DEPARTMENT OF LOCAL GOVERNMENT

MATZIKAMA MUNICIPALITY

REGIONAL MONITORING TEAMS

MUNICIPAL GOVERNANCE REPORTS FOR THE PERIOD ENDED JUNE 2012

TABLE OF CONTENTS

1 Introduction and Purpose ...... Error! Bookmark not defined. 2 Departmental Diagnostic Report ...... Error! Bookmark not defined. 2.1 Municipal Governance ...... 2 2.2 Public Participation ...... 2 2.3 Municipal Communications ...... 3 2.4 Municipal Support ...... 4 2.5 Specialised Support ...... 5 2.6 Integrated Development Planning ...... 5 2.7 Municipal Infrastructure ...... 6 2.7.1 MIG Projects and Expenditure ...... 6 2.7.2 Water and Wastewater Management ...... 7 2.7.3 Technical Institutional Leadership ...... 10 2.7.4 Level of Capital Expenditure ...... 11 2.7.5 Unaccounted for water ...... 12 2.5.6 Project Finance ...... 13 2.8 District & Local Performance Monitoring ...... 13 2.9 Service Delivery Integration ...... 14 2.10 Community Development Workers ...... 19 2.11 Disaster Management Risk Reduction ...... 21 2.12 Disaster Management Disaster Operations ...... 21 2.13 Disaster Management Fire Services ...... 21

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, with a view to monitoring municipalities and identifying areas of support or intervention.

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 Government’s perspective. Each directorate has provided context to their identified indicators followed by findings and appropriate support or recommendations.

2.1 Municipal Governance

Analysis of indicators

Due to the reliance on political coalitions within the Council, the political leadership is susceptible to change. The council seats are distributed as follows: ANC -6, DA – 7, TPICO (The Peoples Independent Civic Organisation) – 1 and NGP (New Generation Party) - 1. Currently there is a coalition between the ANC, TPICO and NGP.

During the period under review, Council wished to appoint an incumbent who lacked the relevant municipal finance management experience as its Chief Financial Officer. In a letter dated 14 May 2012, the MEC for Local Government outlined his concerns regarding the intended appointment and it being in non-compliance with section 56(1)(b) of the Local Government: Municipal Systems Act, Act 32 of 2000. It was therefore recommended to the Municipality to comply with the provisions of the Act. The Council subsequently appointed another person as the Chief Financial Officer of the Municipality, who did meet the compliance criteria.

Challenges None

Support Initiatives Support in complying with the Local Government: Systems Act, Act 32 of 2000 was provided to the Municipality in the appointment of Chief Financial Officer.

2.2 Public Participation

Performance Management In the Matzikama Municipality, public participation is a key performance area of the municipality and is 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 and the responsible official is also responsible for the IDP and LED.

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 R500 000 from the MSIG and to date has spent the full amount 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 June 2011. 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. It was reported that a public participation policy will be adopted by the end of 2012.

Ward Committee Functionality The municipality reported that all eight ward committees are functional in line with the provincial ward committee functionality indicators.

The municipality reported that ward committee meetings take place bi-monthly and in total, eight ward committee meetings were held. 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.

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 meeting were held in three of the wards.

Key Challenges/Additional relevant information It was reported that there were no challenges to ward committee functionality.

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 and develop ward operational plans.

Support initiatives provided to municipality No support provided to the municipality.

2.3 Municipal Communications

Matzikama Municipality has recently appointed one (1) Public Relations Officer to manage the communication portfolio. The Municipal Manager supervises communication responsibilities, which are assigned to the IDP Manager.

The Communication Strategy is currently in draft form. The Language Policy was developed with the help of PANSALB and adopted on 31 March 2010.

The Municipality has allocated a budget of R150 000,00 for newsletters. The Municipality has complied with the submission of the bi-annual Municipal Communication Reporting Template and participates in the district IDP/LED Managers Forum.

Key challenges / Additional information The Municipality is in the process of developing a draft Communication Strategy for review by the Department at end July 2012.

Support The Department consulted with the Municipality and provided guidelines for the development of the Municipality’s Communication Strategy.

Way forward / Recommendations The Municipality should finalise the draft Communication Strategy for adoption by Council.

2.4 Municipal Support

Organisational Design The appointed Municipal Manager, Mr Dean O’ Neil has an Employment Contract which is effective from 1 January 2012 until 31 December 2016. His previous contract expired on 31 December 2011 and after an interview process was followed he was reappointed. The Municipality has five (5) approved Section 57 posts, including the post of Municipal Manager.

No Employment Contracts were 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 three (3) Performance Agreements to the Department of Local Government.

The Director: Financial Services Mr LJ Bruwer resigned as at 30 June 2012. The Department assisted the Municipality to appoint a new Chief Financial Officer.

The Department of Local Government is currently assisting the Municipality with a non- revenue water project in order to identify the number of water meters that fall outside the billing continuum, and the Municipal Manager is the champion of the project within the Municipality.

The Department of Local Government and Provincial Treasury will also support the Municipality with a “Revenue Enhancement Project”, which should commence during the second half of the year.

Performance Management System The Municipality has implemented a Performance Management System which was approved and adopted by Council on 30 June 2009. The Municipality has a functional electronic Performance Management System in place, which is only applicable to the top structure of the organisation.

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 is in the process of planning to appoint new members for a period of four years.

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.

Key Findings The Municipality had a challenge regarding the position of Director: Financial Services, but the Department has assisted them in appointing a new Chief Financial Officer.

Recommendations None.

2.5 Specialised Support

The Municipal Finance Management Act, 56 of 2003, prescribes that annual financial statements must be submitted by 30 August for audit purposes (section 126[1]). The Municipality submitted their AFS on ?? The Municipality indicated that the reason for the inability to timeously produce AFS was the implementation of GRAP 17 (balancing of FAR, infrastructure assets).

2.6 Integrated Development Planning

In response to development challenges within its jurisdictional area, the Municipality identified focus areas through which it will address the aforementioned challenges. These are as follows:

• Economic Development: through this focus area the Municipality intends to build a growing, diversified, and an inclusive economy. • Financial Stability: through this focus area the Municipality intends to maximize its revenue base, develop systems to guide capital expenditure, improve maintenance of infrastructure, and develop a good payment culture towards services amongst its citizens. • Good Governance: through this focus area promotion of transparency and accountability is intended. • Good Quality Basic Services and Social Development: through these focus areas the Municipality intends to improve access and quality of basic and social services in order to improve the living standard of its citizens. • Sustainable Natural & Built Environment: through this focus area the Municipality intends to promote and protect the built and natural environments. • In addition to all the above, the Municipality has made an effort to demonstrate alignment between its strategic objectives and those of other spheres of government.

Key Challenges/Additional relevant information The development challenges that the Municipality has identified through its consultation process with citizens pertained to the following issues: • Provision of Housing • Youth Development • Provision of Health and Social Services • Developing the Economy of Matzikama • Rural Development • Improving the Quality of Education • Improving safety and security in Matzikama • Improving transportation services

Support initiatives

During the month of April the Integrated Development Planning Directorate did a comprehensive analysis on the draft Integrated Development Plan of the 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

2.7.1 MIG Projects and Expenditure

The following table indicates projects being implemented during the 2011/2012 financial year up to June 2012. Actual % Complete MIG Allocation for expenditure Project (construction 2011/12 FY during 2011/12 ) financial year North: Upgrade WWTW R 2,327,370 R 2,327,370 100% (0242/BS/0607) Vredendal South: Upgrade of WWTW R 3,346,202 R 3,346,202 100% (ID185203) Vredendal North: Re-use of Sewerage R 3,026,898 R 3,026,898 100% Water (ID 185199) Vredendal South: WWTW Re-use of R 1,459,779 R 1,459,779 100% Treated Effluent (ID 185201) Vredendal North: New Bulk Sewer R 231,516 R 231,516 0% Infrastructure (ID 191739) Doring Bay: New Bulk Sewer R4,113,890 R 4,113,890 80% Infrastructure (ID 199733) Upgrading of Oxidation R 815,345 R 815,345 100% Ponds (ID 206649)

Totals R 15,321,000 R 15,321,000

At the end of June 2012 the Matzikama Municipality reached 100% of MIG expenditure. Four projects out of seven were completed, while the New Bulk Sewer at Doring Bay (ID 199733) is at approximately 80% completion.

The construction of Vredendal North New Bulk Sewer Infrastructure (ID 191733) commenced on 28 May 2012 and is scheduled for completion on 19 September 2012.

Matzikama Municipality’s MIG budget is fully committed for the next financial year. The following projects will be implemented: • MIG ID 191739: Vredendal North: New Bulk Infrastructure o MIG allocation for 2012/13: R11,932,200 and R738,792 the following year. • MIG ID 191733:Doring Bay: New Bulk Sewer Infrastructures o MIG allocation for 2012/13: R1,806,280 and R1,968,508 thereafter. • MIG ID 204567: Vredendal North, , , : New Roads o MIG allocation for 2012/13: R4,889,520 and R3,832,176 thereafter.

Key Findings The Matzikama Municipality has reached 100% of MIG expenditure of R 15,321,00 for the 2011/12 financial year and is fully committed for the next financial year.

Recommendations No recommendations

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 are present to support municipalities to resolve problematic issues.

2.7.2 Water and Wastewater Management

Blue Drop (Source: Blue Drop report: 2012)

The Matzikama Municipality achieved a Blue Drop Score of 70.29% which places the municipality in 20 th place in the . The municipality is acknowledged for consistent improvement in performance over the past three years. The municipal Blue Drop Score increased from 30.10% in 2010 to 32.98% in 2011 and an impressive 70.29% in 2012.

The table below presents Blue Drop scores, service provider, design capacity, operational capacity and drinking water quality ( DWQ ) compliance for all six water treatment plants in the municipal area:

Blue System Operational DWQ Drop Design Capacity Name of Plant Service Provider Compliance Score Capacity (% ito (%) % (Ml/d) design) Matzikama LM & 80.80 2.6 65.38 100 LORWUA Matzikama LM & Vredendal 66.85 8.1 85.19 48 LORWUA Matzikama LM & Lutzville 73.59 2.5 72 73 LORWUA Matzikama LM & Not Lutzville West 69.18 80.56 45 LORWUA assessed Matzikama LM & Not 81.19 104.17 100 LORWUA assessed Matzikama LM & Ebenhaezer 63.11 2.6 57.69 45 LORWUA Matzikama LM & 92.03 0.624 60.26 100 LORWUA Matzikama LM & No Not 64.54 100 LORWUA information information

Key Findings All water treatment plants, except one (Bitterfontein), improved their performance during the assessment period and the Blue Drop score has increased significantly since last assessment.

According to the study in four cases (Klawer, Koekenaap, Bitterfontein and Kliprand) drinking water complied excellently with standards and is safe to drink. In two cases (Lutzville and Ebenhaezer) water is generally safe to drink but some microbiological failures were recorded. It was also recorded that water in Vredendal and Lutzville West did not comply according to expected standard targets.

It must be noted however that Drinking Water Quality in Bitterfontein is excellent although the overall Blue Drop score for this plant has dropped from 95.61% to 92.03%.

The Blue Drop Assessment report indicated that the handing over process from West Coast District Municipality was finalized but unfortunately the municipality was not in the position to provide adequate information on the systems that were transferred to them which resulted that Bitterfontein unfortunately lost its Blue Drop status.

The lack of human resources was noted. This poses a risk to the sustainability of any process implemented towards drinking water quality management enhancement.

Recommendations Although the municipality achieved quite good overall Blue Drop score and an excellent progressive improvement since last assessment there is ample space for improvement that would lead to the Blue Drop certification.

The municipality is encouraged to investigate the possibility of joining hands with skills development initiatives in order to address shortages in human resources at treatment plants. It is further recommended that Operations & Maintenance manuals should be in place at each plant.

Green Drop (Source: Green Drop assessment: 2011)

The Matzikama Municipality achieved a Green Drop Score of 66.1%, which is considered as an average performance with ample room for improvement. However, it must be noted that the municipality performed very well during this Green Drop assessment with a remarkable improvement on the 2009 performance.

With the overall Green Drop score of 66.1%, the Matzikama Municipality is placed in 14 th place in the Western Cape.

The table below presents Green Drop scores, design capacity, operational capacity and wastewater quality compliance for all wastewater treatment plants in the municipal area:

Wastewater Design Operational Green Drop Quality Name of WWTW Capacity Capacity (% Score (%) Compliance (Ml/d) i.t.o. capacity) (%) Vredendal South 68.2% ↑ 1 70% 72 Vredendal North 76.6% ↑ 0.175 56% 100 NI Van Rhynsdorp 64.3% ↑ 0.71 67 (assume>100%) NI Koekenaap 61.8% ↑ 0.0160 62 (assume>100%) NI Ebenhaezer 62.8% ↑ 0.15 62 (assume>100%) NI Lutzville West 62.8% ↑ 0.09 62 (assume>100%) NI Lutzville 64.3% ↑ 0.054 67 (assume>100%) NI Klawer 64.3% ↑ 0.593 67 (assume>100%) NI Strandfontein 64.3% ↑ 0.2 67 (assume>100%) NI Doringbaai 64.3% ↑ 0.165 67 (assume>100%)

Key findings According to the Green Drop assessment report for 2011, the Matzikama Municipality demonstrated competence and commitment towards improving wastewater treatment. The municipality did impressively well noting the massive improvement on the 2009 performance. Most impressive is the relatively high compliance levels obtained even at some of the oxidation ponds it manages, which is highly commendable.

Special cognizance must be made of the comprehensive Water Services Development Plan, which was presented as part of the asset management planning process, as well as the municipality amending their monitoring programme to provide more credible verification results.

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 Matzikama Municipality maintains good operations at wastewater treatment works in order to improve its performance which would lead to a successful certification.

2.7.3 Technical Institutional Leadership

The composition of the Technical Department at the municipality is as follows (information received from the municipality):

Filled Post Qualifications (Y or N) Head of Department / Y B-Tech Degree Technical Director Water Services Y N Diploma Sanitation Services Y N Diploma Roads and Storm water Y N Diploma Solid Waste N Electrical Services Y PMU Manager Y WWTWs Y Supervisor Operators Y WTWs Y Supervisor Operators Y

Key Findings All technical posts except in solid waste department are filled. Although this information came directly from the municipality, it is incomplete – no details regarding years of experience and field of expertise were provided. The municipality indicated that posts for supervisors and operators at the WWTWs and WTWs are filled; there is no indication what their qualifications are.

Recommendations It is recommended that the municipality provides more accurate information regarding the composition of the technical department as well as details of staff employed at treatment works (supervisor / process controller, qualification, class etc.) per plant.

2.7.4 Level of Capital Expenditure (Source: Provincial Treasury: Table C5 – Quarterly Budget Statement)

Under Original Adjustment (%) Variance Expenditure Budget Budget (up to June (up to June (R’000) (R’000) 2012) 2012) Total Budget 48 836 53 080 7 707 (14,52) Trading Services (Total) 20 873 24 416 9 065 (37,13) Electricity 2 084 1 918 632 (32,93) Water 680 1 305 61 (4.67) Waste Water 18 109 21 193 8 373 (39,51) Management According to the above table the total capital budget of R 48 836 000 was adjusted by R 4 244 000 to a new amount of R 53 080 000. The bulk of the capital budget in the amount of R 24 416 000 was allocated towards the Trading Services.

Repairs and Maintenance (Matzikama Local Municipality: Annual Report 2010/11)

Table below presents Repairs and Maintenance as % of total OPEX: Description 2007/08 2008/09 2009/10 2010/11 Total Operating Budget R 109,653,000 R124,993,000 R134,129,000 R157,809,000 (R) Repairs and R 7,912,000 R15,298,000 R13,555,000 R14,959,000 Maintenance(R) (total) % of total Operating 7.22% 12.24% 10.11% 9% Expenditure (budget) Repairs and Maintenance R 7,593,000 R 9,064,000 R 6,921,000 (Infrastructure only) *

Key Findings These figures are based on NT info on Municipal Budgets – Schedule SA 34c.

The table above indicates that the Repairs and Maintenance budget increased the last year, however the Repairs and Maintenance for infrastructure decreased. Although this appears to be too low, it represents 2.03% of the cost value of Matzikama’s assets, which is just above the guideline of 2%.

Recommendation The Municipality is encouraged to continue to allocate adequate budget for Repairs and Maintenance.

2.7.5 Unaccounted for water (Source: Bulk Infrastructure Master Plan [Water and Wastewater] for the 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 authorized 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. The Table below presents Non- revenue water and terminology. "IWA Best Practice" Water Balance and Terminology Billed Metered Consumption Billed Authorized (including water exported) Revenue Consumption Water Billed Non-metered Consumption Authorized Consumption Unbilled Metered Consumption Unbilled Authorized Consumption System Unbilled Non-metered Consumption Input Unauthorized Consumption Volume Apparent Losses Non Metering Inaccuracies Revenue Leakage on Transmission and/or Water Distribution Mains Water Losses Leakage and Overflows at Utility's Real Losses Storage Tanks Leakage on Service Connections up to Customers' Meters

The levels of NRW vary significantly in the different towns in the Matzikama municipal area; however, the average percentage NRW is 20, 6%. However according to DWA info the situation is more serious and in April 2012 the Matzikama Municipality reach level of 29.4%. This is much higher than the generally accepted figures of 10 – 15%. Improved water demand management measures (WDM) are therefore clearly needed in key towns. Towns of particular concern are listed in table below (marked in red):

Town NRW (2007) Ml/annum Vredendal & 28.4% 705,508 Vanrhynsdorp Lutzville 24.0% 180,530 Klawer 7.3% 94,236 Ebenhaezer 11.7% 29,995

Key findings The non-revenue water index in Matzikama municipal area exceeds the acceptable level, especially in Vredendal, Vanrhynsdorp and Lutzville.

Recommendation It is recommended that improved water demand management and water conservation must be strictly implemented in the municipal area. 2.5.6 Project Finance (Source: Bulk Infrastructure Master Plan [Water and Wastewater] for the Western Cape – Consolidated report dated August 2011)

Matzikama Municipality requires R 37.4 million for priority projects. The following projects were identified in the study: Implementa Hard Water / District Project description Town Budget tion vs soft Sanitation rating readiness New WWTW H Doringbaai Sanitation 3,495,637 H M WWTW 0.65Ml H Klawer Sanitation 11,028,003 M - New WWTW H Lutzville Sanitation 5,093,170 L - Municipality-wide: Reduction of stormwater ingress & Additional groundwater infiltration incl. flow measurement, loggers S Minicipality-wide Sanitation 3,000,000 H project & telemetry Raw Water Storage Dam H Vredendal Water 5,385,734 H M 1Ml Reservoir H Klawer Water 2,433,286 M M 1Ml Reservoir H Lutzville Water 2,433,286 L - Municipality-wide: Water demand management interventions in all towns, incl. zone meters, telemetry, Additional S Minicipality-wide Water 3,000,000 H pressure management, leak detection, community project education, tariffs, reuse of waste water etc. Municipality-wide: Water resource investigation incl. Additional S Minicipality-wide Water 1,500,000 H agreements, licences & permits project Total R 37,369,116 The municipality is currently busy with the implementation of Doringbaai new bulk sewer infrastructure, which is about 80% completed.

Two projects (Vredendal / Vanrhynsdorp and Klawer – bulk water infrastructure) were presented at the RBIG adjudication meeting on 20 June 2012 for funding approval. Further engagements between the municipality and the Department of Water Affairs will take place on the application.

2.8 District & Local Performance Monitoring

Basic Services and Free Basic Services data

Municipality: MATZIKAMA

Total number of: Indigent Households Households 9 098 2 507 Total number of households with access to each basic service: Water Electricity Sanitation Refuse Removal 9 098 9 098 9 098 9 098 Total number of households receiving each Free Basic Service: FBS FBS Water FBS Electricity Sanitation FBS Refuse Removal SEE GENERAL COMMENTS 2 507 2 507 2 507 General Comments for clarification or additional information such as additional services provided:

Matzikama Municipality renders both basic and free basic services. The municipality has a total number of 9 098 households, which only have access to basic water, electricity, sanitation and refuse removal.

This municipality has an Indigent Policy and Indigent register. The register lists 2 507 indigent households, 9 098 households have access to 6kl of free basic water. Indigent households have access to 12kl of free basic water; 2 507 indigent households have access to free basic electricity, free basic sanitation and free basic refuse removal. The Indigent households receive credit for electricity on their accounts.

2.9 Service Delivery Integration

The Thusong Plan for the Matzikama Local Municipality as indicated by the Thusong Accessibility Analysis Study is as follows:

Matzikama Thusong Plan

Matzikama Thusong Plan Beneficiaries to be Town Thusong Service reached within 25 km

Van Rhynsdorp Satellite 4 905

Vredendal Centre Within 25km from the 24 615

Vredendal Thusong Service Klawer Centre

Bitterfontein Satellite 1 846

Nuwerus Bitterfontein Satellite

Rietpoort Extension 1 249

Kliprand Extension 373

Lutzville Mobile 8 236

Ebenhaeser Mobile 2 733

Doringbaai Mobile 2 126

However, based on available resources between the three (3) spheres of government the Thusong Implementation Plan for 2012/2013 is illustrated in Table below:

Matzikama Thusong Implementation Plan for 2012/2013

Town Thusong Service Date

Van Rhynsdorp Satellite All year round

Vredendal Vredendal Centre All year round

Klawer

Nuwerus Satellite and Mobile Mobile 30-31 October 2012

Bitterfontein

Rietpoort Extension

Kliprand Extension Towns not served during Lutzville Mobile 2012/ 13

Ebenheaser Mobile

Doringbaai Mobile

The Vredendal, Van Rhynsdorp and Thusong Service Centre (Satellite) Thusong Service Centres are managed by the Local Municipality. The municipality has appointed dedicated Thusong Service Centre Managers, who are responsible for the Thusong Programme broadly. The four (4) key anchor departments namely; the Department of Home Affairs, Labour, SASSA and Social Development are rendering services at the Thusong Service Centre on a scheduled basis or have permanent offices. The Local Municipality utilises the Thusong Service Centre to render services. The table below indicates the service offerings 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 Thusong Service Centre Managers during the month of July 2012.

Status of Lease Agreements at Bitterfontein Satellite Centre Rate Per Square Square Monthly Annual Update on lease Tenants Metres metre Rental Rental agreement

Permanent Office Space Cape Access 25 15 R 0.00 R 0.00 Not Concluded

Department of Health: 84 15 R 0.00 R 0.00 Not Concluded (Emerging Medical Services)

Total monthly and yearly rental income R0.00 R0.00

Temporary Office Space Department of Social 420 15 R 0.00 R 0.00 Not Concluded Development(DSD)

SASSA 420 15 R 0.00 R 0.00 Not Concluded

All Pay 420 15 R 0.00 R 0.00 Not Concluded

Department of Labour (DoL) 420 15 R 0.00 R 0.00 Not Concluded

Department of Home Affairs 420 15 R 0.00 R 0.00 Not Concluded (DHA)

Department of Education 25 15 R 0.00 R 0.00 Not Concluded

Total monthly and yearly rental income R0.00 R0.00

Available Office Space

Office 25 15

Office 25 15

Office 15 15

Projected monthly and yearly rental income R0.00 R0.00

Status of Lease Agreements of Van Rhynsdorp Satellite Centre

Tenants Square Rate Monthly Annual Update on lease Metres Per Rental Rental agreement Square metre Permanent Office Space

Cape Access 84 R 246.60 R 2 959.20 Concluded

Exempted from Home Based Carers 51 R 0.00 R 0.00 payment

Moemfies Creche 328 R 350.00 R 4 200.00 Concluded

Nuwehoop Oldage 131 R 342.00 R 4 104.00 Concluded Group Dept. of Local Exempted from 38 R 0.00 R 0.00 Government CDW payment Total monthly and yearly rental income R 938.60 R 11 263.20 Temporary Office Space

Department of Labour 234 R 175.00 R 2 100.00 Concluded (DoL)

SASSA 234 R 175.00 R 2 100.00 Not Concluded

SASSA 234 R 175.00 R 2 100.00 Not Concluded

Department of Home 234 R 0.00 R 0.00 Not Concluded Affairs

Total monthly and yearly rental income R 525.00 R 6 300.00

Projected monthly and yearly rental income R 1 463.60 R 17 563.20

Status of Lease Agreements at Vredendal Thusong Service Centre Rate Per Update on Square Square Monthly Annual lease Tenants Metres metre Rental Rental agreement Department of Social Not Concluded Development(DSD) 12 R 0.00 R 0.00 Exempted from HIV/AIDS Initiative 42 R 0.00 R 0.00 payment Exempted from Home Based Carers 33 R 0.00 R 0.00 payment

Not Concluded Orbeef-Bee Company 12 R 260.00 R 3 120.00

Not Concluded Sonskyn Creche 109 R 700.00 R 8 400.00 Vredendal Advice Not Concluded Office(NGO) 35 R 700.00 R 8 400.00 Department of Local Exempted from Government payment (CDW) 15 R 0.00 R 0.00 Exempted from Computer Centre 54 R 0.00 R 0.00 payment Exempted from Vrededendal Oldage Club 0 R 0.00 R 0.00 payment Exempted from Vredendal Advice Office 12 R0.00 R0.00 payment

Total monthly and yearly rental income R 1 660.00 R 19 920.00

Available Office Space

Office 109

Projected monthly and yearly rental income R 1 660.00 R 19 920.00

The Thusong Service Centres are included in the Municipal Integrated Development Plan (IDP) and has 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). In order to ensure that a 100% of the municipal population has access to the Thusong Services it is critical that the municipality plans and budgets accordingly.

The Dept. of Local Government recommends that the municipality should prioritise the conclusion of the outstanding lease agreements as the rental revenue will contribute to the sustainability of the centre. The municipality is in the process of negotiating a lease agreement with the Dept. of Home Affairs to occupy permanent office space within the Vredendal Thusong Service Centre, hence, a recommendation is that the municipality should finalise the process in order for the Dept. of Home Affairs to render services to the community and pay rent.

The municipality failed to submit the Thusong Service Centre Business Plan for 2012/2013; and the first quarterly narrative reports were not submitted thus far. The municipality is involved in the implementation of Thusong Mobiles in terms of coordination, municipal services and logistical support like the venue, toilets, transport and disaster management plans.

Thusong Mobiles No Thusong Mobiles have taken place in Matzikama during the first quarter. A mobile is planned for Bitterfontein in the third quarter.

2.10 Community Development Workers

The total number of CDW’s deployed in Matzikama is 9. 1 CDW is currently on sick leave and an application for incapacity leave was submitted. Community Development Workers are accommodated in municipal premises and Thusong Centres. 5 CDW’s are accommodated in municipal premises and the other 4 in Thusong Centres. Their Offices are resourced and the space is sufficient.

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.

In terms of Socio-Economic Projects supported, CDW’s provided technical assistance to a brickmaking and sewing project in Kliprand; administrative support to 38 backyard food gardens in Lutzville-West and Doring Bay, and administrative assistance to 25 chicken sheds in Doring Bay.

CDW’s assisted with the roll out of the Comprehensive Rural Development Programme in Matzikama Municipality. As part of the APP, CDW’s had 5 information sessions through the Know Your CDW Campaign, as well as 384 Case referrals.

Challenges Throughout the West Coast, there is joint planning between CDWs and municipal officials. The challenge is that municipalities are not adhering to agreed plans and programmes, and as a result CDW reports reflect minimal assistance to municipal programmes.

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 Matzikama Local Municipality does not have a designated Fire Service. Certain of the functions are performed by the West Coast District Municipality, although no formal agreement exists.