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Department of Local Government Swartland Municipality Regional

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Department of Local Government Swartland Municipality Regional 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
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