Entire Document - Chris Hani District Municipality

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Project leader T. Somtombo/ M. Mashologu Budget 2008/09 R300 000 Key deliverables Due date 30 June 2009 Percent complete 70% • Develop ToR for appointment of Service Provider • SCM processes and appointment of service provider • Service Provider to conduct audit Budget spent Stakeholders/partners Challenges Measurable outcome Activities/Project Description Project leader Budget 2008/09 R0 • CHDM • Service Provider • Service provider appointed • Project kickoff meeting undertaken • Project plan to be presented • Audit to be undertaken • Audit report to be developed Review of ICT policies Review of ICT policies Approval of ICT policies by Council T. Somtombo/ M. Mashologu R0 Key deliverables • Review two policies per quarter • Develop a booklet of acceptable use of ICT resources for users to sign Due date 30 June 2009 Percent complete 95% Budget spent Stakeholders/partners Challenges and Comments Measurable outcome Activities/Project Description Project leader Budget 2008/09 R0 • CHDM • Corporate Services • Two policies approved by Council • Two ICT policy workshops took place and 6 policies were developed • Policies to undergo other processes towards Council approval Software Licensing • Appointment of a Large Account Reseller • Software Audit • Software purchase • Budget T. Somtombo R1.1m Key deliverables • Software audit • Purchasing of licenses Due date December 2008 Percent complete 100% Budget spent Stakeholders/partners R1.1m CHDM Challenges 68
2.5.2 SUPPLY CHAIN MANAGEMENT UNIT 2.5.2.1 Introduction At the outset of the procurement reform process in 1995, it was recognised that a consistent legislative framework would be required to give effect to Government’s procurement reform policy objectives. It was recognised that procurement reforms would have to be limited to those measures that could be implemented within the ambit of the existing legislation. 2.5.2.2 Strategic Objectives • Regulate the functioning of operational activities by way of a sufficient and uninterrupted flow of goods & services to CHDM • Purchase goods and services of the required quality to get maximum value for money • Continually find and develop reliable alternative sources of supply • Ensure lasting good relations with reliable suppliers • Keep losses and the investment in inventory at a minimum, while taking into account safety and economic considerations • Achieve healthy co-operation and co-ordination with different departments within CHDM • Develop policy procedures and systems which will ensure that administrative costs of supply are kept to a minimum. 2.5.2.3 SUPPLY CHAIN PERFORMANCE FOR CAPITAL PROJECTS AWARDED IN 2008/2009 NO OF PROJECTS AMOUNT AWARDED % AWARDED Total Capital Projects Awarded 59 R91 459 425.50 No with outstanding performance 6 R3 571 303.05 3.9% No with satisfactory performance 22 R15 375 111.67 16.8% No with poor performance 8 R 996 632.4 1.1% 2.5.2.4 Performance Reports Measurable outcome Activities/Project Description Project Leader Development & Maintenance of Supplier Database • Advertise • Categorise • Verification & Qualification • Allocate • Implementation • Monitoring Ms N. Fumbez Budget 2007/08 R550 0000 Key deliverables To have a compliant database in order to ensure supplier rotation and equitable sharing of opportunities Due date Sept 08 Percent complete 75% Budget spent R450 000 Stakeholders/partners BEE Online (Consultant) Service Providers Challenges • Time-frames not met • Service Level Agreement delayed • Limited corporation from user departments 69
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Table of Contents PART ONE: INTRODU
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PART ONE INTRODUCTION AND OVERVIEW
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providing us with your comments, vi
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SPECIAL PROGRAMMES SUCH AS YOUTH, W
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1.3.4 Values • Respect and Divers
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1.4 OVERVIEW OF THE MUNICIPALITY Mp
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SMME Development The District funde
Page 18 and 19: Corporate Services Directorate Ayan
Page 20 and 21: NAME OF SCHEME NUMBER OF MEMBERS AS
Page 22 and 23: organisation, can be seen to be inf
Page 24 and 25: 2.1.4.5 Power Track Vehicle Managem
Page 26 and 27: 2.2.0.1 Introduction A huge allocat
Page 28 and 29: In the 2008/2009 financial year Wat
Page 30 and 31: Integrated Planning and Economic De
Page 32 and 33: The implementation of housing co-or
Page 34 and 35: Livestock Improvement (Marketing Fa
Page 36 and 37: Chris Hani Month events Measurable
Page 38 and 39: Percentage Complete 99,9% Budget Sp
Page 40 and 41: Regional/LED Strategy Measurable Ou
Page 42 and 43: Health and Community Services Direc
Page 44 and 45: Due to the success of this project
Page 46 and 47: In observing HIV/AIDS days the CHDM
Page 48 and 49: Budget 2008/09 Key Deliverables •
Page 50 and 51: Challenges& Proposed Solutions Meas
Page 52 and 53: Budget Spent R125 000 Stakeholder/
Page 54 and 55: 2.4.4 Disaster Management UNIT This
Page 56 and 57: critical areas. 2.4.4.5 INCIDENTS O
Page 58 and 59: 2.4.5 Fire and Emergency Services U
Page 60 and 61: Stakeholders/partners Challenges Me
Page 62 and 63: 2.5.0.1 Introduction For the financ
Page 64 and 65: Key Deliverables • Asset identifi
Page 66 and 67: • The possible rescheduling/timin
Page 70 and 71: Measurable outcome Activities/Proje
Page 72 and 73: 72 Good Governance
Page 74 and 75: Communication strategy The District
Page 76 and 77: Stakeholders/partners Challenges Me
Page 78 and 79: 2.6.2 INTERNAL AUDIT Services UNIT
Page 80 and 81: Challenges Measurable outcome Execu
Page 82 and 83: The SPU coordinating committee and
Page 84 and 85: We would like to highlight and comm
Page 87 and 88: 3.1 Introduction to the Annual Fina
Page 89 and 90: 3.2 Audit Report to the Annual Fina
Page 91 and 92: APPENDIX A QUALITY MATURITY MODEL O
Page 93 and 94: 3.4 MFMA - Requirements The audit r
Page 95 and 96: IRONPORT LICENSES STATUS BEFORE 200
Page 97 and 98: provide sufficient evidence to iden
Page 99 and 100: 25. The mayor did not submit to cou
Page 101 and 102: No. Matter Y N •The audit committ
Page 103 and 104: Usefulness and reliability of repor
Page 105 and 106: The overall operating results for t
Page 107 and 108: 5. ACCUMULATED SURPLUS The balance
Page 109 and 110: 13. LONG-TERM RECEIVABLES Long-term
Page 111 and 112: 3.8 STATEMENT OF FINANCIAL PERFORMA
Page 113 and 114: 3.10 CASH FLOW STATEMENT FOR THE YE
Page 115 and 116: 1.1 Changes in Accounting Policy an
Page 117 and 118: Management has considered all the o
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2.7 Heritage Assets Heritage assets
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The municipality did not perform im
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Based on management’s judgement,
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Cash includes cash-on-hand (includi
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5.5 Derecognition of Financial Asse
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7.3 Transitional Provisions The rec
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9.2.8 Sale of Goods Revenue from th
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of performance bonuses only when th
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amount of the Municipality’s net
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Changes in Accounting Estimates are
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2.1 Reconciliation of Provision for
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4.3 Cash and Cash Equivalents 2009
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Description Land and Buildings Infr
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The movement in Intangible Assets i
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Study Loans In terms of the MFMA no
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Unspent Conditional Grants have bee
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The municipality provides certain p
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The history of experienced adjustme
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2009 2008 R R Present Value of Fund
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Interest Earned on Financial Assets
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The Financial Management Grant is p
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20.11 Provincial: Office of the Pre
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20.17 ProvinciaL: Department ROADS
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Remuneration of the Director: Finan
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25. Impairment Losses 25.1 Impairme
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29.1 Material Losses 2009 2008 R R
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Reserves Deferred Revenue Accumulat
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Operating Lease Liabilities R Accum
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The effect of the Correction of Err
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Incident Budgeted amounts exceeded:
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38.7 Non-Compliance with Chapter 11
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2009 2008 R R Own Resources - - 9 4
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The capital structure of the munici
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Description Note ref in AFS Average
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2009 2008 R R Long-term Receivables
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• The statutory valuation perform
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44. CONTINGENT ASSETS 2009 2008 R R
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Appendices 193
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3.13 Appendices to the AnnuAl FinAn
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Cost / Revaluation Accumulated Depr
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Appendix c - seGmentAl AnAlYsis oF
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Description 2008/2009 Actual 2008/2
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Annexure A Three Year Capital Plan
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Project Number (1) Project Name Fun
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Project Number (1) Project Name Fun
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AUDIT REPORT FINDING: PROPERTY, PLA
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AUDIT REPORT FINDING: IRREGULAR EXP
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Acronyms 215
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