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DEPARTMENT OF LOCAL GOVERNMENT
SWARTLAND MUNICIPALITY
REGIONAL MONITORING TEAMS
MUNICIPAL GOVERNANCE REPORTS FOR THE PERIOD ENDED JUNE 2012
TABLE OF CONTENTS
1. Introduction and Purpose .......................................................................................................... 3
2. Departmental Diagnostic Report ............................................................................................... 3
2.2 Public Participation .................................................................................................................... 4
2.5 Specialised Support .................................................................................................................... 6
2.6 Integrated Development Planning ............................................................................................. 6
2.7 Municipal Infrastructure ............................................................................................................ 7
2.8 District & Local Performance Monitoring ................................................................................ 13
2.9 Service Delivery Integration ..................................................................................................... 14
2.10 Community Development Workers ......................................................................................... 17
2.11 Disaster Management Risk Reduction ..................................................................................... 17
2.12 Disaster Management Disaster Operations ............................................................................. 17
2.13 Disaster Management Fire Services ......................................................................................... 17
1. Introduction and Purpose
The key objective of this report is to maintain a central source of information centred on the
municipalities’ operations across directorates and to make that information readily
accessible on an on-going basis.
In addition it should be used as a tool to encourage, facilitate and structure interactions
between Directorates on qualitative issues that are related to the municipality.
2. Departmental Diagnostic Report
This section contains the review of the overall municipal governance performance of the
Municipality from the Department of Local Governments perspective. Each directorate has
provided context to their identified indicators followed by findings and appropriate support
or recommendations.
2.1 Municipal Governance
As a result of the majority of seats being held by one political party and the decision to
appoint senior managers reporting to the Municipal Manager permanently the Municipality
continues to enjoy political and administrative stability. The council seats are distributed as
follows: DA – 14, ANC – 6, COPE – 1, and the PICIVIC (The Peoples Independent Civic
Organisation) – 1. One seat is vacant. According to the IEC, a vacancy occurred because of
the death of a DA councillor and the by-election will take place on 1 August 2012.
The Municipality had three (3) Council meetings for the period under review, which is in line
with the requirements of at least 1 Council meeting per quarter. No councillors were fined for
non-attendance or failing to remain in attendance at council meetings and this bodes well
for the functioning of the municipal council. A comprehensive system of delegation is in
place and has been reviewed on 31 May 2012. The municipality has also adopted a Roles
and Responsibility framework in terms of s53 of the Systems Act on 31 May 2011.
Municipalities were again asked whether all councillors completed a declaration of interest
because even-though it needs to be completed within 60 days of assuming the position
there were councillors in the Western Cape that were yet to complete the form. All
councillors submitted their declaration of interest forms which is in line with Item 5 of the
Code of Conduct. There are no councillors at the municipality in arrears for rates and taxes.
One (1) councillor was in breach of the Code of Conduct and this matter is currently with the
department. Three allegations of fraud and corruption were reported to the SAPS in
accordance with s32(6)the of the MFMA.
Two litigations matters were reported but it relates to operational issues. Various transgressions
of the building regulations were reported to be prosecuted which is indicative that the
Municipality is enforcing the law.
Key Challenges / Additional relevant information
None
Support Initiatives
None
2.2 Public Participation
Performance Management
In the Swartland Municipality, public participation is a key performance area of the
municipality and in included in the performance agreement of the Municipal Manager. The
municipality does not have a dedicated public participation official responsible for ward
committees and public participation.
Ward Committee Budget and expenditure
The municipality reported that they have not budgeted for public participation from their
own revenue. The municipality received an amount of R166 830 from the MSIG and to date
R135 404 has spent to support ward committees and public participation.
Status of Policies
It was reported that the Ward Committee and Out-of-Pocket Expenses Policy was adopted
in May 2012. The Ward Committee and Out-of-Pocket Expenses Policy is being implemented.
It was reported that R200 is paid per ward committee member per month.
Ward Committee Functionality
The municipality reported that all 12 ward committees are functional in line with the
provincial ward committee functionality indicators.
The municipality reported that ward committee meetings take place monthly and in total, 24
ward committee meetings were held in the last quarter. Administrative support is offered to
the ward committees and agendas are compiled and minutes are recorded at ward
committee meetings by officials. Minutes are available on request from the ward managers.
The municipality reported that the accountability and communication model is being
implemented and that concerns are tabled and feedback is given to community members
and community report back meetings were held in each ward.
Key Challenges/Additional relevant information
It was reported that communication with sectors and the broader community was a
challenge.
Recommendations
It is recommended that the municipality review its Ward Committee and Out-of-Pocket
Expenses Policy to align with the DORA special grant paid to this municipality from 1 July
2012. In the light of this, it is furthermore recommended that the municipality increase the
amount paid to ward committees per month, increase the frequency or ward committee
meetings and develop ward operational plans.
Support initiatives provided to municipality
No support provided to this municipality
2.3 Municipal Communications
2.4 Municipal Support
Organizational Design
The appointed Municipal Manager, Mr J Scholtz has an Employment contract which is
effective from 1 July 2011 until 30 June 2016. The Municipality has seven (7) approved
Section 57 posts, including the post of Municipal Manager of which all seven (7) post have
been filled. No Employment Contracts submitted to the Department of Local Government,
due to the fact that all Section 57 employees have opted for a permanent employment
contract. The Municipality submitted seven (7) Performance Agreements to the Department
of Local Government.
Performance Management System
The Municipality has implemented a Performance Management System which was
approved and adopted by Council on 31 January 2010.
Valuation Appeals Board
The Municipality has a functional Valuation Appeal Board established in terms of Section 56
of the Local Government: Municipal Property Rates Act 6 of 2004. The Department of Local
Government assisted the Municipality with the appointment of Valuation Appeal Board
members.
Training
In terms of the Skills Development Act of 1998 and SETA’s grant regulations regarding monies
received by a SETA and related matters, dated 18 July 2005, the municipality must submit a
Workplace Skills Plan (WSP) on or before 30 June each year. The municipality has complied
with this requirement and confirmation was received from LGSETA.
Two (2) officials attended the training programme on “Presiding Officer and Initiator training”
that were coordinated for the Cape Winelands and West Coast municipalities. This is a four-
day accredited training programme presented by the Nelson Mandela Metropolitan
University (NMMU).
Key Findings
None
Recommendations
None
2.5 Specialised Support
No interventions
2.6 Integrated Development Planning
Analysis of key development priorities
It is encouraging to see the measures the Swartland Municipality has put in place in ensuring
that it achieves its strategic outcomes as reflected in the IDP. The Municipality’s intentions to
investigate and address the cost reflectiveness of tariffs for water, sewage and waste
removal services; and monitoring its financial health against financial standards are steps in
ensuring that the Municipality is financially sustainable.
In ensuring that there is access to affordable and reliable infrastructure, the Municipality
intends on doing adequate integrated planning to ensure that planning and provision of
services are well coordinated and that there is sufficient infrastructure capacity to
accommodate the demand.
By ensuring regular strategic meeting with top management, regular monitoring and
evaluation of risk assessment; and promoting fraud and corruption awareness to the public,
the municipality seeks to achieve good governance within its locality.
Key Challenges / Additional relevant information
A series of challenges that prohibit the Municipality from achieving it strategic objectives are
indicated in the IDP. The Municipality views risks such as insufficient revenue to meet the
demand of services and services that are expensive and unaffordable as route causes to the
Municipality’s economic decline.
The Municipality also identifies the non-prioritisation of funding and insufficient extensions and
upgrading of infrastructure as one of the challenges it faces that result in the collapse of
services.
In addition to this the Municipality identifies the lack of administrative alignment and focus as
risk factors that lead to the lack of good governance.
Support initiatives provided to municipalities
During the month of April the Integrated Development Planning Directorate did a
comprehensive analysis on the draft Integrated Development Plan of the Saldanha Bay
Municipality. The findings and recommendations of the analysis were discussed at an
individual one-on-one engagement with officials of the municipality. This process enabled
the municipality to make amendments where necessary and in this way the municipal IDP
process was enriched prior to the final approval of the municipality’s IDP.
In addition, the Directorate hosted a quarterly Provincial IDP Managers Forum on 8 June 2012
that serves as a capacity building platform and sharing of best practice around Integrated
Development Planning.
2.7 Municipal Infrastructure
MIG Projects and Expenditure
The following table indicates projects that were implemented during the 2011/2012 financial
year up to 30 June 2012.
Project Name MIG Allocation
for 2011/12 FY
Actual
expenditure
during 2011/12
financial year
% Complete
(construction)
Malmesbury :New Waste Water
Treatment Plant (ID 162317) R 15,321,000 R 15,321,000 70%
Totals R 15,321,000 R 15,321,000
At the end of July 2011 Swartland Municipality reached 100% of the Total MIG expenditure.
• Malmesbury Waste Water Treatment Works should be completed at the end of October
2012.
Swartland Municipality is fully committed for the next financial year. The following Projects will
be implemented:
• MIG ID 162317: Upgrading of Malmesbury Waste Water Treatment Works.
• MIG allocation for 2012/13: R6, 337,461.
• MIG ID 194924: Darling,kalbaskraal,Riebeeck Kasteel,Reiebeeck Wes: New Roads and
Stormwater
• MIG allocation for 2012/13: R8, 221,593.
Key Findings
Swartland Municipality has reached 100% of MIG expenditure of R 15 321 000 for the 2011/12
financial year.
Recommendations
No recommendation
Support by the Department of Local Government
The Directorate of Municipal Infrastructure was involved with the MIG projects from
registration and conducted site visits and municipal engagements to monitor progress and
provide support. The Directorate of Municipal Infrastructure also hosted monthly MIG
provincial monitoring meetings to monitor progress on the MIG implementation at the
Municipality. These meetings provide a key forum where municipalities account on their MIG
progress and where sector departments like the Department of Water Affairs; Department of
Environmental Affairs and Development Planning; Department of Human Settlements and
Department of Cooperative Governance is present to support municipalities to resolve
problematic issues.
Water and Wastewater Management
Blue Drop
(Source: Blue Drop report: 2012)
The Swartland Municipality achieved a Blue Drop Score of 95.24% which places the
municipality in 10th place in the Western Cape. The municipality has shown improvement in
performance over the past three years. The municipal Blue Drop Score increased from
68.60% in 2010 to 92.89% in 2011.
Two water treatment works, Malmesbury and Moorresburg, received Blue Drop status. The
table below presents Blue Drop scores, service provider, design capacity, operational
capacity and drinking water quality (DWQ) compliance for two water treatment plants in the
municipal area:
Name of Plant
Blue
Drop
Score
%
Service Provider
System
Design
Capacity
(Ml/d)
Operational
Capacity
(% ito
design)
DWQ
Compliance
(%)
Malmesbury 95.24 West Coast DM
& Swartland LM 29 62.07 96
Moorreesburg 95.24 West Coast DM
& Swartland LM 73.3 62.62 96
Key Findings
Both Malmesbury and Moorreesburg Water Treatment plants have improved their
performance during the assessment period and Blue Drop score has increased over the past
three years.
The study reveals that Malmesbury plant operates at 62.07% of capacity and Morreesburg
plant operates at 62.62 % of its capacity; both Malmesbury and Moorreesburg plants have
got spare capacity which can be utilized for future housing developments.
Recommendations
No recommendations
Green Drop
(Source: Green Drop assessment: 2011)
The Swartland Municipality achieved a Green Drop Score of 72.7%. Even though the 2009
performance for the 3 wastewater treatment works for Malmesbury, Darling and Morreesburg
has remained the same, the overall performance of Swartland Local Municipality has
portrayed a huge overall improvement. The score achieved by the municipality has placed
them at the 10th place in the Western Cape.
The table below presents Green Drop scores, design capacity, operational capacity and
wastewater quality compliance for all 9 wastewater treatment plants in the municipal area:
Name of WWTW Green Drop
Score (%)
Design
Capacity
(Ml/d)
Operational
Capacity (%
i.t.o. capacity)
Wastewater
Quality
Compliance
(%)
Malmesbury 73.9 5.5 90.9 20
Darling 72.9 1.5 83.3 20
Morreesburg 71.4 1.5 83.3 20
Ongegund 78.3 0.15 100 48
Koringberg 66.4 0.03 243 20
Riebeeck Wes 66.4 0.3 120 20
Riebeeck Kasteel 65.9 0.2 206 20
kalbaskraal 68.8 0.157 89.1 48
Chatsworth 61.9 0.12 65 20
Key findings
Although Ongegund and Kalbaskraal compliance levels came close to the Green Drop
requirement, there still remains much to improve the compliance of all the waste water
treatment plants.
There is a reasonable concern over the high loading rates on some of the Waste Water
treatment plants but the main concern is Koringberg and Riebeeck Kasteel which are being
operated at double of its design capacity. It is most promising that planning for upgrades of
Koringberg and Riebeeck Kasteel waste water treatment plants are underway.
The municipality is encouraged to ensure that the Department of Water Affairs (DWA)
receives regular submissions on effluent quality compliance figures.
Recommendations
It is recommended that the Municipality should monitor the final effluent and try to improve
on the quality compliance which is currently 20% on the majority of the plants and that does
not adhere to the Green Drop Expectations.
Technical Institutional Leadership
The composition of the Technical Department at the municipality is as follows:
Post
Filled /
Vacant
(Y or N)
Qualifications Comments / Experience
Head of Department /
Technical Director
Filled
Engineer
Water Services Filled
Sanitation Services Filled
Roads and Storm water Filled Engineer Technologist/
Technical
Solid Waste Filled
Electrical Services Filled Professional Electrical
Engineer
PMU Manager Filled Professional Engineer
WWTWs Class 5 Operator
Supervisor Filled
Operators Filled
WTWs Filled Qualified Plumber
Supervisor
Operators Filled
Key Findings
The Municipality has managed to fill in all the above-mentioned posts with in the technical
department.
Recommendations
The Department must still obtain the municipality’s view on the organogram.
Level of Capital Expenditure
(Source: Provincial Treasury: Table C5 – Quarterly Budget Statement)
Original
Budget
(R’000)
Adjustment
Budget
(R’000)
Under
Expenditure
(up to June
2012)
(%) Variance
(up to June
2012)
Total Budget 96 349 99 611 10 506 (10.55)
Trading Services (Total) 83 941 78 909 5 412 (6.86)
Electricity 12 105 12 053 1 285 (10.66)
Waste Water
Management 63 181 59 724 4 239 (7.09)
Waste Management 5 484 4 997 447 (8.94)
Key Findings
According to the above table the total capital budget of R 96 349 000 was adjusted by
R 3 262 000 to a new amount of R 99 611 000. The bulk of the capital budget in the amount of
R 83 941 000 was allocated towards the Trading Services. Up to June 2012 the capital under-
expenditure is R10,506 million (10,55%).
Although the above table indicates under expenditure, the municipality confirmed that
about 97% of the capital expenditure has been spent already.
Recommendations
No recommendations.
Repairs and Maintenance
According to the Executive Summary by Director of Financial Services for the 2012/13
financial year (Swartland Municipality) and the NT info on Municipal Annual Budgets
(Schedule SA 34c) an Operation and Maintenance budget is as follows:
Description 2009/10 2010/11 2011/12 2012/13
Total Operating Budget
(R) R335,719,000 R348,005,000 R422,570,000 R430,480,000
Repairs and
Maintenance(R) R 13,484,000 R15,431,000 R17,102,000 R18,197,000
% of total Operating
Expenditure (budget) 4.0% 4.4% 4.0% 4.2%
Repairs and
Maintenance
( Infrastructure only)
R 7,242,000 R 8,754,000 R 9,849,000 R 10,588,000
Key Findings
The table above indicates that the budget allocation towards Operation and Maintenance
is increasing slightly each and every year to enable the municipality to take good care of its
assets.
According to the 2011 Financial Statements the cost of the PPE and the infrastructure assets
amount to R3075 million and R2675 million respectively. The repairs and maintenance
expenditure was R15,431 million during 2010/11 and R13,484 million during 2009/10. This
equates to a repair and maintenance expenditure of 0,5% of the cost value of the PPE which
is substantially below the guideline of 2%.
Recommendations
The repairs and maintenance expenditure should increase.
Unaccounted for water
(Source: Bulk Infrastructure Master Plan [Water and Wastewater] for Western Cape –
consolidated report dated August 2011; DWA Info: Summary of System Input Volume and
NRW- Western Cape Municipalities April 2012).
Non-revenue water (NRW) includes both UAW and unbilled authorised consumption.
Although NRW is an important measurement in managing water, technical engineering
solutions can only be applied to UAW. Generally accepted levels of NRW are between 10-
15%, therefore one would expect UAW levels to be below this. Table below represents Non-
revenue water and terminology.
Unauthorized Consumption
Metering Inaccuracies
Leakage on Transmission and/or
Distribution Mains
Leakage and Overflows at Utility's
Storage Tanks
Leakage on Service Connections up to
Customers' Meters
Revenue
Water
Non
Revenue
Water
"IWA Best Practice" Water Balance and Terminology
System
Input
Volume
Authorized
Consumption
Water Losses
Billed Authorized
Consumption
Apparent Losses
Real Losses
Billed Metered Consumption
(including water exported)
Billed Non-metered Consumption
Unbilled Authorized
Consumption
Unbilled Metered Consumption
Unbilled Non-metered Consumption
All towns in the Swartland municipal area have historically shown a percentage non-revenue
water of between approximately 15 – 25%, with an average NRW of 18, 4% in 2007 and 13.1%
in 2012. It must be noted that even though the figures were significantly higher than the
generally accepted figures of 10 – 15%, there has been a decrease in the non-revenue water
in Swartland area. However, even with this reduction there still remains an opportunity for
improvement more especially with the towns mentioned in the table below.
Town NRW (2007) Ml/annum
Koringberg 28.8% 16,857
Moorreesburg
22%
191,325
Riebeek West 22.7% 40,308
Key Findings
There still remain a high non-revenue water (NRW) and unaccounted for water (UAW) in the
following towns i.e. Koringberg, Mooreesburg and Riebeeck West.
The non-revenue water (NRW) index in Swartland municipal area has decreased since 2007
to an acceptable level of 13.1% in April 2012.
Recommendations
It recommended that the municipality should monitor the three problematic towns with the
high non-revenue (NRW) and unaccounted water and possibly try to keep it to a minimum.
Project Finance
(Source: Bulk Infrastructure Master Plan [Water and Wastewater] for Western Cape-
consolidated report dated August 2011)
The budget for Swartland municipality amounts R284.4 million of which R 56.8 million is
associated with priority projects. The following projects were identified in the study.
It must be noted that Swartland municipality is currently busy with the upgrading of
Malmesbury Waste Water Treatment Plant which should which should be completed at the
end of October 2012. Riebeek West/ Kasteel will commence in 2013/2014 financial year and
currently the project is undergoing an EIA process.
2.8 District & Local Performance Monitoring
Basic Services and Free Basic Services data
Municipality: Swartland
Total number of:
Households Indigent Households
18448 4912
Total number of households with access to each basic service:
Water Electricity Sanitation Refuse Removal
18448 14368 17337 18346
Total number of households receiving each Free Basic Service:
FBS Water FBS Electricity FBS Sanitation
FBS Refuse
Removal
4888 4626 4709 4897
Swartland Municipality renders both basic and free basic services. The municipality has a
total number of 18 448 households of which; 18 448 households have access to basic water;
14 368 households have access to basic electricity, 17 337 households have access to basic
sanitation and 18 346 households have access to basic refuse removal.
This municipality has an Indigent Policy and Indigent Register. The register lists 4 912 indigent
households; 4 888 households have access to free basic water; 4626 households receive free
basic electricity; 4 709 households receive free basic sanitation and 4 897 households receive
free basic refuse removal. The Municipality also subsidise property rates for indigent
households to a maximum municipal valuation of R100,000.00
Project descriptionHard
vs soft Town
Water /
SanitationBudget
District
rating
Implementa
tion
readiness
New WWTW H Riebeek-West/Kasteel Sanitation 29,480,977 H M
New WWTW H Koringberg Sanitation 3,309,381 M M
New WWTW H Riverlands/Chatsworth Sanitation 4,063,083 L -
Municipality-wide: Reduction of stormwater ingress &
groundwater infiltration incl. flow measurement, loggers
& telemetry
S Minicipality-wide Sanitation 3,000,000Additional
projectH
3Ml Reservoir H Malmesbury Water 6,315,239 H M
1Ml Reservoir and 160 dia Pipeline H Darling Water 3,327,875 M -
Pump station and Pipeline H Moorreesburg Water 2,769,125 L -
Municipality-wide: Water demand management
interventions in all towns, incl. zone meters, telemetry,
pressure management, leak detection, community
education, tariffs, reuse of waste water etc.
S Minicipality-wide Water 3,000,000Additional
projectH
Municipality-wide: Water resource investigation incl.
agreements, licences & permitsS Minicipality-wide Water 1,500,000
Additional
projectH
Total R 56,765,680
2.9 Service Delivery Integration
The Thusong Plan for the Swartland Municipality as indicated by the Thusong
Accessibility Analysis Study is as follows:
Swartland Thusong Plan
Swartland Thusong Plan
Town Thusong Service
Beneficiaries reached within 25
km
Malmesbury Centre 39 900
Moorreesburg Mobile 15 593
Riebeeck-Wes Mobile 13 868
Darling Mobile 11 496
Yzerfontein Mobile 3 490
Koringberg
Town within 25km from the proposed Piketberg Thusong Service
Centre
Darling Town within 25km from the Atlantis Thusong Service Centre
However, based on available resources between the three (3) spheres of government the
Thusong Implementation Plan for 2012/2013 is illustrated in Table below.
Swartland Implementation Plan for 2012/2013
Town Thusong Service Date
Malmesbury
Centre
All year round
Mobile 25-26 September 2012
Moorreesburg Mobile
Towns not served during
2012/2013
Riebeeck-Wes Mobile
Yzerfontein Mobile
Darling
Atlantis Thusong Service Centre
All year round
Mobile 25-26 June 2012
Koringberg
Town within 25km from the
proposed Thusong Service
Centre All year round
The Ilinge Lethu Thusong Service Centre is managed by the Swartland Local Municipality. The
Local Municipality advertised the Thusong Service Centre Manager post during the month of
May 2012. The municipality advertised the Thusong Service Centre Manager post and is
therefore in the process of recruiting a centre manager. There is currently an acting Thusong
Service Centre manager who is managing the centre until a dedicated person is appointed.
The Dept. of Local Government transferred R500 000 to the Swartland Municipality in the
2011/12 financial year for refurbishments at the Ilinge Lethu Thusong Service Centre.
According to the MOA commencement should have taken place three (3) months after the
MOA was signed. However, the municipality has not made any final decisions thus far of how
the money would be utilised at the Thusong Service Centre. The municipality indicated that
the funds would be utilised to expand the office space at the centre to accommodate
SASSA. SASSA committed to occupy permanent space within the centre. However the
municipality has not made any progress thus far to initiate the expansion. The Dept. of Local
Government is facilitating the process between SASSA, the Dept. of Human Settlements and
Swartland Municipality by providing the Dept. of Human Settlements with the specifications
of the infrastructural layout of SASSA. The Dept. of Human Settlements utilised the
specifications provided by SASSA to draw up several plans for the expansion at Ilinge Lethu
Thusong Service Centre. The Department of Local Government strongly recommends the
Municipality to accommodate SASSA within the Thusong Service Centre to ensure
compliance with the Thusong Service Centre six block model, which clearly stipulates
government departments are to be accommodated first and thereafter NGOs and small
businesses. In addition, the municipality should commence with the refurbishment.
Three (3) of the four (4) anchor departments namely Dept. of Social Development, Labour
and SASSA are rendering services at the Thusong Service Centre. The Dept. of Home Affairs
has a permanent service delivery point in the Malmesbury town area. The table below
indicates the service offering at the Thusong Service Centre, status of lease agreements and
rental revenue generated. The information contained in the table below has been verified
by the Acting Thusong Service Centre Manager during the month of July 2012.
Status of Lease Agreements at Ilinge Lethu Thusong Service Centre
Tenants
Space
Allocation
Rate
Per
Square
metre
Monthly
Rental
Annual
Rental
Update on
lease
agreement
Permanent Office Space
Dept. of Social Development 22 R 0.00 R 0.00 R 0.00
No Lease
Agreement
Youth Advisory Office 19 R 0.00 R 0.00 R 0.00
No Lease
Agreement
Sewing Project(NGO) 23 R 0.00 R 0.00 R 0.00
No Lease
Agreement
Total monthly and yearly rental income R 0.00 R 0.00
Temporary Office Space
SASSA R 0.00 R 0.00 R 0.00
No Lease
Agreement
Dept. of Labour R 0.00 R 0.00 R 0.00
No Lease
Agreement
South African Police Services
(SAPS) R 0.00 R 0.00 R 0.00
No Lease
Agreement
Dept. of Public Works and
Transport R 0.00 R 0.00 R 0.00
No Lease
Agreement
Total monthly and yearly rental income R 0.00 R 0.00
Available Office Space
Computer Room 11
Projected monthly and yearly rental income R 0.00 R 0.00
The Ilinge Lethu Thusong Service Centre is included in the Municipal Integrated Development
(IDP) Plan and has also been included in the municipal annual budget. However, a key
recommendation is that the municipality budgets for the Thusong Programme holistically,
including the outreach components (i.e. Thusong Mobiles and Thusong Extensions).
It is critical that the municipality plans and budgets accordingly in order to ensure that a
100% of the municipal population has access to the Thusong Services. A recommendation
from the department is that the municipality prioritise the conclusion of lease agreements as
the rental revenue will contribute to the sustainability of the centre.
The municipality has submitted the Thusong Service Centre Business Plan for 2012/13, and
their first quarterly narrative and financial report.
Thusong Mobiles
A Thusong Mobile was held in Darling on 25 and 26 June 2012. 854 People were serviced
over the two days. The municipality attended the first Task Team Planning Meeting 25th May
2012 and offered apologies for the second task team planning meeting on 31st May 2012.
The Municipality did not provide the venue for this mobile and the project team secured the
VGK Hall (including chairs and tables) as venue for the Mobile. Good support was given to
the project team by the Municipal Representative, who was instrumental in arranging and
funding the catering for the officials for the two days. Positive feedback was received from
the officials with regards to the quality and quantity of the food provided.
The Municipality rendered services with regards to the indigent grant and housing services at
the mobile. Together with the CDWs the municipality provided logistical support i.e. camera
for ID photos and printer for ID photos and also arranged extra support in the form of
NARYSEC interns.
Another Thusong Mobile is planned for Malmesbury in the second quarter.
2.10 Community Development Workers
The total number of CDW’s deployed in Swartland is 1. The CDW is accommodated in
municipal premises. The municipal office is fully resourced. The Municipality is in process of
compiling an operational expenditure report for the funding transferred in 2011/2012.
Funding transferred in 2011/2012 was fully spent. At this point in time, the Municipality and the
Regional Coordinator are busy compiling the Expenditure Projections with regards to the
2012/2013 Operational Grant. The Operational Expenditure Report 2011/2012, as well as the
Expenditure Projections 2012/2013, will be submitted to the Provincial Office during the 2nd
Quarter of 2012/2013.
With regard to Socio-Economic Projects, the CDW gave technical support to a local sewing
project in the town of Abbotsdale. 3 workshops took place through the Know Your CDW
Kiosks and 51 case referrals were reported on.
Recommendations
It is recommended that CDWP Regional Management needs to strengthen joint planning
with municipalities in the region. Reports need to reflect more assistance made by
Community Developement Workers in programmes of the municipality.
2.11 Disaster Management Risk Reduction
2.12 Disaster Management Disaster Operations
2.13 Disaster Management Fire Services
The Swartland Local municipality maintains a fire service in terms of the Fire Brigade Services
act, the service has an appointed Chief Fire Officer, and all fire fighters are retained
municipal workers. The fire service does not conform to all criteria of the SANS 10090:2003
code of practice.