201415 ANNUAL REPORT Beyond Boundaries 1 PERFORMANCE AGAINST

2014/15 ANNUAL REPORT Beyond Boundaries 1

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 - 2015/16 FINANCIAL YEAR STRATEGIC PLAN, ANNUAL PERFORMANCE PLAN AND BUDGET 2016 TO 2020 MUNICIPAL DEMARCATION BOARD Briefing to the Portfolio Committee on Cooperative Governance and Traditional Affairs DELEGATION Ms MJJ Thupana Chairperson: Municipal Demarcation Board Mr AM Adam Deputy Chairperson: Municipal Demarcation Board Mr O Nkoane Chief Executive Officer Mr NB Patel Chief Financial Officer Beyond Boundaries 2

OUTLINE OF PRESENTATION • • • • Purpose of the presentation Institutional arrangements Legislative mandate Vision, mission and values Performance against predetermined objectives quarter 1 to 3 – 2015/16 Financial year 2015 – 2020 Strategic Goals 2015 – 2020 Strategic Objectives Emerging risks Key challenges Annual Performance Plan for 2016/17 Medium Term Performance targets Medium Term Expenditure Framework Concluding remarks Contact details Beyond Boundaries 3

PURPOSE OF THE PRESENTATION • To enable the Portfolio Committee to discharge its mandate of oversight on Budget Vote 4, specifically on the Municipal Demarcation Board. • To present to the Portfolio Committee: – Progress on achievement of targets for quarter 1 to 3 of the 2015/16 financial year. – MDB Strategic Plan for period 2015 to 2020; – The Annual Performance Plan for the 2016/17 financial year; – The budget allocation of the institution; – Challenges encountered by the institution. Beyond Boundaries 4

INSTITUTIONAL ARRANGEMENTS • THE BOARD The Board is led by an Executive Chairperson, and discharges its duties through subcommittees of the Board which are: – – – Executive Committee Policy and Research Committee Boundaries, Powers and Functions Committee Remuneration and Human Capital Committee Audit and Risk Committee • ADMINISTRATION The administration supports the Board and is led by the Chief Executive Officer who is the Accounting Officer. The institution has four programmes which are: – – Operations Research and Knowledge management Finance Corporate Services Beyond Boundaries 5

LEGISLATIVE MANDATE Determination of municipal outer boundaries • Section 155(3)(b) of the Constitution • Section 4(a) of the Municipal Demarcation Act 27 of 1998 (“MDA”) • Section 4 of the Municipal Structures Act 117 of 1998 (“MSA”) provides for categorisation of municipalities Delimitation of municipal ward boundaries • Schedule 1 to the MSA – MDB, after consultation with the Electoral Commission must delimit wards for purposes of local elections Assessment of municipal capacity • Section 85 of MSA provides for the MDB to assess municipal capacity when determining boundaries • Impact analysis and evaluation: Opportunity to evaluate impact of Board decisions Rendering of advisory services to stakeholders • Section 4(b) of the MDA • Opportunity to follow through on implementation of municipal boundary redeterminations Beyond Boundaries 6

VISION, MISSION AND VALUES • The leading demarcation and spatial knowledge hub VISION MISSION VALUES Beyond Boundaries • To produce municipal and ward boundaries that are functional beyond reproach and contributes towards a responsive spatial configuration, including municipal capacity assessments that lay the foundation for a developmental local government. • • • Independence Fairness, transparency and integrity Stakeholder engagement Knowledge sharing Good Governance 7

Progress on achievement of 2015/16 targets Quarter 1 to 3 Beyond Boundaries 8

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Delimit wards to facilitate local government elections Capacity assessments Delimit wards for all municipalities that qualify to have wards Date by which to develop a new capacity assessment model Knowledge Development and partnerships with other similar research institutions Beyond Boundaries Number of partnerships established with other similar research institutions Actual performance 34 requests for municipal boundary re-determinations were received and considered. 13 cases were re-determined. Achieved 1. 1 for re- Annual Target 100% of requests for boundary redeterminations considered and processed 2. 1 Determination and re- All requests determination of boundary municipal boundaries determinations processed Progress of output 100% of wards for the Final ward notices for all 2016 local government municipalities were published. elections finalised. 3. 1 Performance Indicator 30 September 2015 The new capacity assessment model was delayed due to section 22(2) proposals from which lesson learnt emanated. The model could only be developed upon completion of Section 22(2) process. The report on lessons learned was approved by the Board. Not achieved 4. 1 Strategic Objective 4 Work is in progress to establish partnerships with local research organisation. An Mo. U with FFC, IEC, Stats. SA and Co. GTA have been signed. Annual target will be achieved. Achieved 9

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Performance Indicator Opinion of the Auditor General on Annual Financial Statements Internal audit rating Number of risk management reports Beyond Boundaries 4. 2 Ensure Good Governance and Sound Financial Management 1 5. 1 Demarcation Review Symposium Clean audit (Unqualified Internal Audits were audit without emphasis of performed during the year. matter) A clean audit strategy has been developed. A clean audit report is anticipated from the Auditor General. Achieved 5. 2 Knowledge Development and partnerships with other similar research institutions Annual Target Progress Actual performance of output Internal audit rating 2 (audit Six internal audits have objectives met with been completed as planned. housekeeping matters) A internal audit rating of 2 will be achieved. Achieved 5. 3 Strategic Objective Four quarterly risk Three quarterly risk management reports have produced been produced. Annual target will be achieved. Achieved Lessons learned (policy & process) from the Section 22(2) boundary redetermination process could not be left out, hence the delay. Not achieved 10

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Beyond Boundaries of Frequency of Organisational and Financial Performance Monitoring Reporting Number of Public Awareness and Shareholder Engagement activities sources 5. 4 Number of revenue Actual performance Zero instances of non- No known instances of noncompliance with National Treasury cost containment measures 5. 5 Public Participation and Stakeholder Engagement Number of findings on noncompliance with cost containment measures Annual Target Progress of output One additional source of revenue or funding Contact has been made with potential partners, but it is not foreseen that the Annual target will be achieved. Not achieved 5. 6 Ensure Good Governance and Sound Financial Management Performance Indicator One (1) Organisational and Financial Performance Monitoring Report issued Quarterly Organisational and Financial Performance Monitoring reports have been produced for quarters 1 to 3. Annual target will be achieved. Achieved 6. 1 Strategic Objective (6) MDB Stakeholder engagement platforms created • Achieved Radio campaign for the section 28 process; • Social media platforms; • Eight media releases were issued; • More that 60 interviews conducted with MDB Chairperson, Board members and CEO. Annual target will be achieved. Achieved 11

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Number of media analysis reports Number surveys perception Number of brand building campaigns Beyond Boundaries of 6. 2 Number of external communication activities Two internal corporate newsletters 4 internal communication activities produced and circulated; Eleven consolidated news bulletins circulated to Management and Board members. Annual target will be achieved. 6. 3 Number of internal communication activities Actual performance A educational DVD was developed 4 external communication activities and feature articles published in Municipal Focus and Government Digest magazines. A social media campaign will be launched. Annual target will be achieved. 6. 4 Public Participation and Stakeholder Engagement Annual Target Progress of output 4 media analysis reports Three quarterly media analysis reports issued. Annual target will be achieved. 6. 5 Performance Indicator 2 Perception surveys One internal survey has been conducted, an external survey was delayed pending the completion of the outer boundaries and ward delimitation. It is not foreseen that the annual target will be achieved. Not achieved 6. 6 Strategic Objective 1 media campaign A media briefing was held on 27 August 2015 on the handover of wards to the IEC. Achieved 12

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Beyond Boundaries Frequency of conducting Performance Assessments Number of teambuilding, leadership, change management and people management interventions 7. 1 Percentage of employees on establishment having performance contracts in place Approval of the proposed, revised organisational structure by 30 June 2015 The revised organisational structure was approved by the Board in June 2015. Annual target will be achieved. Achieved 7. 2 Date by which an optimally functioning organisational structure is in place. Annual Target Progress Actual performance of output 100% of staff having performance management contracts in place. 100% of performance management contracts in place. Annual target will be achieved. Achieved 7. 3 Human Resources Management Performance Indicator Conduct performance assessments twice a year per staff member Quarterly performance assessments have been conducted. Annual target will be achieved. Achieved 7. 4 Strategic Objective Two interventions teambuilding, leadership, change management and people management interventions conducted Due to cost containment measures implemented and the deployment of staff to drive the section 22(2) process, this target could not be achieved. Not achieved 13

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Beyond Boundaries Number of Wellness interventions conducted Percentage of employees developed Actual performance 7. 5 Date by which to complete evaluation of new remuneration strategy. Annual Target Progress of output 31 March 2016 Due to capacity constraints in HR, it is not foreseen that the annual target will be achieved. Not achieved 7. 6 Human Resources Management Performance Indicator employee wellness Four employee Two wellness interventions were conducted. Due to capacity constraints in conducted HR, It is not foreseen that the annual target will be achieved. Not achieved 7. 7 Strategic Objective 100% of employees to have Personal Development Plans in place and adhered to. 100% of employees have Personal Development Plans in place. Annual target will be achieved. Achieved 14

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Beyond Boundaries Percentage of policies reviewed Number of quarterly compliance reports 8. 1 Date by which proposed amendments are compiled, approved by Board and submitted to Minister Annual Target Progress Actual performance of output Submit proposed amendments to legislation and proposed Regulations for Municipal Demarcation Act by 31 March 2016 8. 2 Corporate Governance Performance Indicator 100% of all policies Due to capacity constraints in the HR unit not all policies scheduled for reviewed have been reviewed. It is not foreseen that the annual target will be achieved. Not achieved 8. 3 Strategic Objective Four Compliance reports Three quarterly compliance reports have been produced Annual target will be achieved. Achieved Draft proposed amendment to the Municipal Demarcation Act prepared. Annual target will be achieved. Achieved 15

PERFORMANCE AGAINST PREDETERMINED OBJECTIVES QUARTER 1 TO 3 2015/16 FINANCIAL YEAR Beyond Boundaries Annual Target Progress Actual performance of output Website visitor numbers 9. 1 Information Technology services Performance Indicator Increase website numbers by 25%. Infrastructure implemented 9. 2 Strategic Objective Implement new core New server hardware and software has not been infrastructure. procured due to the need to New server hardware. align the infrastructure with New server software. the Board’s vision of being a spatial knowledge hub. It is not foreseen that the annual target will be achieved. visitor An approved new website for the MDB has been developed. Annual target will be achieved. Achieved Not achieved 16

2015 to 2020 Strategic Plan Beyond Boundaries 17

2015 - 2020 STRATEGIC GOALS (Reviewed) Strategic Facilitate spatial and Outcome economic transformation Orientated through determination and re- democracy through municipal metropolitan, Goals determination of municipal ward delimitation. local municipalities • Delimit wards for all • Conduct capacity assessments Deepening participatory Assess the capacity district of and boundaries Goal Statement • Determine and re-determine municipal boundaries to municipalities that qualify to of municipalities to inform enhance spatial and economic have wards into wards during boundary determinations and integration in line with the 2016 and 2021 in terms of adjustment of powers & demarcation criteria. Schedule 1 to the Local functions between district and • Provide pre-and post- Government: Municipal local municipalities. demarcation coordination and support to ensure efficient and • Handover of finalised wards to sustainable implementation of the IEC to facilitate the local the Board determinations elections. • Advise service delivery departments of changes to municipal boundaries. Beyond Boundaries Structures Act, 1998. • Revise the capacity assessment model.

2015 - 2020 STRATEGIC GOALS (Reviewed) Strategic Improved public participation Outcome Strengthen Research and through enhanced citizen Orientated Knowledge Management engagement and Goals Goal Statement communication • Initiate research & form • Create platforms to strengthen and sound financial management • Manage resources to accomplish partnerships to develop and public participation and broad strategic goals, effective financial exchange spatial research data citizen engagement in the planning, ensuring adherence to that will inform decision making demarcation processes. laws, regulations & contractual on boundary matters. • Coordinate and process data to produce information that will add value to the planning processes of municipalities. • Conduct studies to establish whether previously demarcated • Strengthen partnerships with key stakeholders to improve coordination and integration. • Rebrand the organization in line obligation. • Improve efficiency and effectiveness of admin processes. • Develop and nurture capabilities with its new vision, mission & to ensure a pool of skills to drive values. implementation of the MDB • Create a national footprint by municipalities are capable to establishing specific MDB discharge their duties. mandate representation at provincial level. Beyond Boundaries Ensuring Good Governance strategy.

2015 - 2020 STRATEGIC OBJECTIVES Strategic Objective Statement Beyond Boundaries 1 2 3 Determination and redetermination of municipal boundaries • To determine and redetermine municipal boundaries to enhance spatial and economic integration in line with the demarcation criteria for the period covered by this strategic plan. • Develop municipal boundary re-determination policy and procedures by 2016. Delimit wards to facilitate local government elections Capacity assessments of metropolitan, district and local municipalities • Conduct capacity assessments of metropolitan, district and local municipalities to inform boundary determinations and to provide advice to MEC on the adjustment of powers and functions between district and local municipalities for the period covered by this strategic plan • To delimit wards for all municipalities that qualify to have wards in order to conduct the local government elections in 2021. • To evaluate the efficiency and effectiveness of the 2014 to 2016 ward delimitation process by 2016. • To review the ward delimitation policy and procedures and to compile a project plan for the 2019 to 2021 ward delimitation process by 2020.

2015 - 2020 STRATEGIC OBJECTIVES 4 Strategic Objective Statement Beyond Boundaries 5 6 Research and Knowledge Ensure good financial Provide and maintain a Management to improve planning and management stable and secure ICT advisory services environment • To establish and build • Effective financial • Annually review the ICT relationships with similar planning, efficient use of strategy and plan and organisations, international financial resources and achieve 97% up time on demarcation boards and adherence to laws, network and application other research units in regulations and contractual systems in each year order to leverage the obligations so as to covering the period of this capability of the MDB to accomplish strategic plan. become a knowledge hub objectives for the period and repository of covered by this strategic demarcation information plan. and data for the period • Diversify revenue sources covered by this strategic to meet funding plan. requirements for new programmes by 2018.

2015 - 2020 STRATEGIC OBJECTIVES 7 8 9 Strategic Objective Ensure Good Corporate Governance and efficient Board support Build and maintain institutional capacity Enhance public participation and stakeholder engagement Objective Statement • To ensure maintenance of proper administrative systems and practice as well as the necessary support for governance structures and legislative compliance for the period covered by this strategic plan. Beyond Boundaries • Recruit, develop and retain • Strengthen public a permanent staff awareness and compliment that will understanding of and support the operational participation in requirements of the Board demarcation processes by for the period covered by creating communication this strategic plan. and engagement platforms for the period covered by this strategic plan. • Create a national footprint by establishing specific MDB mandate representation at provincial level for the period covered by this strategic plan. • Organisational rebranding completed by 2018.

EMERGING RISKS Insufficient resources. Risk human and financial • • Perceived inadequate public and • stakeholder engagement in demarcation • processes. Litigation in dispute of demarcation • decisions. • Possible inability to deliver on MDB • mandate in terms of strategic objectives • due to depletion of accumulated reserves. Beyond Boundaries Mitigation Review organisational structure; Ensure optimal utilisation of existing personnel. Establishing provincial presence; More resources diverted towards enhancement of public engagement. Enhance stakeholder engagement and public participation; Public education. Reimbursement from Co. GTA; Exploring alternative revenue generating streams. 23

KEY CHALLENGES • Legislative constraints. • Current resources are incompatible with organisational strategy and mandate. • Perceived negative public perception due to lack of understanding of the Board’s mandate e. g. – Board being blamed for matters related to Provincial boundaries; – frequency in the delimitation of wards and numbers thereof. • Lack of regional footprint creates disconnection with the public. Beyond Boundaries 24

2016 to 2017 Annual Performance Plan Beyond Boundaries 25

PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY The implementation of the strategy is supported by four programmes as follows: Programme 1: Operations • The programme gives effect to the institution’s legislative mandate of determining and re-determining municipal boundaries, appropriate categorisation of municipalities, advisory service on the alignment of service delivery boundaries to municipal boundaries and delimitation of municipal wards for local government elections. Programme 2: Research and Knowledge management • The programme will conduct municipal capacity assessment to support decisions made by the Board on boundary demarcations. • The programme included knowledge development and management to facilitate optimal decision making and to position the Board as a knowledge hub on all matters involving spatial planning and boundary demarcations. Beyond Boundaries 26

PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY Programme 3: Financial Management and Accounting • This programme leads financial strategy of the institution and contributes toward resourcing of planned programmes. Focus over the next five years will be: – Optimising financial resources from traditional sources and to secure new opportunities; – Enhance accountability and reporting measures by delivering statutory reporting requirements and management information; – Contribute towards value for money through effective supply chain management services; – Compliance to PFMA legislation, regulations & MDB policies and procedures; – Information Technology. Programme 4: Corporate Services • This programme provides corporate services to all the other programmes within the organisations including: – Human Capital & Administration; – Communications & Stakeholder Management; – Legal Services and Board Secretariat; Beyond Boundaries 27

MEDIUM TERM PERFORMANCE TARGETS Programme 1 Beyond Boundaries Number of municipalities for which technical alignment of municipal boundaries are completed Develop a framework on the application of 1. 2 1. 1 Performance indicator Municipal boundaries determined and/or redetermined 1. 3 Strategic Objective 1 Determination and redetermination of municipal boundaries 2016/17 Municipal outer boundary determination and redetermination policy and procedure approved Technical alignment of municipal boundaries for 213 municipalities completed Medium Term Target 2017/18 2018/19 Public Final municipal participation boundary reprocesses on determinations municipal published boundary redeterminations conducted 2019/20 N/A N/A Draft framework N/A document on the application of the demarcation N/A 28

Beyond Boundaries Performance indicator The evaluation report on the efficiency and effectiveness of the 2014 to 2016 ward delimitation process is finalised by end of 3 rd quarter Improved public access to geospatial information resources in line with the information 2. 2 Strategic Objective 2 Delimit wards to facilitate local government elections 2. 1 MEDIUM TERM PERFORMANCE TARGETS Programme 1 Medium Term Target 2016/17 2017/18 2018/19 An evaluation Review of the Draft plan for the on the ward delimitation 2021 ward efficiency and policy and delimitation effectiveness of development of process finalised the 2014 to operating 2016 ward procedures delimitation finalised process and produce a report by end of 3 rd quarter Development Launch Maintenance and piloting of interactive online and update of interactive geospatial interactive online information geospatial centre online information centre 2019/20 Commencement of the ward delimitation process Maintenance and update of interactive online geo spatial information centre 29

Strategic Objective 3 Conduct capacity assessment of metropolitan, district and local municipalities Performance indicator Develop a revised municipal capacity assessment model 3. 1 MEDIUM TERM PERFORMANCE TARGETS Programme 2 Strategic Objective 4 Strengthen research and Beyond Boundaries knowledge Performance indicator Conference on demarcation and spatial N/A 4. 1 Number of municipal capacity assessment reports 2016/17 Develop and design a new and relevant capacity assessment model 2016/17 Host a conference on demarcation Medium Term Target 2017/18 2018/19 N/A Conduct N/A capacity assessments for 257 municipalities and produce reports Medium Term Target 2017/18 2018/19 N/A N/A 2019/20 N/A 30

Beyond Boundaries Number of municipalities evaluated to determine if they still meet demarcation objectives Study on metropolitan system of governance conducted 4. 3 Performance indicator A virtual information portal on demarcation established 4. 4 Strategic Objective 4 Strengthen research and knowledge management to improve advisory services 4. 2 MEDIUM TERM PERFORMANCE TARGETS Programme 2 Medium Term Target 2016/17 2017/18 2018/19 Online information Update and repository on maintain online demarcation information established by end repository of 2 nd quarter Evaluation studies N/A on 180 local municipalities to determine if they still meet demarcation objectives Revised N/A methodology on categorization of metropolitan municipalities, 2019/20 Update and maintain online information repository N/A N/A 31

Strategic Objective 4 Strengthen research and knowledge management to improve advisory services Beyond Boundaries Performance indicator Complete inputs into the amendments of applicable legislation and regulations affecting the work of the MDB 4. 5 MEDIUM TERM PERFORMANCE TARGETS Programme 2 2016/17 Inputs into the amendments of applicable legislation and regulations affecting the work of the MDB by end of 3 rd quarter Medium Term Target 2017/18 2018/19 N/A 2019/20 N/A 32

Beyond Boundaries Opinion of the Auditor General on Annual Financial Statements Compliance with SCM prescripts Clean audit with no Emphasis of matter Medium Term Target 2017/18 2018/19 Improve system Maintain system of internal controls and an internal audit rating 1 (fully effective and adequate systems of internal control) Clean audit with no Emphasis of matter 2019/20 Maintain system of internal controls and an internal audit rating 1 (fully effective and adequate systems of internal control) Clean audit with no Emphasis of matter No irregular expenditure to be incurred 33 5. 1 Performance indicator Internal audit rating 5. 2 Strategic Objective 5 Ensure good financial planning and management 5. 3 MEDIUM TERM PERFORMANCE TARGETS Programme 3 2016/17 Improve system of internal controls and an internal audit rating 2 No irregular expenditure to be incurred

Strategic Objective 6 Provide and maintain a stable and secure ICT environment Beyond Boundaries Performance indicator Annual % network and application systems availability (System generated reports) 6. 1 MEDIUM TERM PERFORMANCE TARGETS Programme 4 Medium Term Target 2016/17 2017/18 2018/19 92% of 8, 760 97% of 8, 760 hours of network and application systems availability achieved over the period 2019/20 97% of 8, 760 hours of network and application systems availability achieved over the period 34

Performance indicator Monitoring and evaluation of legislative compliance by the organisation and Board. 7. 2 Strategic Objective 7 Ensure good Corporate Governance and efficient Board support 7. 1 MEDIUM TERM PERFORMANCE TARGETS Programme 4 Beyond Boundaries Medium Term Target 2017/18 2018/19 Monitor compliance with relevant legislations and provide support to ensure efficient operation of the Board 2016/17 Monitoring and evaluation of compliance with relevant legislations and provide support to ensure efficient operation of the Board N/A Review Combined assurance model and obtain Board approval N/A 2019/20 Monitor compliance with relevant legislations and provide support to ensure efficient operation of the Board N/A 35

Beyond Boundaries Percentage of employees attending training as per the training and 8. 2 Performance indicator Percentage of positions filled as per approved organisational structure Performance management system developed and implemented 8. 3 Strategic Objective 8 Build and maintain institutional capacity 8. 1 MEDIUM TERM PERFORMANCE TARGETS Programme 4 Medium Term Target 2016/17 2017/18 2018/19 92% occupancy rate of funded position over the period Performance management system reviewed and implemented Implement a performance management system Continuously implement a credible performance management system 50% of 65% of employees attending as per the training and development strategy 2019/20 92% occupancy rate of funded positions over the period Continuously implement a credible performance management system 70% of employees attending as per the training and development strategy 36

Performance indicator Remuneration strategy developed and implemented Develop a regionalisation operating model to ensure regional presence Beyond Boundaries 8. 5 Strategic Objective 8 Build and maintain institutional capacity 8. 4 MEDIUM TERM PERFORMANCE TARGETS Programme 4 2016/17 Develop a remuneration strategy and framework Medium Term Target 2017/18 2018/19 Implement a remuneration strategy and framework 2019/20 Monitor the reviewed remuneration strategy and framework Regionalisation operating model developed by implemented end 2 nd quarter 37

Beyond Boundaries 9. 2 Performance indicator Number of public awareness and stakeholder engagement activities Number of media and communication initiatives implemented Programme on public participation in municipal boundary redetermination and ward 9. 3 Strategic Objective 9 Public participation and stakeholder engagement 9. 1 MEDIUM TERM PERFORMANCE TARGETS Programme 4 2016/17 Four stakeholder engagement platforms per annum Seven media and communication initiatives implemented Framework for public participation in municipal boundary redetermination and ward Medium Term Target 2017/18 2018/19 Six stakeholder Eight engagement stakeholder platforms per engagement annum platforms per annum Seven media and communication initiatives implemented N/A 2019/20 Eight stakeholder engagement platforms per annum Eight media and communication initiatives implemented N/A 38

Strategic Objective 9 Public participation and stakeholder engagement Beyond Boundaries Performance indicator Number of strategic partnerships established with local and/or international organisations 9. 4 MEDIUM TERM PERFORMANCE TARGETS Programme 4 Medium Term Target 2016/17 2017/18 2018/19 2019/20 Two strategic One strategic N/A partnerships partnership established with local and/or international organisations organisation 39

Medium Term Expenditure Framework Beyond Boundaries 40

MTEF BUDGET Government Grant Additional Government Grant Other Income Accumulated Reserves Total Revenue ACTUAL 2014/15 R'000 44 230 942 45 172 F/CAST 2015/16 R'000 45 793 881 18 391 65 065 BUDGET 2016/17 R'000 48 220 10 000 58 720 BUDGET 2017/18 R'000 50 631 520 51 151 BUDGET 2018/19 R'000 53 568 530 54 098 Compensation of Employees Goods and Services Rental of Building Capacity Assessments Audit Fees Board Fees Legal Fees Stakeholder Management Capital Expenditure Total Expenditure Beyond Boundaries Surplus/(Deficit) 20 082 19 876 3 667 2 055 2 670 5 007 2 734 3 678 56 102 (7 252) 20 242 29 265 4 083 1 503 3 559 3 500 1 128 1 785 65 065 - 28 358 14 078 4 131 1 500 1 611 2 550 1 500 3 985 1 007 58 720 - 30 354 8 461 4 131 1 500 1 503 2 060 1 000 1 152 990 51 151 - 32 392 8 840 4 131 2 000 1 503 2 260 1 000 1 152 820 54 098 41 DESCRIPTION

CONCLUDING REMARKS • The Committee’s continued oversight and support are highly appreciated. • The Board needs additional resources to ensure successful implementation of the strategic plan. To this end partnerships are being forged with research and academic institutions in order to minimise cost of research and knowledge development. • The Board is looking forward to an opportunity to engage with the Portfolio Committee on two fronts: – A workshop on proposed legislative review inputs – Committee’s participation in the upcoming conference in June 2016. Beyond Boundaries 42

CONTACT DETAILS Chief Executive Officer ceo@demarcation. org. za Tel: 012 -342 2481 www. demarcation. org. za Beyond Boundaries 43