PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 201516 FINANCIAL YEAR STRATEGIC PLAN ANNUAL PERFORMANCE PLAN AND BUDGET 2016 TO 2020 MUNICIPAL DEMARCATION BOARD Briefing to the Portfolio Committee on ID: 921228
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Slide1
1
2014/15 ANNUAL REPORT
Slide2PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
- 2015/16 FINANCIAL YEAR STRATEGIC PLAN, ANNUAL PERFORMANCE PLAN AND BUDGET 2016 TO 2020
MUNICIPAL DEMARCATION
BOARD
Briefing to the Portfolio Committee on Cooperative Governance and Traditional Affairs
2
DELEGATION
Ms
MJJ
Thupana
Chairperson: Municipal Demarcation Board
Mr
AM Adam
Deputy Chairperson: Municipal Demarcation Board
Mr O
Nkoane
Chief
Executive
Officer
Mr
NB Patel
Chief Financial Officer
Slide3OUTLINE OF PRESENTATION
Purpose of the presentationInstitutional arrangementsLegislative mandate
Vision, mission and values
Performance against predetermined objectives quarter 1 to 3 – 2015/16 Financial year2015 – 2020 Strategic Goals
2015 – 2020 Strategic ObjectivesEmerging risksKey challengesAnnual Performance Plan for 2016/17Medium Term Performance targetsMedium Term Expenditure FrameworkConcluding remarksContact details
3
Slide4PURPOSE OF THE PRESENTATION
To enable the Portfolio Committee to discharge its mandate of oversight on Budget Vote 4, specifically on the Municipal Demarcation Board.
To present to the Portfolio Committee:
Progress on achievement of targets for quarter 1 to 3 of the 2015/16 financial year.
MDB Strategic Plan for period 2015 to 2020;The Annual Performance Plan for the 2016/17 financial year;The budget allocation of the institution;Challenges encountered by the institution.4
Slide5INSTITUTIONAL ARRANGEMENTS
THE BOARDThe Board is led by an Executive Chairperson, and discharges its duties through subcommittees of the Board which are:
Executive Committee
Policy and Research CommitteeBoundaries, Powers and Functions Committee
Remuneration and Human Capital CommitteeAudit and Risk CommitteeADMINISTRATION The administration supports the Board and is led by the Chief Executive Officer who is the Accounting Officer. The institution has four programmes which are:OperationsResearch and Knowledge managementFinance Corporate Services
5
Slide6LEGISLATIVE MANDATE
6
Slide7VISION, MISSION AND VALUES
7
Slide8Progress on achievement of 2015/16 targets
Quarter 1 to 38
Slide9PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Determination
and re-determination of municipal boundaries
All requests for
boundary re-determinations processed
1.1
100% of requests for boundary re-determinations considered and processed
34 requests for municipal boundary re-determinations
were received and considered. 13 cases were
re-determined.
Achieved
Delimit wards to facilitate local government elections
Delimit wards for all municipalities that qualify to have
wards
2.1
100% of wards for the 2016 local government elections finalised.Final ward notices for all municipalities were published.AchievedCapacity assessmentsDate by which to develop a new capacity assessment model3.130 September 2015The new capacity assessment model was delayed due to section 22(2) proposals from which lesson learnt emanated. The model could only be developed upon completion of Section 22(2) process. The report on lessons learned was approved by the Board. Not achievedKnowledge Development and partnerships with other similar research institutionsNumber of partnerships established with other similar research institutions4.14Work is in progress to establish partnerships with local research organisation. An MoU with FFC, IEC, StatsSA and CoGTA have been signed. Annual target will be achieved. Achieved
9
Slide10PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Knowledge Development and partnerships with other similar research institutions
Demarcation Review Symposium
4.2
1
Lessons
learned (policy & process) from
the
Section 22(2) boundary redetermination process could not be left out, hence the delay.
Not achieved
Ensure Good Governance and Sound Financial Management
Opinion of the Auditor General on Annual Financial Statements
5.1
Clean audit (Unqualified audit without emphasis of matter)
Internal Audits were performed during the year. A clean audit strategy has been developed. A clean audit report is anticipated from the Auditor General.
Achieved
Internal audit rating5.2Internal audit rating 2 (audit objectives met with housekeeping matters)Six internal audits have been completed as planned. A internal audit rating of 2 will be achieved. AchievedNumber of risk management reports 5.3Four quarterly risk management reports producedThree quarterly risk management reports have been produced. Annual target will be achieved.Achieved10
Slide11PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Ensure Good Governance and Sound Financial Management
Number of findings on non-compliance with cost containment measures
5.4
Zero instances of non-compliance with National Treasury cost containment measures
No known instances
of
non-compliance with National Treasury cost containment measures.
Achieved
Number of sources of revenue
5.5
One additional source of revenue or funding
Contact has been made with potential partners, but it is not foreseen that the
Annual target will be achieved.
Not achieved
Frequency of Organisational and Financial Performance Monitoring Reporting
5.6One (1) Organisational and Financial Performance Monitoring Report issuedQuarterly Organisational and Financial Performance Monitoring reports have been produced for quarters 1 to 3. Annual target will be achieved.AchievedPublic Participation and Stakeholder EngagementNumber of Public Awareness and Shareholder Engagement activities6.1(6) MDB Stakeholder engagement platforms createdRadio campaign for the section 28 process;Social media platforms; Eight media releases were issued;More that 60 interviews conducted with MDB Chairperson, Board members and CEO. Annual target will be achieved.
Achieved
11
Slide12PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Public Participation and Stakeholder Engagement
Number of internal communication activities
6.2
4 internal communication activities
Two internal
corporate newsletters produced and circulated;
Eleven consolidated news bulletins circulated to Management and Board members.
Annual target will be achieved.
Achieved
Number of external communication activities
6.3
4 external communication activities
A educational DVD was developed
and feature articles published in Municipal Focus and Government Digest magazines. A social media campaign will be launched. Annual target will be achieved.
Achieved
Number of media analysis reports6.44 media analysis reportsThree quarterly media analysis reports issued. Annual target will be achieved.AchievedNumber of perception surveys6.52 Perception surveysOne internal survey has been conducted, an external survey was delayed pending the completion of the outer boundaries and ward delimitation. It is not foreseen that the annual target will be achieved.Not achievedNumber of brand building campaigns
6.6
1 media campaign
A media briefing
was held on 27 August 2015 on the handover of wards to the
IEC
.
Achieved
12
Slide13PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Human Resources
Management
Date by which an optimally functioning organisational structure is in place.
7.1
Approval of the proposed, revised organisational structure by 30 June 2015
The revised organisational
structure was approved by the Board in June 2015.
Annual target
will be achieved.
Achieved
Percentage of employees on establishment having performance contracts in place
7.2
100% of staff having performance management contracts in place.
100% of performance management contracts in place. Annual target
will be achieved.
AchievedFrequency of conducting Performance Assessments7.3Conduct performance assessments twice a year per staff memberQuarterly performance assessments have been conducted. Annual target will be achieved.AchievedNumber of teambuilding, leadership, change management and people management interventions7.4Two interventions teambuilding, leadership, change management and people management interventions conductedDue to cost containment measures implemented and the deployment of staff to drive the section 22(2) process, this target could not be achieved.Not achieved13
Slide14PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Human Resources
Management
Date by which to complete evaluation of new remuneration strategy.
7.5
31 March 2016
Due to capacity constraints in HR,
it is not foreseen that the annual target will be achieved.
Not achieved
Number of Wellness interventions conducted
7.6
Four employee wellness
interventions
conducted
Two employee
wellness interventions were conducted. Due to capacity constraints in HR, It is not foreseen that the annual target will be achieved. Not achievedPercentage of employees developed7.7100% of employees to have Personal Development Plans in place and adhered to.100% of employees have Personal Development Plans in place. Annual target will be achieved.Achieved14
Slide15PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Corporate Governance
Date by which proposed amendments are compiled, approved by Board and submitted to Minister
8.1
Submit proposed amendments to legislation and proposed Regulations for Municipal Demarcation Act by 31 March 2016
Draft proposed amendment to the Municipal
Demarcation Act prepared.
Annual target
will be achieved.
Achieved
Percentage of policies reviewed
8.2
100% of all policies scheduled for review
Due to capacity constraints
in the HR unit n
ot all policies scheduled for reviewed have been reviewed. It is not foreseen that the annual target will be achieved. Not achievedNumber of quarterly compliance reports 8.3Four Compliance reports producedThree quarterly compliance reports have been produced. Annual target will be achieved.Achieved15
Slide16PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3
2015/16 FINANCIAL YEAR
Strategic Objective
Performance
Indicator
Annual
Target
Actual performance
Progress
of output
Information Technology
services
Website visitor numbers
9.1
Increase website visitor numbers by 25%.
An approved new website for the
MDB
has been developed. Annual target
will be achieved.
Achieved
Infrastructure implemented
9.2
Implement new core infrastructure
.
New server hardware. New server software.New server hardware and software has not been procured due to the need to align the infrastructure with the Board’s vision of being a spatial knowledge hub. It is not foreseen that the annual target will be achieved. Not achieved16
Slide172015 to 2020
Strategic Plan17
Slide182015 - 2020 STRATEGIC GOALS (Reviewed)
Strategic Outcome
Orientated Goals
Facilitate spatial and economic transformation through determination and re-determination of municipal boundaries
Deepening participatory democracy through municipal ward delimitation
.
Assess the capacity of metropolitan, district and local municipalities
Goal Statement
Determine and re-determine municipal boundaries to enhance spatial and economic integration in line with the demarcation criteria.
Provide pre-and post-demarcation coordination and support to ensure efficient and sustainable implementation of the Board determinations
Advise service delivery departments of changes to municipal boundaries.
Delimit wards for all municipalities that qualify to have wards into wards during 2016 and 2021 in terms of Schedule 1 to the Local Government: Municipal Structures Act, 1998.
Handover of finalised
wards
to the
IEC
to facilitate the local elections.
Conduct capacity assessments of municipalities to inform boundary determinations and adjustment of powers & functions between district and local municipalities.
Revise the capacity assessment model.
Slide192015 - 2020 STRATEGIC GOALS (Reviewed)
Strategic Outcome
Orientated Goals
Strengthen Research and Knowledge
Management
Improved
public participation
through enhanced citizen engagement
and
communication
Ensuring Good Governance and
sound financial management
Goal Statement
Initiate research
&
form partnerships
to
develop and exchange spatial research data that will inform decision making on boundary matters.
Coordinate and process data to produce information that will add value to the planning processes of municipalities
.
Conduct studies to establish whether previously demarcated
municipalities are capable to discharge their duties.
Create platforms to strengthen public participation and broad citizen engagement in the demarcation
processes.
Strengthen partnerships with key stakeholders to improve coordination and integration.Rebrand the organization in line with its new vision, mission & values. Create a national footprint by establishing specific MDB mandate representation at provincial level.Manage resources to accomplish strategic goals, effective financial planning, ensuring adherence to laws, regulations & contractual obligation.Improve efficiency and effectiveness of admin processes.Develop and nurture capabilities to ensure a pool of skills to drive implementation of the MDB strategy.
Slide202015 - 2020 STRATEGIC
OBJECTIVES
Strategic Objective
1
2
3
Determination and re-determination of municipal boundaries
Delimit wards to facilitate local government elections
Capacity assessments of metropolitan, district and local municipalities
Objective Statement
To determine and re-determine municipal boundaries to enhance spatial and economic integration in line with the demarcation criteria for the period covered by this strategic plan.
Develop municipal boundary re-determination policy and procedures by 2016.
To delimit wards for all municipalities that qualify to have wards in order to conduct the local government elections in 2021.
To evaluate the efficiency and effectiveness of the 2014 to 2016 ward delimitation process by 2016.
To review the ward delimitation policy and procedures and to compile a project plan for the 2019 to 2021 ward delimitation process by 2020.
Conduct capacity assessments of metropolitan, district and local municipalities to inform boundary determinations and to provide advice to
MEC
on the adjustment of powers and functions between district and local municipalities for the period covered by this strategic plan
Slide212015 - 2020 STRATEGIC
OBJECTIVES
Strategic Objective
4
5
6
Research and Knowledge Management to
improve advisory services
Ensure good financial planning and management
Provide and maintain a stable and secure ICT environment
Objective Statement
To establish and build relationships with similar organisations, international demarcation boards and other research units in order to leverage the capability of the
MDB
to become a knowledge hub and repository of demarcation information and data for the period covered by this strategic plan.
Effective financial planning, efficient use of financial resources and adherence to laws, regulations and contractual obligations so as to accomplish strategic objectives for the period covered by this strategic plan.
Diversify revenue sources to meet funding requirements for new
programmes
by 2018.
Annually review the ICT strategy and plan and achieve 97% up time on network and application systems in each year covering the period of this strategic plan.
Slide222015 - 2020 STRATEGIC
OBJECTIVES
Strategic Objective
7
8
9
Ensure Good Corporate Governance and efficient Board support
Build and maintain institutional capacity
Enhance public participation and stakeholder engagement
Objective Statement
To ensure maintenance of proper administrative systems and practice as well as the necessary support for governance structures and legislative compliance
for the period covered by this strategic plan.
Recruit, develop and retain a permanent staff compliment that will support the operational requirements of the Board for the period covered by this strategic plan.
Strengthen public awareness and understanding of and participation in demarcation processes by creating communication and engagement platforms for the period covered by this strategic plan.
Create a national footprint by establishing specific
MDB
mandate representation at provincial level for the period covered by this strategic plan.
Organisational rebranding completed by 2018.
Slide23EMERGING RISKS
Risk
Mitigation
Insufficient
human and financial resources.Review organisational structure;Ensure optimal utilisation of existing personnel.Perceived inadequate public and stakeholder engagement
in demarcation processes.
Establishing provincial presence;
More resources diverted towards enhancement of public engagement.
Litigation
in dispute of demarcation decisions.
Enhance stakeholder
engagement and public participation;
Public education.
Possible
inability to deliver on
MDB
mandate in terms of strategic objectives due to d
epletion
of accumulated reserves.
Reimbursement from
CoGTA
;
Exploring alternative revenue generating streams.
23
Slide24KEY CHALLENGES
Legislative constraints.Current resources are incompatible with organisational strategy
and
mandate. Perceived negative
public perception due to lack of understanding of the Board’s mandate e.g.Board being blamed for matters related to Provincial boundaries; frequency in the delimitation of wards and numbers thereof.Lack of regional footprint creates disconnection with the public.24
Slide252016 to 2017
Annual Performance Plan25
Slide26PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY
The implementation of the strategy is supported by
four
programmes as follows:
Programme 1: Operations The programme gives effect to the institution’s legislative mandate of determining and re-determining municipal boundaries, appropriate categorisation of municipalities, advisory service on the alignment of service delivery boundaries to municipal boundaries and delimitation of municipal wards for local government elections.
Programme 2: Research and Knowledge management
The programme will conduct municipal capacity assessment to
support
decisions made by the Board on boundary demarcations.
The programme included knowledge development and management to facilitate optimal decision making and to position the Board as a knowledge hub on all matters involving spatial planning and boundary demarcations.
26
Slide27PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY
Programme 3: Financial Management and AccountingThis programme leads financial strategy of the institution and contributes toward resourcing of planned programmes. Focus over the next five years will be:
Optimising financial resources from traditional sources and to secure new opportunities;
Enhance accountability and reporting measures by delivering statutory reporting requirements and management information;
Contribute towards value for money through effective supply chain management services;Compliance to PFMA legislation, regulations & MDB policies and procedures;Information Technology. Programme 4: Corporate Services
This programme provides corporate services to all the other programmes within the organisations including:Human Capital & Administration;
Communications & Stakeholder
Management;
Legal Services and Board
Secretariat;
27
Slide28MEDIUM TERM PERFORMANCE TARGETS Programme 1
Strategic
Objective 1
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Determination and re-determination of municipal boundaries
Municipal boundaries determined and/or re-determined
1.1
Municipal outer boundary determination and re-determination policy and procedure
approved
Public participation processes on municipal boundary re-determinations conducted
Final municipal boundary re-determinations published
N/A
Number of municipalities for which technical alignment of municipal boundaries are completed
1.2
Technical alignment of municipal boundaries for 213 municipalities completed
N/A
N/A
N/A
Develop a framework on the application of the demarcation criteria
1.3
Draft framework document on the application of the demarcation criteria developed
N/A
N/A
N/A
28
Slide29MEDIUM TERM PERFORMANCE TARGETS Programme 1
Strategic
Objective 2
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Delimit wards to facilitate local government elections
The evaluation report on the efficiency and effectiveness of the 2014 to 2016 ward delimitation process is finalised by end of 3
rd
quarter
2.1
An evaluation on the efficiency and effectiveness of the 2014 to 2016 ward delimitation process and produce a report by end of 3
rd
quarter
Review of the ward delimitation policy and development of operating procedures finalised
Draft plan for the 2021 ward delimitation process finalised
Commencement of the ward delimitation process
Improved public access to geospatial information resources in line with the information and knowledge hub objective
2.2
Development and piloting of interactive online geospatial information centre
Launch interactive online geospatial information centre
online
Maintenance and update of interactive online geospatial information centreMaintenance and update of interactive online geo spatial information centre
29
Slide30MEDIUM TERM PERFORMANCE TARGETS Programme 2
Strategic
Objective 3
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Conduct capacity assessment of metropolitan, district and local municipalities
Develop a revised municipal capacity assessment model
3.1
Develop and design a new and relevant capacity assessment model
N/A
N/A
N/A
Number of municipal capacity assessment reports
N/A
Conduct capacity assessments for 257
municipalities and produce reports
N/A
N/A
Strategic
Objective 4
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Strengthen research and knowledge management to improve advisory services
Conference on demarcation and spatial transformation agenda hosted
4.1
Host a conference on demarcation and spatial transformation agenda by end of 1
st
quarter
N/A
N/A
N/A
30
Slide31MEDIUM TERM PERFORMANCE TARGETS Programme 2
Strategic
Objective 4
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Strengthen research and knowledge management to improve advisory services
A virtual information portal on demarcation established
4.2
Online information repository on demarcation established by end of 2
nd
quarter
Update and maintain online information repository
Update and maintain online information repository
Update and maintain online information repository
Number of municipalities evaluated to determine if they still meet demarcation objectives
4.3
Evaluation studies on 180 local municipalities to determine if they still meet demarcation objectives
N/A
N/A
N/A
Study on metropolitan system of governance conducted
4.4
Revised methodology on categorization of metropolitan municipalities, norms and standards developed
N/A
N/A
N/A
31
Slide32MEDIUM TERM PERFORMANCE TARGETS Programme 2
Strategic
Objective 4
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Strengthen research and knowledge management
to improve advisory services
Complete inputs into the amendments
of applicable
legislation and regulations affecting the work of the
MDB
4.5
Inputs into the amendments of
applicable legislation
and regulations affecting the work of the
MDB
by end of 3
rd
quarter
N/A
N/A
N/A32
Slide33MEDIUM TERM PERFORMANCE TARGETS Programme 3
Strategic
Objective 5
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Ensure good financial planning and management
Internal audit rating
5.1
Improve system of internal controls and an internal audit rating 2
Improve system of internal controls and an internal audit rating 1 (fully effective and adequate systems of internal control)
Maintain system of internal controls and an internal audit rating 1 (fully effective and adequate systems of internal control)
Maintain system of internal controls and an internal audit rating 1 (fully effective and adequate systems of internal control)
Opinion of the Auditor General on Annual Financial Statements
5.2
Clean audit with no Emphasis of matter
Clean audit with no Emphasis of matter
Clean audit with no Emphasis of matter
Clean audit with no Emphasis of matter
Compliance with
SCM
prescripts
5.3
No irregular expenditure to be incurred
No irregular expenditure to be incurred
No irregular expenditure to be incurred
No irregular expenditure to be incurred
33
Slide34MEDIUM TERM PERFORMANCE TARGETS Programme 4
Strategic
Objective 6
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Provide and maintain a stable and secure ICT environment
Annual % network and application systems availability (System generated reports)
6.1
92% of 8,760 hours of network and application systems availability achieved over the period
97% of 8,760 hours of network and application systems availability achieved over the period
97% of 8,760 hours of network and application systems availability achieved over the period
97% of 8,760 hours of network and application systems availability achieved over the period
34
Slide35MEDIUM TERM PERFORMANCE TARGETS Programme 4
Strategic
Objective 7
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Ensure good Corporate Governance and efficient Board support
Monitoring and evaluation of legislative compliance by the organisation and Board.
7.1
Monitoring and evaluation of compliance with relevant legislations and provide support to ensure efficient operation of the Board
Monitor compliance with relevant legislations and provide support to ensure efficient operation of the Board
Monitor compliance with relevant legislations and provide support to ensure efficient operation of the Board
Monitor compliance with relevant legislations and provide support to ensure efficient operation of the Board
7.2
N/A
Review Combined assurance model and obtain Board approval
N/A
N/A
35
Slide36MEDIUM TERM PERFORMANCE TARGETS Programme 4
Strategic
Objective 8
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Build and maintain institutional capacity
Percentage of positions filled as per approved organisational structure
8.1
92% occupancy rate of funded position over the period
92% occupancy rate of funded position over the period
92% occupancy rate of funded position over the period
92% occupancy rate of funded positions over the period
Performance management system developed and implemented
8.2
Performance management system reviewed and implemented
Implement a performance management system
Continuously implement a credible performance management system
Continuously implement a credible performance management system
Percentage of employees attending training as per the training and development strategy
8.3
50% of employees attending as per the training and development strategy
60% of employees attending as per the training and development strategy
65% of employees attending as per the training and development strategy
70% of employees attending as per the training and development strategy
36
Slide37MEDIUM TERM PERFORMANCE TARGETS Programme 4
Strategic
Objective 8
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Build and maintain institutional capacity
Remuneration strategy developed and implemented
8.4
Develop a remuneration strategy and framework
Implement a remuneration strategy and framework
Implement a remuneration strategy and framework
Monitor the reviewed remuneration strategy and framework
Develop a regionalisation operating model to ensure regional presence
8.5
Regionalisation operating model developed by end 2
nd
quarter
Regionalisation model implemented
Regionalisation model implemented
Regionalisation model implemented
37
Slide38MEDIUM TERM PERFORMANCE TARGETS Programme 4
Strategic
Objective 9
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Public participation and stakeholder engagement
Number of public awareness and stakeholder engagement activities
9.1
Four stakeholder engagement platforms per annum
Six stakeholder engagement platforms per annum
Eight stakeholder engagement platforms per annum
Eight stakeholder engagement platforms per annum
Number of media and communication initiatives implemented
9.2
Seven media and communication initiatives implemented
Seven media and communication initiatives implemented
Eight media and communication initiatives implemented
Eight media and communication initiatives implemented
Programme on public participation in municipal boundary redetermination and ward delimitation developed
9.3
Framework for public participation in municipal boundary redetermination and ward delimitation developed
N/A
N/A
N/A
38
Slide39MEDIUM TERM PERFORMANCE TARGETS Programme 4
Strategic
Objective 9
Performance indicator
Medium Term Target
2016/17
2017/18
2018/19
2019/20
Public participation and stakeholder engagement
Number of strategic partnerships established with local and/or international organisations
9.4
Two strategic partnerships established with local and/or international organisations
Two strategic partnerships established with local and/or international organisations
One strategic partnership established with local and/or international organisation
N/A
39
Slide40Medium Term Expenditure Framework
40
Slide41MTEF BUDGET
41
DESCRIPTION
ACTUAL
F/CAST
BUDGET
BUDGET
BUDGET
2014/15
2015/16
2016/17
2017/18
2018/19
R'000
R'000
R'000
R'000
R'000
Government Grant
44
230
45
793
48
220
50 631 53 568 Additional Government Grant - - 10 000 - - Other Income 942 881 500 520
530
Accumulated Reserves
-
18
391
-
-
-
Total Revenue
45
172
65
065
58
720
51 151
54
098
Compensation of
Employees
20
082
20
242
28
358
30 354
32
392
Goods and Services
19
876
29
265
14
078
8 461
8
840
Rental of
Building
3 667
4
083
4
131
4 131
4
131
Capacity Assessments
-
-
1
500
1 500
2
000
Audit Fees
2
055
1
503
1
611
1
503
1
503
Board Fees
2
670
3
559
2
550
2
060
2
260
Legal Fees
5
007
3
500
1
500
1
000
1
000
Stakeholder Management
2
734
1
128
3
985
1
152
1
152
Capital Expenditure
3
678
1
785
1
007
990
820
Total Expenditure
56
102
65
065
58
720
51
151
54
098
Surplus/(Deficit)
(
7 252)
-
-
-
-
Slide42CONCLUDING REMARKS
The Committee’s continued oversight and support are highly appreciated.
The
Board needs additional resources to ensure successful implementation of the strategic plan
. To this end partnerships are being forged with research and academic institutions in order to minimise cost of research and knowledge development. The Board is looking forward to an opportunity to engage with the Portfolio Committee on two fronts:A workshop on proposed legislative review inputsCommittee’s participation in the upcoming conference in June 2016.
42
Slide43CONTACT DETAILS
Chief Executive Officerceo@demarcation.org.za
Tel: 012-342 2481
www.demarcation.org.za
43