Centlec (SOC) LTDcms.centlec.co.za/documents/Revised 2015-16 SDBIP.pdfCentlec (SOC) LTD Service Delivery & Budget Implementation Plan (SDBIP) for 2015/16 Financial Year Adjusted in

Centlec (SOC) LTD

Service Delivery & Budget Implementation Plan (SDBIP) for

2015/16 Financial Year

Adjusted in line with 2015/16 Mid-Term Assessment & Adjustment Budget

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 1

Table of Contents

1. INTRODUCTION & BACKGROUND ......................................................................................................... 2

1.1 Our Vision ................................................................................................................................................. 2

1.2 Our Mission of Centlec ............................................................................................................................. 2

1.3 Our Values ............................................................................................................................................... 3

Policy Mandate: .............................................................................................................................................. 4

1.5 Overview of Planned Initiatives for the 2015/16 financial year ................................................................ 4

2. THE SDBIP CONCEPT AT CENTLEC (SOC) LTD ................................................................................... 4

2.1 Definition of SDBIP ................................................................................................................................... 4

2.3 Linking the SDBIP and the Budget ........................................................................................................... 6

3. BUDGET IMPLEMENTATION ................................................................................................................... 6

4. THE SDBIP AS PERFORMANCE MONITORING TOOL .......................................................................... 7

5. REPORTING .............................................................................................................................................. 7

6. COMPONENT 1 - Monthly Projections of Revenue by Source ................................................................. 9

7. COMPONENT 2 - Monthly Projections of Expenditure & Revenue for each Vote .................................. 11

8. COMPONENT 3 - Quarterly Projections of Service Delivery Targets and Performance Indicators for

each Vote ................................................................................................................................................. 12

VOTE / PROGRAMME 1: OFFICE OF THE CHIEF EXECUTIVE OFFICER .............................................. 13

VOTE / PROGRAMME 2: OFFICE OF THE COMPANY SECRETARY...................................................... 23

VOTE / PROGRAMME 3: HUMAN RESOURCE SERVICES ..................................................................... 27

VOTE / PROGRAMME 4: FINANCE ............................................................................................................ 32

VOTE / PROGRAMME 5: ENGINEERING-WIRES ..................................................................................... 43

VOTE / PROGRAMME 6: ENGINEERING-RETAIL .................................................................................... 51

VOTE / PROGRAMME 7: COMPLIANCE & PERFORMANCE ................................................................... 56

9. COMPONENT 4 – Ward Information for Expenditure and Service Delivery ........................................... 64

10. COMPONENT 5 – Detailed Capital Works Plan Over Three Years ........................................................ 66

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1. INTRODUCTION & BACKGROUND

Centlec (SOC) Ltd is currently the license holder and distributes electricity to approximately 218 683

customers in the area of Mangaung, Kopanong, Naledi, Mohokare and Mantsopa in the Southern Free State

Towns. Centlec’s customer base consists of domestic customers and commercial users, with each category

of users contributing approximately 50% of Centlec electricity sales revenue.

From a technical perspective, Centlec is defined as an electricity utility that comprises the development,

operations and maintenance of the electricity distribution systems. Technically Centlec is renowned for:

distribution of electricity, at lower than transmission voltage levels (132kV) to the end customers.

distribution of electricity from distribution centres (substations) to a large number of geographically

dispersed residential, commercial and industrial customers.

Distribution that includes technical activities, such as load dispatch, customer connection installation,

equipment maintenance, metering installation, as well as commercial activities, such as meter

reading, billing, customer service and marketing.

Through a coherent set of measures, the entity developed the five strategic pillars which serve to guide the

business and operations of the entity and these are:

1) Operational and Capital Optimisation – Culture of Continuous Improvement

2) Revenue Enhancement and Continuous Exploration of Growth Options

3) Capacitated and Empowered Workforce

4) Optimal Service Delivery

5) Good Governance Practices & Stakeholder Engagement

In order to achieve the above set goals, the entity has, in its Strategic Planning held in 2013 adopted its

vision, mission and values as detailed below:

1.1 OUR VISION

To be a reliable energy utility that enables social and economic upliftment

1.2 OUR MISSION OF CENTLEC

• To provide optimal service delivery as mandated by the Mangaung Metropolitan Council

• To strategically manage our operations in an effective, efficient and financially prudent manner, as

measured against relevant indicators

• To seek the most cost effective and innovative energy solutions in partnership with relevant stakeholders

in order to maximise shareholder value

• To achieve and maintain our operational autonomy as specified in the relevant legislation

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• To train, develop, attract and retain a highly skilled workforce and to promote sound relations with

organised labour

• To ensure a safe and healthy environment for our workforce and the community

• To be a socially responsible corporate citizen that is concerned with improving the lives of the community

and the environment in which we operate

1.3 OUR VALUES

Figure 1: Values Chart

1.4 MANDATES OF CENTLEC

Legislative Mandate:

Section 86D(2) of Municipal Systems Amendment Act 32 of 2000 as amended states that a private company

which is a municipal entity:-

a) must restrict its activities to the purpose for which it is used by its parent municipality in term5 of

section 86E(1)(a); and

b) has no competence to perform any activity which falls outside the functions and powers of its parent

municipality contemplated by section 8.

Other legislative duties and responsibilities of Centlec (SOC) Ltd are set out in Chapter 10 of Municipal

Finance Management Act, 56 of 2003.

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Policy Mandate:

In terms of the Service Delivery Agreement (SDA) entered into by and between Mangaung Metropolitan

Municipality and Centlec (SOC) Ltd, Centlec is responsible for electricity distribution, which shall include the

following obligations:

a) Development of an integrated detailed service plan within the framework of Mangaung Metropolitan

Municipality’s Integrated Development Plan;

b) Operational Planning and management of electricity distribution services in line with NRS047 and

NRS048;

c) Undertaking social and economic development that is directly related to the provision of electricity

distribution services;

d) Developing a customer management plan;

e) Managing its own accounting, financial management, budgeting and investment activities within a

framework of transparency, accountability, reporting and financial control determined in terms of the

SDA and applicable municipal finance management legislation;

f) Levying service delivery fee to customers in accordance with the NERSA approved tariffs;

g) Provide is own Safety, Health, Environment, Risk and Quality (SHERQ) services; and

h) Provide street lighting on behalf of Mangaung Metropolitan Municipality.

1.5 OVERVIEW OF PLANNED INITIATIVES FOR THE 2015/16 FINANCIAL YEAR

In line with the SDA provisions as outline above, the entity plans to continue or initiate the following most

important policy initiatives, which are necessary to assist Mangaung Metropolitan Municipality to achieve its

developmental objectives:

Improving access to basic services

Ensuring reliable & affordable energy supply

Job creation, capacity building and skills development of employees and the community

Ensure efficient administration and good governance

Investment in infrastructure

Increase financial capability & revenue enhancement

2. THE SDBIP CONCEPT AT CENTLEC (SOC) LTD

2.1 DEFINITION OF SDBIP

Section 1 of the MFMA defines the SDBIP is defines as follows:

“a detailed plan approved by the mayor of a municipality in terms of section 53(1)(c)(ii) for imp lementing the

municipality’s delivery of services and the execution of its annual budget and which must include the

following:

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(a) projections for each month of:

(i) revenue to be collected by source; and

(ii) operational and capital expenditure, by vote;

(b) service delivery targets and performance indicators for each quarter

(c) Any other matters that may be prescribed, and includes any revisions of such plan by the mayor in

terms of section 54(1)(c)”

2.2 The Framework of the Entity’s the SDBIP

The development of SDBIP is a requirement under MFMA. In essence, the SDBIP gives effect to the entity’s

Multi-Year Business Plan, the aligned strategic objectives of the parent municipality’s IDP and the entity’s

annual budgets. The entity’s SDBIP indicates the objectives and outputs for each of the entity’s functional

areas, sets out the key performance indicators and service delivery targets, and links each service delivery

output to the budget of the entity, thus providing credible management information and a detailed plan of

how the entity will provide such services and the inputs and financial resources to be used, while at the same

time allows for monitoring and assessment of performance, and the time deadlines for each output.

In line with the performance reporting requirements, this plan will be used to facilitate accountability of the

entity’s management and administration to the Board of Directors and the parent municipality ( i.e Mangaung

Metro). It will also facilitate the management, implementation and monitoring of the entity’s budget.

Compliant with the provisions of MFMA, this is a top-layer SDBIP dealing with consolidated service delivery

targets and it includes the following information:

a) Monthly projections of revenue to be collected for each source;

b) Monthly projections of expenditure (operating and capital) and revenue for each vote;

c) Quarterly projections of service delivery targets and performance indicators for each vote; and

d) Detailed capital works plan allocated by ward over three years.

Following this the top-layer, targets are set out in this plan, the senior management is then expected to

develop the lower-layer of detail of the SDBIP, by providing more detail on each output for which they are

responsible for, and breaking up such outputs into smaller outputs and linking these to each middle and

junior - level managers in their respective departments.

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2.3 LINKING THE SDBIP AND THE BUDGET

As contained in this plan, the departmental performance objective and targets are based on the initial

revenue and expenditure projections prepared as contained in the final approved budget. These revenue

and expenditure projections were prepared taking into account the policy mandate of the entity as contained

in the SDA, and the strategic direction and priorities set through the Mangaung Metro’s IDP and the entity’s

Multi-Year Business Plan.

Reference was also made to the 2014/15 in-year reports and the previous year’s annual report in reviewing

the entity’s Multi-Year Business Plan, the Budget and consequently this SDBIP in an effort to review any

existing weaknesses or risks to achieving the desired service delivery outcomes.

The objectives, goals and targets and as set out in this SDBIP are therefore appropriately linked to specific

progammes of the entity and are fully funded.

3. BUDGET IMPLEMENTATION

Section 100 of MFMA stipulates that the Accounting Officer of a municipal entity is responsible for

implementing the entity's budget, including taking effective and appropriate steps to ensure that:

a) the spending of funds is in accordance with the budget;

b) revenue and expenditure are properly monitored; and

c) spending is reduced as necessary when revenue is anticipated to be less than projected in the

budget.

Furthermore, section 101 stipulates that the Accounting Officer must report, in writing, to the Board Of

Directors of the entity, at its next meeting, and to the Accounting Officer of the entity's parent municipality

any financial problems of the entity, including any impending or actual:-

a) under collection of revenue due;

b) shortfalls in budgeted revenue;

c) overspending of the entity's budget;

d) delay in the entity's payments to any creditors: or

e) overdraft in any bank account of the entity for a period exceeding days; and

f) any steps taken to rectify such financial problems.

However, alongside the above stipulated responsibilities of the Accounting Officer in relation to

implementation of the budget, section 105 (1) also places upon each official of the entity exercising financial

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management responsibilities, the duty to take all reasonable steps within their area of responsibility to

ensure:

a) that the system of financial management and internal control established for the entity is carried out

diligently;

b) that the financial and other resources of the entity are utilised effectively, efficiently, economically

and transparently;

c) that any irregular expenditure, fruitless and wasteful expenditure and other losses are prevented;

d) that all revenue due to the entity is collected;

e) that the provisions of the MFMA, t to the extent applicable to that official, including any delegations in

terms of section 106, are complied with; and

f) that the assets and liabilities of the entity are managed effectively, and that assets are safeguarded

and maintained to the extent necessary.

4. THE SDBIP AS PERFORMANCE MONITORING TOOL

In order to serve as an efficient performance monitoring tool, the SDBIP should therefore determine, and be

consistent with the performance agreements between the Board and the Chief Executive Officer and the

Chief Executive Officer and Executive Managers to be formulated at the start of every financial year.

The entity’s SDBIP therefore serves as a vital monitoring tool for the Board and Council of the parent

municipality to consistently monitor performance of the entity. This will enable the Board and the Chief

Executive Officer to be pro-active and take remedial steps in the event of poor performance.

Essentially, it is anticipated that managers at all levels within the entity should be pro-active in their approach

and be able to identify problems early enough and institute immediate corrective actions so as to ensure that

delivery targets as contained in this SDBIP are achieved.

5. REPORTING

Being a start-of-year planning and target tool, the SDBIP gives meaning to both in-year reporting and end-of-

year annual reporting. The in-year service delivery and budget implementation plan reporting of the entity

consists of:

a) Monthly reports: the structure, content and timing of monthly budget reporting shall be in

accordance with section 87 of MFMA and Schedule F of Municipal Budget & Reporting Regulations,

2008

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b) Mid-year report: the structure, content timing of the mid-year reporting shall be in accordance with

section 88 of MFMA and Schedule E of Municipal Budget & Reporting Regulations, 2008

The end of year reporting of the entity, which shall take into account all the in-year reports and the mid-year

budget and performance assessment report, and shall be in a form of an Annual Report prepared in terms of

section 121 of MFMA. The Annual Report shall be submitted to the Auditor-General for auditing and shall be

subject to oversight by the Board of Directors and the Council of the parent municipality (i.e Mangaung

Metropolitan Municipality).

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6. COMPONENT 1 - MONTHLY PROJECTIONS OF REVENUE BY SOURCE

The revenue projections as detailed hereunder relate to actual cash expected to be collected from own revenue sources during 2015/16 and includes both

anticipated operating and capital grants and subsidies as external sources. The total anticipated revenue for the period is estimated at R 2.6 billion, of which

R 52.6 million is anticipated from operating grants and R 20.2 capital grants.

Table 6.1 - Monthly Projection of Revenue by Source:

Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16

Serv ice Charges - Electricity Rev enue 295 843 523 250 329 135 204 814 747 159 300 358 182 057 552 136 543 164 182 057 552 159 300 358 159 300 358 159 300 358 159 300 358 227 571 941 2 275 719 406

Operating Grants and Subsidies 1 040 000 880 000 720 000 560 000 640 000 480 000 640 000 560 000 560 000 560 000 560 000 800 000 8 000 000

Capital Grants and Subsidies 3 421 053 2 894 737 2 368 421 1 842 105 2 105 263 1 578 947 2 105 263 1 842 105 1 842 105 1 842 105 1 842 105 2 631 579 26 315 789

Fines & Meter Test 130 000 110 000 90 000 70 000 80 000 60 000 80 000 70 000 70 000 70 000 70 000 100 000 1 000 000

Interest Earned Ex ternal Inv estments 3 034 850 2 567 950 2 101 050 1 634 150 1 867 600 1 400 700 1 867 600 1 634 150 1 634 150 1 634 150 1 634 150 2 334 500 23 345 000

Interest Earned Outstanding Debtors 1 249 098 1 056 929 864 760 672 591 768 676 576 507 768 676 672 591 672 591 672 591 672 591 960 845 9 608 445

Serv ices Rendered to other Municipalities (Agency Serv ices) 622 499 526 730 430 961 335 192 383 076 287 307 383 076 335 192 335 192 335 192 335 192 478 846 4 788 455

Public Contributions Connections 2 723 874 2 304 817 1 885 759 1 466 702 1 676 230 1 257 173 1 676 230 1 466 702 1 466 702 1 466 702 1 466 702 2 095 288 20 952 879

Gains On Disposal of PPE 35 068 29 673 24 278 18 883 21 580 16 185 21 580 18 883 18 883 18 883 18 883 26 975 269 750

Other Rev enue 1 124 756 951 716 778 677 605 638 692 157 519 118 692 157 605 638 605 638 605 638 605 638 865 197 8 651 968

Total by Source 309 224 720 261 651 686 214 078 652 166 505 618 190 292 135 142 719 102 190 292 135 166 505 618 166 505 618 166 505 618 166 505 618 237 865 169 2 378 651 692

SourcePeriod

Total

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The total monthly revenue projection by source for the period is presented on the chart below. As it is

evidently depicted below, the 91% of the total anticipated revenue will be derived from sale of

electricity.

Chart 1: Monthly Projected Revenue by Source

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7. COMPONENT 2 - MONTHLY PROJECTIONS OF EXPENDITURE & REVENUE FOR EACH VOTE

Table 7.1 - Monthly Projection of Expenditure and Revenue for each Vote:

Engineering – Retail 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500

Engineering – Wire - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986

Compliance & Performance - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000

Office of the CEO - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000

Company Secretary - 200 496 - - 200 496 - - 200 496 - - 200 496 - - 200 496 - - 200 496 -

HR Management 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741

Finance 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 -

Total Revenue &

Expenditure by Vote198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227

Engineering – Retail 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500 166 667 2 118 710 1 312 500

Engineering – Wire - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986 - 119 203 459 17 224 986

Compliance & Performance - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000 - 2 721 212 1 575 000

Office of the CEO - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000 - 4 740 824 250 000

Company Secretary - 200 496 - - 200 496 - 200 496 - - 200 496 - - 200 496 - - 200 496 -

HR Management 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741 266 464 10 441 551 147 741

Finance 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 - 197 787 843 38 007 731 -

Total Revenue &

Expenditure by Vote198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227 198 220 974 177 433 983 20 510 227

Vote

Vote

Jul-15 Aug-15 Sep-15

Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16

Capital

RevenueExpenditure

Operating

Oct-15

RevenueExpenditure

RevenueExpenditure

Operating Capital Operating CapitalRevenue

ExpenditureRevenue

Expenditure

Operating Capital OperatingRevenue

Expenditure

Operating Capital

Dec-15Nov-15

Operating CapitalRevenue

Expenditure

Capital

Expenditure

CapitalRevenue

ExpenditureRevenue

Expenditure

Operating Capital Operating Capital OperatingRevenue

ExpenditureRevenue

ExpenditureRevenue

Operating Capital Operating Capital

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8. COMPONENT 3 - QUARTERLY PROJECTIONS OF SERVICE DELIVERY

TARGETS AND PERFORMANCE INDICATORS FOR EACH VOTE

Measurable performance objectives include service delivery targets and other financial and non-

financial indicators. The SDBIP shows monthly projections of revenue by vote in addition to revenue

by source.

Section 11 of MFMA requires that the Accounting Officer must by no later than seven working days

after the end of each month submit to the accounting officer of the parent municipality a statement in

the prescribed format on the state of the entity's budget reflecting the following particulars for that

month and for the financial year up to the end of that month:

a) Actual revenue, per revenue source;

b) actual borrowings;

c) actual expenditure;

d) actual capital expenditure;

e) the amount of any allocations received;

f) actual expenditure on those allocations, excluding expenditure on allocations exempted by

the annual Division of Revenue Act from compliance with this paragraph; and

g) when necessary, an explanation of:

i. any material variances from the entity's projected revenue by source, and from the

entity's expenditure projections;

ii. any material variances from the service delivery agreement and the business plan; and

iii. any remedial or corrective steps taken or to be taken to ensure that projected revenue

and expenditure remain within the entity's approved budget.

The statement must include a projection of revenue and expenditure for the rest of the financial year,

and any revisions from initial projections. The amounts reflected in the statement must in each case

be compared with the corresponding amounts budgeted for in the entity's approved budget.

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.

VOTE / PROGRAMME 1: OFFICE OF THE CHIEF EXECUTIVE OFFICER

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UNIT: STRATEGIC SUPPORT

PERFORMANCE OBJECTIVES AND INDICATORS ANNUAL PERFORMANCE TARGETS

FOR THE PERIOD 1 JULY 2015 – 30 JUNE 2016

Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)

Unit of Measurement Baseline Annual Target

2015/16

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Good

Governance &

Public

Participation

Ensure

compliance with

statutory financial

reporting

requirements.

12 Monthly, 4

quarterly and 1annual

financial reports in

terms of section 87,

88, and 121 of

Municipal Finance

Management Act, 56

of 2003 submitted to

the parent

municipality by 30

June 2016

12 monthly financial

reports, 4 signed

quarterly signed off-

reports, 1 Mid-term

performance & budget

assessment report,1

final draft budget for

2016/17, 1 Annual

Report for 2014/15

and 1 Annual

Financial Statement

for 2014/15

2014/15 Section

87,88 and 121

submitted to the

parent

municipality

- 12 signed monthly

financial reports

- 4 signed quarterly

signed off-reports

- 1 Mid-term

performance &

budget assessment

report

- 1 final draft budget

for 2016/17

- 1 Annual Report for

2014/15

- 1 Annual Financial

Statement for

2014/15

- 3 monthly financial

reports submitted to

the parent

municipality within

7 working of each

month

- 1quarterly financial


the parent

municipality within

7 working of each

quarter

- 1 Annual Report for

2014/15 and 1

Annual Financial

Statement for

2014/15 submitted

by 31 August 2015.



the parent

municipality within

7 working of each

month



the parent

municipality within

7 working of each

quarter



the parent

municipality within

7 working of each

month



the parent

municipality within

7 working of each

quarter,

- 1 mid-term

performance and

budget assessment

report for 2015/16

submitted by 20

January 2016.

- 1 final draft budget

for 2016/17

submitted by 31



the parent

municipality within

7 working of each

month



the parent

municipality within

7 working of each

quarter

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 15




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


March 2016

Good

Governance &

Public

Participation

Ensure

achievement and

maintain clean

audit opinion

Audit report with

clean, unqualified

audit opinion on both

financial and non-

financial (performance

information)

Signed-off Auditor-

General’s report for

2015/16 financial year

2013/14

unqualified audit

opinion

Unqualified audit

opinion on both

financial and non-

financial (performance

information) for


by 30 November 2016

80% of clean audit

action plan items

based on 2013/14

audit opinion fully

resolved and internally

audited by 30

September 2015.

100% of all internal

audit queries raised

on both financial &

non-financial reports

for Quarter 1 & 85% of

clean audit action plan

items fully addressed

by 31 December

2015.

90% of clean audit

action plan items

based on 2013/14

audit opinion fully

resolved and internally

audited 31 March

2016.

100% of all internal

audit queries raised

on both financial &

non-financial reports

for Quarter 2-3 &

100% of clean audit

action plan items fully

addressed by 30 June

2016.

Infrastructure

Development &

Service

Delivery

Ensure

optimization of

business

processes

Various ICT systems

(i.e Financial systems,

Vending systems, etc,

aligned to the extent

possible and

acquisition of

automated SCM

system.

Internal audit reports

on the extent of

alignment of ICT

systems and

efficiency thereof and

relevant signed

agreements for

automated SCM

system.

Gap / Situational

analysis reports

based on 2014/15

progress on this

objective.

100% alignment and

linking of various ICT

systems and

acquisition of

automated SCM to

improve information

efficiency of

information processing

and reporting by 30

June 2016

Implement processes

and achieve 50%

progress on alignment

of systems by 30

September 2015

Perform and

assessment of the

progress made during

quarter 1 and present

1 detailed progress

report to the Board by

31 December 2015

Implement processes

and achieve 75%

progress on alignment

of systems by 31

March 2016

Perform and

assessment of the

progress made during

quarter 2 and present

1 detailed progress

report to the Board by

30 June 2016.

Good Ensure a 4 quarterly Internal Number of quarterly 2014/15 Internal 4 Internal Audit 1 Internal Audit report 1 Internal Audit report 1 Internal Audit report 1 Internal Audit report

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Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Governance &

Public

Participation

functional Internal

Audit Unit

Audit reports

submitted to the

board of Directors and

Audit Committee

Internal Audit reports

submitted to the board

of Directors and Audit

Committee

Audit Plan,

related reports

and minutes of

the Board and

Audit Committee

where internal

audit reports were

discussed


the board of Directors

and Audit Committee

By 30 June 2016



Committee by 30

September 2015



Committee by 31

December 3015



Committee by 31

March 2016



Committee by 30 June

2016

UNIT: SAFETY, HEALTH, RISK, ENVIRONMENT & QUALITY (SHREQ)



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Transformation

and

Organisational

Development.

Ensure

sustainable and

responsible

approach to

business.

4 quarterly internal

Safety, Health, Risk,

Environment &

Quality (SHREQ)

compliance reports

Number of quarterly

internal SHREQ

reports, NOSA reports

and / or Certificates of

compliance

Accredited

training

interventions and

rating of the

company in line

Less than 2% of total

workforce reported

and confirmed to have

sustained injuries and

fatalities while on duty


workforce reported





workforce reported





workforce reported





workforce reported




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Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


with indicators of

highest level of

compliance with all

applicable legislation

and the company

policy on SHREQ

with NOSA

standards.

by 30 June 2016 by 30 September

2015

by 31 December 2015 by 31 March 2016 by 30 June 2016

Transformation

and

Organisational

Development.

Empower

employees with

knowledge about

SHREQ

Legislation

Four (4) accredited

training interventions

provided to employee

regarding SHREQ

Legislation

Number of accredited



regarding SHREQ

Legislation

2014/15 Quarterly

SHREQ training

reports

Four (4) accredited



regarding SHREQ

legislation by 30 June

2016

One (1) accredited



regarding SHREQ

legislation by 30

September 2015

One (1) accredited



regarding SHREQ

legislation by 31

December 2015

One (1) accredited



regarding SHREQ

legislation by 31

March 2016

One (1) accredited



regarding SHREQ


2016

Transformation

and

Organisational

Development.

Reduce the

number of major

environmental

incidents incurred

and reported

4 Quarterly monitoring

of compliance with

SHREQ legislation

and ensure

enforcement so as to

limit major

environmental

incidents so as to

maintain a 3 star

Number of quarterly

monitoring reports and

rating report /

certificate in line with

NOSA

3 star rating in

line with NOSA

standards


reports and 3 star

rating report /


NOSA by 30 June

2016


reports and 3 star

rating report /


NOSA by 30

September 2015


reports and 3 star

rating report /


NOSA by 31

December 2015


reports and 3 star

rating report /


NOSA by 31 March

2016


reports and 3 star

rating report /


NOSA by 30 June

2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 18




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


rating level by 30

June 2016.

Transformation

and

Organisational

Development.

Empower

employees with

knowledge about

HIV/AIDS

A minimum of four (4)

education /

information sessions

held with employees

regarding HIV/AIDS

by 30 June 2016

Number of education /


held with employees

regarding HIV/AIDS

by 30 June 2016

Number of

information /

education

sessions held in

2014/15

Four (4) education /


held with employees

regarding HIV/AIDS

by 30 June 2016

One (1) education /


held with employees

regarding HIV/AIDS

by 30 September

2015

One (1) education /


held with employees

regarding HIV/AIDS

by 31 December

2015

One (1) education /


held with employees

regarding HIV/AIDS

by 31 March 2016

One (1) education /


held with employees

regarding HIV/AIDS

by 30 June 2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 19

UNIT: MARKETING & COMMUNICATION



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Transformation

and

Organisational

Development.

To market

Centlec and

promote access

to information on

institutional

activities.

4 marketing initiatives

undertaken by 30

June 2016

Number of marketing

initiatives undertaken

by 30 June 2016

2014/15

marketing

initiatives

4 marketing initiatives

undertaken by 30

June 2016

1 marketing initiative

undertaken by 30

September 2015


undertaken by 31

December 2015


undertaken by 31

March 2016


undertaken by 30

June 2016

Transformation

and

Organisational

Development.

To enhance good

relations with the

Media (Dedicated

Communication

Platform -

External)

2 media publications

and 4 media sessions

held with the media

about the business of

the entity by 30 June

2016

Number of media

publications and

media sessions held

with media about the

business of the entity

by 30 June 2016

Number of

2014/15 media

publications and

media session

held.


and 4 media sessions

held with media about

the business of the

entity by 30 June 2016


and 1 media session


the business of the

entity by 30

September 2015


and 1 media session


the business of the

entity by 31 December

2015


and 0* (i.e no) media

session held with

media about the


by 31 March 2016

(*Change in Media

Strategy)


and 0* (i.e no) media

session held with

media about the


by 30 June 2016

(*Change in Media

Strategy)

Transformation

and

Organisational

Development.

To publish

Newsletter

regarding the

business of the

entity on a

quarterly basis.

(Dedicated

4 quarterly

newsletters published

regarding the


by 30 June 2016

Number of quarterly

newsletters published

regarding the


by 30 June 2016

Number of

quarterly

newsletters

published

regarding the

business during

2014/15.

4 quarterly newsletters

published regarding

the business of the

entity by 30 June 2016


published regarding

the business of the

entity by 30

September 2015


published regarding

the business of the

entity by 31 December

2015


published regarding

the business of the

entity by 31 March

2016


published regarding

the business of the

entity by 30 June

2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 20

UNIT: MARKETING & COMMUNICATION



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Communication

Platform -

Internal)

UNIT: LEGAL & CONTRACT SERVICES



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Transformation

and

Organisational

Development.

Ensure provision

of sound internal

Legal Services.

100% of user

departments’ requests

for legal and contract

services executed by

30 June 2016

% of user




30 June 2016

N/A 100% of user




30 June 2016

100% of user



services received for

this quarter executed

by 30 September

2015

100% of user





by 31December 2015

100% of user





by 31 March 2016

100% of user





by 30 June 2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 21

UNIT: AUDIT & RISK MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Good

Governance &

Public

Participation

Ensure effective

Internal Audit and

Risk Management

Services

Reviewed the Internal

Audit Charter and

submitted to the

Board for approval by

31 July 2015

Number of reviewed

the Internal Audit

Charter submitted to

the Board for approval

by 31 July 2015

2014/15 approved

Internal Audit

Charter

1 Reviewed the

Internal Audit Charter

and submitted to the


31 July 2015

1 Reviewed the

Internal Audit Charter



31 July 2015

N/A

N/A

N/A

Good

Governance &

Public

Participation

Ensure effective

Internal Audit and

Risk Management

Services

Develop 1 risk based

Annual Internal Audit

Plan for 2015/16

financial year and

submitted to the


31 July 2015

Number of risk based


Plan for 2015/16

financial year

submitted to the


31 July 2015

2014/15 Annual

Internal Audit

Plan



Plan for 2015/16

financial year and

submitted to the Board

for approval by 31 July

2015



Plan for 2015/16

financial year and

submitted to the


31 July 2015

N/A N/A N/A

Good

Governance &

Public

Participation

Ensure effective

Internal Audit and

Risk Management

Services

Quarterly evaluate

and improve the

effectiveness of risk

management, control

and governance

processes of the

entity by 30 June

2016

Frequency of

evaluation and

improvement of the


management, control

and governance

processes of the entity

by 30 June 2016

2014/15 Internal

Audit reports

Quarterly evaluate

and improve the


management, control

and governance


by 30 June 2016

1 Quarterly Internal

Audit Reports on the

evaluation and

improvement of the


management, control

and governance




evaluation and

improvement of the


management, control

and governance




evaluation and

improvement of the


management, control

and governance




evaluation and

improvement of the


management, control

and governance


CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 22

UNIT: AUDIT & RISK MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


by 30 September

2015

by 31 December 2015 by 31 March 2016 by 30 June 2016

Good

Governance &

Public

Participation

Ensure effective

Internal Audit and

Risk Management

Services

Quarterly examining,

evaluating and

reporting on the

adequacy and

effectiveness of the

risk management

process by 30 June

2016

Frequency of

examining, evaluating

and reporting on the

adequacy and


risk management

process by 30 June

2016

2014/15 Internal

Audit reports

Quarterly examining,

evaluating and

reporting on the

adequacy and


risk management

process by 30 June

2016

1 Quarterly report on

the examination and

evaluation of the

adequacy and


risk management

process by 30

September 2015


the examination and

evaluation of the

adequacy and


risk management

process by 31

December 2015


the examination and

evaluation of the

adequacy and


risk management

process by 31 March

2016


the examination and

evaluation of the

adequacy and


risk management

process by 30 June

2016

Quarterly evaluate at

institutional level the

existing controls in

terms of their

adequacy and

effectiveness by 30

June 2016

Frequency of

evaluation at

institutional level of

the existing controls in

terms of their

adequacy and

effectiveness

2014/15 Internal

Audit reports

Quarterly evaluate at

institutional level the

existing controls in

terms of their

adequacy and

effectiveness by 30

June 2016


the evaluation at



terms of their

adequacy and

effectiveness by 30

September 2015


the evaluation at



terms of their

adequacy and

effectiveness by 31

December 2015


the evaluation at



terms of their

adequacy and

effectiveness by 31

March 2016


the evaluation at



terms of their

adequacy and

effectiveness by 30

June 2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 23

VOTE / PROGRAMME 2: OFFICE OF THE COMPANY SECRETARY

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 24

UNIT: COMPANY SECRETARY



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Good

Governance &

Public

Participation

Ensure compliant

and timeous

submission of the

company’s annual

return.

Submit the 2016

Statutory Annual

Return of the

company to CIPC as

required by the

Companies Act by 23

May 2016

Date of submission of

2016 Statutory Annual

Return of the

company to CIPC as

required by the

Companies Act.

2015 Statutory

Annual Return

Submit the 2016

Statutory Annual

Return of the

company to CIPC as

required by the

Companies Act by 23

May 2016

N/A N/A N/A Submit the 2016

Statutory Annual

Return of the

company to CIPC as

required by the

Companies Act by 23

May 2016

Good

Governance &

Public

Participation

Maintain an up to

date register of

interests of

directors.

Ensure that all 11

Directors (executive

and non-executive) of

the company

complete appropriate

declaration of interest

forms by 31 July

2015.

Number of Directors

(executive and non-

executive) who

completed declaration

of interest forms by 31

July 2015.

2014/15

Declaration of

interests

completed

Ensure that all 11



the company complete

appropriate


forms by 31 July 2015.

Ensure that all 11



the company

complete appropriate


forms by 31 July

2015.

N/A N/A N/A

Good

Governance &

Public

Participation

Maintain an

updated register

of Company

Directors

Ensure that details of

any incoming or

outgoing Director as

appointed from time

to time are updated

on the register for the

Updated register of

Directors

2014/15 Register

of Directors

Quarterly sign-off

register of Directors to

certify that details of

any incoming or

outgoing Director as

appointed from time to

Signed off register of

Directors to certify that

details of any

incoming or outgoing

Director as appointed

from time to time are



details of any






details of any






details of any




CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 25




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


period 1 July 2015 to

30 June 2016.

time are updated on

the register for the


30 June 2016.

updated on the

register for the period

1 July 2015 to 30

September 2015

updated on the


1 October 2015 to 31

December 2015

updated on the


1 January 2016 to 31

March 2016

updated on the


1 April 2016 to 30

June 2016

Good

Governance &

Public

Participation

Ensure that

company records

are retained in

accordance with

the law.

Maintain a signed

register of retained

company records in

compliance with

Section 24 of the

Companies Act for the


30 June 2016

Signed register of

retained company

records in compliance

with Section 24 of the



30 June 2016

2014/15 Register

of company

records

Quarterly sign-off

register of retained

company records in

compliance with

Section 24 of the



30 June 2016

Signed register of

retained company





30 September 2015

Signed register of

retained company




period 1 October 2015

to 31 December 2015

Signed register of

retained company




period 1 January 2016

to 31 March 2016

Signed register of

retained company




period 1 April 2016 to

30 June 2016

Good

Governance &

Public

Participation

Ensure

compliance with

submission of

annual financial

statements.

Ensuring that copies

of the company’s

signed-off pre-audited

2014/15 annual

financial statements

are submitted to the

parent Municipality

and the Auditor-

General by 31 August

Signed copies of the

company’s signed-off

pre-audited 2014/15

annual financial

statements are

submitted to the

parent Municipality

and the Auditor-


2013/14 pre-

audited Annual

Financial

statements


of the company’s


2014/15 annual



parent Municipality

and the Auditor-



of the company’s


2014/15 annual



parent Municipality

and the Auditor-


N/A N/A N/A

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 26




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


2015 2015 2015 2015

Good

Governance &

Public

Participation

Provide guidance

to the board as to

their statutory

responsibility.

Ensure that 100% of

the company and the

board’s request for

guidance to comply

with the company’s

Memorandum of

Incorporation, the

Board Charter or rules

of the company are

executed by 30 June

2016.

% of the company and

the board’s request for

guidance to comply


Memorandum of

Incorporation, the


of the company are

executed by 30 June

2016

N/A 100% of user




30 June 2016

100% % of the

company and the


guidance to comply


Memorandum of

Incorporation, the


of the company

received for this

quarter are executed

by 30 September

2015

100% % of the

company and the


guidance to comply


Memorandum of

Incorporation, the


of the company

received for this


by 31December 2015

100% % of the

company and the


guidance to comply


Memorandum of

Incorporation, the


of the company

received for this


by 31 March 2016

100% % of the

company and the


guidance to comply


Memorandum of

Incorporation, the


of the company

received for this


by 30 June 2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 27

VOTE / PROGRAMME 3: HUMAN RESOURCE SERVICES

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 28

UNIT: HUMAN RESOURCE MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Transformation

and

Organisational

Development.

Fill all vacancies

as per request

received from

user departments

each financial

year.

Ensure that

recruitment and

selection of staff is

100% competed

within a period of

three (3) months after

receipt of approved

and signed requisition

to fill vacancies from

user departments by

30 June 2016

Number of months it

takes for recruitment

and selection of staff

to be 100% completed

after receipt of

approved and signed

requisition to fill

vacancies from user

departments by 30

June 2016

N/A Ensure that

recruitment and


100% competed

within a period of


receipt of approved



user departments by

30 June 2016

Recruitment and


100% competed

within a period of


receipt of approved



user departments by

30 September 2015

Recruitment and


100% competed

within a period of


receipt of approved



user departments by

31 December 2015

Recruitment and


100% competed

within a period of


receipt of approved



user departments by

31 March 2016

Recruitment and


100% competed

within a period of


receipt of approved



user departments by

30 June 2016

Transformation

and

Organisational

Development.

Review

Employment

Equity Plan

Review Employment

Equity Plan in line

with the

organisational staff

turnover by 31 May

2016 for

implementation in

2016/17 financial

year.

Reviewed

Employment Equity

Plan in line with the


turnover by 31 May

2016 for

implementation in

2016/17 financial

year.

2014/15

Employment

equity plan

Review Employment

Equity Plan in line

with the organisational

staff turnover by 31

May 2016 for

implementation in

2016/17 financial

year.

N/A N/A N/A Reviewed

Employment Equity

Plan in line with the


turnover by 31 May

2016 for

implementation in

2016/17 financial

year.

Transformation Effective Update leave register % of leave register 2014/15 Leave Update leave register Update leave register Update leave register Update leave register Update leave register

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 29

UNIT: HUMAN RESOURCE MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


and

Organisational

Development.

management of

leave records

100% monthly with all

the leave forms

received and that the

register is reconciled

to the leave forms by

30 June 2016.

that is updated

monthly with all the

leave forms received

and that the register is

reconciled to the

leave forms by 30

June 2016.

records 100% monthly with all

the leave forms



to the leave forms by

30 June 2016.


the leave forms



to the leave forms for

this quarter by 30

September 2015.


the leave forms




this quarter by 31

December 2015.


the leave forms




this quarter by 31

March 2016.


the leave forms




this quarter by 30

June 2016.

Transformation

and

Organisational

Development.

Review Human

Resources

Policies

Review 20 Human

Resource policies in

line with applicable

collective agreements

and legislation by 30

June 2016

Number of Human

Resource policies

reviewed in line with

applicable collective

agreements and


2016

20 Human

Resource Policies

implemented in

2014/15

Review 20 Human





June 2016

N/A N/A N/A Review 20 Human





June 2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 30

UNIT: LABOUR RELATIONS



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Transformation

and

Organisational

Development.

Ensure Sound

Labour Relations

12 Monthly meetings

held with Labour

Unions by 30 June

2016

Number of monthly

meetings with Labour

Unions by 30 June

2016

Number of

meetings held

with Labour

Unions in

2014/15.

12 Monthly Meetings

with Labour Unions by

30 June 2016

3 Monthly Meetings


30 September 2015

3 Monthly Meetings


31 December 2015

3 Monthly Meetings


31 March 2016

3 Monthly Meetings


30 June 2016

Transformation

and

Organisational

Development.

Ensure Sound

Labour Relations

Conduct 4 quarterly

workshops on


on discipline with all

staff members by 30

June 2016

Conduct 4 quarterly

workshops on



staff members by 30

June 2016

N/A Conduct 4 quarterly

workshops on



staff members by 30

June 2016

Conduct 1 quarterly

workshops on



staff members by 30

September 2015

Conduct 1 quarterly

workshops on



staff members by 31

December 2015

Conduct 1 quarterly

workshops on



staff members by 31

March 2016

Conduct 1 quarterly

workshops on



staff members by 30

June 2016

Transformation

and

Organisational

Development.

Instil Workplace

Discipline

Ensure internal

disciplinary actions for

each case are

completed within 3

months after initiation

for the period 1 July

2015 to 30 June 2016

Number of months it

takes for internal


each case to be

completed after

initiation for the period

1 July 2015 to 30

June 2016

N/A Ensure internal


each case are

completed within 3

months after initiation

for the period 1 July

2015 to 30 June 2016

Complete internal


each case reported

up to 30 June 2015 by

30 September 2015

Complete internal


each case reported

up to 30 September

2015 by 31 December

2015

Complete internal


each case reported

up to 31 December

2015by 31 March

2016

Complete internal


each case reported up

to 31 March 2016by

30 June 2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 31

UNIT: HUMAN RESORUCE DEVELOPMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Transformation

and

Organisational

Development.

Ensure

capacitated and

empowered

workforce

Implement approved

Workplace Skills Plan

100% and ensure

quarterly monitoring

and reporting thereof

against employees

progress by 30 June

2016

% of Workplace Skills

Plan implemented and

Quarterly Workplace

Skills reports

2014/15

Workplace Skills

reports

Implement approved


100% and ensure

quarterly monitoring

and reporting thereof

against employees

progress by 30 June

2016

Implement approved


100% and produce 1

report in relation

thereto for this quarter

by 30 September

2015

Implement approved


100% and produce 1

report in relation


by 31 December 2015

Implement approved


100% and produce 1

report in relation


by 31 March 2016

Implement approved


100% and produce 1

report in relation


by 30 June 2016

Transformation

and

Organisational

Development.

Ensure

compliance with

Regulations on

the Minimum

Competency

Levels.

Ensure that all 6

Executives (including

the CEO) meet the

prescribed minimum

competency levels by

30 November 2016.

Number of Executive

Managers who meet

the prescribed

minimum competency

levels by 30

November 2016.

N/A Ensure that all 6


the CEO) meet the

prescribed minimum


30 November 2016.

N/A Ensure that all 6


the CEO) meet the

prescribed minimum


30 November 2016.

N/A N/A

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 32

VOTE / PROGRAMME 4: FINANCE

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 33

UNIT: REVENUE MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Financial

Viability and

Management

Ensure efficient

revenue collection

and management.

Debt collection

improved by 50% on

arrear debt and 80%

on current accounts

based 2014/15

figures by 30 June

2016

% of Debt collection

improvement by on

arrear debt and on

current accounts

based 2014/15 figures

by 30 June 2016

2014/15 revenue

collection reports

and debtors age

analysis

Improve debt

collection by 50% on

arrear debt and 80%

on current accounts

based 2014/15 figures

by 30 June 2016

Improve debt


arrear debt and 80%

on current accounts

for this quarter based

2014/15 figures by 30

September 2015

Improve debt


arrear debt and 80%

on current accounts



December 2015

Improve debt


arrear debt and 80%

on current accounts



March 2016

Improve debt


arrear debt and 80%

on current accounts



June 2016

Financial

Viability and

Management

Improve

allocation of

payments

received to

accounts.

95% allocation of

payments received

through Cashiers and

90% through Direct

deposits on a monthly

basis throughout the

year.

% allocation of

payments received


through Direct



year.

2014/15

reconciliation

statements

95% allocation of

payments received


90% through Direct



year.

95% allocation of

payments received


90% through Direct


basis throughout this

quarter.

95% allocation of

payments received


90% through Direct



quarter.

95% allocation of

payments received


90% through Direct



quarter.

95% allocation of

payments received


90% through Direct



quarter.

Financial

Viability and

Management

Improve accuracy

of accounts billing

95% accuracy in

billing based on the

number of accounts

billed on a monthly


year.

% accuracy in billing

based on the number

of accounts billed on a

monthly basis

throughout the year.

2014/15 accounts

billing reports

95% accuracy in


number of accounts

billed on a monthly


year.

95% accuracy in


number of accounts

billed on a monthly


quarter.

95% accuracy in


number of accounts

billed on a monthly


quarter.

95% accuracy in


number of accounts

billed on a monthly


quarter.

95% accuracy in


number of accounts

billed on a monthly


quarter.

Financial Improve efficiency 100% mailing / % mailing / sending of 2014/15 accounts 100% mailing / 100% mailing / 100% mailing / 100% mailing / 100% mailing /

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 34




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Viability and

Management

of accounts

mailing

sending of printed

statements on a

monthly basis


printed statements on

a monthly basis


mailing registers sending of printed

statements on a

monthly basis


sending of printed

statements on a

monthly basis

throughout this

quarter.

sending of printed

statements on a

monthly basis

throughout this

quarter.

sending of printed

statements on a

monthly basis

throughout this

quarter.

sending of printed

statements on a

monthly basis

throughout this

quarter.

Financial

Viability and

Management

Ensure billing

based on actual

readings

100% of actual meter

readings taken are

uploaded and billed

on accounts on a

monthly basis


% of actual meter

readings taken,

uploaded and billed

on accounts on a

monthly basis


2014/15 meter

reading reports


readings taken are

uploaded and billed

on accounts on a

monthly basis



readings taken are

uploaded and billed

on accounts on a

monthly basis

throughout this

quarter.


readings taken are

uploaded and billed

on accounts on a

monthly basis

throughout this

quarter.


readings taken are

uploaded and billed

on accounts on a

monthly basis

throughout this

quarter.


readings taken are

uploaded and billed

on accounts on a

monthly basis

throughout this

quarter.

Financial

Viability and

Management

Ensure timeous

handling of

customer queries

/ complaints.

Clear / resolve 90% of

all accounts related

customer queries /

complaints received

each week throughout

the year.

% of All accounts

related customer

queried/ complaints

cleared / resolved as

received each week


2014/15

Helpdesk reports.



customer queries /

complaints received


the year.



customer queries /

complaints received


this quarter



customer queries /

complaints received


this quarter



customer queries /

complaints received


this quarter



customer queries /

complaints received


this quarter

Financial

Viability and

Management

Perform periodic

main revenue

related ledger

Monthly reconciliation

of all bank, debtors,

vendors and

Frequency of

reconciliation of all

bank, debtors,

2014/15

reconciliation

statements.

Reconcile all bank,

debtors, vendors and

merchants accounts

Reconcile all bank,


merchants accounts

Reconcile all bank,


merchants accounts

Reconcile all bank,


merchants accounts

Reconcile all bank,


merchants accounts

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 35




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


accounts

reconciliations

merchants accounts


vendors and

merchants accounts


on a monthly basis


on a monthly basis

throughout this

quarter.

on a monthly basis

throughout this

quarter.

on a monthly basis

throughout this

quarter.

on a monthly basis

throughout this

quarter.

UNIT: FINANCIAL MANAGEMENT & SUPPORT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Financial

Viability and

Management

Ensure prudent

cost management

and prevent

fruitless &

wasteful

expenditure

Contain all

controllable costs e.g.

traveling costs, pay

suppliers within 30

days of receipt of

valid invoice,

throughout 2015/16.

The period of

payment of suppliers’

invoices

2014/15

approved budget

Contain all

controllable costs, pay

suppliers within 30

days of receipt of valid

invoice, with no

disputed delivery of

goods / services

throughout 2015/16

Contain all


suppliers within 30

days of receipt of

valid invoice, with no


goods / services

throughout this

quarter.

Contain all


suppliers within 30

days of receipt of



goods / services

throughout this

quarter.

Contain all


suppliers within 30

days of receipt of



goods / services

throughout this

quarter.

Contain all


suppliers within 30

days of receipt of valid

invoice, with no


goods / services

throughout this

quarter.

Financial Maintain Maintaining positive Banks statements 2014/15 section Maintain positive cash Maintain positive cash Maintain positive cash Maintain positive cash Maintain positive cash

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 36




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Viability and

Management

sustainable

liquidity levels

cash flow represented

by net cash flow from

operating activities

after capital

expenditure month on

month for the financial

year.

with positive Bank

Balance month on


year.

87 reports and

banks statements

flow represented by

net cash flow from


after capital



year.

flow represented by

net cash flow from


after capital


month for this quarter.

flow represented by

net cash flow from


after capital



flow represented by

net cash flow from


after capital



flow represented by

net cash flow from


after capital



Financial

Viability and

Management

Ensure retention

and safekeeping

of expenditure

documents

File and register

100% of all monthly

payment vouchers

and accompanying

supporting documents

and keep in safe

custody within 30

days of the end of

each month

throughout 2015/16

financial year.

% of monthly payment

vouchers and

accompanying


filed and registered

within 30 days of end

of each month

throughout 2015/16

financial year.

2014/15

expenditure

records

File and register

100% of all monthly

payment vouchers

and accompanying


and keep in safe

custody within 30

days of the end of

each month

throughout 2015/16

financial year.

File and register

100% of all monthly

payment vouchers

and accompanying


and keep in safe

custody within 30

days of the end of

each throughout this

quarter.

File and register

100% of all monthly

payment vouchers

and accompanying


and keep in safe

custody within 30

days of the end of


quarter.

File and register

100% of all monthly

payment vouchers

and accompanying


and keep in safe

custody within 30

days of the end of


quarter.

File and register

100% of all monthly

payment vouchers

and accompanying


and keep in safe

custody within 30

days of the end of


quarter.

Financial

Viability and

Management

Perform periodic

creditors ledger

reconciliations

Creditors on the

system reconciling to

supporting

Creditors’

Reconciliation

Statements

2014/15 monthly

reconciliations

Reconcile all creditors

on the system to

supporting


on the system to

supporting


on the system to

supporting


on the system to

supporting


on the system to

supporting

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 37




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


documentation on a

monthly basis

throughout the

financial year.

documentation on a

monthly basis

throughout the

financial year.

documentation on a

monthly basis

throughout this

quarter.

documentation on a

monthly basis

throughout this

quarter.

documentation on a

monthly basis

throughout this

quarter.

documentation on a

monthly basis

throughout this

quarter.

UNIT: ASSET MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Financial

Viability and

Management

Ensure efficient

Asset

Management &

Control

4 Quarterly assets

verification performed

and asset registers

updated with all

assets movements,

and report any

damaged / missing

items by 30 June

2016.

Number of assets

verifications

performed and asset

registers updated with

all assets movements,

and report any

damaged / missing

items by 30 June

2016.

2014/15 Asset

Registers

4 Quarterly assets


and asset registers

updated with all

assets movements,

and report any

damaged / missing

items by 30 June

2016.

1 Quarterly assets


and asset registers

updated with all

assets movements,

and report any

damaged / missing

items by 30

September 2015

1 assets verification

performed and asset

registers updated with

all assets movements,

and report any

damaged / missing

items by 31

December 2015

0 Quarterly assets


and asset registers

updated with all

assets movements,

and report any

damaged / missing

items by 31 March

2016

1 (one) assets


and asset registers

updated with all

assets movements,

and report any

damaged / missing

items by 30 June

2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 38

UNIT: ASSET MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


(Target revised to

align with policy for bi-

annual asset

verification process)

UNIT: BUDGET & COMPLIANCE



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Financial

Viability and

Management

Ensure budget

preparation and

reporting in

compliance with

MFMA and

treasury

regulations and

guidelines.

Prepare 2016/17

annual budget,

2015/16 adjustment

budgets and submit

in-year financial

reports in relation

thereto in accordance

with section 87 and

88 of MFMA by 30

June 2016.

Annual and

Adjustment budgets

that are compliant

with MFMA section 87

& 88 requirements

2014/15 In-year

reports

Prepare 2016/17

annual budget,

2015/16 adjustment

budgets and submit

in-year financial

reports in relation


with section 87 and 88

of MFMA by 30 June

2016.

Submit in-year


accordance with

section 87 MFMA by

30 September 2015

Submit in-year


accordance with

section 87 and 88 of

MFMA by 31

December 2015

Prepare 2016/17

annual budget,

2015/16 adjustment

budgets and submit

in-year financial

reports in relation


with section 87 of

MFMA by 31 March

2016

Submit in-year


accordance with

section 87 of MFMA

by 30 September

2015

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 39




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Financial

Viability and

Management

Review and

update budget

related and

accounting

policies

Review and updating

25 budget related and

accounting policies by

30 June 2016.

Number of budget

related and

accounting policies

reviewed and updated

by 30 June 2016.

2014/15

Reviewed budget

related and

accounting

policies.

Review and updating



30 June 2016.

N/A N/A N/A Review and updating



30 June 2016.

Financial

Viability and

Management

Ensure adequacy

of financial

reporting related

internal controls.

4 quarterly reviews

and updating of

financial reporting

related internal

controls based on the


to enable preparation

of Annual Financial

Statements that are

free from material

misstatements or

errors by 30 June

2016.

Number of quarterly

reviews and updating

of financial reporting

related internal

controls based on

Internal Audit Reports.

2015/16 Internal

Audit Reports

4 quarterly reviews

and updating of

financial reporting

related internal

controls based on the


to enable preparation

of Annual Financial

Statements that are

free from material

misstatements or

errors by 30 June

2016.

1 quarterly review and

updating of financial

reporting related

internal controls

based on the Internal

Audit reports to

enable preparation of

Annual Financial

Statements that are

free from material

misstatements or

errors by 30

September 2015



reporting related

internal controls


Audit reports to


Annual Financial

Statements that are

free from material

misstatements or

errors by 30

December 2015



reporting related

internal controls


Audit reports to


Annual Financial

Statements that are

free from material

misstatements or

errors by 31 March

2016



reporting related

internal controls


Audit reports to


Annual Financial

Statements that are

free from material

misstatements or

errors by 30 June

2016.

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 40




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Financial

Viability and

Management

Monitor financial

reporting related

internal controls

Implement approved

financial reporting

related internal

controls 100% and

ensure monthly

monitoring so as to

ensure that they give

effect to adequate

and timely financial

reporting throughout

2015/16

% of Approved

financial reporting

related controls

implemented and

frequency of

monitoring thereof

throughout 2015/16

N/A Implement approved

financial reporting

related internal

controls 100% and

ensure monthly

monitoring so as to


effect to adequate and

timely financial


2015/16

Implement approved

financial reporting

related internal

controls 100% and

ensure monthly

monitoring so as to


effect to adequate



this quarter

Implement approved

financial reporting

related internal

controls 100% and

ensure monthly

monitoring so as to


effect to adequate



this quarter

Implement approved

financial reporting

related internal

controls 100% and

ensure monthly

monitoring so as to


effect to adequate



this quarter

Implement approved

financial reporting

related internal

controls 100% and

ensure monthly

monitoring so as to


effect to adequate and

timely financial


this quarter

Financial

Viability and

Management

Ensure

preparation of

compliant Audit

File.

Prepare Audit File for


that is compliant with

Annexure A of MFMA

Circular 50 by 31

August 2015.

MFMA Circular 50 2014/15 Audit

File




Annexure A of MFMA

Circular 50 by 30

June 2016.




Annexure A of MFMA

Circular 50 by 31

August 2015.

N/A N/A N/A

Financial

Viability and

Ensure compliant

Annual Financial

Prepare 2014/15

Annual Financial

Auditor-General’s

Management Letters

2013/14 Audited

Annual Financial

Prepare 2014/15

Annual Financial

Prepare 2014/15

Annual Financial

N/A N/A N/A

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 41




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Management Statements Statements in

accordance with the

South African

Standards of

Generally Recognised

Accounting Practices

(GRAP) and section

122 of MFMA by 31

August 2015.

(GRAP Standards,

Section 122 of MFMA)

statements. Statements in

accordance with the

South African

Standards of



(GRAP) and section

122 of MFMA by 31

August 2015.

Statements in

accordance with the

South African

Standards of



(GRAP) and section

122 of MFMA by 31

August 2015.

UNIT: SUPPLY CHAIN MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Good

Governance &

Public

Participation

Ensure compliant

procurement

processes &

procedures

0% irregular

expenditure incurred

due to non-

compliance to the

% of irregular


due to non-

compliance to the

2014/15 Annual

Financial

Statements

0% irregular


due to non-

compliance to the

0% irregular


due to non-

compliance to the

0% irregular


due to non-

compliance to the

0% irregular


due to non-

compliance to the

0% irregular


due to non-

compliance to the

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 42

UNIT: SUPPLY CHAIN MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


company’s Supply

Chain Management

Policy, Supply Chain

Management

Regulations, 2005

and the MFMA by 30

June 2016

company’s Supply

Chain Management


Management

Regulations, 2005

and the MFMA by 30

June 2016

company’s Supply

Chain Management


Management

Regulations, 2005

and the MFMA by 30

June 2016

company’s Supply

Chain Management


Management

Regulations, 2005

and the MFMA by 30

September 2015

company’s Supply

Chain Management


Management

Regulations, 2005

and the MFMA by 31

December 2015

company’s Supply

Chain Management


Management

Regulations, 2005

and the MFMA by 31

March 2016

company’s Supply

Chain Management


Management

Regulations, 2005

and the MFMA by 30

June 2016

Good

Governance &

Public

Participation

Monitor Suppliers

/ Service

Providers

performance

Ensure that the

suppliers / services

providers are

monitored 100% in

line with contracts

entered into and

submit monthly

reports throughout

2015/16.

Frequency of reports

submitted by suppliers

throughout 2015/16

2014/15

Supplier’s

monitoring

reports

Ensure that the


providers are

monitored 100% in

line with contracts

entered into and

submit monthly

reports throughout

2015/16.

Ensure that the


providers are

monitored 100% in

line with contracts

entered into and

submit monthly

reports throughout

this quarter.

Ensure that the


providers are

monitored 100% in

line with contracts

entered into and

submit monthly

reports throughout

this quarter.

Ensure that the


providers are

monitored 100% in

line with contracts

entered into and

submit monthly

reports throughout

this quarter.

Ensure that the


providers are

monitored 100% in

line with contracts

entered into and

submit monthly

reports throughout

this quarter.

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 43

VOTE / PROGRAMME 5: ENGINEERING-WIRES

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 44

UNIT: SYSTEMS UTILISATION AND PROCESS ENGINEERING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Provide 100%

access to

electricity

Install and complete

the number of public

connections

applications received,

paid for this financial

year by 30 June

2016.

The number of public

connection


paid for vs. the

number of public

connections installed

from 1 July 2015 to 30

June 2016.

New and upgrade

connection in

2014/15 financial

years

To install public

connections for all

public connection


paid for between 1

July 2015 to 30 May

2016 by 30 June

2016

To install public

connections for all

public connection

applications received

and paid for between

1 July 2015 and 31

August 2015 by 30

September 2015.

To install public

connections for all

public connection



1 September 2015

and 30 November

2015 by 31

December 2015.

To install public

connections for all

public connection



1 December 2015 and

29 February 2016 by

31 March 2016.

To install public

connections for all

public connection



1 March 2016 and 31

May 2016 by 30 June

2016.

Infrastructure

Development &

Service Delivery

Provide 100%

access to

electricity

Investigate servitudes

and land earmarked

for electricity

infrastructure

expansion in the area

of entity’s supply so

as to broaden access

to electricity capacity

by 30 June 2016

Servitudes

Investigation Report

N/A Investigate servitudes

and land earmarked

for electricity

infrastructure

expansion in the area

of entity’s supply so

as to broaden access

to electricity capacity

by 30 June 2016

Procurement Process

for suitable service

provider(s) completed

by 30 September

2015 and

appointment letter(s)

issued to successful

bidder(s) by 30

September 2015

Terms of reference

established and

signed off, project roll-

out plan submitted

and signed by 31

December 2015

First assessment /

scoping and first

progress report

received from the

service provider(s) by

31 March 2016

Second progress

report received from

the service provider(s)

with at least 20%

milestones covered in

relation to the project

roll-out plan by 30

June 2016

Infrastructure

Development &

Service Delivery

Provide 100%

access to

electricity

Convert and / or

replace 5 000

electricity meters in

Number of

conversions and / or

replacement electricity

500 meters

converted and /

or replaced by

Convert and / or

replace 5 000


Convert and / or

replace 1 250


Convert and / or

replace 1 250


Convert and / or

replace 1 250


Convert and / or

replace 1 250


CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 45

UNIT: SYSTEMS UTILISATION AND PROCESS ENGINEERING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Botshabelo by June

2016.

meters made in

Botshabelo by 30

June 2016

2014/15 financial

year.

Botshabelo by June

2016.

Botshabelo by 30

September 2015.

Botshabelo by 31

December 2015

Botshabelo by 31

March 2016

Botshabelo by 30

June 2016.

Infrastructure

Development &

Service Delivery

Provide reliable

public lighting in

areas as required

by MMM

Installation of 300

smart street lights in

the area of MMM by

30 June 2016.

Certificates of

completion

Number of public

lighting (high

mast lights)

installed in

2014/15 financial

year.

Installation of 300


the area of MMM by

30 June 2016.

Installation of 75


the area of MMM by

30 September 2015

Installation of 75


the area of MMM by

31 December 2015.

Installation of 75


the area of MMM by

31 March 2016.

Installation of 75


the area of MMM by

30 June 2016.

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 46

UNIT: PLANNING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

infrastructure

Establishment of

132/11kV

Fichardtpark

Distribution Centre by

30 June 2016

% of progress made

on establishment of

132/11kV

Fichardtpark


30 June 2016

2014/15

performance

100% progress on

establishment of

132/11kV

Fichardtpark


30 June 2016

10% progress on

establishment of

132/11kV

Fichardtpark


30 September 2015

N/A

25% progress on

establishment of

132/11kV

Fichardtpark


31 December 2015

0% progress on

establishment of

132/11kV

Fichardtpark


31 March 2016

(Targets revised

downwards since that

procurement process

to implement the

project has not

commenced)

0% progress on

establishment of

132/11kV

Fichardtpark


30 June 2016.

(Targets revised


procurement process

to implement the

project has not

commenced)

Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

infrastructure

Establishment of

132/11kV Cecilia


30 June 2016.

% of progress made

on establishment of

132/11kV Cecilia


30 June 2016

2014/15

performance

50% progress on

establishment of

132/11kV Cecilia


30 June 2016

10% progress on

establishment of

132/11kV Cecilia


30 September 2015

20% progress on

establishment of

132/11kV Cecilia


31 December 2015

35% progress on

establishment of

132/11kV Cecilia


31 March 2016

50% progress on

establishment of

132/11kV Cecilia


30 June 2016

Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

Establishment of

132/11kV 20MVA

Groenvlei Distribution

Centre by 30 June

% of progress made

on establishment of

132/11kV 20MVA


2014/15

performance

100% progress on

establishment of

132/11kV 20MVA


30% progress on

establishment of

132/11kV 20MVA


50% progress on

establishment of

132/11kV 20MVA


80% progress on

establishment of

132/11kV 20MVA


100% progress on

establishment of

132/11kV 20MVA


CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 47

UNIT: PLANNING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


infrastructure 2016 Centre by 30 June

2016

Centre by 30 June

2016

Centre by 30

September 2015

Centre by 31

December 2015

Centre by 31 March

2016.

Centre by 30 June

2016.

Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

infrastructure

Establishment of

132kV Northern Ring

from Noordstad to

Harvard DC (ward 44

and 48) by 30 June

2016

Milestone progress

as indicated on

quarterly targets on

multi phased project

132kV Northern Ring

from Noordstad to

Harvard DC (ward 44)

by 30 June 2016

2014/15

performance

Complete Phase 1

(Line from Harvard

DC to Cecelia DC) of

the project and obtain

a ROD from the DEA

by 30 June 216

Complete the

concrete foundation

and the construction

of the basis. Evaluate

a new route from

Cecilia DC to

Limousine DC by 30

September 2015.

Complete civil works

by 31 December 2015

Complete electrical

works. Record of

Decision (EIA)

approval from the

Environmental

Department by 31

March 2016

Commissioning of

phase 1. . Follow-up

to obtain the Record

of Decision (EIA)

approval from the

Environmental

Department) by 30

June 2016

Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

infrastructure

Establishment of

132/11kV Elite Sub-

Station (Airport Node)

by 30 June 2016

% of progress on

establishment of

132/11kV Elite Sub-


30 June 2016

2014/15

performance

(10%)

Approved Elite Sub-

station Design, signed

agreement between

Centlec and land

owner completed and

approval from the EIA

for establishment of

132/11kV Elite Sub-


obtained by 30 June

2016

Review Elite

Substation designs,

Engage with land

owner to get

permission for the

construction of the

substation and 50%

progress on Record of

Decision (EIA)

approval from the

Environmental

Obtain the Record of

Decision (EIA)

approval from the

Environmental

Department ) by 31

December 2015

Approval of substation

designs by the HoD

by 31 March 2016

Signed agreement

between land owner

and Centlec for Elite

substation by 30 June

2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 48

UNIT: PLANNING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Department ) by 30

September 2015

Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

infrastructure

Establishment of

Botshabelo:

132kV11kV

Distribution Centre

Substation in ward 27

by 30 June 2016

% of progress on

establishment of

Botshabelo:

132kV/11kV

Distribution Centre


by 30 June 2016

2014/15

performance

(30%)

100% progress on

establishment of

Botshabelo:

132kV/11kV

Distribution Centre


by 30 June 2016

15% progress on

installation of

Botshabelo:

132kV/11kV

Distribution Centre


by 30 September

2015

30% progress on

Installation of

Botshabelo:

132kV/11kV

Distribution Centre


by 31 December 2015

0% progress on

installation of

Botshabelo:

132kV/11kV

Distribution Centre


by 31 March 2016

(Targets revised


procurement process

to implement the

project has not

commenced)

0% progress on

installation of

Botshabelo:

132kV/11kV

Distribution Centre


by 30 June 2016

(Targets revised


procurement process

to implement the

project has not

commenced)

Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

infrastructure

Establishment of

Botshabelo: 132kV

connection point at

Vaalkraal DC by 30

June 2016

% of progress on

establishment of

Botshabelo: 132kV

connection point at

Vaalkraal DC in ward

30 by 30 June 2016

2014/15

performance

(30%)

100% progress on

establishment of

Botshabelo: 132kV

connection point at


30 by 30 June 2016

15% progress on

establishment of

Botshabelo: 132kV

connection point at


30 by 30 September

30% progress on

establishment of

Botshabelo: 132kV

connection point at


30 by 31 December

0% progress on

establishment of

Botshabelo: 132kV

connection point at


30 by 31 March 2016.

0% progress on

establishment of

Botshabelo: 132kV

connection point at


30 by 30 June 2016.

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 49

UNIT: PLANNING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


2015 2015 (Targets revised


procurement process

to implement the

project has not

commenced)

(Targets revised


procurement process

to implement the

project has not

commenced)

Infrastructure

Development &

Service Delivery

Provision for

adequate lighting

within the

residential areas

of Mangaung

Erection of 28 high

mast lights within

Mangaung by 30

June 2016

Completed high mast

light by 30 June 2016

2014/15

performance

28 erected and

commissioned high

mast lights within

Mangaung by 30 June

2016

Identification of 28

high mast lights

positions by 30

September 2015

Casting of

foundations for the 28

high mast lights by 31

December 2015

Erection of 14 masts

and commissioning

thereof by 31 March

2016

Erection of 14 masts

and commissioning

thereof by 30 June

2016

Infrastructure

Development &

Service Delivery

Provide for

sufficient

electricity

distribution

infrastructure

Establishment of

NEW 132/11kV

Maphikela DC by 30

June 2016

% of progress on

Establishment of

NEW 132/11kV

Maphikela DC by 30

June 2017

N/A 100% progress on

Establishment of

NEW 132/11kV

Maphikela DC by 30

June 2016

5% progress on

Record of Decision

(EIA) approval from

the Environmental

Department ) by 30

September 2015

25% progress on

Record of Decision

(EIA) approval from

the Environmental

Department ) by 31

December 2015

0% progress on

Record of Decision

(EIA) approval from

the Environmental

Department by 31

March 2016. (Targets

revised downwards

since that

procurement process

to implement the

0% progress on

Record of Decision

(EIA) approval from

the Environmental

Department by 30

June 2016. (Targets

revised downwards

since that

procurement process

to implement the

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 50

UNIT: PLANNING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


project has not

commenced)

project has not

commenced)

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 51

VOTE / PROGRAMME 6: ENGINEERING-RETAIL

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 52

UNIT: REVENUE & CUSTOMER MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Ensure optimal

accuracy and

performance of all

installed meters

Conduct 12 monthly

meter audits to

minimize losses

through tempering

and illegal

connections by 30

June 2016

Number of monthly

meter audits

conducted to minimize

losses through

tempering and illegal

connections by 30

June 2016

2014/15

performance

Conduct 12 monthly

meter audits to

minimize losses

through tempering

and illegal

connections by 30

June 2016

Conduct 3 monthly

meter audits this

quarter to minimize

losses through


connections by 30

September 2015

Conduct 3 monthly

meter audits this

quarter to minimize

losses through


connections by 31

December 2015

Conduct 3 monthly

meter audits this

quarter to minimize

losses through


connections by 31

March 2016

Conduct 3 monthly

meter audits this

quarter to minimize

losses through


connections by 30

June 2016

Infrastructure

Development &

Service Delivery

Improve customer

care management

Procure and

implement integrated

customer queries

management system

by 30 June 2016.

Progress Reports N/A Procure and

implement integrated

customer queries

management system

by 30 June 2016.

Procurement Process



by 30 September

2015 and



bidder(s) by 30

September 2015

Terms of reference

established and


out plan submitted

and signed by 31

December 2015

100% of installation of

the system done and

training provided to all

dedicated officials by

31 March 2016

System fully

implemented and

managed by 30 June

2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 53

UNIT: TRADING SERVICES



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Ensure 100%

access to

electricity to by all

Ensure that 100% of

registered indigents

receive Free Basic

Electricity on a

monthly basis

throughout 2015/16

% of registered

indigents who receive

Free Basic Electricity

on a monthly basis

throughout 2015/16

2014/15 reports Ensure that 100% of


receive Free Basic

Electricity on a

monthly basis

throughout 2015/16

Ensure that 100% of


receive Free Basic

Electricity on a

monthly basis

throughout this

quarter

Ensure that 100% of


receive Free Basic

Electricity on a

monthly basis

throughout this

quarter

Ensure that 100% of


receive Free Basic

Electricity on a

monthly basis

throughout this

quarter

Ensure that 100% of


receive Free Basic

Electricity on a

monthly basis

throughout this

quarter

Infrastructure

Development &

Service Delivery

Ensure effective

vending points /

stations.

Ensure that 80% of

vending stations are

accessible at least

between 8h00-17h00

during normal working

days and 08h00 -

12h00 during

weekends and

holidays throughout

2015/16

% of vending stations

that are accessible at

least between 8h00-

17h00 during normal

working days and

08h00 -12h00 during

weekends and

holidays throughout

2015/16

50% of Vending

stations

Ensure that 80% of


accessible at least

between 8h00-17h00


days and 08h00 -

12h00 during

weekends and

holidays throughout

2015/16

Ensure that 80% of


accessible at least

between 8h00-17h00


days and 08h00 -

12h00 during

weekends and

holidays throughout

this quarter.

Ensure that 80% of


accessible at least

between 8h00-17h00


days and 08h00 -

12h00 during

weekends and

holidays throughout

this quarter.

Ensure that 80% of


accessible at least

between 8h00-17h00


days and 08h00 -

12h00 during

weekends and

holidays throughout

this quarter.

Ensure that 80% of


accessible at least

between 8h00-17h00


days and 08h00 -

12h00 during

weekends and

holidays throughout

this quarter.

Infrastructure

Development &

Service Delivery

Ensure reliability

of electricity

supply

Ensure 100%

management of

customers’ essential

loads on a continuous

% of customers’

essential loads

managed on a

continuous basis

2014/15 reports Ensure 100%

management of



Ensure 100%

management of



Ensure 100%

management of



Ensure 100%

management of



Ensure 100%

management of



CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 54

UNIT: TRADING SERVICES



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


basis throughout

2015/16

throughout 2015/16 basis throughout

2015/16


quarter


quarter


quarter


quarter

UNIT: SYSTEMS ENGINEERING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Improve sales

and

communication

infrastructure

30% upgrade of the

current PABX to VOIP

telecommunication

infrastructure by 30

June 2016

% of progress in

upgrading of the


telecommunication


June 2016

N/A 30% upgrade of the


telecommunication


June 2016

5% upgrade of the


telecommunication


September 2016

10% upgrade of the


telecommunication


December 2015

20% upgrade of the


telecommunication


March 2016

30% upgrade of the


telecommunication


June 2016

Infrastructure

Development &

Service Delivery

Improve sales

and

communication

infrastructure

50% progress in

upgrade of vending

back office by 30

June 2016

% of progress in

upgrading of vending

back office by 30 June

2016

N/A 50% progress in

upgrade of vending


2016

15% progress in

upgrade of vending

back office by 30

September 2015

30% progress in

upgrade of vending

back office by 31

December 2015

45% progress in

upgrade of vending

back office by 31

March 2016

50% progress in

upgrade of vending


2016

Infrastructure Ensure strategic Implement 30% of % of business N/A Implement 30% of Implement 5% of Implement 10% of Implement 20% of Implement 30% of

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 55

UNIT: SYSTEMS ENGINEERING



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Development &

Service Delivery

risk management

with regard to

systems

business continuity

and disaster recovery


June 2016

continuity and disaster

recovery infrastructure

implemented by 30

June 2016

business continuity



June 2016

business continuity



September 2015

business continuity



December 2015

business continuity



March 2016

business continuity



June 2016

Infrastructure

Development &

Service Delivery

Upgrading of IT

infrastructure and

network in

response to

changing needs

100% upgrade of IT

servers and network

infrastructure and

systems to support

SCOA

implementation

project by 30 June

2016

% of IT servers and

network infrastructure

and systems

upgraded to support

SCOA implementation

project by 30 June

2016

N/A 100% upgrade of IT

servers and network

infrastructure and

systems to support

SCOA implementation

project by 30 June

2016

70% upgrade of IT

servers and network

infrastructure and

systems to support

SCOA implementation

project by 30

September 2015

80% upgrade of IT

servers and network

infrastructure and

systems to support

SCOA implementation

project by 31

December 2015

90% upgrade of IT

servers and network

infrastructure and

systems to support

SCOA implementation

project by 31 March

2016

100% upgrade of IT

servers and network

infrastructure and

systems to support

SCOA implementation

project by 30 June

2016

Infrastructure

Development &

Service Delivery

Upgrading of IT

infrastructure and

network in

response to

changing needs

100% upgrade and

refurbishment of the

existing computer

networks by 30 June

2016

% of upgrade and


existing computer

networks by 30 June

2016

N/A 100% upgrade and


existing computer

networks by 30 June

2016

60% upgrade and


existing computer

networks by 30

September 2015

80% upgrade and


existing computer

networks by 31

December 2015

90% upgrade and


existing computer

networks by 31 March

2016

100% upgrade and


existing computer

networks by 30 June

2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 56

VOTE / PROGRAMME 7: COMPLIANCE & PERFORMANCE

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 57

UNIT: COMPLIANCE & PERFORMANCE MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Transformation

and

Organisational

Development.

Ensure

compliance with

prescribed annual

planning

processes of the

entity

Review Multi-Year

Business Plan for

2016/17, ensure that

the related Budget,

SDBIP Performance

Plans and

Agreements of the

Executives are

compiled and

submitted for

approval by 31 March

2016.

Proof of submission of

reviewed Multi-Year

Business Plan,

Budget, SDBIPs,

Performance Plans

and Agreements of

the Executives are

compiled and

submitted for approval

by 31 March 2016.

N/A Review Multi-Year

Business Plan for


the related Budget,

SDBIP Performance

Plans and

Agreements of the

Executives are

compiled and


by 31 March 2016.

N/A N/A Review Multi-Year

Business Plan for


the related Budget,

SDBIP Performance

Plans and

Agreements of the

Executives are

compiled and


by 31 March 2016.

N/A

Transformation

and

Organisational

Development.

Ensure

monitoring and

Evaluation of

Organisational

performance

Ensure that the

performance of

Executives is

assessed quarterly as

prescribed in their

respective

Performance

Agreements and that

it is internally audited

Quarterly

Performance

Assessment reports of

the performance of

Executives

N/A Ensure that the

performance of

Executives is

assessed quarterly as

prescribed in their

respective

Performance

Agreements and that

it is internally audited

Ensure that the

performance of

Executives for the

period ended 30 June

2015 is assessed by

31 July 2015

Ensure that the

performance of

Executives for the

period ended 30

September 2015 is

assessed by

31October 2015

Ensure that the

performance of

Executives for the

period ended 31

December 2015 is

assessed by

31January 2016

Ensure that the

performance of

Executives for the

period ended 31

March 2016 is

assessed by 30 April

2016

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 58

UNIT: COMPLIANCE & PERFORMANCE MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


and reports are

submitted to the Audit

Committee and the

Board by 30 June

2016.

and reports are

submitted to the Audit

Committee and the

Board by 30 June

2016.

Transformation

and

Organisational

Development.

Ensure

monitoring and

Evaluation of

Organisational

performance

Quarterly Centlec

audit improvement

dashboard developed


AG within the

prescribed time

frames for 2015/16.

Frequency of Centlec

audit improvement

dashboard developed


AG within the

prescribed time

frames for 2015/16.

N/A Quarterly Centlec

audit improvement

dashboard developed


AG within the

prescribed time

frames for 2015/16.

Quarterly Centlec

audit improvement

dashboard developed


AG by 1 July 2015 for

this quarter

Quarterly Centlec

audit improvement

dashboard developed


AG by 1 October

2015 for this quarter

Quarterly Centlec

audit improvement

dashboard developed


AG by 07 January

2016 for this quarter

Quarterly Centlec

audit improvement

dashboard developed


AG by 1 April 2016 for

this quarter

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 59

UNIT: FLEET & SECURITY MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Continuous

coordinated

security

management and

planning.

Four (4) Joint

Planning Committee

(JPC) meetings held

during 2015/16 to

discuss, and plan for

security

arrangements

regarding potential

security threats to the

business of the entity.

Number of Joint

Planning Committee

(JPC) meetings held

during 2015/16 to


security arrangements

regarding potential



N/A Four (4) Joint

Planning Committee

(JPC) meetings held

during 2015/16 to



regarding potential



One (1) Joint

Planning Committee

(JPC) meeting held

during this quarter to



regarding potential



One (1) Joint

Planning Committee

(JPC) meeting held




regarding potential



One (1) Joint

Planning Committee

(JPC) meeting held




regarding potential



One (1) Joint Planning

Committee (JPC)

meeting held during

this quarter to



regarding potential



Conduct security

threat

assessment

Ensure that security

assessment is

conducted twice (2)

during 2015/16 so as

ensure efficient

allocation of

resources to the most

vulnerable areas.

Number of times

security assessment

is conducted during

2015/16 so as ensure

efficient allocation of


vulnerable areas.

N/A Ensure that security

assessment is

conducted twice (2)

during 2015/16 so as

ensure efficient

allocation of


vulnerable areas.

N/A One security

assessment

conducted during this

quarter so as ensure



vulnerable areas by

31 December 2015.

N/A One security

assessment

conducted during this

quarter so as ensure



vulnerable areas by

30 June 2016.

Conduct daily

patrols at

vulnerable points

Ensure that three (3)

daily patrols are

conducted at

Number of daily

patrols conducted at

identified vulnerable

N/A Ensure that three (3)

daily patrols are

conducted at


daily patrols are

conducted at


daily patrols are

conducted at


daily patrols are

conducted at


daily patrols are

conducted at

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 60




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16



points (i.e power

stations, exposed

power cables,

premises, etc) so as

to minimize the effect

of potential losses

throughout 2015/16.

points (i.e power

stations, exposed

power cables,



of potential losses

throughout 2015/16.


points (i.e power

stations, exposed

power cables,



of potential losses

throughout 2015/16.


points (i.e power

stations, exposed

power cables,



of potential losses

throughout this

quarter


points (i.e power

stations, exposed

power cables,



of potential losses

throughout this

quarter


points (i.e power

stations, exposed

power cables,



of potential losses

throughout this

quarter


points (i.e power

stations, exposed

power cables,



of potential losses

throughout this

quarter

Ensure optimal

service delivery

by procuring

requisite fleet

Procure new fleet

within two (2) months

as per requests from

the various user

departments during

2015/16.

The period it takes to

new fleet as per

requests from the

various user

departments during

2015/16.

N/A Procure new fleet



the various user

departments during

2015/16.

Procure new fleet



the various user

departments during

this quarter.

Procure new fleet



the various user

departments during

this quarter.

Procure new fleet



the various user

departments during

this quarter.

Procure new fleet



the various user

departments during

this quarter.

Ensure regular

and timeous

maintenance of

fleet

Fleet booked in for

repairs or

maintenance within

48 hour of receiving

Number of hours it

takes for fleet to be

booked in for repairs

or maintenance from

N/A

Fleet booked in for

repairs or

maintenance within 48

hour of receiving

Fleet booked in for

repairs or

maintenance within


Fleet booked in for

repairs or

maintenance within


Fleet booked in for

repairs or

maintenance within


Fleet booked in for

repairs or

maintenance within 48

hour of receiving

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 61




Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


requisitions from user

departments

throughout 2015/16

receiving requisitions

from user

departments


departments

throughout 2015/16


departments

throughout this

quarter


departments

throughout this

quarter


departments

throughout this

quarter


departments

throughout this

quarter

UNIT: BUSINESS DEVELOPMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Explore and

develop

alternative

revenue streams

for the entity

Conduct focused

research into

alternative revenue

streams for the entity

by 30 June 2016.

Research report N/A Conduct focused

research into

alternative revenue

streams for the entity

by 30 June 2016.

Procurement Process



by 30 September

2015 and



bidder(s) by 30

September 2015

Terms of reference

established and


out plan submitted

and signed by 31

December 2015

50% progress made

and reported against

the project roll-out

plan by 31 March

2016

Project 100%

completed and final

report submitted to

the Board and the

parent municipality by

30 June 2016.

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 62

UNIT: POWER GENERATIONS



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Re-engineering of

old power stations

Generate 30 MW by

the 30 June 2016.

Number of Megawatts

Generated by 30 June

2016

N/A Generate 30 MW by

the 30 June 2016.

Advertise tender by

30 September 2015

Evaluate tenders and

appoint by 31

December 2015

Contractors on site by

31 March 2016.

Generations of 30

MW by 30 June 2016.

Revitalisation of

old power stations

(Fort Street) –

(Incorporation into

the Waaihoek

Precinct).

Develop and include

Phase 1 of power

station project into the

Waaihoek precinct

project by 30 June

2016

Number of Project

Phases completed by

30 June 2016.

N/A Develop and include

Phase 1 of power

station project into the

Waaihoek precinct

project 30 June 2016.

Design and planning

of project with tender

documents by 30

September 2015.

Invite tenders and

evaluate tenders by

31 December 2015.

N/A (Project

Implementation

dependent on

Mangaung Metro

Municipality)

N/A (Project

Implementation

dependent on

Mangaung Metro

Municipality)

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 63

UNIT: FACILITIES MANAGEMENT



Key

Performance

Area (KPA)

Strategic

Objective

Key Performance

Indicator (KPI)


2015/16


Infrastructure

Development &

Service Delivery

Ensure upkeep of

existing facilities,

offices &

infrastructure

30% progress in the

project of

incorporation of old

power station at Fort

Street (non-technical

work) with the

Waaihoek precinct by

30 June 2016

% of progress made

in the project of




work) with the


30 June 2016

N/A 30% progress in the

project of




work) with the


30 June 2016

5% progress in the

project of




work) with the


30 September 2015

10% progress in the

project of




work) with the


31 December 2015

N/A (Project

Implementation

dependent on

Mangaung Metro

Municipality)

N/A (Project

Implementation

dependent on

Mangaung Metro

Municipality)

Infrastructure

Development &

Service Delivery

Ensure upkeep of

existing facilities,

offices &

infrastructure

100% upgrade the

existing office

buildings by 30 June

2016 according to the

assessed needs to

ensure conducive

working environment

for employees

% of progress made

on the upgrade of the

existing office



assessed needs to

ensure conducive

working environment

for employees

N/a 100% upgrade the

existing office



assessed needs to

ensure conducive

working environment

for employees

25% upgrade the

existing office

buildings by 30

September 2015.

25% upgrade the

existing office

buildings by 31

December 2015.

25% upgrade the

existing office

buildings by 31 March

2016

25% upgrade the

existing office


2016.

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 64

9. COMPONENT 4 – WARD INFORMATION FOR EXPENDITURE AND SERVICE

DELIVERY

In line with the National Treasury guidelines, the information below is provided to support effective

management and facilitate accountability.

Table: 9.1 - Ward Information for Expenditure and Service Delivery

Project Name

War

d N

o

Project Description / Type of Structure

Outputs

PROGRAMME 6: ENGINEERING RETAIL

UPGRADE OF CURRENT PABX TO VOIP TELCOMMS INFRASTRUCTURE N/A Telecommunication Systems Telecommunication Systems

IMPLEMENTATION OF BUSINESS CONTINUITY AND DISASTER RECOVERY INFRASTRUCTURE

N/A Disaster Recovery Infrastructure Disaster Recovery Infrastructure

WEBSITE N/A Website Website

VENDING BACK OFFICE All Infrastructure Infrastructure

UPGRADE AND REFURBISHMENT OF CENTLEC COMPUTER NETWORK N/A Telecommunication Telecommunication

SCOA IMPLEMENTATION PROJECT N/A Systems Systems

PROGRAMME 5: ENGINEERING WIRES

PARK WEST, 132/33 T2B 45MVA 18 Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF DECREPIT HAMILTON SUBSTATION 18 Electricity Infrastructure Electricity Infrastructure

TIBBIE VISSER RIPPLE CONTROL 1 - 45 Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF 110V BATTERIES FOR EAST YARD, WESTDENE,MANGAUNG B, MARK, MASELSPOORT

1 - 45 Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF 32V BATTERIES 1 - 45 Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF LOW VOLTAGE DECREPIT 2,4,8 WAY BOXES 1 - 45 Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF BRITTLE OVERHEAD CONNECTIONS 1 - 45 Electricity Infrastructure Electricity Infrastructure

REMEDIAL WORK 132KV SOUTHERN LINES 1 - 45 Electricity Infrastructure Electricity Infrastructure

AUTOMATED MAINTENANCE SYSTEM 1 - 45 Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF 2 &4 WAY FIBREGLAS BOX IN SECTION H 30 Electricity Infrastructure Electricity Infrastructure

INSTALLATION OF PREPAID METERS (INDIGENTS) All Electricity Infrastructure Electricity Infrastructure

ELECTRIFICATION CONNECTIONS (INEP) 27 Electricity Infrastructure Electricity Infrastructure

SERVITUDES AND LAND (INCLUDING INVESTIGATION, REMUNERATION, REGISTRATION)

45 Administrative Administrative

PUBLIC ELECTRICITY CONNECTIONS All Electricity Infrastructure Electricity Infrastructure

EXTENSION AND UPGRADING OF THE 11KV OVERHEAD NETWORK IN THE PERI-URBAN AREAS

All Electricity Infrastructure Electricity Infrastructure

FICHARDTPARK DC: 132KV/11KV 20MVA DC 25 Electricity Infrastructure Electricity Infrastructure

CECELIA DC: 132KV/11KV 30MVA DC 26 Electricity Infrastructure Electricity Infrastructure

GROENVLEI DC: 132KV/11KV 20MVA 22, 23 Electricity Infrastructure Electricity Infrastructure

132KV NORTHERN RING FROM NOORDSTAD DC TO HARVARD DC 44 Electricity Infrastructure Electricity Infrastructure

ELITE SUBSTATION (AIRPORT NODE) 30 Electricity Infrastructure Electricity Infrastructure

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TRANSFORMER REPLACEMENT All Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF DECREPIT 11KV CABLE 19 Electricity Infrastructure Electricity Infrastructure

SMART STREETLIGHTS All Electricity Infrastructure Electricity Infrastructure

REFURBISHMENT OF THE TAP CHANGER CONTROL PANELS AT PARK WEST, BAYSWATER AND NAVAL PARK DISTRIBUTION CENTRES


REFURBISHMENT OF PROTECTION AT BAYSWATER, CORONATION, NAVAL PARK, DAN PIENAAR


METER PROJECT All Electricity Infrastructure Electricity Infrastructure

All Electricity Infrastructure Electricity Infrastructure NETWORK CATALYST PROJECTS

ELECTRIFICATION PROJECTS All Electricity Infrastructure Electricity Infrastructure

INSTALLATION OF PUBLIC LIGHTING All Electricity Infrastructure Electricity Infrastructure

MAPHIKELA DC 132/11KV All Electricity Infrastructure Electricity Infrastructure

PROGRAMME 3: HUMAN RESOURCE SERVICES

TRAINING & DEVELOPMENT All Human Resource Development Human Resource Development

PROGRAMME 7: COMPLIANCE & PERFORMANCE

OFFICE BUILDING All Infrastructure Infrastructure

FURNITURE AND OFFICE EQUIPMENT All Equipment Equipment

VEHICLES All Acquisition of Fleet Acquisition of Fleet

RE-ENGINEERING OF OLD POWER STATIONS Admin Upgrade of Infrastructure Upgrade of Infrastructure

REVITALIZATION OF OLD POWER STATIONS (FORTSTREET) – (Incorporation into the Waaihoek Precinct)

Admin Improvement of Infrastructure Improvement of Infrastructure

PROGRAMME 1: OFFICE OF THE CEO

MARKETING COMMUNICATION – (Banding & Communication Equipment) N/A Communication & Marketing

Tools Communication & Marketing Tools

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SDBIP - 2015/16 Page | 66

10. COMPONENT 5 – DETAILED CAPITAL WORKS PLAN OVER THREE YEARS

A detailed three year capital works plan is required to ensure sufficient detail is available to measure and monitor delivery of planned infrastructure projects.

Project Name

MTREF ESTIMATES

War

d N

o

Project Description / Type

of Structure Outputs

Project Duration

2015/2016

R’000

2016/2017

R’000

2017/2018

R’000

Start Date Completion

Date

PROGRAMME 6: ENGINEERING RETAIL

UPGRADE OF CURRENT PABX TO VOIP TELCOMMS INFRASTRUCTURE 6 048 2 627 8 688 N/A Telecommunication Systems Telecommunication Systems 1 April 2015 30 June 2016

IMPLEMENTATION OF BUSINESS CONTINUITY AND DISASTER RECOVERY

INFRASTRUCTURE 1 491 3 825 12 651 N/A

Disaster Recovery

Infrastructure

Disaster Recovery

Infrastructure 1 April 2015 30 June 2017

WEBSITE 97 285 439 N/A Website Website 1 March 2015 30 June 2015

VENDING BACK OFFICE 4 842 9 486 4 702 All Infrastructure Infrastructure 1 April 2014 30 June 2017

UPGRADE AND REFURBISHMENT OF CENTLEC COMPUTER NETWORK 2 024 1 313 4 344 N/A Telecommunication Telecommunication 1 July 2015 30 June 2016

SCOA IMPLEMENTATION PROJECT 1 248 11 858 6 270 N/A Systems Systems 1 January 2015 30 June 2017

PROGRAMME 5: ENGINEERING WIRES

NETWORK SERIVES

PARK WEST, 132/33 T2B 45MVA 5 429 5 690 6 003 18 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

REPLACEMENT OF OIL PLANT 0 822 867 All Electricity Infrastructure Electricity Infrastructure

REPLACEMENT OF DECREPIT HAMILTON SUBSTATION 1 730 2 529 2 668 18 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

TIBBIE VISSER RIPPLE CONTROL 0 443 467 1 - 45 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

CLOVER & VISTA DC’s PARK ACCESS CONTROL (CCTV) 0 443 467 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

REPLACEMENT OF 110V BATTERIES FOR EAST YARD, WESTDENE,MANGAUNG B, MARK,

MASELSPOORT 0 569 600 1 - 45 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

REPLACEMENT OF 11KV SWITCHGEARS FOR MAGISTRATE SUB 0 1 517 1 601 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

REPLACEMENT OF 32V BATTERIES 0 443 467 1 - 45 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

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Project Name

MTREF ESTIMATES

War

d N

o



Project Duration

2015/2016

R’000

2016/2017

R’000

2017/2018

R’000


Date

REPLACEMENT OF LOW VOLTAGE DECREPIT 2,4,8 WAY BOXES 90 1 897 2 001 1 - 45 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

REPLACEMENT OF BRITTLE OVERHEAD CONNECTIONS 789 885 934 1 - 45 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2016

REMEDIAL WORK 132KV SOUTHERN LINES 3 478 5 058 5 336 1 - 45 Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2017

AUTOMATED MAINTENANCE SYSTEM 282 632 667 1 - 45 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2017

REPLACEMENT OF 2 &4 WAY FIBREGLAS BOX IN SECTION H 527 1 264 1 334 30 Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2016

PLANNING

INSTALLATION OF PREPAID METERS (INDIGENTS) 1 100 1 150 1 213 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2016

ELECTRIFICATION CONNECTIONS (INEP) 26 316 26 316 23 358 27 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2016

SERVITUDES AND LAND (INCLUDING INVESTIGATION, REMUNERATION, REGISTRATION) 530 1 108 1 169 45 Administrative Administrative 01 July 2015 30 June 2016

PUBLIC ELECTRICITY CONNECTIONS 20 953 22 744 24 109 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2016

EXTENSION AND UPGRADING OF THE 11KV OVERHEAD NETWORK IN THE PERI-URBAN

AREAS 7 003 9 315 9 827 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2017

FICHARDTPARK DC: 132KV/11KV 20MVA DC 4 000 10 000 6 800 25 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2017

CECELIA DC: 132KV/11KV 30MVA DC 13 000 12 000 5 000 26 Electricity Infrastructure Electricity Infrastructure 01 Jan 2015 30 June 2017

GROENVLEI DC: 132KV/11KV 20MVA 7 888 8 851 9 338 22,23 Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2016

132KV NORTHERN RING FROM NOORDSTAD DC TO HARVARD DC 4 000 10 000 5 000 44 Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2017

ELITE SUBSTATION (AIRPORT NODE) 21 000 23 000 25 825 30 Electricity Infrastructure Electricity Infrastructure 01 Nov 2014 30 June 2017

TRANSFORMER REPLACEMENT 8 650 21 000 22 000 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

REPLACEMENT OF DECREPIT 11KV CABLE 3 498 3 655 3 856 19 Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2019

SMART STREETLIGHTS 35 000 25 000 15 000 All Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2019

REFURBISHMENT OF THE TAP CHANGER CONTROL PANELS AT PARK WEST,

BAYSWATER AND NAVAL PARK DISTRIBUTION CENTRES 106 222 234 All Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2017

REFURBISHMENT OF PROTECTION AT BAYSWATER, CORONATION, NAVAL PARK, DAN

PIENAAR 288 602 636 All Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2019

CENTLEC (SOC) LTD

SDBIP - 2015/16 Page | 68

Project Name

MTREF ESTIMATES

War

d N

o



Project Duration

2015/2016

R’000

2016/2017

R’000

2017/2018

R’000


Date

METER PROJECT 29 042 25 000 30 000 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2016

NETWORK CATALYST PROJECTS 0 13 750 14 671 All Electricity Infrastructure Electricity Infrastructure 01 July 2014 30 June 2017

ELECTRIFICATION PROJECTS 6 500 10 260 10 947 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2016

INSTALLATION OF PUBLIC LIGHTING 5 500 16 539 17 647 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2016

MAPHIKELA DC 132/11KV 0 3 000 4 000 All Electricity Infrastructure Electricity Infrastructure 01 July 2015 30 June 2018

PROGRAMME 3: HUMAN RESOURCE SERVICES

TRAINING & DEVELOPMENT 1 773 1 400 1 400 All

Human Resource

Development

Human Resource

Development 01 July 2015 30 June 2016

PROGRAMME 7: COMPLIANCE & PERFORMANCE

OFFICE BUILDING 8 000 8 500 8 800 All Infrastructure Infrastructure 01 July 2015 30 June 2016

FURNITURE AND OFFICE EQUIPMENT 600 2 717 2 866 All Equipment Equipment 01 July 2015 30 June 2016

VEHICLES 6 000 6 000 2 000 All Acquisition of Fleet Acquisition of Fleet 01 July 2015 30 June 2016

RE-ENGINEERING OF OLD POWER STATIONS 500 5 000 10 000 All Upgrade of Infrastructure Upgrade of Infrastructure 01 July 2015 30 June 2017

REVITALIZATION OF OLD POWER STATIONS (FORTSTREET) – (Incorporation into the

Waaihoek Precinct) 3 800 3 000 1 800 All

Improvement of

Infrastructure Improvement of Infrastructure 01 July 2015 30 June 2017

PROGRAMME 1: OFFICE OF THE CEO

MARKETING COMMUNICATION – (Banding & Communication Equipment) 3 000 5 000 5 000 N/A

Communication & Marketing

Tools

Communication & Marketing

Tools 01 July 2015 30 June 2016

TOTAL 246 123 326 714 323 002

Documents

Centlec (SOC) LTDcms.centlec.co.za/documents/Revised 2015-16 SDBIP.pdfCentlec (SOC) LTD Service Delivery & Budget Implementation Plan (SDBIP) for 2015/16 Financial Year Adjusted in