF MEASUREMENT

Number of potholes reported/ (Kilometres of surfaced municipal road network/10)

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To develop and provide bulk infrastructure

OUTCOME

Improved access to sanitation

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of households with access to basic sanitation

UNIT OF MEASUREMENT

(((1) Number of households using a flush toilet (connected to sewerage system) + (2) Number of households using a flush toilet (with septic tank) + (3) Number of households using pit toilets with ventilation (VIP)) / (4) Total number of households in the municipality)

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To develop and provide bulk infrastructure

OUTCOME

Improved access to water

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of households with access to basic water supply

UNIT OF MEASUREMENT

((1) Number of households with the main source of drinking water (1) piped (tap) water inside dwelling/ institution + (2) Number of households with the main source of drinking water piped (tap) water inside yard + (3) Number of households with the main source of drinking water piped (tap) water on community stand: distance less than 200m from dwelling/ institution / (4) Total number of households in the municipality)

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved quality of water (incl wastewater)

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of drinking water samples complying to SANS 241

UNIT OF MEASUREMENT

(Number of water sample tests that complied with SANS 241 requirements / Total number of water samples tested) x 100

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved quality of water (incl wastewater)

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of wastewater samples compliant to water use license conditions

UNIT OF MEASUREMENT

(Number of wastewater samples tested per determinant that meet compliance to specified water use license requirements / Total wastewater samples tested for all determinants over the municipal financial year) x 100

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved quality of water (incl wastewater)

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Green Drop Score

UNIT OF MEASUREMENT

(1) Green drop score (as a %) achieved by the municipality

through a Green Drop Assessment

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To maintain existing bulk infrastructure and services

OUTCOME

Improved quality of water (incl wastewater)

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Blue Drop Score

UNIT OF MEASUREMENT

(1) Blue drop score (as a %) achieved by the municipality

through a Blue Drop Assessment

STRATEGIC GOALS

Facilitate an enabling environment for economic growth to alleviate poverty

STRATEGIC OBJECTIVES

To facilitate an environment for the creation of jobs

OUTCOME

Growing inclusive local economies

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of the labour force classified as unskilled or low-skilled

UNIT OF MEASUREMENT

((1) Number of the working age population considered unskilled or low-skilled/ (2) Total working age population in the municipal area)

STRATEGIC GOALS

Facilitate an enabling environment for economic growth to alleviate poverty

STRATEGIC OBJECTIVES

To alleviate poverty

OUTCOME

Growing inclusive local economies

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Income per capita within the municipal area

UNIT OF MEASUREMENT

((1) Sum of the R-value of all gross income earned within the municipal area/ (2) Total population of the municipal area)

STRATEGIC GOALS

Facilitate an enabling environment for economic growth to alleviate poverty

STRATEGIC OBJECTIVES

To alleviate poverty

OUTCOME

Growing inclusive local economies

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of all qualifying households in the municipal area classified as indigent

UNIT OF MEASUREMENT

((1) Number of households classified as indigent / (2) Total number of households in the municipal area)

STRATEGIC GOALS

A sustainable, inclusive and integrated living environment

STRATEGIC OBJECTIVES

To promote healthy lifestyles through the provision of sport and other facilities and opportunities

OUTCOME

Increased access to and utilisation of social and community facilities

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage utilisation rate of community halls

UNIT OF MEASUREMENT

(Sum of hours booked across all community halls in the period of assessment/Sum of available hours for all community halls in the period of assessment)x100

STRATEGIC GOALS

A sustainable, inclusive and integrated living environment

STRATEGIC OBJECTIVES

To promote healthy lifestyles through the provision of sport and other facilities and opportunities

OUTCOME

Increased access to and utilisation of social and community facilities

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Average number of library visits per library

UNIT OF MEASUREMENT

Total number of library visits/Count of municipal libraries

STRATEGIC GOALS

A sustainable, inclusive and integrated living environment

STRATEGIC OBJECTIVES

To promote a safe environment for all who live in Bergrivier

OUTCOME

Increased access to and utilisation of social and community facilities

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of municipal cemetery plots available

UNIT OF MEASUREMENT

Number of available municipal burial plots in active municipal cemeteries/Total capacity of all burial plots in active municipal cemeteriesx100

STRATEGIC GOALS

Sustainable service delivery

STRATEGIC OBJECTIVES

To develop and provide bulk infrastructure

OUTCOME

Increased access to refuse removal

OUTCOME INDICATORS (IDP / 5-YEAR TARGETS

Percentage of households with basic refuse removal services

UNIT OF MEASUREMENT

((1) Number of households having access to refuse removal/ (2) Total number of households within the municipal area)

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