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.