Common use of Key Performance Indicators Clause in Contracts

Key Performance Indicators. Key Performance Indicators are linked to the functional development priorities as contained in the Employers Integrated Development Plan. Deletions and additions shall be done in consultation with the employee, within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) and should therefore form part of this section of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20

Key Performance Indicators. Key The Performance Indicators Plan sets out the performance objectives and targets which are linked to based on the functional development priorities as contained in the Employers Integrated Development Plan, Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of the Employer, and includes key performance indicators, units of measure, details of evidence that must be provided to show that the indicator has been achieved, target dates and weightings which show the relative importance of key performance indicators to one another. Deletions T1 Municipal Institutional Development and additions shall be done Transformation To ensure institutional sustainability To create an administration capable of delivering on service excellence. The percentage of the municipality's personnel budget actually spent on implementing its Workplace Skills Plan by 30 June in consultation terms of the WSDL Act. {(Actual amount spent on training/total personnel budget)x100} % of the personnel budget spent on training All Report from financial system 1.00% 1.00% 0.00% 0.00% 0.00% 1.00% 4 T2 Good Governance and Public Participation To ensure good governance To create a culture of good governance Implement 85% of the RBAP for 2022/23 by 30 June {(Number of audits and tasks completed for the period/ Number of audits and tasks identified in the RBAP % of audits and tasks completed in terms of the RBAP All Quarterly Internal Audit progress report to the MM and Audit Committee 85% 81.10% 12.00% 30.00% 55.00% 85.00% 4 REF NATIONAL KPA STRATEGIC GOAL STRATEGIC OBJECTIVE KPI NAME UNIT OF MEASUREMENT XXXX XXX RISK ANNUAL TARGET BASE LINE Q1 Q2 Q3 Q4 WEIGHT )x100} T3 Local Economic Development To promote local economic development in the Cape Agulhas Municipal Area Create FTE's through government expenditure with the employee, within EPWP by 30 June Number of FTE's created All Provincial report issued 104 102 0 0 0 104 4 REF NATIONAL KPA STRATEGIC GOAL STRATEGIC OBJECTIVE KPI NAME UNIT OF MEASUREMENT XXXX XXX RISK ANNUAL TARGET BASE LINE Q1 Q2 Q3 Q4 WEIGHT 2022. T6 Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of delivering on service excellence. Comply with the parameters Municipal Staff Regulations and enhance organisational efficiency through the conclusion of applicable performance agreements with all staff as set out in Section 32 by 30 July. % of performance agreements concluded with staff All Performance agreements of staff 100% New KPI 100% 0 0 0 4 T7 Basic Service Delivery To ensure access to equitable affordable and sustainable municipal performance legislation. Ref KPA KPI Unit services for all citizens To promote social and youth development 95% of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full available budget (grant) spent and committed for the implementation of the mSCOA project RSEP Programme (Xxxxx Xxxxxxx Urban Park) by 30 June 2017 Quarterly feedback reports % of RSEP grant allocation for financial year spent and committed. 3 Report from financial system 95.00% 95.00% 0% 0 0 95.00% 4 T8 Good Governance and Public Participation To ensure good governance To create a culture of good governance Submit an updated land audit with maps to Council by 30 September 2022. Number of land audits submitted to Council All Programme and attendance register 1 0 1 0 0 0 4 REF NATIONAL KPA STRATEGIC GOAL STRATEGIC OBJECTIVE KPI NAME UNIT OF MEASUREMENT XXXX XXX RISK ANNUAL TARGET BASE LINE Q1 Q2 Q3 Q4 WEIGHT Participation governance Council on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing progress made with the implementation of Council Resolutions resolutions council MM D3 Good Governance and Public Participation To ensure good governance To create a culture of good governance Formal evaluation of the performance of directors in terms of their signed agreements by November and March Number of formal evaluations completed All Evaluation report and signed scoring sheets 6 6 0 3 3 0 2 MM D5 Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of delivering on service excellence. Weekly sign-off subordinates time cards electronically on the Kronos System % of timecards electronically signed-off All Report generated from the system 100 100 100 100 100 100 2 MM D6 Good Governance and Public Participation To ensure good governance To create a quarterly basis No culture of Quarterly Reports good governance Compile and submit the draft performance agreements of S57 managers to the Mayor within 14 days after the budget has been approved Number of agreements compiled and submitted All Proof of submission 4 4 0 0 0 4 3 MM D7 Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of delivering on service Formal evaluations of the performance of all managers % of managers / direct reports for whom formal evaluations All PMS evaluation report and individual score sheets 100% 100% 100% 0 100% 0 3 REF NATIONAL KPA STRATEGIC GOAL STRATEGIC OBJECTIVE KPI NAME UNIT OF MEASUREMENT XXXX XXX RISK ANNUAL TARGET BASE LINE Q1 Q2 Q3 Q4 WEIGHT excellence. and direct reports in the Department who were employed for the full 6 month period under review by 30 January and 30 August in terms of the MSR were completed MM D8 Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of delivering on service excellence. Conclusion of a performance agreement with all managers and direct reports in the Department in terms of the MSR by 30 July % of managers and direct reports whom performance agreements have been concluded with. All % of managers and direct reports whom performance agreements have been concluded with. 100% New KPI 100% 0 0 0 2 MM D9 Good Governance and Public Participation To ensure good governance To create a culture of good governance Develop an institutional strategy and implementation plan that details the annual deliverables for each year of the term of Council for submission to Council by 30 September 2022. Number of institutional strategies submitted to Council Resolutions Report with corrective instructions 4 All Council agenda 1 New KPI 1 1 1 10 Ref KPA KPI Unit 0 0 0 3 SDBIP Graph Municipal Financial Viability and Management To improve the financial viability of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD the Municipality and ensure its long term To provide effective financial, asset and procurement management Effective Management management and supervision of the Corporate Services Department SDBIP on the KPI’s of the Sub Directorate: 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 2 REF NATIONAL KPA STRATEGIC GOAL STRATEGIC OBJECTIVE KPI NAME UNIT OF MEASUREMENT XXXX XXX RISK ANNUAL TARGET BASE LINE Q1 Q2 Q3 Q4 WEIGHT financial sustainability Finance and Information Technology Services SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Development of the Directorate 80% 80% 80% 80% 80% 5 FS BSD sustainable vibrant human settlements Effective Management management and supervision of the Financial SDBIP on the KPI’s of the Sub Directorate: Management Services Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 2 SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens To maintain infrastructure and undertake development of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD bulk infrastructure to ensure sustainable service delivery. Effective Management management and supervision of the Planning and Development Department SDBIP on the KPI’s of the Sub Directorate: Infrastructure Services 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 2 SDBIP Graph Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of delivering on service excellence. Effective management and supervision of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by SDBIP on the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent KPI’s of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) Sub Directorate: Human Resource and should therefore form part of this section Organisational Development 90% of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and project Report 90% 90% 90% 90% 90% 90% 2 SDBIP Graph Local Economic Development To promote local economic development in the Cape Agulhas Municipal Area To create an enabling environment for economic growth and development Effective management Skills and supervision of the SDBIP on the KPI’s of the Sub Directorate: LED and 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 2 REF NATIONAL KPA STRATEGIC GOAL STRATEGIC OBJECTIVE KPI NAME UNIT OF MEASUREMENT XXXX XXX RISK ANNUAL TARGET BASE LINE Q1 Q2 Q3 Q4 WEIGHT Tourism SDBIP Graph Good Governance and Public Participation To ensure good governance To create a culture of good governance Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Strategic Services 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 2 SDBIP Graph Good Governance and Public Participation To ensure good governance To create a culture of good governance Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Internal Audit 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 2 Other key performance areas Good Governance and Public Participation To ensure good governance To create a culture of good governance Innovations in respect of governance Representation on and liaison with IGR structures to solicit support for the Municipality to enable it to achieve its objectives All Presentation to the individual evaluation committee 1 90% 0 0 0 1 4 Other key performance areas Good Governance and Public Participation To ensure good governance To create a culture of good governance Innovations in respect of governance Report to plan, manage, monitor council on the implementation of an international twinning agreement. All Report to Council and evaluate specific activities presentation to the evaluation committee 1 XX 0 0 0 0 0 Xxxxx key performance areas Good Governance and Public Participation To ensure good governance To create a culture of good governance Innovations in order to ensure that policies are implemented respect of governance Attend and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within actively participate in the constraints of a budget. This includes being able to plan a budget at the beginning AG Audit Steering Committee meetings All Minutes of the financial year, controlling costs throughout AG Audit Steering Committee / Presentation to evaluation committee 1 XX 0 0 0 0 0 Xxxxx key Good To ensure To create a Innovations in Implement All Presentation 1 NA 0 0 0 1 4 performance areas Governance and Public Participation good governance culture of public participation and empower communities to participate in the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals affairs of the department Municipality respect of good governance and ultimately public participation innovative ways of enhancing public participation in the municipality 5 Core Managerial Skill Select prov. level first IDP amendment (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs First IDP of the customer and then meeting those needs. At a minimum employees are required new Council) to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20evaluation committee TOTAL 80

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. The bold CCR’s are compulsory DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Water and Wastewater Services Percentage of indicators of the Department: Water and Wastewater Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Infrastructure Planning, Development and Implementation Percentage of indicators of the Department: Infrastructure Planning, Development and Implementation achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Roads, Transport and Storm Water (RTS) Percentage of indicators of the Department: Roads, Transport and Storm Water (RTS) achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Electrical Services Percentage of indicators of the Department: Electrical Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Waste Services Percentage of indicators of the Department: Waste Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 KPI016 Green and Sustainable Valley Conduct an external audit of the Stellenbosch Municipality Waste Disposal Facilities Number of external audits of the Stellenbosch Municipality Waste Disposal Facilities conducted by 30 June Output 1 1 per annum 1 Audit report SM N/A N/A N/A 1 1 KPI073 Green and Sustainable Valley Implementation of identified waste minimisation projects Number of identified waste minimisation projects implemented by 30 June Output New indicator 2 per annum 2 Waste minimisation report submitted to the Municipal Manager SM N/A N/A 1 (1) 1 (2) 1 KPI019 Green and Sustainable Valley Waste water quality managed and measured ito the SANS Accreditation physical and micro parameters Percentage waste water quality compliance as per analysis certificate measured by 30 June Outcome 72.72% 75% per annum 70% Report submitted by the service provider and report from GDS system SM N/A N/A N/A 80% 2 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 KPI081 Green and Sustainable Valley Reduce organic waste Percentage of organic waste reduced by 30 June Outcome New indicator 20% per annum 20% Weighbridge data and monthly progress reports SM N/A N/A N/A 20% 1 KPI082 Green and Sustainable Valley Submission of an Integrated Waste Management Plan to the MayCo Number of Integrated Waste Management Plans submitted to the MayCo by 31 March Output New KPI 1 per annum 1 Proof of submission of the Integrated Waste Management Plan to the MayCo SM N/A N/A 1 N/A 1 KPI037 Dignified Living Provision of waterborne toilet facilities Number of waterborne toilet facilities provided by 30 June Output 69 50 per annum 50 Completion certificates SM N/A 20 (20) N/A 50 (50) 2 KPI040 Dignified Living Limit unaccounted electricity to less than 9% annually {(Number of Electricity Units Purchased and/or Generated - Number of Electricity Units Sold(incl. Free basic electricity)) / Number of Electricity Units Purchased and/or Generated) x 100} Percentage average electricity losses measured by 30 June Outcome 7.55% <9% per annum <9% Monthly Eskom Accounts and Vending Reports from service provider and Notes to the AFS and monthly and annual Consumption reports generated by the Finance Department SM N/A N/A N/A <9% 1 KPI041 Dignified Living Water quality managed and measured quarterly ito the SANS 241 physical and micro parameters Percentage water quality level as per analysis certificate measured quarterly Outcome 99.90% 90% per annum 90% Quarterly Supply System Drinking Water Quality Report - DWA Blue Drop System (BDS) SM 90% 90% 90% 90% 1 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 KPI042 Dignified Living Limit unaccounted water to less than 25% Average percentage water losses measured by 30 June Outcome 28% <25% per annum <25% Quarterly water balance sheet and Monthly Consumption Report SM N/A N/A N/A <25% 2 KPI071 Good governance and Compliance Revised Electrical Master Plan submitted to Council Number of Revised Electrical Master Plans submitted to Council by 30 June Output 1 1 per annum 1 Proof of submission of the Revised Electrical Master Plan to Council SM N/A N/A N/A 1 1 TBC Good governance and Compliance Spend the Directorate: Infrastructure Services approved Capital Budget Percentage of approved Capital Budget of the Directorate: Infrastructure Services actually spent by 30 June Input 88.42% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 20 TBC Good governance and Compliance Submission of final bid specifications for all managerscapital projects to the Bid Specification Committee (BSC) (2021/22) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 June (50% by 31 March 2021 and 100% by 30 June 2021. Annexure B describes For the different proficiency levels 2021/22 financial year) Output New indicator 100% per annum 100% Reconciliation report from SCM SM N/A N/A 50% 100% 10 TBC Good governance and Compliance Submission of detailed procurement needs for each Core Competency Requirements all operational projects to the Supply Chain Management (CCRsSCM) and should therefore form part Department Number of this section quarterly detailed procurement needs submitted to SCM 10 days before start of the quarter Output New indicator 4 per annum 4 Proof of submission to SCM SM 1 (1) 1 (2) 1 (3) 1 (4) 1 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Performance Planagreements signed with all identified personnel Number of performance agreements signed by 31 August Output 100% 5 per annum 5 Signed performance agreements submitted to the PMS Unit SM 5 N/A N/A N/A 1 TBC Good governance and Compliance Conduct formal performance evaluations with all identified personnel Number of formal performance evaluations conducted with all identified personnel by 28 February Output 100% 10 per annum 10 Ignite performance evaluations reports SM N/A N/A 10 N/A 1 TBC Good governance and Compliance Develop Annual Departmental Risk Register Number of Annual Risk Registers developed by 31 July Output 1 1 per annum 1 Annual Departmental Risk Register submitted to the Risk Management Unit SM 1 N/A N/A N/A 1 TBC Good governance and Compliance Evaluation of the Departmental Risk Register Number of Departmental Risk Registers evaluated by 31 May Output 4 2 per annum 2 Proof of risk evaluations submitted to the Risk Management Unit SM N/A 1 (1) N/A 1 (2) 1 TBC Good governance and Compliance Implementation of Council resolutions Percentage of resolutions implemented measured quarterly Output 70% 70% per annum 70% Council Resolution Register SM 70% 70% 70% 70% 2 TBC Good governance and Compliance Attendance of quarterly Occupation Health and Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output 4 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 1 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Core Managerial Skill Select prov. level Strategic Focus Area (refer Annexure BSFA) Definition Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Programme Q1 Q2 Q3 Q4 TBC Good governance and project management Skills Compliance Raise / Collect Operating Budget revenue of the Department: Infrastructure Services as per approved budget Percentage of the Department: Infrastructure Services revenue raised / collected by 30 June Outcome New KPI 96% per annum 96% Report from the Financial System SM 25% 50% 75% 96% 2 TBC Green and Sustainable Valley Implementation of the Non-Motorised Transport Plan (NMT) Percentage of actions implemented for the 2020/21 financial year as per the NMT by 30 June Outcome New KPI 90% per annum 90% Report to enable the individual to plan, manage, monitor Municipal Manager SM 5% 30% 60% 90% 2 TBC Green and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints Sustainable Valley Submission of a budget. This includes being able Green Energy Strategy to plan a budget at the beginning Municipal Manager Number of Green Energy Strategies submitted to the Municipal Manager by 31 March Output New KPI 1 per annum 1 Proof of submission to the Municipal Manager SM N/A N/A 1 N/A 1 TBC Green and Sustainable Valley Implementation of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact Integrated Waste Management Plan Percentage of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate actions implemented for the audience in order 2020/21 financial year as per the Integrated Waste Management Plan by 30 June Outcome New KPI 90% per annum 90% Report to explain, persuade, convince the Municipal Manager SM 5% 30% 60% 90% 1 TBC Good governance and influence others Compliance Resolve formal complaints received Percentage of formal complaints received within 10 working days after receipt Outcome New KPI 90% per annum 90% Complaints register SM 90% 90% 90% 90% 2 TBC Green and Sustainable Valley Submission of a Parking Facilities Plan for the Stellenbosch Town to achieve the desired outcomesMunicipal Manager Number of Parking Facilities Plans for the Stellenbosch Town submitted to the Municipal Manager by 30 June Output New KPI 1 per annum 1 Proof of submission to the Municipal Manager SM N/A N/A N/A 1 1 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. 0 Accountability Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and ethical conduct Must be able Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Green and Sustainable Valley Submission of a Park and Ride Master Plan to display MayCo Number of Park and build Ride Master Plans submitted to MayCo by 31 March Output New KPI 1 per annum 1 Proof of submission to MayCo SM N/A N/A 1 N/A 1 TBC Green and Sustainable Valley Submission of a Waste to Energy Strategy to the highest standards Municipal Manager Number of ethical Waste to Energy Strategies submitted to the Municipal Manager by 31 December Output New KPI 1 per annum 1 Proof of submission to the Municipal Manager SM N/A 1 N/A N/A 1 TBC Green and moral conduct in order Sustainable Valley Submission of a Waste Diversion Strategy to promote confidence the MayCo Number of Waste Diversion Strategies submitted to the MayCo by 31 March Output New KPI 1 per annum 1 Proof of submission to the MayCo SM N/A N/A 1 N/A 1 TBC Green and trust in Sustainable Valley Submission of a Comprehensive Integrated Transport Plan (CITP) to the municipality 0 MayCo Number of CITPs submitted to the MayCo by 31 March Output New KPI 1 per annum 1 Proof of submission to the MayCo SM N/A N/A 1 N/A 1 TBC Green and Sustainable Valley Submission of a Revised Non-motorised Plan (NMT) to the MayCo Number of Revised NMTs submitted to the MayCo by 31 December Output New KPI 1 per annum 1 Proof of submission to the MayCo SM N/A 1 N/A N/A 1 Total 2080 Ref Leading and Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and leadership 1.66%

Key Performance Indicators. Key The Performance Indicators Plan sets out the performance objectives and targets which are linked to based on the functional development priorities as contained in the Employers Integrated Development Plan. Deletions , Service Delivery and additions shall Budget Implementation Plan (SDBIP) and the Budget of the Employer, and includes key performance indicators, units of measure, details of evidence that must be done in consultation with provided to show that the employeeindicator has been achieved, within target dates and weightings which show the parameters relative importance of applicable municipal key performance legislationindicators to one another. Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Source Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight XX00 Xxxxxxxxx Transformation and Institutional Development To ensure institutional sustainability To create an administration capable of Evidence delivering on service excellence. The percentage of the municipality's personnel budget actually spent on implementing its Workplace % of the personnel budget spent on training All 1% per the SDL Act Report from financial system % 1 0 0 0 1 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Sept- 16 Dec-16 Mar-17 Jun-17 Q1 Q2 Q3 Q4 Weight TL3 GGPP Oversee Skills Plan by 30 June 2019 in terms of the full WSDL Act. {(Actual amount spent on training/total personnel budget)x100} XX00 Xxxx Governance and Public Participation To ensure good governance and institutional sustainability To create an administration capable of delivering on service excellence. Implement the RBAP for 2017/18 by 30 June 2019{(Number of audits and tasks completed for the period/ Number of audits and tasks identified in the RBAP )x100} % of audits and tasks completed in terms of the RBAP All 0.811 Minutes of the Audit Committee % 85 10 30 50 85 XX00 Xxxxx Service Delivery To ensure access to To maintain infrastructure Establish a regional Number of steering New KPI No 1 1 0 0 0 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight equitable affordable and sustainable municipal services for all citizens and undertake development of bulk infrastructure to ensure sustainable service delivery. steering committee for the implementation of the mSCOA project shared landfill site report by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee September 2018 committees and meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA Xxx Xxxxxxxx XXX IDP Goal Strategic Objective KPI Name Unit of Measurement Source Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight D5 Local Economic Development To promote local economic development in the Cape Agulhas Municipal Area To create an enabling environment for economic growth and development Weekly sign-off subordinates time cards electronically on the Kronos System % of Evidence timecards electronically signed-off All 1 Report generated from the system % 100 100 100 100 100 D7 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Formal evaluation of the performance of all personnel in the division who were employed for the full 6 month period under review by 30 September and 28 February % of personnel for whom formal evaluations were completed All 1 PMS evaluation report and individual score sheets % 100 100 0 100 0 D8 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Develop and sign performance development plans with all personnel in the division before 30 September % signed performance development plans submitted to HR All 1 Ignite PMS report and Signed agreements and development plans % 100 100 0 0 0 SDBIP Graph Municipal Financial Viability and To improve the financial viability of To provide effective financial, Effective management and supervision 90% of the KPI’s of the Sub All 90 Updated SDBIP and Report % 90% 90 90 90 90 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Sept- 16 Dec-16 Mar-17 Jun-17 Q1 Q2 Q3 Q4 Weight CS BSD Management the Municipality and ensure its long term financial sustainability asset and procurement management of the SDBIP on the KPI’s of the Sub Directorate: Finance and Information Technology Services Directorate have been met as per IGNITE Dashboard SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Development of sustainable vibrant human settlements Effective Management management and supervision of the Corporate SDBIP on the KPI’s of the Sub Directorate: Management Services Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All 90 Updated SDBIP and Report % 90% 90 90 90 90 SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens To maintain infrastructure and undertake development of the Directorate 80% 80% 80% 80% 80% 5 FS BSD bulk infrastructure to ensure sustainable service delivery. Effective Management management and supervision of the Financial SDBIP on the KPI’s of the Sub Directorate: Infrastructure Services Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All 90 Updated SDBIP and Report % 90% 90 90 90 90 SDBIP Graph Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD delivering on service excellence. Effective Management management and supervision of the Planning SDBIP on the KPI’s of the Sub Directorate: Human Resource and Organisational Development Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All 90 Updated SDBIP and Report % 90% 90 90 90 90 SDBIP Graph Local Economic Development To promote local economic development in the Cape To create an enabling environment for economic growth and Effective management and supervision of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by SDBIP on the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent KPI’s of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) and should therefore form part of this section 90% of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning KPI’s of the financial year, controlling costs throughout the year by allocating resources appropriately Sub Directorate have been All 90 Updated SDBIP and understanding Report % 90% 90 90 90 90 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight Agulhas Municipal Area development Sub Directorate: Socio Economic Development met as per IGNITE Dashboard SDBIP Graph Good Governance and anticipating the impact Public Participation To ensure good governance and institutional sustainability To create an administration capable of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver delivering on service delivery commitmentsexcellence. 0 Knowledge Effective management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals supervision of the department and ultimately SDBIP on the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs KPI’s of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs Sub Directorate: Strategic Services 90% of the customer KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All 90 Updated SDBIP and providing Report % 90% 90 90 90 90 SDBIP Graph Good Governance and Public Participation To ensure good governance and institutional sustainability To create an appropriate administration capable of delivering on service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve excellence. Effective management and supervision of the SDBIP on the way things are done KPI’s of the Sub Directorate: Internal Audit 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All 90 Updated SDBIP and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20Report % 90% 90 90 90 90

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. The bold CCR’s are compulsory for all managersMUNICIPAL MANAGER IDP/ Ref No. Annexure B describes the different proficiency levels for each Core Competency Requirements Strategic Focus Area (CCRsSFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and should therefore form part of this section Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Performance PlanDirector: Corporate Services Percentage of indicators of the Director: Corporate Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Chief Financial Officer Percentage of indicators of the Chief Financial Officer achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 MUNICIPAL MANAGER IDP/ Ref No. Core Managerial Skill Select provStrategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Director: Planning and Economic Development Percentage of indicators of the Director: Planning and Economic Development achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Director: Infrastructure Services Percentage of indicators of the Director: Infrastructure Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Director: Community and Protection Services Percentage of indicators of the Director: Community and Protection Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Chief Audit Executive Percentage of indicators of the Chief Audit Executive achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Senior Manager: Governance Percentage of indicators of the Senior Manager: Governance achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 3 MUNICIPAL MANAGER IDP/ Ref No. level Strategic Focus Area (refer Annexure BSFA) Definition Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Programme Q1 Q2 Q3 Q4 KPI058 Good governance and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work Compliance Employment equity appointments made within the constraints financial year in the three highest levels of a budget. This includes being able management Percentage of employment equity appointments made within the financial year in the three highest levels of management, measured by 30 June Outcome 50% 75% per annum 75% Employment Equity Report SM N/A N/A N/A 75% 2 KPI062 Good governance and Compliance Revised Risk-Based Audit Plan (RBAP) submitted to plan a budget at the beginning Audit Committee Number of Revised RBAPs submitted to the Audit Committee by 30 June Output 1 1 per annum 1 Proof of submission of the financial year, controlling costs throughout RBAP to the year Audit Committee SM N/A N/A N/A 1 4 KPI063 Good governance and Compliance Audit Action Plan (AAP) submitted to the Audit Committee Number of Audit Action Plans submitted to the Audit Committee by allocating resources appropriately 28 February Output 1 1 per annum 1 Proof of submission of the AAP to the Audit Committee SM N/A N/A 1 N/A 4 KPI064 Good governance and understanding Compliance Revised Risk Register (RR) submitted to the Risk Management Committee Number of Revised Risk Registers submitted to the Risk Management Committee by 30 June Output 1 1 per annum 1 Proof of submission of the RR to the Risk Management Committee SM N/A N/A N/A 1 4 KPI067 Good governance and anticipating Compliance Draft Integrated Development Plan (IDP) submitted to Council Number of Draft IDPs submitted to Council by 31 March Output 1 1 per annum 1 Proof of submission of the impact Draft IDP to Council SM N/A N/A 1 N/A 4 MUNICIPAL MANAGER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of other departments on own budget Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and adopting where necessary. 5 Change Management Skills to initiate Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge Compliance Implementation of Council regulations, by-laws resolutions Percentage of resolutions implemented measured quarterly Output 70% 70% per annum 100% Council Resolution Register SM 70% 70% 70% 70% 3 TBC Good governance and policies, National, Provincial Compliance Attendance of quarterly Occupation Health and Local Government structures Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output New indicator 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 2 Ref Leading and applicable legislation. 0 Problem solving Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. The bold CCR’s are compulsory CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Financial Management Services Percentage of indicators of the Department: Financial Management Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Revenue and Expenditure Percentage of indicators of the Department: Revenue and Expenditure achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Supply Chain Management (SCM) Percentage of indicators of the Department: Supply Chain Management (SCM) achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 KPI039 Dignified Living Registered indigent formal households with access to free basic water (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage registered indigent formal households with access to free basic water, measured quarterly Outcome 100% 100% per annum 100% Indigent Register SM 100% 100% 100% 100% 1 KPI043 Dignified Living Registered indigent formal households with access to free basic electricity provided by the Municipality (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage of registered indigent formal households with access to free basic electricity provided by the Municipality, measured quarterly Output 71% 100% per annum 100% Prepaid Electricity Service Provider Report SM 65% 65% 65% 65% 1 KPI044 Dignified Living Registered indigent formal households with access to free basic refuse removal (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage of registered indigent formal households with access to free basic refuse removal, measured quarterly Output 100% 100% per annum 100% Indigent Register SM 100% 100% 100% 100% 1 KPI045 Dignified Living Registered indigent formal households with access to free basic sanitation (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage of registered indigent formal households with access to free basic sanitation, measured quarterly Output 100% 100% per annum 100% Indigent Register SM 100% 100% 100% 100% 1 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 KPI074 Dignified Living Formal households with access to water (NKPI Proxy - MSA, Reg. S10(a)) Number of formal households with access to water, measured quarterly Output 26 088 26 500 per annum 26 500 ValuProp report SM 26 500 26 500 26 500 26 500 1 KPI075 Dignified Living Formal households with access to electricity (NKPI Proxy - MSA, Reg. S10(a)) Number of formal households with access to electricity, measured quarterly Output 26 088 24 000 per annum 24 000 Itron management report SM 24 000 24 000 24 000 24 000 1 KPI076 Dignified Living Formal households with access to refuse removal (NKPI Proxy - MSA, Reg. S10(a)) Number of formal households with access to refuse removal, measured quarterly Output 26 088 26 500 per annum 26 500 ValuProp report SM 26 500 26 500 26 500 26 500 1 KPI077 Dignified Living Formal households with access to sanitation (NKPI Proxy - MSA, Reg. S10(a)) Number of formal households with access to sanitation, measured quarterly Output 26 088 26 500 per annum 26 500 ValuProp report SM 26 500 26 500 26 500 26 500 1 KPI055 Good governance and Compliance Financial viability measured in terms of the available cash to cover fixed operating expenditure (NKPI Proxy - MSA, Reg. S10(g)(iii)) Cost coverage as at 30 June annually [(Cash and Cash Equivalents - Unspent Conditional Grants - Overdraft) + Short Term Investment) / Monthly Fixed Operational Expenditure excluding (Depreciation) Outcome 4.7 4 per annum 4 (months) Financial Statements SM N/A N/A N/A 4 (months) 2 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 KPI056 Good governance and Compliance Achieve an average payment percentage of 96% by 30 June (Gross Debtors Opening Balance + Billed Revenue - Gross Debtors Closing Balance - Bad Debts Written Off) / Billed Revenue x 100 (Gross Debtors Opening Balance + Billed Revenue - Gross Debtors Closing Balance - Bad Debts Written Off) / Billed Revenue x 100 Outcome 100.24% 96% per annum 96% Debtors transaction summary: BS- Q909E extract generated from the Samras Financial System SM N/A N/A N/A 96% 2 KPI057 Good governance and Compliance Actual expenditure on the approved Capital Budget for the Municipality by 30 June (NKPI - MSA, Reg. S10(c)) Percentage of approved Capital Budget for the Municipality actually spent by 30 June Input 87.82% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 3 KPI060 Good governance and Compliance Financial viability measured in terms of the Municipality's ability to meet its service debt obligations (NKPI Proxy - MSA, Reg. S10(g)(i)) Debt coverage ratio ((Total operating revenue - operating grants received) / (Debt service payments due within the year)) measured by 30 June Outcome 43.3% 15% per annum 15% Annual Financial Statements, supported by figures as per the SAMRAS financial system SM N/A N/A N/A 15% 1 KPI061 Good governance and Compliance Financial viability measured in terms of the outstanding service debtors (NKPI Proxy - MSA, Reg. S10(g)(ii)) Service debtors to revenue ratio – (Total outstanding service debtors / revenue received for services) measured by 30 June Outcome 20% 27% per annum 27% Annual Financial Statements, supported by figures as per the SAMRAS financial system SM N/A N/A N/A 27% 1 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Spend the Directorate: Financial Services approved Capital Budget Percentage of approved Capital Budget of the Directorate: Financial Services actually spent by 30 June Input 89.25% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 20 TBC Good governance and Compliance Submission of final bid specifications for all managerscapital projects to the Bid Specification Committee (BSC) (2021/22) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 June (50% by 31 March 2021 and 100% by 30 June 2021. Annexure B describes For the different proficiency levels 2021/22 financial year) Output New indicator 100% per annum 100% Reconciliation report from SCM SM N/A N/A 50% 100% 10 TBC Good governance and Compliance Submission of detailed procurement needs for each Core Competency Requirements all operational projects to the Supply Chain Management (CCRsSCM) and should therefore form part Department Number of this section quarterly detailed procurement needs submitted to SCM 10 days before start of the quarter Output New indicator 4 per annum 4 Proof of submission to SCM SM 1 (1) 1 (2) 1 (3) 1 (4) 2 TBC Good governance and Compliance Performance Planagreements signed with all identified personnel Number of performance agreements signed by 31 August Output 100% 3 per annum 3 Signed performance agreements submitted to the PMS Unit SM 3 N/A N/A N/A 1 TBC Good governance and Compliance Conduct formal performance evaluations with all identified personnel Number of formal performance evaluations conducted with all identified personnel by 28 February Output 100% 6 per annum 6 Ignite performance evaluations reports SM N/A N/A 6 N/A 1 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Resolve formal financial complaints received Percentage of formal financial complaints received within 10 working days after receipt Outcome New KPI 90% per annum 90% Complaints register SM 90% 90% 90% 90% 2 TBC Good governance and Compliance Awarding of Municipal Tenders Percentage of Municipal Tenders awarded within 90 days after receipt by SCM Outcome New KPI 90% per annum 90% SCM Tender Register SM 90% 90% 90% 90% 2 TBC Good governance and Compliance Implementation of agreed actions as per the AGSA Audit Action Plan Percentage of agreed actions as per the AGSA Audit Action Plan implemented by 30 June Outcome New KPI 100% per annum 100% AGSA Audit Action Plan SM N/A N/A 50% 100% 2 Total 80 Ref Leading and Core Managerial Skill Select prov. level Competencies (refer Annexure BJanuary) Definition Weight Programme 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Development Management Percentage of indicators of the Department: Development Management achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 6 DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Development Planning Percentage of indicators of the Department: Development Planning achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Integrated Human Settlements Percentage of indicators of the Department: Integrated Human Settlements achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 6 KPI007 Valley of Possibility The bold CCR’s are compulsory number of jobs created through the Municipality's local economic development initiatives including capital projects (NKPI Proxy - MSA, Reg. S10(d)) Number of job opportunities created through the Municipality's local economic development initiatives including capital projects by 30 June Outcome 695 300 per annum 300 EPWP reporting system SM 50 (50) 100 (100) 200 (200) 300 (300) 6 KPI008 Valley of Possibility Land-use applications submitted to the Municipal Planning Tribunal within 120 days Percentage of land- use applications submitted to the Municipal Planning Tribunal within 120 days after date of receipt of application Outcome New indicator 90% per annum 90% Proof of submission to the Municipal Planning Tribunal SM 90% 90% 90% 90% 3 KPI009 Valley of Possibility Training opportunities provided for entrepreneurs and Small, Medium and Micro Enterprises (SMMEs) Number of quarterly training opportunities provided for entrepreneurs and SMMEs Output 4 4 per annum 4 Attendance Registers SM 1 (1) 1 (2) 1 (3) 1 (4) 2 DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 KPI012 Valley of Possibility Revised Housing Pipeline (document) submitted to the Mayoral Committee (MayCo) Number of Revised Housing Pipelines (documents) submitted to the MayCo by 31 March Output 1 1 per annum 1 Proof of submission of the Revised Housing Pipeline (document) to the MayCo SM N/A N/A 1 N/A 2 KPI018 Green and Sustainable Valley Building applications processed within the prescribed / legislated period Percentage of building plans processed within the prescribed / legislated period Outcome 90% per annum 90% Building plan application register SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Spend the Directorate: Planning and Economic Development approved Capital Budget Percentage of approved Capital Budget of the Directorate: Planning and Economic Development actually spent by 30 June Input 79.93% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 20 TBC Good governance and Compliance Capital spending committed on the financial management system Percentage the approved Capital Budget committed by on the financial system by 31 March (30% by September, 60% by December and 90% by March) Input New indicator 90% per annum 90% Report from the financial system SM 30% 60% 90% N/A 4 TBC Good governance and Compliance Submission of final bid specifications for all managerscapital projects to the Bid Specification Committee (BSC) (2019/20) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 September (50% by 31 July and 100% by 30 September) Output New indicator 100% per annum 100% Reconciliation report from SCM SM 100% N/A N/A N/A 5 DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Annexure B describes the different proficiency levels for each Core Competency Requirements Strategic Focus Area (CCRsSFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and should therefore form part of this section Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Evaluation of the Performance Plan. Core Managerial Skill Select prov. level Departmental Risk Register Number of Departmental Risk Registers evaluated by 31 May Output New indicator 2 per annum 2 Proof of risk evaluations submitted to the Risk Management Unit SM N/A 1 (refer Annexure B1) Definition Weight Programme N/A 1 (2) 2 TBC Good governance and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge Compliance Implementation of Council regulations, by-laws resolutions Percentage of resolutions implemented measured quarterly Output 70% 70% per annum 100% Council Resolution Register SM 70% 70% 70% 70% 2 TBC Good governance and policies, National, Provincial Compliance Attendance of quarterly Occupation Health and Local Government structures Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output New indicator 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 2 Ref Leading and applicable legislation. 0 Problem solving Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%

Key Performance Indicators. Key Performance Indicators are linked to the functional development priorities as contained in the Employers Integrated Development Plan. Deletions and additions shall be done in consultation with the employee, within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Sept-14 Dec-14 Mar-15 Jun-15 Weight TL1 MT&ID Compliance with employment equity targets through the utilisation of vacancies to implement EE according to the approved EE targets (Reg 796) % of vacancies where EE considerations were applied in the filling of the post (Excluding MM and S 57) Employment Equity Report 80% TL2 MT&ID Commission review and implementation of effective PMS and train internal staff and councillors to understand their respective roles PMS Reviewed on or before ….. Minutes of Council adopting PMS review report 31-Jul-14 TL3 GGPP Oversee Convene a Councillor and Senior Management strategic planning session for the full implementation IDP Review and budget process by 30 November 2014 No of strategic planning sessions held on or before 30 Nov 2014 Strategic session report 1 TL4 GGPP Communicate with the public through printed media (newsletters, articles, press releases etc) No of communications (newsletters, articles, press statements) Publications , articles / press statements 4 TL5 BSD Undertake quarterly social development initiatives No of quarterly initiatives Project report and photographs 5 TL6 GGPP Conduct regular performance audits No of performance reports audited Performance reports submitted to the audit committee 4 TL7 GGPP Individual engagements with sectors identified within Xhariep Municipality No of sector engagements Minutes of sector engagement 4 TL8 MFV&M Ensure that capital expenditure (Municipal Managers Office) is in line with budget and timeframes (SA29) % Capital budget spent Expenditure Reports 95% TL9 GGPP Compliance with laws and regulations No of compliance audit reports submitted to Mayor Reports submitted to audit committee 12 TL10 GGPP Monitor the management of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions Municipality's risks on a quarterly basis and take corrective measures where necessary No of Quarterly Reports submitted to Mayor Council Resolutions Report with corrective instructions minutes 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Sept-14 Dec-14 Mar-15 Jun-15 Weight TL11 GGPP Implement / address recommendations as contained in the Oversight Committee Report by due date. % of implementable recommendations addressed as determined at Directors meeting Mid year (S72 Report) indicating how matters were addressed 95% TL12 GGPP Monitor the implementation of Mayoral Committee and Council Resolutions on a quarterly basis and take corrective measures where necessary No of Quarterly Reports submitted to Mayor Resolutions Report / corrective instructions 4 TL13 GGPP Monitor the management of audit related matters on a quarterly basis and take corrective measures where necessary No of Quarterly Reports submitted to Mayor Minutes of Council adopting report 4 CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80LS MFV&M Effective Management and supervision of the SDBIP on the KPIs of Sub- Directorate: Legal Services 90% 80of the KPI's of the sub directorate have been met Scorecard of the Unit 90% 80IA MTID Effective Management and supervision of the SDBIP on the KPIs of Sub- Directorate: Internal Audit 90% 80of the KPI's of the sub directorate have been met Scorecard of the Unit 90% 5 M&P MTID Effective Management and supervision of the SDBIP on the KPIs of Sub- Directorate: Monitoring and Performance 90% of the KPI's of the sub directorate have been met Scorecard of the Unit 90% The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) and should therefore form part of this section of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20

Key Performance Indicators. Key Performance Indicators are linked to the functional development priorities as contained in the Employers Integrated Development Plan. Deletions and additions shall be done in consultation with the employee, within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit TL11 MFV&M Annual Financial Statements Compilation AFS on or before 31 Aug 2021 and submission to AGSA Proof of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP submission 1 1 - - - 25 TL12 MFV&M Oversee the full review and implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports Audit Action Plan Updated Action Plan Reports of the updates 2 - - 1 1 10 TL13 MFV&M Review of journals prior capturing on the sitting financial system( SAGE) Quarterly review of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions journal entries Report on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report reviewed journals with corrective instructions supporting evidence 4 1 1 1 1 10 Ref KPA KPI Unit TL14 MFV&M Ensure that the FMG conditional operational grant is fully utilised by 30 June 2022 % of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision FMG conditional operational grant spent on a quarterly basis Expenditure Reports(XXXX) 100% 25% 50% 75% 100% 5 TL15 MFV&M Oversee the implementation of the Corporate Services Department % SCM Policy Quarterly reports on the deviations of the KPI's SCM Policy SCM deviation reports 4 1 1 1 1 5 TL16 MFV&M Compilation of MFMA Sec 71 reports to Provincial and National Treasury Monthly MFMA Sec 71 reports MFMA Sec 71 reports & proof of submission 12 3 3 3 3 5 TL17 MFV&M Compilation of MFMA Sec 52(d) reports to Provincial and National Treasury Quarterly Sec 52(d) (MFMA) reports MFMA Sec 52(d) reports & proof of submission 4 1 1 1 1 5 TL19 MFV&M Monitor the implementation of the Department have been met Scorecard Demand Management Plan Quarterly reports on the implementation of the Directorate 80% 80% 80% 80% 80% Demand Management Plan Progress reports 4 1 1 1 1 5 FS BSD Effective Management and supervision TL20 MAGC Overseeing the functionality of the Financial Services Department % Risk Management Committee No of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Risk Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% meetings attended by Senior Management Attendance Register/Minutes 4 1 1 1 1 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) and should therefore form part of this section of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government governm ent objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order orde r to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and displayand build the highest standards of ethical and moral conduct co nduct in order to promote confidence and trust in the municipality 0 Total 20

Key Performance Indicators. On Pg. 109 of the June 2023 Biannual Report, the State indicates the Key Performance Indicators (KPIs) that it is reporting on in addition to the performance measures otherwise included in the Biannual Reports and Appendix A, the Data Dashboards. Key Performance Indicators are linked reported on quarterly, while performance measures in the Biannual Report are reported every six months with differing reporting periods. The State and the Subject Matter Expert continue to refine performance measure reporting, such that data collection and reporting are focused on the most meaningful measures. As of this writing, two (2) quarters (2023) of KPIs have been gathered and shared, marking a total of six (6) months of data. The complete report can be found on the Settlement Agreement page of the North Dakota DHHS website at xxxxx://xxx.xxx.xx.xxx/adults-and-aging/us-department-justice-settlement- agreement. Aging Services report on 23 specific KPIs. The complete list follows. • Referrals to HCBS • Average weighted HCBS case management caseloads • Unique inquires to the functional development priorities as contained aging and disability resource link (ADRL) • Number of TPMs served in a skilled nursing facility (SNF) • Number of individuals served under all HCBS funding sources • Number of TPMs diverted from a SNF • Number of TPMs transitioned from a SNF • Number of long-term service and supports options counseling (LTSS OC) visits that resulted in a TPM transitioning to the community • Number of home modifications completed • Number of TPMs who accessed rental assistance • Number of TPMs that received permanent supported housing • Average annual cost of HCBS and SNF care • Number of TPMs that maintained their housing during a SNF stay • Number of person centered-plans (PCPs) that are completed with TPMs in the Employers Integrated Development Plancommunity and TPMs in a SNF • Number of new QSPs enrolled • Number of QSP applications processed within 14 calendar days • Number of QSPs who received enrollment assistance from the QSP Hub • Number of QSPs who expanded their service array • Number of new QSP agencies serving tribal and other underserved communities • Number of QSPs by county • Number of TPM complaints responded to within the required timeframe • Percent of provider CIRs reporting within the required timeframe • Percent of remediation plans completed The State continues to work diligently to meet all reporting requirements noted in Section XV of the Settlement Agreement. Deletions A DHHS Business Analyst worked with the case management system vendor to design specific reports to meet the requirements of the Settlement Agreement. The following reports are available for use by the State: Medicaid Waiver Quality Assurance Report Medicaid Waiver Recipients with Narratives Medicaid Waiver Goals and additions shall Assurance Monthly Cost by Funding Source Rural Differential SFN 212 and Rate Count of Care Plans Completed with TPM HCBS Care Plans by Service Support HCBS Care Plans by Funding Source Aging NCIAD Report I&R Module Report Housing Facilitator Transition Plan Report Housing Services Referral Assessment Report MFP Referrals MFP Transitions Financial Assessment Informed Choice LTSS Options Counseling Risk Assessment and Safety Plan Participant Assessment DOJ Complaints Assessment Report The State continues in weekly meetings with the vendor to address ongoing priorities and additional changes that may need to be made to the system to allow them to continue to meet the requirements of the Settlement Agreement and other needs throughout the Department. It appears that the relationship between the two (2) parties is constructive. There is one (1) limitation to the technology system that continues to present a persistent challenge in analyzing and reporting data. It has been reported by the State, that the data sets that must be manipulated to achieve the reporting requirements of the Settlement Agreement are “massive.” Many of the reports that are run require the data to be downloaded into Microsoft Excel so that they can be seen in their entirety, sorted, and scaled as necessary. Due to the way the system captures data there are times that State staff invest many hours in the labor-intensive task of parsing data through the elimination of duplicate records or pivot tables to gain the information that is needed. The SME notes, however, that much of what used to be done manually is now collected in consultation the system. Aging Services hired a data analyst in late 2022 who has made significant strides in data collection and reporting for the MFP program and is also assisting other areas to streamline as many data reporting processes as possible. It must be noted, however, that with the employeevariety of funding streams and regulations that Aging Services must respond to, within it is not possible for everything to be automated. The SME commends the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation work of the mSCOA State as it continues to improve data reporting and looks forward to additional improvements in the coming year. • Create a pilot project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management begin to gather raw data regarding units authorized versus units delivered for specific services to ascertain more relevant service provision and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) and should therefore form part of this section of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and gap data so that the team is aware of decisions reasons behind discrepancies, if they appear across a service and/or in a specific region, can be further analyzed to determine reasons for those discrepancies. • Ensure that may affect them. It also involves distributing workloads so that individual skills Key Performance Indicators/Performance Measures are used appropriately aligned and so reflect year-to-year trends and that the work is evenly spread, making sure narrative captures the core points that the team trends reveal. • Enhance trend analysis capabilities. The Department now has five (5) six (6)-month reporting periods of data and is just months away from having access to a full three (3) years of data. Initial trend analysis was conducted by the necessary tools SME and resources in order feedback was provided to do their work and motivating the team so that they are committed to achieving the goals State as part of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level review of Appendix A (refer Annexure BData Dashboards) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer Biannual Report. • Be more proactive in establishing and then meeting enforcing “progressive” communications and, potentially, consequences for repeated failure to report critical incidents on a timely basis. Consider implementing more stringent corrective action plans for those needsagencies and facilities that are repeatedly tardy in reporting critical incidents. At • Grow the connection between behavioral health issues identified through critical incidents with both crisis response and on-going treatment. • Separate reporting that is made by family QSPs and reports made by Agency QSPs and facilities. • The SME concurs with the USDOJ suggestion that a minimum employees are required Data Analysis Team be established to react augment and enhance the State’s expertise in data analysis and reporting, bring added capacity to queriesanalyze trends that the data reveals, keeping promises, being honest and reconcile data contained in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argumentreporting documents. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This • Streamline reporting such that it is about wanting to work well to achieve a high standard by trying to improve only done on the way things are done most meaningful and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20required measures.

Key Performance Indicators. Key The Performance Indicators Plan sets out the performance objectives and targets which are linked to based on the functional development priorities as contained in the Employers Integrated Development Plan, Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of the Employer, and includes key performance indicators, units of measure, details of evidence that must be provided to show that the indicator has been achieved, target dates and weightings which show the relative importance of key performance indicators to one another. Deletions TL1 Municipal Transformation and additions shall be done Institutional Development To ensure institutional sustainability To create an administration capable of delivering on service excellence. The percentage of the municipality's personnel budget actually spent on implementing its Workplace Skills Plan by 30 June in consultation with terms of the employee, within WSDL Act. {(Actual amount spent on training/total personnel budget)x100} % of the parameters personnel budget spent on training All Report from financial system 1.00% 1.00% 0.00% 0.00% 0.00% 1.00% 2 TL2 Good Governance and Public Participation To ensure good governance To create a culture of applicable good governance Implement 85% of the RBAP for 2020/21 by 30 June {(Number of audits and tasks completed for the period/ Number of audits and tasks identified in the RBAP )x100} % of audits and tasks completed in terms of the RBAP All Quarterly Internal Audit progress report to the MM and Audit Committee 81.10% 85.00% 10.00% 30.00% 50.00% 85.00% 4 TL33 Basic Service Delivery To ensure access to equitable affordable and sustainable municipal performance legislationservices for all citizens To provide community facilities and services Spent 95% of the available budget (grant) for the implementation of the RSEP/ VPUU Programme by 30 June % of grant allocation for financial year spent 2 Report from financial system New KPI 95.00% 0.00% 0.00% 60.00% 95.00% 4 D5 Municipal Transformation and Institutional Development To create an administration capable of delivering on service excellence. To ensure institutional sustainability Weekly sign-off subordinates time cards electronically on the Kronos System % of timecards electronically signed-off All Report generated from the system 100 100 100 100 100 100 2 Ref National KPA Strategic Goal Strategic Objective KPI Name Unit of Measurement Source Xxxx Risk XXX Baseline Annual Target Q1 Q2 Q3 Q4 Weight budget has been approved D7 Good Governance and Public Participation To create a culture of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee good governance To ensure good governance Formal evaluation of the performance of all personnel in the division who were employed for the full implementation 6 month period under review by 30 September and 28 February % of personnel for whom formal evaluations were completed All PMS evaluation report and individual score sheets 100% 100% 100% 0 100% 0 4 SDBIP Graph Municipal Financial Viability and Management To improve the financial viability of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Municipality and ensure its long term financial sustainability To provide effective financial, asset and procurement management Effective Management management and supervision of the Corporate SDBIP on the KPI’s of the Sub Directorate: Finance and Information Technology Services Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 4 SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Development of the Directorate 80% 80% 80% 80% 80% 5 FS BSD sustainable vibrant human settlements Effective Management management and supervision of the Financial SDBIP on the KPI’s of the Sub Directorate: Management Services Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 4 SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens To maintain infrastructure and undertake development of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD bulk infrastructure to ensure sustainable service delivery. Effective Management management and supervision of the Planning and Development Department SDBIP on the KPI’s of the Sub Directorate: Infrastructure Services 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 4 SDBIP Graph Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of delivering on service excellence. Effective management and supervision of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by SDBIP on the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent KPI’s of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) Sub Directorate: Human Resource and should therefore form part of this section Organisational Development 90% of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning KPI’s of the financial year, controlling costs throughout Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 4 SDBIP Graph Local Economic Development To promote local economic development in the year by allocating resources appropriately Cape Agulhas Municipal Area To create an enabling environment for economic growth and understanding development Effective management and anticipating supervision of the impact SDBIP on the KPI’s of other departments on own budget the Sub Directorate: LED and adopting where necessary. 5 Change Management Skills to initiate Tourism 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and support municipal transformation Report 90% 90% 90% 90% 90% 90% 4 SDBIP Graph Good Governance and change in order to implement new initiatives successfully Public Participation To ensure good governance and deliver institutional sustainability To create an administration capable of delivering on service delivery commitmentsexcellence. 0 Knowledge Effective management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals supervision of the department and ultimately SDBIP on the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs KPI’s of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs Sub Directorate: Strategic Services 90% of the customer KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and providing Report 90% 90% 90% 90% 90% 90% 4 SDBIP Graph Good Governance and Public Participation To ensure good governance and institutional sustainability To create an appropriate administration capable of delivering on service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve excellence. Effective management and supervision of the SDBIP on the way things are done KPI’s of the Sub Directorate: Internal Audit 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20Report 90% 90% 90% 90% 90% 90% 4 TOTAL 80

Key Performance Indicators. Key The Performance Indicators Plan sets out the performance objectives and targets which are linked to based on the functional development priorities as contained in the Employers Integrated Development Plan. Deletions , Service Delivery and additions shall be done in consultation with Budget Implementation Plan (SDBIP) and the employee, within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation Budget of the mSCOA project Employer, and includes key performance indicators, units of measure, details of evidence that must be provided to show that the indicator has been achieved, target dates and weightings which show the relative importance of key performance indicators to one another. REF NATIONAL KPA IDP GOAL IDP OBJECTIVE KPI UNIT OF MEASUREMENT WARDS BASELINE SOURCE OF EVIDENCE ANNUAL TARGET Q1 Q2 Q3 Q4 WEIGHT Area TL42 Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of delivering on service excellence. The percentage of the municipality's personnel budget actually spent on implementing its Workplace Skills Plan by 30 June 2018 in terms of the WSDL Act. {(Actual amount spent on training/total personnel budget)x100} % of the personnel budget spent on training All 1% per the SDL Act Report generated from the financial system 1% 0% 0% 0% 1% 3 REF NATIONAL KPA IDP GOAL IDP OBJECTIVE KPI UNIT OF MEASUREMENT WARDS BASELINE SOURCE OF EVIDENCE ANNUAL TARGET Q1 Q2 Q3 Q4 WEIGHT September 2017 Quarterly feedback REF NATIONAL KPA IDP GOAL IDP OBJECTIVE KPI UNIT OF MEASUREMENT WARDS BASELINE SOURCE OF EVIDENCE ANNUAL TARGET Q1 Q2 Q3 Q4 WEIGHT municipal services for all citizens to ensure sustainable service delivery. 2018 TL49 Good Governance and Public Participation To ensure good governance and institutional sustainability To create an administration capable of delivering on service excellence. Implement the RBAP for 2017/18 by 30 June 2018 {(Number of audits and tasks completed for the period/ Number of audits and tasks identified in the RBAP )x100} % of audits and tasks completed in terms of the RBAP All 80% Minutes of the Audit Committee 85% 10% 30% 50% 85% 3 REF NATIONAL KPA IDP GOAL IDP OBJECTIVE KPI UNIT OF MEASUREMENT WARDS BASELINE SOURCE OF EVIDENCE ANNUAL TARGET Q1 Q2 Q3 Q4 WEIGHT council D35 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Submit quarterly reports to Council on the sitting progress made with the implementation of the mSCOA Steering Committee meetings mSCOA compliant budget Council resolutions Number of progress reports submitted to council All 4 Council resolutions register 4 1 1 1 1 15 TL9 GGPP Overseeing 3 D39 Good Governance and Public Participation To ensure good governance and institutional To create a culture of good governance 100% compliance with all the implementation legislative deliverables as % compliance All 100% Report from iComply system and XXX file if not loaded on 100% 0% 0% 0% 100% 3 REF NATIONAL KPA IDP GOAL IDP OBJECTIVE KPI UNIT OF MEASUREMENT WARDS BASELINE SOURCE OF EVIDENCE ANNUAL TARGET Q1 Q2 Q3 Q4 WEIGHT sustainability measured per iComply the system D41 Local Economic Development To promote local economic development in the Cape Agulhas Municipal Area To create an enabling environment for economic growth and development Weekly sign-off subordinates time cards electronically on the Kronos System % of timecards electronically signed-off All New performance indicator Report generated from the system 100% 100% 100% 100% 100% 2 D42 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Review a 100% of all policies as per the list sent out by Administration and submit to Council Resolutions on a quarterly basis No fir consideration by 30 June 2018 % of Quarterly Reports legislation reviewed and submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit for consideration All New performance indicator Agenda of Measurement Source the Council meeting 100% 0% 0% 0% 100% 2 SDBIP Graph Municipal Financial Viability and Management To improve the financial viability of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD the Municipality and ensure its long term financial sustainability To provide effective financial, asset and procurement management Effective Management management and supervision of the Corporate SDBIP on the KPI’s of the Sub Directorate: Finance and Information Technology Services Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All 90 Updated SDBIP and Report 90% 90 90 90 90 2 SDBIP Graph Basic Service Delivery To ensure access to Development of sustainable Effective management 90% of the Directorate 80KPI’s of the Sub All 90 Updated SDBIP and 90% 80% 80% 80% 80% 5 FS BSD Effective Management 90 90 90 90 2 REF NATIONAL KPA IDP GOAL IDP OBJECTIVE KPI UNIT OF MEASUREMENT WARDS BASELINE SOURCE OF EVIDENCE ANNUAL TARGET Q1 Q2 Q3 Q4 WEIGHT equitable affordable and sustainable municipal services for all citizens vibrant human settlements and supervision of the Financial SDBIP on the KPI’s of the Sub Directorate: Management Services Department Directorate have been met as per IGNITE Dashboard Report SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens To maintain infrastructure and undertake development of bulk infrastructure to ensure sustainable service delivery. Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Infrastructure Services 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All 90 Updated SDBIP and Report 90% 90 90 90 90 2 SDBIP Graph Municipal Institutional Development and Transformation To ensure institutional sustainability To create an administration capable of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD delivering on service excellence. Effective Management management and supervision of the Planning SDBIP on the KPI’s of the Sub Directorate: Human Resource and Organisational Development Department 90% of the KPI's ’s of the Department Sub Directorate have been met Scorecard as per IGNITE Dashboard All 90 Updated SDBIP and Report 90% 90 90 90 90 2 SDBIP Graph Local Economic Development To promote local economic development in the Cape Agulhas Municipal Area To create an enabling environment for economic growth and development Effective management and supervision of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by SDBIP on the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skills. The assessment of these competencies will account for twenty percent KPI’s of the total employee assessment score. The bold CCR’s are compulsory for all managers. Annexure B describes the different proficiency levels for each Core Competency Requirements (CCRs) and should therefore form part of this section Sub Directorate: Socio Economic Development 90% of the Performance Plan. Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Programme and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning KPI’s of the financial year, controlling costs throughout Sub Directorate have been met as per IGNITE Dashboard All 90 Updated SDBIP and Report 90% 90 90 90 90 2 SDBIP Graph Good Governance and Public Participation To ensure good governance and To create an administration capable of delivering on Effective management and supervision of the year by allocating resources appropriately SDBIP on 90% of the KPI’s of the Sub Directorate have been met All 90 Updated SDBIP and understanding Report 90% 90 90 90 90 2 REF NATIONAL KPA IDP GOAL IDP OBJECTIVE KPI UNIT OF MEASUREMENT WARDS BASELINE SOURCE OF EVIDENCE ANNUAL TARGET Q1 Q2 Q3 Q4 WEIGHT institutional sustainability service excellence. the KPI’s of the Sub Directorate: Strategic Services as per IGNITE Dashboard SDBIP Graph Good Governance and anticipating the impact Public Participation To ensure good governance and institutional sustainability To create an administration capable of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver delivering on service delivery commitmentsexcellence. 0 Knowledge Effective management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals supervision of the department and ultimately SDBIP on the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs KPI’s of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs Sub Directorate: Internal Audit 90% of the customer KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All 90 Updated SDBIP and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20Report 90% 90 90 90 90 2 80

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. The bold CCR’s are compulsory DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Development Management Percentage of indicators of the Department: Development Management achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Development Planning Percentage of indicators of the Department: Development Planning achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 KPI080 Valley of Possibility Submission of Tourism Strategic Plan to the Municipal Manager Number of Tourism Strategic Plans submitted to the Municipal Manager by 30 November Output New KPI 1 per annum 1 Proof of submission of the Tourism Strategic Plan to the Municipal Manager SM N/A 1 N/A N/A 2 KPI018 Green and Sustainable Valley Building plan applications processed within 30 days Percentage of building plan applications of <500sqm processed within 30 days after date of receipt Outcome 76.29% 90% per annum 90% Building plan application register SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Spend the Directorate: Planning and Economic Development approved Capital Budget Percentage of approved Capital Budget of the Directorate: Planning and Economic Development actually spent by 30 June Input 79.93% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 15 TBC Good governance and Compliance Submission of final bid specifications for all managerscapital projects to the Bid Specification Committee (BSC) (2021/22) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 June (50% by 31 March 2021 and 100% by 30 June 2021. Annexure B describes For the different proficiency levels 2021/22 financial year) Output New indicator 100% per annum 100% Reconciliation report from SCM SM N/A N/A 50% 100% 10 TBC Good governance and Compliance Submission of detailed procurement needs for each Core Competency Requirements all operational projects to the Supply Chain Management (CCRsSCM) and should therefore form part Department Number of this section quarterly detailed procurement needs submitted to SCM 10 days before start of the quarter Output New indicator 4 per annum 4 Proof of submission to SCM SM 1 (1) 1 (2) 1 (3) 1 (4) 1 DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Performance Planagreements signed with all identified personnel Number of performance agreements signed by 31 August Output 100% 3 per annum 3 Signed performance agreements submitted to the PMS Unit SM 3 N/A N/A N/A 1 TBC Good governance and Compliance Conduct formal performance evaluations with all identified personnel Number of formal performance evaluations conducted with all identified personnel by 28 February Output 100% 6 per annum 6 Ignite performance evaluations reports SM N/A N/A 6 N/A 1 TBC Good governance and Compliance Develop Annual Departmental Risk Register Number of Annual Risk Registers developed by 31 July Output New indicator 1 per annum 1 Annual Departmental Risk Register submitted to the Risk Management Unit SM 1 N/A N/A N/A 1 TBC Good governance and Compliance Evaluation of the Departmental Risk Register Number of Departmental Risk Registers evaluated by 31 May Output New indicator 2 per annum 2 Proof of risk evaluations submitted to the Risk Management Unit SM N/A 1 (1) N/A 1 (2) 2 TBC Good governance and Compliance Implementation of Council resolutions Percentage of resolutions implemented measured quarterly Output 70% 70% per annum 100% Council Resolution Register SM 70% 70% 70% 70% 2 TBC Good governance and Compliance Attendance of quarterly Occupation Health and Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output New indicator 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 1 DIRECTOR: PLANNING AND ECONOMIC DEVELOPMENT IDP/ Ref No. Core Managerial Skill Select prov. level Strategic Focus Area (refer Annexure BSFA) Definition Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Programme Q1 Q2 Q3 Q4 TBC Good governance and project management Skills Compliance Reduce the land use application backlog Percentage reduction in the land use application backlog, measured per quarter Outcome New KPI 100% per annum 100% Land use application register SM 15% 30% 60% 100% 4 TBC Valley of Possibility Implementation of the Rural Management Plan Percentage of actions implemented for the 2020/21 financial year as per the Rural Management Plan by 30 June Outcome New KPI 90% per annum 90% Report to enable the individual Municipal Manager SM 5% 30% 60% 90% 2 TBC Good governance and Compliance Raise / Collect Operating Budget revenue of the Department: Planning and Economic Development as per approved budget Percentage of the Department: Planning and Economic Development revenue raised / collected by 30 June Outcome New KPI 96% per annum 96% Report from the Financial System SM 25% 50% 75% 96% 3 TBC Valley of Possibility Establish a Municipal Investment Desk Number of Municipal Investment Desks established by 30 November Output New KPI 1 per annum 1 Report submitted to plan, manage, monitor and evaluate specific activities in order Municipal Manager SM N/A 1 N/A N/A 2 TBC Valley of Possibility Submission of an ATC Concept Plan to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required the MayCo Number of ATC Concept Plans submitted to manage projects and/or department work within the constraints MayCo by 31 December Output New KPI 1 per annum 1 Proof of submission to the MayCo SM N/A 1 N/A N/A 2 TBC Valley of Possibility Submission of a budget. This includes being able Klapmuts Development Concept Plan to plan a budget at the beginning MayCo Number of Klapmuts Development Concept Plans submitted to the financial year, controlling costs throughout MayCo by 31 March Output New KPI 1 per annum 1 Proof of submission to the year MayCo SM N/A N/A 1 N/A 3 TBC Dignified Living Submission of an Inclusionary Housing Policy to the Municipal Manager Number of Inclusionary Housing Policies submitted to the Municipal Manager by allocating resources appropriately 30 November Output New KPI 1 per annum 1 Proof of submission to the Municipal Manager SM N/A 1 N/A N/A 5 Total 80 Ref Leading and understanding Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. The bold CCR’s are compulsory DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Water and Wastewater Services Percentage of indicators of the Department: Water and Wastewater Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 2 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Infrastructure Planning, Development and Implementation Percentage of indicators of the Department: Infrastructure Planning, Development and Implementation achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 2 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Roads, Transport and Storm Water (RTS) Percentage of indicators of the Department: Roads, Transport and Storm Water (RTS) achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 2 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Electrical Services Percentage of indicators of the Department: Electrical Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 2 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Waste Services Percentage of indicators of the Department: Waste Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 2 KPI016 Green and Sustainable Valley Conduct an external audit of the Stellenbosch Municipality Waste Disposal Facilities Number of external audits of the Stellenbosch Municipality Waste Disposal Facilities conducted by 30 June Output 2 1 per annum 1 Audit report SM N/A N/A N/A 1 2 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 KPI073 Green and Sustainable Valley Implementation of identified waste minimisation projects Number of identified waste minimisation projects implemented by 30 June Output 5 2 per annum 2 Waste minimisation report submitted to the Municipal Manager SM N/A N/A 1 (1) 1 (2) 1 KPI019 Green and Sustainable Valley Waste water quality managed and measured ito the SANS Accreditation physical and micro parameters Percentage waste water quality compliance as per analysis certificate measured by 30 June Outcome 73% 70% per annum 70% Report submitted by the service provider and report from GDS system SM N/A N/A N/A 75% 2 KPI037 Dignified Living Provision of waterborne toilet facilities Number of waterborne toilet facilities provided by 30 June Output 50 50 per annum 25 Completion certificates SM N/A 10 (10) N/A 25 (25) 2 KPI040 Dignified Living Limit unaccounted electricity to less than 9% annually {(Number of Electricity Units Purchased and/or Generated - Number of Electricity Units Sold(incl. Free basic electricity)) / Number of Electricity Units Purchased and/or Generated) x 100} Percentage average electricity losses measured by 30 June Outcome 5.70% <9% per annum <9% Monthly Eskom Accounts and Vending Reports from service provider and Notes to the AFS and monthly and annual Consumption reports generated by the Finance Department SM N/A N/A N/A <9% 5 KPI041 Dignified Living Water quality managed and measured quarterly ito the SANS 241 physical and micro parameters Percentage water quality level as per analysis certificate measured quarterly Outcome 95.80% 90% per annum 90% Quarterly Supply System Drinking Water Quality Report - DWA Blue Drop System (BDS) SM 90% 90% 90% 90% 5 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 KPI042 Dignified Living Limit unaccounted water to less than 25% Average percentage water losses measured by 30 June Outcome 21.60% <25% per annum <25% Quarterly water balance sheet and Monthly Consumption Report SM N/A N/A N/A <25% 5 KPI071 Good governance and Compliance Revised Electrical Master Plan submitted to Council Number of Revised Electrical Master Plans submitted to Council by 30 June Output New indicator 1 per annum 1 Proof of submission of the Revised Electrical Master Plan to Council SM N/A N/A N/A 1 1 TBC Good governance and Compliance Spend the Directorate: Infrastructure Services approved Capital Budget Percentage of approved Capital Budget of the Directorate: Infrastructure Services actually spent by 30 June Input 79.93% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 20 TBC Good governance and Compliance Capital spending committed on the financial management system Percentage the approved Capital Budget committed by on the financial system by 31 March (30% by September, 60% by December and 90% by March) Input New indicator 90% per annum 90% Report from the financial system SM 30% 60% 90% N/A 2 TBC Good governance and Compliance Submission of final bid specifications for all managerscapital projects to the Bid Specification Committee (BSC) (2019/20) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 September (50% by 31 July and 100% by 30 September) Output New indicator 100% per annum 100% Reconciliation report from SCM SM 100% N/A N/A N/A 5 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Annexure B describes Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Submission of final bid specifications for all capital projects to the different proficiency levels Bid Specification Committee (BSC) (2020/21) Percentage of final bid specifications for each Core Competency Requirements all capital projects submitted to the BSC by 30 June (CCRs50% by 31 March 2020 and 100% by 30 June 2020. For the 2020/21 financial year) Output New indicator 100% per annum 100% Reconciliation report from SCM SM N/A N/A 50% 100% 5 TBC Good governance and should therefore form part Compliance Submission of this section detailed procurement needs for all operational projects to the Supply Chain Management (SCM) Department Number of quarterly detailed procurement needs submitted to SCM 10 days before start of the quarter Output New indicator 4 per annum 4 Proof of submission to SCM SM 1 (1) 1 (2) 1 (3) 1 (4) 1 TBC Good governance and Compliance Performance Planagreements signed with all identified personnel Number of performance agreements signed by 31 August Output 100% 3 per annum 5 Signed performance agreements submitted to the PMS Unit SM 5 N/A N/A N/A 2 TBC Good governance and Compliance Conduct formal performance evaluations with all identified personnel Number of formal performance evaluations conducted with all identified personnel by 30 June Output 100% 6 per annum 10 Ignite performance evaluations reports SM N/A 5 (5) N/A 5 (10) 2 TBC Good governance and Compliance Develop Annual Departmental Risk Register Number of Annual Risk Registers developed by 31 July Output New indicator 1 per annum 1 Annual Departmental Risk Register submitted to the Risk Management Unit SM N/A N/A N/A 1 3 DIRECTOR: INFRASTRUCTURE SERVICES IDP/ Ref No. Core Managerial Skill Select prov. level Strategic Focus Area (refer Annexure BSFA) Definition Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Programme Q1 Q2 Q3 Q4 TBC Good governance and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning Compliance Evaluation of the financial year, controlling costs throughout Departmental Risk Register Number of Departmental Risk Registers evaluated by 31 May Output New indicator 2 per annum 2 Proof of risk evaluations submitted to the year by allocating resources appropriately Risk Management Unit SM N/A 1 (1) N/A 1 (2) 3 TBC Good governance and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge Compliance Implementation of Council regulations, by-laws resolutions Percentage of resolutions implemented measured quarterly Output 70% 70% per annum 70% Council Resolution Register SM 70% 70% 70% 70% 2 TBC Good governance and policies, National, Provincial Compliance Attendance of quarterly Occupation Health and Local Government structures Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output New indicator 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 2 Ref Leading and applicable legislation. 0 Problem solving Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. The bold CCR’s are compulsory CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Financial Management Services Percentage of indicators of the Department: Financial Management Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Revenue and Expenditure Percentage of indicators of the Department: Revenue and Expenditure achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Supply Chain Management (SCM) Percentage of indicators of the Department: Supply Chain Management (SCM) achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 4 KPI039 Dignified Living Provision of free basic water to registered indigent households (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage of registered indigent households receiving free basic water, measured quarterly Outcome New indicator 100% per annum 100% Indigent Register SM 100% 100% 100% 100% 1 KPI043 Dignified Living Provision of free basic electricity to registered indigent households (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage of registered indigent households receiving free basic electricity, measured quarterly Output New indicator 100% per annum 100% Indigent Register SM 100% 100% 100% 100% 1 KPI044 Dignified Living Provision of free basic refuse removal to registered indigent households (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage of registered indigent households receiving free basic refuse removal, measured quarterly Output New indicator 100% per annum 100% Indigent Register SM 100% 100% 100% 100% 1 KPI045 Dignified Living Provision of free basic sanitation to registered indigent households (NKPI Proxy - MSA, Reg. S10(a), (b) Percentage of registered indigent households receiving free basic sanitation, measured quarterly Output New indicator 100% per annum 100% Indigent Register SM 100% 100% 100% 100% 1 KPI074 Dignified Living Formal households provided with access to water Number of formal households provided with access to water, measured quarterly Output New indicator 26 000 per annum 26 000 ValuProp report SM 26 000 26 000 26 000 26 000 2 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 KPI075 Dignified Living Formal households provided with access to electricity Number of formal households provided with access to electricity, measured quarterly Output New indicator 24 000 per annum 24 000 Itron management report SM 24 000 24 000 24 000 24 000 2 KPI076 Dignified Living Formal households provided with access to refuse removal Number of formal households provided with access to refuse removal, measured quarterly Output New indicator 26 000 per annum 26 000 ValuProp report SM 26 000 26 000 26 000 26 000 2 KPI077 Dignified Living Formal households provided with access to sanitation Number of formal households provided with access to sanitation, measured quarterly Output New indicator 26 000 per annum 26 000 ValuProp report SM 26 000 26 000 26 000 26 000 2 KPI055 Good governance and Compliance Financial viability measured in terms of the available cash to cover fixed operating expenditure (NKPI Proxy - MSA, Reg. S10(g)(iii)) Cost coverage as at 30 June annually [(Cash and Cash Equivalents - Unspent Conditional Grants - Overdraft) + Short Term Investment) / Monthly Fixed Operational Expenditure excluding (Depreciation) Outcome New indicator 4 per annum 4 (months) Financial Statements SM N/A N/A N/A 4 (months) 2 KPI056 Good governance and Compliance Achieve an average payment percentage of 96% by 30 June (Gross Debtors Opening Balance + Billed Revenue - Gross Debtors Closing Balance - Bad Debts Written Off) / Billed Revenue x 100 (Gross Debtors Opening Balance + Billed Revenue - Gross Debtors Closing Balance - Bad Debts Written Off) / Billed Revenue x 100 Outcome New indicator 96% per annum 96% Debtors transaction summary: BS- Q909E extract generated from the Samras Financial System SM N/A N/A N/A 96% 2 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 KPI057 Good governance and Compliance Actual expenditure on the approved Capital Budget for the Municipality by 30 June (NKPI - MSA, Reg. S10(c)) Percentage of approved Capital Budget for the Municipality actually spent by 30 June Input 86.50% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 4 KPI060 Good governance and Compliance Financial viability measured in terms of the Municipality's ability to meet its service debt obligations (NKPI Proxy - MSA, Reg. S10(g)(i)) Debt coverage ratio ((Total operating revenue - operating grants received) / (Debt service payments due within the year)) measured by 30 June Outcome 14% 15% per annum 15% Annual Financial Statements, supported by figures as per the SAMRAS financial system SM N/A N/A N/A 15% 2 KPI061 Good governance and Compliance Financial viability measured in terms of the outstanding service debtors (NKPI Proxy - MSA, Reg. S10(g)(ii)) Service debtors to revenue ratio – (Total outstanding service debtors / revenue received for services) measured by 30 June Outcome 10.90% 27% per annum 27% Annual Financial Statements, supported by figures as per the SAMRAS financial system SM N/A N/A N/A 27% 1 KPI068 Good governance and Compliance Submission of the Revised Asset Management Policy Council Number of Revised Asset Management Policies submitted to Council by 30 June Output New Indicator 1 per annum 1 Proof of submission of the Revised Asset Management Policy to Council SM N/A N/A N/A 1 1 TBC Good governance and Compliance Spend the Directorate: Financial Services approved Capital Budget Percentage of approved Capital Budget of the Directorate: Financial Services actually spent by 30 June Input New indicator 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 20 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Capital spending committed on the financial management system Percentage the approved Capital Budget committed by on the financial system by 31 March (30% by September, 60% by December and 90% by March) Input New indicator 90% per annum 90% Report from the financial system SM 30% 60% 90% N/A 2 TBC Good governance and Compliance Submission of final bid specifications for all managerscapital projects to the Bid Specification Committee (BSC) (2019/20) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 September (50% by 31 July and 100% by 30 September) Output New indicator 100% per annum 100% Reconciliation report from SCM SM 100% N/A N/A N/A 5 TBC Good governance and Compliance Submission of final bid specifications for all capital projects to the Bid Specification Committee (BSC) (2020/21) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 June (50% by 31 March 2020 and 100% by 30 June 2020. Annexure B describes For the different proficiency levels 2020/21 financial year) Output New indicator 100% per annum 100% Reconciliation report from SCM SM N/A N/A 50% 100% 5 TBC Good governance and Compliance Submission of detailed procurement needs for each Core Competency Requirements all operational projects to the Supply Chain Management (CCRsSCM) and should therefore form part Department Number of this section quarterly detailed procurement needs submitted to SCM 10 days before start of the quarter Output New indicator 4 per annum 4 Proof of submission to SCM SM 1 (1) 1 (2) 1 (3) 1 (4) 4 CHIEF FINANCIAL OFFICER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2017/2018) 5 Year Target 2019/20 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2019/20) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Performance Plan. Core Managerial Skill Select prov. level agreements signed with all identified personnel Number of performance agreements signed by 31 August Output 100% 3 per annum 3 Signed performance agreements submitted to the PMS Unit SM 3 N/A N/A N/A 1 TBC Good governance and Compliance Conduct formal performance evaluations with all identified personnel Number of formal performance evaluations conducted with all identified personnel by 30 June Output 100% 6 per annum 6 Ignite performance evaluations reports SM N/A 3 (refer Annexure B3) Definition Weight Programme N/A 3 (6) 1 TBC Good governance and project management Skills Compliance Develop Annual Departmental Risk Register Number of Annual Risk Registers developed by 31 July Output New indicator 1 per annum 1 Annual Departmental Risk Register submitted to enable the individual to plan, manage, monitor Risk Management Unit SM N/A N/A N/A 1 2 TBC Good governance and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning Compliance Evaluation of the financial year, controlling costs throughout Departmental Risk Register Number of Departmental Risk Registers evaluated by 31 May Output New indicator 2 per annum 2 Proof of risk evaluations submitted to the year by allocating resources appropriately Risk Management Unit SM N/A 1 (1) N/A 1 (2) 1 TBC Good governance and understanding and anticipating the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge Compliance Implementation of Council regulations, by-laws resolutions Percentage of resolutions implemented measured quarterly Output 100% 70% per annum 100% Council Resolution Register SM 70% 70% 70% 70% 2 TBC Good governance and policies, National, Provincial Compliance Attendance of quarterly Occupation Health and Local Government structures Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output New indicator 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 1 Ref Leading and applicable legislation. 0 Problem solving Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. DIRECTOR: CORPORATE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Administrative Support Services Percentage of indicators of the Department: Administrative Support Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Human Resources Management (HRM) Percentage of indicators of the Department: Human Resources Management (HRM) achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 DIRECTOR: CORPORATE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Department: Information and Communications Technology (ICT) Percentage of indicators of the Department: Information and Communications Technology (ICT) achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Section: Councillor’s Support Percentage of indicators of the Section: Councillor’s Support achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Section: Properties Management and Municipal Building Maintenance Percentage of indicators of the Section: Properties Management and Municipal Building Maintenance achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Section: Legal and Compliance Services Percentage of indicators of the Section: Legal and Compliance Services achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 TBC Good governance and Compliance Effective Management and Functional Supervision of the Section: Municipal Court Percentage of indicators of the Section: Municipal Court achieved, measured quarterly Outcome New indicator 90% per annum 90% Ignite dashboard report per Department/ Section SM 90% 90% 90% 90% 3 DIRECTOR: CORPORATE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 KPI078 Green and Sustainable Valley Submission of the Revised Facility Management Plan to the MayCo Number of Revised Facility Management Plans submitted to the MayCo by 31 May Output New KPI 1 per annum 1 Proof of submission of the Revised Facility Management Plan to the MayCo SM N/A N/A N/A 1 2 KPI059 Good governance and Compliance The bold CCR’s are compulsory percentage of actual payroll budget spent on implementing the Municipal Workplace Skills Plan (NKPI Proxy- MSA, Reg. S10(f)) Percentage of municipality's payroll budget actually spent on implementing its Workplace Skills Plan ((Total Actual Training Expenditure/ Total Annual payroll Budget) x100), measured by 30 June Input 0.43% 0.85% per annum 0.58% Report from the financial system SM N/A N/A N/A 0.58% 1 KPI065 Good governance and Compliance Revised Information and Communication Technology (ICT) Backup Disaster Recovery Plan submitted to the ICT Steering Committee Number of Revised ICT Backup Disaster Recovery Plans submitted to the ICT Steering Committee by 31 March Output 1 1 per annum 1 Proof of submission of the Revised ICT Backup Disaster Recovery Plan to the ICT Steering Committee SM N/A N/A 1 N/A 2 KPI066 Good governance and Compliance Revised Strategic ICT Plan submitted to the ICT Steering Committee Number of Revised Strategic ICT Plans submitted to the ICT Steering Committee by 31 March Output 1 1 per annum 1 Proof of submission of the Revised Strategic ICT Plan to the ICT Steering Committee SM N/A N/A 1 N/A 2 KPI072 Good governance and Compliance Submission of a Draft Smart City Framework to the MayCo Number of Draft Smart City Frameworks submitted to the MayCo by 31 May Output 1 1 per annum 1 Proof of submission of the Draft Smart City Framework to the MayCo SM N/A N/A N/A 1 2 DIRECTOR: CORPORATE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 KPI083 Good governance and Compliance Submission of a Cyber- attack Mitigation and Resilience strategy to the Municipal Manager Number of a Cyber- attack Mitigation and Resilience Strategies submitted to the Municipal Manager by 31 March New KPI 1 per annum 1 Proof of submission of the Cyber- attack Mitigation and Resilience Strategy to the Municipal Manager SM N/A N/A 1 N/A 2 TBC Good governance and Compliance Spend the Directorate: Corporate Services approved Capital Budget Percentage of approved Capital Budget of the Directorate: Corporate Services actually spent by 30 June Input 98% 90% per annum 90% Report from the financial system SM 10% 30% 60% 90% 20 TBC Good governance and Compliance Submission of final bid specifications for all managerscapital projects to the Bid Specification Committee (BSC) (2021/22) Percentage of final bid specifications for all capital projects submitted to the BSC by 30 June (50% by 31 March 2021 and 100% by 30 June 2021. Annexure B describes For the different proficiency levels 2021/22 financial year) Output New indicator 100% per annum 100% Reconciliation report from SCM SM N/A N/A 50% 100% 10 TBC Good governance and Compliance Submission of detailed procurement needs for each Core Competency Requirements all operational projects to the Supply Chain Management (CCRsSCM) and should therefore form part Department Number of this section quarterly detailed procurement needs submitted to SCM 10 days before start of the quarter Output New indicator 4 per annum 4 Proof of submission to SCM SM 1 (1) 1 (2) 1 (3) 1 (4) 1 DIRECTOR: CORPORATE SERVICES IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Performance Planagreements signed with all identified personnel Number of performance agreements signed by 31 August Output 100% 7 per annum 7 Signed performance agreements submitted to the PMS Unit SM 7 N/A N/A N/A 1 TBC Good governance and Compliance Conduct formal performance evaluations with all identified personnel Number of formal performance evaluations conducted with all identified personnel by 28 February Output 100% 14 per annum 14 Ignite performance evaluations reports SM N/A N/A 14 N/A 2 TBC Good governance and Compliance Develop Annual Departmental Risk Register Number of Annual Risk Registers developed by 31 July Output 1 1 per annum 1 Annual Departmental Risk Register submitted to the Risk Management Unit SM 1 N/A N/A N/A 1 TBC Good governance and Compliance Evaluation of the Departmental Risk Register Number of Departmental Risk Registers evaluated by 31 May Output 4 2 per annum 2 Proof of risk evaluations submitted to the Risk Management Unit SM N/A 1 (1) N/A 1 (2) 2 TBC Good governance and Compliance Implementation of Council resolutions Percentage of resolutions implemented measured quarterly Output 70% 70% per annum 100% Council Resolution Register SM 70% 70% 70% 70% 2 TBC Good governance and Compliance Attendance of quarterly Occupation Health and Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output 4 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 1 DIRECTOR: CORPORATE SERVICES IDP/ Ref No. Core Managerial Skill Select prov. level Strategic Focus Area (refer Annexure BSFA) Definition Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/2019) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Programme Q1 Q2 Q3 Q4 TBC Good governance and project management Skills Compliance Implement the Customer Care System Number of electronic Customer Care systems implemented by 30 June Output New indicator 1 per annum 1 Report from the system SM N/A N/A N/A 1 3 TBC Good governance and Compliance Implementation of the ICT Strategy Number of actions implemented as identified in the ICT Strategy by 30 June Outcome New KPI 4 per annum 4 Report submitted to enable the individual Municipal Manager SM 1 1 1 1 2 TBC Good governance and Compliance Conduct a customer satisfaction survey (CSS) Number of CSSs conducted by 31 March Output New KPI 1 per annum 1 CSS results submitted to plan, manage, monitor the Municipal Manager SM N/A N/A 1 N/A 1 TBC Good governance and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work within the constraints Compliance Submission of a budget. This includes being able Heritage Portfolio of Council assets to plan the Municipal Manager Number of Heritage Portfolios of Council assets submitted to the Municipal Manager by 31 December Output New KPI 1 per annum 1 Proof of submission of a budget at Heritage Portfolio of Council assets to the beginning Municipal Manager SM N/A 1 N/A N/A 1 TBC Good governance and Compliance Submission of a Feasibility Study on the outsourcing of the financial year, controlling costs throughout Municipal owned Heritage Asset Portfolio to the year by allocating resources appropriately and understanding and anticipating Municipal Manager Number of Feasibility Studies on the impact of other departments on own budget and adopting where necessary. 5 Change Management Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation. 0 Problem solving and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals outsourcing of the department and ultimately Municipal owned Heritage Asset Portfolio submitted to the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing Municipal Manager by 30 June Output New KPI 1 per annum 1 Proof of submission of a service to an internal or external customer this means trying to determine Feasibility Study on the needs outsourcing of the customer Municipal owned Heritage Asset Portfolio to the Municipal SM N/A N/A N/A 1 1 Total 80 Ref Leading and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%

Key Performance Indicators. Key Performance Indicators are linked to The key performance areas, the functional development priorities as contained in the Employers Integrated Development Plan. Deletions performance objectives, key performance indicators and additions shall targets that must be done in consultation with the employee, met within the parameters of applicable municipal performance legislation. Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight TL3 GGPP Oversee the full implementation of the mSCOA project by 30 June 2017 Quarterly feedback reports on the sitting of the mSCOA Steering Committee meetings mSCOA compliant budget 4 1 1 1 1 15 TL9 GGPP Overseeing the implementation of Council Resolutions on a quarterly basis No of Quarterly Reports submitted to Council Resolutions Report with corrective instructions 4 1 1 1 1 10 Ref KPA KPI Unit of Measurement Source of Evidence Target Sept- 16 Dec-16 Mar-17 Jun-17 Weight CS BSD Effective Management and supervision of the Corporate Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 FS BSD Effective Management and supervision of the Financial Services Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 P&D BSD Effective Management and supervision of the Planning and Development Department % of the KPI's of the Department have been met Scorecard of the Directorate 80% 80% 80% 80% 80% 5 The performance of Section 57 Managers should be assessed in terms of Core Competency Requirements (CCRs) as required by the Regulations of Section 57 Managers. These competencies describe general managerial and occupational skillsagreed timeframe are described below. The assessment of these competencies performance indicators will account for twenty percent 80% (eighty percent) of the total employee assessment score. The bold CCR’s are compulsory for all managersMUNICIPAL MANAGER IDP/ Ref No. Annexure B describes the different proficiency levels for each Core Competency Requirements Strategic Focus Area (CCRsSFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and should therefore form part of this section Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Performance PlanDirector: Corporate Services Percentage of indicators of the Director: Corporate Services achieved, measured quarterly Outcome 88.11% 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Chief Financial Officer Percentage of indicators of the Chief Financial Officer achieved, measured quarterly Outcome 75% 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 MUNICIPAL MANAGER IDP/ Ref No. Core Managerial Skill Select provStrategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Director: Planning and Economic Development Percentage of indicators of the Director: Planning and Economic Development achieved, measured quarterly Outcome 76% 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Director: Infrastructure Services Percentage of indicators of the Director: Infrastructure Services achieved, measured quarterly Outcome 81.82% 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Director: Community and Protection Services Percentage of indicators of the Director: Community and Protection Services achieved, measured quarterly Outcome 100% 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 6 TBC Good governance and Compliance Effective Management and Functional Supervision of the Chief Audit Executive Percentage of indicators of the Chief Audit Executive achieved, measured quarterly Outcome 100% 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 4 TBC Good governance and Compliance Effective Management and Functional Supervision of the Senior Manager: Governance Percentage of indicators of the Senior Manager: Governance achieved, measured quarterly Outcome 82% 90% per annum 90% Ignite dashboard report SM 90% 90% 90% 90% 4 MUNICIPAL MANAGER IDP/ Ref No. level Strategic Focus Area (refer Annexure BSFA) Definition Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and Budget Implementation Plan (SDBIP 2020/21) Weight Programme Q1 Q2 Q3 Q4 KPI058 Good governance and project management Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved 0 Financial Management Skills required to manage projects and/or department work Compliance Employment equity appointments made within the constraints financial year in the three highest levels of a budget. This includes being able management Percentage of employment equity appointments made within the financial year in the three highest levels of management, measured by 30 June Outcome 33% 75% per annum 75% Employment Equity Report SM N/A N/A N/A 75% 3 KPI062 Good governance and Compliance Revised Risk-Based Audit Plan (RBAP) submitted to plan a budget at the beginning Audit Committee Number of Revised RBAPs submitted to the Audit Committee by 30 June Output 1 1 per annum 1 Proof of submission of the financial year, controlling costs throughout RBAP to the year Audit Committee SM N/A N/A N/A 1 4 KPI063 Good governance and Compliance Audit Action Plan (AAP) submitted to the Audit Committee Number of Audit Action Plans submitted to the Audit Committee by allocating resources appropriately 28 February Output 1 1 per annum 1 Proof of submission of the AAP to the Audit Committee SM N/A N/A 1 N/A 4 KPI064 Good governance and understanding Compliance Revised Strategic Risk Register (SRR) submitted to the Risk Management Committee Number of Revised Strategic Risk Registers submitted to the Risk Management Committee by 30 June Output 1 1 per annum 1 Proof of submission of the SRR to the Risk Management Committee SM N/A N/A N/A 1 3 KPI067 Good governance and anticipating Compliance Draft Integrated Development Plan (IDP) submitted to Council Number of Draft IDPs submitted to Council by 31 March Output 1 1 per annum 1 Proof of submission of the impact Draft IDP to Council SM N/A N/A 1 N/A 3 KPI070 Good governance and Compliance IDP / Budget / SDF time schedule (process plan) submitted to Council Number of other departments on own budget IDP / Budget / SDF time schedules (process plan) submitted to Council by 31 August Output 1 1 per annum 1 Proof of submission of the IDP / Budget / SDF time schedule (process plan) to Council SM 1 N/A N/A N/A 2 MUNICIPAL MANAGER IDP/ Ref No. Strategic Focus Area (SFA) Indicator (Activity/ Project/ Programme/ Key Initiative) Unit of Measurement Indicator type Baseline (Actual 2018/19) 5 Year Target 2020/21 Portfolio of evidence (XXX) Funding Source Service Delivery and adopting where necessary. 5 Change Budget Implementation Plan (SDBIP 2020/21) Weight Q1 Q2 Q3 Q4 TBC Good governance and Compliance Evaluation of the Departmental Risk Register Number of Departmental Risk Registers evaluated by 31 May Output 4 2 per annum 2 Proof of risk evaluations submitted to the Risk Management Skills to initiate Unit SM N/A 1 (1) N/A 1 (2) 3 TBC Good governance and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments. 0 Knowledge management This includes the working knowledge Compliance Implementation of Council regulations, by-laws resolutions Percentage of resolutions implemented measured quarterly Output 70% 70% per annum 100% Council Resolution Register SM 70% 70% 70% 70% 5 TBC Good governance and policies, National, Provincial Compliance Attendance of quarterly Occupation Health and Local Government structures Safety (OHS) meetings Number of quarterly OHS meetings attended by the Director or secondee Output 4 4 per annum 4 OHS attendance registers SM 1 (1) 1 (2) 1 (3) 1 (4) 2 Total 80 Ref Leading and applicable legislation. 0 Problem solving Core Competencies (January) 1st Assessment (July) Final Assessment Weights Comments 2.1 Strategic direction and analytical thinking Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner 0 People and diversity management Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality 5 Core Managerial Skill Select prov. level (refer Annexure B) Definition Weight Client orientation and customer focus Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs 5 Service delivery innovation This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently. 0 Communication Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes. 0 Accountability and ethical conduct Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality 0 Total 20leadership 1.66%