Lekwa Local Municipality 2013/14 - Co-operative Governance and ...

Developing and subsequently reviewing policy on fraud prevention, detection and investigation; Evaluating the effectiveness of the Fraud and Corruption Policy; Reviewing reports of significant incidents and major frauds (both potential and actual) includingthe elevation of the effectiveness of the response in investigating any loss and preventing futureoccurrences: Significant incidents are defined as any event which results in, or has the potential to result inserious personal injury (to the public, staff or third parties) or serious physical damage toproperty, plant, equipment, fixtures or stocks. Providing feedback to the audit committee on the effectiveness of internal control havingevaluated and managed. Considering the key risks and assessing how which they have been identified, evaluated andmanaged. Assessing the effectiveness of the related system of internal control having particular regard tothe impact of weaknesses that have been reported. Considering whether necessary actions are being taken promptly to remedy weaknesses. Considering whether the findings indicate a need for more extensive monitoring of the system oninternal control. Ensuring that, in accordance with an appropriate cycle, the reports, taken together, cover allaspects of internal control. Considering other risk management issues referred to it by the Municipal Manager. Develop goals, objectives and key performance indicators to measure the effectiveness of theRisk Management Committee7.19 CORRUPTION AND FRAUD PREVENTION STRATEGYLekwa’s adopted policy on Fraud and Anti-Corruption provides guidelines within the existing legal framework,for dealing with fraud and corruption within the Municipality. The policy endeavour’s to assist in the creationof an environment where fraud and other crimes of dishonesty are efficiently, economically and effectivelyprevented, detected, investigated and reported, and the consequent recovery of losses and action againstguilty perpetrators.As part of the process to raise awareness around the policy, workshops were run in the Licensing, Traffic, andSupply Chain and Morgenzon units on the matter. This is an on-going drive to make employees aware of theimplications of getting involved in such acts and activities7.20 TRANSFORMATION MANAGEMENT, ORGANISATIONALSTRUCTURE AND FINANCIAL CAPACITYThe organisational structure of the Lekwa Municipality is tabled below:The Municipal Manager heads the administrative component of the organisation. The organisation is dividedinto six departments, viz. Development & Planning, Finance, Engineering Services, Community Services,Protection Services and Corporate Services and Management Services (HR), which deal with the specificfunctions of the local authority.The Lekwa Municipality has a total of 8 management positions of which all are currently filled.Lekwa LM has atotal of 882 positions of which 133 positions (positions from various department) are currently vacant, thus14,99 % of Lekwa LM positions are vacancy rate and 515 are filled.Refer to Table of Organisational Structure and Vacancy information below224 | P a g e