Contents
Acronyms And Abbreviations
2-4
Foreword By The Chairperson
7-8
Overview By The Ceo
9-10
Financial Results
11-12
Acknowledgments 13
Salga’s Political Leadership
14-18
Salga’s Management Team For The Period Under Review
19-20
Corporate Governance
23-28
Chapter One - Introduction 29-33
Chapter Two - Organisational Performance
35-113
Chapter Three - Financial Overview And Annual Financial Statements
114-190
Annexure A - Salga Offices
191-193
Annexure B - List Of Municipalities
194-240
1
SALGA
South African Local Government Association
Acronyms and Abbreviations
ACPLGP
ALAN
ALGAK
AMICAALL
AMM
ANAMM
ASGISA
AU
BALA
BEE
CE-UP
CEO
CLGF
CSD
DBSA
DCEO
DCF
DFA
DPLG
DPSA
DPW
DPWNIF
DTI
DORA
EDIR
ELMDP
EMT
EPWP
ERP
ERPS
ESKOM
ESS
EXCO
FCM
FFC
FIFA
GAAP
GRAP
GTZ
HRMWG
ICT
IDA
IDC
IDIP
IDP
– The African Caribbean Pacific Local Government Platform
– Association of Local Authorities of Namibia
– Association of Local Government Authorities of Kenya
– Alliance of Mayors Initiative For Community Action on Aids at the Local Level
– Associations of Municipalities in Mali
– National Association of Municipalities of Mozambique
– Accelerated and Shared Growth Initiative for South Africa
– African Union
– Botswana Association of Local Authorities
– Black economic empowerment
– Continuing Education at University of Pretoria
– Chief executive officer
– Commonwealth Local Government Forum
– Commission for Sustainable Development
– Development Bank of Southern Africa
– Deputy chief executive officer
– District Communicators Forum
– Department of Foreign Affairs
– Department of Provincial and Local Government
– Department of Public Services and Administration
– Department of Public Works
– Department of Public Works National Intergovernmental Forum
– Department of Trade and Industry
– Division of Revenue Act
– Electricity distribution industry restructuring – Executive Leadership Municipal Development Programme
– Executive management team
– Expanded public works programme
– Enterprise resource planning
– Enterprise resource planning system
– Electricity Supply Commission
– Employee self service system
– Executive committee
– Federation of Canadian Municipalities
– Financial and Fiscal Commission
– Fédération Internationale de Football Association
– Generally Accepted Accounting Practice
– Generally Recognised Accounting Practice
– Gesellschaft für Technische Zusammenarbeit
– Human Resource Management Working Group
– Information and communication technologies
– International Development Association
– Industrial Development Corporation
– Infrastructure Development Improvement Programme
– Integrated development planning
2
IDESPAF
IMFO
IGR
ILGM
INDS
IR
IWRM
IWMSA
JE
JIPSA
KPA
KP
LED
LGDCF
LGIB
LGSHF
LG restructuring
LGSETA
LGTA
LODLOG
LWSMF
MDGs MFMA
MIG
MPAC MOU
NA
NALAG
NATMAP
NCOP
NDoT
NEC
NEDLAC
NEPAD
NGOs
NIA
NMA
NMMU
NRF
NSDS
NSPS
NSSD
NTC
NYS
OCEO
OHASA
OLG
– ICT Development Strategic Plan and Framework
– Institute of Municipal Finance Officers
– Inter-governmental relations
– Institute of Local Government Managers
– Integrated National Disability Strategy
– International relations
– Integrated Water Resources Managers
– Institute of Waste Management of Southern Africa
– Job evaluation
– Joint Initiative on Priority Skills Acquisition
– Key performance area
– Key performance indicator
– Local economic development
– Local Government Data Collection Forum
– Local Government International Bureau
– Local Government Social Housing Forum
– Local government restructuring
– Local Government Sector Education and Training Authority
– Local Government Transition Act
– Local Democracy and Local Government (training programme)
– Local Water Services Managers Forum
– Millennium development goals
– Municipal Finance Management Act
– Municipal Infrastructure Grant
– Municipal Public Account Committees
– Memorandum of understanding
– National Assembly
– National Association of Local Authorities in Ghana
– National Transport Master Plan
– National Council of Provinces
– National Department of Transport
– National Executive Committee
– National Economic Development and Labour Council
– New Partnership for Africa’s Development
– Non-governmental organisations
– National Intelligence Agency
– National Members Assembly
– Nelson Mandela Metropolitan University
– National Research Foundation
– National Skills Development Strategy
– National security personnel system
– National sustainable development strategy
– National Tripartite Committee
– National Youth Service
– Office of the chief executive officer
– Occupational Health and Safety Act
– Organised local government
3
SALGA
South African Local Government Association
OPCAR
OSDP
OSW
PDP
PEC
PEO
PDRU
PFMA
PGDS
PHC
PMIR
PMS
PPHC
PPP
RSC
REDs
RTLRS
RTMC
SACN
SADC
SALA-IDA
SALGA
SALGBC
SAMDI
SAQA
SCM
SHB
SITA
SLA
SOEs
SPS
SPSHF
SWALGA
TLRS
TMS
UCLGA
UKZN
UNISA
VCS
VNG
WITS
WSSS
WSP
WSP ZILGA
5YLGSA
– Operation Clean Audit Report
– Office on the Status of Disabled Persons
– Office on the Status of Women
– Personal development plan
– Provincial Executive Committees
_ Provincial executive officer
– Policy Development and Research Unit
– Public Finance Management Act
– Provincial Growth and Development Strategy
– Provincial health councils
– Provincial and municipal international relations
– Performance management system
– Provincialisation of primary health care
– Public private partnerships
– Regional Services Council
– Regional electricity distributors
– Regional transitional labour relations structures
– Road Traffic Management Corporation
– South African Cities Network
– Southern African Development Community
– Swedish Association of Local Authorities International Development Agency
– South Africa Local Government Association
– South African Local Government Bargaining Council
– South African Management Development Institute
– South African Qualifications Authority
– Supply chain management
– Social Housing Bill
– State Information Technology Agency
– Service level agreement
– State owned enterprises
– Single public service
– Support Programme for Social Housing Forum
– Swaziland Local Government Association
– Transitional labour relations structures
– Telephone management system
– United Cities and Local Governments of Africa
– University of KwaZulu-Natal
– University of South Africa
– Video conferencing system
– Vereniging van Nederlandse Gemeenten (Association of Netherlands Municipalities)
– University of the Witwatersrand
– Water Sector Support Strategy
– Workplace skills plan
– Water services plan
– Zimbabwe Local Government Association
– Five-Year Local Government Strategic Agenda
4
5
SALGA
South African Local Government Association
Vision
An association of municipalities that is at the cutting edge
of quality and sustainable services.
Mission
To be consultative, informed, mandated, credible and accountable
to our membership and provide value for money.
Values
Responsive, innovative, dynamic and excellence.
6
Foreword by the Chairperson
An aspect of SALGA’s strategic objective is the improvement
of its corporate governance and internal functioning. A
suite of compliance policies have been developed in this
regard. These have been occasioned, among other things,
by the organisation’s resolve to address all the AuditorGeneral’s issues that have been raised in the past few
years. This includes ensuring compliance with the Public
Finance Management Act (PFMA).
To date, the NEC has convened direct interaction sessions
with no fewer than 16 municipalities in four provinces,
namely: Mpumalanga, Gauteng, North-West and the
Northern Cape. The municipalities were selected for
priority engagement to address the numerous governance
and administrative challenges that negatively impact on
service delivery and development.
Cllr Amos Masondo
In the period preceding the commencement of the
financial year, the process of selecting and appointing a
new chief executive officer was identified as a key task for
the National Executive Committee (NEC). Consequently,
Xolile George was appointed SALGA CEO with effect
from 1 April 2007.
The review of the White Paper on Local Government as
well as the development of a White Paper on Provincial
Government saw SALGA making a comprehensive
representation that was informed by the SALGA national
consultative workshop held in October 2007. This
consultation proved meaningful and rewarding. We know
that this process is far from over and we have therefore
appointed a political steering committee to guide our
work into the future.
In addition, the SALGA national conference was convened
at Gallagher Estate in Midrand from 22 to 26 April
2007. This gathering emerged with a broad range of
resolutions and decisions. This includes the adoption of
the “Midrand Declaration”. The national conference also
elected leadership. In this regard it is important to indicate
that 70% of the existing leadership was re-elected, thus
ensuring continuity.
The White Paper review process occurs against a backdrop
of the Five-Year Local Government Strategic Agenda
(5YLGSA). Its implementation commenced in April 2006.
In relation to the 2010 FIFA World Cup, our approach
seeks to ensure that we use the pressure that comes with
the 2010 soccer spectacle to deepen the programmes
in which member municipalities are engaged and make
certain that long after the event has come and gone, there
are legacy projects left to benefit residents and citizens. It
is our view that these programmes and projects should
also take place in non-hosting municipalities.
SALGA has played a crucial role in ensuring that the
intergrated development planning (IDP) initiatives passed
by municipalities are credible. Working together with the
Department for Provincial and Local Government (DPLG)
and various provincial local government departments,
we have also sought to ensure that financial statements
are submitted on time, that municipal managers who are
properly qualified and competent chief financial officers
are appointed.
One of the legacies that the 2010 FIFA World Cup is
likely to leave is the deepening of patriotism and our
effort in national building. We have therefore urged all
member municipalities to build and develop the relevant
infrastructure and avail resources to support this effort.
On a rather disconcerting note, our country experienced an
outbreak of attacks on foreign nationals. This also affected
South African nationals. Many municipalities played an
important role in facilitating both humanitarian and conflict
7
SALGA
South African Local Government Association
resolution support. We are currently developing policy
aimed at ensuring uniformity and a standard approach to
dealing with migration.
Load shedding led to inconveniences throughout South
Africa. The member municipalities were urged by
SALGA to make their own contribution towards the 10%
reduction in electricity consumption.We noted the efforts
by many member municipalities to reduce greenhouse gas
emissions and save energy.
rapid urbanisation, migration, positioning municipalities in
such a way that they make a meaningful contribution in
growing the economy and creating jobs, service delivery
and all questions that relate to local government and the
globalising world.
We believe that these challenges can be effectively
addressed only if we continue to build partnerships that
include all spheres of government, organisations of civil
society, communities and the private sector.
On the international front, our strategic objective of
profiling the image of SALGA continues apace and we take
pleasure in advising that our support for sister associations
on the continent is being appreciated and acknowledged.
The extent of our positive influence can be seen through
the signing of memoranda of understanding (MoU)
with organised local government bodies in Mozambique,
Namibia and Botswana. We have also been able to attend
and participate in conferences, workshops and seminars
convened by organised local government associations in
various SADC countries.
In conclusion, let me take this opportunity to thank the
SALGA leadership collective for their support, and all
283 municipalities for their contribution and effort. The
appreciation is also extended to the administration and
management under the leadership of the chief executive
officer, Xolile George, for their endeavour and diligence.
On the matter of councillor remuneration and tools of the
trade, we have constantly engaged with Judge Moseneke,
the Department of Provincial and Local Government,
the Ministry of Finance and lately, with the Department
of Public Service and Administration (DPSA). We have
used the Councillor Handbook as a basis to engage all the
aforementioned on these matters.
Cllr Amos Masondo
Chairperson of SALGA and Executive Mayor of the City
of Johannesburg
Yours sincerely,
As a direct result of our intervention, a 7,5% increase for
councillors was agreed upon as opposed to a previous
proposal of 5,4%.
SALGA leadership remains convinced that with the political
goodwill that is patently evident, our principal objective of
deepening democratic local governance will be steadfastly
maintained. In addition, we need to acknowledge the hard
work and efforts undertaken by member municipalities to
enhance service delivery and development in local areas.
The local government sphere deals with complex issues
of service delivery and development. These range from
8
Overview by the Chief Executive
• A tarnished credibility with municipalities due to the
organisation not being able to represent its members’
interests optimally;
• A lack of appropriate corporate policy frameworks
relating to business planning, performance management,
budgeting, compliance, and internal audit and risk
management;
• Poor integration strategy, business planning, budgeting
and performance management;
• No mandating policy, deployment policy and
accountability and reporting policy, which resulted, at
times, in contradictory articulation of SALGA policy
positions.
Xolile George
In response to the above, the period under review has
witnessed a radical review of SALGA’s strategy as well as
its institutional arrangements aimed at ensuring that the
organisation is able to optimise its support to its members
and fulfil its mandate more effectively. The reporting
period has been a transition phase, with the main focus
being on instituting the appropriate policies and systems
to improve the functioning and image of the organisation.
After having assumed the mantle of SALGA in April 2007,
much of the organisation’s emphasis (encompassing the
July 2007 to March 2008 reporting period) coincided with
the urgent tasks of consolidating the organisation into
a unitary structure in form, scope and substance and in
stabilising its administration by instituting a suite of policies
to initiate the necessary corrective actions to improve
corporate governance. The reporting period marks a
transitional adjustment by the organisation to enable it to
adhere to the April to March financial year in terms of the
Public Finance Management Act (PFMA).
As part of the transformation agenda, SALGA embarked
on an organisational review process, which was approved
by the NEC after the organisation’s April 2007 national
conference. The objective of the organisational review has
been to ensure that SALGA is optimally positioned to play
a proactive role in the local government developmental
agenda. One of the key principles that underpinned this
process is the establishment of a new, sustainable and
responsive organisational design.
Augmenting the role of SALGA in the local government
transformation process has made it almost inevitable
that sectoral change should dictate a review of the
organisation’s modus operandi to increase its ability to
support and represent its members effectively. In addition,
the organisation has historically been saddled with chronic
administrative problems, in part due to a lack of appropriate
policies and systems to guide its performance. Some of
the challenges inherited from previous years included:
The organisation’s new institutional structure was
subsequently approved by the NEC in December 2007
(mid-way through the reporting period). This has paved
the way for the creation of new directorates that will
better serve the organisation and its members. These
new directorates include the Economic Development
and Development Planning directorate, the Municipal
Infrastructure and Services directorate the Community
Development Directorate; and the Strategy, Policy and
Research directorate. The Economic Development
and Development Planning directorate, the Municipal
Infrastructure and Services directorate and the Community
Development directorate were previously functions
within the Governance and Inter-Governmental Relations
directorate. The Governance and IGR directorates’
functions have therefore now been strengthened to offer
more dedicated focus to address the challenges facing local
government. The Strategy, Policy and Research directorate
• Successive disclaimers of audit opinions;
• Poor financial controls and systems of accountability;
• Sub-optimal deployment of organisational capacity and
skills;
• Insufficient human resource and financial capacity
(especially at provincial level) to respond adequately
to municipal needs;
• An institutional structure that is (a) not geared
towards effectively supporting the Five-Year Local
Government Strategic Agenda and (b) not designed
to support optimally the Association’s members in
light of a dynamic and ever-changing local government
environment;
9
SALGA
South African Local Government Association
has been established to deal with issues of research, policy,
strategy, business planning and performance management
(these functions were co-ordinated by the Office of the
CEO [OCEO] during the 2007/8 financial year except
for policy and research, which formed part of the
International Relations, Research, Policy and Marketing and
Communications directorate). The International Relations,
Research, Policy, and Marketing and Communications
directorate is being dissolved to ensure logical clustering
of related functional activities. Its international relations,
protocol and marketing and communications components
are being incorporated into the OCEO. The Municipal
Labour and Municipal Human Resources directorate will
in future be known as the Local Government Institutional
Development directorate and will also include the Municipal
Finance function.
As the new institutional design was (as at the end of March
2008) in the process of being fully capacitated - and taking
into cognisance that the organisation is in the midst of
transition - the annual report for 2007/8 is based upon the
organisational structure that existed prior to the approval
of the new design by the NEC on 5 December 2007.
During the reporting period much emphasis was placed
on how to manage the transformation of SALGA in
line with its change agenda strategic objectives. Many
of the key achievements over the past year therefore
relate to resuscitating and reviving the organisation. Key
achievements include:
• The establishment of a sustainable and responsive
organisational design through the organisational review
project;
• An institutional arrangement that allows for final
consolidation of SALGA into a unitary association through the clear identification of the role of SALGA
and its provincial offices;
• Developing and implementing key SALGA corporate
governance policy frameworks;
• Establishment of a performance management system
and a performance management remuneration panel;
• Addressing key corrective actions as identified by the
Auditor-General;
• Identification of major risk exposures for the
organisation;
• Co-ordination of the functioning of key governance
structures such as scheduled NEC and PEC meetings,
a National Members Assembly, provincial conferences
and provincial members assemblies;
• A greater customer-centred approach that will enhance
service delivery;
• Repositioning and entrenching SALGA as a knowledgebased organisation (in line with its vision and mandate);
• Logical clustering of related functional activities;
• The creation of a clear distinction between
organisational and business process issues;
• Standardisation of job titles across the organisation;
• Provision of clarity in terms of roles, ownership and
accountability across SALGA, via the institutional
review process;
• Establishment of a clear line of sight between
organisational structure and strategy;
• Consolidation of the new SALGA organisational
culture through the use of appropriate structures,
systems and processes, and
• Optimal representation, support and advocacy
provided to members on the following key state-led
restructuring initiatives:
- The creation of a single public service
- The White Paper review process
- The Provincialisation of primary health care
- The Regional Services Council (RSC) Levy
- Electricity distribution industry restructuring
It has certainly been a challenge to implement a mandate
to turn the organisation around and at the same time
ensure that optimal support is provided to our members,
but the organisation successfully met this test over the
reporting period. Many initiatives are still in their nascent
stages of implementation and over the coming year these
will be consolidated and improved upon as we continue
to strive to reposition SALGA as the voice of organised
local government in South Africa.
I look forward to the continued support of our
stakeholders and partners to ensure that what has been
started in 2007/8 financial year will translate into even
greater value-added benefits in the years ahead.
Yours sincerely,
Xolile George
Chief Executive
10
FINANCIAL RESULTS AT A GLANCE
YEAR AT A GLANCE
Financial results
for the 9
months ended
31 March 2008
Figures in Rand
Revenue
Municipal levies
Government
grants
Other operating
revenue
Operating expenses
for the 12
months ended
30 June 2007
(Restated)
114,835,756
101,194,756
129,039,018
102,725,018
13,641,000
26,314,000
11,278,418
12,512,909
(141,394,624)
(131,563,829)
Operating (deficit)/surplus
(15,280,450)
9,988,098
Investment
income
Fairvalue adjustments
Finance costs
(Deficit)/surplus for the period
917,528
0
(1,691,995)
(16,054,917)
2,769,336
17,103,772
(3,306,582)
26,554,624
88%
12%
80%
20%
25%
42%
21%
53%
Financial ratios
Membership levies contribution (%)
Government grants contribution (%)
Programme costs to operating expenditure (%)
Employee related costs to operating expenditure (%)
Commentary on operating results as at 31 March 2008
The results for the period ended 31 March 2008 reflect an operating deficit of R16,1 million, caused by the increase in
the provision for impairment of trade receivables by R14,4 million and R5,0 million expenditure incurred to improve
the control environment. These have been offset by R4,4 million positive variance in revenue as a result of the reverse
assurance exercise that yielded a positive income, which exceeded the forecasted membership levies income.
11
SALGA
South African Local Government Association
Performance Comparison 2007 & 2008
1.00
0.90
2008
2007
0.80
Percentage
0.70
0.60
0.50
0.40
0.30
0.20
0.10
Membership Levies
Government Grants
Programme costs
Employee ralated
costs
Category
Key financial ratios
Current ratio
Solvency ratio
31 March 2008
30 June 2007
1,0
1,3
31%
21%
Asset coverage rate
4,3
5,7
Customer days ratio
61
12
158
Acknowledgments
The South African Local Government Association (SALGA) would like to thank all of its members and stakeholders who
contributed to its performance over the 2007/8 financial year. Its key stakeholders are:
•
Government (national and provincial government departments);
•
Parastatals and other state-owned enterprises (SOEs);
•
Donors (national and international);
•
The Institute of Municipal Finance Officers and other professional bodies;
•
Non-governmental organisations (NGOs)
•
Chapter 9 institutions as designated by the Constitution of the Republic of South Africa; (Act 108 of 1996);
•
Parliament and provincial legislatures.
13
SALGA
South African Local Government Association
SALGA POLITICAL LEADERSHIP
Office Bearers
Cllr A Masondo
Chairperson
Cllr H Jenkins
Deputy Chairperson
Cllr G Mothupi
Deputy Chairperson
Cllr O Mlaba
Deputy Chairperson and
Chairperson: SALGA
KwaZulu-Natal
Additional Members
Cllr C Johnson
NEC Member and Chairperson of the
Municipal Services and
Infructure
Working Group
Cllr D Masemola
NEC Member and Chairperson of the Governance,
Intergovernmental Relations
and International Relations
Working Group
Cllr N Mayathula-Khoza
NEC Member and Chairperson of
the Social Development, Health and
Safety Working Group
Cllr B Mahlangu
NEC Member and Chairperson of the Economic
Development, Planning
and Environment Working
Group
Cllr S Somyo
NEC Member and Chairperson of the Human Resource
Development Working
Group
Co-opted Members
Cllr S Molokoane-Machika
NEC Member and Chairperson of
the Municipal Finance and Corporate Admin Working Group
Cllr Father S
Mkhatshwa
NEC Member
Alderman H Zille
NEC Member
14
Cllr F Maboa-Boltman
NEC Member and Chaiperson of the Sub-Committee
on the 2010 FIFA World
Cup
Provincial Chairpersons
Cllr Z Capa
Chairperson: SALGA
Eastern Cape
Cllr S Ngangelizwe
Chairperson: SALGA Free State
March 2008
Cllr D Nkosi
Chairperson
SALGA Gauteng
Cllr O Mlaba
Chairperson: SALGA
KwaZulu-Natal
Cllr Mokgobi
Chairperson: SALGA
Limpopo
March 2008
Cllr S Mashilo
Chairperson: SALGA
Mpumalanga
Cllr W Johnson
Chairperson: SALGA
Northern Cape
March 2008
Cllr D van Rooyen
Chairperson: SALGA
North West
Cllr S de Vries
Chairperson: SALGA
Western Cape
March 2008
15
Provincial Executive Committees (PECs)
Eastern Cape
Free State
Gauteng
July ‘07 to February ‘08
July ‘07 – February ‘08
July ‘07 to February ‘08
Cllr Z Capa
Cllr N Maphazi
Cllr M Mvoko
Cllr S Sigabi
Cllr M Matika
Cllr T Marawu
Cllr GG Mpumza
Cllr W Tikana
Cllr Sihlwayi
Cllr Dzedze
Cllr Xego
Cllr Twabu
Cllr Plaatjies
Cllr Peters
Cllr J Ramokhoase
Cllr T Khalipha
Cllr S Mbalo
Cllr M Moitse
Cllr M Leeto
Cllr M Mokgosi
Cllr M Mogorosi
Cllr G Mothupi
Cllr BE Mzangwa
Cllr S Ngangelizwe
Cllr F Ngubentombi
Cllr M Ralebese
Cllr J Sehanka
Cllr M Zwane
Cllr M Morena
Cllr D Nkosi
Cllr PB Tsotetsi
Cllr K Dau
Cllr MO Khumalo
Cllr F Kgaditse
Cllr EM Ndhlovu-Ogbu
Cllr PD Mkhonza
Cllr T Phakathi
Cllr MO Maila
Cllr K Mogotsi
Cllr J Masango
Cllr M Wenger
Cllr L Hibbert
From February 2008
February 2008
From February 2008
Cllr Z Capa
Cllr N Maphazi
Cllr M Mvoko
Cllr S Sigabi
Cllr M Matika
Cllr T Marawu
Cllr GG Mpumza
Cllr W Tikana
Cllr C Williams
Cllr N Meth
Cllr S Ngangelizwe
Cllr Dr BE Mzangwa
Cllr F Ngubentombi
Cllr J Ramokhoase
Cllr M Zwane
Cllr M Mokgosi
Cllr S Mbalo
Cllr M Moitse
Cllr A Noosi
Cllr M Mogorosi
Cllr T Khalipha
Cllr J Sehanka
Cllr E Moiloa
Cllr D Nkosi
Cllr PB Tsotetsi
Cllr K Dau
Cllr MO Khumalo
Cllr F Kgaditse
Cllr EM Ndhlovu-Ogbu
Cllr PD Mkhonza
Cllr T Phakathi
Cllr MO Maila
Cllr K Mogotsi
Cllr J Masango
Cllr M Wenger
Cllr L Hibbert
16
KwaZulu-Natal
KwaZulu-Natal (cont)
Limpopo
Mpumalanga
July ‘07 – February ‘08
March 2008
July ‘07 to March ‘08
July ‘07 – February ‘08
Cllr O Mlaba
Cllr P Mbatha-Cele
Cllr MS Yengwa
Cllr G Borman
Cllr M Dlamini
Cllr G Fourie
Cllr N Gumede
Cllr Z Gumede
Cllr P Hlengwa
Cllr L Naidoo
Cllr J Nxumalo
Cllr P Pillay
Cllr F Peer
Cllr V Reddy
Cllr N Shabalala
Cllr S Sibiya
Cllr Z Hlatswayo
Cllr M Dirks
Cllr CQ Madlopha
Cllr N Shusha
Cllr SB Cele
Cllr BN Sithole
Cllr SM Sithole
Cllr TH Mchunu
Cllr DB Mlangeni
Cllr VZ Magwaza
Cllr LM Mthombeni
Cllr NK Donda
Cllr SW Mdabe
Cllr JP Khoza
Cllr E Moolman
Cllr SB Larkan
Cllr BB Ntombela
Cllr LM Shelembe
Cllr DCP Mazibuko
Cllr B Dzanibe
Cllr SM Cele
Cllr O Mlaba
Cllr P Mbatha-Cele
Cllr MS Yengwa
Cllr G Borman
Cllr M Dlamini
Cllr G Fourie
Cllr N Gumede
Cllr Z Gumede
Cllr P Hlengwa
Cllr L Naidoo
Cllr J Nxumalo
Cllr P Pillay
Cllr F Peer
Cllr V Reddy
Cllr N Shabalala
Cllr S Sibiya
Cllr Z Hlatswayo
Cllr M Dirks
Cllr CQ Madlopha
Cllr N Shusha
Cllr SB Cele
Cllr BN Sithole
Cllr SM Sithole
Cllr TH Mchunu
Cllr DB Mlangeni
Cllr VZ Magwaza
Cllr LM Mthombeni
Cllr NK Donda
Cllr SW Mdabe
Cllr JP Khoza
Cllr E Moolman
Cllr SB Larkan
Cllr BB Ntombela
Cllr LM Shelembe
Cllr DCP Mazibuko
Cllr B Dzanibe
Cllr D B Mabuyakhulu
Cllr OV Mbuyisa
Cllr M Monakedi
Cllr H Mokgobi
Cllr L Mulaudzi
Cllr S Ramaremela
Cllr T Makunyane
Cllr S Masemola
Cllr B Mahlangu
Cllr H Nakumbana
Cllr M Lerule
Cllr N Matlou
Cllr R Mavhunda
Cllr J Madela
Cllr R Mogotlane
Cllr SK Mashilo
Cllr C Ndlovu
Cllr B Kubheka
Cllr N Ndlovu
Cllr D Ndlovu
Cllr JM Mohlala
Cllr A Gamede
Cllr T Maseko
Cllr MIT Mahlangu
Cllr F Maboa-Boltman
From March 2008
February 2008
Cllr H Mokgobi
Cllr R Mogotlane
Cllr Q Mokhabela
Cllr P Mdaka
Cllr S Ramaremela
Cllr M Lerule
Cllr N Matlou
Cllr N Sibanda
Cllr C Malebana
Cllr J Mokganyetsi
Cllr SK Mashilo
Cllr D Ndlovu
Cllr JM Mohlala
Cllr A Gamede
Cllr CN Mkhonto
Cllr LM Malatjie
Cllr O Mtshweni
Cllr GT Mthimunye
Cllr L Dikgale
Cllr BM Khumalo
Cllr N Ndlovu
Cllr B Kubheka
Cllr L Mashele
17
SALGA
South African Local Government Association
North West
Northern Cape
Western Cape
July ‘07 to February ‘08
July ‘07 to February ‘08
July ‘07 – February ‘08
Cllr DD Van Rooyen
Cllr TB Gwabeni
Cllr BE Moloi
Cllr KB Diakanyo
Cllr J Douw
Cllr MJ Wolmarans
Cllr P Mopalami
Cllr MW More
Cllr F Wright
Cllr P Kgosieng
Cllr MA Molekwa
Cllr OR Mochware
Cllr E Simboyia
Cllr D Singh
Cllr G Makena
Cllr S Mbondezi
Cllr M Eilerd
Cllr L Valacia
Cllr W Johnson
Cllr N Hermans
Cllr N November
Cllr J Ruiters
Cllr G Mthukwane
Cllr T Seikaneng
Cllr WS Mxolose
Cllr S De Vries
Cllr JJ Januarie
Cllr SL Mgajo
Cllr N Gabriel
Cllr S Piti
Cllr F Booysen
Cllr C Ismail
Cllr E Plaatjies
Cllr N Landingwe
Cllr R Stevens
Cllr R Smith
Cllr HP Geyer
Cllr R Iversen
Cllr GCK Haskins
Cllr GR Wolmarans
Cllr S Manuel
Cllr R September
Cllr CP Du Plessis
Cllr CC Brink
Cllr EC Mathinus
Cllr PJ Roodtman
Cllr J Botha
Cllr C Punt
From February 2008
From March 2008
Cllr D van Rooyen
Cllr TB Gwabeni
Cllr BE Moloi
Cllr MA Molekwa
Cllr KB Diakanyo
Cllr J Douw
Cllr MJ Wolmarans
Cllr P Mopalami
Cllr MW More
Cllr F Wright
Cllr P Kgosieng
Cllr OR Mochware
March 2008
Cllr W Johnson
Cllr D Singh
Cllr N Hermans
Cllr N November
Cllr M Eilard
Cllr T Sekaneng
Cllr K Markman
Cllr W Ngobese
Cllr M Phaliso
Cllr G Cloete
Cllr M Ntuli
Cllr JIT Ruiters
Cllr L Letebele
Cllr S De Vries
Cllr HP Geyer
Cllr WS Mxolose
Cllr GR Wolmarans
Cllr S Manuel
Cllr September
Cllr IR Iversen
Cllr CP Du Plessis
Cllr S Piti
Cllr CC Brink
Cllr E Plaatjies
Cllr EC Marthinus
Cllr GCR Haskin
Cllr PJ Roodtman
18
SALGA’s EXECUTIVE management
Xolile George
Chief Executive
National Office
Vacant as at
31March 2008
Josephine Meyer
Chief Financial Officer
Mzwanele Yawa
Executive Director:
Municipal Labour and
Municipal Human Resources
Lance Joel
Executive Director:
Governance and International Governmental
Relations
New Position
Executive Director: Strategy, Policy and Research
Vacant as at
Vacant as at
Vacant as at
31March 2008
31March 2008
31March 2008
New Position
Executive Director Economic Develpment and
Development Planning
New Position
Executive Director Municipal Infrastructure and
Services
19
New Position
Executive Director Community Development
SALGA
South African Local Government Association
Provincial Offices
Chris
Magwangqana
PEO: Eastern Cape
Hendrik Petersen
PEO: Free State
Tomsie Dlamini
PEO: Gauteng
Gerard Greveling
Acting PEO:
KwaZulu-Natal
Papo Maloka
PEO: Limpopo
Gugu Langa
PEO: Mupumalanga
Jan Muller
PEO: North West
Khalil Mullagie
PEO: Western Cape
Gaonyadiwe Mathobela
PEO: Northern Cape
20
21
SALGA
South African Local Government Association
22
Corporate Governance
National Conference
SALGA’s national conference is the highest decisionmaking body of the organisation and is held every five years
after the local government election. This is in accordance
with a constitutional amendment that was approved by
the national conference in April 2007, which changed the
regularity of its convention from 30 months to five years.
Chief among the powers vested in the national conference
are to: elect office bearers, endorse the appointment of
provincial nominees to the National Executive Committee
(NEC), and approve the strategic programme and business
plan of SALGA for the period up to the next conference.
The national conference is also empowered to consider
the audited financial statements in respect of the previous
year, approve the organisation’s budget and review financial
performance. The national conference also presents
an opportunity for leaders within local government to
debate issues, review and adopt strategies and plans, and
seek better methodologies to optimise municipal service
delivery.
SALGA’s representation in all intergovernmental relations
(IGR) structures and other forums. Certain powers and
functions of the NEC have been extended to Provincial
Executive Committees (PECs) which are also mandated to
table quarterly reports to the NEC.
During the reporting period July 2007 to March 2008 six
NEC meetings took place. These meetings were held on:
3 August 2007
18 August 2007 (special NEC meeting)
5 October 2007
5 December 2007
15 February 2008 and
18 March 2008 (special NEC meeting).
A summary of the attendance of NEC members of NEC
meetings is outlined in the following table (note: Northern
Cape, Free State and Western Cape appointed new PEC
chairpersons in the first quarter of 2008 after their
respective provincial conferences).
National Members Assembly
The National Members Assembly (NMA) is the second
highest decision-making body within SALGA. According
to the SALGA Constitution, the NMA is required to meet
annually save for the year in which the national conference
is to be held.
The NMA provides the platform for local government
leaders to debate and discuss topical issues, to coordinate
responses within the sector, to act collectively on various
challenges and to network with peers.
The NMA is attended by councillors of municipalities
who are members of SALGA. SALGA held its National
Members Assembly for 2008 on 19-20 March 2008.
National Executive Committee
The NEC meets once every two months with the
meetings being rotated among the provinces. The NEC, in
addition to developing and reviewing, also adopts SALGA’s
administrative policies. The NEC exclusively determines
23
SALGA
South African Local Government Association
Name of NEC
Member
A Masondo
H Jenkins
O Mlaba
G Mothupi
C Johnson
F MaboaBoltman
B Mahlangu
D Masemola
N MayathulaKhoza
S Somyo
S Mkhatshwa
S MolokoaneMachika
Z Capa
J Ramokgoase
S Ngangeliswe
D Nkosi
M Monakedi
H Mokgobi
S Mashilo
D van Rooyen
M Simboyia
W Johnson
S Mxolose
S De Vries
Attendance
Per Number of
Meetings
6/6
4/6
5/6
4/6
6/6
5/6
% Attendance
3/6
5/6
4/6
50
83
67
4/6
4/6
6/6
67
67
100
3/6
5/5
1/2
5/6
4/5
1/1
5/6
5/6
4/5
1/1
5/5
1/1
50
100
50
83
80
100
83
83
80
100
100
100
100
67
83
67
100
83
Working Groups
SALGA’s working groups are responsible for developing
policies, strategies and programmes to address critical
local government issues. They are also responsible for
facilitating the following:
• Co-operative governance between the spheres of
government as mandated by the NEC or the PEC.
• Consultation, co-ordination and participative decisionmaking between SALGA and its provincial and municipal
members.
The executive committee at the national or the provincial
level must establish working groups to deal with the
implementation of SALGA’s programmes and any other
matters of concern to local government.
Competencies of National and Provincial Working
Groups
• Within the context of SALGA’s strategy and business
planning process, to recommend to the NEC (as in the
case of the national working groups) or the PEC (in
the case of provincial working groups) short, medium
and long term programme priorities.
• To monitor the process of national policy research,
conceptualisation and implementation.
• To identify potential problems, conflicts or
deficiencies in current or new policies, strategies and
implementation programmes affecting the sector and
contribute to finding an appropriate solution.
• To make policy recommendations to the NEC or
the PEC (as applicable) as well as regular reports on
progress on programme implementation.
• To ensure that working group members participate
effectively in political forums and intergovernmental
structures.
The NEC determines the number of working groups based
on, inter alia, the key functional areas of local government.
Accordingly, the NEC then clusters the functions of the
working groups at national and provincial level to facilitate
strategic alignment.
24
SALGA has established six national working groups. The
NEC lekgotla held in August 2007 approved the appointment
of chairpersons of the working groups as follows:
• Economic Development, Planning and Environment
- Cllr B Mahlangu
• Municipal Finance and Corporate Administration - Cllr
S Molokoane-Machika
• Social Development, Health and Safety - Cllr N MayathulaKhoza
• Municipal Services and Infrastructure - Cllr C W Johnson
• Human Resource Development - Cllr S Somyo
• Governance,Intergovernmental Relations and International
Relations - Cllr D Masemola
Social Development, Health and Safety
Working Group
o
o
o
o
o
o
o
o
o
o
o
o
o
HIV/Aids awareness;
Sports and recreation;
Health;
Poverty alleviation;
Arts and culture;
Public safety;
Local crime prevention;
Disaster management;
Policing and law enforcement;
Emergency and fire services;
Youth development programmes;
Gender mainstreaming;
Disability.
The national working groups are mirrored at provincial level
to ensure synergy and co-ordination of issues discussed.
The functions of the working groups are as follows:
Governance, Intergovernmental Relations and
International Relations Working Group
Municipal Finance and Corporate Admin
Working Group
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Constitutional matters;
Local government legislation;
Powers and functions of municipalities;
Traditional leaders;
Intergovernmental relations policy issues;
Demarcation issues;
Elections;
Municipal by-laws;
Public participation;
Roles of elected municipal representatives;
Research and comparative learning;
Councillor support eg remuneration issues;
Municipal international relations;
Role of SALGA in the continent;
Support for organised local government in the
continent;
o UCLGA, UCLG, SADC, NEPAD, AU imperatives;
o Parliamentary and legislation matters.
o
o
o
o
o
o
o
o
o
o
o
o
o
25
Intergovernmental fiscal policies;
Municipal finance;
Credit control;
Revenue generation;
Municipal finance management;
Municipal capital projects;
Infrastructure investment;
Internal HR;
Risk management;
Compliance management;
Admin and facilities;
Occupational health and safety;
Communication.
SALGA
South African Local Government Association
Municipal Services and Infrastructure Working
Group
o
o
o
o
o
o
o
o
Water and sanitation services;
Energy and electricity;
Municipal entities;
Housing;
Transport;
Basic service provision and infrastructure;
Cemeteries;
Public works.
Human Resource Development Working Group
o
o
o
o
o
o
o
HIV/Aids policy at the workplace;
Labour relations matters;
Capacity development;
LGSETA;
Organisational development: LR implications;
Restructuring of municipalities;
Institutional issues relating to municipal service
partnerships.
Economic Development, Planning and
Environment Working Group
o Integrated development planning (IDPs, GDS,
NSDP);
o Town planning and land use management;
o ASGISA and JIPSA
o Tourism;
o Air pollution, environmental and waste management;
o Local economic development;
o ICT (as it relates to economic development); and
o Climate change and local agenda 21.
Working Group Clusters
The following working group clusters were established
with effect from 18 August 2007:
• Social Cluster (chaired by Cllr G Mothupi)
• Economic Cluster (Cllr O Mlaba)
• Governance and Administration (Cllr H Jenkins)
A sub-committee of the NEC was established to deal with
matters relating to the 2010 FIFA World Cup, with Cllr
Maboa-Boltman appointed chairperson.
The purpose of the working group clusters is to enhance
synergy and integration in all aspects of planning and
implementation, ensuring that policy pronouncements of
SALGA and of government are adhered to when decisions
and recommendations are made; and to facilitate decisionmaking to optimise service delivery.
National Consultative Workshop
By way of a resolution of its NEC, SALGA held a national
consultative workshop on 11 and 12 October 2007.
More than 800 representatives from more than 200
municipalities attended the two-day workshop held at the
Sandton Convention Centre in Johannesburg. Participants
discussed the revision of the White Paper on Local
Government and the development of a White Paper on
Provincial Government; the proposed regional electricity
distributors (REDs) Establishment Bill and the detailed
developments and processes with regard to the electricity
distribution industry restructuring; the provincialisation of
the primary health care function; and working towards a
single public service in the country as proposed by the
draft Public Administration Management Bill (also known
as the draft Single Public Service Bill). Inputs made at the
national consultative workshop were used to consolidate
SALGA’s policy position and responses on the matters
discussed.
Provincial Conferences
In terms of the SALGA Constitution, provinces are to
elect their respective political leadership. During the
reporting period each of the nine provincial associations
26
of SALGA had elective conferences (Gauteng and North
West provinces held their conferences in 2007, with the
remaining provinces holding theirs in 2008). Provinces
that held conferences in 2008 are as follows:
PROVINCE
Eastern Cape
Free State
Limpopo
Mpumalanga
Northern Cape
Western Cape
DATE
Internal Audit and Risk Management
19-21 February 2008
28-29 February 2008
4-5 March 2008
28-29 February 2008
5-6 March 2008
6-7 March 2008
In the Free State, due to certain political challenges, the
provincial conference could not conclude its business on
the scheduled dates. It instead concluded the elective and
constitutional part of the conference on 17 March 2008.
Provincial Members Assemblies
Gauteng, North West and KwaZulu-Natal provinces held
their provincial members assemblies in March 2008.
PROVINCE
Gauteng
KwaZulu Natal
North West
Over the past year, the organisation has made tangible
progress in building its internal audit capacity. In terms
of the Public Finance Management Act No. 1 of 1999, as
amended by the Public Finance Management Act No. 29 of
1999 (section 51 (1) (a) (ii), SALGA has established an audit
committee, which functions as an oversight committee to
the accounting authority. During the reporting period
concerned, SALGA adopted an audit committee charter.
The charter sets out the specific responsibilities delegated
by the accounting authority, ie the SALGA NEC, to the
audit committee and guides the committee’s approach, as
well as its modus operandi in spelling out the rules that
govern the audit relationship.
SALGA also instituted an internal audit charter, which
outlines the purpose, authority and responsibilities of its
internal audit function. The charter not only defines the
scope of internal audit activities but authorises access to
the records, personnel and physical properties relevant to
the operation of the organisation, as appropriate and as
required.
DATE
18-19 February 2008
5-6 March 2008
29 February 2008
SALGA Corporate Governance Policy
Frameworks
Part of the process of stabilising an organisation that was
bereft of essential corporate governance systems and
procedures has been the need to develop new policies to
guide the development and implementation of appropriate
tools that would cement organisational stability and
promote good corporate governance. Consequently, a
number of corporate governance policy frameworks were
developed during the reporting period. These include:
•
•
•
•
• SALGA internal audit and risk management policy;
and
• SALGA performance management policy and
procedure.
The organisation also instituted a risk management policy
during the financial year. the risk management policy
is important in ensuring that there is a system of risk
management that is approved and enforced. It sets out the
objectives of the risk management arrangements, policy
mandate and statements, and the roles and responsibilities
to be performed by different parties involved in the
organisation’s risk management process.
SALGA strategic plan (2007-2012);
SALGA business planning policy framework;
SALGA compliance policy;
SALGA budgeting policy;
27
SALGA
South African Local Government Association
Performance Management and Remuneration
Policy Panel
The inaugural meeting of organisation’s performance
management and remuneration panel, which was
established by the NEC in October 2007, took place in
March 2008. The role of the panel is to improve internal
functioning as well as the fulfilment of performance
management and remuneration responsibilities and
obligations in the interest of good corporate governance.
Supply Chain Management
SALGA has developed a draft supply chain management
manual to regulate procurement within the organisation.
the manual will be finalised in the 2008/9 financial year.
28
CHAPTER 1
Introduction
29
SALGA
South African Local Government Association
30
Introduction
provided for in its constitution; and
• Borrow, invest, lend, subscribe or donate money for the
furtherance of the objectives of the organisation.
SALGA in Context
The South African Local Government Association is an
organisation mandated by the South African Constitution
to assist in the comprehensive transformation of local
government in South Africa from the pre-1994 regime to the
new dispensation under the country’s first democratically
elected government.
SALGA’s Constitution
• Represent, promote and protect the interests of local
government;
• Transform local government to enable it to fulfil its
developmental role;
• Enhance the role and status of its members as provincial
representatives and consultative bodies of local
government;
• Enhance the role and status of municipalities;
• Be recognised by national and provincial governments to
be the representative and consultative body in respect
of all matters concerning local government and to
make representations to both provincial and national
governments in respect of any matter concerning local
government;
• Ensure the full participation of women in organised local
government;
• Be the National Employers’ Association representing
all municipal members and, by agreement, associate
members;
• Regulate the relationship between its members and
their employees within the meaning of section 213 of
the Labour Relations Act 66 of 1995, as amended;
• Provide legal assistance to its members, in its discretion,
in connection with matters which affect employer/
employee relations;
• Encourage the settlement of disputes among its members
and between them and their employees or trade unions
through corporate governance or labour law principles;
• Affiliate with and participate in the affairs of any
international organisation that will serve the interest of
its members;
• Do such lawful things as may appear to be in the interest
of the organisation and its members which are not
inconsistent with the objects or any matter specifically
SALGA’s Mandate
Section 163 of the Constitution envisages an important
role for organised local government and provides that
an Act of Parliament must cater for the recognition
of national and provincial organisations representing
municipalities, and determine procedures by which local
government may consult the national and provincial
government, designate representatives to participate
in the National Council of Provinces (NCOP)
and nominate persons to the Financial and Fiscal
Commission (FFC).
The Organised Local Government Act of 1997 recognises
SALGA as the representative of organised local government.
The Act allows organised local government to designate
up to 10 representatives to the NCOP in the national
Parliament, and to further nominate two persons to the
FFC, which is an independent and impartial body that
participates in intergovernmental fiscal relations structures
and was specifically established to make recommendations
to both provincial and national legislatures pertaining to
financial and fiscal matters. Through its involvement in
both the NCOP and the FFC, SALGA is therefore able to
influence national and provincial legislation and to gauge
the impact of such legislation on local government.
SALGA’s Members
SALGA’s members comprise municipalities in South Africa.
These members represent institutions ranging from deep
rural municipalities grappling with severe service delivery
backlogs and institutional challenges to sophisticated cities
with significant institutional capacity. These members
are distinguished in accordance with the criteria in the
Municipal Structures Act: Metropolitan (category A), Local
(category B) and District Municipalities (category C).
The SALGA Constitution also makes provision for
associate members, which are organisations strongly
concerned with or involved in local government matters
and comply with criteria determined by the NEC.
31
SALGA
South African Local Government Association
SALGA’s Stakeholders
The stakeholders with whom SALGA needs to engage are
divided into the following main groups:
• Government (national government departments and
provincial government)
• Parastatals and other state-owned enterprises (SOEs)
• Donors
• Professional bodies
• Non-governmental organisations
• Chapter 9 institutions as designated by the Constitution
of the Republic of South Africa (Act 108 of 1996)
• Parliament and provincial legislatures.
SALGA’s Functions
SALGA has four main functions as indicated below:
• Strategic profiling refers to SALGA’s role in building
the profile and image of local government within South
Africa as well as in the international arena (both on the
African continent and in the rest of the world).
• Support and advice refers to functions that encapsulate
policy analysis, research and monitoring; knowledge
sharing and municipal support.
• Representation refers to stakeholder engagement
(developing relationships with stakeholders); lobbying
and advocacy (representing the interests of members
in broader debates and programmes), and being an
effective employer representative for members.
• The fourth function is essentially the internal
programmes aimed at strengthening SALGA’s
corporate governance and programmes to deliver on
the three aforementioned functions.
The 5 -Year Local Government
Strategic Agenda
There are three main components to the strategic agenda,
which SALGA has committed itself to give effect to as the
sole representative of the local government sphere:
i) Mainstreaming hands-on support
This component comprises three sections:
• The first deals with what are referred to as crosscutting interventions. These relate to the imperatives
for national and provincial governments to articulate
clearly how they will support local government
institutions (municipalities) and individuals (councillors
and officials).
• The second deals with cross-cutting interventions
relating to communication (within municipalities,
public participation, ICT and the broader image of
local government).
• The third deals with the five KPAs:
o Municipal transformation and organisational
development.
o Basic service delivery.
o Local economic development.
o Financial viability and management.
o Good governance and public participation.
ii) Addressing structure and governance
arrangements to better strengthen, support
and monitor local government
This relates mainly to intergovernmental relations and in
particular the role of provinces to monitor and support
municipalities. iii) Refining and strengthening the policy,
regulatory and fiscal environment for local
government and giving greater attention to
enforcement measures
Here the main activities are the development of the White
Paper on Provincial Government and the review report
on the White Paper on Local Government that are to be
developed during 2008/9.
The 5 Year Local Government Strategic Agenda is the
central policy thrust for local government in South Africa.
It forms the strategic architecture for all local government SALGA’s Strategic Objectives as per
roleplayers to work on. It therefore becomes crucial for
its new Strategic Plan (2007-2012)
SALGA to add value to the Local Government Strategic
Revised strategic objectives for SALGA where developed
Agenda and for its strategic plan to be influenced
at two levels in line with its national conference held in April
accordingly.
32
2007, which has guided the performance of the organisation
in the reporting period July 2007 to March 2008. The first
five strategic objectives represent the change agenda for
SALGA to guide the transformation of the organisation
to enable it to deliver more effectively on its mandate and
to address corporate governance problems inherited from
preceding years. The second set of five strategic objectives
represents the detail of the resolutions from the national
conference, grouped according to five key performance
areas (KPAs) to ensure that the organisation is able to
lend optimal support to the objectives of the 5-Year
Local Government Strategic Agenda (5YLGSA) – a focus
previously missing in the organisation.
The 10 strategic objectives of SALGA are stated below.
•
•
•
•
•
Strategic Objectives for SALGA’s Change
Agenda
Improve SALGA’s capacity to support and advise its
members.
Improve SALGA’s capacity to engage with
stakeholders and lobby and advocate them on
issues in the interest of member municipalities.
Improve SALGA’s capacity to represent members
effectively as the employer.
Enhance and maintain a high profile position locally,
regionally and internationally.
Improve SALGA’s corporate governance and internal
functioning.
Five-Year Local Government Strategic Agenda
Objectives for SALGA
• To contribute to municipal transformation and organisational
development.
• To contribute to the effective and sustainable delivery of
municipal services.
• To contribute to the stimulation of local economies and
poverty alleviation.
• To contribute to the strengthening of municipal financial
capacity.
• To contribute to good governance and public participation
in municipalities.
33
SALGA
South African Local Government Association
34
CHAPTER 2
ORGANISATIONAL
PERFORMANCE
35
SALGA
South African Local Government Association
36
structure that existed prior to the approval of the
new design by the NEC. The structure as it was then
included the following directorates:
Organisational Performance
Introduction to SALGA Programmes
As part of its transformation agenda, SALGA embarked
on an organisational review process that was approved
by the NEC after its April 2007 national conference. The
objective of the organisational review has been to ensure
that SALGA is optimally positioned to play a proactive
role in local government developmental agenda. One
of the key principles that underpinned this process is
the establishment of a new, sustainable and responsive
organisational design.
The organisation’s new institutional structure was
approved by the NEC halfway through the reporting
period (ie on 5 December 2007). Newly established
directorates (especially Economic Development and
Development Planning; Municipal Infrastructure and
Services; and Community Development) were previously
functions within the Governance and InterGovernmental
Relations directorate. A new directorate called Strategy,
Policy and Research was also established to deal with
issues of research, policy, strategy, business planning and
performance management (most of these functions were
co-ordinated by the Office of the CEO (OCEO) during the
2007/8 financial year except for policy and research, which
formed part of the International Relations, Research and
Policy, and Marketing and Communications directorate).
The International Relations, Research and Policy, and
Marketing and Communications directorate is therefore
being dissolved in its current form. Its international
relations, protocol and marketing and communications
components are being incorporated into the OCEO.
The Municipal Labour and Municipal Human Resources
directorate is now known as the Municipal Institutional
Development directorate and also includes the municipal
finance function.
Because the new institutional design was still (as at
the end of March 2008) in the process of being fully
capacitated (including the appointment of executive
directors) - and taking into cognisance that the
organisation is in the midst of transition - the annual
report for 2007/8 is based upon the organisational
37
•
•
•
•
Office of the CEO
Finance and Corporate Services
Governance and Intergovernmental Relations
M u n i c i p a l L a b o u r a n d M u n i c i p a l H u m a n Resources
• International Relations, Research and Policy
Development, and Marketing and Communications.
SALGA’s nine provincial offices have been responsible for
implementing key national initiatives driven by the above
directorates. Highlights of provincial achievements and
some of the challenges experienced are also provided in
this chapter.
Highlights of Achievements for the Period
A key focus of the organisation’s modus operandi
during the reporting period has been to manage the
transformation of SALGA in line with its change agenda
strategic objectives. Many of the key achievements over
the past year therefore relate to resuscitating and reviving
the organisation.
• Completion of the organisational review project:
As part of the CEO’s mandate to transform the
organisation to address chronic governance problems
and to ensure that it is more attuned to support
municipalities to address development challenges
in line with the 5-year Local Government Strategic
Agenda (5YLGSA), the organisation successfully
completed an organisational review, which started
with the appointment of the CEO in April 2007. The
process of appointing personnel to key posts identified
through this review process was underway at the end
of the reporting period (March 2008).
• Developing and implementing SALGA corporate
governance policy frameworks: The organisation also
successfully developed key corporate governance
policy frameworks during the reporting period. These
include:
SALGA
South African Local Government Association
-
-
-
-
-
-
SALGA strategic plan (2007-2012);
SALGA business planning framework;
SALGA budgeting policy;
SALGA internal audit and risk management
Policy;
SALGA performance management policy and
procedure; and
SALGA compliance policy.
• The level of integration of the business planning process
with performance management and monitoring
processes has improved.
• The organisation’s performance management and
remuneration panel was established in the interest
of good corporate governance. The panel will be
responsible for improving the organisation’s internal
functioning through the fulfilment of performance
management and remuneration responsibilities and
obligations.
• Performance scorecards were developed and signed by
the direct reports of the CEO (DCEOs and executive
directors).
• SALGA also began a process of addressing key
correction actions identified by the Auditor-General in
the disclaimer of audit opinion for the 2006/7 financial
year.
• Major risks exposures for the organisation have been
identified and appropriate mitigation actions have been
instituted.
• Key governance structures (such as scheduled NEC
and PEC meetings, a National Members Assembly and
provincial members assemblies/provincial conferences)
were successfully co-ordinated and convened as
scheduled.
• NEC working groups have been reformulated to give
optimal support to the 5-Year Local Government
Strategic Agenda and to local, national and international
issues afflicting local government.
• Relevant provincial conferences and provincial
members assemblies were also successfully convened.
• Improved interface between the administration and its
political leadership;
• Organisational review has provided the basis for an
administration that is better defined and executed in
an integrated fashion.
• Clear articulation of responsibilities and accountabilities
between SALGA and its provincial offices has been
defined, particularly given the need to establish SALGA
as a unitary organisation, serving as the national
association of municipalities.
• A findings register was created to monitor the
implementation status of findings raised by the AuditorGeneral over the last three financial years.
• As at end of March 2008, the status of the findings was
as follows:
- 73% of the findings have been corrected;
- 25% of the findings are being corrected;
- 2% of the findings are yet to be corrected.
• All provincial bank accounts have been consolidated
into a single SALGA account.
• Internal audit and risk management policy introduced
and being implemented
- Managers have been trained.
• Vigorous debt collection measures were instituted
(SALGA was owed R57 million cumulatively since 2001; since July 2007 it has recovered about R40 million)
• A phased-approach in the implementation of a
responsive enterprise resource planning (ERP) system
was started.
• A process of reviewing the revenue model and levy
formula was also initiated.
• Optimal representation, support and advocacy
provided to members on the following key state-led
restructuring initiatives:
- The creation of a single public service
- The White paper review process
- The provincialisation of primary health care
- The Regional Services Council (RSC) levy
- Electricity distribution industry restructuring
• There is now a more focused approach to SALGA’s
membership needs.
• A number of municipalities were assisted with and
represented on conciliations, arbitrations and Labour
Court cases and other matters (see item 1.3 in the
detailed performance table following this section for
the type of assistance provided and to whom).
• At year end the 570 individuals had graduated from
the Executive Leadership Municipal Development
Programme (ELMDP), and 471 are currently registered
with University of Pretoria.
38
• 926 councillors were trained nationally on the housing
induction programme.
• 960 senior finance officials and councillors have
graduated to date from the Wits Business School in
a partnership programme co-hosted by SALGA and
LGSETA.
• At the end of March 2008, 2552 councillors and senior
officials had received training through SALGA.
39
SALGA
South African Local Government Association
National and Provincial Capacity Building Programmes (2007 to March 2008)
National and Provincial Capacity Building Programmes (2007 to March 2008)
Province
Training and CB related
programmes
ELMDP
LODLOG
National Leadership and conflict management
office
Train the trainer
Assessors training
MPA with University of Fort Hare
CDW training
Training on Batho Pele principles
EC
FS
(NMMU) Nelson Mandela Metro
training
Advanced arbitration training
No of Recipients
2nd intake 444
3rd intake 471
32 cllrs and officials
132 cllrs and ward committees
26 SALGA trainers
18 SALGA officials
Total: 1 123
51 cllrs and officials
96 completed
259 recruited
24 officials
10 cllrs
Offered by
University of Pretoria
SALGA/SALA-IDA
SALGA/GCIS
I&DeA
LGSETA/Institute for Quality
Fort Hare
Rhodes University
SALGA and Premier’s Office
30 cllrs/officials/conciliators
Nelson Mandela University
30 cllrs
Global Business Solutions
Gender mainstreaming
Councillor housing training
241
129
Gender Link
SALGA/ Dept Housing
Leadership, change management and
mentorship training
Ward committees training
96 cllrs and officials
University of Free-State
690 ward com members
SALGA
Government communications
Councillor development on water
management
Rights of children training
41 officials
SALGA/GCIS
40 cllrs
Mvula Trust
50 cllrs and officials
52 participants
Presidency
Gender mainstreaming
106
SALGA
IDP learnership
41 learners
SALGA/LGSETA/DLGH
Councillor training on housing
52
SALGA/ DoH
Legal framework for local government
Total: 870
SALGA
Total: 1 168
GP
Councillor mentorship training
Councillor specific training
Councillor training on housing
Councillor water and sanitation
Training on children’s rights
Training on gender mainstreaming
Job Fair
Not Applicable
40
Dept of Housing – Cllr training
KZN
163
SALGA/ DoH
Competency certificate in governance,
18 cllrs
development and politics
Africa Governance Institution
Competency certificate in governance
and South African local government
31 municipal speakers
law
Africa Governance Institution
SHORT COURSES for Municipal
Officials
Committee and meeting management 212 officials
Executive office management
Report writing and minute taking
Customer service excellence
Record and registry management
Reception skills
Africa Governance Institution
total: 424
LP
Councillor training on housing
42 cllrs
LED and IDP training
73 learners
SDF training, assessor and moderator
training
90 officials
Financial management training, level 5
45 officials
Credit Act
48 cllrs/officials
Property rates
60 councilors
23 cllrs
SALGA
Ward committee induction
Training for members of the training
committee
Gender mainstreaming training
Disciplinary hearing
Employment equity training
2034 ward com members
42 Municipal training com
members
53 cllr/officials
43 officials
Housing
HIV/Aids
120 cllrs /officials
SALGA/Prov Dept of Health
Coaching and mentoring for speakers
SALGA/DoH (Wits and Hlaniki)
SALGA/Trade Investment
Limpopo
SALGA/LGSETA
Salga at Dept of Local Gov and
Housing
SALGA and Auditor-General
SALGA and Local Gov
SALGA & DLGH
SALGA
SALGA
total: 2673
MP
DWAF- water and sanitation
Dept of Housing - cllr training
117 cllrs /officials
82
DWAF
WITS
SDF’s training
19
LGSETA
Municipal finance training
164
WDF
Total: 382
41
SALGA
South African Local Government Association
NC
DSC training
LED training
Toolkit training
Ward committee training
SDF training
Cllr training on water and sanitation
20 cllrs
6 working group members
32 cllrs
280 ward com members
22 cllrs
63 cllrs
SALGA/ MTI
SALGA
SALGA
SALGA
lGSETA /SALGA
SALGA
Training on discipline management
150 managers
SALGA
Total: 573
NW
WC
Not applicable
Implemented national programmes
Recognition of prior learning
SDF’s training
not applicable
Ref National
13 cllrs
25 officials
UWC: DLL
LGSETA
Cllr training on water
98 cllrs
Ward Committee Training
10 wards
1060 ward com members
Leadership training for women in L/G
300 cllrs and officials
DWAF
NMMU
DBSA/consultant
DLG&H
GETNET
Cllr training on housing
CDW training
ELDP
87 cllrs and officials
600 CDWs
80 cllrs
SALGA /DoH
SALGA/DLG&H
UWC
Governance summer school
300 officials/political champions Insandla Institute
Total: 2 563
Grand total excluding Gauteng
9 776 Individuals received training
42
CONCILIATION AND ARBITRATION CASES HANDLED: 2007/8 FINANCIAL YEAR
CONCILIATIONS
Province
Received
Resolved
237
44
5
120
84
6
192
410
22
1 114
11
1
1
4
2
3
22
Western Cape
North West
Eastern Cape
KwaZulu-Natal
Limpopo
Free state
Northern Cape
Gauteng
Mpumalanga
National
TOTAL
Unresolved and
arbitration referrals
received
101
37
2
33
119
15
307
Unresolved and
abandoned
Withdrawn
Dismissed
Postponed
4
12
2
1
19
29
1
2
1
33
12
1
2
2
17
11
11
Review
application
-
Labour
Court ruling
-
-
-
ARBITRATIONS
Province
Received
Western Cape
North West
Eastern Cape
KwaZulu-Natal
Limpopo
Free state
Northern Cape
Gauteng
Mpumalanga
National
101
35
3
91
57
11
119
14
TOTAL
420
Settled at
arbitration
20
11
4
3
-
Finalised and
award issued
40
8
1
8
12
4
Ruling issued
Withdrawn
Dismissed
2
1
2
-
16
1
3
-
5
1
2
-
38
73
5
20
8
There are reported pending Labour Court processes involving the Bela-Bela and Greater Letaba local municipalities on
separate matters.
Mpumalanga indicated that 410 cases were referred for conciliation since September 2007, but could not get information
from the SALGBC regional office on any statistics around arbitration referrals.These statistics are therefore not included
in the table above.
The statistics from the Northern Cape and Free State provinces were not available at the time of going to print.
43
SALGA
South African Local Government Association
Key Challenges for the Period
SALGA Organisational Review Project
• Addressing the historical lack of understanding of the
seriousness of legal and compliance matters within the
organisation has been a major challenge. A culture of
non-compliance in the organisation is being mitigated
through a compliance policy, and capacity to monitor
compliance, although established in early 2008, was
still in its embryonic stages of implementation as at
March 2008.
• Although the roles and responsibilities between the
national and provincial offices have been delineated,
implementation is dependent on finalisation of the
new structures, the placement of staff and the filling of
vacancies.
• A pertinent issue is that the organisation is still in the
midst of transition and the culture shift of moving away
from the past and into the future will need to continue
being effectively managed.
• Consolidating administrative and governance structures
in provinces to ensure institutional tenacity and focus.
• Financial constraints have resulted in limited funds being
available for programmes and provincial operations.
This has in turn compromised the organisation’s quest
for optimal effectiveness and efficiency in supporting,
advising and representing its members.
• As far as ICT is concerned, slow network response
remains a problem in some provinces due to limited
bandwidth capacity.
• The comprehensive five-year ICT strategy is also still
to be approved for implementation.
• Capacity and skills (finance, ICT and HR) continue to
be severely constrained.
• Many key corporate governance policies were instituted only over the reporting period concerned
and, as such, implementation and monitoring thereof
were in their nascent stages.
After the national conference in April 2007 a technical
strategic planning workshop was held in June 2007 to
reflect on challenges facing the local government sector
and to process the resolutions adopted by the national
conference. The strategic planning workshop identified
the need to reposition the organisation so as to ensure
that it could adequately achieve its mandate and play a
more prominent role in directing and shaping the local
government terrain.
Since the organisational review project has been a key area
of focus for the organisation during the 2007/8 financial
year, it is useful to provide an overview of this project prior
to detailing organisational performance for the period July
2007 to March 2008.
To this end, SALGA embarked on an organisational review
process approved by the NEC. The objective of the
organisational review has been to ensure that SALGA is
optimally positioned to play a proactive role in the local
government developmental agenda in the country.
The process entailed extensive consultations with both
internal and external stakeholders as well as ensuring
alignment with the organisation’s new strategic direction.
The process was further underpinned by a set of principles,
which included:
• The establishment of a sustainable and responsive
organisational design;
• An institutional arrangement that allows for final
consolidation of SALGA into a unitary organisation
through the clear identification of the role of SALGA
and its provincial offices;
• The need for a customer-centred approach and
enhanced service delivery;
• Repositioning and entrenching SALGA as a knowledgebased organisation (in line with its vision and
mandate);
• Logical clustering of related functional activities;
• The creation of a clear distinction between
organisational and business process issues;
• The standardisation of the institutional configuration
of the provincial offices and alignment to the reviewed
overarching organisational structure;
• Standardisation of position titles across the
organisation;
• Provision of clarity in terms of roles, ownership and
accountability across SALGA, via the institutional
44
review process;
• Establishment of a clear line of sight between
organisational structure and strategy, and
• Consolidation of the new SALGA organisational
culture through the use of appropriate structures,
systems and processes.
Transformation College 1
Transformation college 1 took place in November 2007
to solicit inputs from staff to inform the development
of a performance management policy and the high-level
institutional plan.
Transformation College 2
These principles have been intended to facilitate the
establishment of a single organisational culture for SALGA
and to ensure sustainability in an ever-changing local
government context. It is also important to note that the
organisational review process has been aimed at inspiring
SALGA’s operations, standardising positions and ensuring
that the organisation’s human capital is appropriately
located and optimally utilised.
As part of the process, the clear articulation of
responsibilities and accountabilities between SALGA
and its provincial offices was necessary, particularly given
the need to establish SALGA as a unitary organisation,
serving as the national association of municipalities. These
responsibilities are summarised in the section on provincial
performance contained in this report.
From the commencement of this project, one-on-one
interactions with managers, focus group engagements and
larger workshop sessions have taken place to solicit the
views of SALGA staff. These workshops were termed
“transformation colleges”. A transformation college is a
unique institution that provides a platform for free sharing
of knowledge and ideas. It is characterised by, among
others, the following qualities:
•
•
•
•
Innovation;
Thought leadership;
Integrity; and
Inclusiveness - encouraging participation by all.
Three such colleges (transformation college 1, 2 and 3)
were held during the reporting period.
Transformation college 2 took place in January 2008
and was used to further inform and validate SALGA’s
institutional plan as approved by the NEC in December
2007 (see below).Transformation college 2 also provided
staff members with an opportunity to participate in the
shaping of a new SALGA at the unit-level design. The
objectives of transformation college 2 were to:
• Build upon the lessons learnt and experience gained
from transformation college 1;
• Provide context to the organisational review process;
• Provide an overview of the approved high-level
institutional plan;
• Reflect on and develop a detailed institutional plan
aligned to good practice, SALGA’s mandate and
strategy, and the adopted high-level institutional plan;
and
• Provide input on the way forward in terms of the
organisational review process.
Based on the inputs derived from transformation colleges 1
and 2, four proposals (options) of the high-level institutional
plan for SALGA and its provincial offices were submitted
to the NEC for consideration and adoption in December
2007 together with the performance management policy.
The NEC approved the performance management
policy and the recommendations made towards the
implementation of the performance management system.
From the four options for the institutional plan, the NEC
also approved and signed-off on option 1(a) on page 46,
which includes the preferred suggested reporting lines for
SALGA’s provincial offices, viz reporting to the Office of
the CEO.
45
Internatonal
Relations &
Protocal
IGR
Advocacy
and lobbying
Governance
Support
5YLGSACoordination
Eastern Cape
46
Capacity
Building
Collective
Bargaining &
Labour
Relations
ERP systems
Asset
management
HR Support
Local
Government
Finance &
Budget
Planning
Municipal
Institutional
Development
Environmental
Management &
Regulatory
Support
Development
Management &
Planning
Economic
Development
(ICT, ASGISA,
IDPs, PGDS,
NSPS, EPWP)
Land reform
and housing
Economic
Development
&
Development
Planning
Executive Support in the office of
the CEO
International relations
National IGR
Stakeholder engagement
Organisatinal leadership
Solid Waste
Water
Electricity
Sanitation
Transportation
& Roads
Infrastructure
Municipal
Infrastracture
and Services
Mainstreaming
e.g.Youth,
Gender, HIV
Disaster
Management
Health
Safety &
Security
Human
Development
Community
Development
Legal,
Compliance &
Risk
Internal Audit
ICT
HR
Administration
Finance and
Treasury
Finance and
Corporate
Services
Secretrariat
Risk Management
Compliance
Legal
SALGA
The implication of the NEC approval and sign-off on the high level institutional plan is that SALGA now has a new high-level design which forms the
overarching structure to guide organisational transformation.
Western Cape
North West
Northern Cape
Mpumalanga
Limpopo
KwaZulu Natal
Gauteng
Free State
Research
Policy
Development
Strategy,
Business
Planning &
Organisational
Performance
Knowledge Hub
& Management
Governance
& IGR
Provincial
Offices
2010
Communications,
Marketing &
Donor Relations
Strategy,
Policy &
Research
Office of the CEO
SALGA’S NEW INSTITUTIONAL DESIGN
South African Local Government Association
Transformation College 3
Transformation college 3 took place in March 2008
and involved a verification process of the information
obtained and decisions made by transformation college 2
to conclude the design and obtain approval for the final
structure. The validation of the detailed-level institutional
plan during transformation college 3 yielded few changes
to the primary focuses and responsibilities of the various
functional areas within SALGA.The only instance of change
to the original high-level design occurred in the Office of
the CEO, where risk management was included with the
legal, compliance and secretariat function.The new function
is known as legal, compliance and risk management.
In addition, the roles and responsibilities of the SALGA
national and provincial offices, as established during
transformation college 1, were again affirmed. The highlevel institutional plan (as presented on the previous
page) consists of 12 functions and nine provincial offices
reporting into the Office of the CEO.
It should be noted that five key units were established
within the national office during the transitional period
to drive key corporate governance principles. These
units are: Performance Management unit, strategy and
Business Planning unit, Compliance unit, Internal Audit
and Risk Management unit, and Finance unit. These units
are being reconfigured in accordance with the approved
organisational structure with legal, compliance, risk
management and internal audit remaining in the OCEO
and performance management and strategy and business
planning being housed under the newly-created Strategy,
Policy and Research directorate.
Whilst the organisational review project has been a key
initiative of the organisation during this transition period,
SALGA has had to ensure ongoing representation, support
and advocacy to its members. These are highlighted in the
review of organisational performance on pages 55 to 106.
47
SALGA
South African Local Government Association
Summary of Provincial Achievements and
Challenges Experienced
SALGA’s provincial offices are its key implementing agent.
The following table details differentiated responsibilities
for national and provincial offices, with these distinctions
being used to guide the allocation of each function’s
responsibilities at both levels.
SALGA National Office
•
Organisation-wide strategy development.
•
Function-specific strategic leadership and direction.
•
Research and policy development.
•
Special projects, such as 2010 and sector-related
restructuring (eg single public service, electricity,
transport).
•
Serving as a sector-wide centre of knowledge and
expertise.
•
Organisation-wide business planning.
•
Organisation-wide performance planning, monitoring
and facilitation.
•
International relations (at national level).
•
Programme management integration and evaluation.
•
Intergovernmental relations (at national level).
•
Stakeholder engagement.
•
Driving and co-coordinating programmes with
national strategic imperatives.
From the table above, it is clear that both national and
provincial elements of SALGA should be driven by the
principle that SALGA is a single organisation, with its
national office in Pretoria and a provincial presence in
each of South Africa’s nine provinces. The national office
is responsible for organisation-wide policy formulation,
strategy development, organisation-wide activities, and
performance monitoring and evaluation across SALGA,
SALGA Provincial Offices
•
Identification and integration of provincial strategic
priorities within the context of each province.
•
Interpretation of the SALGA strategy and ensuring
alignment of provincial tactical and operational plans
to the organisation-wide strategy.
•
Providing input to the organisational strategic
formulation process.
•
Provision of business information based on
geographical context.
•
Programme execution in the provinces and technical
support (eg 5 Year Local Government Strategic
Agenda – 5YLGSA).
•
Provincial organisational performance delivery and
reporting.
•
Provision of support to municipalities on
international relations (eg twinning arrangements of
individual municipalities).
•
Management of intergovernmental relations (eg at
provincial level).
•
Engagements with various stakeholders at provincial
level.
•
Serving as a centre of knowledge and expertise.
•
Facilitating and promoting knowledge exchange
among municipalities.
•
Inter-municipal relations.
whilst each provincial office is mandated to focus on
implementation, and contextualisation of policies and
strategies to suit the dynamics of each province. Each
province also holds a responsibility for providing input,
from a provincial perspective, into the formulation and
refinement of strategies and approaches developed at
national level.
48
SALGA Eastern Cape
SALGA Gauteng
Highlights of Achievements for the Period
Highlights of Achievements for the Period
• The province successfully held its PMA in March 2008
• All six districts have functional Governance and IGR
units.
• The number of municipalities that have completed
their job evaluations and have published their results
has improved substantially over the past year. Forty
member municipalities completed their job evaluation
by the end of 2007, 24 of which have since had their
results published.
• The provincial office participated in the development
and subsequent rollout of the performance management
toolkit.
• SALGA Eastern Cape has been an active participant
in the review of existing collective agreements and in
prompting a rethink of the policy framework.
• The human resources task team was established
to, among others, refine the work of the political
structures and help, guide and direct support at the
relevant districts.
• The Local Government Pension Fund (LGPF) was
established and registered. All municipalities were
advised that all new employees joining them should be
introduced into this fund and become members.
• A provincial energy forum was established.
• 45 municipalities supported to address the challenges
of backlog in delivery sanitation targets.
• 13 out of 14 municipalities were assisted to sign
performance agreements with municipal managers.
• 14 municipalities were assisted to develop credible
workplace skills plans and training programmes to
improve their capacity.
• Three EDI regional labour structures were established
in the province.
• Provincial strategy on water services developed to
assist municipalities to meet targets in water and
sanitation.
• SALGA Gauteng successfully lobbied DWAF for
additional funding for the eradication of the remaining
bucket sanitation system in Lesedi and Westonaria
districts.
• All HRM working groups and HRM sub-committees
are fully functional.
• All municipalities have established municipal public
account committees (MPAC) and are receiving training
from the Department of Local Government (DLG) in
the province.
• Programme planning for the development of a water
conservation in schools programme is at an advanced
stage with the following stakeholders on board: Joburg
Zoo, Kungwini, Nokeng Tsa Taimane, Metsweding, Rand
Water and DWAF.
• Three municipalities - City of Tshwane, Mogale City
and Randfontein - have been assisted in rolling out an
anti-corruption strategy.
Key Challenges for the Period
Key Challenges for the Period
• The provincial office is severely under-capacitated,
thus constraining its ability to render effective support
to municipalities.
• Most municipalities have a problem with incorrect
billing, credit control policy and data cleansing. This is
in part due to their own capacity constraints.
• Poor financial sustainability will increasingly threaten
all of the functions of SALGA Eastern Cape.
• A limited budget, and poor staff capacity and skills
severely compromise the ability of the provincial office
to offer optimal support to municipalities.
• The bucket sanitation system is mushrooming again
in areas that were not designated for the 2007 target.
SALGA Gauteng will need to develop a strategy to
mitigate this as it is placing pressure on the delivery of
services.
• By the year end the Gauteng Department of Education
and Magalies Water had still to become involved in the
schools programme for water conservation.
49
SALGA
South African Local Government Association
SALGA Limpopo
Highlights of Achievements for the Period
• 26 municipalities attended a workshop on divisional
collective agreement on conditions of service
• All municipalities have been assisted to comply with
the Employment Equity Act.
• A guideline on indigent policy was developed to assist
municipalities to develop policies and registers.
• A local water services managers forum between
Limpopo and North West provinces was initiated
and three meetings were held on knowledge sharing
between the provinces as part of an integrated and
coordinated water services programme (WSP).
• A task team was established to fast track the
implementation of the provincial water services
strategy.
• Research was conducted on a village-by-village basis to
verify water backlog figures.
• A guide (template) was developed to assist municipalities
to factor important information to create credible IDPs
and ensure its alignment with sector departments.
• All 30 municipalities had reviewed their IDPs during
the reporting period.
• Four district workshops were held to inform
municipalities about the process for migration and
placement of staff into REDs.
• Structured collaboration was established with the
Limpopo Youth Commission.
• The appointment of non-qualified people to section 57
positions is a problem. Also the turnover of CFOs was
high during the period.
• Although 23 municipalities have established training
committees, there is a need to realign some of these
committees.
• The provincial office is unable to promote optimally a
high performance environment through coaching and
mentorship for councillors due to insufficient funds.
Key Challenges for the Period
• Although all 30 municipalities had submitted their
workplace skills plans, there is non-completion of
planned activities (based on the approved plans) by
some municipalities.
• The functioning of ward committees and their
relationship with CDWs is still a problem in the
province.
• Ward committee members need accredited training,
but the provincial office does not have funds for this.
• The office does not have a dedicated person to deal
with issues of youth development (a critical interest
group in the province).
• Some municipalities are still relying on 2001 SA Stats
figures to ascertain backlogs.
50
SALGA Mpumalanga
Highlights of Achievements for the Period
• All PEC resolutions formed part of a provincial action
plan, which was promptly executed.
• Successfully enhanced media relations between
the provincial office and the print media through
establishing a working relationship with Lowvelder
newspaper, Mpumalanga News and Witbank News;
and with electronic media (SABC Radio and SABC
Television).
• All provincial events (such as the PMA, provincial
conference, budget week, youth summit, provincial
consultative workshop, 2010 workshop and provincial
SALGA games) received excellent media coverage.
• Successfully contributed to the establishment of a
provincial monitoring and evaluation forum.
• The provincial office played a proactive role in ensuring
that 73 section 57 management positions were filled.
• All CFO positions in the 21 municipalities were filled.
• All municipal managers have a signed performance
agreement (in all 21 municipalities)
• All section 57 managers have signed performance
agreements.
• 82 councillors from 19 municipalities were trained on
housing issues and 75 participants from 15 municipalities
enrolled for the third intake of Executive Leadership
Municipal Development Programme (ELMDP).
• 20 skills development facilitators from 15 municipalities
were trained on the 19 March 08 on monthly
monitoring reporting template and planning for the
Workplace Skills.
• EDI Restructuring - all municipalities in Mpumalanga
have signed accession agreements; successfully
persuaded EDI Holdings to provide funding for ring
fencing of assets and municipalities have had input into
the EDI Restructuring Bill.
• Developed a position paper on IGR co-ordination in
the province.
• The provincial office also developed a municipal
governance manual that clarifies the roles and
responsibilities of political office bearers and
administration in municipalities.
Key Challenges for the Period
• Centralisation of the SALGA finance section is
making it difficult for the province to keep track of
administrative expenses since financial recording is
now done at the national office.
• Due to the centralisation of the supply chain function,
the province does not have control over procurement
of goods and services, hence making it impossible to
ensure a 50% affirmative procurement.
• NEC and EMT resolutions are not received in time
from the national office, making it difficult to implement
decisions timeously.
• There is a lack of uniform reporting on KPIs of the
5YLGSA by all provincial stakeholders.
• Skills and capacity of some municipal managers
constrain the effectiveness and the efficiency of the
support provided to municipalities by the SALGA
provincial office.
• National Moderation Committee (NMC) has
commented on poorly written job descriptions by the
following municipalities: Mbombela, Elias Motswoaledi,
Thaba Chweu and Ehlanzeni.
• Not all skill development facilitators from the
municipalities attended the skills development training
session held during the financial year.
• Credibility of the WSP is still to be confirmed by
LGSETA.
• Guidelines on roles and responsibilities of chief whips
and functioning of committees of council (section 79
and 80 committees in terms of the Municipal Structures
Act).
• Reluctance of municipalities in distress to be assisted
by SALGA has been a major problem.
• The confidentiality exercised by DLG when dealing
with distressed municipalities often led to SALGA
being sidelined from deliberations.
• Due to old infrastructure in sewage plants, spillages
of sewage continue to cause serious health hazards.
Furthermore, municipalities are not prioritising
the refurbishment of sewage plants in their MIG
allocations.
• Statistical information on backlogs in the province is
still disputed, as 2001 census data is still being used by
some municipalities.
• Powers and functions between district and local
municipalities is still a cause of contention.
• Sector plans are not integrated into all IDPs.
• Junior officials are often sent by municipalities for IDP
analysis.
51
SALGA
South African Local Government Association
SALGA Northern Cape
Highlights of Achievements for the Period
• 100 percent compliance with internal change
management processes.
• SALGA N/C is part of the independent provincial
support task team to support all 32 municipalities with
the appointment of municipal managers and section 57
managers. For the period under review a total of 10
and six municipalities have benefited from this support
for the appointment of municipal managers and chief
finance officers respectively.
• SALGA N/C has successfully workshopped all 32
municipalities on the EDIR process and ensured
that all 27 local municipalities form part of the three
RED regional engagement forums. Out of the 27
municipalities 23 have already signed concession
agreements.
• Administered direct support programme to the
following municipalities in Magareng Municipality
(public participation, labour unrests management),
Mier Municipality (land summit for LED), and Nama
Khoi and Syathemba municipalities (structured youth
development and participation in LG).
• Training:
o Of 380 ward councillors, 200 received ward
committee training during the reporting
period.
o 20 councillors graduated in 2007 ELMDP
and 20 councillors are part of the 2008
programme.
o 58 councillors trained with the councillors
toolkit as development support councillors.
o 32 HR managers trained on management of
disciplines and occupational health and safety.
o ELMDP: 10 officials graduated in 2007 and 10
are part of 2008 programme.
o 174 ward committees from 27 municipalities
received training by SALGA from July to
August 2007.
o Ward committee training was extended
to benefit all community development
workers and ward committee officers of
municipalities in the province.
o
o
o
o
o
Premier Intergovernmental Forum;
Provincial Cabinet Lekgotla;
Governance and Administration Cluster;
Prevention of Crime and Security Cluster;
Portfolio Committee: Local Government and
SCOPA.
o Provincial Water Stakeholders Forum
• 32 municipalities were assisted to have HIV/Aids
workplace programmes in place between July 2007
and March 2008.
• 27 out of 32 municipalities have submitted their task
system job descriptions. To date the job descriptions
of five municipalities have been evaluated.
Key Challenges for the Period
• Ability of municipalities in the province to attract
expertise in the areas of financial management, human
resource and organisational development, and local
economic development.
• Financial viability of majority of small rural local
municipalities in the province.
• Resource incapacity and limited expertise is severely
hampering the provincial office’s ability to offer optimal
support to municipalities in areas such as performance
management, municipal finance, human resource
and organisational development and local economic
development.
• Through the IDP engagement process SALGA
Northern Cape realised that the quality of IDPs in
some local municipalities is substandard, which could
thus devalue the PMS.
• The MTEF fund allocation particularly, for small
project (ie with budget allocation less than R15
million) negatively impacts on ability of municipalities
to implement municipal infrastructure grant projects.
• The lack of capacity in the Finance and Corporate
Service directorate to support SALGA as a unitary
organisation.
• SALGA Northern Cape is a recognised stakeholder
and an active participant in the following IGR forums
in the province:
52
SALGA North-West
Highlights of Achievements for the Period
• 5YLGSA - SALGA NW strengthened its role as a
strategic partner and roleplayer in the intervention
and support programmes developed and implemented
for NW municipalities. In addition, SALGA NW fully
participated in the provincial deployment forum;
provincial monitoring and evaluation forum and key
structures in support of the 5YLGSA.
• 24 out of 25 municipalities have filled the municipal
manager posts. one municipal manager resigned after
being suspended. Therefore, the province has only one
municipal manager vacancy.
• 128 other section 57 posts have been filled.
• 56% performance agreements were signed with section
57 managers.
• SALGA NW together with DWAF conducted the
sanitation technology options workshop at Bophirima
District Municipality to share information about the
best options and to bring services to the communities
to eradicate the bucket system.
• SALGA NW, with Support of Environment and
Sustainable Development Project (SESDNW)-a
donor funded project by the Finnish Governmenthas developed a training strategy and action plan
for both councillors and officials in the North West
municipalities on environmental management, spatial
planning and land use management.
• An integrated waste management training session
for councillors and officials dealing with waste
management was held from 26-29 November 2007 in
Bloemfontein.
• Four district-based workshops were held with
municipalities on the environmental IDP toolkit. The
purpose of the workshops was to update municipalities
on various environmental management tools they can
use to include environmental management issues in
the integrated development planning processes.
• SALGA NW, in collaboration with the Department
of Agriculture Conservation and Environment, held
four district workshops with Buyisa-e-Bag on the
establishment of buy back centres. These are recycling
centres and assist municipalities in the minimisation of
waste in their area of jurisdiction.
• SALGA North West, in collaboration with the
Department of Developmental Local Government and
Housing in the province, assisted municipal item on
spatial planning and land use management.
• 24 out of 25 municipalities (except Molopo LM) have
submitted their WSPs. 90% of those had received
mandatory funds as at March 2008.
• All four district IGR forums were established. All
four office bearers and dedicated officials of SALGA
NW have been deployed to attend these forums and
assist during deliberations. A framework to effect their
functionality has also been developed.
Key Challenges for the Period
• 5YLGSA - no adequate funding to roll out some
key programmes to offer even greater support to
municipalities.
• Co-ordination and integration are still a challenge to
effectively implement programmes of the 5YLGSA.
• 35 section 57 posts are still (as at March 2008) vacant
in the province.
• Poor and/or non-attendance by municipalities to some
of the training programmes hosted by SALGA NW
poses a major challenge.
• Lack of capacity constrains the provincial office’s
ability to render effective support to municipalities in
environmental matters.
• Lack of capacity on spatial planning and land use
management (particularly in small rural and urban
municipalities) is also a major problem.
• Municipalities in the province are still grappling with
backlogs in sanitation.
• Lack of provision of free basic water and sanitation in
some municipalities in the province.
• Inadequate MIG funding hampers the pace of delivery
for municipalities.
• Lack of adequate capacity of ward governance system
and effective community participation prevents more
effective governance.
• No adequate recognition of SALGA at provincial
izimbizos.
• Although the provincial monitoring and evaluation (M&E) forum has been established, the establishment
of the district M&E forums is still a challenge.
53
SALGA
South African Local Government Association
SALGA Western Cape
Highlights of Achievements for the Period
• The SALGA Western Cape provincial office played
a proactive role in influencing 13 municipalities to
reverse their decision to resign from SALGA during
the past year.
• Progress with appointment of section 57 managers in
a number of municipalities (80% achieved by end of
fouth quarter).
• Only 12 section 57 vacancies in total at the end of the
reporting period – a substantial reduction from the
preceding financial year.
• 28 out of 30 municipalities have completed job
descriptions and post evaluations.
• 63 councillors participated in the Executive Leadership
Development Programme.
• Sanitation targets were met by all municipalities at the
end of 2007. The ‘bucket system’ was eradicated in
informal areas by December 2007.
• All schools in the Western Cape have proper sanitation
facilities.
• Transfer of municipal primary health care personnel to
provincial government - 29 out of the 30 municipalities
were assisted to transfer their personnel to provincial
government.
• 10 municipalities have been consulted on the
understanding of the restructuring of electricity
distribution.
• Only three municipalities do not have credible IDPs.
• Successfully held a workshop with the districts and
the metro municipality on mainstreaming issues of
gender, youth, HIV/Aids and disability (a subsequent
engagement was also held with IDP officers).
• Implementation of the 5YLGSA is hampered as the
appointment of municipal managers and section
57 managers political is affected by political party
interference. In addition, two municipal managers were
suspended during the reporting period.
• Funding is required to continue the Executive
Leadership Development Programme in the province.
• Participation of municipalities in RED1 very poor, in
spite of SALGA provincial office’s best efforts.
Key Challenges for the Period
• The provincial office is experiencing capacity problems
at management level.
• Capacity challenges in the office have also hampered
the provincial office’s ability to optimally support
municipalities.
• As at March 2008, Cape Town Municipality still refused
to pay its membership levy unless the issue of arrears
is resolved. Beaufort Municipality still also had to pay.
54
Organisational Performance
PEr strategic objECtives
55
SALGA
South African Local Government Association
56
Strategic Objectives for SALGA’s Change Agenda
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.1 Number of selected and
New indicator As agreed3 upon 100% complied as at March 2008.
agreed upon municipalities
at LGSETA and
• Numbers and funding agreed to at
trained in conjunction with
SALGBC.
both LGSETA and SALGBC. However
SALGBC and LGSETA to
a new service provider needs to
enhance their capacity to deal
be selected as the initially selected
with disciplinary cases.
provider will not be able to carry out
the workshop.
1.2 Number of collective
New indicator Collective
Work in progress as at March 2008.
agreements proposed and
agreements
• A number of collective agreements
resolutions presented to the
proposed and
have been proposed as follows:
SALGBC to advocate labour
resolutions
1. Disciplinary code and
peace in the sector and
presented to
represent the employer at
SALGBC.
SALGBC by May 2. Minimum essential services (these are
2008.
being negotiated).
3. Resolutions on matters (eg task grading)
tabled and being attended to by parties
at SALGBC.
4. Medical aid restructuring – six medical
schemes have been restructured to five.
5. Pension fund restructuring – received
mediator’s proposal, which SALGA
initially supported. This issue is being
looked at in the context of developments
within a single public service and a
report will be tabled at a SALGA NEC
meeting during the first quarter of the
2008/9 financial year.
57
SALGA
South African Local Government Association
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.2 Number of collective
New indicator Collective
6. Facilitated the employee transfers
agreements proposed and
agreements
from municipalities to REDs – the
resolutions presented to
proposed and
TLRS finalised the draft placement and
SALGBC to advocate labour
resolutions
migration agreement. The draft transfer
peace in the sector and
presented to
of employees collective agreement, which
represent the employer at
SALGBC by May
will guide the placement of employees,
SALGBC.
2008.
was finalised. These will be tabled at an
NEC meeting during the first quarter of
2008/9.
7. An MoU to be signed between SALGA
and EDI to safeguard the interest of
municipalities.
8. SALGA is consolidating the ‘due diligence
document to safeguard employees’
benefits for submission to EDI.
All of the above will need to be
implemented in 2008/9.
58
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.3 Number of municipalities
New indicator All effected by
100% complied.
assisted with and represented
June 2008.
• A position paper on SPS was developed
on transformation4 issues
and submitted to DPSA to be taken
(provincialisation of primary
into account in the amendment of the
health care (PPHC), the single
SPS Bill. SALGA also serves on Nedlac
public service (SPS) and EDI
on matter. SALGA serves on the
restructuring (EDIR).
National Health Council, representing
its members on the provincialisation of
primary health care services. However
provinces are not optimally supporting
the PPHC initiative, as representation
on the provincial health councils (PHC)
is not optimal. SALGA’s support for the
EDIR initiative is working well.
1.3
(a)
Number of municipalities
New indicator
assisted with and represented
on conciliations, arbitrations
and Labour Court cases and
other matters.
Municipalities
assisted,
especially in
conciliations,
arbitrations and
Labour Court
matters that
have national
impact
59
• SALGA successfully assisted the City of
Cape Town in rescinding the arbitration
award wherein section 57 employees
and employees on fixed term contracts
would have became permanent at the
expiry of their fixed term contracts.
The arbitrator, on 21 January 2008, set
aside and/or rescinded the arbitration
award.
SALGA
South African Local Government Association
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.3 Number of municipalities
New indicator Municipalities
• SALGA successfully applied for and
(a) assisted with and represented
assisted,
recieved a leave to appeal against two
on conciliations, arbitrations
especially in
decisions of the Labour Court one
and Labour Court cases and
conciliations,
would allow the municipal union to
other matters.
arbitrations and
stage a secondary strike whenever the
Labour Court
public service is on strike.
matters that
• SALGA further assisted Tshwane
have national
Municipality to successfully obtain
impact
leave to appeal against a decision of the
Labour Court of Johannesburg granting
employees whose fixed term contracts
had expired permanent employment
until the main case involving the
cities of Johannesburg, Tshwane and
Ekurhuleni was finalised.
• SALGA assisted Nkonkobe Municipality
on a pending Labour Court review
case.
60
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.3 Number of municipalities
New indicator Municipalities
• SALGA assisted the City of Cape Town
(a) assisted with and represented
assisted,
in an arbitration case where the city
on conciliations, arbitrations
especially in
wanted the SAMWU-initiated strike
and Labour Court cases and
conciliations,
fund declared invalid or SAMWU to
other matters.
arbitrations and
instruct its members to, in writing, to
Labour Court
advise the municipality to apply for it to
matters that
make deductions from their salaries.
have national
• SALGA intervened in the matter in
impact
which the Cape High Court delivered
a judgment directing the Bophirima
Municipality to pay about R12 million
in pension to employees transferred to
the roads department. A legal opinion
was sought but the rules of the fund
appeared to oblige the municipality to
take responsibility. The matter could
not be pursued any further.
• SALGA assisted the Nama-Khoi
Municipality in an arbitration
matter that involved two section
57 managers whose contracts were
being terminated. SALGA secured a
settlement agreement in respect of one
and arbitration proceeded in respect of
the other. The arbitration award, which
SALGA viewed as seriously flawed,
was issued in favour of the employee.
However, the Municipal Council
decided to implement the award rather
than take same on review.
61
SALGA
South African Local Government Association
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.3 Number of municipalities
New indicator Municipalities
• SALGA handled the housing dispute
(a) assisted with and represented
assisted,
filed by IMATU. The matter is still to
on conciliations, arbitrations
especially in
be scheduled by the Bargaining Council.
and Labour Court cases and
conciliations,
• SALGA also assisted the Bojanala
other matters.
arbitrations and
Platinum District Municipality in staying
Labour Court
the arbitration award issued against
matters that
the municipality. The award related to a
have national
‘contract’ employee and was delivered
impact
in the context of the ‘settlement
agreement’ provisions that SALGA
was challenging with the Labour Court,
as stated above. The award will not be
implemented until the matter in the City
of Johannesburg and other municipalities
has been decided either in court or
by the newly proposed settlement by
IMATU.
The following advice was given to
municipalities during the year:
• Exemption applications from collective
agreements considered: Umhlatuze
(refused per HRMWG), Ukhahlamba
(granted), Madibeng municipalities
handled and defended at the Bargaining
Council.
62
STRATEGIC OBJECTIVES:
•
•
KPI
NO
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
INDICATOR
• Finalised the categorisation of
municipalities and the development
of the wage curve for the sector. The
new draft job evaluation collective
agreement has been revisited by
SALGA pursuant to far-reaching
implications of certain current
provisions.
• The draft proposals were lifted and
covered in the HRMWG meeting.
SALGBC appointed a task team to
consider the proposals received from
respondents. The job evaluation is
scheduled for finalisation by or before
end November 2008.
• Arbitration process on the
categorisation dispute was concluded
and was adopted by NEC in August
2007. Exchange of statements of case
between the two legal teams took
place. As at March 2008 the arbitration
date was pending from SALGBC. The
expected arbitration award to be only
an advisory one, which will enable the
parties to review their positions.
• Legal services provided to Phalaborwa
Municipality on the implementation
of SALGBC divisional collective
agreement and payment of acting
allowance to section 57 employees.
• Legal opinion provided to
Lepelle-Nkumpi Municipality on
implementation of remuneration of
Office Bearers Act.
63
SALGA
South African Local Government Association
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.4 Support the Executive
Signed
June 2006 - 2008 Achieved.
Leadership Municipal
service level
• First intake - 224 graduated
Development Programme
agreement
• Second intake - 393 graduated
(ELMDP)
with University
• Third intake - 309 registered at
of Pretoria
University of Pretoria
• Non completion of the programme
(dropouts) is a challenge.
• Non-systematic approach for tracking
payments
• 570 graduated to date, 471 currently
registered with University of Pretoria
1.5
Ensure registered qualification Induction
2006 - 2007
(NQF L3) of the local
content outline
government councillor
practices course.
1.6
Initiation of local democracy
MoU between 2005 - 2008
and local governance (LodLog) SALGA and
3 programme
SALA-IDA
Achieved in October 2007.
• Registered qualification
• Material development for four modules
• Secured funding from GTZ
• SAQA’s slow processes resulted in
delay in set timeframes
• Four modules developed in line with
LGSETA ETQA requirements.
• Revised MoU signed for Lodlog SA
• 96 councillors and officials were trained
in the first three-year phase
• Study material for the seven-module
series developed.
• SALGA accredited by LGSETA to
carryout this training programme.
Achieved as at March 2008.
• Certification of Lodlog 2 participants
has been done.
• Commencement of Lodlog 3 in 19
municipalities
• The programme will need to be
accredited in 2008/9.
64
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.7 Councillor induction on
SALGA’s
July 2007
Achieved in February 2008.
housing
councillor
• SALGA contributed to the course
induction
content and material development.
• SALGA co-ordinated the training in all
provinces
• 926 councillors trained nationally
• Training programme to be accredited
by relevant SETA.
A national capacity building framework has
1.8 % review and implementation New indicator 100%
completion
been finalised with DPLG.
of the current capacity building
• Development of a comprehensive
programme5 in collaboration
by June 2008
with LGSETA, SAMDI, DPLG,
strategy (based on the national capacity
DBSA, Treasury etc.
building framework) before the end of
the 2008.
1.9 % representation of SALGA at 100%
100%
100% complied.
LGSETA.
representation representation • Developed (with LGSETA), a strategic
at all scheduled
plan for 2008/9. An MoU between
meetings
SALGA and LGSETA will be signed in
and official
the first quarter of 2008/9.
engagements.
1.10 Number of MoU’s concluded
with institutions of higher
learning and professional
bodies or associations.
New indicator 3 MoUs by
June 2008
65
Two MOUs signed by March 2008 with
the Swedish Association of Local
Authorities International Development
Agency (SALAIDA).
• Two other MOUs (with Wits and
Unisa) business schools have been
endorsed and will be signed between
SALGA and the institutions in the first
quarter of 2008/9.
SALGA
South African Local Government Association
STRATEGIC OBJECTIVES:
•
•
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
1.11 % completion of the
New indicator 100% by June
Framework developed with LGSETA in
framework for municipalities
2008
November 2007.
to develop the workplace skill
• Evaluation and implementation of the
plans incorporating objectives
framework will happen in 2008/9.
of JIPSA and ASGISA.
• 960 senior finance officials and
1.12 Conceptualised the functioning New indicator Concept paper
of the HR practitioners’ forum
developed by
March 2008.
1.13 Workshops on job evaluation
collective agreement
conducted
Communication on
provincial
workshops to
be conducted
Nine provincial
workshops
conducted by
March 2008
councillors graduated to date with
Wits Business School, in a partnership
between SALGA and LGSETA. In total,
2552 councillors and senior officials
received training through SALGA, a
factor indicating the normalisation
of the political and administrative
interface required by the 5YLGSA. The
number of senior municipal officials
and councillors was 2552 at the end of
March 2008.
Position paper developed as at March 2008.
• Position paper prepared on the
establishment of HR forum pursuant
to which a CEO circular was issued to
municipalities.
• Position paper discussed at the HRM
working group.
• As at the end of March 2008, HR
practitioner forums had been launched
in Western Cape, KwaZulu-Natal,
Gauteng and North West. Other
provinces will follow in 2008/9.
Seven provincial workshops as at March
2008.
• Workshops held in all provinces except
North West and Eastern Cape.
• Hold workshops in North-West and
Eastern Cape provinces in 2008/9.
• Finalisation of job evaluation collective
agreement will take place in 2008/9.
66
STRATEGIC OBJECTIVES:
•
•
KPI
NO
1.14
1.15.
Improve SALGA’s capacity to support and advise its members
Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them
on issues in the interest of member municipalities
KEY PERFORMANCE AREA
To improve SALGA’s capacity to support, represent and advise its members.
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
INDICATOR
Provide oversight to the
Annual
Certificates
Accreditation for the 2006/7 financial year
medical aid restructuring
accreditation
to the six
was completed in 2007.
process for the sector
process of
accredited
• Medical aid schemes number five due
six medical
medical schemes
to the merger of two schemes.
schemes
issued
handled
Provide oversight to the
Mediator’s
SALGA position Mediator’s proposal received and
pension fund restructuring for proposal on
on the draft
deliberation by SALGBC parties awaited as
the sector
draft collective collective
at March 2008.
agreement
agreement
• Finalisation of collective agreement will
received and
finalised
take place in 2008/9.
considered by
the SALGBC
parties
67
SALGA
South African Local Government Association
STRATEGIC OBJECTIVES:
•
Improve SALGA’s capacity to support and advise its members
•
Contribute to municipal transformation and organisational development
KEY PERFORMANCE AREA
To facilitate the implementation of a labour and human resource dispensation in municipalities that enhances
service delivery.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and
NO INDICATOR
Comment
2.1
Number of roadshows held on
New indicator
Two roadshows
First roadshow staged with
awareness of new HR policies
annually
the launch of HR forums in
and procedures.
March 2008.
• May need more that
two roadshows and/or
consultative meetings
to finalise both the long
outstanding (from 2002)
job evaluation project as
well as wage negotiations.
• Once negotiation strategy
is finalised during the
second half of 2008 and
there is tangible progress
on job evaluation, the
roadshows will continue.
2.2
Number of campaigns
conducted on employee
wellness and on HIV and Aids.
New indicator
Two campaigns
annually.
68
Work in progress as at
March 2008.
• Progress has been slow
due to human resource
constraints.
• HIV/Aids manual
developed and rolled out
to members.
• An agreement has
been reached between
SALGA and SA Cities
Network to extend
the Aids advice
programme to the rest
of municipalities.
• The programme will
be finalised through a
PPP with SACN and
Nedbank during 2008/9.
STRATEGIC OBJECTIVES:
•
Improve SALGA’s capacity to support and advise its members
•
Contribute to municipal transformation and organisational development
KEY PERFORMANCE AREA
To facilitate the implementation of a labour and human resource dispensation in municipalities that enhances
service delivery.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and
NO INDICATOR
Comment
New indicator
100% by June 2008
Work in progress as at
2.3
% development of an
March 2008.
overarching human resource
• To be completed in the
strategy6 for the sector.
second quarter of the
new financial year.
2.4
National skills audit conducted. New indicator
Eight municipalities
Nine municipalities audited
audited
at as March 2008.
by 31 March 2008
• Nine municipalities have
been subjected to the
skills audit process, but the
data will be interpreted
only in the first quarter of
2008/9.
2.5
Database of all relevant HR and
payroll information established.
2.6
Municipal excellence and
innovation recognised and
rewarded via the Vuna Awards.
Terms of
reference
developed and
put out on
tender
Annual event
March 2008
Work in progress as at
March 2008.
By December 2007
Achieved in December 2007.
• The provincial Vuna
Awards culminated in a
successful national event
on 4 December 2007.
69
SALGA
South African Local Government Association
STRATEGIC OBJECTIVES:
Improve SALGA’s capacity to support and advise its members.
To contribute to municipal transformation and organisational development.
KEY PERFORMANCE AREA
To advocate labour peace in the sector by, amongst others, ensuring municipal compliance to workplace legislation
and policy.
•
•
KPI
NO.
3.1
3.2
KEY
PERFORMANCE
INDICATOR
HIV/Aids workplace
portal implemented.
PMS capacity built
in local government
sector.
Baseline
Target
Actual Deliverable and
Comment
‘HIV/Aids in the
workplace’ manual
developed and rolled
out to members in
all provinces
Negotiate with SACN
to roll out portal to
all district and local
municipalities
Work in progress as at March 2008.
• An agreement has been reached
between SALGA and the SA
Cities Network to extend the
Aids advice programme to all
member municipalities.
• This project will be rolled
out to member municipalities
as a PPP. Additional funding
has to be secured to ensure
programme sustainability.
Basic PMS toolkit
Provide inputs into DPLG SALGA provided comprehensive
developed and rolled draft PMS competency
input into the draft PMS
out to members in framework for section 57 competency framework for section
all provinces
57 managers.
managers
• Practical implementation of the
PMS in local government to
be done in collaboration with
DPLG.
• Finalisation of PMS competency
framework for section 57
managers.
3.3
HR handbook
developed.
A task team
Development of HR
60% of handbook content
(containing municipal handbook by March 2008 completed as at March 2008.
technical expertise)
has been established
• Progress has been slow due
to develop the
to capacity constraints in the
handbook
directorate.
• The municipal HR handbook to
be finalised in 2008/9.
70
STRATEGIC OBJECTIVE:
Improve SALGA’s capacity to support and advise its members.
KEY PERFORMANCE AREA
To strengthen policy analysis, research and monitoring capacity to improve SALGA’s capacity to support and advise
its members.
KPI
KEY PERFORMANCE Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
4.1
% Development of a
New
100% completion 60% development as at March 2008.
research strategy/policy.
indicator of the first draft
by June 2008
• The unit could not operate effectively due
to lack of resources (personnel, budget,
facilities and skills)
• The unit will be fully capacitated once the
recruitment process in terms of SALGA’s
new institutional design is finalised.
• Engage the CFO and SCM unit to facilitate
funding and appointment of a service
provider to draft the strategy during
2008/9.
•
71
SALGA
South African Local Government Association
•
•
STRATEGIC OBJECTIVES:
Improve SALGA’s capacity to effectively represent members as the employer
Contribute to municipal transformation and organisational development
KEY PERFORMANCE AREA
To contribute and support the government programme of integrating the public sector.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
5.1
Draft HR norms and standards
New indicator By December
Draft HR norms and standards
developed for single public
2007
document for the SPS was developed
service (SPS).
Various SALGA
in December 2007.
national
conference
• Formal SALGA position adopted
resolutions
by the NEC in December 2007.
• Draft norms and standards were
tabled at the SALGA National
Members Assembly 19 and 20
March 2008.
• Draft HR norms and standards
tabled for input/s and refinement
by the HRMWG
5.2
SPS costing analysis in terms of
New indicator By March 2008 Preliminary report developed as at
remuneration and conditions of
March 2008.
service completed.
• Preliminary report tabled at
SALGA National Members
Assembly 19 and 20 March 2008.
• Preliminary report tabled for
input/s and refinement to the
HRMWG
• Due to technical nature of this
work, a team of expert advisers
will be assembled to scrutinise the
different implementation scenarios.
• Finalisation of the costing analysis
report will be done in 2008/9.
72
•
•
STRATEGIC OBJECTIVES:
Improve SALGA’s capacity to effectively represent members as the employer
Contribute to municipal transformation and organisational development
KEY PERFORMANCE AREA
To contribute and support the government programme of integrating the public sector.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
5.3
Assessment/impact study of
New indicator By September
Assessment study conducted in
SPS on local government sector
2007
October 2007.
conducted.
• Study completed and presented
to various HRMWG meetings,
provincial and national consultative
workshop (in Oct 2007) and
published in December 2007.
• Provided inputs into the Public
Administration Management Bill.
• Formal SALGA position adopted
by the NEC in December 2007.
• SALGA position on SPS tabled
at SALGA National Members
Assembly on 19 and 20 March
2008.
5.4
Interest of local government
New indicator Bi-monthly
Achieved. SPS reports were issued bisector represented in the G&A
monthly.
task team.
• Represent the interest of the local
government sector at this forum
(including Nedlac).
• Keep track of developments on
the SPS and appropriately advise
members on behalf of SALGA.
5.5
Ensure that employee transfers
Progress
SALGA position SALGA position on primary heath
regarding primary health care
report on the
on the transfer care services was presented to the
services is done in compliance
provincialisation of primary health NMA in March 2008.
with the law.
of primary
care services
health care
developed.
services
developed from
audits carried
out
73
SALGA
South African Local Government Association
•
•
STRATEGIC OBJECTIVES:
Improve SALGA’s capacity to effectively represent members as the employer
Contribute to municipal transformation and organisational development
KEY PERFORMANCE AREA
To contribute and support the government programme of integrating the public sector.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
5.6
Ensure compliance with National New indicator Uniform SLA
Draft SLA finalised and presented to
Health Act requirements
developed
the NMA in March 2008.
5.7
Ensure SALGA representation in
strategic governance structures
established per the National
Health Act.
SALGA not
represented
in national
and provincial
structures
5.8
Facilitate the management
of employee transfers from
municipalities to the regional
electricity distributors (REDs)
Process
towards the
development
of the due
diligence
document
initiated
Regional
transitional
labour relations
structures
(RTLRS)
initiated.
Achieve
representation
of SALGA
in National
Health Council,
November 2007
and in provincial
health councils in
2008
MoU between
SALGA and
EDI Holdings
initiated by
SALGA
Regional
transitional
labour relations
structures
(RTLRS)
launched
74
Representation in National Health
Council achieved in November 2007.
Provincial representation still being
pursued as at March 2008.
Work in progress as at March 2008.
• Signing of the MoU between
SALGA and EDI Holdings was still
in progress as at March 2008.
• Regional transitional labour
relations structures have been
launched.
• Finalise MoU between SALGA and
EDI Holdings in 2008/9.
• Monitor the functioning of the
RTLRS.
STRATEGIC OBJECTIVE:
Enhance and maintain a high profile position locally, regionally and internationally
KEY PERFORMANCE AREA
To ensure effective marketing and communication in order to maintain high profile position locally, regionally and
internationally.
KPI
KEY
Baseline
Target
Actual Deliverable and Comment
NO PERFORMANCE
INDICATOR
New indicator 30% positive
10% as at March 2008.
6.1 % development
public profile of
• Capacity constraints (human and budgetary)
of positive public
SALGA by June
faced by the International Relations, Research,
profile7 of SALGA.
2008.
Policy Development, Protocol and Marketing
and Communications directorate made it
difficult to achieve target.
• Recruitment advertisements for crucial posts
drafted for action.
• The dissolution of the directorate will mean
that all outstanding activities will be carried
out by the directorates in which the affected
functions are to be located in 2008/9.
Existing district 70% of DCFs
60% as at March 2008.
6.2 % assistance and
communicators in existence
• Most of DCFs need hands-on support as
support provided
fora (DCFs)
functional.
the majority of officials responsible for
to municipalities
communications have been recently appointed.
on strategic
• Appointment of communicators in SALGA
communications8.
provincial offices to be done in 2008/9.
New indicator Draft
Terms of reference were developed as at March
6.3 Development
communications 2008.
of SALGA
strategy by June
• During the last quarter of 2007, a process
communications
9
2008.
was followed to appoint a service provider to
strategy .
assist in developing a communications strategy.
Unfortunately the process attracted responses
from inappropriately experienced and
unknowledgeable providers whose submissions
did not address SALGA’s communication needs.
• A new process to appoint a service provider is
being put in place and the strategy is expected
to be developed in 2008/9.
•
75
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Enhance and maintain a high profile position locally, regionally and internationally
KEY PERFORMANCE AREA
To ensure effective marketing and communication in order to maintain high profile position locally, regionally and
internationally.
KPI
KEY
Baseline
Target
Actual Deliverable and Comment
NO PERFORMANCE
INDICATOR
6.4 % review of SALGA Existing strategy 100% review of IR Work in progress as at March 2008 (60%
International
strategy by June
completed).
relations (IR)
2008
strategy.
• SALGA’s involvement in planning meetings
with DFA, DPLG and DTI is paving the way for
acknowledgement of SALGA as a major player
in the co-ordination of matters pertaining to
international relations.
• The SALGA IR strategy was not well
supported in the past but 2007/8 has seen a
gradual understanding of SALGA’s important
role in co-ordinating IR in local government.
• The dissolution of the directorate will mean
that all outstanding activities will be carried
out by the directorates in which the affected
functions are to be located.
• The strategy will be completed in 2008/9.
6.5 Number of MoUs Five existing
Structured
One MoU signed with the National Association
signed with local
programmes
of Municipalities of Mozambique (ANAMM) as at
MoUs
government
of support and
March 2008.
associations in
exchange
Africa
• SALGA participated in the ANAMM 1st
Ordinary Congress for the strengthening of
local power, Dondo, Mozambique, and signed an
MoU.
• Work in progress with ALAN and an MoU is
expected to be signed in 2008/9.
•
76
STRATEGIC OBJECTIVE:
Enhance and maintain a high profile position locally, regionally and internationally
KEY PERFORMANCE AREA
To ensure effective marketing and communication in order to maintain high profile position locally, regionally and
internationally.
KPI
KEY
Baseline
Target
Actual Deliverable and Comment
NO PERFORMANCE
INDICATOR
6.6 Assistance rendered SALGA is a
100% assistance
100% Support and technical assistance provided
to UCLGA in
member of
dedicated
during 2007/8 as and where required.
strengthening
UCLGA
technical support
its capacity and
and expertise
• The dissolution of the International Relations,
fulfilling its mandate Champion
Research, Policy Development, Protocol and
of UCLGA
Marketing and Communications directorate
Southern Africa
will mean that all outstanding activities will be
region and
carried out by the directorates in which the
technical task
affected functions are to be located.
team
6.7 Optimal support
Member of
Number of
100% completion of first programme with LGIB/
provided to
international
international
LGA and CLGF
organised local
local
activities and/or
government (OLG) government
engagements with • LED programme identified and a draft MoU
bodies and other
bodies
exchanged for input.
such bodies
international OLG
related matters
6.8 100% alignment
DFA national
Agreement on
Work in progress as at March 2008.
of SALGA
policies on IR
SALGA’s role
• Agreement was reached that the DPLG PMIR
international
in IR work coguidelines document of 1999 needs to be
relations work
DPLG’s PMIR
ordination
reviewed.
with spheres of
guidelines
Official guideline • SALGA’s review of the strategy requires the
government
document of
document on the
guidance of the DFA and the DPLG. This
1999
practice of MIR
will be done through the review of the PMIR
in SA
guideline which was underway as at March
2008. Completion of this process in the first
quarter of 2008/9 is necessary for SALGA to
finalise the review of its strategy.
•
77
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Enhance and maintain a high profile position locally, regionally and internationally
KEY PERFORMANCE AREA
To ensure effective marketing and communication in order to maintain high profile position locally, regionally and
internationally.
KPI
KEY
Baseline
Target
Actual Deliverable and Comment
NO PERFORMANCE
INDICATOR
6.9 Number of
New baseline
100% IR support 100% support was provided to metros and
municipalities
and advice to
provinces as and when required.
provided with
municipalities that • SALGA assisted DPLG in the identification
international
practice IR
of metros and provinces in a preliminary
relations-related
discussion to review IR policies and suggested
information and
approaches to IR co-ordination in SA.
or national foreign
policies (through
current DFA
national policies
on IR and DPLG’s
PMIR guidelines)
•
78
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure good governance, effective financial control, management, reporting and sustainability within SALGA
internal management and administration.
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
7.1 % development of the new 2006/9
100%
100% achieved.
five-year SALGA strategic
strategic plan completion by The strategic plan (2007-2012) was formulated
plan (2007-2012)
August 2007
and approved by the National Executive
Committee and the NEC lekgotla in August
2007.
7.2 % completion and
New
100%
100% completed by September 2007.
implementation of the
indicator
completion
integrated business plan of
by September
SALGA for 2007/8.
2007
7.3 % implementation of the
Disclaimer
100%
73% on track as at March 2008
corrective measures in the
implementation
2005/6 audit of the Auditorby June 2008
General
New
100%
100% achieved by March 2008.
7.4 % establishment and
implementation • The risk Compliance and Internal Audit
implementation of the risk indicator
and compliant
Services unit was established in September
compliance and internal
10
by June 2008
2007 and its head was appointed with effect
audit capacity
from 1 September 2007.
• The audit committee is functional and four
meetings have been held for the period
under review.
• The risk management policy, audit
committee and internal charters were
reviewed and approved by the NEC and the
audit committee respectively.
• The unit was involved in the Operation
Clean Audit Report (OPCAR) by
implementing the findings register to
monitor the implementation of the AuditorGeneral’s recommendations.
• The internal audit methodology was
finalised and approved by the audit
committee.
• Draft risk registers were developed for
finalisation in 2008/9.
79
SALGA
South African Local Government Association
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure good governance, effective financial control, management, reporting and sustainability within SALGA
internal management and administration.
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
7.5 % completion review and
New
100%
90% completed by March 2008.
implementation of the
indicator
completion
• The organisational review process will be
SALGA institutional plan to
of the plan
finalised by June 2008.
execute the new strategy.
with phased
• The high level institutional plan was finalised
implementation
and approved by the National Executive
by June 2008
Committee of SALGA in December 2007
and subsequently adopted by the National
Members Assembly in March 2008.
• The detailed organisational structure is
being finalised and will be presented to the
National Executive Committee in June 2008
for approval.
• Implementation of the new structure is
progressing. New positions in the high level
structure have been advertised and the
process of filling them is underway.
• Crucial vacant positions have also been
identified within the entire organisation and
the recruitment process is in progress.
New
100%
100% development of the performance
7.6 % development and
indicator
implementation management policy and system as at March
implementation of the
by June 2008
2008.
performance management1 1
policy and system.
• Performance management and remuneration
panel to be inducted in April 2008.
• Implementation of the performance
management policy and system to be
complete by June 2008
80
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure good governance, effective financial control, management, reporting and sustainability within SALGA
internal management and administration.
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
7.7 % establishment and
New
100%
80% implemented as at March 2008.
implementation of the
indicator
establishment
integrated reporting system
and
• The set target has been largely
for the administration.
implementation
achieved through the development and
by June 2008.
implementation of some systems such as
the business planning system, performance
management system and the budgeting
model.
• The above systems will be integrated into an
effective reporting system in 2008/9.
7.8
% establishment and
implementation of a legal
compliance and secretariat
capacity.
New
indicator
100%
100% achieved as at March 2008.
establishment
and
• The Legal Compliance and Secretariat unit
implementation
was established in September 2007 and its
by June 2008.
head appointed in September 2007.
• The compliance policy of SALGA was
approved by the National Executive
Committee in December 2007 and adopted
by the National Members Assembly in
March 2008.
• The Public Finance Management Act timeline
was finalised in December 2007.
81
SALGA
South African Local Government Association
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure good governance, effective financial control, management, reporting and sustainability within SALGA
internal management and administration.
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
7.9 % rationalisation and
New
100%
30% completion as at March 2008.
review12 of organisational
indicator
completion by • The rationalisation and review of
policies.
June 2008.
organisational policies were in progress and
will overlap into 2008/09.
• The delay was caused by other complexities
of change management including the
implementation of new systems and
finalisation of the institutional plan as well as
lack of capacity.
• The process to review all organisational
policies is underway - all organisational
policies have been distributed to all
employees calling for comments on existing
policies and proposals for new policies.
7.10 % development of a
sustainable budgeting and
funding model for SALGA.
New
indicator
100%
completion by
June 2008.
100% development of budgeting model as at
March 2008.
• Whilst the budgeting model has been
developed, the development and
implementation of a sustainable funding
model will overlap into 2008/09 and a
deviation in this regard has been submitted.
82
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure good governance, effective financial control, management, reporting and sustainability within SALGA
internal management and administration.
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
7.11 % achievement of hosting
New
100%
100% achieved as at March 2008.
of NMA13 and PMA14 as per indicator
achievement
• The implementation of this KPI was aligned
SALGA Constitution.
(one NMA and
to transitional arrangements influenced by
nine PMAs) by
timeframes in terms of SALGA’s amended
March 2008.
Constitution;
• Instead of nine provincial members
assemblies only three were held and the
other six were convened as provincial
conferences;
• The NEC meeting of SALGA held on
5 December 2007 resolved that the all
provinces should convene provincial
conferences, excluding Gauteng and North
West, which had already convened provincial
conferences prior to national conference.
Gauteng and North West were to convene
provincial members assemblies;
• The above were held during February and
March 2008, culminating in the National
Members Assembly held on 19 and 20
March 2008 in North West.
7.12 % completion of the SALGA New
annual report for 2006/7
indicator
financial year.
100%
completion
by December
2007
100% completed in December 2007.
• The annual report for 2006/7 was
completed and approved by the NEC in
December 2007.
• This report was presented to Parliament in
February 2008 and subsequently adopted by
the National Members Assembly in March
2008.
7.13 % collection of outstanding
levies from member
municipalities for previous
financial years.
Recover 50%
of this by June
2008.
Partially achieved - 44% collected as at March
2008.
R57 million
outstanding.
83
SALGA
South African Local Government Association
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure good governance, effective financial control, management, reporting and sustainability within SALGA
internal management and administration.
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
7.14 % collection of levies for the 80%
90% of what is 88% collected as at March 2008.
2007/8 financial year.
collection of due
• The Finance and Corporate Services
levies.
directorate will endeavour to implement
debt collection procedures vigorously
during 2008/9.
New
2 million by
Achieved – refer to annual financial statements.
7.15 % of total income
indicator
March 2008.
leveraged15 from external
sources.
7.16 % development and
New
100%
Achieved.
implementation of the
indicator.
completion
• Budget policy has been developed and
action budgeting programme
by March 2008
implemented.
strategy for SALGA.
• Monitor the implementation of the budget
policy.
7.17 Percentage variance against New
0% overNot achieved as at March 2008
the operating budget.
indicator
expenditure.
• The preliminary figures reflect a negative
variance of R1,2 million versus the budgeted
meagre surplus of R32 000.
• Unforeseen expenditure of +R5 million was
incurred, which would be taken to the NEC
for regularisation.
Monthly
Not achieved as at March 2008.
7.18 Number of monthly financial New
indicator
(six reports)
• Three quarterly reports have been
administrative reports
16
submitted to the executive authority
tabled at EMT/NEC .
(DPLG); the finance and corporate services
working group, and the reports are on the
agenda for the NEC meeting of June 2008.
• The proposed plan of action is to submit
the quarterly reports to EMT and NEC.
Disclaimer
100%
74% as at end of March 2008.
7.19 % implementation of the
implementation • The remaining issues are being addressed
corrective measures17 to
address audit queries raised
report
by the annual financial statements to be
in the 2006/7 audit by
issued to the Auditor-General in terms of
Auditor-General.
disclosure issues.
• Meet the legislative deadline of 30 May 2008.
84
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure good governance, effective financial control, management, reporting and sustainability within SALGA
internal management and administration.
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
7.20 Attainment of clean audit
Disclaimer
100%
Work in progress as at March 2008.
report for 2007/8.
clean audit
• The organisation is working towards a
report
qualified report for 2007/8 and a clean audit
in 2008/9.
• Monitor progress towards achieving a clean
audit opinion.
Asset
100% compliant Work in progress as at March 2008.
7.21 Fully SA GAAP/GRAP
Register
register of
compliant register18 of
• Deadline for completion is May 2008.
movable assets.
movable assets.
New
100%
Work in progress as at March 2008.
7.22 % implementation of the
19
indicator
implementation • Draft risk registers have been developed.
risk compliance register .
of all
• Finalisation of the risk compliance register
financial risks
and ongoing implementation and monitoring
compliance
thereof.
issues
New
100%
7.23 % implementation of
Not achieved as at March 2008.
20
indicator
compliance
internal audit plan for
• Completion of the internal audit plan due in
2007/8 financial year.
with all
2008/9 financial year
components
of the internal
audit plan
7.24 % completion of preparation New
100%
Achieved.
of SALGA budget and
indicator
completed by
approval per framework.
February 2008.
85
SALGA
South African Local Government Association
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To implement initiatives that contribute to optimisation of services and operational effectiveness in supply chain and
travel management within SALGA.
KPI KEY PERFORMANCE Baseline
Target
Actual Deliverable and Comment
NO.
INDICATOR
8.1 % affirmative procurement
New
50% achievement
Not achieved as at March 2008.
(BEEs and SMMEs) of the
indicator of affirmative
• Systems not in place to measure this. The
total procurement value.
procurement
implementation of an ERP system during
2008/9 will enable the production of this
report. As at March 2008, an alternate
process was being devised.
New
48 hours after
48 hours.
8.2 Turnaround time for
indicator receipt of request
• Turnaround time of 48 hours for smaller
processing of key business
21
purchases. Bigger purchases have a turn
transactions within SALGA.
around time of five to seven working days.
• Ongoing monitoring of turnaround time
8.3 Number of monthly
New
10 monthly reports Three reports as at March 2008.
procurement reports in
indicator (September 2007 to • Reporting on SCM practices and policies
compliance with SALGA’s
June 2008)
is included in the quarterly reports.
Procurement Policy and
• To develop a monthly SCM report
Procedures.
incorporating comments from the audit
committee.
New
Above 70%
Not achieved as at March 2008.
8.4 % improvement and
indicator
• A customer satisfaction survey (internal
maintenance of customer
customers) to be conducted in 2008/9.
satisfaction22 levels within
SALGA.
86
•
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To provide an efficient and effective human resources and labour relations service within SALGA
KPI KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
Achieved as at March 2008.
9.1 % compliance of SALGA New indicator 100% compliance
with Skills Development
Act and Employment
Equity Act23.
New indicator 100% completed
9.2 % completion and
Achieved as at March 2008.
and submitted on
implementation
due date
of SALGA’s skills
24
development plan .
9.3 % completion of SALGA’s New indicator 100% completed
Achieved as at March 2008.
employment equity plan.
and submitted on
due date
New indicator Skills development Achieved as at March 2008.
9.4 Establishment and
and employment
functioning of the
equity committee
skills development and
established and
employment equity
25
fully functional by
committee in SALGA.
April 2008
New indicator 80% reduction of
Not achieved as at March 2008.
9.5 % reduction in excess
leave days
• Capacity constraints within provincial
of leave days for all
26
offices resulted in a lower reduction than
employees of SALGA .
desired. However, continuous monitoring
is in place and overall reduction is being
achieved.
9.6 % completion of personal New indicator 100%
Not Achieved as at March 2008.
• Rollout of scorecards and performance
development plans for
by March 2008
management training which needed to
employees of SALGA.
precede PDP completion will occur in
April 2008, thereby postponing PDP
development until the first quarter of
2008/9.
9.7 % completion and
New indicator 100% completion Achieved as at March 2008.
grading of job profiles
by March 2008
for all positions of senior
management within
SALGA.
87
SALGA
South African Local Government Association
•
KPI
NO
9.8
9.9
9.10
9.11
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To provide an efficient and effective Human Resources and Labour Relations service within SALGA
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
INDICATOR
Number of prioritised
New indicator 100% of prioritised Achieved - ongoing.
positions advertised and
positions by March
filled.
2008
• Posts advertised and recruitment taking
place as at the end of March 2008.
• Recruitment and induction process
needed.
Number of days taken to New indicator 60 days for simple Not achieved as at March 2008.
finalise disciplinary cases
cases and 120 days • Only one case during the year. Matter
(simple and complex)
for complex cases
finalised within 147 days.
Number of roadshows
New indicator Awareness
Not achieved as at March 2008.
held to create awareness
roadshows held in • Policy review currently undertaken. Will
of SALGA HR policies
all nine provincial
conduct once policies are finalised and
and procedures.
offices and national
approved by NEC.
office.
Number of campaigns
New indicator Two campaigns per Achieved as at March 2008.
conducted on employee
financial year
• Various campaigns were held including,
wellness, HIV and Aids.
16-days of Activism, TB campaign, HIV/
Aids awareness, as well as various wellness
interventions undertaken.
• Campaign needed for 2008/9.
88
89
31
5
73
34
57
6
100
 
 
 
8
14
14
11
8
7
 
7
5
12
11
92
7
130
60
10
19
13
31
5
87
40
100
15
31
24
123
12
217
12
3
2
0
5
4
0
0
0
1
9
1
0
2
0
0
1
0
1
FEMALES TOTAL
82
12
178
105
18
23
11
9
 
3
0
6
0
3
2
1
0
Male
1
0
2
1
1
0
0
0
4
0
8
1
4
2
1
0
FeTotal
male
INDIAN
4
17
5
18
0
53
  56
 
 
 
 
 
 
  9
44
3
8
7
21
0
41
2
100
7
25
12
39
0
94
11
  CORE FUNCTION
  MALES FEMALES TOTAL
3
0
7
4
0
1
0
2
FeTotal
male
COLOURED
Male
MALES
48
7
105
74
10
9
3
2
FeTotal
male
AFRICAN
Male
6
%
MANAGEMENT
LEVEL
Executive
management
Senior management
Provincial managers
Specialised skills
Discretionary skills
Basic skills
TOTAL
 
Total %
 
Employees
MANAGEMENT
LEVEL
Executive
management
Senior
management
Provincial
managers
Specialised
skills
Discretionary
skills
Basic skills
TOTAL
Total %
Employees
STAFF
COMPLEMENT
Human Resources
 
8
0
18
13
0
3
2
0
72
0
24
13
2
5
3
1
FeTotal
male
WHITE
 
161
12
217
123
24
31
15
12
TOTAL
6
2
8
13
5
34
  28
 
 
 
 
 
 
  0
72
2
4
4
71
7
89
1
100
8
6
12
84
12
123
1
  SUPPORT FUNCTION
  MALES FEMALES TOTAL
3
0
6
0
2
2
1
1
Male
MANAGEMENT
LEVEL
Resignation
Non-renewal of
contract
Dismissal operational
requirements
Dismissal misconduct
Dismissal incapacity
Other
TOTAL
Total
1
10
Female
1
25
0
  0
0
0
2
25
3
0
0
0
5
100
Male
2
35
1
3
90
0
10
0
0
0
1
2
35
0
0
0
1
AFRICAN
9
32
4
20
8
12
5
2
0
0
2
2
5
0
32
 
Total
AFRICAN
Female
2
Male
92
%
TERMINATION
MANA%
GEMENT
LEVEL
Executive
5
management
Senior
8
management
Provincial
13
managers
Specialised skills 55
Discretionary
13
skills
Basic skills
5
100
TOTAL
0
0
0
0
0
0
0
Total
Fe
-male
0
1
1
0
0
0
0
Total
0
1
1
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
COLOURED
1
1
Male
0
0
0
0
0
0
0
Fe
-male
COLOURED
Male
0
0
Male
0
0
0
0
0
0
0
0
0
 0
 
0
0
Male
Total
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
INDIAN
0
0
Female
0
0
0
0
0
0
0
INDIAN
Female
0
0
Male
0
0
0
0
0
0
0
0
0
 0
 
0
0
Male
Total
Total
0
2
0
1
0
1
0
0
2
0
0
0
0
0
2
0
0
0
0
WHITE
2
2
Female
0
2
0
1
0
1
0
WHITE
Female
1
35
TOTAL
2
38
5
21
5
2
38
0
0
 0
 
3
2
TOTAL
South African Local Government Association
SALGA
91
TRAINING AND DEVELOPMENT
FeMANATotal
Male
male
%
GEMENT
LEVEL
AFRICAN
Executive
6
4
2
6
management
Senior
11
6
3
9
management
Provincial
 
23
13
8
21
managers
Specialised skills 10
4
5
9
Discretionary
48
13
35
48
skills
Basic skills
2
1
1
2
100
25
10
35
TOTAL
Total % Employees
33
44
77
Fe
-male
Total
0
0
0
0
4
0
1
3
0
0
0
0
0
0
0
0
0
1
3
4
0
0
0
0
COLOURED
Male
 
0
0
3
0
1
2
1
0
Male
Total
0
0
2
1
1
0
0
0
0
0
5
1
2
2
1
0
INDIAN
Female
 
0
0
5
0
2
2
1
1
Male
Total
0
2
10
7
0
3
3
0
0
2
15
7
2
5
4
1
WHITE
Female
 
2
38
100
60
13
28
14
7
TOTAL
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To maximise client satisfaction through effective and efficient administrative support services and ensure
comprehensive occupational health and safety management within SALGA.
KEY PERFORMANCE
Actual Deliverable and
Baseline
Target
INDICATOR
Comment
Number of existing SALGA
New indicator All buildings to
Not achieved as at March 2008.
be OHASAs
buildings maintained to comply27
compliant by June
with OHASA standards.
2008
New indicator 2 assessments
Not achieved as at March 2008.
Number of compliance
per annum on all • One assessment to be conducted
assessments28 on OHASA and risks
done at SALGA buildings.
buildings
in April 2008.
New indicator 100%
Not achieved as at March 2008.
% implementation of corrective
implementation • Measures based on assessment
measures29 for hazards identified
quarterly
during assessment on OHASA and
in April 2008 to be implemented
risk at SALGA buildings.
during 2008/9.
New indicator 100% adherence Achieved as at March 2008.
% adherence to the SLA for the
by March 2008
cleaning30 service providers at
SALGA offices for 2007/8.
New indicator 100% adherence Not fully achieved as at March 2008.
% adherence to the SLA for the
by March 2008
• Achieved at national office only.
security31 service providers at
SALGA offices for 2007/8.
Continuous monitoring will take
place at provincial offices during
2008/9.
% implementation of the ERP
New indicator 100%
Not achieved as at March 2008.
system for SALGA, integrating
implemented and • Timeframe for this project will
budgeting, payroll, budget
operational by
need to be deferred to the
expenditure, approvals etc.
1 April 2008
second quarter of 2008/9.
•
KPI
NO
10.1
10.2
10.3
10.4
10.5
10.6
92
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure provision of effective and efficient ICT services within SALGA.
KEY
PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
INDICATOR
% development and New indicator
100% by March 2008 97% by March 2008.
implementation
• The ICT strategy has been
of ICT Strategy32
developed and approved by
aligned to
stakeholders. awaiting presentation
SALGA business
of the ICT strategy to the EMT for
requirements.
onward approval by the NEC.
100% done within
100% achieved.
% turnaround times33 New indicator
for provision and
three days
• Provision of ICT equipment to new
maintenance of ICT
staff immediately on assumption of
tools and services to
duties.
SALGA staff.
• There is no mechanism in place to
measure maintenance of ICT tools
but systems will be put in place
during 2008/9.
100% implementation 70% by March 2008.
% of proper controls New indicator
of proper controls by • Protection of the information and
implemented to
April 2008
data integrity is done via Kapersky
mitigate34 ICT risks
within SALGA.
Anti-Virus which is a contract
concluded during March 2008.
• In terms of physical security of
computer hardware, the server
rooms are constantly locked with
access for authorised individuals
only. Access to the network is
controlled via passwords with
regular reminders to update.
• Systems will be put in place to
measure and quantify the impact of
controls on the risk.
100% development
50% as at March 2008.
% development and New indicator
implementation of the • Terms of reference developed and
implementation of
e-filling system by June
forwarded to SITA to incorporate
electronic filling35
system for SALGA.
2008
in the global tender/bid. A service
provider will be procured during the
first quarter of 2008/9.
•
KPI
NO
11.1
11.2
11.3
11.4
93
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure provision of effective and efficient ICT services within SALGA.
KEY
PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
INDICATOR
New indicator
Forum established as Achieved.
Establishment and
functional by March
implementation of
• Forum meets quarterly. Forum
2008
the ICT governance
includes representatives from SITA.
36
forum .
48 hours after receipt Not achieved as at March 2008.
Turnaround time for New indicator
37
of request
• Systems will be put in place
resolving logged IT
queries.
to log and monitor IT queries.
Incorporated into the new
organogram.
•
KPI
NO
11.5
11.6
94
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure provision of effective and efficient ICT services within SALGA.
KEY
KPI
PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
12.1 % development of a New indicator
100% completion by 100% completed as at March 2008.
SALGA mandating
June 2008
• SALGA mandating policy was
policy.
developed and approved by the
National Executive Committee in
August 2008.
• The purpose of this policy is to
improve the mandating process to
address challenges faced by SALGA
in discharging its responsibility in
respect of advocacy and lobbying.
• This policy was also presented as a
crucial component on the SALGA
governance framework that was
adopted by the National Members
Assembly on 20 March 2008.
• The execution of the policy needs to
be monitored in 2008/9.
12.2 % development of a New indicator
100% completion
100% completed as at March 2008.
SALGA deployment
by March 2008
• SALGA deployment policy was
policy.
approved by the National Executive
Committee in August 2008.
• The purpose of the policy is to
ensure that the National Executive
Committee determines the
deployment of councillors and
officials in all relevant structures
of intergovernmental relations
(IGR) thereby ensuring SALGA’s
representation.
• This policy was also presented as a
crucial component on the SALGA
Governance Framework adopted by
the National Members Assembly on
20 March 2008.
• Need to ensure full
operationalisation of the policy.
•
95
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure provision of effective and efficient ICT services within SALGA.
KEY
KPI
PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
12.3 % review of all
New indicator
100% completion by 100% completed as at August 2007.
SALGA IGR
March 2008
• The documentation dealing with
structures.
this matter was also presented as a
crucial component on the SALGA
governance framework adopted by
the National Members Assembly on
20 March 2008.
12.4 % review of all
New indicator
100% completion
100% completed as at August 2007.
SALGA NEC subby March 2008
• SALGA finalised the review of all
committees or
working groups and sub-committees
working groups
and the establishment of new
working groups in August 2007.
• Provincial offices followed with the
establishment of provincial working
groups aligned to those at national
level.
• The document dealing with this
matter was also presented as a
crucial component on the SALGA
governance framework adopted by
the National Members Assembly on
20 March 2008.
12.5 % representation
New indicator
100% representation 100% completed as at August 2007.
of SALGA in IGR
by March 2008
• The document representation
structures.
of SALGA in intergovernmental
relations (IGR) structures was
approved in August 2007.
• This matter was also presented as
a crucial component on the SALGA
governance framework adopted by
the National Members Assembly on
20 March 2008.
• Assessment conducted indicates that
in the short period since adoption of
SALGA deployment and mandating
frameworks, SALGA participation has
not only increased but has become
more meaningful.
•
96
STRATEGIC OBJECTIVE:
Improve SALGA’s corporate governance and internal functioning
KEY PERFORMANCE AREA
To ensure provision of effective and efficient ICT services within SALGA.
KEY
KPI
PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
12.6 % coordination
New indicator
100% by June 2008
70% by March 2008.
of SALGA in the
• Initiated process of discussions
revamping of
at provincial level that led to the
governing of the
production of a comprehensive
councillors pension
report on challenges identified by
fund.
provinces, which was discussed at the
NMA with a specific resolution.
• NMA resolution discussed with the
board of trustees of pension fund and
draft amendments were proposed.
• A detailed SALGA position on the
issue will be developed in the first
quarter of 2008/9.
•
97
SALGA
South African Local Government Association
Five-Year Local Government Strategic Agenda Objectives for SALGA
STRATEGIC OBJECTIVE:
Contribute to municipal transformation and organisational development
KEY PERFORMANCE AREA
To ensure municipal transformation and organisational transformation for effective and efficient service delivery and
well-managed municipalities.
KEY
KPI
PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
13.1 % completion of
New indicator 100% by March 100% completed as at March 2008.
harmonisation of
2008
• PMS capacity built in the local government
conditions of service for
sector. SALGA provided comprehensive input
the sector.
into the draft PMS competency framework
for section 57 managers. The proposal was
presented and endorsed by the National
Members Assembly held in March 2008.
• The development of the HR handbook will be
finalised in 2008/9.
13.2. % coordination of
New indicator 100% by June
100% achieved.
SALGA in participation,
2008
• Input from provincial offices was collated and
input and submission in
consolidated into a response from SALGA on
the White Paper review
behalf of its members.
process.
• SALGA will need to keep abreast of
developments on the White Paper review
process in 2008/9 as well as secure donor
funding.
Achieved and work in progress.
13.3 % completion of audit to New indicator 100%
completion by • The Audit was conducted with assistance
guide plans38 for effective
transfer of primary
June 2008
from labour unit and a sample service level
health care services to
agreement to guide municipalities has been
municipalities with the
developed.
required capacity.
• Plans are already in place for the working group
chairperson and support staff to engage health
MECs in all the nine provinces (this will take
place in the second quarter of 2008/9 financial
year ie July to September 2008)
Work in progress as at March 2008.
13.4 % of district IGR forums New indicator 100% by June
2008
• This will be conducted in 2008/9,
with public safety and
39
notwithstanding the fact that there are capacity
security activities to
fight crime.
challenges (staff shortage) in the unit at both
national and provincial level.
• Implementation of the new organisational
structure in 2008/9 will help address the
challenge.
•
98
STRATEGIC OBJECTIVE:
Contribute to municipal transformation and organisational development
KEY PERFORMANCE AREA
To ensure municipal transformation and organisational transformation for effective and efficient service delivery and
well-managed municipalities.
KEY
KPI
Baseline
Target
Actual Deliverable and Comment
PERFORMANCE
NO
INDICATOR
13.5 % completion of
New indicator 100%
Work in progress as at March 2008.
guidelines on the role of
completed by • This deliverable is scheduled for completion by
municipalities in water
May 2008
the first quarter of 2008/9.
resources40 primarily
related to catchments
management agencies.
New indicator 100% support Achieved.
13.6 % support to
41
provided
mainstreaming issues
• Country guideline on HIV and Aids for local
of gender, youth,
government developed and distributed to
people with disabilities,
municipalities.
children, elderly and
• Women in Local Government summit held in
HIV and Aids as central
September 2007 and gender policy framework
cross-cutting issues in
for local government developed and launched.
the local government
• Training on promoting the rights of children
developmental agenda.
conducted in all provinces in collaboration with
Office on the Rights of the Child (Presidency).
• Training offered to municipal and SALGA
focal person on promoting delivery regarding
empowerment of people with disability
(national workshop facilitated by SAMDI).
• Youth development strategy developed
(completion pending alignment with the
proposed national strategy in July/August 2008)
13.7 % development of
New indicator 100%
Achieved.
framework on local
completion by • SALGA position paper on the EDIR was
government position
June 2008
developed.
on the electricity
• SALGA will provide ongoing support to the
distribution industry
EDIR process.
restructuring (EDIR).
New indicator 100%
Work in progress.
13.8 % development of
completion
a municipal LED
• To be completed in 2008/9.
of the LED
framework and
framework and
completion of
42
completion of
audit on the status
and improvement
audit by June
of municipal local
2008
economic development.
•
99
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Contribute to the effective and sustainable delivery of municipal services
KEY PERFORMANCE AREA
To ensure municipal transformation and organisational transformation for effective and efficient service delivery and
well managed municipalities.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
14.1 % co-ordination of the SALGA
New
100% by June
100% co-ordination was achieved as at
March 2008.
execution of tasks arising out
indicator
2008
• Much progress has been achieved
of the 5 Year Local Government
regarding the implementation of the
Strategic Agenda (5YLGSA).
5 Year Local Government Strategic
Agenda (5YLGSA).
• The action plan of identified
priorities to enhance SALGA’s
intervention and input into 5YLGSA
was developed and approved by the
National Executive Committee and
adopted by Cabinet Lekgotla held in
January 2008.
• Report on progress made regarding
the implementation of 5YLGSA
to be presented to the National
Executive Committee in June 2008.
14.2 % development of a human
New
100% by June
50% complete as at March 2008.
development and social cohesion indicator
2008
• The social development policy
framework has been developed
framework to guide municipal
but it needs to be developed into a
human development strategies.
more holistic human development
framework.
• The framework will be finalised in
2008/9 once stakeholders have been
consulted and have made input.
14.3 % completion of the framework
New
100% by March 100% completed as at November 2007.
for municipalities to develop
indicator
2008
• Guidelines developed with LGSETA
workplace skills plans
and completed in November 2007.
incorporating objectives of JIPSA
• Guidelines sent to municipalities.
and ASGISA.
•
100
STRATEGIC OBJECTIVE:
Contribute to the effective and sustainable delivery of municipal services
KEY PERFORMANCE AREA
To ensure municipal transformation and organisational transformation for effective and efficient service delivery and
well managed municipalities.
KPI
KEY PERFORMANCE
Baseline
Target
Actual Deliverable and Comment
NO
INDICATOR
14.4 % development of guidelines and New
100% by June
90% completed as at March 2008.
programmes to integrate municipal indicator
2008
• A position paper on single public
management and administration
service system (including norms
into a single public service system.
and standards) has been developed.
Costing is currently underway and
will be completed in 2008/9.
• Comments on draft Bill have been
submitted to DPSA.
• SALGA to continue engaging on this
process in 2008/9.
•
14.5
% completion of a SALGA 2010
FIFA World Cup legacy impact
assessment framework.
New
indicator
100% by
June 2008
101
100% completed by March 2008
• The SALGA 2010 legacy framework
was finalised and adopted by the
National Members Assembly in
March 2008.
• The purpose of the framework is to
provide guidance to all municipalities
(primarily non-host cities) that
wish to exploit the opportunities
presented by the hosting of the 2010
FIFA World Cup in the nine host
cities.
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Contribute to the stimulation of local economies and poverty alleviation
KEY PERFORMANCE AREA
To ensure implementation of local economic development programmes by municipalities to improve the lives of
communities.
KEY
KPI
PERFORMANCE
Baseline
Target
Actual Deliverable and Comments
NO
INDICATOR
15.1
% completion of a
New indicator
100%
Work in progress as at March 2008.
framework for guiding
completion by • To be completed in 2008/9.
municipalities on
June 2008
• Already engaging with DPW at technical
integrating EPWP and
review of the EPWP mid-term review.
National Youth Service
• Need to recruit competent personnel for
(NYS) objectives
the unit.
into their planning
framework (IDP).
15.2
% development of
New indicator
100% by June
Work in progress as at March 2008.
guidelines aimed at
2008
• To be completed in 2008/9.
plugging the gaps
• Already engaging with DPW at technical
identified through the
review of the EPWP mid-term review.
audit on the impact of
• Need to recruit competent personnel for
EPWP programmes.
the unit.
•
102
STRATEGIC OBJECTIVE:
Contribute to the strengthening of municipal financial capacity
KEY PERFORMANCE AREA
To contribute to good governance and public participation and strengthening of municipal financial capacity in
municipalities.
KPI
KEY PERFORMANCE
Actual Deliverable and
Baseline
Target
NO
INDICATOR
Comment
New
100% representation Achieved.
16.1 % representation of
indicator
local government on all
intergovernmental fiscal43 relations
structures.
16.2 Number of municipalities trained
New
140 municipalities
120 municipalities were trained as
on the implementation of the
indicator
trained
at March 2008.
Property Rates Act and National
• During April and May 2008, as
Credit Act (For debt collection and
part of SALGA budget week
counselling).
workshops, training on National
Credit Act (debt collection and
counselling) will be conducted.
Training will be conducted in
two remaining provinces ie
(North West and Free State) by
the end of the first quarter of
the new financial year.
16.3 Number of municipalities trained
New
Nine (one
Eight provincial workshops were
conducted during 2007/8.
to improve the level of compliance indicator
municipality per
• Seven provincial SALGA
with financial management and
province)
budget weeks (in partnership
reporting in terms of the MFMA.
with provincial treasuries
and Department of Local
Government and Housing)
were conducted between
April and May 2008 to assist
municipalities to improve
level of compliance with
sound financial management
and reporting in terms of
the MFMA. The outstanding
provincial budget week
workshops (ie Gauteng) will be
held in the next quarter
•
103
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Contribute to the strengthening of municipal financial capacity
KEY PERFORMANCE AREA
To contribute to good governance and public participation and strengthening of municipal financial capacity in
municipalities.
KPI
KEY PERFORMANCE
Actual Deliverable and
Baseline
Target
NO
INDICATOR
Comment
New
Nine
Work in progress as at March 2008.
16.4 Number of municipalities assisted
indicator
(one municipality per • Terms of references for the
to implement44 the reformed
study to assess the financial
accounting standards.
province)
and HR impact of implementing
new accounting standards
(GRAP) have been developed.
The assessment report will be
finalised in the next quarter.
16.5 Number of municipalities assisted
New
Nine
55% of municipalities as at March
to improve and strengthen
indicator
(one municipality per 2008.
municipal financial capacity.
province)
• 55% of district area finance
forums met quarterly to assist
municipalities to improve and
strengthen municipal financial
capacity through the sharing
of best practices and shared
services.
• Remaining municipalities will be
completed in 2008/9.
16.6 % improvement to represent local New
50% improvement
Work in progress as at March 2008.
government interest in reviewing
indicator
• Work on this KPI will
equitable share.
commence in the first quarter
of 2008/9. SALGA’s submission
on possible replacement of
RSC levies was forwarded to
the Minister of Finance. The
submission outlined SALGA
proposal as approved by the
NEC.
•
104
STRATEGIC OBJECTIVE:
Contribute to the strengthening of municipal financial capacity
KEY PERFORMANCE AREA
To contribute to good governance and public participation and strengthening of municipal financial capacity in
municipalities.
KPI
KEY PERFORMANCE
Actual Deliverable and
Baseline
Target
NO
INDICATOR
Comment
17.1 Number of municipalities with
New
140 municipalities
Work in progress as at March 2008.
approved guidelines on ward
indicator.
with approved
• A survey on ward committees
committees.
guidelines on ward
has been developed and will
committees by June
provide information to guide
2008
the way forward in 2008/9.
17.2 Number of municipalities with
New
140 municipalities
Work in progress as at March 2008.
approved delegations framework.
indicator
with approved
• A survey on governance
delegations
arrangements has been
framework
developed and will provide
information to guide the way
forward in 2008/9.
17.3 % improvement of appointment
New
15% improvement in Achieved.
processes at municipalities.
indicator
filling of vacancies of
November 2007
17.4 Number of municipalities trained on New
140 municipalities
Work in progress as at March 2008.
the strategy to improve corporate indicator
• The intervention is a
governance.
joint initiative with DPLG.
Discussions were held with the
Anti-Corruption Unit of DPLG
and DPSA. It was agreed that
SALGA needs to work closely
with DPLG in rolling out the
anti-corruption strategy instead
of duplicating the national
effort. This approach has been
welcomed by the national
anti-corruption coordinating
committee led by DPSA. The
anti-corruption summit, initially
scheduled for May 2008, has
been postponed to September
2008.
•
105
SALGA
South African Local Government Association
STRATEGIC OBJECTIVE:
Contribute to the strengthening of municipal financial capacity
KEY PERFORMANCE AREA
To contribute to good governance and public participation and strengthening of municipal financial capacity in
municipalities.
KPI
KEY PERFORMANCE
Actual Deliverable and
Baseline
Target
NO
INDICATOR
Comment
Nine municipalities Work in progress as at March 2008.
17.5 Number of municipalities provided New
indicator
(one municipality per • Developed survey on
with specific hands-on support45.
province)
governance arrangements
and secured donor funding
to commission research. This
information will guide the way
forward.
• Need to develop a research
agenda with the newly
established Strategy, Policy and
Research directorate.
•
106
107
5
4
3
2
1
5
4
3
2
1
10,318
0
Linkage to National Conference Resolutions Strategic Objectives
National Conference Resolution Strategic Objective (KPA 1): To contribute to
municipal transformation and organizational development:
National Conference Resolution Strategic Objective (KPA 2): To contribute to
the effective and sustainable delivery of municipal services:
National Conference Resolution Strategic Objective (KPA 3): To contribute to
the stimulation of local economies and poverty alleviation
National Conference Resolution Strategic Objective (KPA 4): To contribute to
the strengthening of municipal financial capacity
National Conference Resolution Strategic Objective (KPA 5): To contribute to
good governance and public participation in municipalities
Totals
10,318
Office of the CEO
Linkage to Change Agenda Strategic Objectives
Change Agenda Strategic Objective 1: Improve SALGA's capacity to support
and advice its members
Change Agenda Strategic Objective 2: Improve SALGA's capacity to
engage with stakeholders and lobby and advocate on issues in the interest
of member municipalities
Change Agenda Strategic Objective 3: Enhance and maintain a high profile
position locally, regionally and internationally
Change Agenda Strategic Objective 4: SALGA's corporate governance and
internal functioning
Change Agenda Strategic Objective 5: Improve SALGA's capacity to
effectively represent members as the employer:
Totals
Strategic Objectives
Linking of SALGA's 2007/2008 Adjusted Budget to its Strategic Objectives
0
10,774
10,774
Corporate
Services
0
17,297
17,297
5,557
5,557
5,557
5,557
Office of the CFO Municipal Labour
& HR
3,758
3,758
3,758
3,758
Governance; InterGovernmental
Relations
5,105
5,105
5,105
5,105
Municipal
Services
0
5,906
5,906
International Relations;
Research; Protocol &
Support Services;
Communications
4,874
4,874
4,874
4,874
Eastern Cape
Province
7,372
7,372
7,372
7,372
Free State
Province
Linking SALGA’s Budget to its Strategic Objectives
9,680
9,680
9,680
9,680
Gauteng Province
7,661
7,661
7,661
7,661
Kwazulu-Natal
Province
5,538
5,538
5,538
5,538
Limpompo
Province
7,898
7,898
7,898
7,898
Mpumalanga
Province
3,834
3,834
3,834
3,834
Northern Cape
Province
6,869
6,869
6,869
6,869
North-West
Province
SALGA
South African Local Government Association
Budget per Programme
Revenue
Programme: Finance & Corporate Services
Original
Budgeted
Income
Rand (thousands)
Membership levies
Government Grants
Other income
Total Revenue
Expenditure
Programme
94,624
60,461
3,206
158,291
Original
Budgeted
Expenditure
Rand (thousands)
Office of the CEO
Corporate Services
Office of the CFO
Municipal Labour & HR
Governance; Inter -Governmental Relations
Municipal Services
International Relations; Research; Protocol & Support Services; Communications
Eastern Cape Province
Free State Province
Gauteng Province
Kwazulu-Natal Province
Limpopo Province
Mpumalanga Province
Northern Cape Province
North-West Province
Western Cape Province
Total Expenditure
108
13,276
14,886
12,413
8,579
5,795
7,949
7,785
7,229
11,186
14,306
12,066
8,044
11,989
6,038
10,220
13,646
165,407
Adjusted
Budgeted
Income
95,502
13,641
12,559
121,703
%
Adjusted
0.9%
-77.4%
291.8%
-23.1%
Adjusted
Budgeted
Expenditure
10,318
10,774
17,297
5,557
3,758
5,105
5,906
4,874
7,372
9,680
7,661
5,538
7,898
3,834
6,869
9,461
121,901
-22.3%
-27.6%
39.3%
-35.2%
-35.1%
-35.8%
-24.1%
-32.6%
-34.1%
-32.3%
-36.5%
-31.2%
-34.1%
-36.5%
-32.8%
-30.7%
-26.3%
Key Priorities for 2008/9
Change Agenda Strategic Objective 1: Improve
SALGA’s capacity to support and advise its members
• Identification of constitutional and governance factors
that constrain SALGA’s ability to fulfil a more proactive
governance support and stabilisation role.
• Capacity and mentorship support framework for
municipalities.
• Audit of local government legislative environment
conducted and position paper developed.
• Monitor and evaluate performance at municipal level
to anticipate areas for support (vacancies, compliance
and communication framework).
• Formulate a research strategy/policy and develop a
research agenda for 2009/10.
Change Agenda Strategic Objective 2: Improve
SALGA’s capacity to engage with stakeholders and
lobby and advocate on issues in the interest of
member municipalities.
• finalise criteria for associate membership of SALGA.
• Development and implementation of a stakeholder
management strategy.
• Monitoring the implementation of the SALGA
deployment policy.
• Monitoring the implementation of the SALGA
mandating policy.
• Development of a position paper on the role of local
government in rendering health care services.
Change Agenda Strategic Objective 3: Improve
SALGA’s capacity to effectively represent members
as the employer.
• Development of a SALGA collective bargaining
strategy.
• Ongoing input into the single public service project.
Change Agenda Strategic Objective 4: Enhance and
maintain a high profile position locally, regionally and
internationally.
• Development and implementation of an international
relations strategy.
• implement an awareness and capacity building
programme based on the code of conduct for
councillors and municipal officials to enhance
compliance.
Change Agenda Strategic Objective 5: SALGA’s
corporate governance and internal functioning.
• Developing a national strategy for SALGA in managing
its role in IGR.
• Capacitation of the organisation as per the
approved high-level and the detailed (ie level three)
organogram.
• Attainment of a clean audit report and continuous
improvement of our financial management system.
• Development and implementation of a funding model
for SALGA.
• Improvement in the collection of revenue (levy income)
due to SALGA.
• Ongoing implementation of SALGA’s corporate
governance frameworks (performance management
system; compliance policy; internal audit and risk
management policy; integrated business planning
framework etc.).
• Developing an integrated SALGA communications and
marketing strategy.
• Development of a framework to monitor the
implementation of the organisational strategy.
• Institutionalisation and implementation of performance
management system within the organisation.
National Conference Resolution Strategic Objective
(KPA 1):To contribute to municipal transformation
and organisational development:
• Reporting on progress on the 5YLGSA.
• Support provided to municipalities for the reduction
of vacancy rate for municipal managers, CFOs and
section 57 managers.
• Development of human development framework to
guide development of municipal human development
strategies.
• Development of land use and development planning
support framework for municipalities (developed with
DPLG).
• Represent members’ interest in the review of the White
Paper on Local Government and the development of a
White Paper on Provincial Government.
• Capacity building for new councillors to clarify different
roles and responsibilities.
109
SALGA
South African Local Government Association
National Conference Resolution Strategic Objective
(KPA 2): To contribute to the effective and
sustainable delivery of municipal services.
• Represent members’ interest in the provincialisation
of primary healthcare.
• Support provided to municipalities to develop disaster
management plans (Environmental Management and
Regulatory unit currently being established).
• Support DWAF in the reduction of water and sanitation
backlogs in municipalities.
• Regional electricity distribution (RED) restructuring
initiative and support provided (through DME and
Eskom) for the reduction of electricity backlogs in
municipalities.
• SALGA position paper reviewing the role of local
government in the provision of public transport.
• Implementation of the legacy framework for the FIFA
World Cup 2010.
National Conference Resolution Strategic Objective
(KPA 5): To contribute to good governance and
public participation in municipalities.
• A support programme to municipalities on the
implementation of guidelines aimed at clarifying the
role of CDWs and ward committees.
• A support programme to municipalities to
implement the policy and regulatory framework
on the participation of traditional leaders in local
government.
• Implementation of joint programmes as per the MoU
entered into between SALGA and the House of
Traditional Leaders.
• Outstanding municipalities assisted to establish ward
committees.
National Conference Resolution Strategic Objective
(KPA 3): To contribute to the stimulation of local
economies and poverty alleviation.
• Development of an economic development framework
to guide municipalities.
• Supporting municipalities with inadequate IDPs.
• Development of an implementation guide to assist
municipalities to implement EPWP initiatives.
National Conference Resolution (KPA 4): To
contribute to the strengthening of municipal
financial capacity.
• Represent members’ interest in the policy options
on the replacement of RSC levies (position paper
developed).
• Assistance provided to municipalities to collect
outstanding debt owed by provincial and national
government.
• Representation and input provided on review panel
for equitable share formula.
• Assistance provided to municipalities to finalise and
implement rates policy.
110
Footnotes
1
The secretariat remains housed in the OCEO.
2
his refers to support provided to municipalities in
T
addressing challenges of backlogs in service delivery in
conjunction with other relevant stakeholders including
DWAF.
3
E xecutive director to provide the minutes or agreement
of the LGSETA and SALGBC.
4
osition papers or input into possible transfer agreements
P
must be developed and presented to relevant structures
and bodies.
5
he capacity building programme to be developed and
T
presented to EMT and NEC for approval and to include
facets that will ensure achievement of the strategic
objective.
6
his requires the executive director to conduct an
T
assessment of the current HR landscape and identify key
interventions. The strategy to be developed should have
programmes to achieving the strategic objective including
but not limited to HR plan 2012, staff acquisition and
retention, compliance with legislation etc.
11
his shall include development and implementation
T
of the performance management policy, procedures
and monitoring systems, and thereby ensuring the full
management and operationalisation of the system. The
implementation of performance management and the
system shall incorporate the integrated reporting system
for the administration.
12
he process to rationalise the organisational policies
T
will include reviewing and updating some of the policies
that are outdated and not benchmarked.This includes all
policies of the organisation such as HR policies.
13
MA refers to the National Members Assembly and this
N
meeting is held annually.
14
MA refers to the Provincial Members Assembly and
P
these are held nine times per year.
15
E nsure that adequate and required funds are raised from
donors as per SALGA’s delivery agenda.
16
E MT refers to the executive management team, which
comprises managers directly accountable to the CEO
(EDs, DCEOs and some HoUs)
7
his refers to development of a positive profile of
T
SALGA to ensure that stakeholders are aware of SALGA
programmes.
17
o coordinate response and implementation of corrective
T
measures for all audit queries of 2006/7 financial year and
ensure that SALGA gets at least a qualified statement.
8
his will be implemented jointly with the Department
T
of Provincial and Local Government (DPLG) and the
Government Communication and Information Services
(GCIS).
18
FO to ensure that SALGA’s register of movable
C
assets is maintained and compliant with SA GAAP/
GRAP requirements and monthly update reports to be
presented to EMT.
9
he head of department (A/ED) must ensure that the
T
first draft communication strategy is completed and
presented to the EMT by June 2008.
19
oD to ensure that the directorate complies with the
H
implementation of the organisational risk compliance
register.
he 100% includes appointment of the head of internal
T
audit and risk management with an established unit
fully functional with policies, procedures and systems in
place.
20
oD to ensure that the directorate complies with the
H
implementation of the organisational internal audit plan.
10
111
SALGA
South African Local Government Association
21
22
23
24
25
26
hief financial officer to ensure that all key business
C
transactions by supply chain management are processed
within a reasonable time in compliance with the approved
policies and procedures guidelines. This target assumes
that all documentation for enabling the transaction to
be processed is properly submitted with all required
information.
his refers to conducting of customer satisfaction survey
T
that will improve the level of service rendered by the
internal travel desk in provision of travel and related
services to all internal clients/customers.
efers to compliance to Skills Development Act and
R
Employment Equity Act.
efers to completion and submission of the EE plan on
R
due date.
ead of the directorate to ensure the establishment
H
of the skills development and employment equity
committee that will oversee all activities relating to skills
development and employment equity as well as ensure
compliance with the relevant Acts.
oD to submit monthly leave status reports on
H
management and reduction of leave to the executive
management team meeting, these reports should
provide EMT with the information showing that leave
is being managed to bring the annual leave days of each
employee down to a maximum of 22 days.
27
oD to ensure that all SALGA buildings are maintained
H
and comply with OHASA standards.
28
wo compliance assessments to be conducted at all
T
SALGA buildings annually.
29
oD to ensure that corrective measures are
H
implemented for all hazards identified during OHASA
and risk assessments at SALGA buildings.
30
oD to ensure that SLA for cleaning services at SALGA
H
buildings is adhered to.
31
oD to ensure that SLA for security services at SALGA
H
buildings is adhered to.
32
efers to finalisation and implementation of SALGA ICT
R
strategy by March 2008.
33
efers to maintenance and provision of goods and
R
services within three days of request.
34
oD to ensure that proper controls are implemented to
H
mitigate ICT risks within SALGA.
35
oD to develop and implement an electronic filling
H
system for SALGA with staff identified and trained from
each unit by June 2008.
36
he ICT governance forum to be established to look
T
into all ICT related matters within SALGA.
37
his refers to resolution of all IT queries within 48 hours
T
of being logged.
38
udit report to show the number of municipalities
A
that have the capacity and have signed the service level
agreement.
39
oD to commission an audit of district IGR forum with
H
public safety and security activities.
40
his refers to development of guidelines on the role of
T
local government in the provision of water resources
particularly in relation to catchments management
services.
112
41
42
Implementation report to reflect on the finalised
HIV and Aids guidelines; database of councillors with
disabilities; draft reviewed youth development strategy;
approved gender policy framework and the launch
report; implementation report of the National Women
in Local Government summit with resolutions and the
training report of persons in municipalities on children’s
rights.
his refers to completion of a municipal LED framework
T
and an audit on the status and improvement of municipal
LED. The LED framework to state clearly the roles
and responsibilities of district municipalities and local
municipalities with a funding database.
43
he report to EMT/NEC will reflect progress on the
T
division of the Revenue Bill 2008, SALGA’s input to the
DORA Bill (NCOP plenary) as well as SALGA’s input
on FFC recommendation for division of revenue for
2009/10 financial year.
44
Implementation reports to show database of
municipalities assisted and the programmes implemented
on the reformed accounting standards.
45
he implementation report should show options for
T
SALGA to intervene where necessary and the hands-on
programme provided to municipalities.
113
SALGA
South African Local Government Association
CHAPTER 3
financial overview and annual financial
statements
114
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
CONTENTS
The reports and statements set out below comprise the annual financial statements presented to the Executive
Authority:
Contents
Pages
Report of the Chief Financial Officer
116 – 119
Report of the Audit Committee
120
Report of the Auditor-General
121 – 126
Report of the Accounting Authority
127 – 134
Statement of Financial Position
135
Statement of Financial Performance
136
Statement of Changes in Net Assets
137
Cash Flow Statement
138
Accounting Policies
139 – 147
Notes to the Financial Statements
148 – 176
Annexure A – Related Party Schedule
177 – 183
Annexure B – Fruitless, Wasteful and Irregular Expenditure Schedule
184 – 185
The following supplementary information does not form part of the annual financial
statements and is unaudited:
Detailed Statement of Financial Performance
186 – 188
Statement of Gifts, Donations and Sponsorships received
189 – 190
115
SALGA
South African Local Government Association
REPORT OF THE CHIEF FINANCIAL
OFFICER
It is an honour to present SALGA’s financial statements for
the period ended 31 March 2008. SALGA, as a schedule 3A
public entity in terms of the Public Finance Management
Act (PFMA), has aligned its financial year-end to that of
PFMA public entities, namely 31 March instead of 30 June.
This is a requirement of PFMA treasury regulation 28.1.3 of
2002, practice note no 23463 made provision by regulation
28.1.3 for public entities to migrate to the March year
end. Consequently the period we are reporting consists of
9 months, being July 2007 to March 2008.
discouraging payment levels have a negative impact on the
organisation’s capacity building plans as some members are
withholding membership levies, which are the main source
of income for financing the organisation’s operations.
Payment levels (membership levies)
The payment levels for the period are 87%, whilst the split
per province is as follows:
Operational overview
The period under review has seen the implementation of
the unitary structure in the organisation’s operations, ie
centralising the entire finance function, including supply
chain management and the closing of the various bank
accounts operated by the provincial offices.
The operation of the organisation as a unitary structure, as
part of Operation Clean Audit Report (OPCAR) has borne
results in that there has been an improvement in the audit
outcome after three years of successive ‘disclaimers of audit
opinion’. For the period under review the organisation has
obtained a qualified audit opinion.
The qualification relates primarily to ‘property, plant and
equipment (fixed assets)’ for which the organisation is
implementing corrective measures that include building
internal capacity, systems development, and improvements
to the internal control environment. The focus of OPCAR
during the period under review was, inter alia, to foster
a culture of compliance, improving the internal control
environment, establishing capacity within the finance unit,
and capacitating existing staff through targeted training
interventions.
However, implementation of OPCAR has been hampered
by the unreliable revenue streams of the organisation,
particularly the collectability of membership levies. The
Province
Eastern Cape
Free State
Gauteng
Payment
level
74%
108%
81%
KwaZulu-Natal
150%
Limpopo
164%
Mpumalanga
136%
North West
131%
Northern Cape
124%
Western Cape
36%
Overall payment levels
87%
The organisation has not taken any steps to exclude any
members not in good standing, ie members with arrear
membership levies still continue to enjoy the benefits of
membership to SALGA. This is due to the organisation’s
decision to engage constructively all members to resolve
all matters amicably as well as consideration of the fact
that the benefits of membership are indivisible and devolve
to the entire local government sector.
116
Prospects for the coming year
To mitigate the negative impact of over reliance on a single
revenue source viz membership levies, the organisation
has commissioned a revenue enhancement project, the
primary objective being the development of a sustainable
revenue stream for the organisation.
The project seeks to, inter alia, develop an implementable
revenue enhancement strategy, propose a suitable
management system to implement the said strategy, and
propose a revenue structure that is relevant to SALGA
and sustainable. This will generate a better understanding
of the following:
 the potential costs of realising the organisation’s
strategic objectives and its business plans;
 the quantum of financing or revenue requirements
needed.
Key matters in the project scope include:
Accountability of support provided to municipalities
Possible duplication with other stakeholders
Costing of business plans
External stakeholder perceptions
Internal stakeholder perceptions
Institutional capacity.
The project outcome shall form the basis of the
organisation’s engagement with the executive authority
and other stakeholders for funding requirements.
Overview of financial results
The results for the period ended 31 March 2008 reflect
an operating deficit of R16,1 million, primarily caused
by the increase in the provision for impairment of trade
receivables by R14,4 million and R5,0 million expenditure
incurred to improve the control environment.The negative
variance in expenditure has been offset by R4,4 million
positive variance in revenue as a result of the revenue
assurance exercise that yielded a positive outcome, which
exceeded the forecasted membership levies income.
STATEMENT OF FINANCIAL PERFORMANCE
Figures in Rand
Actual
9 months ended
March 2008
Revised Budget
9 months ended
March 2008
Variance
Variance
%
Revenue
126,114,174
121,702,000
4,412,174
3,6%
Expenditure
141,394,625
121,901,000
(19,493,625)
(16,0%)
Operating (deficit)/surplus
(15,280,451)
(199,000)
(15,081,451)
> (100%)
(774,466)
231,000
(1,005,466)
> (100%)
Net interest
Surplus/(deficit)
(16,054,917)
32,000 (16,086,917)
> (100%)
Revenue – overall positive variance of R4,4 million, due mainly to a revenue assurance exercise undertaken by the
organisation to account accurately for membership levies. The exercise yielded a positive outcome, which exceeded the
forecasted membership levies income.
Expenditure – overall negative variance of R19,5 million, as a result of the increase of the provision for impairment of
trade receivables by R14,4 million and the R5,0 million expended in fulfilling the responsibilities of section 51(1)(b)(ii)
of the PFMA.
Non-operating expenditure/(income) – overall negative variance of R1,0 million, due to the fair value adjustments.
117
SALGA
South African Local Government Association
Revenue distribution by category
Key financial ratios
Revenue distribution by category
31 March
2008
9%
30 June
2007
1,0
1,3
31%
21%
5,7
158
11%
Current ratio
Solvency ratio
80%
Asset coverage rate
Membership Levies
Government Grants
4,3
Other income
Customer days ratio
Membership levies are still the primary source of income
for the organisation, contributing 80% to total revenue.
The government grants from the executive authority
(DPLG) contribute 11%, followed by ‘other income’,
which comprises the Executive Leadership Municipal
Development Programme (ELMDP) course facilitation
revenue, sponsorships and donations received, and
registration fees for national and provincial conferences
or members’ assemblies.
Expenditure distribution by category
61
The current ratio has deteriorated when compared to
the last reporting period, particularly as a result of poor
collection of membership levies (payment levels) leading
to the impairment of trade receivables amounting to
R44,7 million (2007: R30,4 million).
The organisation is solvent, with an acceptable solvency
ratio indicating adequate asset coverage rate of 4,3 times
versus 5,7 times in 2007.
The days sales outstanding has improved from 158 days in
Expenditure distribution by category
2007 to 61 days in 2008. The effect pre-the impairment of
1%
8%
1%
42%
25%
trade receivables is 182 days versus 274 days in 2007.
Forensic investigations
Forensic investigations have been instituted on suspected
2%
irregularities pertaining to procurement and travel and
21%
Employee Related Costs
Programme costs
Contracted Services
Administration
Consulting fees
Depreciation and amortisation
Repairs and Maintenance
subsistence. Certain employees have been placed on
precautionary suspension to avoid interference with the
forensic investigation. Pending the outcome of the forensic
Operating expenditure distribution is as follows: employee
related costs comprise 42% of total operating expenditure,
followed by programme costs at 25%, administration costs
21% and consultancy fees 8%.
investigations, disciplinary proceedings will be instituted
against implicated employees. Some of the employees
placed on the precautionary suspension have since left the
employment of SALGA.
118
I would like to thank the chief executive officer for his unwavering support and the National Executive Committee
(NEC), which is the organisation’s accounting authority, for its strategic direction and support. A special thank you is
extended to the finance team for the immense contribution during the period and the office of the Auditor-General for
its support and co-operation during the period.
________________________
Josephine Meyer, CA (SA)
Chief Financial Officer
119
SALGA
South African Local Government Association
REPORT OF THE AUDIT COMMITTEE FOR THE YEAR ENDED 31 MARCH 2008
We are pleased to present the report for the financial year
ended 31 March 2008.
Audit Committee Members and Attendance
SALGA’s audit committee is constituted in terms of
section 77(a) of the Public Finance Management Act
(PFMA) as well as per regulations 27.1.1; 3 and 4 of the
PFMA Treasury Regulations (2005) and meets as per its
approved terms of reference.
Two audit committee meetings were held during the period
under review, where risk areas were identified, internal
control measures were evaluated and the implementation
of corrective measures was monitored. Two other meetings
were held to address issues that needed participation of
audit committee members.
Since the termination of the services of an internal
auditor provided by an external service provider on
recommendation of the audit committee, the organisation
has taken steps to build internal audit capacity internally.
Thus as the audit committee we cannot comment on
the effectiveness of the organisation’s internal control
systems.
Name
Number of meetings
T Zakuza – chairperson
4
M Moitse
2
O Matloa
4
S Mavuso
2
N Maila ¹
2
Audit Committee Responsibility
The audit committee has reviewed and adopted formal
terms of reference as its audit committee charter, and
the committee is satisfied with its responsibilities for the
period, in compliance with its terms of reference.
An in-house internal audit function was established at the
end of the mid year and therefore could not be operational
throughout the year.This unit is being capacitated to assist
the audit committee with the evaluation of the effectiveness
of internal control.
The organisation has developed and approved the risk
management strategy, which is the foundation of the
continuous risk assessment process. The latest risk
assessment was carried out towards the end of the current
year and did not affect the risk management process of the
year under review.
The audit committee has been apprised of the forensic
investigations underway and has assessed their effect on
the control environment, procedures and systems.
Evaluation of Financial Statements
The audit committee has:
• Evaluated the financial statements of the South
African Local Government Association for the
period ended 31 March 2008.The audit committee
concurs that the adoption of the going-concern
premise in the preparation of the financial
statements is appropriate.
• Reviewed the Auditor-General’s report to
management and management’s response thereto.
• Reviewed significant adjustments resulting from
the audit and concurs and accepts the conclusions
of the Auditor-General on the annual financial
statements and is of the opinion that the audited
annual financial statements may be accepted and
read together with the report of the AuditorGeneral.
The Effectiveness of Internal Control
Significant weaknesses of control have been reported and
this has led to a qualified audit opinion. common causes
of these weaknesses are lack of sufficiently designed
policies and procedures, and inadequately designed manual
systems. these weaknesses continue to be addressed by
management.
Temba Zakuza
Chairperson of the Audit Committee
120
REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT ON THE FINANCIAL
STATEMENTS AND PERFORMANCE INFORMATION OF THE SOUTH AFRICAN
LOCAL GOVERNMENT ASSOCIATION FOR THE PERIOD ENDED 31 MARCH 2008
REPORT ON THE FINANCIAL
STATEMENTS
Introduction
1. I have audited the accompanying financial statements
of the South African Local Government Association
(SALGA) which comprise the statement of financial
position as at 31 March 2008, statement of financial
performance, statement of changes in net assets and
cash flow statement for the period then ended, and a
summary of significant accounting policies and other
explanatory notes, as set out on pages 135 to 185.
Responsibility of the accounting authority for the
financial statements
2. The accounting authority is responsible for the
preparation and fair presentation of these financial
statements in accordance with the basis of accounting
determined by the National Treasury, as set out in
accounting policy note 1 to the financial statements
and in the manner required by the Public Finance
Management Act, 1999 (Act No. 1 of 1999) (PFMA).
This responsibility includes:
• designing, implementing and maintaining internal
control relevant to the preparation and fair
presentation of financial statements that are free
from material misstatement, whether due to fraud
or error
• selecting and applying appropriate accounting
policies
• making accounting estimates that are reasonable
in the circumstances.
Responsibility of the Auditor-General
3. As required by section 188 of the Constitution of
the Republic of South Africa, 1996 read with section
4 of the Public Audit Act, 2004 (Act No. 25 of 2004)
(PAA), my responsibility is to express an opinion on
these financial statements based on my audit.
4. I conducted my audit in accordance with the
International Standards on Auditing and General
Notice 616 of 2008, issued in Government Gazette
No. 31057 of 15 May 2008. Those standards require
that I comply with ethical requirements and plan and
perform the audit to obtain reasonable assurance
on whether the financial statements are free from
material misstatement.
5. An audit involves performing procedures to obtain
audit evidence about the amounts and disclosures
in the financial statements. The procedures selected
depend on the auditor’s judgement, including the
assessment of the risks of material misstatement of
the financial statements, whether due to fraud or
error. In making those risk assessments, the auditor
considers internal control relevant to the entity’s
preparation and fair presentation of the financial
statements in order to design audit procedures that
are appropriate in the circumstances, but not for the
purpose of expressing an opinion on the effectiveness
of the entity’s internal control.
6. An audit also includes evaluating the:
• appropriateness of accounting policies used
• reasonableness of accounting estimates made by
management
• overall presentation of the financial statements.
7. I believe that the audit evidence I have obtained is
sufficient and appropriate to provide a basis for my
audit opinion.
Basis of accounting
8. The public entity’s policy is to prepare financial
statements on the basis of accounting determined by
the National Treasury, as set out in accounting policy
note 1 to the financial statements.
Basis for qualified opinion
Property, plant and equipment
9. South African Statement of Generally Accepted
Accounting Practice, IAS 16 (AC123) Property, Plant
and Equipment, defines cost as the amount of cash or
cash equivalents paid or the fair value of the other
consideration given to acquire an asset at the time
of its acquisition. Certain assets included under the
categories furniture and fittings, office equipment
and IT equipment were recorded at estimated
costs of R3,576,800, R379,300 and R2,013,500 and
121
SALGA
South African Local Government Association
accumulated depreciation of R846,998, R93,371 and
R368,197 respectively. Consequently, I am unable
to confirm the allocation and valuation of property,
plant and equipment reflected at a carrying amount
of R4,661,034.
10. Certain assets were identified which were not
recorded on the fixed asset register. I am therefore
unable to confirm the completeness of property, plant
and equipment reflected in the financial statements at
R13,701,630.
11. Contrary to the entity’s accounting policy that
requires that SALGA must revalue its land and
buildings on an annual basis and the requirements
of South African Statement of Generally Accepted
Accounting Practice, IAS 16(AC123) Property, Plant
and Equipment, that land and buildings be revalued
should the fair value differ materially from the carrying
amount, SALGA did not revalue land and buildings
at year-end. Consequently, I am unable to confirm
the allocation and valuation of land and buildings
amounting to R9,130,059.
Qualified opinion
12. In my opinion, except for the effects of the matters
described in the Basis for qualified opinion paragraphs,
the financial statements present fairly, in all material
respects, the financial position of the South African
Local Government Association (SALGA) as at 31
March 2008 and its financial performance and cash
flows for the period then ended, in accordance with
the basis of accounting determined by the National
Treasury, as set out in accounting policy note 1 to the
financial statements and in the manner required by
the PFMA.
13. With reference to note 22 to the financial statements,
SALGA is the defendant in various legal claims. The
ultimate outcome of the matter cannot be determined
at present, and no provision for any liability that may
result has been made in the financial statements.
Restatement of corresponding figures
14. As disclosed in note 25 to the financial statements,
the corresponding figures for 30 June 2007 have been
restated as a result of errors discovered.
OTHER MATTERS
I draw attention to the following matters that relate to my
responsibilities in the audit of the financial statements:
Internal controls
15. Section 51(1)(a)(i) of the PFMA states that the
accounting authority must ensure that the public
entity has and maintains effective, efficient and
transparent systems of financial and risk management
and internal control. The table below depicts the
root causes that gave rise to the inefficiencies in the
system of internal control, which led to the qualified
opinion.The root causes are categorised according to
the five components of an effective system of internal
control. In some instances deficiencies exist in more
than one internal control component.
Emphasis of matter
I draw attention to the following matter:
Significant uncertainty
Contingencies
122
Reporting item
Control
environment
Property, plant and
equipment

Risk assessment
Control
activities
Information and
communication
Monitoring



Control environment: establishes the foundation for the internal control system by providing fundamental discipline
and structure for financial reporting.
Risk assessment: involves the identification and analysis by management of relevant financial reporting risks to
achieve predetermined financial reporting objectives.
Control activities: policies, procedures and practices that ensure that management’s financial reporting objectives are
achieved and financial reporting risk mitigation strategies are carried out.
Information and communication: supports all other control components by communicating control responsibilities
for financial reporting to employees and by providing financial reporting information in a form and time frame that
allow people to carry out their financial reporting duties.
Monitoring: covers external oversight of internal controls over financial reporting by management or other parties
outside the process; or the application of independent methodologies, like customised procedures or standard
checklists, by employees within a process.
Non-compliance with applicable legislation
Public Finance Management Act
16. SALGA did not obtain approval in terms of Treasury
Regulation 32.2.5 for all finance leases entered into.
17. SALGA provided guarantees amounting to R160,000.
This was in contravention of section 66(3) of the
PFMA as SALGA may only issue guarantees through
the Executive Authority in concurrence with the
Minister of Finance.
19. Evidence could not be submitted during the audit that
seventeen (17) members of the accounting authority
did declare their business interests, as required by
section 50(3)(a) of the PFMA.
20. SALGA did not perform a risk assessment in order to
identify emerging risks for the period under review.
This is in contravention of Treasury Regulation
27.2.1.
18. The cash management policies and practices at SALGA
are inadequate as they do not address key areas as
required by Treasury Regulation 31.1. The following
instances of non-compliance have been noted:
• Bank reconciliations are not performed
on a weekly basis as required by Treasury
Regulation 31.1(j).
• SALGA reports on the performance of
cash management on a quarterly basis even
though Treasury Regulation 31.1.3 requires
the performance of cash management to be
reported on monthly.
123
SALGA
South African Local Government Association
Matters of governance
21. The PFMA tasks the accounting authority with a number of responsibilities concerning financial and risk management
and internal control. Fundamental to achieving this is the implementation of certain key governance responsibilities,
which I have assessed as follows:
Matter of governance
Yes
No
Audit committee
• The public entity had an audit committee in operation throughout the financial year.

• The audit committee operates in accordance with approved, written terms of reference.

• The audit committee substantially fulfilled its responsibilities for the year, as set out in section
77 of the PFMA and Treasury Regulation 27.1.8.

Internal audit
• The public entity had an internal audit function in operation throughout the financial year.

• The internal audit function operates in terms of an approved internal audit plan.

• The internal audit function substantially fulfilled its responsibilities for the year, as set out in
Treasury Regulation 27.2.

Other matters of governance
The annual financial statements were submitted for audit as per the legislated deadlines, section
55 of the PFMA for public entities.

The financial statements submitted for audit were not subject to any material amendments
resulting from the audit.

No significant difficulties were experienced during the audit concerning delays or the unavailability
of expected information and/or the unavailability of senior management.

The prior year’s external audit recommendations have been substantially implemented.

SCOPA resolutions have been substantially implemented.
Unaudited supplementary schedules
22. The supplementary information set out on pages 186
to 190 does not form part of the financial statements
and is presented as additional information. I have not
audited these schedules and accordingly I do not
express an opinion thereon.
OTHER REPORTING RESPONSIBILITIES
REPORT ON PERFORMANCE
INFORMATION
I have reviewed the performance information as set out
on pages 57 to 106.

Responsibility of the accounting authority for
the performance information
23. The accounting authority has additional responsibilities
as required by section 55(2)(a) of the PFMA to ensure
that the annual report and audited financial statements
fairly present the performance against predetermined
objectives of the public entity.
Responsibility of the Auditor-General
24. I conducted my engagement in accordance with
section 13 of the PAA read with General Notice 616
of 2008, issued in Government Gazette No. 31057 of 15
May 2008.
124
25. In terms of the foregoing my engagement included
performing procedures of an audit nature to obtain
sufficient appropriate evidence about the performance
information and related systems, processes and
procedures. The procedures selected depend on the
auditor’s judgement.
26. I believe that the evidence I have obtained is sufficient
and appropriate to provide a basis for the audit
findings reported below.
Audit findings (performance information)
Non-compliance with regulatory requirements
27. The accounting authority of SALGA did not finalise
and submit a strategic plan for approval to the relevant
executive authority before or on 1 April 2007, as
required by Treasury Regulations 30.1.1 and 30.1.2.
Lack of sufficient appropriate audit evidence
28. The actual achievement of measures/indicators/
targets could not be substantiated by adequate
evidence/source documentation.
32. I conducted my audit in accordance with the
International Statements on Auditing applicable to
compliance auditing and General Notice 616 of 2008,
issued in Government Gazette No. 31057 of 15 May
2008.Those Standards require that I plan and perform
the audit to obtain reasonable assurance about
whether SALGA has complied with those provisions
of its constitution relating to financial matters.
33. An audit includes examining appropriate evidence
on a test basis. I believe that my audit provides a
reasonable basis for my opinion.
Basis for qualified opinion
Non compliance with SALGA Constitution
34. Section 8.3 of SALGA’s constitution requires that
members who are in arrears with membership levies
shall not be entitled to membership benefits including
the right to vote. SALGA has not complied with this
requirement as members who have not paid their
levies remained entitled to all benefits associated
with membership.
Qualified opinion
35. In my opinion, except for the effects of the matters
described in the basis for qualification paragraph,
SALGA was, in all material respects, in compliance
with those provisions of its constitution relating to
financial matters as of 31 March 2008.
REPORT ON COMPLIANCE WITH SALGA’s
CONSTITUTION
Introduction
29. I have audited SALGA’s compliance with those
provisions of its constitution relating to financial
matters as of 31 March 2008.
Responsibility of the accounting authority
OTHER REPORTS
Investigations
30. The accounting authority has additional responsibilities
as required by section 98(2)(b)(i) of the Labour
Relations Act, 1995 (Act No. 66 of 1995) to ensure
compliance with those provisions of SALGA’s
constitution relating to financial matters.
Responsibility of the Auditor-General
31. In addition to the responsibility to express an
opinion on the financial statements described above,
my responsibility includes expressing an opinion on
whether SALGA has, in all material respects, complied
with those provisions of its constitution relating
to financial matters, responsibilities as required by
section 98(2)(b)(i) of the Labour Relations Act.
125
36. An investigation is currently being conducted on
subsistence and travel claims and expenditure
as a result of alleged fraud perpetrated in this
regard in the Free State and KwaZulu-Natal
provincial offices. The investigation aims to
determine whether fraudulent activity did occur
and to provide recommendations regarding the
improvement of controls over subsistence and
travel claims and expenditure. During the period
under review the accounting officer, in terms
of his delegated authority, suspended certain
officials from the Free State provincial office. The
accounting officer’s decision was affirmed by the
accounting authority. The Free State provincial
office however disregarded this decision and
SALGA
South African Local Government Association
allowed these suspended officials to resume
duty. The investigation was still ongoing at the
reporting date.
37. An investigation was conducted on the
involvement of SALGA in the establishment of
a Local Government Pension Fund. The results
of the investigation have been forwarded to the
legal advisers of SALGA for a legal opinion.
APPRECIATION
38. The assistance rendered by the staff of SALGA during
the audit is sincerely appreciated.
Pretoria
6 October 2008
126
REPORT OF THE ACCOUNTING
AUTHORITY
The application was dismissed and each party
was ordered to pay its own costs. In other words,
no costs order was granted against SALGA. The
only costs for which SALGA will be liable are
Stegmanns’ legal costs for keeping a watch on
the matter when proceedings commenced during
2006. SALGA decided to abide by the court’s
decision but it still had to monitor the matter in
case a costs order was granted against it.
1. Going concern
The Constitution of the Republic of South Africa in
section 163 envisages an important role for organised
local government and provides that an Act of Parliament
must cater for the recognition of national and provincial
organisations representing municipalities, and determine
procedures by which local government may consult
the national and provincial government, designate
representatives to participate in the National Council of
Provinces (NCOP) and nominate persons to the Financial
and Fiscal Commission (FFC).
2.2
The said clause provides as follows:
Thus the organisations’ existence is as a result of the
Organised Local Government Act, 1997 (OLGA) that was
enacted by Parliament. SALGA is recognised as the sole
organised voice of local government in the Republic of
South Africa.
A member may resign by giving not less than 3 (three)
months’ written notice to the chairperson or a person
duly delegated by the chairperson, provided that no
resignation shall take effect until all money due by the
member concerned to SALGA has been paid in full.
There is no indication in the foreseeable future that the
recognition granted by the Minister may be revoked, thus
SALGA will be in existence for the next 12 months.
As such, SALGA’s response to these members
is per the constitution in that the membership
levies for the 2008/9 financial and all other
outstanding monies due remain payable prior to
formal termination of membership. Consequently,
SALGA’s going concern considerations are not
impacted negatively for the next 12 months.
Therefore, SALGA’s existence is assured.
SALGA is constituted by its members, which are the 283
municipalities that cover the entire land surface area of
the Republic. In terms of the governance model of the
Republic which creates the three spheres of government,
namely local, provincial and national, there is no indication
in the near future of a change in the governance model.
Therefore, we believe that SALGA’s existence for the next
12 months is assured.
In terms of future financial stability – 283 municipalities
contribute the majority SALGA’s revenue. SALGA’s
existence is assured in that the financial viability of the
municipalities is stable. The members’ financial base, which
is the population of the Republic (rates & taxes) indicates a
growing pattern in that the Statistics South Africa projects
an increase in the population for the foreseeable future.
Furthermore, the total membership from the Free
State Province contributed 7% or R7,9 million to
the entire membership levy income for the 2008/9
financial year. Thus, the impact on the goingconcern considerations is minimal.
2.3
2. Post balance sheet events
The following events occurred after year-end:
2.1
Thirteen municipalities from the Free State
Province indicated their intention to withdraw
from SALGA, in terms of the SALGA Constitution
clause 7 – termination of membership.
The litigation between IMATU v President of RSA
and 22 others (including SALGA) was finalised on
27 May 2008.
127
On 30 June 2008 SALGA KwaZulu-Natal (SALGA
KZN) sent a circular to member municipalities
in the KwaZulu-Natal requesting members to
temporarily suspend payment of membership
levies to SALGA, pending a decision to be taken
on 17 July 2008 by the SALGA KZN executive
committee. A circular dated 22 August 2008 was
subsequently sent to member municipalities in
the KZN informing members of SALGA KZN,
in the main, of the purported cancellation of the
memorandum of agreement between SALGA and
SALGA
South African Local Government Association
KwaZulu-Natal Local Government Association
(KWANALOGA) requesting these members to
pay their membership levies to KWANALOGA.
The abovementioned circulars have no impact
on SALGA’s going-concern considerations at this
stage. On the report date the matter is still a
subject for discussion between the SALGA NEC
and SALGA KZN PEC. SALGA has since issued
a circular clarifying the matter to its members in
KZN. The potential impact to SALGA should its
member municipal councils from the KZN decide
not to remit the membership fee to SALGA is
based on the contribution by these members,
which is about 17% or R18,2 million.
3. Members of the National Executive Committee (NEC)
The members of the Board (being SALGA’s National Executive Committee) are as follows:
Name
Designation
Municipality
Cllr A Masondo
Cllr H Jenkins
Cllr O Mlaba
Cllr GD Mothupi
Cllr F Moboa-Boltman
Cllr CM Johnson
Cllr ND Masemola
Cllr BL Mahlangu
Cllr NM Khoza
Cllr S Somyo
Cllr MD Monakedi *
Cllr ME Simboyia *
Cllr RZN Capa
Cllr D Nkosi
Cllr SK Mashilo
Cllr J Ramokhoase *
Cllr DD van Rooyen
Cllr S Mxolose *
Fr S Mkhatshwa
Cllr S Molokoane
Cllr H Mokgobi **
Cllr W Johnson **
Cllr S de Vries **
Cllr S Ngangelizwe **
Chairperson
Deputy chairperson
Deputy chairperson
Deputy chairperson
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Co-opted member
Co-opted member
Member
Member
Member
Member
City of Johannesburg Metropolitan
Pixley Ka Seeme District Municipality
eThekwini Metropolitan
Mangaung Local Municipality
Gert Sibande District Municipality
Cape Winelands District Municipality
Greater Sekhukhune District Municipality
Greater Taung Municipality
City of Johannesburg Metropolitan
Amathole District Municipality
Capricorn District Municipality
Francis Baard District Municipality
OR Tambo District Municipality
Ekurhuleni Metro
Nkangala Metro
Fezile Dabi Municipality
Merafong District Municipality
City of Cape Town Metropolitan
City of Tshwane Metropolitan
Madibeng Local Municipality
Mopani District Municipality
Frances Baard Municipality
Eden District Municipality
Lejweleputswa District Municipality
* - Not re-elected
** - Elected during February/March 2008
128
The NEC meets bi-monthly. During the reporting period July 2007 to March 2008 six NEC meetings took place after
the July 2007 national conference. These meetings were held on:
3 August 2007
18 August 2007 (special NEC lekgotla)
5 October 2007
5 December 2007
15 February 2008
18 March 2008 (special NEC meeting)
Remuneration
The members of the NEC are not remunerated for the office that they occupy.
4. Audit committee
NameMember role
T Zakuza N Maila O Matloa M Moitse S Mavuso Chairperson
Member
Member
Member
Member Remuneration
The members of the audit committee have been remunerated as follows for the period under review:
T Zakuza
R33,726.10
N Maila
R7,785.00
O Matloa
R66,117.10
M Moitse *
Rnil
S Mavuso *
Rnil
Total
R 107,628.20
* ~ Members employed in the public sector
129
130
Mr. K Mullagie
Mr. HE Pietersen
Mr. HG Mathobela
Ms. GW Langa
Ms. TP Dlamini
Mr. JL Muller
Mr. NC Magwangqana
Mr. TP Mthethwa
Total
Chief Financial Officer
Deputy Chief Executive Officer Limpopo
Deputy Chief Executive Officer KwaZulu-Natal
Deputy Chief Executive Officer Eastern Cape
Deputy Chief Executive Officer - North
West
Deputy Chief Executive Officer Gauteng
Deputy Chief Executive Officer Mpumalanga
Deputy Chief Executive Officer Northern Cape
Deputy Chief Executive Officer - Free
State
(Acting) Deputy Chief Executive Officer
- Western Cape
Ms. JL Meyer
Mr. PA Maloka
Adv. EM Yawa
Mr. S Sethene
Chief Executive Officer
Executive Director: Governance and
Inter-Governmental Relations
Executive Director: International
Relations, Protocol and Support
Services, Research, Communications
and Marketing
Executive Director: Municipal Labour
Relations and Human Resources
6,192,685
418,547
293,471
349,784
242,738
451,084
432,506
400,338
402,880
415,600
345,636
533,977
368,287
1,051,302
486,535
Basic salary
Baisc
64,079
22,124
41,955
Bonuses and
performance related
payments
1,291,933
20,994
76,735
93,983
195,936
76,329
14,976
74,706
192,172
56,288
86,182
110,639
100,886
96,102
96,005
Travel allowance
41,915
2,040
1,560
1,320
300
1,440
360
1,320
1,080
1,260
300
19,434
11,501
Subsistence
allowance
0
Contributions to
retirement annuity
funds
136,970
26,143
22,500
26,001
6,400
22,500
3,516
17,910
12,000
Contributions to
medical aid
229,133
48,736
18,000
32,085
32,949
13,500
11,700
48,587
23,576
Contributions to
pension fund
7,956,715
441,581
467,209
485,827
498,080
567,062
490,877
475,404
632,372
487,104
499,395
645,876
505,049
1,166,838
594,041
Total
SALGA
Mr. XC George
Mr. L Joel
Executive Management Remuneration
2008
5.Remuneration of Senior Managers
South African Local Government Association
131
D e p u ty C h ie f E xe c u tive O ffic e r G a u te n g
D e p u ty C h ie f E xe c u tive O ffic e r M p u m a la n g a
D e p u ty C h ie f E xe c u tive O ffic e r N o rth e rn C a p e
D e p u ty C h ie f E xe c u tive O ffic e r - F re e
S ta te
(A c tin g ) D e p u ty C h ie f E xe c u tive O ffic e r
- W e s te rn C a p e
M s . TP D la m in i
Ms. G W Langa
M r. H G M a th o b e la
M r. H E P ie te rs e n
M r. K M u lla g ie
9 ,0 4 5 ,8 8 4
4 6 4 ,3 9 3
3 5 2 ,9 7 1
5 1 2 ,8 2 8
2 8 6 ,0 8 6
4 9 6 ,4 0 8
5 4 0 ,2 1 3
2 6 3 ,9 8 5
5 0 5 ,4 1 1
5 8 4 ,5 4 2
5 4 3 ,2 9 5
3 0 8 ,0 1 5
4 8 0 ,2 9 2
6 5 9 ,4 9 2
5 0 6 ,2 4 6
3 3 0 ,1 6 4
1 3 9 ,0 7 7
5 7 1 ,0 2 3
6 7 1 ,2 1 8
5 4 9 ,9 9 5
2 8 0 ,2 3 0
Baisc
Basic salary
1 5 6 ,3 5 7
2 6 ,3 6 0
4 6 ,2 8 8
3 7 ,0 7 5
4 ,1 6 7
4 2 ,4 6 7
Bonuses and
performance related
payments
2 ,0 1 0 ,6 5 8
1 8 ,4 6 2
1 4 6 ,3 2 7
1 0 0 ,0 3 6
2 4 7 ,8 2 4
1 6 0 ,0 7 9
2 5 ,4 1 4
4 3 ,3 7 6
1 2 8 ,5 8 7
2 3 4 ,7 9 6
5 0 ,6 2 0
1 8 ,8 6 6
7 8 ,1 0 6
1 3 2 ,0 9 6
1 5 4 ,7 0 4
1 2 ,8 6 0
1 4 0 ,4 5 5
1 6 6 ,0 1 6
1 2 0 ,0 0 0
3 2 ,0 3 4
Travel allowance
1 1 5 ,8 5 7
1 ,8 7 8
1 2 ,0 9 4
1 ,3 4 5
851
1 1 ,1 7 6
159
1 ,9 6 0
1 4 ,6 4 1
1 1 ,0 9 8
1 ,1 4 0
438
1 ,8 7 7
1 1 ,2 6 7
1 9 ,3 3 7
1 2 ,4 1 8
9 ,9 7 2
4 ,2 0 6
Subsistence
allowance
5 7 ,6 6 0
6 ,0 0 0
5 1 ,6 6 0
Contributions to
retirement annuity
funds
1 9 9 ,9 3 4
4 6 ,4 7 7
1 0 ,0 0 0
3 4 ,6 6 8
1 9 ,2 0 0
7 ,5 8 7
2 4 ,6 0 0
5 ,9 7 0
1 4 ,0 6 4
1 8 ,0 0 0
1 9 ,3 6 8
Contributions to
medical aid
3 0 1 ,2 1 0
6 4 ,9 8 1
8 ,0 0 0
4 2 ,7 8 0
4 3 ,9 3 2
9 ,0 0 0
1 6 ,1 9 6
1 5 ,6 0 0
3 5 ,3 6 4
6 5 ,3 5 7
Contributions to
pension fund
1 1 ,8 8 7 ,5 6 0
4 8 4 ,7 3 3
6 3 7 ,1 1 6
6 4 2 ,9 5 8
6 1 2 ,7 0 3
7 2 0 ,4 7 0
6 2 3 ,0 9 1
3 1 5 ,1 0 7
6 7 3 ,0 3 3
8 7 3 ,5 7 9
6 2 7 ,1 7 9
3 2 8 ,0 2 1
5 8 8 ,5 0 0
7 9 7 ,6 3 2
7 2 5 ,5 8 1
3 3 0 ,1 6 4
1 5 1 ,9 3 7
7 3 0 ,8 1 5
8 4 9 ,6 5 2
8 0 7 ,1 5 9
3 6 8 ,1 3 0
Total
of comparative information. The restated figures have no impact on the statement of financial performance.
The remuneration of senior managers for the 2006/2007 financial year has been restated, based on a more complete and accurate information so as to achieve a fair presentation
Total
D e p u ty C h ie f E xe c u tive O ffic e r - N o rth
W est
M r. M D a ro lin g o
M r. J L M u lle r
C h ie f F in a n c ia l O ffic e r
(A c tin g ) D e p u ty C h ie f E xe c u tive O ffic e r
- W e s te rn C a p e
M s . J L M e ye r
D e p u ty C h ie f E xe c u tive O ffic e r
(re s ig n e d 3 0 N o ve m b e r 2 0 0 6 )
E xe c u tive D ire c to r: M u n ic ip a l L a b o u r
R e la tio n s a n d H u m a n R e s o u rc e s
A d v. E M Y a w a
M s . L IM M o la p o
E xe c u tive D ire c to r: In te rn a tio n a l
R e la tio n s , P ro to c o l a n d S u p p o rt
S e rvic e s , R e s e a rc h , C o m m u n ic a tio n s
a n d M a rk e tin g
M r. S S e th e n e
D e p u ty C h ie f E xe c u tive O ffic e r E a s te rn C a p e
E xe c u tive D ire c to r: M u n ic ip a l S e rvic e s
(a p p o in te d 1 D e c e m b e r 2 0 0 6 ; re s ig n e d
3 1 M a rc h 2 0 0 7 )
M r. T Z u lu
M r. N C M a g w a n g q a n a
E xe c u tive D ire c to r: G o ve rn a n c e a n d
In te r-G o ve rn m e n ta l R e la tio n s
(re s ig n e d 3 1 A u g u s t 2 0 0 6 )
A d v. G R ic h a rd s
D e p u ty C h ie f E xe c u tive O ffic e r K w a Z u lu -N a ta l
E xe c u tive D ire c to r: G o ve rn a n c e a n d
In te r-G o ve rn m e n ta l R e la tio n s
M r. L J o e l
M r. TP M th e th w a
E xe c u tive D ire c to r: F in a n c e a n d
C o rp o ra te S e rvic e s
M r. S W a s a
D e p u ty C h ie f E xe c u tive O ffic e r L im p o p o
C h ie f E xe c u tive O ffic e r (re s ig n e d 3 1
D ecem ber 2006)
D r. M B K h o za
M r. P A M a lo k a
C h ie f E xe c u tive O ffic e r (a p p o in te d 1
May 2007)
M r. X C G e o rg e
2007
E x e c u tiv e M a n a g e m e n t R e m u n e r a tio n
Remuneration of Senior Managers
SALGA
South African Local Government Association
6. Change of year-end
As part of the organisational transformation agenda,
particularly relating to the compliance culture and
compliance to the legislative environment, SALGA changed
its financial year-end from 30 June of each year to 31 March
of each year (starting from 31 March 2008).
•
The reporting period for the financial statements set out
on pages 135 to 185, which the organisation prepared on
a going-concern basis, are for a nine month period, whilst
the comparatives are for a full year.
•
7. Change agenda
•
This section provides an overview of progress made by
SALGA since the 2006/7 financial year.
•
The period under review (1 July 2007 to 31 March 2008)
has witnessed a radical review of SALGA’s strategy as well
as its institutional arrangements aimed at ensuring that the
organisation is able to optimise its support to its members
and fulfil its mandate more effectively.
•
- M
unicipal finance and corporate administration;
- Social development, health and safety (community development);
- Municipal services and infrastructure;
- Human resource development
- Governance, IGR and international relations.
Adoption and implementation of a SALGA
deployment policy; mandating policy, and
accountability and reporting policy;
More focused approach to SALGA’s membership
needs;
Approval (as part of new organisational design) for
dedicated capacity to augment SALGA’s lobbying
and advocacy role;
A report on the risk analysis of SALGA membership
was concluded;
Introduced a new governance framework.
As part of the process, the clear articulation of
responsibilities and accountabilities between SALGA and
its provincial offices was necessary, particularly given the
need to establish SALGA as a unitary organisation, serving
as the national association of municipalities
Strategy and Direction – Progress to 31 March
2008
• SALGA strategic plan (2007-2012) developed – Institutional Overhaul – Progress to 31 March
provides direction for the organisation for a five- 2008
year period through revised strategic objectives;
• Institutional overhaul informed by staff through
• SALGA strategic plan clearly supports the
transformation colleges;
achievement of the Five-Year Local Government
•
Approved new institutional design;
Strategic Agenda;
•
Provision of clarity in terms of roles, ownership and
• Greater synergy between strategic plan,
accountability across SALGA, via the institutional
business planning, budgeting and performance
review process;
management;
• Establishment of a clear line of sight between
• Strategic plan is more attuned to the dynamic
international, national and local terrain in which
organisational structure and strategy;
SALGA operates.
• The emergence of a new SALGA organisational
culture through the development and use of
Governance Review – Progress to 31 March 2008
appropriate structures, systems and processes;
• Improved chronological alignment and interface
• Renewed vigour and energy in the organisation in
between NEC and PECs;
line with its new strategic direction.
• Working groups have been reformulated to give
more optimal support to the Five-Year Local
Government Strategic Agenda and to local,
national and international issues afflicting local
government:
- E conomic development, planning and environment;
132
Financial Management Overhaul – Progress to
31 March 2008
• Budgeting policy introduced and being implemented;
• Provincial bank accounts consolidated into a single
SALGA account;
• Consolidation of Operation Clean Audit;
• Internal audit and risk management policy
introduced and being implemented – managers
and staff workshopped and trained.
• Work instructions/FPPs have been implemented
since November 2007 with regards to the
following: journals, credit notes, invoice batches
etc – all procedures required for the input of
transactions have been developed;
• Vigorous debt collection measures are being
instituted (owed R57 million cumulatively since
2001; since July 2007 - recovered +-R40 million)
• A phased-approach in the implementation of a
responsive ERP system is being conducted;
• Greater alignment of strategy, business planning
and budgeting provides the basis for an assessment
of programme spending per strategic objective;
• A process of reviewing the revenue model and
levy formula has started;
• Capacitating of the finance department is being
done to enable it to play its appropriate role.
Compliance and Accountability – Progress to
31 March 2008
• SALGA performance management policy and
procedure developed;
• To give effect to a performance management ethos,
a performance contract was signed by the CEO
and this has been cascaded and communicated to
management and all employees to ensure that the
organisation is focused on achieving its targets;
• Performance scorecards have also been developed
and signed by the direct reports of the CEO
(DCEOs and EDs);
• Performance management and remuneration
panel established;
• SALGA compliance policy developed;
• As part the process of implementing the compliance
policy within the organisation, all provinces and
national units have identified compliance officers.
These officers are trained on compliance and
on how to operate the integrated compliance
software.
Administrative Interface – Progress to 31 March
2008
• Clear articulation of responsibilities and
accountabilities between SALGA and its provincial
offices was necessary, particularly given the need to
establish SALGA as a unitary organisation, serving
as the national association of municipalities;
• Improved interface between the administration
and the political leadership;
• Organisational review has provided the basis
for an administration that is better defined and
executed in an integrated fashion.
Business Integration – Progress to 31 March 2008
• Integrated SALGA business planning policy
framework developed – employees workshopped
and trained;
• In line with the business planning policy framework,
SALGA has developed a national business plan
for the 2008/9 financial year. In addition, each of
the nine provincial arms of SALGA and SALGA
directorates have also developed a business plan
in line with the framework;
• Level of integration of business plans with
performance management and monitoring
processes has improved;
• Ability to interpret strategic objectives in terms of
definable and measurable KPIs;
• Synergistic link across strategy, business planning,
performance management and budgeting;
• Business and organisational performance reporting
introduced.
Challenges pertaining to the Financial Overhaul
worth mentioning
133
The implementation of the financial overhaul
dimension of the change agenda, with its objectives
including correcting the control weaknesses that led
to the Auditor-General being unable to express an
opinion on SALGA’s financial information for the prior
periods, required the organisation to restate some of
the misstatements previously reported (fixed assets).
The non-availability of historical information limited
management’s intervention in some areas. However, to
rectify the misstatements with the absence of historical
information the organisation adopted an approach and
methodology that was discussed and agreed with the
Auditor-General.
SALGA
South African Local Government Association
To validate management’s approach a technical opinion
was also obtained, which in the main affirmed the
approach adopted, in that its conclusion is as follows:
“It appears that in accordance with GRAP 3, SALGA should
make use of recreated information to correct a prior period
error if it is practicable. If this is not practicable, the error
can be corrected only when it becomes practicable, if ever.
SALGA’s recreation of information appears to be reasonable.
There also appears to be an audit trail of the reconstructed
information. It further appears to be in compliance with
GRAP to apply the reconstructed information.”
The financial statements set out on pages 135 to 185 have
been prepared on a going-concern basis, were approved
by the accounting officer on 18 July 2008 as delegated by
the accounting authority.
XOLILE GEORGE
CHIEF EXECUTIVE OFFICER
(on behalf of the accounting authority)
29 August 2008
PRETORIA
134
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Statement of Financial Position
Figures in Rand
Note(s)
31 March
2008
30 June
2007 Restated
Assets
Non-Current Assets
Property, plant and equipment
Intangible assets
Current Assets
Trade and other receivables – exchange transactions
Cash and cash equivalents
2
3
23,627,586
54,799
23,682,385
26,091,590
98,639
26,190,229
6
7
27,335,004
6,091,602
33,426,606
57,108,991
55,462,331
4,873,047
60,335,378
86,525,607
8
6,553,062
10,639,685
17,192,747
7,082,394
26,165,270
33,247,664
9
5,279,481
7,002,302
9
5&20
11
10
7
1,722,821
1,121,548
30,762,524
1,008,888
21,312
34,636,763
39,916,244
57,108,991
1,110,382
874,863
42,815,778
1,342,280
132,338
46,275,641
53,277,943
86,525,607
Total Assets
Net Assets
Reserves
Accumulated surplus
Liabilities
Non-Current Liabilities
Finance lease liability – exchange transactions
Current Liabilities
Finance lease liability – exchange transactions
Operating lease liability – exchange transactions
Trade and other payables – exchange transactions
Deferred income – exchange transactions
Bank overdraft
Total Liabilities
Total Net Assets
135
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Statement of Financial Performance
Figures in Rand
Revenue from exchange transactions
Other operating revenue
Operating expenses
Operating (deficit)/surplus
Investment income
Fair value adjustments
Finance costs
(Deficit)/surplus for the
9 months/12 months
Note(s)
for the 9 months
ending 31 March
2008
for the 12 months
ending 30 June
2007 Restated
13
14
114,835,756
11,278,418
(141,394,624)
(15,280,450)
917,528
(1,691,995)
129,039,018
12,512,909
(131,563,829)
9,988,098
2,769,336
17,103,772
(3,306,582)
(16,054,917)
26,554,624
15
16
17
136
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Statement of Changes in Net Assets
Figures in Rand
Opening balance as reported on 30 June 2006
Adjustments
Prior period errors
Balance at 1 July 2006 restated
Changes in net assets
Revaluation of land and buildings
Net surplus recognised directly in net assets
Surplus for the year
Total recognised surplus for the year
Realisation of revaluation surplus
Total changes
Opening balance as previously reported on
30 June 2007
Adjustments
Prior period errors
Balance at 01 July 2007 as restated
Changes in net assets
Deficit for the period
Realisation of revaluation surplus
Total changes
Balance at 31 March 2008
Note(s)
Note(s)
25
25
8
137
Revaluation
reserve
Accumulated
surplus
Total Net
Assets
4,963,059
20,997,786
25,960,845
749,879
5,712,938
(21,947,248)
(949,462)
(21,197,369)
4,763,476
1,929,564
1,929,564
1,929,564
(560,108)
1,369,456
6,562,655
26,554,624
26,554,624
560,108
27,114,732
22,897,031
1,929,564
1,929,564
26,554,624
28,484,188
28,484,188
29,459,686
519,739
7,082,394
3,268,239
26,165,270
3,787,978
33,247,663
(529,332)
(529,332)
6,553,062
(16,054,917)
529,332
(15,525,585)
10,639,685
16,054,917
(16,054,917)
17,192,747
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Cash Flow Statement
Figures in Rand
Note(s)
for the 9 months
ending 31 March
2008
for the 12 months
ending 30 June
2007 Restated
Cash flows from operating activities
Cash receipts from DPLG and members
Cash paid to suppliers and employees
Cash generated from (used in) operations
Interest income
Finance costs
Net cash inflow/(outflow) from operating
activities
156,132,470
(152,976,703)
76,622,155
(122,954,724)
21
16
17
3,155,767
917,528
(1,691,995)
2,381,300
(46,332,569)
2,769,336
(2,865,958)
(46,429,191)
2
2
3
81,783
(23,120)
58,663
(6,092,364)
2,599,515
(131,518)
17,103,772
13,479,405
(1,110,382)
(1,153,352)
(1,110,382)
(1,153,352)
1,329,581
4,740,709
6,070,290
(34,103,138)
38,843,847
4,740,709
Cash flows from investing activities
Purchase of property, plant and equipment
Sale of property, plant and equipment
Purchase of other intangibles assets
Movement in fair value of debtors
Masibambane fixed assets
Net cash inflow from investing activities
2
Cash flows from financing activities
Finance lease payments
Net cash outflow from financing activities
Total cash movement for the period
Cash at the beginning of the period
Total cash at end of the period
7
138
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
1.Basis of preparation
The financial statements have been prepared in accordance with the South African Statements of Generally Accepted
Accounting Practices (SA GAAP) including any interpretations of such Statements issued by the Accounting Practices
Board, with the effective Standards of Generally Recognised Accounting Practices (GRAP) issued by the Accounting
Standards Board replacing the equivalent SA GAAP Statement as follows:
Standard of GRAP
Replaced Statement of SA GAAP
GRAP 1: Presentation of financial statements
GRAP 2: Cash flow statements
GRAP 3: Accounting policies, changes in accounting estimates and
errors
AC101: Presentation of financial statements
AC118: Cash flow statements
AC 103: Accounting policies, changes in accounting
estimates and errors
Currently the recognition and measurement principles in the above GRAP and SA GAAP Statements do not differ or
result in material differences in items presented and disclosed in the financial statements. The implementation of GRAP
1, 2 and 3 has resulted in the following changes in the presentation of the financial statements:
1. Terminology differences
Standard of GRAP
Statement of financial performance
Statement of financial position
Statement of changes in net assets
Net assets
Surplus/deficit
Accumulated surplus/deficit
Contributions from owners
Distributions to owners
Replaced Statement of SA GAAP
Income statement
Balance sheet
Statement of changes in equity
Equity
Profit/loss
Retained earnings
Share capital
Dividends
2. The cash flow statement can be prepared only in accordance with the direct method.
3. Specific information has been presented separately on the statement of financial position such as:
(a)
(b)
(c)
Receivables from non-exchange transactions, including taxes and transfers;
Taxes and transfers payable;
Trade and other payables from non-exchange transactions.
4. Amount and nature of any restrictions on cash balances is required.
Paragraphs 11 - 15 of GRAP 1 have not been implemented due to the fact that the local and international budget
reporting standard is not effective for this reporting period.Although the inclusion of budget information would enhance
the usefulness of the financial statements, non-disclosure will not affect the objective of the financial statements.
139
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
1.1Significant judgements
In preparing the annual financial statements, management is required to make estimates and assumptions that affect the
amounts represented in the annual financial statements and related disclosures. Use of available information and the
application of judgement are inherent in the formation of estimates. Actual results in the future could differ from these
estimates, which may be material to the annual financial statements. Significant judgements include:
Loans and Receivables
SALGA assesses its loans and receivables for impairment at each reporting date. In determining whether an impairment
loss should be recorded in the statement of financial performance, SALGA makes judgements as to whether there is
observable data indicating a measurable decrease in the estimated future cash flows from a financial asset.
Fair value estimation
The carrying value less impairment provision of trade receivables and payables is assumed to approximate their fair
values.The fair value of financial liabilities for disclosure purposes is estimated by discounting the future contractual cash
flows at the current market interest rate that is available to the company for similar financial instruments.
Impairment testing
SALGA reviews and tests the carrying value of assets when events or changes in circumstances suggest that the carrying
amount may not be recoverable.
Provisions for impairment of trade receivables
Provisions for impairment of trade receivables were raised and management determined an estimate based on the
information available.
Useful lives and residual values
SALGA reassesses the useful lives and residual values of property, plant an equipment on a yearly basis. These assessments
require judgements and assumptions to be made by management.
Effective interest rate
An impairment loss in respect of trade debtors measured at amortised cost is calcualted as the difference between its
carrying amount, and the present value of the estimated future cash flows discounted at the original effective interest
rate.
1.2Property, plant and equipment
Owned assets
Plant and equipment is stated at historical cost less accumulated depreciation and accumulated impairment losses. Land
and buildings are measured at revalued amounts less accumulated depreciation on buildings and impairment losses
charged subsequent to the date of the revaluation.
Initial recognition of property, plant and equipment
Property, plant and equipment is recognised only if it is probable that future economic benefits associated with the item
will flow to the entity and its cost can be measured reliably.
140
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
Property, plant and equipment is initially recognised at cost.
Cost includes all expenditure directly attributable to bringing the asset to a working condition for its intended use.
Subsequent expenditure
Subsequent expenditure of an item of property, plant and equipment is recognised as part of its cost only if it meets the
general recognition criteria:

It is probable that future economic benefits associated with the item will flow to the entity; and

The cost of the item can be measured reliably.
Costs of day-to-day servicing are recognised in surplus and deficit as incurred.
Depreciation is calculated on the straightline basis over the useful life of the assets. Land is not depreciated.
The estimated useful lives are currently as follows:
Item
Buildings
Land
Motor vehicles
Office furniture and fittings and office equipment
IT equipment
Useful lives
20 to 75 years
Indefinite
5 to 15 years
3 to 20 years
9 to 12 years
The carrying amount of plant and equipment is reviewed for impairment when events or changes in the circumstances
indicate that the carrying amount may not be recoverable.
Following initial recognition at cost, land and buildings are carried at a revalued amount, which is the fair value at the date
of the revaluation less any subsequent accumulated depreciation on buildings and subsequent accumulated impairment
losses.
Valuations are performed yearly to ensure that the fair value of a revalued asset does not differ materially from its
carrying amount.
Any revaluation surplus is credited to the asset revaluation reserve included in the net assets section of the statement
of financial position except to the extent that it reverses a revaluation decrease of the same asset previously recognised
in surplus or deficit. A revaluation decrease is recognised in surplus and deficit, except if that deficit directly offsets a
previous surplus on the same asset, in which case it will be directly offset against the surplus in the asset revaluation
reserve.
An annual transfer from the asset revaluation reserve to retained earnings is made for the difference between depreciation
based on the revalued carrying amount of the assets and depreciation based on the assets’ original cost. Accumulated
depreciation at the revaluation date is eliminated against the gross carrying amount of the asset and the net amount is
restated to the revalued amount of the asset. Upon disposal, any revaluation reserve relating to the particular asset being
sold is transferred to accumulated surplus.
Any item of property plant and equipment is derecognised upon disposal or when no future economic benefits are
expected from its use or disposal. Any surplus or deficit arising on derecognition of the asset is included in the statement
of financial performance in the year the asset is derecognised.
141
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
Residual values
The depreciable amount of an asset is determined by deducting the residual value of an asset from its original cost (or
revalued amount, where applicable).
No residual value is assessed for assets where the value of the residual is considered immaterial in relation to the cost of
the asset. Management intends using the assets shown in the Statement of financial position over their entire economic
life. An asset will be derecognised at the end of its life.
Residual values are reassessed annually.
The residual values of motor vehicles are set as determined by market forces. When setting a residual value for a motor
vehicle, consideration is given to the expected useful life and expected proceeds that could be received today if the same
vehicle at the end of its useful life were to be sold.
Specific categories of property, plant and equipment
Land and buildings
Land and buildings are separable assets and are accounted for separately, even when they are acquired together.
Land has an unlimited useful life and therefore is not depreciated.
Buildings have a limited useful life and therefore are depreciable assets.
The useful lives of the land and buildings are reassessed annually.
Furniture and fittings and office equipment
Office equipment and furniture and fittings are not currently componentised as no component accounting is considered
necessary due to the nature of office furniture and fittings and office equipment, namely, that the useful lives of individual
components do not differ from the whole.
Estimated useful lives are based on past experience and historical information.
At each reporting date, these useful lives are reassessed for appropriateness per category of office furniture and fittings
and office equipment, to assess whether the item will still be in use for the remaining useful life or alternatively if it is
expected to be used for a period beyond these suggestions. Should a change in the original useful life be required, the
necessary accounting entries are raised, in line with the accounting treatment for changes in estimates.
Office furniture and fittings and office equipment are derecognised when disposed of or when no future economic
benefits are expected from their use or disposal.
IT equipment
IT equipment can be separated into the following components:
-
Computer hardware
-
Computer software (integral part and embedded into hardware)
IT equipment is not currently componentised as no component accounting is considered necessary due to the nature
of the computer information.
142
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
At each reporting date, these useful lives are reassessed for appropriateness per category of IT equipment, to assess
whether the item will still be in use for the remaining useful life or alternatively if it is expected to be used for a period
beyond these suggestions. Should a change in the original useful life be required, the necessary accounting entries are
raised, in line with the accounting treatment for changes in estimates.
IT equipment is derecognised when it is disposed of or when no future economic benefits are expected from its use
or disposal.
Expenditure relating to ongoing maintenance (which does not meet the recognition criteria), IT support and customisation
is expensed in the statement of financial performance as and when incurred.
Purchased software is recognised at cost, including all direct costs associated with the customisation and installation
thereof.
Motor vehicles
Where there is an indicator of impairment, the recoverable amount of the individual asset is estimated. When the
residual values are reassessed annually, the carrying amount is compared to the resale value of the specific vehicle, taking
into consideration its age and condition.
Vehicles are derecognised when disposed of or when no future economic benefits are expected from future use or
disposal.
Gains and losses
The gains or losses arising from derecognition or disposal of an item of property, plant and equipment are included
in surplus and deficit when the item is derecognised. The gains and losses arising from derecognition of an item of
property, plant and equipment are determined as the difference between the net disposal proceeds, if any, and the
carrying amount of the item.
Leased assets
Leases in terms of which SALGA assumes substantially all the risks and rewards on the ownership are classified as
finance leases.
Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the lease term, if
there is no reasonable certainty that SALGA will obtain ownership by the end of the lease term.
1.3 Intangible assets
An intangible asset is recognised when:
•
•
it is probable that the expected future economic benefits that are attributable to the asset will flow to the entity;
and
the cost of the asset can be measured reliably.
Intangible assets are initially recognised at cost.
Intangible assets are carried at cost less any accumulated amortisation and any impairment losses.
The amortisation period and the amortisation method for intangible assets (computer software) are reviewed every
period-end.
143
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
Computer software (not integral part or embedded in system)
Item
Computer software, internally generated
Useful life
3 years
1.4Financial instruments
Initial recognition
Financial assets and financial liabilities are recognised on SALGA’s statement of financial position when the SALGA
becomes party to the contractual provisions of the instrument.
Trade and other receivables
Trade receivables are measured at initial recognition at fair value, and are subsequently measured at amortised cost
using the effective interest rate method. Appropriate allowances for estimated irrecoverable amounts are recognised
in surplus and deficit when there is objective evidence that the asset is impaired. Significant financial difficulties of the
debtor, probability that the debtor will enter bankruptcy or financial reorganisation, and default or delinquency in
payments (more than 30 days overdue) are considered indicators that the trade receivable is impaired. The allowance
recognised is measured as the difference between the asset’s carrying amount and the present value of estimated future
cash flows discounted at the effective interest rate computed at initial recognition.
The carrying amount of the asset is reduced through the use of an allowance account, and the amount of the deficit is
recognised in the statement of financial performance within operating expenses.
When a trade receivable is uncollectable, it is written off against the allowance account for trade receivables. Subsequent
recoveries of amounts previously written off are credited against operating expenses in the statement of financial
performance.
Interest is charged on a discretionary basis on receivables.
Trade and other receivables are classified as loans and receivables.
Trade and other payables
Trade and other payables are initially measured at fair value, and are subsequently measured at amortised cost, using the
effective interest rate method. Trade and other payables are classified as financial liabilities at amortised cost.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and demand deposits and other short-term highly liquid investments
that are readily convertible to a known amount of cash and are subject to an insignificant risk of changes in value.
These are initially and subsequently recorded at fair value. Cash and cash equivalents are classified as loans and other
receivables.
Bank overdraft
Bank overdrafts are initially measured at fair value. Bank overdrafts are classified as financial liabilities at amortised
cost.
144
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
1.5Leases (Lessee)
Whether a lease is a finance lease or an operating lease depends on the substance of the transaction rather than the
form of the contract. Situations that individually or in combination would normally lead to a lease being classified as a
finance lease are:
•
the lease transfers ownership of the asset to SALGA by the end of the lease term;
•
SALGA has the option to purchase the asset at a price that is expected to be sufficiently lower than the fair
value at the date the option becomes exercisable for it to be reasonably certain, at the inception of the lease,
that the option will be exercised;
•
the lease term is for the major part of the economic life of the asset even if title is not transferred;
•
at the inception of the lease the present value of the minimum lease payments amounts to at least substantially
all of the fair value of the leased asset;
•
the leased assets are of such a specialised nature that only the lessee can use them without major
modifications;
•
if SALGA can cancel the lease, the lessor’s losses associated with the cancellation are borne by SALGA;
•
gains or losses from the fluctuation in the fair value of the residual accrue to SALGA (for example, in the form
of a rent rebate equalling most of the sales proceeds at the end of the lease);
•
the lessee has the ability to continue the lease for a secondary period at a rent that is substantially lower than
market rent; and
•
a lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership.
An operating lease is a lease other than a finance lease.
Finance leases – lessee
Finance leases are recognised as assets and liabilities in the statement of financial position at amounts equal to the fair
value of the leased property or, if lower, the present value of the minimum lease payments.The corresponding liability to
the lessor is included in the statement of financial position as a finance lease liability.
The discount rate used in calculating the present value of the minimum lease payments is the interest rate implicit in
the lease.
The lease payments are apportioned between the finance charge and the reduction of the outstanding liability. The
finance charge is allocated to each period during the lease term so as to produce a constant periodic rate of return on
the remaining balance of the liability.
Operating leases – lessee
Operating lease payments are recognised as an expense on a straight-line basis over the lease term. The difference
between the amounts recognised as an expense and the contractual payments is recognised as an operating lease asset/
liability as the case may be.
145
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
1.6Impairment of assets
SALGA assesses annually whether there is any indication that an asset may be impaired. If any such indication exists,
SALGA estimates the recoverable amount of the asset.
If there is any indication that an asset may be impaired, the recoverable amount is estimated for the individual asset.
The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use.
If the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is reduced to its
recoverable amount. That reduction is an impairment loss.
An impairment loss of assets carried at cost less any accumulated depreciation or amortisation is recognised immediately
in surplus or deficit. Any impairment loss of a revalued asset is treated as a revaluation decrease to the extent of a
previous revaluation surplus, and subsequently noted in surplus or deficit.
An entity assesses at each reporting date whether there is any indication that an impairment loss recognised in prior
periods for assets that exist may have decreased. If any such indication exists, the recoverable amounts of those assets
are estimated.
The increased carrying amount of an asset attributable to a reversal of an impairment loss does not exceed the carrying
amount that would have been determined had no impairment loss been recognised for the asset in prior periods.
A reversal of an impairment loss of assets carried at cost less accumulated depreciation or amortisation is recognised
immediately in surplus and deficit. Any reversal of an impairment loss of a revalued asset is treated as a revaluation
increase to the extent that the impairment previously reversed a revaluation surplus on the same asset.
1.7 Employee benefits
Defined contribution plans
SALGA remunerates its employees on a total cost to company basis. This package includes the association’s portion
of contribution in respect of retirement benefits and encourages the staff to invest in retirement funds or annuities.
Therefore there exists no defined benefit liability.
Payments made to industry-managed (or state plans) retirement benefit schemes are dealt with as defined contribution
plans where SALGA’s obligation under the schemes is equivalent to that arising in a defined contribution retirement
benefit plan.
1.8Contingencies
Contingent assets and contingent liabilities are not recognised. Contingencies are disclosed in note 22.
A constructive obligation to restructure arises only when an entity:
• has a detailed formal plan for the restructuring, identifying at least:
- the business or part of a business concerned;
- the principal locations affected;
- the location, function and approximate number of employees who will be compensated for terminating
their services;
- the expenditures that will be undertaken; and
- when the plan will be implemented;
• has raised a valid expectation in those affected that it will carry out the restructuring by starting to implement
that plan or announcing its main features to those affected by it.
146
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Accounting Policies
1.9Revenue
Revenue is recognised when it is probable that future economic benefits will flow to SALGA and these benefits can be
measured reliably. Revenue from municipal levies is recognised in accordance with the agreed upon formulae. Interest
income is accrued on a time proportion basis, taking into account the principal outstanding and effective interest rates
over the period of maturity. Income received in advance is reflected as deferred income.
Revenue is measured at the fair value of the consideration received or receivable and represents the amounts receivable
for goods and services provided in the normal course of business.
A distinction is made between exchange and non-exchange revenues; substance rather than the form of the transaction
is considered. Examples of non-exchange transactions include revenue from the use of sovereign powers (for example,
direct and indirect taxes, duties and fines), grants and donations.
Interest is recognised, in surplus and deficit, using the effective interest rate method.
Government grants are recognised as revenue when there is reasonable assurance that:
-
-
SALGA will comply with the conditions attaching to them; and
the grants will be received.
A government grant that becomes receivable as compensation for expenses or losses already incurred or for the
purpose of giving immediate financial support to the entity with no future related costs is recognised as income of the
period in which it becomes receivable.
SALGA derives its revenue from the government grants received from the DPLG and municipal levies.
1.10Donor funding
Income is recognised to the extent that it has been expended for the specific purpose. The unexpended portion is
rolled over into the following reporting period and is disclosed as or recognised as deferred income.
1.11 Consistency
These accounting policies are consistent with the previous year except for the adoption of the following new standards
and interpretations effective for the current financial year:
•
IFRS 7 Financial instruments: disclosures (including amendments to IAS 1 Presentation of financial statements)
The company has adopted IFRS 7 and the amendments to IAS 1 with effect from 1 July 2007. This has resulted
in increased disclosure relating to financial instruments, but has had no impact on the reported surplus or financial
position of the company. In accordance with the transitional requirements of the standards, the entity has provided full
comparative information.
In addition to the notes to the annual financial statements, disclosures under IFRS 7 relating to the nature and extent of
risks may be found in the risk management section.
147
1,380,001
8,910,016
5,887,751
940,919
686,840
3,438,404
10,410,817
31,654,748
Cost/Valuation
Land
Buildings
Furniture and fittings
Motor vehicles
Office equipment
IT equipment
Leased assets – office equipment
Reconciliation of property, plant and equipment - 2008
Land
Buildings
Furniture and fittings
Motor vehicles
Office equipment
IT equipment
Leased assets – office equipment
Total
2. Property, plant and equipment
Notes to the Annual Financial Statements
Figures in Rand
Opening
Balance
1,380,001
8,119,999
5,177,702
840,543
562,416
2,941,995
7,068,943
26,091,590
(1,159,958)
(984,965)
(145,022)
(180,636)
(695,295)
(4,861,286)
(8,027,162)
2008
Accumulated
depreciation
Annual Financial Statements for the 9 months ended 31 March 2008
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
148
(81,783)
(81,783)
Disposals
1,380,001
7,750,058
4,902,786
795,897
506,204
2,743,109
5,549,531
23,627,586
Carrying value
23,120
23,120
Masibambane
assets
1,380,001
8,910,016
5,887,751
940,919
686,840
3,415,284
10,492,600
31,713,411
Cost/Valuation
(369,941)
(274,916)
(44,646)
(56,212)
(222,006)
(1,473,620)
(2,405,341)
Depreciation
(790,017)
(710,049)
(100,376)
(124,424)
(473,289)
(3,423,666)
(5,621,821)
2007
Accumulated
depreciation
1,380,001
7,750,058
4,902,786
795,897
506,204
2,743,109
5,549,531
23,627,586
Total
1,380,001
8,119,999
5,177,702
840,543
562,416
2,941,995
7,068,934
26,091,590
Carrying value
South African Local Government Association
SALGA
149
Land
Buildings
Furniture and fittings
Motor vehicles
Office equipment
IT equipment
Leased assets – office equipment
Opening
Balance
1,209,997
6,710,002
3,748,211
916,599
391,248
1,958,976
5,979,487
20,914,520
1,780,519
90,758
238,782
1,256,534
2,725,771
6,092,364
Additions
Reconciliation of property, plant and equipment - 2007
2. Property, plant and equipment (continued)
Notes to the Annual Financial Statements
Figures in Rand
Annual Financial Statements for the 9 months ended 31 March 2008
(118)
(97,832)
(97,950)
Disposals
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
170,004
1,759,560
1,929,564
Revaluations
Depreciation and
impairments
(349,563)
(350,910)
(68,982)
(67,614)
(273,515)
(1,636,324)
(2,746,908)
1,380,001
8,119,999
5,177,702
840,543
562,416
2,941,995
7,068,934
26,091,590
Total
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
2. Property, plant and equipment (continued)
Pledged as security
Carrying value of assets pledged as security
Leased assets – office equipment
5,549,531
7,068,934
5,549,531
7,068,934
Terms and conditions are set out in note 9.
Assets subject to finance lease (net carrying amount)
Leased assets – office equipment
Revaluations
Erf 3278, Johannesburg measuring 248 square metres. These premises are partly used as offices by SALGA Gauteng.
Erf 750, Kimberley (Northern Cape measuring 454 square metres. These premises are used as offices by SALGA
Northern Cape.
Ptn 654 of the farm Albinia No 957, FT KwaZulu-Natal
SALGA engaged Mills Fitchet, an accredited independent valuer, to determine the fair value of its land and buildings.
Fair value is determined by reference to market-based evidence. The date of valuation was 30 June 2007. This financial
period is 9 months, therefore the revaluation was performed after year-end and will reflect in the 2008/9 financial
statements.
These assumptions were based on the values of similar properties in the region and their current market conditions.
The cost and accumulated depreciation of the revalued assets under the cost model would have been:
Erf 3278, Johannesburg: land - cost
Erf 750, Kimberley: land - cost
Erf 654, Farm Albinia: land - cost
Erf 3278, Johannesburg: buildings - cost
Erf 750, Kimberley: buildings - cost
Erf 654, Farm Albinia: buildings - cost
Erf 3278, Johannesburg: buildings - accumulated depreciation
Erf 750, Kimberley: buildings - accumulated depreciation
Erf 654, Farm Albinia: buildings - accumulated depreciation
81,000
60,000
774,000
369,000
340,000
1,026,000
(184,656)
(231,475)
(696,294)
150
81,000
60,000
774,000
369,000
340,000
1,026,000
(173,081)
(227,084)
(684,040)
151
131,518
Cost/Valuation
Cost/
Valuation
131,518
-
The remaining useful life is 15 months.
131,518
Additions
Opening Balance
98,639
Carrying
value
54,799
Opening
Balance
2008
Accumulated
depreciation
(76,719)
The intangible assets consist of Pastel software licence and internally generated intranet software.
Other information
Computer software, internally generated
Reconciliation of intangible assets - 2007
Computer software, internally generated
Reconciliation of intangible assets - 2008
Computer software, internally generated
3. Intangible assets
Notes to the Annual Financial Statements
Figures in Rand
Annual Financial Statements for the 9 months ended 31 March 2008
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
(32,879)
Amortisation
Amortisation
(43,840)
98,639
Total
Total
54,799
2007
Accumulated Carrying value
depreciation
(32,879)
98,639
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
4. Financial assets by category
2008
Loans and
receivables
Trade receivables
Sundry debtors
Cash and cash equivalents
Held for
trading
22,443,336
2,356,158
6,091,602
30,891,096
-
Fair value
Held to
through surplus maturity
and deficitdesignated
-
-
Fair value
Held to
through surplus maturity
and deficitdesignated
-
Available for
sale
-
Total
- 22,443,336
2,356,158
6,091,602
- 30,891,096
2007
Loans and
receivables
Trade receivables
Sundry debtors
Cash and cash equivalents
41,281,834
12,910,925
4,873,047
59,065,806
Held for
trading
Available for Total
sale
-
- 41,281,834
- 12,910,925
4,873,047
- 59,065,806
(1,121,548)
(874,863)
5. Operating lease liability
Current liabilities
Operating lease liability arose due to the straight-lining of operating lease payments in accordance with IAS 17. Refer to
note 20 for detail on the non-cancellable operating lease rentals payable in the future.
SALGA leases a number of items of office equipment and furniture under operating leases. The leases’ average period
is 49 months and the average yearly escalation clause is 5%. The average remaining rental period is 16 months.
SALGA also leases premises that have an average lease period of 48 months. The average yearly escalation is 7% and the
average remaining term is 36 months.
6. Trade and other receivables – exchange transactions
Trade receivables
Prepayments
Deposits
VAT
Sundry debtors
22,443,336
294,782
50,212
2,190,516
2,356,158
27,335,004
152
41,281,834
921,774
48,252
299,546
12,910,925
55,462,331
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
6. Trade and other receivables – exchange transactions (continued)
Trade receivables schedule
Trade receivables
Less: Provision for impairment of trade receivables
67,175,982
(44,732,646)
22,443,336
71,647,247
(30,365,413)
41,281,834
Credit quality of trade and other receivables
SALGA’s management considers that all the financial assets that are not impaired for each of the reporting dates under
review are of a good credit quality. Management considered the fact that these are municipalities and their financial
viability and continued existence is assured by the governance model of the Republic. National government is obliged to
provide financial support to all municipalities. In assessing whether or not to impair management considers the stage of
the engagement between SALGA and the municipality, to determine the collectability of those current assets. SALGA
continuously monitors defaults of customers and other counterparties, identified either individually or by group, and
incorporates this information into its credit risk controls.
Trade and other receivables past due but not impaired
The ageing of amounts past due but not impaired is as follows:
1 month past due
More than 30 days but not more than 60 days
More than 60 days but not more than 90 days
More than 120 days
19,240,412
39,429
2,345,284
818,214
22,443,336
11,174,769
30,107,065
41,281,834
Trade and other receivables impaired
All the entity’s trade and other receivables have been reviewed for indicators of impairment. Certain trade receivables
were found to be impaired and a provision of R44,732,646 (2007: R30,365,413) has been recorded accordingly. The
impaired trade receivables are mostly due from municipalities that have failed to pay their membership levies. Refer
below for the provision for impairment of trade receivables reconciliation.
As of 31 March 2008, trade and other receivables of R44,732,646 (2007: R30,365,413) were impaired and provided for.
The ageing of these trade debtors is as follows:
1 month past due
More than 30 days but not more than 60 days
More than 60 days but not more than 90 days
More than 90 days but not more than 120 days
More than 120 days
3,254,436
24,395
364,334
10,059
41,079,422
44,732,646
153
12,000
30,353,413
30,365,413
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
6. Trade and other receivables – exchange transactions (continued)
Reconciliation of provision for impairment of trade receivables
Opening balance
Amounts provided/reversed
30,365,413
14,367,233
44,732,646
60,668,199
(30,302,786)
30,365,413
The maximum exposure to credit risk at the reporting date is the fair value of each class of financial asset mentioned
above. SALGA does not hold any collateral as security. SALGA is exposed to credit risk as a result of transactions
entered into with customers on extended payment terms, and cash and cash equivalents held with commercial banks
that may not be able to produce cash on demand. SALGA manages these risks by independent checks. No changes
occurred in the management of these risks from the prior year.
Calculation of maximum credit risk
Carrying amount of financial assets after impairment
Add back impairment losses
Exposure to maximum credit risk
30,891,096
44,732,646
75,623,742
59,065,806
30,365,413
89,431,219
Cash on hand
Bank balance
Bank overdraft
7,514
6,084,088
(21,312)
6,070,290
7,436
4,865,611
(132,338)
4,740,709
Current assets
Current liabilities
6,091,602
(21,312)
6,070,290
4,873,047
(132,338)
4,740,709
7,082,394
(529,332)
6,553,062
5,712,938
(560,108)
1,929,564
7,082,394
2,446,106
6,285,380
77,080
8,808,566
(1,806,264)
7,002,302
1,788,532
7,814,265
994,301
10,597,098
(2,484,414)
8,112,684
7. Cash and cash equivalents
8. Revaluation reserve
Revaluation reserve – property, plant and equipment
Realisation of revaluation reserve – property, plant and equipment
Revaluation of property, plant and equipment
9.
Finance lease liability – exchange transactions
Minimum lease payments due
- within one year
- in second to fifth year inclusive
- later than five years
Less: future finance charges
Present value of minimum lease payments
154
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
Present value of minimum lease payments due
- within one year
- in second to fifth year inclusive
- later than five years
Non-current liabilities
Current liabilities
2007 Restated
1,722,821
5,203,228
76,253
7,002,302
1,110,382
6,079,962
922,340
8,112,684
5,279,481
1,722,821
7,002,302
7,002,302
1,110,382
8,112,684
It is SALGA’s policy to lease equipment under finance leases. Obligations under finance leases are secured by the
lessor’s title to the leased asset.
The average lease term is five years, with a varying average effective borrowing rate of 11,33% (2007: 11%).
Interest rates are fixed at the contract date. Leases have fixed repayments and fixed interest rates. No arrangements
have been entered into for contingent rent.
SALGA’s obligations under finance leases are secured by the lessor’s charge over the leased assets. Refer note 2.
10. Deferred income – exchange transactions
Deferred income in respect of receipts from the Masibambane project in conjunction with the Department of Water
Affairs and Forestry.
11. Trade and other payables – exchange transactions
Trade payables
Amounts received in advance
VAT
Sundry creditors
Accrued leave pay
Accrued bonus
Accrued expenses
Operating lease payables
6,272,657
12,890,753
1,423,562
5,913,601
442,326
3,819,625
30,762,524
155
23,773,514
6,211,048
115,512
3,134,624
7,331,853
678,122
1,547,406
23,699
42,815,778
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
12. Financial liabilities by category
The accounting policies for financial instruments have been applied to the line items below:
2008
Trade payables
Amounts received in advance
Sundry creditors
Bank overdraft
Financial liabilities Fair value through
at amortised cost surplus and deficit –
held for trading
6,272,657
12,890,753
1,423,565
21,312
20,608,287
-
Fair value through
surplus and deficit –
designated
Financial liabilities Fair value through
at amortised cost surplus and deficit –
held for trading
23,773,514
6,211,048
115,512
3,134,624
23,699
132,338
33,390,735
-
Fair value through
surplus and deficit –
designated
Total
-
6,272,657
12,890,753
1,423,565
21,312
20,608,287
2007
Trade payables
Amounts received in advance
VAT
Sundry creditors
Operating lease payables
Bank overdraft
Total
-
23,773,514
6,211,048
115,512
3,134,624
23,699
132,338
33,390,735
13. Revenue
Membership levies
Transfer and subsidies received
101,194,756
13,641,000
114,835,756
102,725,018
26,314,000
129,039,018
4,023
8,548,920
138,381
2,587,094
11,278,418
31,209
30,250
7,823
10,389,422
130,407
1,923,798
12,512,909
14. Other operating revenue
Commission received
Donations received
Gains on disposal of assets
Other income
Rental income
Sponsorship received
156
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
15. Operating (deficit)/surplus
Operating profit for the year is stated after accounting for the following:
Operating lease charges
Premises
• Contractual amounts
Equipment
• Contractual amounts
Loss on sale of property, plant and equipment
Impairment on property, plant and equipment
Amortisation on intangible assets
Depreciation on property, plant and equipment
Employee costs
4,283,420
12,050,505
1,363,854
5,647,274
876,177
12,926,682
43,839
2,405,341
51,338,046
(422,823)
66,338
32,879
2,680,570
69,147,992
911,526
6,002
917,528
1,714,889
1,054,447
2,769,336
680,817
1,011,178
1,691,995
440,624
315
2,865,643
3,306,582
16. Investment income
Interest income
Bank institutions
Amortisation of trade and other receivables
17. Finance costs
Finance leases
Bank institutions
Amortisation of trade and other payables
18. Taxation
Taxation has not been provided for as SALGA is exempt from income tax in terms of section 10(1) of the Income Tax
Act.
No VAT was applicable to SALGA as it is exempted from complying with the Value-added Tax Act. The VAT liability
pertains to prior years still outstanding.
19. Auditor’s remuneration
Fees – Auditor-General
3,726,316
3,849,966
5,561,530
6,692,102
20. Operating lease
Non-cancellable operating lease rentals are repayable as follows:
Minimum payments
Operating lease
157
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
Future payments
Future minimum lease payments
2008
Up to 1 year
7,024,673
2007 Restated
1 to 5 years
8,484,238
More than 5
years
842,116
21. Cash generated from (used in) operations
(Deficit)/surplus before taxation
Adjustment for:
Depreciation and amortisation
Loss on sale of assets
Interest received
Finance costs
Fair value adjustments
Impairment loss
Movements in operating lease assets and accruals
Changes in working capital:
Trade and other receivables
Trade and other payables
Deferred income – exchange transactions
(16,054,917)
26,554,624
2,449,206
(917,528)
1,691,995
246,685
2,713,491
422,823
(2,769,336)
3,306,582
(17,103,772)
66,338
(1,394,231)
28,127,302
(12,053,254)
(333,722)
3,155,767
(63,418,655)
7,927,097
(2,637,530)
(46,332,569)
22. Contingencies
Both Global Synergy (Pty) Ltd and LOGPAY Technology Holdings (Pty) Ltd have instituted legal action against SALGA
for damages arising out of an alleged breach of contract. SALGA was entering into an agreement with Global Synergy
to provide a local government television service for the community. Both plaintiffs’ claims are incorporated in the same
summons. In these summons Global Synergy claims payment of R400,000, whilst Logpay claims damages of R128,069,529.
Our attorneys are of the view that the plaintiffs’ prospects of succeeding in their action are slight. A provision for this
has not been made.
The plaintiffs, who are past and present employees of SALGA, issued summons against SALGA, claiming payment of
approximately R7,5 million in terms of a purported agreement allegedly entered into on 8 February 2002. SALGA
disputes the validity of the 2002 agreement by claiming it was unenforceable. The plaintiffs are claiming payment of
damages as a result of the transfer by WECLOGO (predecessor to SALGA Western Cape) of its administration to
SALGA. The 2002 agreement forms the basis of the litigation in that, in terms of the disputed agreement, the plaintiffs
would be paid a combined amount of R7,5 million in the event of the incorporation of WECLOGO into SALGA or the
dissolution of WECLOGO. The matter is currently at pre-trial stage, ie the parties are required to provide documents
for discovery purposes. It is estimated that a trial date would be allocated only during late 2009 or early 2010. The
preparation for the trial is estimated at R700,000. Should SALGA be unsuccessful in the trial it would be obliged to pay
the employees’ taxed costs of approximately R600,000 and damages awarded by the court. It is uncertain whether the
claimed amount of R7,5 million or a lesser amount would be awarded by the court.
Gestetner has instituted a claim against SALGA on the basis of breach of contract, claiming return of goods (photocopiers),
R8,899,62 in arrear rentals, R327,864 in future rentals, R45,000 in VAT and interest and costs. SALGA was responsible
158
for Gestetner’s legal costs in the review application, amounting to R27,000. However, the parties settled on a lesser
amount and R12,000 was paid to Gestetner’s attorneys. SALGA has lodged an application to appeal and a trial date is
awaited.
Millionsure Insurance Brokers issued summons claiming R8,336,250 for tax support services rendered to councillors.
The plaintiff obtained a default judgment for this amount, which was successfully challenged by SALGA. SALGA entered
a counterclaim of R10,337,092.00 against the plaintiff. At the plaintiff’s request consideration is currently being given to
settling the matter.
On 1 August 2004, Gauteng Association for Local Authorities (SALGA Gauteng) and ODU Trading Ventures CC (ODU)
entered into a lease agreement in which ODU was to rent office space at Gala Building, 41 Biccard Street, Braamfontein
from 1 August 2004 to 31 July 2005. In terms of the lease agreement ODU was to pay SALGA Gauteng R3,374.43 per
month. ODU failed to pay its monthly rent and by 5 July 2005, arrears amounted to R24,235.26. In addition, the lease
agreement expired on 31 July 2005 but ODU remained in the building and continued not to pay rent. Consequently,
SALGA Gauteng was obliged to institute an action for eviction and damages against ODU in the Johannesburg Magistrates
Court. In its action, SALGA Gauteng claimed arrears of R24,235.26 and ejectment of ODU on the basis of unlawful
occupation of the premises. Confirmation was received that ODU had vacated the premises on 20 March 2008 and that
the ground floor was vacant.
IMATU has issued summons against the President of the Republic and has quoted SALGA as one of the other
22 defendants. As SALGA is not the main defendant it has agreed to abide by the ruling of the court. The outcome is
still awaited.
A former employee has instituted proceedings at the CCMA against SALGA. The former employee, who was employed
in terms of a three-year contract, argues that the termination of the agreement was unfair and that she had a reasonable
expectation of a further five-year agreement. The basis of the argument is based on a letter allegedly drafted by the
applicant and signed by an official who, in terms of SALGA’s delegation of authority, was not authorised to sign the letter.
The extent of the claim is unknown.
SALGA is defending a case on behalf of its members against IMATU/SAMWU. The basis of the litigation is the
settlement agreement entered into between an employee of SALGA and IMATU without the consent and mandate of
the municipalities. The application by SALGA and by municipalities to the Labour Court is to declare the settlement
agreement invalid. The extent of the exposure to SALGA is the legal cost. The prospects of success are uncertain.
On 11 April 2008 a summons was served on SALGA. Proceedings were instituted by the plaintiff for arrear levies from
March 2005 to July 2006 of R67,521.95. The plaintiff was seeking payment of R67,521.95, interest on the latter amount
at 10,5 % per annum calculated from 20 February 2008 until date of final payment and costs.To avoid a default judgment,
SALGA instructed attorneys to file a notice of intention to defend, pending information on whether SALGA had a
defence against the claim as at 31 March 2008.
SALGA is defending a case against Black Panther Productions CC.The applicant issued summons against SALGA Gauteng
for services rendered. SALGA has entered an appearance to defend the matter, but the plaintiff has to date done nothing
to obtain a date for a trial and SALGA has launched an application in terms of the Magistrates Court rules for dismissal
of the claim. The exposure to SALGA is an estimated R79,914. The trial date is being awaited.
A former employee has instituted proceedings at the CCMA against SALGA. The applicant’s contract came to an end
and the employer/employee relationship was terminated. The applicant has since lodged an application for condonation
for the late filing of papers at the CCMA and SALGA contested the application, indicating that the applicant had
ample time to file papers. A decision from the CCMA regarding the condonation is awaited. The extent of the claim is
unknown.
159
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
SALGA is defending a case handled on its behalf by Maserumule Inc against a former employee who is claiming unfair
dismissal.The claim is R1,1 million including damages and legal costs.The claimant was on probation, having resumed her
role as the deputy chief executive officer of KwaZulu-Natal. On expiry of the probation period, her association with
SALGA was terminated.
SALGA has instituted a claim against Aqua Dynamics Africa CC aka ADA and Jacobus John Jordaan in the High Court
(Durban and Coast Local Division) for cancellation of a contract. The claim is R384,193.99 (being cost and interest from
date of summons) as well as damages amounting to R160,055.20 from Aqua Dynamics.
23.Related parties
Relationships
Major Public Entity (Schedule 2 of PFMA)
Major Public Entity (Schedule 2 of PFMA)
Major Public Entity (Schedule 2 of PFMA)
Major Public Entity (Schedule 2 of PFMA)
Major Public Entity (Schedule 2 of PFMA)
Chairperson of SALGA
Deputy Chairpersons of SALGA
Members of National Executive Committee of SALGA
Development Bank of Southern Africa
Eskom
South African Revenue Service
South African Broadcasting Commission
Telkom SA Limited
Cllr A Masondo - Executive Mayor of City of Johannesburg
Cllr H Jenkins - Speaker: Pixley Kaseme District Municipality
Cllr O Mlaba - Executive Mayor of eThekwini Metropolitan
Cllr G Mothupi - Executive Mayor of Mangaung Local Municipality
Cllr S Somyo - Executive Mayor of Amathole District Municipality
Cllr E Simboyia - Executive Mayor of Nama Koi Municipality
Cllr C Johnson - Executive Mayor of Cape Winelands District
Municipality
Cllr D Monakedi - Executive Mayor of Capricorn District Municipality
Cllr D Nkosi - Executive Mayor of Ekhurhuleni Metropolitan
Cllr F Maboa-Boltman - Speaker: Gert Sibande District Municipality
Cllr D Masemola - Executive Mayor of Greater Sekhukune District
Municipality
Cllr B Mahlangu - Executive Mayor of Greater Taung Municipality
Cllr S Molokoane-Machika - Executive Mayor of Madibeng Municipality
Cllr D van Rooyen - Executive Mayor of Merafong Municipality
Cllr S Mashilo - Executive Mayor of Nkangala Municipality
Cllr Z Capa - Executive Mayor of OR Tambo District Municipality
Cllr Romokhoase - Executive Mayor of Fezile Dabi District
Municipality
Cllr W Mxolose - Councillor: City of Cape Town
Cllr S Mkhatshwa - Councillor: City of Tshwane
Cllr W Johnson - Councillor: Magareng Local Municipality
Cllr S Ngangelizwe - Councillor: Lejweleputswa District Municipality
Cllr S de Vries - Councillor: Eden District Municipality
Cllr H Mokgobi - Councillor: Mopani Local Municipality
160
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008 2007 Restated
Related party balances
The transactions with related parties were entered into at arm’s length.
Sponsorship
Eskom
-
150,000
Partner together with SALGA and DWAF in the joint response
project
Development Bank of Southern Africa
-
3,961,280
Placing of advertisements on radio and television
South African Broadcasting Corporation – 2008 refer to annexure A
-
2,270,373
Television licences
South African Broadcasting Corporation – 2008 refer to annexure A
-
225
Usage of telephone lines
Telkom SA Limited – 2008 refer to annexure A
-
934,400
Statutory salary deductions: PAYE, SDL, UIF, and VAT
South African Revenue Service – 2008 refer to annexure A
-
13,116,311
Related party transactions
The transactions with related parties were entered into at arm’s length.
Membership levies
Refer annexure A for a detailed list of transactions with related parties
161
162
D e p u ty C h ie f E xe c u tive O ffic e r - N o rth
W est
D e p u ty C h ie f E xe c u tive O ffic e r G a u te n g
D e p u ty C h ie f E xe c u tive O ffic e r M p u m a la n g a
D e p u ty C h ie f E xe c u tive O ffic e r N o rth e rn C a p e
D e p u ty C h ie f E xe c u tive O ffic e r - F re e
S ta te
(A c tin g ) D e p u ty C h ie f E xe c u tive O ffic e r
- W e s te rn C a p e
M r. J L M u lle r
M s . TP D la m in i
Ms. G W Langa
M r. H G M a th o b e la
M r. H E P ie te rs e n
M r. K M u lla g ie
Total
D e p u ty C h ie f E xe c u tive O ffic e r E a s te rn C a p e
D e p u ty C h ie f E xe c u tive O ffic e r K w a Z u lu -N a ta l
M r. TP M th e th w a
M r. N C M a g w a n g q a n a
C h ie f F in a n c ia l O ffic e r
D e p u ty C h ie f E xe c u tive O ffic e r L im p o p o
E xe c u tive D ire c to r: M u n ic ip a l L a b o u r
R e la tio n s a n d H u m a n R e s o u rc e s
A d v. E M Y a w a
M r. P A M a lo k a
E xe c u tive D ire c to r: In te rn a tio n a l
R e la tio n s , P ro to c o l a n d S u p p o rt
S e rvic e s , R e s e a rc h , C o m m u n ic a tio n s
a n d M a rk e tin g
M r. S S e th e n e
M s . J L M e ye r
C h ie f E xe c u tive O ffic e r
E xe c u tive D ire c to r: G o ve rn a n c e a n d
In te r-G o ve rn m e n ta l R e la tio n s
M r. L J o e l
6 ,1 9 2 ,6 8 5
4 1 8 ,5 4 7
2 9 3 ,4 7 1
3 4 9 ,7 8 4
2 4 2 ,7 3 8
4 5 1 ,0 8 4
4 3 2 ,5 0 6
4 0 0 ,3 3 8
4 0 2 ,8 8 0
3 4 5 ,6 3 6
4 1 5 ,6 0 0
5 3 3 ,9 7 7
3 6 8 ,2 8 7
4 8 6 ,5 3 5
1 ,0 5 1 ,3 0 2
Baisc
Basic salary
6 4 ,0 7 9
2 2 ,1 2 4
4 1 ,9 5 5
Bonuses and
performance related
payments
1 ,2 9 1 ,9 3 3
2 0 ,9 9 4
7 6 ,7 3 5
9 3 ,9 8 3
1 9 5 ,9 3 6
7 6 ,3 2 9
1 4 ,9 7 6
7 4 ,7 0 6
1 9 2 ,1 7 2
8 6 ,1 8 2
5 6 ,2 8 8
1 1 0 ,6 3 9
1 0 0 ,8 8 6
9 6 ,0 0 5
9 6 ,1 0 2
Travel allowance
4 1 ,9 1 5
2 ,0 4 0
1 ,5 6 0
1 ,3 2 0
300
1 ,4 4 0
360
1 ,3 2 0
1 ,0 8 0
1 ,2 6 0
300
1 1 ,5 0 1
1 9 ,4 3 4
Subsistence
allowance
0
Contributions to
retirement annuity
funds
1 3 6 ,9 7 0
2 6 ,1 4 3
2 2 ,5 0 0
2 6 ,0 0 1
6 ,4 0 0
2 2 ,5 0 0
1 7 ,9 1 0
3 ,5 1 6
1 2 ,0 0 0
Contributions to
medical aid
2 2 9 ,1 3 3
4 8 ,7 3 6
1 8 ,0 0 0
3 2 ,0 8 5
3 2 ,9 4 9
1 3 ,5 0 0
4 8 ,5 8 7
1 1 ,7 0 0
2 3 ,5 7 6
Contributions to
pension fund
7 ,9 5 6 ,7 1 5
4 4 1 ,5 8 1
4 6 7 ,2 0 9
4 8 5 ,8 2 7
4 9 8 ,0 8 0
5 6 7 ,0 6 2
4 9 0 ,8 7 7
4 7 5 ,4 0 4
6 3 2 ,3 7 2
4 9 9 ,3 9 5
4 8 7 ,1 0 4
6 4 5 ,8 7 6
5 0 5 ,0 4 9
5 9 4 ,0 4 1
1 ,1 6 6 ,8 3 8
Total
SALGA
M r. X C G e o rg e
2008
E x e c u tiv e M a n a g e m e n t R e m u n e r a tio n
No emoluments were paid to or received by National Executive Committee members during the period under review.
24. Board and executive members emoluments
Notes to the Annual Financial Statements
Figures in Rand
Annual Financial Statements for the 9 months ended 31 March 2008
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
South African Local Government Association
163
D e p u ty C h ie f E xe c u tive O ffic e r E a s te rn C a p e
D e p u ty C h ie f E xe c u tive O ffic e r
(re s ig n e d 3 0 N o ve m b e r 2 0 0 6 )
D e p u ty C h ie f E xe c u tive O ffic e r - N o rth
W est
D e p u ty C h ie f E xe c u tive O ffic e r G a u te n g
D e p u ty C h ie f E xe c u tive O ffic e r M p u m a la n g a
D e p u ty C h ie f E xe c u tive O ffic e r N o rth e rn C a p e
D e p u ty C h ie f E xe c u tive O ffic e r - F re e
S ta te
(A c tin g ) D e p u ty C h ie f E xe c u tive O ffic e r
- W e s te rn C a p e
M r. N C M a g w a n g q a n a
M s . L IM M o la p o
M r. J L M u lle r
M s . T P D la m in i
Ms. G W Langa
M r. H G M a th o b e la
M r. H E P ie te rs e n
M r. K M u lla g ie
Total
D e p u ty C h ie f E xe c u tive O ffic e r K w a Z u lu -N a ta l
E xe c u tive D ire c to r: M u n ic ip a l L a b o u r
R e la tio n s a n d H u m a n R e s o u rc e s
A d v. E M Y a w a
M r. T P M th e th w a
E xe c u tive D ire c to r: In te rn a tio n a l
R e la tio n s , P ro to c o l a n d S u p p o rt
S e rvic e s , R e s e a rc h , C o m m u n ic a tio n s
a n d M a rk e tin g
M r. S S e th e n e
D e p u ty C h ie f E xe c u tive O ffic e r L im p o p o
E xe c u tive D ire c to r: M u n ic ip a l S e rvic e s
(a p p o in te d 1 D e c e m b e r 2 0 0 6 ; re s ig n e d
3 1 M a rc h 2 0 0 7 )
M r. T Z u lu
M r. P A M a lo k a
E xe c u tive D ire c to r: G o ve rn a n c e a n d
In te r-G o ve rn m e n ta l R e la tio n s
(re s ig n e d 3 1 A u g u s t 2 0 0 6 )
A d v. G R ic h a rd s
C h ie f F in a n c ia l O ffic e r
E xe c u tive D ire c to r: G o ve rn a n c e a n d
In te r-G o ve rn m e n ta l R e la tio n s
M r. L J o e l
(A c tin g ) D e p u ty C h ie f E xe c u tive O ffic e r
- W e s te rn C a p e
E xe c u tive D ire c to r: F in a n c e a n d
C o rp o ra te S e rvic e s
M r. S W a s a
M r. M D a ro lin g o
C h ie f E xe c u tive O ffic e r (re s ig n e d 3 1
D ecem ber 2006)
D r. M B K h o za
M s . J L M e ye r
C h ie f E xe c u tive O ffic e r (a p p o in te d 1
May 2007)
M r. X C G e o rg e
2007
E x e c u ti v e M a n a g e m e n t R e m u n e r a ti o n
9 ,0 4 5 ,8 8 4
4 6 4 ,3 9 3
3 5 2 ,9 7 1
5 1 2 ,8 2 8
2 8 6 ,0 8 6
4 9 6 ,4 0 8
5 4 0 ,2 1 3
2 6 3 ,9 8 5
5 0 5 ,4 1 1
5 8 4 ,5 4 2
5 4 3 ,2 9 5
3 0 8 ,0 1 5
4 8 0 ,2 9 2
6 5 9 ,4 9 2
5 0 6 ,2 4 6
3 3 0 ,1 6 4
1 3 9 ,0 7 7
5 7 1 ,0 2 3
6 7 1 ,2 1 8
5 4 9 ,9 9 5
2 8 0 ,2 3 0
Baisc
Basic salary
1 5 6 ,3 5 7
2 6 ,3 6 0
4 6 ,2 8 8
3 7 ,0 7 5
4 ,1 6 7
4 2 ,4 6 7
Bonuses and
performance related
payments
24. Board and executive members emoluments (continued)
Notes to the Annual Financial Statements
Figures in Rand
Annual Financial Statements for the 9 months ended 31 March 2008
2 ,0 1 0 ,6 5 8
1 8 ,4 6 2
1 4 6 ,3 2 7
1 0 0 ,0 3 6
2 4 7 ,8 2 4
1 6 0 ,0 7 9
2 5 ,4 1 4
4 3 ,3 7 6
1 2 8 ,5 8 7
2 3 4 ,7 9 6
5 0 ,6 2 0
1 8 ,8 6 6
7 8 ,1 0 6
1 3 2 ,0 9 6
1 5 4 ,7 0 4
1 2 ,8 6 0
1 4 0 ,4 5 5
1 6 6 ,0 1 6
1 2 0 ,0 0 0
3 2 ,0 3 4
Travel allowance
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
1 1 5 ,8 5 7
1 ,8 7 8
1 2 ,0 9 4
1 ,3 4 5
851
1 1 ,1 7 6
159
1 ,9 6 0
1 4 ,6 4 1
1 1 ,0 9 8
1 ,1 4 0
438
1 ,8 7 7
1 1 ,2 6 7
1 9 ,3 3 7
1 2 ,4 1 8
9 ,9 7 2
4 ,2 0 6
Subsistence
allowance
5 7 ,6 6 0
6 ,0 0 0
5 1 ,6 6 0
Contributions to
retirement annuity
funds
1 9 9 ,9 3 4
4 6 ,4 7 7
1 0 ,0 0 0
3 4 ,6 6 8
1 9 ,2 0 0
7 ,5 8 7
2 4 ,6 0 0
5 ,9 7 0
1 4 ,0 6 4
1 8 ,0 0 0
1 9 ,3 6 8
Contributions to
medical aid
3 0 1 ,2 1 0
6 4 ,9 8 1
8 ,0 0 0
4 2 ,7 8 0
4 3 ,9 3 2
9 ,0 0 0
1 6 ,1 9 6
1 5 ,6 0 0
3 5 ,3 6 4
6 5 ,3 5 7
Contributions to
pension fund
1 1 ,8 8 7 ,5 6 0
4 8 4 ,7 3 3
6 3 7 ,1 1 6
6 4 2 ,9 5 8
6 1 2 ,7 0 3
7 2 0 ,4 7 0
6 2 3 ,0 9 1
3 1 5 ,1 0 7
6 7 3 ,0 3 3
8 7 3 ,5 7 9
6 2 7 ,1 7 9
3 2 8 ,0 2 1
5 8 8 ,5 0 0
7 9 7 ,6 3 2
7 2 5 ,5 8 1
3 3 0 ,1 6 4
1 5 1 ,9 3 7
7 3 0 ,8 1 5
8 4 9 ,6 5 2
8 0 7 ,1 5 9
3 6 8 ,1 3 0
Total
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008 2007 Restated
25. Prior period errors
During the 2006/7 audit, various matters were raised and upon investigation it was found that significant items were
incorrectly accounted for in the prior year or were merely omitted. The effect of the different adjustments passed is
recorded below:
Statement of financial position
Increase/
(decrease) in
balance
Effect in 2007
1. Property, plant and equipment - finance lease asset (cost)
-
6,302,729
1. Property, plant and equipment - finance lease asset (accumulated depreciation)
-
1,548,343
1. Finance lease liability - long-term portion
-
4,879,936
1. Finance lease liability - short-term portion
-
115,946
1. Operating lease liability
-
289,718
1. Accounts payable (accrued interest)
-
(2,819)
2. Trade and other receivables (customer control account)
-
8,592,391
3. Trade and other receivables (customer control account)
-
380,363
4. Trade and other payables (supplier control account)
-
1,997,765
5. Trade and other payables (supplier control account)
-
(95,953)
6. Trade and other payables (salary control account)
-
120,006
7. Trade and other payables (salary control account)
-
(1,206,544)
8. Trade and other payables (salary control account)
-
(9,709)
9. Trade and other payables (supplier control account)
-
(981)
10. Trade and other payables (salary control account)
-
(6,252)
11. Trade and other payables (salary control account)
-
(2,832)
12. Trade and other payables (salary control account)
-
(3,254)
13. Trade and other payables (salary control account)
-
2,084
14. Trade and other payables (salary control account)
-
(1,121,605)
15. Trade and other payables (salary control account)
-
1,668
16. Trade and other payables (supplier control account)
-
(1,000,000)
17. Trade and other payables (accruals)
-
(447,939)
18. Trade and other payables (salary control account)
-
(1,988)
19. Cash and cash equivalents (bank overdraft)
-
(49,310)
20. Cash and cash equivalents (bank overdraft)
-
(54)
21. Cash and cash equivalents (cash on hand)
-
(18,570)
22. Trade and other payables (income received in advance)
-
1,866,667
164
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008 2007 Restated
23. Cash and cash equivalents (bank overdraft)
-
(62,000)
24. Trade and other payables (sundry creditors)
25. Property, plant and equipment - IT equipment (cost) - reclassification (refer to
next note)
-
44,271
-
(1,349)
25. Net assets (revaluation reserve)
-
519,739
25. Property, plant and equipment - furniture and fittings (accumulated depreciation)
-
(709)
25. Property, plant and equipment - furniture and fittings (cost)
-
(142,171)
25. Property, plant and equipment - office equipment (accumulated depreciation)
-
(249,213)
25. Property, plant and equipment - office equipment (cost)
-
(1,437,886)
25. Property, plant and equipment - IT equipment (accumulated depreciation)
-
(188,589)
25. Property, plant and equipment - IT equipment (cost)
-
(1,063,432)
25. Property, plant and equipment - motor vehicles (accumulated depreciation)
-
(240,122)
25. Property, plant and equipment - motor vehicles (cost)
-
(108,238)
25. Property, plant and equipment - buildings (accumulated depreciation)
-
787,977
25. Property, plant and equipment - land (cost)
-
20,000
25. Property, plant and equipment - buildings (cost)
-
790,017
25. Trade and other payables (sundry creditors)
-
9,046,133
25. Trade and other payables (sundry creditors)
-
2,046,898
26. Trade and other payables (loan - Masibambane)
-
(40,862)
27. Trade and other payables (sundry creditors)
-
(2,347,500)
28. Trade and other payables (VAT/tax provision account)
-
(12,500)
29. Trade and other payables (sundry creditors)
-
338,428
30. Trade and other receivables (loan - Masibambane)
-
673,741
31. Trade and other payables (creditors control account) - reclassification
-
(4,086,070)
31. Deferred income
-
4,086,070
31. Trade and other receivables (telephone and cellphones) - reclassification
-
55,041
32. Cash and cash equivalents (bank - Norad)
-
(37,762)
33. Trade and other receivables (customer control account)
-
(500,000)
34. Trade and other payables (sundry creditors)
-
(1,376,364)
34. Trade and other payables (sundry creditors)
-
(382,889)
34. Trade and other payables (sundry creditors)
-
(2,790,169)
34. Trade and other payables (accruals)
-
(234,791)
34. Trade and other payables (supplier control account)
-
(481,300)
165
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008 2007 Restated
34. Trade and other payables (accruals)
-
(126,506)
34. Trade and other payables (sundry creditors)
-
(431,194)
34. Trade and other payables (sundry creditors)
-
(209,643)
35. Cash and cash equivalents (deposits)
-
(42,499)
36. Trade and other payables (supplier control account)
-
(292,684)
37. Cash and cash equivalents (bank overdraft)
-
(9,308)
38. Cash and cash equivalents (petty cash)
-
(14,141)
1. Property, plant and equipment - finance lease asset (carrying value)
-
3,617,354
1. Trade and other payables
-
3,132,763
1. Finance lease liability
-
879,850
1. Operating lease liability
-
1,574,875
16. Trade and other payables (supplier control account)
-
(1,000,000)
19. Cash and cash equivalents (bank)
-
128,045
25. Property, plant and equipment - furniture and fittings (carrying value)
-
(1,395,529)
25. Property, plant and equipment - office equipment (carrying value)
-
82,995
25. Property, plant and equipment - IT equipment (carrying value)
-
(2,328,487)
25. Property, plant and equipment - motor vehicles (carrying value)
-
230,708
25. Net assets (revaluation reserve)
-
749,879
25. Property, plant and equipment - buildings (carrying value)
-
(540,502)
25. Property, plant and equipment - land
-
(2,098)
25. Trade and other payables (sundry creditors)
-
3,984,362
28. Trade and other payables (VAT/tax provision account)
-
(12,500)
33. Trade and other receivables (customer control account)
-
(500,000)
39. Trade and other receivables (provision for bad debts)
-
(11,930,506)
Effect on periods prior to 2007
Statement of financial performance
Effect on 2007
3,268,239
1. Accumulated surplus (expenses)
-
(1,622,289)
2. Accumulated surplus (revenue - sales)
-
8,592,392
3. Accumulated surplus (expenses)
-
380,363
4. Accumulated surplus (expenses)
-
(1,997,765)
5. Accumulated surplus (expenses)
-
95,953
166
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008 2007 Restated
6. Accumulated surplus (expenses)
-
(120,006)
7. Accumulated surplus (expenses)
-
1,206,544
8. Accumulated surplus (expenses)
-
9,709
9. Accumulated surplus (expenses)
-
981
10. Accumulated surplus (expenses)
-
6,252
11. Accumulated surplus (expenses)
-
2,832
12. Accumulated surplus (expenses)
-
3,254
13. Accumulated surplus (expenses)
-
(2,084)
14. Accumulated surplus (expenses)
-
1,121,605
15. Accumulated surplus (other income)
-
(1,668)
16. Accumulated surplus (suspense account)
-
1,000,000
17. Accumulated surplus (expenses)
-
447,939
18. Accumulated surplus (expenses)
-
1,988
19. Accumulated surplus (expenses)
-
(78,735)
19. Accumulated surplus (opening balance)
-
128,046
20. Accumulated surplus (expenses)
-
54
21. Accumulated surplus (expenses)
-
(18,571)
22. Accumulated surplus (revenue)
-
(1,866,667)
23. Accumulated surplus (expenses)
-
62,000
24. Accumulated surplus (expenses)
-
(44,271)
25. Accumulated surplus (expenses)
-
(10,626,512)
25. Accumulated surplus (expenses)
-
(1,943,418)
26. Accumulated surplus (expenses)
-
40,862
27. Accumulated surplus (sundry income)
-
2,347,500
28. Accumulated surplus (opening balance)
-
12,500
29. Accumulated surplus (grants received)
-
(338,428)
30. Accumulated surplus (expenses)
-
670,191
30. Accumulated surplus (sundry income)
-
3,550
31. Accumulated surplus (expenses) - reclassification
-
55,041
31. Accumulated surplus (expenses) - reclassification
-
(1,349)
32. Accumulated surplus (expenses - Norad)
-
(37,762)
33. Accumulated surplus (opening balance)
-
(500,000)
34. Accumulated surplus (expenses)
-
1,376,364
167
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
34. Accumulated surplus (expenses)
-
382,889
34. Accumulated surplus (expenses)
-
3,024,960
34. Accumulated surplus (expenses)
-
1,039,000
34. Accumulated surplus (expenses)
-
209,643
35. Accumulated surplus (expenses)
-
(42,499)
36. Accumulated surplus (expenses)
-
292,684
37. Accumulated surplus (expenses)
-
9,308
38. Accumulated surplus (expenses)
-
(14,141)
Effect on periods prior to 2007
(21,947,248)
16. Accumulated surplus (opening balance)
-
1,000,000
19. Accumulated surplus (opening balance)
-
128,045
25. Accumulated surplus (opening balance)
-
(10,657,287)
28. Accumulated surplus (opening balance)
-
12,500
33. Accumulated surplus (opening balance)
-
(500,000)
39. Accumulated surplus (opening balance)
-
(11,930,506)
1. Finance leases where incorrectly calculated from the lease contracts. Certain leases were classified incorrectly as
operating leases.
2. The formula applicable to membership levies is based on the salary budget of SALGA’s members (being the municipalities).
For SALGA to determine the difference, a reassurance project was undertaken. This project required SALGA to
reconfirm the salary budget for its members for the 2006/7 and 2007/8 reporting periods. Based on the confirmations
obtained, additional invoices were raised in instances where the invoiced amount was less than the confirmed amount
and credit notes where the invoiced amount exceeded the amount confirmed.
3. A credit note was passed to a debtor in the 2006/7 reporting period relating to an invoice raised whilst SALGA was
a VAT vendor. The credit note was passed without taking the original invoice amount into account, which led to the
credit note being understated by R1, 581, 209.84 (of which R380, 362.52 related to revenue and R1, 200 847.32 to
the VAT portion on the original invoice). To correct the error, the following journal was passed: Dr debtors control
and Cr retained income (revenue).
4. Invoices were raised to retained income as it was not accrued for in the 2006/7 reporting period, but related to
purchases for the 2006/7 reporting period.
5. Purchase returns applicable to the 2006/7 reporting period but not accounted for in the previous year.
6. The transaction of R120, 006.17 relates to workman’s compensation that was accrued for in the 2006/7 reporting
period. When the payment was effected, the salary account was debited instead of the salary control account. The
effect is that the accrual account was overstated by R120, 006.17.To correct the overstatement, the following journal
was passed: Dr retained income and Cr trade and other payables (salary control account).
168
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
7. SALGA uses VIP Payroll for the processing of the payroll costs. On a monthly basis, once the payroll run has been
completed, an interface is performed between the accounting and payroll system. For the month of June 2007, the
creditor for pay-as-you-earn (PAYE) was duplicated in that the creditor was recorded via the interface and then a
separate journal was passed to raise the creditor. To correct the double entry, a journal was passed to accumulated
surplus (as the expense was recorded twice in the statement of financial performance).
8. An amount of R9, 709.17 was deducted from an employee’s salary as unpaid leave. Instead of expensing the amount
via the statement of financial performance, the amount was taken to the salary control account. By the time the
annual financial statements were prepared, this misallocation had not been corrected. The correction was therefore
made to retained income as the total expenses for the 2006/7 was understated by this amount.
9. The payment of subsistence and travel was misallocated to the control account instead of the expense account.The
amount was not reversed out of the control account by the time the annual financial statements were prepared.
10. The amount relates to transaction which was returned by the bank as the employee’s account was closed. The
repayment to the employee was allocated to the control account instead of the expense account.
11. An employee was underpaid by R2,832.47 and the payment was then allocated to the control account without being
reversed to the salary expense account.
12. The amount of R3,253.53 relates to PAYE on an employee’s salary that was incorrectly allocated. As a result of
the PAYE being incorrect, the employee was underpaid by this amount. Upon discovery of the error, the PAYE was
recalculated and the employee reimbursed. The reimbursement was recorded to the control account instead of the
expense account.
13. The transaction relates to payments incorrectly passed against the salary control account instead of to the statement
of financial performance. The correction was passed to retained income.
14. The interfaces between the VIP Payroll system and the Pastel accounting system were incorrectly performed, which
led to certain amounts allocated to the salary control account and not cleared by year-end.
15. The amount of R1, 668 was incorrectly allocated to the salary control account instead of other income. The effect
of the reversal to correct the misallocation is: Dr retained income and Cr salary control account.
16. The closing balances for the 2005/6 reporting period were allocated to a suspense account instead of to the
respective control accounts. To correct the allocation, the amounts were reversed from the control account. The
reallocation from suspense account to the retained income account was incorrectly captured with R1-million.
17. Reversal of an accrual raised in the 2005/6 reporting period which was not corrected in the 2006/7 reporting period.
The payment of the accrual was processed to expenditure in the 2006/7 year instead of to the accrual account.
18. Reversal of a medical aid refund that was incorrectly captured to the control account instead of to the expense
account.
19. This relates to differences between the bank statement and cashbook balance for the Eastern Cape office, which
led to the bank reconciliation not reconciling at year-end.
20. The bank reconciliation for the Gauteng bank account was misstated by R54 in the 2006/7 reporting period. To
correct the bank reconciliation, a correction was made to the cashbook as a cheque was incorrectly captured due
to a finger error.
169
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
21. During the 2006/7 reporting period, the replenishment of petty cash was recorded to the petty cash account but
the expenditure relating to the reimbursement was not reclassified. The result was that the petty cash account was
overstated at year-end. A journal was subsequently passed to correct the 2006/7 balance to reflect the cash on
hand.
22. SALGA runs a training programme termed the Executive Leadership Municipal Development Programme (ELMDP).
This is a six-month course and for the 2006/7 reporting period, the course ran over into the 2007/8 reporting
period. The revenue was apportioned over the two reporting periods. The effect of the apportionment was as
indicated above.
23. Reallocation of an interbank transfer that was incorrectly allocated to expenditure.
24. Reallocation of transactions incorrectly captured to the suspense account instead of the statement of financial
performance account.
25. Property, plant and equipment were treated incorrectly in previous years. Impairments and revaluations were not
recorded yearly and additions, disposals and revaluation were not accounted for correctly.
26. Expenses on behalf of Masibambane incorrectly posted to expenses in 2007.
27. Apportionment of ELMDP revenue for 2006/7 financial year wasn’t correct. The revenue were apportioned over
six months instead of nine months, being the duration of the course.
28. There was an amount of R12,500 being a provision for VAT liability (this amount was also cited in the 2005/6 audit
report as being long outstanding). It has been written back to income in that no one present knows its details.
29. Clear out balances of bank accounts of branches closed. The other leg of the transaction was ‘grants to provinces’
which was previously cleared to accumulated surplus; therefore, the closing of the bank accounts influenced
accumulated surplus.
30. Masibambane: The opening balance of the loan account between SALGA and Masibambane project was incorrect,
included in the opening balance is an amount of R673,741 reflected as owing to Masibambane for expenses paid by
SALGA on behalf of the Masibambane project. This balance was paid by Masibambane to SALGA in May 2007.
31. Effect of reclassification on the statement of financial position and statement of financial performance. Refer to note
26. The error in the statement of financial performance was allocated to deferred income.
32. Norad closing balance for 2007 was incorrect. Movements in the bank statement were not recorded in the
accounting records.
33. Reallocation of payment received on 23 September 2004 incorrectly allocated to a sponsorship account during the
2004/5 financial year.
34. Reversal of liabilities that were paid but the payment was not allocated to sundry creditors in 2006/7 financial
year.
35. Deposit account of Limpopo branch closed in prior year cashed but the account balance was not cleared.
36. Reallocation of transactions posted in the incorrect accounting period.
37. Reversal of long outstanding balance, which reflects as an overdraft. This account was incorrectly created.
170
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
38. Reallocation of petty cash balances to expenses to maintain the correct petty cash float.
39. 2005/6 financial year’s provision for bad debts was incorrectly recorded and subsequent adjustments to the provision
for bad debts led to the prior period error.
26. Comparative figures
The reporting period is shorter than a year, therefore amounts are not comparable to the current balances.
1. A telephone and cellphone account classified as a statement of financial performance item in 2007 should have been
a balance in the statements of financial position. This was corrected in 2007.
2. Repairs and maintenance (computer equipment) account’s comparative figures have been reclassified from property,
plant and equipment (statement of financial position) to repairs and maintenance (statement of financial performance)
in order to achieve fair presentation.
3. An account in Masibamabane, which was used to record expenses, was capitalised in 2007 and reclassified as a
statement of financial performance item.
4. The loan to VNG was classified incorrectly as a sundry creditor in 2007 instead of a loan receivable.
5. The 2007 senior managers’ remuneration note was restated based on more complete data to be comparable to the
amounts disclosed in 2008. There will be no effect on the statement of financial position and statement of financial
performance.
The effects of the reclassification are as follows:
Statement of financial position
1. Trade and other receivables (sundry customers)
-
55,041
2. Property, plant and equipment (computer equipment)
-
(1,349)
3. Trade and other receivables (trade receivables)
-
(4,086,070)
4. Trade and other receivables (sundry debtors)
-
122,176
4. Trade and other payables (sundry creditors)
-
122,176
1. Accumulated surplus (telephone and fax)
-
(55,041)
2. Accumulated surplus (repairs and maintenance)
-
1,349
3. Accumulated surplus (general expenses)
-
4,086,070
Statement of financial performance
27. Financial risk management
SALGA’s activities expose it to a variety of financial risks: market risk (ie currency risk, fair value interest rate risk, cash
flow interest rate risk and price risk), credit risk and liquidity risk.
171
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
Liquidity risk
Prudent liquidity risk management implies maintaining sufficient cash. SALGA receives cash in the form of levies from
customers and grants from government. SALGA maintains liquidity by limiting capital and operational expenditure
within the pre-approved budget.
SALGA’s risk to liquidity is a result of the funds available to cover future commitments. SALGA manages liquidity risk
through an ongoing review of future commitments.
Maturity analysis
Not later than one month
Later than three months and not later than one year
Trade payables
6,082,039
6,082,039
Other payables
24,680,488
24,680,488
Values presented in the maturity analysis are undiscounted according to the terms of the instrument. These amounts
will all be settled in cash. Trade payables are considered to mature in 30 days after year-end as these suppliers require
30 days settlement terms. No changes between current and prior year assumptions have been made.
Interest rate risk
SALGA’s interest rate risk arises from market and economic factors, loans and other payables, cash and cash equivalents
and loans and other receivables. SALGA’s exposure to interest rate risk is minimal due to the following factors:
•
no interest is levied on overdue trade receivables;
•
interest is not paid on trade payables as it is the policy of the entity to settle within the credit terms in order
to comply with the Public Finance Management Act (PFMA); and
•
the PFMA does not allow for the entity to utilise bank overdrafts.
Based on the activities of SALGA the only areas affected by interest rate risk are finance leases and investment income
earned on call deposits.
At 31 March 2008, if interest rates at that date had been 200 basis points lower with all other variables held constant,
surplus for the year would have been (R719,157.78) [2007: (R1,424,459.56)] higher, arising mainly as a result of lower
interest expense on variable payables and receivables. If interest rates had been 200 basis points higher, with all other
variables held constant, surplus would have been (R719,157.78) [2007: (R1,424,459.56)] lower, arising mainly as a result
of higher interest expense on variable payables and receivables. Surplus is more sensitive to interest rate decreases
than increases because of borrowings with capped interest rates. The sensitivity is higher in 2008 than in 2007 because
of a decrease in outstanding payables and receivables.
Cash flow interest rate risk
SALGA’s exposure to this type of risk arises when the organisation has a financial instrument with a floating interest
rate. The organisation is seldom exposed to this type of risk. When the need arises management employs conservative
approaches with a limited risk exposure such as call accounts or limits the risk completely by employing fixed deposits.
The organisation does not have policies and procedures to measure this type of risk.
172
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008 2007 Restated
Fair value interest rate risk
SALGA’s exposure to this type of risk is slightly higher than the cash flow interest rate risk, primarily due to the
conservative investment philosophy. Ordinarily fixed deposits expose the organisation to this type of risk. SALGA
manages this risk by keeping fixed investments on a shorter-term to mitigate the impact. The organisation does not have
policies and procedures to measure this type of risk.
Credit risk
Credit risk consists mainly of cash deposits, cash equivalents and trade debtors. SALGA deposits cash only with major
banks with high quality credit standing and limits exposure to any one counterparty.
Trade receivables comprise municipalities, which are invoiced once a year based on their budgeted salary cost. There is
no independent rating, therefore management assesses the credit quality of the customer, taking into account its financial
position, past experience and other factors. SALGA establishes an impairment that represents its estimate of incurred
losses in respect of trade receivables.
Currency risk
SALGA is seldom exposed to this type of risk, but whenever it arises it is normally for subsistence allowance outside
the Republic. SALGA’s travel, accommodation and subsistence policy provides for a subsistence allowance of USD
190 per day for each day the official is outside of the Republic on SALGA’s business. Since the allowance amount is
denominated in a foreign currency SALGA is exposed to currency fluctuations since these are paid on spot rate due to
their infrequency.
Due to the infrequent nature of the transactions management does not employ any hedging mechanism against this risk.
Currently there are no policies and procedures to measure currency risk.
Price risk
SALGA exposure to price risk is limited to the effect that inflation has on the market prices for goods and services
ordinarily procured by the organisation. The risk arises when SALGA’s revenue does not escalate at a similar or
better rate than the prevailing market conditions, which is rare since the organisation’s major source of revenue is its
membership levies, which due to the basis of deriving the levy amount normally escalate at a rate higher or equivalent
to the prevailing inflationary trends. There are no special mechanisms employed by management to manage this kind of
risk other than pursuing the fair market value/price through a ‘dip stick’ in the market, viz quotations and open tenders.
The organisation does not have at this stage any policies and procedures to measure this type of risk.
28. Fruitless, wasteful and irregular expenditure
Register of fruitless, wasteful and irregular expenditure – refer to annexure B for detail
Irregular expenses
7,617,332
Fruitless and wasteful expenditure
46,981
7,664,313
4,468,809
48,593
4,517,402
29. Guarantees
During the 2007/8 reporting period, the entity established its own travel agency as a cost centre within SALGA.
173
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Figures in Rand
2008
2007 Restated
The agency is registered with the International Air Transport Association (IATA) to enable it to provide travel urgency
services. In 2008 it was decided to close down this department.
One of the key requirements for registering with IATA is that a guarantee be issued to the value of R160,000 for flights
and accommodation.
30. Key sources of estimation uncertainty
Key sources of estimation uncertainty are as follows:
(i)
Property, plant and equipment of R23,627,586 (2007: R26,091,590) at 31March 2008 were stated at cost (or
valuation) less accumulated depreciation and impairment losses. Estimates are used in the determination of the
useful lives, residual values and the expected pattern of consumption of the future economic benefits embodied
in the assets.
(ii)
Trade receivables of R22,443,336 (2007: R55,462,331) at 31 March 2008 were initially recognised at fair value and
subsequently carried at amortised cost, less allowance for impairment. Estimates are made in the determination
of the initial fair value of the transaction. Revenue of R114,835,756 (2007: R129,039,018) is recognised at the
fair value of the consideration receivable. Estimates were also used in the determination of this fair value, the
corresponding adjustments to interest and the effect thereof on the statement of financial performance for the
year.
Based on existing knowledge, it is reasonably possible that outcomes within the next financial year that are different
from assumptions made could require a material adjustment to the carrying amount of these assets or liabilities.
31. Standards issued but not yet effective
As explained in note 1 of the accounting policies, the basis of accounting is South African Statements of Generally
Accepted Accounting Practice (SA GAAP) with the effective standards of Generally Recognised Accounting Practices
(GRAP) issued by the Accounting Standards Board replacing the equivalent SA GAAP Statement. The following SA
GAAP Statements, with their estimated effect on the financial statements, have been issued but are not yet effective as
at 31 March 2008:
Amendment to:
IFRS 2(AC 139) IFRS 2 - Share-based payment: vesting conditions and cancellations IASB issue date: January 2008
APB issue date: February 2008
Effective date: 1 January 2009
Revised
IFRS 3(AC 140)* Business combinations
IASB issue date: January 2008
APB issue date: February 2008
Effective date: 1 July 2009
IFRS 8(AC 145)
Operating segments
IASB issue date: November 2006
APB issue date: February 2007
Effective date: 1 January 2009
174
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
Revised
IAS 1(AC 101)
Presentation of financial statements
IASB issue date: September 2007
APB issue date: February 2008
Effective date: 1 January 2009
IAS 23(AC 114)
borrowing costs
IASB issue date: March 2007
APB issue date: August 2007
Effective date: 1 January 2009
Revised
IAS 27(AC 132)*
Consolidated and separate financial statements
IASB issue date: January 2008
APB issue date: February 2008
Effective date: 1 July 2009
Amendments to
IAS 32(AC 125)
IAS 1(AC 101) Financial Instruments: presentation and presentation of financial statements: puttable financial instruments
and obligations arising on liquidation
IASB issue date: February 2008
Not yet approved by APB
Effective date: 1 January 2009
IFRIC 12(AC 445)
Service concession arrangements
IFRIC issue date: November 2006
APB issue date: February 2007
Effective date: 1 January 2008
IFRIC 13(AC 446)
Customer loyalty programmes
IFRIC issue date: June 2007
APB issue date: August 2007
Effective date: 1 July 2008
IFRIC 14(AC 447)
The limit on a defined benefit asset, minimum funding requirements and their interaction IFRIC
Issue date: July 2007
APB issue date: August 2007
Effective date: 1 January 2008
*These revisions have made consequential amendments to IAS 28(AC 110) - Investments in associates and IAS 31(AC
119) - Interests in joint ventures.
These standards are expected to be implemented by the entity in the next financial year in accordance with their
effective date. The impact of implementing these standards is expected to be immaterial in the context of the entity’s
operations.
175
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Notes to the Annual Financial Statements
In addition to the above, the following GRAP standards have been approved but are not yet effective:
GRAP 4 - The effects of changes in foreign exchange rates
GRAP 5 - Borrowing costs
GRAP 6 - Consolidated and separate financial statements
GRAP 7 - Investments in associate
GRAP 8 - Interest in joint ventures
GRAP 9 - Revenue from exchange transactions
GRAP 10 - Financial reporting in hyperinflationary economies
GRAP 11 - Construction contracts
GRAP 12 - Inventories
GRAP 13 - Leases
GRAP 14 - Events after the reporting date
GRAP 16 - Investment property
GRAP 17 - Property, plant and equipment
GRAP 18 - Segment reporting
GRAP 19 - Provisions, contingent liabilities and contingent assets
GRAP 23 - Revenue from non-exchange transactions (taxes and transfers)
GRAP 24 - Presentation of budget information in financial statements
GRAP 100 - Non-current assets held for sale and discontinued operations
GRAP 101 - Agriculture
GRAP 102 - Intangible assets
The effective dates of the above standards are not yet known. Adopting these GRAP Standards when they become
effective is not expected to have a significant impact on the financial statements as the principles are similar to those
already applied under the equivalent Statements of SA GAAP.
176
177
The Executive Mayor of the Metropolitan is the Chairperson of SALGA
The Executive Mayor of the Metropolitan is the Chairperson of SALGA
The Executive Mayor of the Metropolitan is the Chairperson of SALGA
The Executive Mayor of the District Municipality is the Deputy Chairperson of
SALGA
The Executive Mayor of the District Municipality is the Deputy Chairperson of
SALGA
The Executive Mayor of the District Municipality is the Deputy Chairperson of
SALGA
The Executive Mayor of the Metropolitan is the Deputy Chairperson of SALGA
The Executive Mayor of the Metropolitan is the Deputy Chairperson of SALGA
The Executive Mayor of the Metropolitan is the Deputy Chairperson of SALGA
The Executive Mayor of the Metropolitan is the Deputy Chairperson of SALGA
The Executive Mayor of the Metropolitan is the Deputy Chairperson of SALGA
City of Johannesburg
City of Johannesburg
City of Johannesburg
Pixley Kaseme District Municipality
Pixley Kaseme District Municipality
eThekwini Metropolitan
eThekwini Metropolitan
eThekwini Metropolitan
Pixley Kaseme District Municipality
Pixley Kaseme District Municipality
Pixley Kaseme District Municipality
The Executive Mayor of the Metropolitan is the Chairperson of SALGA
City of Johannesburg
Registration fees - National Members Assembly
Participation Fees - KwaZulu Natal Municipal Games
Membership levies
Accommodation paid on behalf of municipality
Membership levies - under invoiced in 2007/2008
Registration fees - National Members Assembly
Registration fees - National Members Assembly
Course fees - Executive Leadership Management
Programme
Accommodation and flight costs paid on behalf of
municipality
Course fees - Executive Leadership Management
Programme
Membership levies
Membership levies
Accommodation related costs
Electricity and water
Satutory Salary Deductions: PAYE, SDL,UIF as well as
Software Licences
The Executive Mayor of the Metropolitan is the Chairperson of SALGA
National Public Entity (Schedule 3A of PFMA)
National Public Entity (Schedule 3A of PFMA)
South African Revenue Services
State Information Technology Agency
Usage of telephone lines
Flight costs with South African Airways
City of Johannesburg
Major Public Entity (Schedule 2 of PFMA)
Major Public Entity (Schedule 2 of PFMA)
Telkom SA Limited
Transnet
Transaction Type
Postage and Courier Services
National Parks Fund
Nature of the relationship
Major Public Entity (Schedule 2 of PFMA)
Name of entity
South African Post Office
Annexure A - Related Party Transactions and Balances
4,000
40,000
6,000,000
-
19,827
8,000
172,405
-
56,966
22,000
30,000
6,000,000
40,510
3,200
11,509,304
517,338
1,648,069
-
-
-
1,581,210
-
19,827
-
121,451
-
56,966
30,000
-
-
-
-
119,477
-
13,500
45,000
6,000,000
20,000
-
16,500
41,213
75,000
-
27,000
16,775
6,000,000
-
-
14,344,583
-
2,134,896
-
-
-
-
-
-
-
-
-
-
16,775
-
-
-
-
-
Amount of Transactions - Amount outstanding - Amount of Transactions - Amount outstanding 2008
2008
2007
2007
2,187
-
the Executive Mayor is the Deputy Chairperson of SALGA
the Executive Mayor is the Deputy Chairperson of SALGA
the Executive Mayor is the Deputy Chairperson of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
the Executive Mayor is a member of the National Executive
Committee of SALGA
Mangaung Local Municipality
Mangaung Local Municipality
Mangaung Local Municipality
Cape Winelands District Municipality
178
Greater Sekhukhune District Municipality
Greater Sekhukhune District Municipality
Greater Sekhukhune District Municipality
Greater Sekhukhune District Municipality
Cape Winelands District Municipality
Cape Winelands District Municipality
Cape Winelands District Municipality
Nature of the relationship
the Executive Mayor is the Deputy Chairperson of SALGA
the Executive Mayor is the Deputy Chairperson of SALGA
the Executive Mayor is the Deputy Chairperson of SALGA
Registration fees - National Members
Assembly
Course fees - Executive Leadership
Management Programme
Accommodation paid on behalf of
municipality - 2006/2007
Registration fees - National Members
Assembly
Sponsorship - Western Cape Provincial
Conference
Membership levies - under invoiced in
2007/2008
Membership levies
Transaction Type
Hire of venue
Membership levies
Course fees - Executive Leadership
Management Programme - 2006/2007
Registration fees - National Members
Assembly
Course fees - Executive Leadership
Management Programme
Membership levies - under invoiced in
2007/2008
Membership levies
18,400
15,000
10,000
194,839
179,953
20,000
10,000
631,553
559,734
90,000
10,000
1,998,435
-
Amount of
Transactions 2008
18,400
15,000
-
-
179,953
20,000
-
-
559,734
90,000
-
15,000
Amount
outstanding 2008
18,400
30,000
25,500
134,258
-
-
12,000
286,152
-
-
10,500
1,801,827
15,000
Amount of
Transactions 2007
18,400
-
-
-
-
-
-
-
-
-
-
15,000
Amount
outstanding 2007
SALGA
Name of entity
Mangaung Local Municipality
Mangaung Local Municipality
Mangaung Local Municipality
Annexure A - Related Party Transactions and Balances (continued)
South African Local Government Association
179
Madibeng Local Municipality
Madibeng Local Municipality
Greater Taung Municipality
Greater Taung Municipality
Greater Taung Municipality
Greater Taung Municipality
Greater Taung Municipality
Gert Sibande District Municipality
Gert Sibande District Municipality
Gert Sibande District Municipality
Gert Sibande District Municipality
Gert Sibande District Municipality
Gert Sibande District Municipality
Name of entity
Greater Sekhukhune District Municipality
Nature of the relationship
The Speaker is a member of the National Executive Committee
of SALGA
The Speaker is a member of the National Executive Committee
of SALGA
The Speaker is a member of the National Executive Committee
of SALGA
The Speaker is a member of the National Executive Committee
of SALGA
The Speaker is a member of the National Executive Committee
of SALGA
The Speaker is a member of the National Executive Committee
of SALGA
The Speaker is a member of the National Executive Committee
of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
Annexure A - Related Party Transactions and Balances (continued)
Registration fees - National Members
Assembly
Registration fees - National Members
Assembly
Course fees - Executive Leadership
Management Programme - 2006/2007
Membership levies - under invoiced in
2007/2008
Membership levies - over invoiced in
2006/2007
Membership levies
Registration fees - National Members
Assembly
Course fees - Executive Leadership
Management Programme - 2006/2007
Course fees - Executive Leadership
Management Programme
Registration fees - Mpumalanga Provincial
Conference
Membership levies - under invoiced in
2007/2008
Membership levies
Transaction Type
Membership levies - under invoiced in
2007/2008
Membership levies
12,000
538,043
-1,757
5,399
-
6,000
124,677
1,855
1,650
75,000
15,000
2,000
158,459
Amount of
Transactions 2008
424,313
-
-
-
5,399
30,000
-
-
1,855
-
-
15,000
-
-
12,000
591,531
-
-
30,000
7,500
61,983
-
-
-
15,000
7,500
122,833
Amount
Amount of
outstanding Transactions 2008
2007
424,313
-
-
-
-
-
-
-
-
30,000
-
-
-
-
-
15,000
Amount
outstanding 2007
180
Capricorn District Municipality *
Capricorn District Municipality *
Capricorn District Municipality *
Capricorn District Municipality *
Capricorn District Municipality *
Amatole District Municipality
Amatole District Municipality
Amatole District Municipality
Amatole District Municipality
Amatole District Municipality
Madibeng Local Municipality
Madibeng Local Municipality
Madibeng Local Municipality
Nature of the relationship
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor is a member of the National Executive
Committee of SALGA
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
Registration fees - National Members
Assembly
Course fees - Executive Leadership
Management Programme
Membership levies - under invoiced in
2007/2008
Course fees - Executive Leadership
Management Programme - 2006/2007
Registration fees - National Members
Assembly
Registration fees - Eastern Cape Provincial
Conference
Membership levies - under invoiced in
2007/2008
Course fees - Executive Leadership
Management Programme
Membership levies
Transaction Type
Accommodation and flight costs paid on
behalf of municipality
Course fees - Executive Leadership
Management Programme - 2006/2007
Course fees - Executive Leadership
Management Programme
Membership levies - under invoiced in
2007/2008
Membership levies
-
498,806
180,000
10,000
238,240
30,000
379,445
4,800
12,000
475,892
98,289
225,000
-
Amount of
Transactions 2008
247,417
-
15,000
498,806
-
-
-
30,000
379,445
-
-
-
98,289
225,000
112,500
Amount
outstanding 2008
-
-
-
15,000
12,000
214,129
-
-
-
13,500
371,338
-
-
120,000
Amount of
Transactions 2007
-
-
-
15,000
-
-
-
-
-
-
-
-
-
112,500
Amount
outstanding 2007
SALGA
Name of entity
Madibeng Local Municipality
Annexure A - Related Party Transactions and Balances (continued)
South African Local Government Association
181
N ka n g a la Mu n icip a lity
O R Ta mb o D istrict Mu n icip a lity
O R Ta mb o D istrict Mu n icip a lity
O R Ta mb o D istrict Mu n icip a lity
O R Ta mb o D istrict Mu n icip a lity
Fra n cis Ba a rd D istrict Mu n icip a lity
Fra n cis Ba a rd D istrict Mu n icip a lity
Fra n cis Ba a rd D istrict Mu n icip a lity
Fra n cis Ba a rd D istrict Mu n icip a lity
Fra n cis Ba a rd D istrict Mu n icip a lity
Fra n cis Ba a rd D istrict Mu n icip a lity
Mo p a n i L o ca l Mu n icip a lity
Mo p a n i L o ca l Mu n icip a lity
Name of entity
Me mb e rsh ip le vie s - u n d e r in vo ice d in
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s
Me mb e rsh ip le vie s - u n d e r in vo ice d in
2 0 0 7 /2 0 0 8
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - N a tio n a l Me mb e rs
Asse mb ly
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - Ea ste rn C a p e Pro vin cia l
C o n fe re n ce
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s
2 0 0 6 /2 0 0 7
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s - u n d e r in vo ice d in
2 0 0 7 /2 0 0 8
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - N o rth e rn C a p e Pro vin cia l
C o n fe re n ce
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - N a tio n a l Me mb e rs
Asse mb ly
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
C o u rse fe e s - Exe cu tive L e a d e rsh ip
Ma n a g e me n t Pro g ra mme - 2 0 0 6 /2 0 0 7
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s - u n d e r in vo ice d in
2 0 0 7 /2 0 0 8
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Asse mb ly
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Transaction Type
R e g istra tio n fe e s - N a tio n a l Me mb e rs
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Nature of the relationship
A n n ex u re A - R elated P arty T ran s ac tio n s an d B alan c es (c o n tin u ed )
-
1 7 4 ,4 3 4
4 4 6 ,8 0 7
1 0 ,0 0 0
5 ,6 0 0
3 9 8 ,9 5 2
1 1 ,3 7 1
2 1 ,3 7 4
1 ,0 0 0
8 ,0 0 0
1 1 0 ,1 7 6
8 0 ,6 5 5
-
-
-
4 4 6 ,8 0 7
1 1 ,3 7 1
2 1 ,3 7 4
-
-
-
-
1 ,0 0 0
3 0 ,0 0 0
8 0 ,6 5 5
2008
2008
1 0 ,0 0 0
Amount
outstanding -
Amount of
Transactions -
Amount of
8 6 ,0 3 6
2007
Transactions -
-
-
-
-
-
-
-
-
-
-
-
-
Amount
2007
outstanding -
-
-
-
-
-
-
-
-
-
-
-
-
-
182
Th a b o Mo fu tsa n ya n a D istrict Mu n icip a lity *
Th a b o Mo fu tsa n ya n a D istrict Mu n icip a lity *
Me ra fo n g Mu n icip a lity
Me ra fo n g Mu n icip a lity
Me ra fo n g Mu n icip a lity
Me ra fo n g Mu n icip a lity
Ekh u rh u le n i Me tro p o lita n
Ekh u rh u le n i Me tro p o lita n
Ekh u rh u le n i Me tro p o lita n
Ekh u rh u le n i Me tro p o lita n
Ekh u rh u le n i Me tro p o lita n
Ekh u rh u le n i Me tro p o lita n
N ka n g a la Mu n icip a lity
N ka n g a la Mu n icip a lity
N ka n g a la Mu n icip a lity
N ka n g a la Mu n icip a lity
R e g istra tio n fe e s - N a tio n a l Me mb e rs
Asse mb ly
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
C o u rse fe e s - Exe cu tive L e a d e rsh ip
Ma n a g e me n t Pro g ra mme
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Me mb e rsh ip le vie s - u n d e r in vo ice d in
2 0 0 7 /2 0 0 8
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - N a tio n a l Me mb e rs
Asse mb ly
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s
O p e n in g b a la n ce
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
C o -h o st to G a la D in n e r: Pro vin cia l Me mb e r's
Asse mb ly - 2 0 0 6 /2 0 0 7
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Exh ib itio n - N a tio n a l Me mb e rs Asse mb ly
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
C o u rse fe e s - Exe cu tive L e a d e rsh ip
Ma n a g e me n t Pro g ra mme
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - N a tio n a l Me mb e rs
Asse mb ly
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
Me mb e rsh ip le vie s - u n d e r in vo ice d in
2 0 0 7 /2 0 0 8
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - N a tio n a l Me mb e rs
Asse mb ly
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
R e g istra tio n fe e s - Mp u ma la n g a Pro vin cia l
C o n fe re n ce
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Ma n a g e me n t Pro g ra mme 0 6 /0 7
th e N a tio n a l Exe cu tive C o mmitte e o f SAL G A
Transaction Type
C o u rse fe e s - Exe cu tive L e a d e rsh ip
Nature of the relationship
Th e Exe cu tive Ma yo r o f th e D istrict Mu n icip a lity is a me mb e r o f
-
1 0 ,0 0 0
9 7 ,0 5 4
1 7 5 ,2 6 4
8 ,0 0 0
4 6 3 ,8 2 6
-
-
2 0 ,0 0 0
1 6 5 ,0 0 0
6 ,0 0 0
6 ,0 0 0 ,0 0 0
2 0 3 ,3 6 7
1 0 ,0 0 0
1 ,6 5 0
1 7 5 ,2 6 4
4 7 ,7 0 2
2 0 3 ,3 6 7
3 0 ,0 0 0
2008
2008
-
Amount
outstanding -
Amount of
Transactions -
-
-
-
-
-
-
-
-
-
-
-
-
Amount of
6 0 ,0 0 0
5 2 0 ,2 8 1
1 5 ,0 0 0
1 8 ,6 6 9 ,5 4 9
4 7 ,7 0 2
1 3 ,5 0 0
6 ,0 0 0 ,0 0 0
1 2 ,0 0 0
7 5 ,0 0 0
2007
Transactions -
-
-
-
-
-
-
-
6 0 ,0 0 0
1 5 ,0 0 0
1 8 ,6 6 9 ,5 4 9
4 7 ,7 0 2
4 5 ,0 0 0
2007
outstanding -
Amount
SALGA
Name of entity
A n n ex u re A - R elated P arty T ran s ac tio n s an d B alan c es (c o n tin u ed )
South African Local Government Association
-
-
-
-
-
-
-
-
-
-
-
183
20,000
54,910
600
Amount of
Transactions
10,000
2008
600
Sponsorship
Sponsorship in kind
Sponsorship in kind
Sponsorship in kind - 350 Bottles of Water
-
-
-
-
-
-
-
-
-
-
12,000
6,000,000
Amount of
Transactions 2007
-
-
560,339
-11,422
12,000
86,479
1,860,268
-
Amount
Amount of
outstanding - - Transactions - 2008
2007
-
-
-
-
-
15,265
Membership levies
Sponsorship in kind
Transaction Type
Sponsorship in kind
-
2,000
15,265
74,318
97,258
12,266,411
-
6,000,000
6,000,000
10,000
229,527
83,954
10,000
-
12,000
-
11,976
Amount
outstanding 2008
11,976
Amount of
Transactions 2008
75,000
Membership levies - under invoiced in
2007/2008
National Members Assembly
Registration fees - National Members
Assembly
Membership Levies - Opening balances
Transaction Type
Course fees - Executive Leadership
Management Programme
Membership levies - under invoiced in
2007/2008
Registration fees - National Members
Assembly
Membership levies - under invoiced in
2007/2008
Membership levies
Placing of advertisements on radio and
television
Fezile Dabi Municipality
The Executive Mayor of the District Municipality is a member of Membership levies
the National Executive Commitee of SALGA
Fezile Dabi Municipality
The Executive Mayor of the District Municipality is a member of Registration fees - National Conference
the National Executive Commitee of SALGA
Fezile Dabi Municipality
The Executive Mayor of the District Municipality is a member of Opening balance
the National Executive Commitee of SALGA
* - Councilor was not re-elected at the Provincial Conference
Nature of the relationship
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
Thabo Mofutsanyana District Municipality *
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
Lejweleputswa Local Municipality
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
Lejweleputswa Local Municipality
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
City of Cape Town *
Cllr S Mxolose is a member of the National Executive
Committee of SALGA
City of Cape Town *
Cllr S Mxolose is a member of the National Executive
Committee of SALGA
City of Cape Town *
Cllr S Mxolose is a member of the National Executive
Committee of SALGA
Eden District Municipality
The Executive Mayor of the District Municipality is a member of
the National Executive Committee of SALGA
Magareng Local Municipality
Cllr W Johnson was elected into the PEC of the Northern Cape
in March 2008.
Magareng Local Municipality
Cllr W Johnson was elected into the PEC of the Northern Cape
in March 2008.
Amatola Water
National Government Business Enterprise (Schedule 3B of the
PFMA)
Rand Water
National Government Business Enterprise (Schedule 3B of the
PFMA)
Annexure
A - Related Party TransactionsNational
and Balances
Magalies
Water
Government(continued)
Business Enterprise (Schedule 3B of the
PFMA)
Sedibeng Water
National Government Business Enterprise (Schedule 3B of the
Name of entity
Nature of the relationship
PFMA)
Botshelo Water
National Government Business Enterprise (Schedule 3B of the
PFMA)
Bushbuckridge Water Board
National Government Business Enterprise (Schedule 3B of the
PFMA)
South African Broadcasting Corporation
Major Public Entity (Schedule 2 of PFMA)
Name of entity
Thabo Mofutsanyana District Municipality *
Annexure A - Related Party Transactions and Balances (continued)
-
-
-
-
-
-
-
-
-
-
-
-
-11,422
-
-
-
-
Amount
outstanding - 2007
-
Amount
outstanding 2007
184
The condonement of an amount of R773,452 relates to interest charged by the South African Receiver of Revenue on late
submission and payment of employees’ tax. SALGA is unable to determine who must be held responsible and as a result the
amount has been removed from the fruitless and wasteful register.
COMMENTS
48,593
95,574
Disciplinary steps taken/criminal proceedings
The matter is currently being investigated by the internal audit unit
Process is being put in place to regularise the expenditure because it
was incurred while pursuing SALGA’s strategic objectives
773,452
48,593
(773,452)
48,593
46,981
Rand
Rand
Analysis of current fruitless and wasteful expenditure
Incident
Late payment of suppliers’ invoices resulting in interest charged on the outstanding
amount
No show fees charged by hotels.
Fruitless and Wasteful Expenditure
Reconciliation of fruitless and wasteful expenditure
Opening balance
Fruitless and wasteful expenditure – current year
Fruitless and wasteful expenditure condoned
Transfer to receivables for recovery
Fruitless and wasteful expenditure awaiting condonement
30 June 2007
31 March 2008
Annexure B - Statement of Irregular, Wasteful and Fruitless Expenditure
South African Local Government Association
SALGA
185
12,581,594
7,617,332
20,198,926
31 March 2008
Rand
8,112,785
4,468,809
12,581,594
30 June 2007
Rand
The procurement of venue hire without the use of a competitive bidding process to be
regularised.
The affected officials have been suspended to allow the investigation of the matter to proceed
without any hindrance. The outcome of the investigation would determine the next cause of
action and disciplinary steps.
The matter is currently under investigation and depending on the outcome of the investigation
the necessary disciplinary steps will be taken.
The matter is currently being investigated by our internal audit unit.
An application to National Treasury in terms of practice note 5 of 2006/7 – finance lease
transaction is to be made for approval.
The matter is currently being investigated by our internal audit function.
An additional amount of R3,285,085 has been included in the irregular expenditure amount of 2006/7 financial year as reported in the audit report of that year.
Adequate disclosure will be made to the National Treasury.
COMMENTS
Irregular expenditure of R167,580 was incurred by SALGA Mpumalanga as no
competitive quotations were obtained
Irregular expenditure of R3,847 was incurred by an official who duplicated the
subsistence and travel claim.
Irregular expenditure of R196,012.45 was incurred by the Free State office of SALGA
for non-compliance with supply chain framework as no competitive quotations were
obtained.
Irregular expenditure of R276,931.94 was incurred by the Northern Cape office of
SALGA for non-compliance with supply chain framework as no purchase requisition
was completed nor purchase orders issued.
Irregular expenditure of R1,914,570 was incurred by SALGA by virtue of practice
note 5 of 2006/7 - Finance lease transactions, in that lease agreements which in
substance and therefore accounting treatment are finance leases, and National
treasury approval was not obtained.
Irregular expenditure of R6,000 was incurred by SALGA as no competitive quotations
were obtained.
Irregular expenditure of R2,522,998 was incurred by SALGA travel desk as no
competitive quotations were obtained.
Analysis of current irregular expenditure
Incident
Disciplinary steps taken/criminal proceedings Procurement to the value of R987,500,20 initiated by the KwaZulu-Natal office of
Upon discovery of these non-compliance procurement matters the accounting officer
SALGA was not in compliance with the SCM framework as no competitive bids were commissioned a service provider to investigate and suspended the officials involved. At the
obtained.
reporting date the service provider had not finalised the investigation. One official involved in
these non-compliance matters has since left the employ of SALGA but based on the outcome
of the investigation, the matter will be pursued further to ensure that SALGA is reimbursed as
per the PFMA.
R1,395,507 relating to three procurement transactions, which did not go on open bid The matter is currently under investigation and depending on the outcome of the investigation
as each of the 3 transactions exceeded R200,000.
the necessary disciplinary steps will be taken.
Reconciliation of irregular expenditure
Opening balance
Irregular expenditure – current year
Irregular expenditure condoned
Transfer to receivables for recovery
Irregular expenditure awaiting condonement
Irregular Expenditure
Annexure B - Statement of Irregular, Wasteful and Fruitless Expenditure
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Detailed Statements of Financial Performance
Figures in Rand
Note(s)
Revenue
Municipal levies
Government grants
13
Other income
Commission received
Donations received
Fair value adjustment
Gains on disposal of assets
Investment income
Other income
Rental income
Sponsorship received
16
14
Expenses (refer to page 188)
Operating (deficit)/surplus
Finance cost
(Deficit)/surplus for the 9 months/12 months
15
17
186
for the 9 months
ending
31 March 2008
for the 12 months
ending 30 June
2007 Restated
101,194,756
13,641,000
114,835,756
102,725,018
26,314,000
129,039,018
4,023
917,528
8,548,920
138,381
2,587,094
12,195,946
31,209
30,250
17,103,772
7,823
2,769,336
10,389,422
130,407
1,923,798
32,386,017
(141,394,624)
(14,362,922)
(1,691,995)
(16,054,917)
(131,563,829)
29,861,206
(3,306,582)
26,554,624
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Detailed Statements of Financial Performance
The supplementary information presented does not form part of the annual financial statements and is unaudited
Figures in Rand
Note(s)
for the 9 months
for the 12 months
ending
ending 30 June
31 March 2008
2007 Restated
Operating expenses
Accounting fees
Advertising
Assessment rates and municipal charges
Auditor’s remuneration
Bank charges
Catering
Cleaning
Computer expenses
Conference, seminars and workshops
Consulting and professional fees
Consumables
Depreciation, amortisation and impairments
Donations
Employee costs
Entertainment
Programme cost
Flowers
General expenses
Gifts
Hire
IT expenses
Insurance
Lease rentals on operating lease
Legal expenses
Levies
Loss on disposal of assets
Magazines, books and periodicals
Motor vehicle expenses
Petrol and oil
Placement fees
Postage
Printing and stationery
Promotions
Provision for impairment of trade receivables
Registration and licence fees
19
2 and 3
8,281
3,909,293
3,726,316
76,432
4,069,972
300,965
318,983
6,053,135
9,856,273
447
2,449,206
10,500
51,338,046
384,161
1,534,862
2,892,731
504,806
256,410
1,210,306
777,255
5,647,274
810,598
9,806
311,245
441,200
804,436
5,545,696
49,310
14,367,231
80,609
15,555
3,903,037
12,563
3,849,966
161,911
2,605,219
459,985
763,484
7,658,460
3,606,300
44,079
2,779,829
96,568
69,147,992
286,361
5,232,545
22,376
2,071,800
237,999
124,886
1,026,042
1,131,338
12,926,682
2,006,907
17,264
430,646
3,099
138,499
2,220
455,558
573,112
2,938,253
695,176
(30,302,786)
75,853
The supplementary information presented does not form part of the annual financial statements and is unaudited
187
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Detailed Statements of Financial Performance
Figures in Rand
Repairs and maintenance
Write off of missing assets
Security
Software expenses
Sponsorships paid
Staff welfare
Subscriptions
Telephone and fax
Training
Transport and freight
Travel – local
Travel – overseas
Utilities
Note(s)
for the 9 months
ending
31 March 2008
679,459
863,336
65,000
106,220
1,529,078
4,215,833
2,675,237
12,811,234
133,715
569,727
141,394,624
for the 12 months
ending 30 June
2007 Restated
1,441,870
1,918,721
1,070,202
(1,396,344)
121,682
1,587,915
5,308,962
7,078,788
56,080
18,365,080
812,095
131,563,829
The supplementary information presented does not form part of the annual financial statements and is unaudited
188
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Statement of Gifts, Donations and Sponsorships
Gifts, Donations or Sponsorships Received in Cash
Name of donor
Nature of gift, donation or sponsorship
KZN Department of Local Government and Traditional
Affairs
Nedbank
DBSA
DBSA
Cape Wineland
Office of the Premier - North West
Western Cape Department of Local Government and
Housing
Alexander Forbes
MEEG Bank
ABSA Bank
Amatola Water
Free State Local Government
ABSA Bank
Bojanala Platinum District Municipality
Ngaka Modiri Molema District Municipality
North West Department of Local Government and Housing
Drakenstein Municipality
Limpopo Department of Local Government and Housing
KwaZulu-Natal provincial conference
2008
Actual
500,000
SALGA Gauteng gender summit
SALGA study tour
SALGA Gauteng elderly event
Western Cape provincial conference
National Members Assembly
Western Cape provincial conference
9,500
200,000
50,000
20,000
500,000
40,000
North West budget week
Eastern Cape provincial conference
Eastern Cape provincial conference
Eastern Cape provincial conference
Free State provincial conference
North West budget week
North West disaster management training
North West disaster management training
North West white paper process
Western Cape provincial conference
Limpopo provincial conference
20,000
100,000
20,000
20,000
100,000
30,000
117,000
54,000
22,000
35,000
90,000
1,927,500
The supplementary information presented does not form part of the annual financial statements and is unaudited
189
SALGA
South African Local Government Association
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION
Annual Financial Statements for the 9 months ended 31 March 2008
Statement of Gifts, Donations and Sponsorships received
Gifts, Donations or Sponsorships Received in Kind
Name of donor
Lefatshe
KPMG
Rustenburg Municipality
Rand Water
Nature of gift, donation or
sponsorship
Hosting of gala dinner
Internet café plus 3 PCs
12 laptops for use during
registration process
Three colour printers for use
during registration
Exhibition stands, two trucks
used for transportation
T-Shirts plus copies of the white
paper Review
T-Shirts
Pens and writing pads
Hire of venue
Conference bags
Magalies Water
Bottled water
Sedibeng Water
Bottled water
Botshelo Water
Bottled water
Midvaal Water
Bottled water
Standard Bank
Standard Bank
Ernst & Young
ABSA Bank
ABSA Bank
Pens and writing pads
Towards hosting of event
Bags, pens and paper
Pens,
Folders, pens, bags, caps and
T-shirts
Lanyards
Advertising and Marketing
Caps, T-Shirts, lanyards and pens
Conference bags
Bojanala Municipality
SITA
Notebook Company
Epson
Skynet
GTZ
Multi Shirt Embroidery
Mpower FM
Sasol Secunda
Development Bank of
South Africa
2008
National Members Assembly
National Members Assembly
National Members Assembly
2,000,000
46,000
146,000
National Members Assembly
200,000
National Members Assembly
100,000
National Members Assembly
335,000
National Members Assembly
Eastern Cape provincial conference
Workshop on property rates act
North West provincial members
assembly
North West Prprovincial members
assembly
North West provincial members
assembly
North West provincial members
assembly
North West provincial members
assembly
Western Cape provincial conference
Western Cape budget week
Western Cape budget week
Limpopo provincial conference
Mpumalanga provincial conference
45,000
1,960
54,910
60,000
-
Mpumalanga provincial conference
Mpumalanga provincial conference
Mpumalanga provincial conference
National Members Assembly
2,900
10,790
-
600
10,000
600
600
3,014,360
The supplementary information presented does not form part of the annual financial statements and is unaudited
190
ANNEXURE A
SALGA OFFICES
191
SALGA
South African Local Government Association
WHERE TO FIND US
SALGA NATIONAL OFFICE
Physical Address
83 Lois Avenue
Cnr Atterbury Road & Lois Avenue
Menlyn
Pretoria
Postal Address
P O Box 2094
Pretoria
0001
Telephone: 012 369 8000
Fax line: 012 369 8001
EASTERN CAPE
Physical Address
1st Floor Terrace Office Suite
No 3 Berea Terrace
Berea
East London
Postal Address
P O Box 7457
East London
5200
Telephone: 043 727 1150-3
Fax line: 043 727 1156
FREE STATE
Physical Address
SALGA House
Cnr Nelson Mandela Drive & East Burger
Bloemfontein
Postal Address
P O Box 14
Bloemfontein
9300
Telephone: 051 447 3426
Fax line: 051 430 8250
GAUTENG
Physical Address
3rd Floor Braampark, Forum 2
33 Hoofd Street
Braamfontein
2017
Postal Address
P O Box 32161
Braamfontein
2017
Telephone: 011 276 1150
Fax line: 011 276 3636/7
KwaZulu-Natal
Physical Address
60 Supriceridge Road
Hillcrest
Durban
3610
Postal Address
P O Box 1525
Durban
4000
Telephone: 031 761 6300
Fax line: 031 761 6306
192
LIMPOPO
Telephone: 018 462 5290
Fax line: 018 462 4662
Physical Address
2nd Floor Standard Bank Building
Cnr Landros Mare & Thabo Mbeki Street
Polokwane
0699
Postal Address
Private Bag X9523
Polokwane
0700
Telephone: 015 291 1400
Fax line: 015 291 1414
MPUMALANGA
NORTHERN CAPE
Physical Address
15 Lawson Street
Kimberley
8300
Postal Address
P O Box 3183
Kimberley
8300
Telephone: 053 833 2505
Fax line: 053 833 3828
Physical Address
SALGA Mpumalanga
11 Van Rensburg Street
Nelspruit
Postal Address
P O Box 1693
Nelspruit
1200
Telephone: 013 752 1200
Fax line: 013 752 5595
WESTERN CAPE
Physical Address
222 Durban Road
Bellville
Cape Town
7535
Postal Address
NORTH WEST
P O Box 1007
Physical Address
Jade Square, Suite 400
Cnr OR Tambo & Magaretha Prinsloo Street
Klerksdorp
Cape Town
Postal Address
P O Box 1286
Klerksdorp
2570
Bellville
7535
Telephone: 021 944 2120
Fax line: 021 944 2162
193
SALGA
South African Local Government Association
ANNEXURE B
LIST OF SA
MUNICIPALITIES
194
EASTERN CAPE MUNICIPALITIES
Koukamma Local Municipality
Postal address: Private Bag X 011 Physical address: 5 Keet Street Switchboard tel: 042 288 0303 Municipal manager: M Ndokweni Tel: 042 288 0303 Fax: 042 288 0090 Email: [email protected] Ex Mayor/Mayor: Cllr Noel O’Connel Email: [email protected] Tel: 042 288 0303 Fax: 042 288 0090 Municipal manager: N Khohlokoane Tel: 039 737 3834 Fax: 039 737 3611 Email: [email protected] Ex Mayor/Mayor: Cllr N Sello Email: [email protected] Tel: 039 737 3135 Fax: 039 737 3611 Sundays River Valley Local Municipality
Postal address: P O Box 47, Kirkwood 6120 Physical address: 30 Middle Street, Kirkwood
Switchboard tel: 042 230 7700
Municipal manager: NK Singanto
Tel: 042 230 7700
Fax: 042 230 1799
Email: [email protected]
Ex Mayor/Mayor: Cllr SH Matinise
Email: [email protected]
Tel: 042 230 7700 Fax: 042 230 1799
Kouga Local Municipality
Postal address: PO Box 21, Jeffreys Bay, 6330 Physical address: 33 Da Gama Road, Jeffreys Bay Switchboard tel: 042 293 1111
Municipal manager: Dr EM Rankwana
Tel: 042 200 2212
Fax: 042 293 3606
Email: [email protected]
Ex Mayor/Mayor: Cllr R Dennis
Email: [email protected]
Tel: 042 200 3310
Fax: 042 295 1178
Baviaans Local Municipality
Postal address: P O Box 15 Willowmore 6445 Physical address: 42 Wehmeyer Street Willowmore 6445 Switchboard tel: 044 923 1004 Municipal manager: J Vumazonke
Tel: 044 923 1072
Fax: 044 923 1122
Email: [email protected]
Ex Mayor/Mayor: Cllr E Loock Email: [email protected] Tel: 044 923 1004 Fax: 044 923 1122 Matatiele Local Municipality Postal address: 102 Main Street Matatiele 4730 Physical address: 102 Main Street Matatiele 4730 Switchboard tel: 039 737 3135 Alfred Nzo DistrictMunicipality
Switchboard tel: 039 254 5000
Postal address: Private Bag X512 Mount Ayliff 4735
Physical address: Erf 1400 Ntsizwa Street
Municipal manager: X Jakuja
Tel: 039 254 5000
Fax: 039 254 0818
E-mail: [email protected]
Ex Mayor/Mayor: Cllr G Mpumza
Email: [email protected] Tel: 039 254 5000
Fax: 039 254 0818
Amatole District Municipality
Switchboard tel: 043 701 4000
Postal address: PO Box 320 East London 5200
Physical address: 40 Cambridge
Municipal manager: M Gogwana (acting)
Tel: 043 701 4007
Fax: 043 742 0337
E-mail: [email protected]
Ex Mayor/Mayor: Cllr S Somyo Email: [email protected] 195
SALGA
South African Local Government Association
Tel: 043 701 4161
Fax: 043 742 1831
Blue Crane Route Local Municipality
Switchboard tel: 042 243 1333
Postal address: PO Box 21 Somerset East 5850
Physical address: 67 Nojoli Street
Municipal manager: MA Nene
Tel: 042 243 1333
Fax: 042 243 3392
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Scott
Email: [email protected]
Tel: 042 243 1333
Fax: 042 243 0633
Buffalo City Local Municipality
Switchboard tel: 043 705 2000 Postal address: PO Box 134 East London 5200
Physical address: 10th Floor, Trust Centre, North Street
Municipal manager: G Sharpely Tel: 043 705 1045
Fax: 043 743 1941
E-mail: [email protected]
Ex Mayor/Mayor: Cllr Z Peter Email: [email protected] Tel: 043 705 1072
Fax: 043 743 9070
Cacadu District Municipality
Switchboard tel: 041 508 7111 Postal address: PO Box 318 Port Elizabeth 6000
Physical address: 7th Floor Standard Bank Building, 32
Govan Mbeki Street
Municipal manager: T Pillay Tel: 041 508 7114
Fax: 041 508 7133
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Mvoko
Email: [email protected]
Tel: 041 508 7115
Fax: 041 508 7133
Elundini Local Municipality
Switchboard tel: 045 932 1085 Postal address: PO Box 1 Maclear 5480
Physical address: 1 Seller Street
Municipal manager: K Gashi
Tel: 045 932 1085 Fax: 045 932 1777
E-mail: [email protected]
Ex Mayor/Mayor: Cllr B Salman
Email: [email protected] Tel: 045 932 1085 Fax: 045 932 1777
Emalahleni Local Municipality
Switchboard tel: 047 878 0020
Postal address: PO Box 23 Lady Frere 5410
Physical address: No 37 Indwe Road
Municipal manager: N Kwepile Tel: 047 878 0020
Fax: 047 878 0112
E-mail: [email protected]
Ex Mayor/Mayor: Cllr N Lali
Email: [email protected] Tel: 047 878 0020
Fax: 047 878 0112
Engcobo Local Municipality
Switchboard tel: 047 548 1221
Postal address: PO Box 24 Engcobo 5050
Physical address: Union Street
Municipal manager: D Mvulane
Tel: 047 548 1221
Fax: 047 548 1078
E-mail: [email protected]
Ex Mayor/Mayor: Cllr L Jiyose Email: [email protected]
Tel: 047 548 1221
Fax: 047 548 1078
Great Kei Local Municipality
Switchboard tel: 043 831 1325
Postal address: PO Box 21 Komga 4950
Physical address: Cnr North & Main Street
Municipal manager: AA Sihlaha
Tel: 043 831 1325
196
Fax: 043 831 1306/1483
E-mail: [email protected]
Ex Mayor/Mayor: Cllr N Tekile
Email: [email protected] Tel: 043 831 1325
Fax: 043 831 1306/1483
Ikwezi Local Municipality
Switchboard tel: 049 836 0021 Postal address: PO Box 12 Jansenville 6265
Physical address: 34 Main Street
Municipal manager: TT Mnyimba
Tel: 049 836 0021 Fax: 049 836 0105
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SA Mngwevu Email: [email protected]
Tel: 049 836 0021 Fax: 049 836 0105
Inkwanca Local Municipality
Switchboard tel: 045 967 0021
Postal address: PO Box 1 Molteno 5500
Physical address: 39 Smith Street
Municipal manager: NA Ncube
Tel: 045 967 0882
Fax: 045 976 0467
E-mail:[email protected] or
[email protected]
Ex Mayor/Mayor: Cllr EM Yekani
Email: [email protected] or [email protected]
Tel: 045 967 00882
Fax: 045 976 0467
Intsika Yethu Local Municipality
Switchboard tel: 047 874 0704
Postal address: PO Box 11 Cofimvaba 5380
Physical address: Cnr High & Church Street
Municipal manager: Z Shasha
Tel: 047 874 8703
Fax: 047 874 0575
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SD Plata
Email: [email protected]
Tel: 047 874 8706 Fax: 947 874 0237
King Sabata Dalinyebo Local Municipality
Switchboard tel: 047 501 4397 Postal address: PO Box 45 Umtata 5099
Physical address: Munitata Building, 51 Sutherland Street
Municipal manager: P Tom
Tel: 047 501 4738
Fax: 047 532 5198
E-mail: [email protected]
Ex Mayor/Mayor: Cllr FRS Ngcobo Email: [email protected] Tel: 047 501 4203
Fax: 047 532 5198
Inxuba Local Municipality
Switchboard tel: 048 881 1515
Postal address: PO Box 24 Cradock 5880
Physical address: No 1 Church Street
Municipal manager: MS Tantsi
Tel: 048 881 1515
Fax: 048 881 1421
E-mail: [email protected]
Ex Mayor/Mayor: Cllr WM Zenzile
197
SALGA
South African Local Government Association
Email: [email protected] Tel: 048 881 1515
Fax: 048 881 1421
Lukhanji Local Municipality
Switchboard tel: 045 807 2641
Postal address: Private Bag X7111 Queenstown 5320
Physical address: 1st Floor, Town Hall, Cathcart Road
Municipal manager: P Bacela
Tel: 045 807 2746
Fax: 045 807 2733
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Dapula
Email: [email protected] Tel: 045 807 2746
Fax: 045 807 2733
Makana Local Municipality
Switchboard tel: 046 603 6111 Postal address: PO Box 176 Grahamstown 6140
Physical address: City Hall, Church Square, High Street
Municipal manager: T Klaas
Tel: 046 603 6131
Fax: 046 622 9700
E-mail: [email protected]
Ex Mayor/Mayor: Cllr E Kate
Email: [email protected]
Tel: 046 603 6133
Fax: 046 622 9700
Maletswai Local Municipality
Switchboard tel: 051 633 2441
Postal address: Private Bag X1011 Aliwal North 9750
Physical address: Cnr Barkley & Somerset Street
Municipal manager: MP Nonjola
Tel: 051 633 2441
Fax: 051 634 1504
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ZE Phungwani
Email: [email protected] Tel: 051 633 2441
Fax: 051 634 1504
Mbashe Local Municipality
Switchboard tel: 047 489 1400
Postal address: PO Box 25 Idutywa 5000
Physical address: 100 Kiddel Street
Municipal manager: VN Vusani
Tel: 047 489 1100
Fax: 047 489 1225
E-mail: [email protected]
Ex Mayor/Mayor: Cllr F Mvana
Email: [email protected] Tel: 047 489 1400
Fax: 047 489 1225
Mbizana Local Municipality
Switchboard tel: 039 251 0230 Postal address: PO Box 12 Bizana 4800
Physical address: 51 Main Street
Municipal manager: ENN Mbunguza (acting)
Tel: 039 251 0230 Fax: 039 251 0917
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MM Twabu
Email: [email protected]
Tel: 039 251 0230 Fax: 039 251 0770
Mhlontlo Local Municipality
Switchboard tel: 047 553 7000/0070
Postal address: PO Box 31 Qumbu 5180
Physical address: No 96 Church Street
Municipal manager: M Sondaba
Tel: 047 553 7021
Fax: 047 553 0189
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Socikwa
Email: [email protected]
Tel: 047 553 7015
Fax: 047 553 0452
Mnquma Local Municipality
Switchboard tel: 047 401 2400/2502
Postal address: PO Box 36 Butterworth 4960
Physical address: Cnr King & Umtata Street
Municipal manager: N Pakade
Tel: 047 491 4286/3586
198
Fax: 047 491 0195
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Duna
Email: [email protected] Tel: 047 491 4286/4297
Fax: 047 491 3586
Ndlambe Local Municipality
Switchboard tel: 046 624 1140
Postal address: PO Box 13 Port Alfred 6170
Physical address: Causeway Street
Municipal manager: G Ngesi
Tel: 046 624 1140
Fax: 046 624 1254
E-mail: [email protected]
Ex Mayor/Mayor: Cllr V Balura
Email: [email protected]
Tel: 046 624 1140
Fax: 046 624 1254
Nelson Mandela Metropolitan Municipality
Switchboard tel: 041 506 3111 Postal address: PO Box 7 Port Elizabeth 6000
Physical address: City Hall Govan Mbeki Street
Municipal manager: Adv G Richards Tel: 041 506 3208
Fax: 041 506 3424
E-mail: [email protected]
Ex Mayor/Mayor: Cllr N Maphazi
Email: [email protected] Tel: 041 506 3267
Fax: 041 506 3431
Camdeboo Local Municipality
Switchboard tel: 049 892 2121
Postal address: PO Box 71 Graaff-Reinet 6280
Physical address: Church square
Municipal manager: MG Langbooi (acting)
Tel: 049 892 2121
Fax: 049 892 4319
E-mail: [email protected]
Ex Mayor/Mayor: Cllr D Japhta Email:[email protected] Tel: 049 892 2121 Fax: 049 892 4319
Chris Hani District Municipality
Switchboard tel: 045 808 4600
Postal address: Private Bag X7121 Queenstown 5320 Physical address: 15 Bells Road
Municipal manager: Mbambisa Tel: 045 808 4603
Fax: 045 838 1582
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Sigabi
Email: [email protected] Tel: 045 808 4602
Fax: 045 808 4629
Nkonkobe Local Municipality
Switchboard tel: 046 645 7451 Postal address: PO Box 36 Fort Beaufort 5720
Physical address: 8 Somerset Street
Municipal manager: A Marx
Tel: 046 645 7451
Fax: 046 645 2562
E-mail: [email protected]
Ex Mayor/Mayor: Cllr DD Ngcuka
Email: [email protected] Tel: 046 645 7439
Fax: 046 645 1775
Ntabankulu Local Municipality
Switchboard tel: 039 258 0056
Postal address: PO Box 234 Ntabankulu 5130
Physical address: Erf 85 Main Street
Municipal manager: TL Manda Tel: 039 258 0056
Fax: 039 258 0173
E-mail: [email protected]
Ex Mayor/Mayor: Cllr PS Matshoba Tel: 039 258 0056
Fax: 039 258 0173
Nxuba Local Municipality
Switchboard tel: 046 684 0034
Postal address: Private Bag X350 Adelaide 5760
Physical address: Market square
Municipal manager: M Bongco
Tel: 046 684 0034
Fax: 046 684 1931
199
SALGA
South African Local Government Association
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Mana
Email: [email protected]
Tel: 046 684 0034
Fax: 046 684 1931
Nyandeni Local Municipality
Switchboard tel: 047 555 5000 Postal address: Private Bag X504 Libode 5160
Physical address: Main Street
Municipal manager: S Sogoni
Tel: 047 555 0161
Fax: 047 555 0073
E-mail: [email protected]
Ex Mayor/Mayor: Cllr T Sokhanyile
Email: [email protected] Tel: 047 555 5072
Fax: 047 555 0093
Port St. Johns Local Municipality
Switchboard tel: 047 564 1207/8
Postal address: PO Box 2 Port St. Johns 5120
Physical address: Erf 257, Main Street
Municipal manager: Z Hewu Tel: 047 564 1207/8
Fax: 047 564 1206
E-mail: [email protected]
Ex Mayor/Mayor: Cllr WM Mtakati Email: [email protected] Tel: 047 564 1207/8
Fax: 047 564 1206
O.R Tambo District Municipality
Switchboard tel: 047 501 7000
Postal address: Private Bag X6043 Umtata 5100
Physical address: OR Tambo House,
Nelson Mandela Drive
Municipal manager: BW Kannemeyer
Tel: 047 501 7050
Fax: 047 532 6518
E-mail: [email protected]
Ex Mayor/Mayor: Cllr Z Capa-Langa Email: [email protected]
Tel: 047 501 6460
Fax: 047 531 1764
Qaukeni Local Municipality
Switchboard tel: 039 252 0131
Postal address: PO Box 14 Flagstaff 4810
Physical address: 135 Main Street
Municipal manager: M Fihlani
Tel: 039 252 0131
Fax: 039 252 0279
E-mail:[email protected]
Ex Mayor/Mayor: Cllr W Ngozi
Email: [email protected] Tel: 039 252 0131
Fax: 039 252 0279
Sakhisizwe Local Municipality
Switchboard tel: 047 877 0034
Postal address: PO Box 26 Cala 5455
Physical address: 458 Umtata Road
Municipal manager: S Samuel
Tel: 047 877 0768
Fax: 047 877 0000
E-mail: [email protected]
Ex Mayor/Mayor: Cllr W Tikana
Tel: 047 877 0507
Fax: 047 877 0000
Senqu Local Municipality
Switchboard tel: 051 603 0019
Postal address: PO Box 18 Lady Grey 9755
Physical address: 18 Murray Street
Municipal manager: MM Yawa Tel: 051 603 0019
Fax: 051 603 0445
E-mail: [email protected]
Ex Mayor/Mayor: Cllr Z Dumzela Email: [email protected] Tel: 051 603 0019
Fax: 051 603 0445
Tsolwana Local Municipality
Switchboard tel: 045 846 0033
Postal address: PO Box 21 Tarkastad 5370
Physical address: 12 Murray Street
Municipal manager: S Dayi
Tel: 045 846 0033
Fax: 045 846 0025
200
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Bennett Email: [email protected] Tel: 045 846 0033
Fax: 045 846 0025
Ukhahlamba District Municipality
Switchboard tel: 045 971 0158 or 045 979 3006
Postal address: Private Bag X102 Barkley East 9786
Physical address: Cnr Cole & Graham Street
Municipal manager: ZA Williams
Tel: 045 979 3006
Fax: 045 971 0251
Ex Mayor/Mayor: Cllr T Marawu Tel: 045 979 3006
Fax: 045 971 0251
Umzimvubu Local Municipality
Switchboard tel: 039 254 6000
Postal address: Private Bag X524 Mount Ayliff 4735
Physical address: 67 Church Street
Municipal manager: ZH Sikhundla
Tel: 039 255 0166
Fax: 039 255 0167
E-mail: [email protected]
Ex Mayor/Mayor: Cllr B Mabengu
Email: [email protected]
Tel: 039 255 0166
Fax: 039 255 1553
201
SALGA
South African Local Government Association
FREE STATE MUNICIPALITIES
Kopanong Local Municipality Postal address: PO Box 23 Trompsburg, 991
Physical address: 20 Louw Street Trompsburg
Switchboard tel: 051 713 9200 Municipal manager: TS Mantshiyane Tel: 051 713 9203 Fax: 051 713 0292 Email: [email protected]
Ex Mayor/Mayor: Clr VI Jonas Email: [email protected] Tel: 051 713 9233 Fax: 051 713 0292 Nala Local Municipality
Postal address: Private Bag X15, Bothaville, 9660 Physical address: 8 Preller Street, Bothaville, 9660 Switchboard tel: 056 515 9200
Municipal manager: MP Thithi
Tel: 056 514 9200/3
Fax: 056 515 3922 or 086 666 9203
Email: [email protected] Ex Mayor/Mayor: Cllr MM Mohorosi Email: [email protected] Tel: 056 514 9227
Fax: 056 514 9265 Motheo District Municipality
Postal address: P O Box 3667 Bloemfontein
Physical address: 184 Providemaous Building, Nelson
Mandela Drive, Bloemfontein
Switchboard tel: 051 407 3200
Municipal manager: LD Tsotetsi (acting) Tel: 051 407 3240 Fax: 051 430 9035 Email: [email protected] Ex Mayor/Mayor: Cllr FS Chaine Email: [email protected]
Tel: 051 407 3256
Fax: 051 430 9035
Moqhaka Local Municipality
Postal address: PO Box 302, Kroonstad, 9500 Physical address: Hill Street, Kroonstad, 9500
Switchboard tel: 056 216 9911
Municipal manager: MV Duma
Tel: 056 216 9911 Fax: 056 216 9105
Email: [email protected]
Ex Mayor/Mayor: Cllr MA Mokgosi
Email: [email protected]
Tel: 056 216 9107 Fax: 056 216 9145 Tswelopele Local Municipality
Postal address: PO Box 3, Bultfontein, 9670
Physical address: Bosman Street, Bulfontein, 9670
Tel switchboard: 051 853 1111
Municipal manager: SS Rabanye
Tel: 051 853 1111
Fax: 051 853 1332
Email: [email protected]
Ex Mayor/Mayor: Cllr KR Phukuntsi
Tel: 051 853 1111
Fax: 051 853 1332
Email: [email protected]
Xhariep District Municipality Postal address: Private Bag X 136.Trompsburg 9913
Physical address: 20 Louw Street, Trompsburg, 9913
Tel switchboard: 051 713 9300
Municipal manager: J Moitse
Tel: 051 713 9300 Fax: 086 511 9358 or 086 657 6177
Email: [email protected] /[email protected]
Ex Mayor/mayor: Cllr M Petersen
Tel: 051 713 9308
Fax: 051 713 0229
Email:[email protected]
Dihlabeng Local Municipality
Switchboard tel: 058 303 5732
Postal address: PO Box 551 Bethlehem, 9700
Physical address: 9 Muller Street East
Municipal manager: SJ Msibi
Tel: 058 303 5732
Fax: 058 303 4703
E-mail: [email protected]
Ex Mayor/Mayor: Cllr TMH Mofokeng 202
Email: [email protected]
Tel: 058 303 5732
Fax: 058 303 0208
Lejweleputswa District Municipality
Switchboard tel: 057 353 3094
Postal address: PO Box 2163 Welkom, 9460
Physical address: Cnr Tempest & Jan Hofmeyer Rd
Municipal manager: M Sefantsi
Tel: 057 391 8906
Fax: 057 391 8970
E-mail: [email protected]
Ex Mayor/Mayor: Cllr S Ngangelizwe
Email: [email protected]
Tel: 057 391 8911
Fax: 057 353 1213
Letsemeng Local Municipality
Switchboard tel: 053 205 9200
Postal address: Private Bag X3 Koffiefontein, 9986
Physical address: 7 Groottrek
Municipal manager: ML Wolf
Tel: 053 205 9241
Fax: 053 205 0144
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Mpasehla
Email: [email protected]
Tel: 053 205 9241
Fax: 053 205 0144
Mafube Local Municipality
Switchboard tel: 058 813 1051
Postal address: PO Box 2 Frankfurt 9830
Physical address: 64 Brand Street Frankfort
Municipal manager: N Masoka
Tel: 058 813 9710
Fax: 058 813 3072
E-mail: [email protected]
Ex Mayor/Mayor: Cllr LMD Ntombela
Tel: 058 813 1397/5
Fax: 058 813 3072
Maluti-a-Phofung Local Municipality
Switchboard tel: 058 718 3700
Postal address: Private Bag X805 Witsieshoek, 9810
Physical address: Cnr Moremoholo & Motloung Street,
Phuthaditjhaba
Municipal manager: MT Mogese
Tel: 058 718 3767
Fax: 058 713 0812
E-mail: [email protected]
Ex Mayor/Mayor: Cllr BE Mzangwa
Tel: 058 713 4265 Fax: 058 713 6367
Mangaung Local Municipality
Switchboard tel: 051 405 8911
Postal address: PO Box 3704 Bloemfontein, 9300
Physical address: Cnr Nelson Mandela & Markgraaf Street,
Bram Fisher Building
Municipal manager: T Manyoni
Tel: 051 405 8621
Fax: 051 405 8108
E-mail: [email protected]
Ex Mayor/Mayor: Cllr G Mothupi
Email: execmayor@ civic.mangaung.co.za
Tel: 051 405 8494
Fax: 051 405 8663
Mantsopa Local Municipality
Switchboard tel: 051 924 0654
Postal address: PO Box 64 Ladybrand 9745
Physical address: 38 Joubert Street
Municipal manager: S Selepe
Tel: 051 924 0654
Fax: 051 924 0020
E-mail: [email protected]
Ex Mayor/Mayor: Cllr W Matthee Email: [email protected] Tel: 051 924 0654
Fax: 051 924 2213
Masilonyana Local Municipality
Switchboard tel: 057 733 0106
Postal address: PO Box 8 Theunissen 9410
Physical address: Cnr Theron Leroux Street
Municipal manager: H Maboe-Phike
Tel: 057 733 0106
Fax: 057 733 2217
E-mail:[email protected]
203
SALGA
South African Local Government Association
Ex Mayor/Mayor: Cllr S Kooalane
Email: [email protected]
Tel: 057 733 0106
Fax: 057 733 2417
Matjhabeng Local Municipality
Switchboard tel: 057 391 3911
Postal address: PO Box 708 Welkom, 9460
Physical address: Cnr Stateway and Ryk Street
Municipal manager: Dr D Moorosi (acting)
Tel: 057 391 3359
Fax: 057 357 4393
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Leeto
Email: [email protected]
Tel: 057 391 3231
Fax: 057 357 4584
Metsimaholo Local Municipality
Switchboard tel: 016 976 0029
Postal address: PO Box 60 Sasolburg, 1947
Physical address: Civic Centre Building, Fichardt
Municipal manager: M Tshabalala
Tel: 016 976 0029
Fax: 016 976 5205
Ex Mayor/Mayor: Cllr F Ngumbentombi
Email: [email protected] Tel: 016 976 0029
Fax: 016 976 2817
Mohokare Local Municipality
Switchboard tel: 051 673 9600
Postal address: PO Box 20 Zastron 9550
Physical address: Municipal Office, Hoofd Street
Municipal manager: L Maceba (acting)
Tel: 051 673 9600
Fax: 051 673 1550
E-mail: [email protected] Ex Mayor/Mayor: Cllr JM Sehanka
Email: [email protected] Tel: 051 673 9600
Fax: 051 673 1550
Naledi Local Municipality
Switchboard tel: 051 541 0012
Postal address: Private Bag x1 Dewetsdorp, 9940
Physical address: Brand Street
Municipal manager: MW Seoke
Tel: 051 541 0012
Fax: 051 541 0343
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Motloi
Email: [email protected]
Tel: 051 541 0012
Fax: 051 583 1201
Ngwathe Local Municipality
Switchboard tel: 056 811 2131 Postal address: PO Box 359 Parys, 9585
Physical address: Liebenberg Street
Municipal manager: MNG Mahlatsi
Tel: 056 811 2131 Fax: 056 811 2046
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MP Moshodi
Email: [email protected]
Tel: 056 811 2131 Fax: 056 817 7131
Fezile Dabi District Municipality
Switchboard tel: 016 970 8600
Postal address: PO Box 10 Sasolburg, 9570
Physical address: Fezile Debi District Municipality Building,
John Vorster Road
Municipal manager: S Molala
Tel: 016 970 8607
Fax: 016 970 8725
E-mail: [email protected]
Ex Mayor/Mayor: Cllr J Ramokoase
Email: [email protected] Tel: 016 970 8615
Fax: 016 970 8747
Phumelela Local Municipality
Switchboard tel: 058 913 8300
Postal address: PO Box 155 Vrede, 9835
Physical address: 52 Kuhn Street
Municipal manager: MJ Mthembu
204
Tel: 058 913 8314
Fax: 058 913 3601/2317
E-mail: [email protected]
Ex Mayor/Mayor: Cllr TJ Motaung
Email: [email protected] Tel: 058 913 8313
Fax: 058 913 2317
Setsoto Local Municipality
Switchboard tel: 051 933 9300
Postal address: PO Box 116 Ficksburg, 9730
Physical address: 27 Voortrekker Street
Municipal manager: S Kau
Tel: 051 933 9302
Fax: 051 933 3321
E-mail: [email protected]
Ex Mayor/Mayor: Clr M Maduna
Email: [email protected] Tel: 051 933 9395
Fax: 051 933 3321
Thabo-Mofutsanyana District Municipality
Switchboard tel: 058 713-4485/6
Postal address: Private Bag X810 Witsieshoek, 9870
Physical address: 1 Mampoi Road, Phuthaditjhaba
Municipal manager: MP Moloi
Tel: 058 718 1089
Fax: 058 713 0940
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Zwane
Email: [email protected] Tel: 058 718 1084
Fax: 058 713 0940
Tokologo Local Municipality
Switchboard tel: 053 541 0014
Postal address: Private Bag X46 Boshof, 8340
Physical address: Mkt Square,Voortrekker Street
Municipal manager: LMA Mofokeng
Tel: 053 541 0014
Fax: 053 541 0360
E-mail: [email protected] Ex Mayor/Mayor: Cllr DB Obotseng
Email: [email protected] Tel: 053 541 0014
Fax: 053 541 0360
205
SALGA
South African Local Government Association
GAUTENG MUNICIPALITIES
Emfuleni Local Municipality
Postal address: PO Box 3 Vanderbijil Park 1900
Physical address: C/o Klasie Havenga Street & Frikkie
Meyer Boulevard,
VanderbijlPark
Switchboard tel: 016 950 5000
Municipal manager: DR MM Bakane-Tuoane
Tel: 016 950 5102/3
Fax: 016 950 5030
Email: [email protected]
Executive Mayor/Mayor: Cllr M Muir
Email: [email protected]
Tel: 016 950 5452
Fax: 016 950 5001
Ekurhuleni Metropolitan Municipality Postal address: PO Box, X1069, Germiston, 1401 Physical address: Corner Cross & Ross, Germiston, EGSC
Building, Germiston, 1401 Switchboard tel: 011 820 5020 Municipal manager: Patrick Flusk
Tel: 011 820 4066 Fax: 011 820 4319 Email: [email protected] Executive Mayor/Mayor: Cllr LH Mekgwe
Email: [email protected] Tel: 011 820 4522 Fax: 011 871 7258/ 7457 Midvaal Local Municipality
Postal address: PO Box 9, Meyerton, 1960
Physical address: Corner Junius and Mitchell Street,
Meyerton, 1961
Switchboard tel: 016 360 7400
Municipal manager: ASA De Klerk (acting)
Tel: 016 360 7405
Fax: 016 360 7521
Email: [email protected]
Executive Mayor/Mayor: Executive Mayor Ald Marti
Wenger
Email: [email protected]
Tel: 016 360 7418
Fax: 016 362 2794
City of Johannesburg Metropolitan Municipality
Switchboard tel: 011 407 7341/7530
Postal address: PO Box 1049 Johannesburg 2000
Physical address: Metro Office, 158 Loveday Street,
Braamfontein
Municipal manager: M Dlamini
Tel: 011 407- 7300
Fax: 011 403 1012
E-mail: [email protected]
Executive Mayor/Mayor: Cllr NA Masondo
Email: [email protected] Tel: 011 407 7557
Fax: 011 339 5704
City of Tshwane Metropolitan Municipality
Switchboard tel: 012 358 7911
Postal address: PO Box 440 Pretoria 0001
Physical address: Cnr Van der Walt Street Munotoria
Municipal manager: K Kekana
Tel: 012 358 4904/0976
Fax: 012 358 1112
E-mail: [email protected]
Executive Mayor/Mayor: Dr Ramakgopa
Email: [email protected]
Tel: 012 358 4900 Fax: 012 323 5117
Sedibeng District Municipality
Switchboard tel: 016 450 3000/3249
Postal address: PO Box 471 Vereeniging 1930
Physical address: Municipality Building, 20 Beaconsfield &
Lesley Street
Municipal manager: L Seftel
Tel: 016 450 3249
Fax: 016 455 5264
E-mail: [email protected]
Executive Mayor/Mayor: Cllr M Hlongwane
Email: [email protected]
Tel: 016 450 3017
Fax: 016 421 3182
206
Westonaria Local Municipality
Switchboard tel: 011 278 3000
Postal address: PO Box 19 Westonaria 1780
Physical address: Cnr Saturn & Neptune Street
Municipal manager: G Seitisho
Tel: 011 278 3101
Fax: 011 753 4176
E-mail: [email protected]
Executive Mayor/Mayor: Cllr MA Khumalo
Email: [email protected]
Tel: 011 278 3108
Fax: 011 753 4176
Randfontein Local Municipality
Switchboard tel: 011 411 0059
Postal address: PO Box 218 Randfontein 1760
Physical address: Cnr Pollock & Sutherland Ave
Municipal manager: L Ntshenga-Makoro
Tel: 011 411 0051/2
Fax: 011 693 3865
E-mail: [email protected]
Executive Mayor/Mayor: Cllr Z Mhlongo
Email: [email protected]
Tel: 011 411 0083/4
Fax: 011 693 1736
Lesedi Local Municipality
Switchboard tel: 016 340 4300/5
Postal address: PO Box 201 Heidelberg 1438
Physical address: Cnr HF Verwoed & Louw Street
Municipal manager: P van der Heever
Tel: 016 340 4305
Fax: 016 340 4394
E-mail: [email protected]
Executive Mayor/Mayor: Cllr B Modisakeng
Email: [email protected]
Tel: 016 340 4314
Fax: 016 340 4394
Kungwini Local Municipality
Switchboard tel: 013 932 6200
Postal address: PO Box 40 Bronkhorsts-Pruit 1020
Physical address: Cnr Kruger & Botha Street
Municipal manager: JS Gomba
Tel: 013 932 6211
Fax: 013 932 3752
E-mail: [email protected]
Executive Mayor/Mayor: Cllr O Maila
Email: [email protected]
Tel: 013 932 6214
Fax: 013 932 3752
Metsweding Local Municipality
Switchboard tel: 013 933 3486/3450
Postal address: P Bag X10579 Bronkhorstspruit 1020
Physical address: 278 Irridium Street, Ekandustria,
Ekangala
Municipal manager: N Pillay
Tel: 013 933 3486 x 105
Fax: 013 933 3489
E-mail:[email protected]
Executive Mayor/Mayor: Cllr A Mlondobodzi
Email: [email protected] Tel: 013 933 3486 x 104
Fax: 013 933 3453
Nokeng tsa Taemane Local Municipality
Switchboard tel: 012 734 6000/6112
Postal address: PO Box 204 Rayton 1001
Physical address: Cnr Oakley & Montrose Street
Municipal manager: M Mogale
Tel: 012 734 6108
Fax: 012 734 4624
E-mail: [email protected]
Executive Mayor/Mayor: Cllr A Digoro
Email: [email protected]
Tel: 012 734 5944
Fax: 012 734 5859
West Rand District Municipality
Switchboard tel: 011 411 5000
Postal address: PO Box 033 Randfontein 1759
Physical address: Cnr Six & Park Street
Municipal manager: TZ Mokhatla
Tel: 011 411 5021
Fax: 011 412 3663
E-mail: [email protected]
Executive Mayor/Mayor: Cllr F Matshikiza
Email: [email protected]
Tel: 011 412 3663
207
SALGA
South African Local Government Association
Fax: 011 412 3663
Mogale City Local Municipality
Switchboard tel: 011 951 2000
Postal address: PO Box 94 Krugersdorp 1740
Physical address: Cnr Commissioner & Market Street
Municipal manager: D Mashitisho
Tel: 011 951 2013
Fax: 011 953 2547
E-mail: [email protected]
Executive Mayor/Mayor: Cllr C Seerane
Email: [email protected]
Tel: 011 951 2013
Fax: 011 953 2547
208
KWAZULU-NATAL MUNICIPALITIES
Tel: 033 212 2155
Fax: 033 212 2102
Email: [email protected]
Ex Mayor/Mayor: Cllr B Ngcongo
Tel: 033 212 2080
Fax: 033 212 4680
Email: [email protected]
eThekwini Metropolitan Municipality
Postal address: PO box 1014, Durban, 4000
Physical address: City Hall, West Street, Durban
Switchboard tel: 031 311 1111
Municipal manager: Dr M Sutcliffe
Tel: 031 311 2100
Fax: 031 311 2170
Email: [email protected]
Ex Mayor/Mayor: Cllr O Mlaba
Email: khozav @durban.gov.za
Tel: 031 311 2110
Fax: 031 311 2170
Mthonjaneni Local Municipality Postal address: PO Box 11, Melmoth, 3835
Physical address: 23 Reinhold Street, Melmoth, 3835
Switchboard tel: 035 450 2082 Municipal manager: FS Els Tel: 035 450 2082
Fax: 035 450 3224 Email: [email protected] Ex Mayor/Mayor: Cllr NA Jiyane Email: [email protected] Tel: 035 450 2065
Fax: 035 450 2511
Umdoni Local Municipality
Postal address: PO Box 19, Scottburgh, 4180
Physical address: Cnr Airth & Williamson Streets,
Scottburgh
Switchboard tel: 039 976 1202
Municipal manager: D D Naidoo (acting)
Tel: 039 976 1202
Fax: 039 976 2194
Email: [email protected] Ex Mayor/Mayor: Cllr N H Gumede
Email:[email protected] Tel: 039 976 1202
Fax: 039 976 2194
Mbonambi Local Municipality
Postal address: PO Box 96, Mbonambi 3915 Physical address: 25 Bredelia Street, KwaMbonambi 3915 Switchboard tel: 035 580 1421
Municipal manager: MH Nkosi
Tel: 035 580 4963/1421
Fax: 035 580 1141
Email: [email protected]
Ex Mayor/Mayor: Cllr ME Mthethwa
Tel: 035 580 1541 Fax: 035 580 1141
Richmond Local Municipality
Postal address: Private Bag X1028 Richmond, 3780
Physical address: 57 Shepstone Street, Richmond, 3780
Switchboard tel: 033 212 2155 Municipal Manager: W Donnelly
Jozini Local Municipality
Postal address: Private Bag X 028, Jozini 3969
Physical address: Circle Street, Jozini, Richards Bay Switchboard tel: 035 572 1292 Municipal manager: NN Nkosi Tel: 035 572 1292 Fax: 035 572 1266
Email: [email protected] Ex Mayor/Mayor: Cllr TP Madlopha-Mthethwa Email: [email protected] Tel: 035 572 5027 Fax: 035 572 1266 Mandeni Local Municipality, new name eNdondakusuka
Local Municipality
Postal address: P O Box 144, Mandeni 4490 Physical address: 2 Kingfisher Road, Mandeni, 4490 Switchboard tel: 032 456 8200 Municipal manager: Dr MB Ngubane (acting) Tel: 032 456 8200 Fax: 032 456 2504
Email: [email protected] Ex Mayor/Mayor: Cllr BL Magwaza Email: [email protected]
209
SALGA
South African Local Government Association
Tel: 032 456 3191 Fax: 032 456 2755 Uthukela District Municipality
Postal address: PO Box 116, Ladysmith, 3370 Physical address: 76 Murchison Street, Ladysmith, 3370
Switchboard tel: 036 638 5100
Municipal manager: FSB Nkehli
Tel: 036 638 5102
Fax: 036 638 5608
Email: [email protected]
Ex Mayor/Mayor: Cllr SM Sithole
Email: [email protected]
Tel: 036 638 5100
Fax: 036 637 5608
Endumeni Local Municipality
Postal address: Private Bag X2024, Dundee 3000
Physical address: Room 50, Dundee Civic Centre,Victoria
Road Dundee 3000
Tel of the Switchboard: 034 212 2121
Municipal manager: B. Maltman (acting)
Tel: 034 212 2121
Fax: 034 212 3856
Email: [email protected]
Ex Mayor/Mayor: Cllr RT Nukani
Email: [email protected]
Tel: 034 212 2121
Fax: 034 212 3856
uThungulu District Municipality
Postal address: Private Bag X1025, Richards Bay, 3900
Physical address: uThungulu House, Kruger Rand Street,
CBD, Richards Bay
Switchboard tel: 035 799 2500
Municipal manager: B B Biyela
Tel: 035 799 2500
Fax: 035 789 1641/1409
Email: [email protected]
Ex Mayor/Mayor: Cllr BV Mthethwa
Email: [email protected] or
[email protected]
Tel: 035 789 1404
Fax: 035 789 1409
Zululand District Municipality
Postal address: Private Bag X76, Ulundi, 3838 Physical address: B 400 Gagane Street, Ulundi, 3838 Switchboard tel: 035 8745500
Municipal manager: JH de Klerk
Tel: 035 874 5500
Fax: 035 8745589/91
Email: [email protected]
Ex Mayor/Mayor: Cllr VZ Magwaza
Email: [email protected]
Tel: 035 874 5502
Fax: 035 874 5531
Umtshezi Local Municipality
Postal address: PO Box 15, Estcourt, 3310
Physical address: Civic Buildings,Victoria Street, Estcourt,
3310
Switchboard tel: 036 352 3000
Municipal manager: VH Magubane
Tel: 036 352 3000
Fax: 036 352 5829
Email: [email protected]
Ex Mayor/Mayor: Cllr LM Shelembe
Email: [email protected]
Tel: 036 352 3000
Fax: 036 352 5829
Vulamehlo Local Municipality
Switchboard tel: 039 974 0450
Postal address: Private Bag X5509 Scottburgh 4180
Physical address: Dududu Mainroad
Municipal manager: MH Zulu
Tel: 039 974 0450/2
Fax: 039 974 0432
E-mail: [email protected]
Ex Mayor/Mayor: Cllr BR Duma
Email: jabuk@vulamehlo .co.za
Tel: 039 974 0450
Fax: 039 974 0432
Ingwe Local Municipality
Switchboard tel: 039 833 1038
Postal address: PO Box 62 Creighton
Physical address: Mainroad, Creighton
Municipal manager: BA Ngcobo
210
Tel: 039 833 1038
Fax: 039 833 1179
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ERS Sikhakhane
Tel: 039 833 9281
Fax: 039 833 1179
Ugu District Municipality
Switchboard tel: 039 688 5700
Postal address: PO Box 33 Port Shepstone, 4240
Physical address: 28 Connor Street, Port Shepstone
Municipal manager: L Mahlaka
Tel: 039 688 5701
Fax: 039 682 1720
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SB Cele
Email: [email protected] Tel: 039 688 5751/31
Fax: 039 682 4438
Umzumbe Local Municipality
Switchboard tel: 039 684 9180/1
Postal address: PO Box 561 Hibberdene 4220
Physical address: Kwahlongwa Community Hall,
Kwaglongwa Area, Umzumbe
Municipal manager: M Mbhele
Tel: 039 972 0005
Fax: 039 972 0099
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MA Chiliza
Email: [email protected] Tel: 039 972 0005
Fax: 039 972 0099
Umuziwabantu Local Municipality
Switchboard tel: 039 433 1205
Postal address: PO Box 23 Harding 4680
Physical address: Murchison Street Harding
Municipal manager: S Mbhele
Tel: 039 433 1205
Fax: 039 433 1208
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MW Memela Tel: 039 433 1205
Fax: 039 433 1208
Ezinqoleni Local Municipality
Switchboard tel: 039 534 1582/4 Postal address: PO Box 108, Izingolweni, 4260
Physical address: Main Harding Road,
opp Izingolweni Taxi Rank
Municipal manager: SM Nsusha
Tel: 039 534 1582/4 Fax: 039 534 1585
E-mail: nsusha@[email protected] Ex Mayor/Mayor: Cllr MA Mpisi
Email: [email protected] Tel: 039 534 1574
Fax: 039 534 1574
Hibiscus Coast Local Municipality
Switchboard tel: 039 688 2002
Postal address: PO Box 5, Port Shepstone, 4240
Physical address: 10 Connor Street
Municipal manager: SW Mkhize
Tel: 039 688 2002
Fax: 039 688 2055
E-mail: [email protected]
Ex Mayor/Mayor: Cllr NF Shusha Email: [email protected]
Tel: 039 317 1850
Fax: 039 682 0327
uMgungundlovu District Municipality
Switchboard tel: 033 897 6700
Postal address: PO Box 3235, Pietermaritzburg, 3200
Physical address: 171 Boshoff Street Pietermaritzburg
Municipal manager: TLS Khuzwayo (acting)
Tel: 033 897 6742
Fax: 033 394 5514
Ex Mayor/Mayor: Cllr Y Bhamjee Email: [email protected] Tel: 033 897 6706
Fax: 033 394 5511
211
SALGA
South African Local Government Association
uMshwathi Local Municipality
Switchboard tel: 033 502 0280
Postal address: Private Bag X29, Wartburg, 3233
Physical address: 7 High Street Wartburg
Municipal manager: MV Cebekhulu
Tel: 033 502 0280 or 033 503 1035
Fax: 033 503 1635
E-mail: [email protected]
Ex Mayor/Mayor: Cllr B M Gwala
Email: [email protected]
Tel: 033 503 1035
uMngeni Local Municipality
Switchboard tel: 033 330 6124
Postal address: PO Box 5, Howick, 3290
Physical address: Cnr Dick & Somme Street
Municipal manager: D Vilakazi Tel: 033 330 6124
Fax: 033 330 4183
E-mail: [email protected]
Ex Mayor/Mayor: Cllr E Dladla
Email: [email protected] Tel: 033 330 6124
Fax: 033 330 4183
Mpofana Local Municipality
Switchboard tel: 033 263 1221
Postal address: PO Box 47, Mooi River, 3300
Physical address: 10 Claughton Terrace
Municipal manager: MA Madlala
Tel: 033 263 1221
Fax: 033 263 1127
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Mthethwa Tel: 033 263 7729
Fax: 033 263 1127
Impendle Local Municipality
Switchboard tel: 033 996 0771
Postal address: Private Bag X512, Impendle 3227
Physical address: 21 Mafahleni Street
Municipal manager: BS Duma (acting)
Tel: 033 996 0771
Fax: 033 996 0852
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SM Makhaya Tel: 033 996 0771
Fax: 033 996 0852
Umsunduzi Local Municipality
Switchboard tel: 033 392 3000
Postal address: Private Bag X321 Pietermaritzburg 3200
Physical address: City Hall, Cnr Church and
Commercial Road
Municipal manager: R Haswell
Tel: 033 392 3000
Fax: 033 392 2397
E-mail: [email protected]
Ex Mayor/Mayor: Cllr Z Hlatshwayo
Email: [email protected]
Tel: 033 392 2036
Fax: 033 345 1637
Mkhambathini Local Municipality
Switchboard tel: 031 785 9300
Postal address: Private Bag X04 Camperdown 3270
Physical address: 18 Old Main Road
Municipal manager: D Pillay (acting)
Tel: 031 785 9307
Fax: 031 785 2121/1463
E-mail: [email protected]
Ex Mayor/Mayor: Cllr TE Maphumulo
Email: [email protected]
Tel: 031 785 1668
Fax: 031 785 1463
Emnambithi- Ladysmith Local Municipality
Switchboard tel: 036 637 2231
Postal address: PO Box 29 Ladysmith 3370
Physical address: Lister Clarence Building, Murchison
Street
Municipal manager: N Mdakane (acting)
Tel: 036 637 2231
Fax: 036 631 1400
E-mail: [email protected]
Ex Mayor/Mayor: Cllr DCP Mazibuko
Tel: 036 631 0236
Fax: 036 631 1400
212
Indaka Local Municipality
Switchboard tel: 034 261 1000
Postal address: Private Bag X70113 Wasbank 2920
Physical address: 1410 A Section, Ekuvukeni
Municipal manager: SM Mbhele
Tel: 034 261 2036
Fax: 034 261 2035
E-mail: [email protected]
Ex Mayor/Mayor: Cllr PS Mpungose
Email: Tel: 036 631 0236
Fax: 034 261 2035
Okhahlamba Local Municipality
Switchboard tel: 036 448 1076
Postal address: PO Box 71 Bergville 3550
Physical address: 10 Broadway Street
Municipal manager: TN Ngiba
Tel: 036 448 1076
Fax: 036 448 1986/2472
E-mail: [email protected]
Ex Mayor/Mayor: Cllr VR Mlotshwa Tel: 036 448 1076
Fax: 036 448 1986
Imbabazane Local Municipality
Switchboard tel: 036 353 0681/2
Postal address: PO Box 750 Estcourt 3310
Physical address: 212 Albert Street
Municipal manager: SJ Gcabashe (acting)
Tel: 036 353 0681/2
Fax: 036 353 6661
E-mail: [email protected]
Ex Mayor/Mayor: Cllr EH Dlamini
Tel: 036 353 0681
Fax: 036 353 6661
Umzinyathi District Municipality
Switchboard tel: 034 218 1945
Postal address: Private Bag X1965 Dundee 3000
Physical address: 39 Victoria Road, 1st floor, NLK Building
Municipal manager: OB Kunene
Tel: 034 218 1945
Fax: 034 218 1940
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MS Yengwa Tel: 034 218 1945
Fax: 034 212 5825
Nquthu Local Municipality
Switchboard tel: 034 271 6100 Postal address: Private Bag X5521 Nquthu 3135
Physical address: 83/10 Mdlalose Street
Municipal manager: MJ Luvuno (acting)
Tel: 034 271 6100 Fax: 034 271 6111
E-mail: [email protected]
Ex Mayor/Mayor: Cllr FBH Mazibuko
Email: [email protected] Tel: 034 271 9882
Fax: 034 271 6111
Msinga Local Municipality
Switchboard tel: 033 493 0761
Postal address: PO Box 329 Tugela Ferry 3010
Physical address: 20 Ithala Building
Municipal manager: FB Sithole
Tel: 033 493 0761
Fax: 033 493 0766
E-mail: [email protected]
Ex Mayor/Mayor: Cllr FJ Sikhakhane Tel: 033 493 0761 Fax: 033 493 0766
Umvoti Local Municipality
Switchboard tel: 033 413 1115
Postal address: PO Box 71 Greytown 3250
Physical address: 41 Bell Street
Municipal manager: IJM Archer
Tel: 033 413 1115
Fax: 033 413 1369
E-mail: [email protected]
Ex Mayor/Mayor: Cllr PM Ngubane
Email: [email protected]
Tel: 033 413 1171
Fax: 033 413 1659
213
SALGA
South African Local Government Association
Amajuba District Municipality
Switchboard tel: 034 329 7200
Postal address: Private Bag X6615 Newcastle 2940
Physical address: B9356 Amajuba Building Section 1 Main
Street Madadeni
Municipal manager: Dr VJ Mthembu
Tel: 034 329 7202
Fax: 034 314 3785
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MS Mlangeni
Email: [email protected]
Tel: 034 314 3759
Fax: 034 314 3785
Newcastle Local Municipality
Switchboard tel: 034 328 7600
Postal address: Private Bag X6621 Newcastle 2940
Physical address: Newcastle Civic Centre,
37 Murchison Street
Municipal manager: BE Ntanzi
Tel: 034 328 7601
Fax: 034 312 7089
E-mail: [email protected]
Ex Mayor/Mayor: Cllr PMH Mbatha Cele
Email: [email protected]
Tel: 034 328 7753
Fax: 034 312 1570
Madlangeni Local Municipality
Switchboard tel: 034 331 3041/3481
Postal address: PO Box 11 Utrecht 2980
Physical address: 60 Kerk Street
Municipal manager: VM Kubheka
Tel: 034 331 3041/3481
Fax: 034 331 4312
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ME Khoza
Tel: 034 331 3041/3481 Fax: 034 331 4312
Dannhauser Local Municipality
Switchboard tel: 034 621 2666/7
Postal address: Private Bag X1011 Dannhauser 3080
Physical address: 8 Church Street
Municipal manager: BP Khawula
Tel: 034 621 2666/7
Fax: 034 621 3114/2719
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MB Shabalala
Email: [email protected]
Tel: 034 621 2873
Fax: 034 621 3114
eDumbe Local Municipality
Switchboard tel: 034 995 1650
Postal address: Private Bag X308 Paulpietersburg 3180
Physical address: 10 Hoog Street
Municipal manager: WH Plant (acting)
Tel: 034 995 1650
Fax: 034 995 1192
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MS Mncube
Email: [email protected]
Tel: 034 995 1650
Fax: 034 995 1192
uPhongola Local Municipality
Switchboard tel: 034 413 1223
Postal address: PO Box 191 Pongola 3170
Physical address: 61 Martin Street
Municipal manager: F Jardim
Tel: 034 413 1223
Fax: 034 413 1706
E-mail: [email protected]
Ex Mayor/Mayor: Cllr BJ Mncwango
Tel: 034 413 1223
Fax: 034 314 1706
Nongoma Local Municipality
Switchboard tel: 035 831 7500
Postal address: PO Box 84 Nongoma 3950
Physical address: Cnr Marson & Armstrong Nongoma
Municipal manager: SI Mabaso (acting)
Tel: 035 831 7500
Fax: 035 831 3152
E-mail: [email protected]
Ex Mayor/Mayor: Cllr J Khumalo
Email: [email protected]
Tel: 035 831 7501
Fax: 035 831 3152
214
Ulundi Local Municipality
Switchboard tel: 035 874 5100
Postal address: Private Bag X17 Ulundi 3838
Physical address: Cnr Princess Magogo &
King Zwelithini Street
Municipal manager: SA Buthelezi (acting)
Tel: 035 874 5100
Fax: 035 870 3506
E-mail: [email protected]
Ex Mayor/Mayor: Cllr LD Buthelezi Email: [email protected]
Tel: 035 870 0501
Fax: 035 874 5805
Umkhanyakude District Municipality
Switchboard tel: 035 573 8600
Postal address: PO Box 449 Mkuze 3965
Physical address: Stand 13, 433 Kingfisher Road
Municipal manager: MTG Mchunu
Tel: 035 573 8600
Fax: 035 573 1809/1386
E-mail: [email protected]
Ex Mayor/Mayor: Cllr LM Mthombeni
Email: [email protected]
Tel: 035 573 8600
Fax: 035 573 1809
Umhlabuyalingana Local Municipality
Switchboard tel: 035 592 0671/80 /65
Postal address: Private Bag X901 Kwangwanase 3973
Physical address: Main Road
Municipal manager: SE Manqele (acting)
Tel: 035 592 0671/80
Fax: 035 592 0672
E-mail: [email protected]
Ex Mayor/Mayor: Cllr DA Ncube
Email: [email protected]
Tel: 035 592 0671/80
Fax: 035 592 0672
The Big Five False Bay Local Municipality
Switchboard tel: 035 562 0040 Postal address: PO Box 89 Hluhluwe 3960
Physical address: Zebra Street
Municipal manager: MA Mngadi
Tel: 035 562 0040 Fax: 035 562 0988
E-mail: [email protected]
Ex Mayor/Mayor: Cllr CT Khumalo
Tel: 035 562 0230
Fax: 035 562 0230
Hlabisa Local Municipality
Switchboard tel: 035 838 8500
Postal address: PO Box 387 Hlabisa 3937
Physical address: 46/2 Massons Street
Municipal manager: TV Mkhize Tel: 035 838 8500
Fax: 035 838 1015
E-mail: [email protected]
Ex Mayor/Mayor: Cllr BB Ntombela Tel: 035 838 8500
Fax: 035 838 1015
Mtubatuba Local Municipality
Switchboard tel: 035 550 0069
Postal address: PO Box 52 Mtubatuba 3935
Physical address: Lot 105 Lucia Road
Municipal manager: Dr EMS Ntombela
Tel: 035 550 0069
Fax: 035 550 0060
E-mail: [email protected]
Ex Mayor/Mayor: Cllr CG Swart Tel: 035 550 0069
Fax: 035 550 0060
Umhlathuze Local Municipality
Switchboard tel: 035 907 5000/4
Postal address: Private Bag X1004 Richards Bay 3900
Physical address: No 5 Mark Strasse & East Arterial Street
Municipal manager: Dr AW Heyneke
Tel: 035 907 5000
Fax: 035 907 5451/44
E-mail: [email protected]
Ex Mayor/Mayor: Cllr DJ Moffat
Email: [email protected] Tel: 035 901 5004
Fax: 035 907 5444
215
SALGA
South African Local Government Association
Ntambanana Local Municipality
Switchboard tel: 035 792 7093 Postal address: Private Bag X20066 Empangeni 3880
Physical address: Bokana Reserve
Municipal manager: RP Mnguni
Tel: 035 792 7093
Fax: 035 792 7094
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SA Mpanza Email: [email protected]
Tel: 035 792 7093 Fax: 035 792 7094
uMlalazi Local Municipality
Switchboard tel: 035 473 3474
Postal address: PO Box 37 Eshowe 3815
Physical address: 1 Hutchinson Street
Municipal manager: JC Gerber
Tel: 035 473 3474
Fax: 035 474 4733
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SB Larkan
Email: [email protected]
Tel: 035 474 1996
Fax: 035 474 1014
Nkandla Local Municipality
Switchboard tel: 035 833 0923/0067
Postal address: Private Bag X161 Nkandla 3855
Physical address: Lot 292 Maree Road
Municipal manager: ME Ngonyama
Tel: 035 833 0067
Fax: 035 883 0920
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ZO Zulu
Email: [email protected]
Tel: 035 833 0067
Fax: 035 883 0920
Ilembe District Municipality
Switchboard tel: 032 437 9300
Postal address: PO Box 1788 Kwadukuza 4450
Physical address: 59/61 Mahatma Gandhi Street
Ilembe House
Municipal manager: BH Pretorius
Tel: 032 437 9300
Fax: 032 437 9585
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SW Mdabe Tel: 031 569 3277
Fax: 032 437 9587
Kwadukuza Local Municipality
Switchboard tel: 032 437 5000 Postal address: PO Box 72 Stanger 4450
Physical address: 14 Chief Albert Luthuli Street
Municipal manager: WT Byrnes (acting)
Tel: 032 437 5000
Fax: 032 437 5098
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SS Gumede
Email: [email protected] Tel: 032 437 5000
Fax: 032 551 1033
Ndwedwe Local Municipality
Switchboard tel: 032 532 1089
Postal address: Private Bag X503 Ndwedwe 4342
Physical address: Ndwedwe Court House, Main Road,
opposite police station
Municipal manager: Dr BV Thabethe (acting)
Tel: 032 532 1089
Fax: 032 532 1071/1234
Ex Mayor/Mayor: Cllr KW Madlala Tel: 032 532 1089
Fax: 032 532 1071
Maphumulo Local Municipality
Switchboard tel: 032 481 2047/9
Postal address: Private Bag X9205 Maphumulo
Physical address: R74 Sakhuxolo Multi-Skills Centre
Municipal manager: VM Mhlongo
Tel: 032 481 2047/9
Fax: 032 481 2053
E-mail: [email protected]
Ex Mayor/Mayor: Cllr BP Ngcobo Tel: 032 481 4045
Fax: 032 481 2211
216
Sisonke District Municipality
Switchboard tel: 039 834 8700
Postal address: Private Bag X501 Ixopo 3276
Physical address: 40 A Main Street
Municipal manager: N Mabaso (acting)
Tel: 039 834 8700
Fax: 039 834 1701
E-mail: [email protected]
Ex Mayor/Mayor: Cllr JP Khoza Tel: 039 834 8600
Fax: 039 834 1750
KwaSani Local Municipality
Switchboard tel: 033 702 1060
Postal address: PO Box 43 Himeville 3256
Physical address: 32 Arbuckle Street
Municipal manager: S Allister (acting)
Tel: 033 702 1060
Fax: 033 702 1148
E-mail: [email protected]
Ex Mayor/Mayor: Cllr E Namara Tel: 033 702 1039
Fax: 033 702 1148
Buhlebezwe Local Municipality
Switchboard tel: 039 834 2074
Postal address: PO Box 132 Ixopo 3276
Physical address: 29 Margaret Street
Municipal manager: M Sithole
Tel: 039 834 2074
Fax: 039 834 1168
E-mail: [email protected]
Ex Mayor/Mayor: Cllr TL Mahlaba
Email: [email protected] Tel: 039 834 2074
Fax: 039 834 1168
Tel: 039 259 0079
Fax: 039 259 0427
Greater Kokstad Local Municipality
Switchboard tel: 039 797 6600
Postal address: PO Box 8 Kokstad 4700
Physical address: 75 Hope Street
Municipal manager: GM Sineke (acting) Tel: 039 797 6600
Fax: 039 727 3676
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Sithole
Email: [email protected] Tel: 039 727 3133
Fax: 039 727 5724
Abaqulusi Municipality
Switchboard tel: 034 982 2133
Postal address: PO Box 57 Vryheid 3100
Physical address: Cnr Mark & Hoog Streets
Municipal manager: B Ndwandwe Tel: 034 982 2133
Fax: 034 980 9637
E-mail: [email protected]
Ex Mayor/Mayor: Cllr EJS Moolman
Email: [email protected] Tel: 034 982 2133
Fax: 034 982 3497
Umzimkulu Local Municipality
Switchboard tel: 039 259 0216
Postal address: PO Box 53 Umzimkulu 3297
Physical address: 169 Main Street
Municipal manager: L Mapholoba
Tel: 039 259 0216
Fax: 039 259 0427
Ex Mayor/Mayor: Cllr B Dzanibe 217
SALGA
South African Local Government Association
LIMPOPO MUNICIPALITIES
Fetakgomo Local Municipality
Postal address: PO Box 818, Apel 0739
Physical address: Stand no 1, Ga-Nkoana, Mashung
Switchboard tel: 015 622 8000
Municipal manager: MF Mokoko
Tel no: 015 622 8000
Fax no: 015 622 8015
E-mail: [email protected]
Executive Mayor/Mayor: Cllr MC Marota
Tel no: 015 622 8002
Fax no: 015 622 8015
E-mail: [email protected] Aganang Local Municipality
Postal address: PO Box 990, Juno, 0748 Physical address: Moletjie, Ceres
Switchboard tel: 015 295 1400 Municipal manager: NR Selepe Tel: 015 295 1410 Fax: 015 295 1447
Email: [email protected]
Executive Mayor/Mayor: Cllr EMK Masehela
Email: [email protected]
Tel: 015 295 1474
Fax: 015 295 1401 Greater Sekhukhune District Municipality
Postal address: Private Bag X8611, Groblersdal, 0470 Physical address: 3 Wes Street, Groblersdal, 0470 Switchboard tel: 013 262 5673/2743/4364
Municipal manager: MI Kgetjepe (acting)
Tel: 013 262 7307 Fax: 013 262 4303 Email: [email protected]
Executive Mayor/Mayor: Cllr ND Masemola Email: [email protected] Tel: 013 262 7612 Fax: 013 262 5849
Greater Tzaneen Local Municipality Postal address: PO Box 24, Tzaneen 0850 Physical address: 38 Agatha Street Civic Centre Switchboard tel: 015 307 8000 Municipal manager: MF Mangena Tel: 015 307 8001/2 Fax: 015 3078049 Email:[email protected] or Mabakane.
[email protected] Executive Mayor/Mayor: Cllr OJ Mushwana Email: [email protected] Tel: 015 307 8007 Fax: 015 307 8049 Modimolle Local Municipality
Postal address: Private Bag X1008, Modimolle, 0510
Physical address: OR Tambo Building, OR Tambo Square,
Harry Gwala Street, Modimolle
Switchboard tel: 014 717 5211
Municipal manager: MC Powell
Tel: 014 718 2000
Fax: 014 717 4077
Email: [email protected]
Executive Mayor/Mayor: Cllr T T Mohapi
Email: [email protected]
Tel: 014 717 5211
Fax: 014 717 4077
Musina Local Municipality Postal address: Private Bag X611 Musina 0900 Physical address: 21 Irwin Street Musina Civic Centre Switchboard tel: 015 534 6100 Municipal manager: AN Luruli Tel: 015 534 6100 Fax: 015 534 2513/086 518 4297 Email: [email protected] Executive Mayor/Mayor: Cllr MC Mahasela Email: [email protected] Tel: 015 534 6184 Fax: 015 534 2513 Waterberg District Municipality
Postal address: Private Bag X1018, Modimolle, 0510 Physical address: Harry Gwala Street, Modimolle
Switchboard tel: 014 717 1344
Municipal manager: JM Mamabolo (acting)
Tel: 014 718 3300
Fax: 014 717 3886
Email: [email protected]
218
Executive Mayor/Mayor: Cllr PS Kekana
Email: [email protected]
Tel: 014 718 3300
Fax: 014 717 3886
Lephalale Local Municipality
Postal address: Private Bag X136, Lephalale, 0555
Physical address: C/o Douwater and Joe Slovo Avenue,
Onverwacht
Switchboard tel: 014 7632193
Municipal manager: MP Sebatjane
Tel: 014 763 2193
Fax: 014 763 5662
Email: [email protected]/riekie.coetzee@
lephalale.gov.za
Executive Mayor/Mayor: Cllr NR Mogotlane
Email:[email protected]
Tel: 014 763 2193
Fax: 014 763 5662
Greater Giyani Local Municipality
Postal address: Private Bag X9559 Giyani 0826
Physical address: Giyani CBD Civic Centre, Next to
Nkhensani Hospital
Municipal manager: ZS Makhubele
Tel: 015 811 5500
Fax: 015 812 1407
Email: [email protected]/hlungwanika@
greatergiyani.gov.za
Executive Mayor/Mayor: Cllr MA Ramaipadi
Email: [email protected]
Tel: 015 811 5500
Fax: 015 812 1683
Ba-Phalaborwa Local Municipality
Switchboard tel: 015 781 0111
Postal address: PO Box 67, Phalaborwa 1390
Physical address: Cnr Selati & Nelson Mandela Drive
Municipal manager: Adv NA Mdunungu (acting)
Tel: 015 781 0111
Fax: 015 780 6413
E-mail: [email protected]
Executive Mayor/Mayor: Cllr Valoyi G.D
Email: [email protected] or
[email protected] Tel: 015 780 6405
Fax: 015 781 7228
Bela-Bela Local Municipality
Switchboard tel: 014 736 8000
Postal address: Private Bag X1308 Warmbaths 0480
Physical address: 399 Chris Hani Drive
Municipal manager: S Bambo
Tel: 014 736 8052
Fax: 014 736 8087
E-mail: [email protected]
Executive Mayor/Mayor: Cllr H Ledwaba
Email: [email protected]
Tel: 014 736 8053
Fax: 014 736 5736/4837
Blouberg Local Municipality
Switchboard tel: 015 505 7100
Postal address: PO Box 1593 Bochum 0790
Physical address: Ziya Building, Moywabi
Municipal manager: NI Makhura
Tel: 015 505 7132
Fax: 015 505 0296
E-mail: [email protected]
Executive Mayor/Mayor: Cllr R Kubyana
Email: [email protected] Tel: 015 505 7120
Fax: 015 505 0568
Capricorn District Municipality
Switchboard tel: 015 294 1000
Postal address: PO Box 4100 Polokwane 0700
Physical address: 41 Biccart Street Polokwane
Municipal manager: MM Molala
Tel: 015 294 1076
Fax: 015 295 5346
E-mail: [email protected]
Executive Mayor/Mayor: Cllr M.D. Monakedi
Email: [email protected]/[email protected] Tel: 015 294 1201
Fax: 015 295 4010
219
SALGA
South African Local Government Association
Ellias Motsweledi Local Municipality
Switchboard tel: 013 262 3056
Postal address: PO Box 48 Groblersdal 0470
Physical address: 2 Globlersdal Avenue
Municipal manager: J Kabini
Tel: 013 262 3056
Fax: 013 262 2547
E-mail: [email protected]/[email protected]
Executive Mayor/Mayor: Cllr L Seloane
Email: [email protected] Tel: 013 262 3056
Fax: 013 262 4530
Greater Letaba Local Municipality
Switchboard tel: 015 309 9246
Postal address: PO Box 36 Motjatjiskloof 0835
Physical address: 69 Botha Street
Municipal manager: IP Mutshinyali
Tel: 015 309 9246
Fax: 086 510 2775
E-mail: [email protected]/[email protected]
Executive Mayor/Mayor: Cllr LJ Matlou
Email: [email protected]
Tel: 015 309 9246
Fax: 015 309 8742
Greater Marbel Hall Local Municipality
Switchboard tel: 013 261 1151/1162
Postal address: PO Box 111 Marble Hall 0450
Physical address: 13 Ficus Street
Municipal manager: R Monakedi
Tel: 013 261 1151/1162
Fax: 013 261 2985
E-mail: [email protected]/gmanyelo@
marblehall.gov.za
Executive Mayor/Mayor: Cllr MM Maphanga
Email: [email protected]
Tel: 013 261 1151/1162
Fax: 013 261 2985
Lepelle-Nkumpi Local Municipality
Switchboard tel: 015 633 4500
Postal address: Private Bag X07 Chuenespoort 0745
Physical address: 170 Unit-BA, Civic Centre,
Lebowakgomo
Municipal manager: S Mphahlele
Tel: 015 633 4525
Fax: 015 633 6896
E-mail: [email protected]
Executive Mayor/Mayor: Cllr C. Masoga
Email: [email protected]
Tel: 015 633 4511
Fax: 015 633 6896
Makhado Local Municipality
Switchboard tel: 015 516 0212
Postal address: PO Box 96 Louis Trichardt
Physical address: 96 Krogh Street
Municipal manager: AF Muthambi
Tel: 015 519 3003
Fax: 015 516 5084
E-mail: [email protected]
Executive Mayor/Mayor: Cllr TG Mashaba
Email: [email protected] Tel: 015 519 3002/3230
Fax: 015 516 4392
Makhuduthamaga Local Municipality
Switchboard tel: 013 265 1262
Postal address: PO Box 384 Jane Furse 1085
Physical address: Stand no1 next to Jane Furse Plaza
Tel: 013 265 1262/1177
Fax: 013 265 1975
E-mail: [email protected]
Executive Mayor/Mayor: Cllr Q Mkhabela Tel: 013 265 1965 (telefax)
Fax: 013 265 1965 (telefax)
Maruleng Local Municipality
Switchboard tel: 015 793 2409/2237
Postal address: PO Box 627 Hoedspruit 1380
Physical address: 64 Springbok Street
Municipal manager: R Ramothwala
Tel: 015 793 2409/2237
Fax: 015 793 2341
E-mail: [email protected]
Executive Mayor/Mayor: Cllr J Mafogo
Email: [email protected]
Tel: 015 793 2409/2237
Fax: 015 793 2341
220
Mogalakwena Local Municipality
Switchboard tel: 015 491 9600
Postal address: P Box 34 Potgietersrus 0600
Physical address: 54 Retief Street
Municipal manager: DH Makobe
Tel: 015 491 9604
Fax: 015 491 9755
E-mail: [email protected]
Executive Mayor/Mayor: Cllr B. Mmola
Email: [email protected]
Tel: 015 491 9608
Fax: 015 491 9755
Molemole Local Municipality
Switchboard tel: 015 501 0243
Postal address: PO Box 44 Dendron 0715
Physical address: 303 Church Street
Municipal manager: Adv SJ Lethole
Tel: 015 501 0243
Fax: 015 501 0419
E-mail: [email protected]
Executive Mayor/Mayor: Cllr MM Mohale
Tel: 015 501 0243
Fax: 015 501 0419
Mookgophong Local Municipality
Switchboard tel: 014 743 1111
Postal address: Private Bag X340 Naboomspruit 0560
Physical address: Cnr Louis Trichardt & 6th Avenue
Municipal manager: P Modiba
Tel: 014 743 6619
Fax: 014 743 3464
E-mail:
Executive Mayor/Mayor: Cllr KS Lamola
Email: [email protected]
Tel: 014 743 6638
Fax: 014 743 3464
Mopani District Municipality
Switchboard tel: 015 811 6300
Postal address: Private Bag X9687 Giyani 0826
Physical address: Parliament Building, Main Road, Giyani
Municipal manager: T Maake
Tel: 015 811 6300
Fax: 015 812 4302
E-mail: [email protected]
Executive Mayor/Mayor: Cllr H Mokgobi
Email: [email protected] Tel: 015 811 6300
Fax: 015 812 4302
Mutale Local Municipality
Switchboard tel: 015 967 9000
Postal address: PO Box 1254 Mutale 0956
Physical address: Old Manyenu Battalion Building
Municipal manager: G Netshanzhe
Tel: 015 967 9002
Fax: 015 967 9004
E-mail: [email protected]/netshisaulud@
mutale.gov.za
Executive Mayor/Mayor: Cllr M Manyuha
Email: [email protected] Tel: 015 967 9056
Fax: 015 967 9030
Polokwane Local Municipality
Switchboard tel: 015 290 2100
Postal address: PO Box 111 Polokwane 0700
Physical address: Cnr Landrosmare Street, Bodemstein
Municipal manager: Cllr LJ Thubakgale
Tel: 015 290 2133
Fax: 015 290 2106
E-mail: [email protected]/letsepe.t@polokwane.
gov.za
Executive Mayor/Mayor: Cllr T Makunyane
Email: [email protected] Tel: 015 290 2100
Fax: 015 290 2106
Thabazimbi Local Municipality
Switchboard tel: 014 777 1525 Postal address: PO Box 90 Thabazimbi
Physical address: 7 Rietbok Street
Municipal manager: R Nkhumishe
Tel: 014 777 1525 Fax: 014 777 1531
E-mail: [email protected]
Executive Mayor/Mayor: Cllr NL Matlou
Email: [email protected] Tel: 014 777 1525 Fax: 014 777 1531
221
SALGA
South African Local Government Association
Thulamela Local Municipality
Switchboard tel: 015 962 7620/7500
Postal address: Private Bag x 5060 Thohoyandou, 0950
Physical address: Thohoyandou Civic Centre,
Old Agriven Building
Municipal manager: MH Mathivha
Tel: 015 962 7589
Fax: 015 962 4169
E-mail: [email protected]
Executive Mayor/Mayor: Cllr TN Makumbane
Email: [email protected] Tel: 015 962 7694
Fax: 015 962 6389
Vhembe District Municipality
Switchboard tel: 015 960 2000
Postal address: Private Bag X5006 Thohoyandou 0950
Physical address: Parliamentary Camber Building
Municipal manager: S Muthotho
Tel: 015 962 1840
Fax: 015 962 5276
E-mail: [email protected]/machabam@vhembe.
gov.za
Executive Mayor/Mayor: Cllr I Mutsila
Email: [email protected] Tel: 015 960 2008 or 015 962 4231
Fax: 015 962 0904
Greater Tubatse Local Municipality
Switchboard tel: 013 231 7815
Postal address: PO Box 206, Burgersfort 1150
Physical address: Cnr Korts & Eddie Sidibe Street
Municipal manager: SPS Malepeng
Tel: 013 231 7815
Fax: 013 231 8624
E-mail: [email protected]/spmalepeng@tubatse.
co.za
Executive Mayor/Mayor: Cllr SR Mamekoa
Email: [email protected] Tel: 013 231 7815
Fax: 013 231 8624
222
MPUMALANGA MUNICIPALITIES
Mayisela Standerton, 2430
Switchboard tel: 017 712 9600
Municipal manager: MC Ngobeni
Tel: 017 712 9628
Fax: 017 712 1240
Email: [email protected]
Ex Mayor/Mayor: Cllr JQ. Radebe-Khumalo
Email: [email protected]
Tel: 017 712 9634
Fax: 017 712 1240
Msukaligwa Local Municipality
Postal address: PO Box 48, Ermelo, 2350
Physical address: Cnr Kerk & Taute Street, Ermelo, 2350
Switchboard tel: 017 801 3500
Municipal manager: TH Kubheka
Tel: 017 801 3753 Fax: 017 801 3661/013 801 6428
Email: [email protected] or
[email protected]
Ex Mayor/Mayor: Cllr B Vilakazi
Email: [email protected]
Tel: 017 801 3751
Fax: 017 801 3661/013 801 6428
Nkangala District Municipality
Postal address: PO Box 437 Middleburg 1050 Physical address: 2A Church Street Middleburg 1055
Switchboard tel: 013 249 2000 Municipal manager: TC Makola
Tel: 013 249 2006/7
Fax: 013 249 2050
Email: [email protected]
Ex Mayor/Mayor: Cllr SK Mashilo
Email: [email protected]
Tel: 013 249 2008 Fax: 013 249 2056
Gert Sibande District Municipality
Postal address: PO Box 550, Secunda, 2302 Physical address: Louwrens Muller Street
Switchboard tel: 017 620 3000 Municipal manager: MA Ngcobo
Tel: 017 620 3120
Fax: 017 631 1607
Email: [email protected]
Ex Mayor/Mayor: Cllr AM Gamede Email: [email protected]
Tel: 017 620 3128
Fax: 017 631 1607
Govan Mbeki Local Municipality Postal address: Private Bag X1017, Secunda, 2302 Physical address: Horwood Street, Secunda, 2302 Switchboard tel: 017 620 6000 Municipal manager: Dr LH Mathunyane Tel: 017 620 6279 Fax: 017 634 8818 Email: [email protected] Ex Mayor/Mayor: Cllr O Mtsweni Email: [email protected] Tel: 017 620 6280 Fax: 017 634 5041 Lekwa Local Municipality
Postal address: PO Box 66, Standerton, 2430
Physical address: Cnr Beyers Naude and Mbonani
Umjindi Local Municipality
Postal address: PO Box 33, Barberton, 1300 Physical address: C/o General & De Villiers Street,
Barberton, 1300 Switchboard tel: 013 712 8800 Municipal manager: SF Mnisi Tel: 013 7128720
Fax: 013 712 5120 Email: [email protected]
Ex Mayor/Mayor: Cllr RV Lukhele Email: [email protected] Tel: 013 712 8722 Fax: 013 712 5155 Albert Luthuli Local Municipality
Switchboard tel: 017 843 1055
Postal address: PO Box 24 Carolina 1185
Physical address: 28 Church Street
Municipal manager: DR Mango
Tel: 017 843 1055
Fax: 017 843 1631
223
SALGA
South African Local Government Association
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ES Dlamini
Email: [email protected] Tel: 017 843 1055
Fax: 017 843 1631
Mkhondo Local Municipality
Switchboard tel: 017 826 2211
Postal address: PO Box 23 Piet Retief 2390
Physical address: 33 Mark Street,
Municipal manager: R Ledwaba
Tel: 017 826 5649
Fax: 017 826 0330
E-mail: [email protected]
Ex Mayor/Mayor: Cllr BM Khumalo
Email: [email protected] Tel: 017 826 2211
Fax: 017 826 0330
Dipaleseng Local Municipality
Switchboard tel: 017 773 0055 Postal address: Private Bag X1055 Balfour 2410
Physical address: Municipal Building, Cnr Joubert &
Stuart Street
Municipal manager: PB Malebye
Tel: 017 773 0055 Fax: 017 773 0169
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MP Tsotetsi
Email: [email protected] Tel: 017 773 0055 Fax: 017 773 0169
Delmas Local Municipality
Switchboard tel: 013 665 6000
Postal address: PO Box 6 Delmas 2210
Physical address: Cnr Samuel & van der Walt Street
Municipal manager: MT Kadi Tel: 013 665 6005
Fax: 013 665 2913
E-mail: [email protected]
Ex Mayor/Mayor: Cllr JM Rapatsa
Email: [email protected] Tel: 013 665 6014
Fax: 013 665 2913
Emalahleni Local Municipality
Switchboard tel: 013 690 6911
Postal address: PO Box 3 Witbank 1035
Physical address: Mandela Street, President Avenue
Municipal manager: AM Langa
Tel: 013 690 6208
Fax: 013 690 6479
E-mail: [email protected]
Ex Mayor/Mayor: Cllr LM Malatjie
Email: [email protected]
Tel: 013 690 6234
Fax: 013 690 6479
Steve Tshwete Local Municipality
Switchboard tel: 013 249 7000
Postal address: PO Box 14 Middelburg 1050
Physical address: Cnr Kerk & Wanderers Avenue
Municipal manager: WD Fouche Tel: 013 249 7263
Fax: 013 243 2550
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ITM Mahlangu
Email: mayor@ stevetshwetelm.gov.za
Tel: 013 249 7261 Fax: 013 243 2550
Emakhazeni Municipality
Switchboard tel: 013 253 1121 Postal address: PO Box 17 Belfast 1100
Physical address: Municipal Building, 25 Scheepers Street
Municipal manager: ON Nkosi
Tel: 013 253 1602
Fax: 013 253 2440
E-mail: [email protected]
Ex Mayor/Mayor: Cllr L Mohlala
Email: mabhenam@ emakhazenilm.co.za
Tel: 013 253 1600
Fax: 013 253 2440
Thembisile Municipality
Switchboard tel: 013 986 9100
Postal address: Private Bag X4041 Empumalanga 0458
Physical address: 24 Kwaggafontein next to
Kwaggafontein Police Station,
Municipal manager: WK Mahlangu
224
Tel: 013 986 9116
Fax: 013 986 0995/013 986 0980/2/3/4
E-mail: [email protected]
Ex Mayor/Mayor: Cllr V V Nkosi
Email: [email protected] Tel: 013 986 9121
Fax: 013 986 0995
Dr J S Moroka Municipality
Switchboard tel: 013 972 1101
Postal address: Private Bag X4012 Siyabuswa 0472
Physical address: 2601/3 Bongimfundo str
Municipal manager: MM Mathibela (acting)
Tel: 013 972 1270
Fax: 013 973 0974
E-mail: [email protected]
Ex Mayor/Mayor: Cllr IM Masombuka
Email: inam@ drjsmorokamun.co.za Tel: 013 972 1101
Fax: 013 973 0974
Ehlanzeni District Municipality
Switchboard tel: 013 759 8500
Postal address: PO Box 3333 Nelspruit 1200
Physical address: Bell Towers Building, 18 Bell Street
Municipal manager: N Mkhatshwa (acting) Tel: 013 759 8506
Fax: 013 755 3157
E-mail: [email protected]
Ex Mayor/Mayor: Cllr CN Mkhonto Email: [email protected]
Tel: 013 759 8547
Fax: 013 755 3157
Thaba Chweu Municipality
Switchboard tel: 013 235 7000
Postal address: PO Box 61 Lydenburg 1120
Physical address: Central Street
Municipal manager: I M Moshoadiba
Tel: 013 235 7004
Fax: 013 235 7204
E-mail: [email protected]
Ex Mayor/Mayor: Cllr B C Ndlovu
Email: [email protected]
Tel: 013 235 7003
Fax: 013 235 7032
Mbombela Municipality
Switchboard tel: 013 759 9111 Postal address: PO Box 45 Nelspruit 1200
Physical address: Civic Centre, 1 Nel Street
Municipal manager: JT Dladla
Tel: 013 759 2001
Fax: 013 759 2274
E-mail: [email protected]
Ex Mayor/Mayor: Cllr J Nsibande Email: [email protected]
Tel: 013 759 2003
Fax: 013 759 2252
Nkomazi Municipality
Switchboard tel: 013 790 0245 Postal address: P. O Box 101 Malelane 1320
Physical address: Municipal Building, Park Street
Municipal manager: Sabelo Shabangu
Tel: 013 790 0245 Fax: 013 790 0886
E-mail: [email protected]
Ex Mayor/Mayor: Cllr MJ Mavuso Email: [email protected] Tel: 013 790 0245 Fax: 013 790 0886
225
SALGA
South African Local Government Association
Bushbuckridge Municipality
Switchboard tel: 013 708 6140/6018/6014
Postal address: P Bag X3016 Mkhuhlu 1246
Physical address: 169/A Matikwane Main Rd, Back
opposite Calcutta Police Station
Municipal manager: CJ Lisa
Tel: 013 708 6140/6018/6014
Fax: 013 708 6990
Ex Mayor/Mayor: Cllr M Morema Tel: 013 799 1851/7
Fax: 013 708 6990
Pixley ka Seme Municipality
Switchboard tel: 017 734 6100 Postal address: Private Bag X 9011 Volksrust 2170
Physical address: Municipal Building c/o Joubert &
Laingsnek Street
Volksrust
Municipal manager: L De Jager Tel: 017 734 6101
Fax: 086 630 2209
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Madonsela
Email: [email protected] Tel: 017 734 6172
Fax: 086 630 2209
226
NORTHERN CAPE MUNICIPALITIES
Khara Hais Local Municipality
Switchboard tel: 054 332 5911 or 054 338 7000 Postal address: Private Bag X6003 Upington 8800
Physical address: Market Street
Municipal manager: W Engelbrecht
Tel: 054 338 7001
Fax: 054 338 7351
E-mail: [email protected] Ex Mayor/Mayor: Cllr G van Staden
Email: [email protected]
Tel: 054 338 7020
Fax: 054 338 7350
Frances Baard District Municipality
Postal address: Private Bag X6088, Kimberly, 8300 Physical address: 51 Drakensberg Avenue, Carters Glen,
Kimberly, 8301 Switchboard tel: 053 838 0911 Municipal manager: T Nosi
Tel: 053 838 0998
Fax: 053 861 1538
Email: [email protected] /celeste.hannie@fbdm.
co.za
Ex Mayor/Mayor: A Florence
Email: [email protected] or
[email protected] Tel: 053 838 0902
Fax: 053 861 1538
Richtersveld Local Municipality Postal address: Private Bag X113, Port Nolloth, 8280 Physical address: Main Road, Port Nolloth, 8280 Switchboard tel: 027 851 1111 Municipal manager: JG Cloete Tel: 027 851 1111 Fax: 027 851 1101 Email: [email protected] Ex Mayor/Mayor: LR Ambrosini Email: [email protected]
Tel: 027 851 1111 Fax: 027 851 1101
Hantam Local Municipality
Switchboard tel: 027 341 8500 Postal address: Private Bag X14, Calvinia 8190
Physical address: Hope Street no. 20
Municipal manager: D Engelbrecht
Tel: 027 341 8538
Fax: 027 341 8501
E-mail: [email protected] Ex Mayor/Mayor: Cllr MM Dyers Email: [email protected]
Tel: 027 341 8510
Fax: 027 341 8501
Phokwane Local Municipality
Postal address: Private Bag X3 Hartswater 8570
Physical address: 24 Hertzog Street
Switchboard tel: 053 474 9700
Municipal manager: M Dichaba
Tel: 053 474 9700
Fax: 053 474 1768
Ex Mayor/Mayor: Cllr V Khen
Email: [email protected]
Tel: 053 474 9700
Fax: 053 474 1768
Karoo Hoogland Local Municipality
Postal address: Private BagX03, Williston, 8920 Physical address: 1 Herb Street, Williston, 8920
Switchboard tel: 053 391 3003 /3182 /3985
Municipal manager: A Holland
Tel: 053 391 3003 /3182 /3985
Fax: 053 391 3294
Email: [email protected] Ex Mayor/Mayor: Cllr JK Malho
Email: [email protected]
Tel: 053 391 3003 /3182 /3985
Fax: 053 391 3294
Siyathemba Local Municipality Switchboard tel: 053 353 5300 Postal address: PO Box 16 Prieska 8940
Physical address:Victoria Street no.1
Municipal manager: G Bessies
Tel: 053 353 5302
Fax: 053 353 2908/1386
227
SALGA
South African Local Government Association
E-mail: [email protected] Ex Mayor/Mayor: Cllr E Nel Email: [email protected]
Tel: 053 353 5302
Fax: 053 353 2908/1386
Solplaatje Local Municipality Switchboard tel: 053 830 6911/6461 Postal address: Private Bag X5030 Kimberly 8300
Physical address: Jan Smuts Boulevard
Municipal manager: TF Mashilo
Tel: 053 830 6101
Fax: 053 833 1005
E-mail: [email protected]
Ex Mayor/Mayor: Cllr P Lenyibi Email: [email protected]
Tel: 053 830 6269
Fax: 053 830 6268
Thembelihle Local Municipality
Switchboard tel: 053 203 0005/8 Postal address: Private Bag X3 Hopetown 8750
Physical address: Kerkstraat
Municipal manager: Z Monakane
Tel: 053 203 0005 Fax: 053 203 0490
E-mail: [email protected]
Ex Mayor/Mayor: Cllr LE Oliphant Tel: 053 203 0618 Fax: 053 203 0620 Tsantsabane Local Municipality
Switchboard tel: 053 313 7300 Postal address: PO Box 5 Postmasburg 8420
Physical address: 19 Springbok Street
Municipal manager: Rev MM Moselane
Tel: 053 313 7300 Fax: 053 313 1602 Ex Mayor/Mayor: Cllr K JM Mothibi Email: [email protected] Tel: 053 313 0621
Fax: 053 313 3548
Umsobomvu Local Municipality
Switchboard tel: 051 753 0777 Postal address: Private Bag X6 Colesburg 9795
Physical address: Kerkstraat
Municipal manager: Mr Mpela
Tel: 051 753 0777 Fax: 051 753 0104 E-mail: [email protected]
Ex Mayor/Mayor: Cllr N Hermans Email: [email protected]
Tel: 051 753 0051 Fax: 051 753 1756
!Kheis Local Municipalities
Switchboard tel: 054 833 9500 Postal address: Private Bag X2 176 Grobblershoop 8850
Physical address: 97 Oranje Street
Municipal manager: J Mac-Kay Tel: 054 833 9503 Fax: 054 833 9509 E-mail: [email protected] Ex Mayor/Mayor: Cllr S Johnson Email: [email protected] Tel: 054 833 9503 Fax: 054 833 9509 Dikgatlong Local Municipality
Postal address: Private Bag X5, Barkley West 8375
Physical address: 33 Campbell Street, Barkley West 8375 Switchboard tel: 053 531 0671/2/3
Municipal manager: Johannes Eilerd
Tel: 053 531 0671
Fax: 053 531 0624
Email: [email protected]
Ex Mayor/Mayor: Martha Rebecca Louw
Email: [email protected]
Tel: 053 531 0671
Fax: 053 531 0624
Gamagara Local Municipality
Switchboard tel: 053 723 2261/6 Postal address: PO Box 1001 Kathu 8446
Physical address: Cnr Hendrick Van Eck & Freakkie Mayor
Municipal manager: C Joachim
Tel: 053 723 2261/6 228
Fax: 053 723 2021 E-mail: [email protected]
Ex Mayor/Mayor: Cllr J Rakoi Email: [email protected] Tel: 053 723 2261/6 Fax: 053 723 2021 Ga-Segonyana Local Municipality
Switchboard tel: 053 712 1095/6 Postal address: Private Bag X1522 Kuruman 8460
Physical address: Cnr Voortrekker & School Street
Municipal manager: E Gaborone
Tel: 053 712 9333
Fax: 053 712 3581
E-mail: [email protected] Ex Mayor/Mayor: Cllr SJ Mabilu
Email: [email protected]
Tel: 053 712 9404
Fax: 053 712 3581
Namakwa District Municipality
Postal address: P O Box 5, Springbok, 8240 Physical address: Van Riebeeck Street, Springbok, 8240 Switchboard tel: 027 712 8000
Municipal manager: H Visser Tel: 027 712 8002
Fax: 027 712 8040 Email: [email protected]
Ex Mayor/Mayor: JC Losper (Executive Mayor)
Email: [email protected]
Tel: 027 712 8049
Fax: 027 712 8040
Name of Municipality: Emthanjeni Local Municipality
Postal address: PO Box 42, De Aar 7000
Physical address: 45 Voortrekker Street, De Aar
Tel of Switchboard: 053 632 9100
Municipal manager: I Visser
Tel: 0536329100 or 082 802 2319
Fax: 0536310105
E-mail: [email protected] or
[email protected]
Ex Mayor/Mayor: BK Markman
E-mail: [email protected]
Tel: 053 631 1530
Fax: 053 631 1157
Kareeberg Local Municipality
Postal address: Posbus 10, Carnarvon Physical address: Hanaustraat 10, Carnarvon Switchboard tel: 053 382 3012
Municipal manager: ZE Dingile Tel: 053 382 3012 Fax: 053 382 3142 Email: [email protected] Ex Mayor/Mayor: BJE Slambee Email: [email protected] Tel: 053 382 3012 Fax: 053 382 3142 Kai! Garib Local Municipality Switchboard tel: 054 431 6300 Postal address: PO Box 174 Kakamas 8870
Physical address: Municipal Building, 11th Avenue
Municipal manager: B Brandt
Tel: 054 431 6300 Fax: 054 431 6301 E-mail: [email protected] Ex Mayor/Mayor: Cllr A Brooks Email: [email protected] Tel: 054 431 6300 Fax: 054 431 6301 Kamiesberg Local Municipality Postal address: Private Bag X200, Garies, 8220 Physical address: Hoofstreet 22, Garies, 8220 Switchboard tel: 027 652 8000
Municipal manager: G Maarman Tel: 027 652 8011 Fax: 027 652 8001
Email: [email protected] Ex Mayor/Mayor: Cllr M Steenkamp Email: [email protected] Tel: 027 652 8010 Fax: 027 652 8001 229
SALGA
South African Local Government Association
Pixley Ka Seme District Municipality
Switchboard tel: 053 631 0891 Postal address: Private Bag X1012 De Aar 7000
Physical address: Culvert Road
Municipal manager: Z Saul
Tel: 053 631 0891 Fax: 053 631 2529 E-mail: [email protected] Ex Mayor/Mayor: Cllr H Jenkins Email: [email protected] Tel: 053 631 0891 Fax: 053 631 0578 Kgalagadi District Municipality
Switchboard tel: 053 712 1001 Postal address: Private Bag X1418 De Aar 7000
Physical address: Feberhale Mynbou Street no 4
Municipal manager: K Mmoiemang
Tel: 053 712 1001 Fax: 053 712 2502 E-mail: [email protected] Ex Mayor/Mayor: Cllr S Mereeotlhe Email: [email protected] Tel: 053 712 1001 Fax: 053 712 2502 Kgatelopele Local Municipality
Switchboard tel: 053 384 8600 Postal address: PO Box 43 Danielskuil 8405
Physical address: Barket Street
Municipal manager: J Morebodi Tel: 053 384 8600
Fax: 053 384 0326
E-mail: [email protected] Ex Mayor/Mayor: Cllr B Maseng Email: [email protected] Tel: 053 384 8600
Fax: 053 384 0326
Khai-Ma Local Municipality
Switchboard tel: 054 933 0066/0018 Postal address: PO Box 108 Pofadder 8890
Physical address: Nuwestraat
Municipal manager: LD Beukes
Tel: 054 933 0066/0018 Fax: 054 933 0252
E-mail: [email protected] Ex Mayor/Mayor: Cllr L van Rooi Tel: 054 933 0066/0018 Fax: 054 933 0252
Magareng Local Municipality
Switchboard tel: 053 497 3111
Postal address: PO Box 10 Warrenton 8530
Physical address: Magrieta Prinsloo
Municipal manager: A Moremi
Tel: 053 497 3111
Fax: 053 497 4514
Ex Mayor/Mayor: Cllr G Makena Email: [email protected] Tel: 053 497 3111
Fax: 053 497 4514
Mier Local Municipality
Switchboard tel: 054 531 0928
Postal address: PO Box 178 Mier 8811
Physical address: 63 Loubos Road, Rietfontein
Municipal manager: V Philander
Tel: 054 531 0928
Fax: 054 531 0019
E-mail: [email protected]
Ex Mayor/Mayor: Cllr S Coetzee
Email: [email protected] Tel: 054 531 0928
Fax: 054 531 0019
Nama-khoi Local Municipality
Switchboard tel: 027 718 8100
Postal address: PO Box 17 Springbok 8240
Physical address: Namakwa Street no.4
Municipal manager: NE Baartman
Tel: 027 718 8101
Fax: 027 718 1230
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ME Simboyia
Email: [email protected]
Tel: 027 718 8100
230
Renosterberg Local Municipality
Switchboard tel: 053 663 0041
Postal address: PO Box 112 Petrusville 8770
Physical address: Skool Street
Municipal manager: E Titus
Tel: 053 663 0041
Fax: 053 663 0180
Ex Mayor/Mayor: Cllr Z Jack Tel: 053 663 0041
Fax: 053 663 0180
Siyancuma Local Municipality
Switchboard tel: 053 298 1810
Postal address: PO Box 27 Siyancuma 8370
Physical address: Charl Cilliers Street
Municipal manager: M Mogale
Tel: 053 298 1204
Fax: 053 298 3090
E-mail: [email protected]
Ex Mayor/Mayor: Cllr R Gallant
Email: [email protected] Tel: 053 298 1204
Fax: 053 298 3090
Ex Mayor/Mayor: Cllr RJ Arens
Email: [email protected] Tel: 053 621 1039
Fax: 053 621 0368
Moshaweng Local Municipality
Switchboard tel: 053 773 9300
Postal address: Private Bag X117 Mothibistad 8474
Physical address: Cardington No D320, Church Hill
Municipal manager: Mrs N Ditshetelo
Tel: 053 773 9300
Fax: 053 773 9350
E-mail: [email protected]
Ex Mayor/Mayor: Cllr T Seikaneng
Email: [email protected] Tel: 053 773 9300
Fax: 053 773 9350
Siyanda District Municipality
Switchboard tel: 054 337 2800
Postal address: Private Bag X6039 Upington 8800
Physical address: Cnr Hoek van Hill & Le Roux Street
Municipal manager: I Katelo (acting) Tel: 054 337 2840
Fax: 054 337 2888
E-mail: [email protected]
Ex Mayor/Mayor: Cllr ML Ntuli
Email: [email protected]
Tel: 054 337 853
Fax: 054 337 2888
Ubuntu Local Municipality
Switchboard tel: 053 621 0026
Postal address: Private Bag X329 Victoria West 7070
Physical address: Church Street no. 78
Municipal manager: M Fillis
Tel: 053 621 0026
Fax: 053 621 0368
E-mail: [email protected]
231
SALGA
South African Local Government Association
NORTH WEST MUNICIPALITIES
Southern District Municipality, new name: Dr Kenneth
Kaunda DM
Postal address: Private Bag X5017, Klerksdorp 2570
Physical address: Municipal Office, Patmore Road, Orkney Switchboard tel: 018 473 8000 Municipal manager: Adv MA Dlavane
Tel: 018 473 8016 Fax: 018 473 2523
Email: [email protected] or [email protected]
Executive Mayor/Mayor: Cllr BE Moloi
Email: [email protected] Tel: 018 473 8009
Fax: 018 473 2561
Bophirima District Municipality, new name: Dr Ruth S
Mompati DM
Postal address: PO Box 21 Vryburg 8600
Physical address: 21 De Kock Street
Tel switchboard: 053-9272222
Municipal manager: AI Kekesi
Tel: 053 927 2222
Fax: 053 927 2401
Email: [email protected]
Executive Mayor/Mayor: G Lobelo
Tel: 053 927 2222
Fax: 053 927 2401
Email: [email protected]
Bojanala Platinum District Municipalities
Postal address: PO Box 1993, Rustenburg 0300
Physical address: Cnr Beyers Naude & Fatima Bhayat
Road Switchboard tel: 014 590 4502
Municipal manager: CK Molokoane
Tel: 014 590 4502 Fax: 014 597 0306
Email: [email protected]
Executive Mayor/Mayor: Cllr RL Motsepe
Email: [email protected]
Tel: 014 590 4517 Fax: 014 592 6085
City of Matlosana Local Municipality
Postal address: PO Box 99, Klerksdorp, 2570
Physical address: Cnr OR Tambo and Bram Fischer
Street, Klerksdorp, 2571
Tel switchboard: 018 406 8300
Municipal manager: MM Moadira
Tel: 018 406 8466
Fax: 018 462 6023
Email: [email protected] or cmohapi@
klerksdorp.org
Executive Mayor/Mayor: Cllr TS Dodovu
Tel: 018 406 8475
Fax: 018 462 3420
Email: [email protected]
Madibeng Local Municipality
Postal address: PO Box 106, Brits 0250
Physical address: 53 Van Velden Street, Brits Switchboard tel: 012 318-9100
Municipal manager: PM Mapulane
Tel: 012 318 9500 Fax: 012 318 9203
Email: [email protected] or
[email protected]
Executive Mayor/Mayor: Cllr SF Molokoane
Email: [email protected] Tel: 012 318 9215
Fax: 012 318 9663
Lekwa-Teemane Local Municipality
Postal address: PO Box 13, Christiana 2680
Physical address: Cnr Robyn & Dirkie Street,
Christiana 2680
Switchboard tel: 053 441-2206
Municipal manager: MA Makuapane
Tel: 053 441 2206 Fax: 053 441 3735 Email: [email protected] or
[email protected]
Executive Mayor/Mayor: Cllr M Modise
Email: [email protected]
Tel: 053 441 2206 (telefax) Fax: 053 441 3735 232
Ditsobotla Local Municipality
Switchboard tel: 018 632 5051
Postal address: PO Box 7 Lichtenburg 2740
Physical address: Corner Transvaal & Melville Street,
Litchtenburg
Municipal manager: RJ Kekesi (acting)
Tel: 018 632 6955/6/8
Fax: 018 632 5247
E-mail: [email protected]
Executive Mayor/Mayor: Cllr IE Lethoko
Email: [email protected] Tel: (018) 632-5051
Fax: 018 632 0557
Greater Taung Local Municipality
Switchboard tel: 053 994 9400
Postal address: Private Bag X1048 Taung Station 8580
Physical address: 330 Main Street Taung
Municipal manager: M Matuba
Tel: 053 994 9400
Fax: 053 994 2248
E-mail: [email protected]
Executive Mayor/Mayor: Cllr BL Mahlangu
Email: [email protected] Tel: 053 994 9600
Fax: 053 994 9611
Kagisano Local Municipality
Switchboard tel: 053 998 3346
Postal address: Private Bag X522 Ganyesa 8613
Physical address: Next to the Post Office Building,
Ganyesa
Municipal manager: MG Kegakilwe
Tel: 053 998 4455
Fax: 053 998 3500
Executive Mayor/Mayor: Cllr OR Mochware
Email: [email protected] Tel: 053 998 4455
Fax: 053 998 3500
Kgetlengrivier Local Municipality
Switchboard tel: 014 543 2004
Postal address: PO Box 66 Koster 2825
Physical address: Cnr De Wet & Smuts Street, Koster
Municipal manager: NV Motsatsi-Kalil
Tel: 014 543 2004
Fax: 086 524 1050
E-mail: [email protected]
Executive Mayor/Mayor: Cllr W Moleko
Email: [email protected]
Tel: 014 543-2004
Fax: 086 512 9015
Mafikeng Local Municipality
Switchboard tel: 018 389 0111
Postal address: Private Bag X63 Mmabatho 2735
Physical address: Cnr University Drive & Hector Petersen
Avenue, Mmabatho
Municipal manager: HJ Smit
Tel: 018 389 0212/5712
Fax: 018 384 4226
E-mail: [email protected]
Executive Mayor/Mayor: Cllr MD Sejosingoe
Email: [email protected]
Tel: 018 389 0253
Fax: 018 384 9593
Mamusa Local Municipality
Switchboard tel: 053 963 1331
Postal address: PO Box 5 Schweizer-Reneke 2860
Physical address: 28 Schweizer Street, Schweizer-Reneke
Municipal manager: TC Motlashuping (acting)
Tel: 053 963 1331
Fax: 053 963 1046
Executive Mayor/Mayor: Cllr MK Tshipelo Tel: 053 963 1331
Fax: 053 963 1046
Maquassi Hills Local Municipality
Switchboard tel: 018 596 1067
Postal address: Private Bag X3 Wolmaransstad 2630
Physical address: 19 Kruger Street
Municipal manager: Adv MA Dlavane (acting)
Tel: 018 596 1067
Fax: 018 596 1555
E-mail: [email protected]
Executive Mayor/Mayor: Cllr TK Lehloo
Email: [email protected] Tel: 018 596 1067
Fax: 018 596 1555
233
SALGA
South African Local Government Association
Merafong Local Municipality
Switchboard tel: 018 788 9500
Postal address: PO Box 3 Carletonville 2500
Physical address: 3 Halite Street
Municipal manager: JM Rabodila
Tel: 018 788 9506
Fax: 018 787 3859
E-mail: [email protected] or
[email protected]
Executive Mayor/Mayor: Cllr D van Rooyen
Email: [email protected]
Tel: 018 788 9546
Fax: 018 786 1105
Molopo Local Municipality
Switchboard tel: 053 933 0029
Postal address: PO Box 101 Tosca 8618
Physical address: Pongo Avenue
Municipal manager: OS Boitseng
Tel: 053 933 0029
Fax: 053 933 0035
Executive Mayor/Mayor: Cllr SKM Namusi Tel: 053 933 0029
Fax: 053 933 0035
Moretele Local Municipality
Switchboard tel: 012 716 1000
Postal address: Private Bag X367 Makapanstad 0404
Physical address: Stand No. 4065B Mathibestad
Municipal manager: DM Mfoloe
Tel: 012 716 1071
Fax: 012 716 9999/1018
E-mail: [email protected]
Executive Mayor/Mayor: Cllr AM Molekwa
Email: [email protected]
Tel: 012 716 1000
Fax: 012 716 9999
Moses Kotane Local Municipality
Switchboard tel: 014 555 1300
Postal address: Private Bag X1011 Mogwase 0314
Physical address: Mogwase Civic Centre
Municipal manager: GJ Moatshe
Tel: 014 555 1307
Fax: 014 555 7458
E-mail: [email protected]
Executive Mayor/Mayor: Cllr P Molelekeng
Email: [email protected] Tel: 014 555 1305
Fax: 014 555 7064
Naledi Local Municipality
Switchboard tel: 053 928 2200
Postal address: PO Box 35 Vryburg 8600
Physical address: Cnr Market & Molopo Street
Municipal manager: EZ Phukwana
Tel: 053 928 2202
Fax: 053 927 0977
E-mail: [email protected]
Executive Mayor/Mayor: Cllr RS Mompati
Email: [email protected]
Tel: 053 928 2213
Fax: 053 927 0977
Potchefstroom Local Municipality, new name Tlokwe City
Council
Switchboard tel: 018 299 5111
Postal address: PO Box 113 Potchefstroom 2520
Physical address: 30 Wolmarans Street
Municipal manager: R Mosiane
Tel: 018 299 5009
Fax: 018 299 5555
E-mail: [email protected]
Executive Mayor/Mayor: Cllr A Maphetle
Email: [email protected]
Tel: 018 299 5006
Fax: 018 299 5973
Ramotshere Moiloa Local Municipality
Switchboard tel: 018 642 1081
Postal address: PO Box 92 Zeerust 2865
Physical address: Cnr Coutzee & President Street
Municipal manager: KG Chauke
Tel: 018 642 1081
Fax: 018 642 3244
E-mail: [email protected]
Executive Mayor/Mayor: Cllr MP Pilane
Email: [email protected]
Tel: 018 642 1081
Fax: 018 642 3586
234
Ratlou Local Municipality
Switchboard tel: 018 330 7000
Postal address: PO Box 494 Stella 8650
Physical address: Coetzee Street Zeerust
Municipal manager: PE Motoko
Tel: 018 330 7026
Fax: 018 330 7019
E-mail: [email protected]
Executive Mayor/Mayor: Cllr GP Setlhogo
Tel: 018 330 7038
Fax: 018 330 0738
Rustenburg Local Municipality
Switchboard tel: 014 590 3111
Postal address: PO Box 16 Rustenburg 0300
Physical address: Cnr Mandela & Beyers Naude Roads.
Municipal manager: AJF Boshoff
Tel: 014 590 3550
Fax: 014 590 3552
E-mail: [email protected] or kdebeer@
rustenburg.gov.za
Executive Mayor/Mayor: Cllr MJ Wolmarans
Email: [email protected]
Tel: 014 590 3004
Fax: 014 590 3006
Ventersdorp Local Municipality
Switchboard tel: 018 264 2051 telefax
Postal address: Private Bag X1010 Ventersdorp 2710
Physical address: 1 Van Tonder Crescent Street
Municipal manager: L Ralekgetho (acting)
Tel: 018 264 2051 telefax
Fax: 018 264 2051 telefax
E-mail: [email protected]
Executive Mayor/Mayor: Cllr DC Lephoi
Email: [email protected] Tel: 018 264 2051 telefax
Fax: 018 264 2051 telefax
Central District Municipality, new name: Ngaka Modiri
Molema District Municipality
Switchboard tel: 018 381 9400
Postal address: Private Bag X2167 Mafikeng 2745
Physical address: Cnr Carrington Str & First Avenue
Municipal manager: T Ramphela
Tel: 018 381 9405
Fax: 018 381 4300
E-mail: [email protected]
Executive Mayor/Mayor: Cllr TB Gwabeni
Email: [email protected] Tel: 018 381 9407
Fax: 018 381 1790
Tswaing Local Municipality
Switchboard tel: 053 948 0900
Postal address: PO Box 24 Delareyville 2770
Physical address: Cnr General Delareyville &
Government Street
Municipal manager: MD Legoete
Tel: 053 948 0900
Fax: 053 948 1500
Executive Mayor/Mayor: Cllr M Tlhape Tel: 053 948 0900
Fax: 053 948 1500
235
SALGA
South African Local Government Association
WESTERN CAPE MUNICIPALITIES
Central Karoo District Municipality
Postal address: Private Bag X560, Beaufort West 6970
Physical address: 63 Donkin Street Beaufort West 6970
Switchboard tel: 023 449 1000
Municipal manager: Mr Josste (acting)
Tel: 023 449 1000
Fax: 023 415 1253
Email: [email protected]
Ex Mayor/Mayor: Cllr T Prince
Email: [email protected]
Tel: 023 449 1000
Fax: 023 415 1253
Cederberg Local Municipality
Postal address: Private Bag X2, Clanwilliam 8135 Physical address: 2A Voortrekker Road, Clanwilliam 8135 Switchboard tel: 027 482 8000 Municipal manager: GF Matthyse Tel: 027 482 8000 Fax: 027 482 1933 Email: [email protected] or
[email protected] Ex Mayor/Mayor: Cllr SC Newman Email: [email protected] Tel: 027 482 8000 Fax: 027 482 8000 Witzenberg Local Municipality
Postal address: PO Box 44 Ceres 6835
Physical address: 50 Voortrekker bStreet, Ceres, 6835 Switchboard tel: 023 316 1854 Municipal manager: Mr Shongwe (acting) Tel: 023 316 1854 Fax: 023 316 1877
Email: [email protected] or
[email protected] Ex Mayor/Mayor: Cllr K Klaasen Email: [email protected]
Tel: 023 316 8100 Fax: 023 316 8133
Oudtshoorn Local Municipality Postal address: PO Box 255 Physical address:Voortrekker Road, Oudtshoorn, 6620 Switchboard tel: 044 203 3000 Municipal manager: MN Pietersen Tel: 044 203 3005
Fax: 044 203 3042 Email: [email protected]
Ex Mayor/Mayor: Cllr D de Jager
Email: [email protected] Tel: 044 203 3005 Fax: 044 203 3042 Theewaterskloof Local Municipality Postal address: PO Box 24, Caledon, 7230 Physical address: Plein Street, Caledon, 7230 Switchboard tel: 028 214 3300 Municipal manager: HSD Wallace Tel: 028 214 3300 Fax: 028 214 1289 Email: [email protected]
Ex Mayor/Mayor: Cllr CB Punt Email: mayor @twk.org.za Tel: 028 214 3300 Fax: 028 214 1289
Swartland Local Municipality Postal address: P Bag X52 Malmesburg 7300 Physical address: Cnr Rainier and Church Street
Switchboard tel: 022 487 9400
Municipal manager: JJ Scholtz
Tel: 022 487 9400
Fax: 022 487 9440
Email: [email protected]
Ex Mayor/Mayor: Cllr AW Bredell
Email: [email protected]
Tel: 022 487 9400
Fax: 022 487 9440
West Coast District Municipality
Postal address: PO Box 242, Moorreesburg, 7310 Physical address: Long Street 58, Moorreesburg, 7310 Switchboard tel: 022 433 8400
Municipal manager: WP Rabbets
Tel: 022 433 8488
Fax: 086 692 6113
Email: [email protected] or
[email protected]
236
Bitou Local Municipality
Postal address: Private Bag X1002, Plettenberg Bay
Physical address: Sewell Street – Plettenberg Bay Switchboard tel: 044 501 3000 Municipal manager: T M Ngoqo
Tel: 044 501 3015 Fax: 044 533 6161 Email: [email protected] or [email protected]
Ex Mayor/Mayor: Cllr L L Mvimbi
Email: [email protected] Tel: 044 501 3013 Fax: 044 533 2490 Ex Mayor/Mayor: Cllr R Kirtshoff
Email: [email protected]
Tel: 022 433 8410
Fax: 086 692 6113
Prince Albert Local Municipality
Postal address: Private Bag X53, Prince Albert, 6930
Physical address: 33 Church Street, Prince Albert, 6930 Switchboard tel: 023 541 1320
Municipal manager: Mr Rossouw (acting)
Tel: 023 541 1320
Fax: 023 541 1321
Email: [email protected]
Ex Mayor/Mayor: Cllr N Benjamin (acting)
Email: [email protected] Tel: 023 541 1320
Fax: 023 541 1321
Beaufort West Local Municipality
Postal address: Private Bag 582, Beaufort West 6970 Physical address: 112 Donkin Street, Beaufort West 6970 Municipal manager: Jafta Booysen Tel: 023 414 8022 Fax: 023 415 1373
Email: [email protected] or
[email protected] Ex Mayor/Mayor: Cllr SM Motsoane
Email: [email protected] Tel: 023 414 8145 Fax: 023 415 1373 Overberg District Municipality
Postal address: Private Bag X22, Bredasdorp 7280
Physical address: 26 Dirkie Uys Street, Bredasdorp
Switchboard tel: 028 4251157
Municipal manager: R Butler (acting)
Tel: 028 425 1157
Fax: 028 425 1014
Email: [email protected] or [email protected]
Ex Mayor/Mayor: Cllr M Gillion
Email: [email protected]
Tel: 028 425 1157
Fax: 028 425 1014
Hessequa Local Municipality
Postal address: PO Box 29, Riversdale 6670 Physical address: Municipal Buildings,Van den Berg Street,
Riversdale 6670
Switchboard tel: 028 713 8000 Municipal manager: J Jacobs
Tel: 028 713 8000
Fax: 028 713 3146
Email: [email protected]
Ex Mayor/Mayor: Cllr C Taute
Email: [email protected]
Tel: 028 713 8000
Fax: 028 713 3146
Matzikama Local Municipality
Postal address: PO Box 98,Vredendal, 8160 Physical address: 37 Kerk Street,Vredendal, 8160 Switchboard tel: 027 201 3300
Municipal manager: DGI O’Neill
Tel: 027 201 3301
Fax: 027 213 3238
Email: [email protected] or
[email protected]
Ex Mayor/Mayor: Cllr P Bok
Email: [email protected]
Tel: 027 201 3337
Fax: 027 213 3238 237
SALGA
South African Local Government Association
Cape Winelands District Municipality
Switchboard tel: 086 126 5263 or 021 888 5130
Postal address: PO Box 100 Stellenbosch 7599
Physical address: 51 Trappe Street
Municipal manager: M Mgajo
Tel: 021 888 5130
Fax: 023 342 8442
E-mail: [email protected]
Ex Mayor/Mayor: Cllr CW Johnson
Email: [email protected] Tel: 023 348 2301
Fax: 023 342 8442
Breede Valley Local Municipality
Switchboard tel: 023 348-2600/2602
Postal address: Private Bag X3046 Worcester 6849
Physical address: Corner Baring & Hoog Street
Municipal manager: A Paulse
Tel: 023 348 2602
Fax: 023 342 6765
E-mail: [email protected]
Ex Mayor/Mayor: Cllr C Ntsomi
Email: [email protected]
Tel: 023 348 2854
Fax: 023 348 2853
Breede River Winelands Local Municipality
Switchboard tel: 023 615 8000
Postal address: Private Bag X2 Ashton 6715
Physical address: 28 Main Rd
Municipal manager: SA Mokweni
Tel: 023 615 8005
Fax: 023 615 1563
E-mail: [email protected]
Ex Mayor/Mayor: Cllr SJ Ngonyama
Email: [email protected]
Tel: 023 626 8205
Fax: 023 615 1563
Drakenstein Local Municipality
Switchboard tel: 021 807 4775/4500
Postal address: PO Box1 Paarl 7622
Physical address: Bergrivier Boulevard
Municipal manager: Dr ST Kabanyane
Tel: 021 807 4615
Fax: 021 872 3757
E-mail: [email protected]
Ex Mayor/Mayor: Cllr C Manuel
Email: [email protected]
Tel: 021 807 4752
Fax: 021 807 6228
Stellenbosch Local Municipality
Switchboard tel: 021 808 8111
Postal address: PO Box 17 Stellenbosch 7599
Physical address: 14 Plein Street
Municipal manager: D Daniels
Tel: 021 808 8025
Fax: 021 808 8026
E-mail: [email protected]
Ex Mayor/Mayor: Cllr P Swartz
Email: [email protected]
Tel: 021 808 8002
Fax: 021 808 8003
Cape Agulhas Local Municipality
Switchboard tel: 028 425 1919
Postal address: PO Box 51 Bredasdorp 7280
Physical address: 1 Dirkie Uys Street
Municipal manager: K Jordaan
Tel: 028 425 1919
Fax: 028 425 1019
E-mail: [email protected]
Ex Mayor/Mayor: Cllr R Mitchell
Email: [email protected] Tel: 028 425 1919
Fax: 028 425 1019
Overstrand Local Municipality
Switchboard tel: 028 313 8004
Postal address: PO Box 20 Hermanus 7200
Physical address: Magnolia Avenue
Municipal manager: Werner Zybrands
Tel: 028 313 8909
Fax: 028 313 8030
E-mail: [email protected]
Ex Mayor/Mayor: Cllr T Beyleveldt
Email: [email protected]
Tel: 028 313 8058
Fax: 028 313 8067
238
Swellendam Local Municipality
Switchboard tel: 028 514 1100
Postal address: PO Box 20 Swellendam 6740
Physical address: 49 Voortrekker Street
Municipal manager: W Hendricks
Tel: 028 514 1100
Fax: 028 514 2694
E-mail: [email protected]
Ex Mayor/Mayor: Cllr J Jansen
Email: [email protected]
Tel: 028 514 1100
Fax: 028 514 2694
Laingsburg Local Municipality
Switchboard tel: 023 551 1019
Postal address: Private Bag X4 Laingsburg 6900
Physical address:Van Riebeeck Street
Municipal manager: P Williams
Tel: 023 551 1019
Fax: 023 551 1019
Ex Mayor/Mayor: Cllr R Meyer Tel: 023 551 1019
Fax: 023 551 1019
Eden District Municipality
Switchboard tel: 044 803 1300
Postal address: PO Box 12 George 6530
Physical address: 54 York Street
Municipal manager: N Angel (acting)
Tel: 044 803 1445
Fax: 044 874 6626
E-mail: [email protected]
Ex Mayor/Mayor: Cllr AC Laws
Email: [email protected] Tel: 044 803 1301
Fax: 044 874 7064
George Local Municipality
Switchboard tel: 044 801 9111
Postal address: PO Box 19 George 6530
Physical address:York Street
Municipal manager: CM Africa
Tel: 044 801 9068
Fax: 044 801 9105
E-mail: [email protected]
Ex Mayor/Mayor: Cllr F de Swart (acting)
Email: [email protected] Tel: 044 801 9062
Fax: 044 801 9102
Knysna Local Municipality
Switchboard tel: 044 302-6300
Postal address: PO Box 21 Knysna 6570
Physical address: Clyde Street
Municipal manager: J Douglas
Tel: 044 302 6452
Fax: 086 658 9636
E-mail: [email protected]
Ex Mayor/Mayor: Cllr E Bouw-Spies
Email: [email protected] Tel: 044 302 6479
Fax: 086 658 9636
Mossel Bay Local Municipality
Switchboard tel: 044 606 5000/5001
Postal address: Private Bag X29 Mossel Bay 6500
Physical address: 101 Mars Street
Municipal manager: K Nicol
Tel: 044 606 5001
Fax: 044 606 5062
E-mail: [email protected]
Ex Mayor/Mayor: Cllr M Ferreira
Email: [email protected]
Tel: 044 606 5061
Fax: 044 606 5138
Kannaland Local Municipality
Switchboard tel: 028 551 1023/4
Postal address: PO Box 30 Ladismith 6655
Physical address: 32 Church Street
Municipal manager: KR de Langer
Tel: 028 551 1023/4
Fax: 028 551 1766
E-mail: [email protected]
Ex Mayor/Mayor: Cllr J Donson
Email: mayor2kannaland.co.za
Tel: 028 551 2299 (telefax)
Fax: 028 551 2299 (telefax)
239
SALGA
South African Local Government Association
Berg River Local Municipality
Switchboard tel: 022 913-1126
Postal address: PO Box 60 Piketberg 7320
Physical address: 12 Kerk Street
Municipal manager: G Louw Tel: 022 913 1126
Fax: 022 913 1380
E-mail: [email protected]
Ex Mayor/Mayor: Cllr S Claasen
Email: [email protected] Tel: 022 913 1126
Fax: 022 913 1380
City of Cape Town Metropolitan Municipality
Switchboard tel: 021 400 1111
Postal address: Private Bag X9181 Cape Town 8000
Physical address: 12 Hertzog Boulevard, 5th Floor, Podium
Block, Civic Centre
Municipal manager: A Ebrahim
Tel: 021 400 1330
Fax: 021 400 1332
E-mail: [email protected]
Ex Mayor/Mayor: Cllr H Zille
Email: [email protected]
Tel: 021 400 1300
Fax: 021 400 1313
Saldanha Bay Local Municipality
Switchboard tel: 022 701 7000 Postal address: Private Bag X12 Vredenburg 7380
Physical address: 12 Main Street
Municipal manager: H Snyders
Tel: 022 701 7097
Fax: 022 713 5666
E-mail: [email protected]
Ex Mayor/Mayor: Cllr O de Beer
Email: [email protected]
Tel: 022 701 7103
Fax: 022 713 3805
240