DEPARTMENT OF LOCAL GOVERNMENT
CEDERBERG 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 2.3 Municipal Communications ...... Error! Bookmark not defined. 2.4 Municipal Support ...... 4 2.5 Specialised Support...... 5 2.6 Integrated Development Planning ...... 5 2.7 Municipal Infrastructure ...... 6 2.8 District & Local Performance Monitoring ...... 13 2.9 Service Delivery Integration ...... 13 2.10 Community Development Workers...... 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, 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
The political composition of the Municipal Council is distributed as follows: ANC – 6, DA – 3, COPE – 1 and PAC - 1. The majority of seats are being held by one political party and therefore the Municipality is politically stable. The majority was as a result of a by-election. There have been two resignations of ward councillors in this Council since the municipal election on 18 May 2011. There was a PR replacement during the period April to June 2012, where the DA (PR) resigned and was replaced.
The Municipality had three (3) Council meetings held for the quarter under review which is in line with the requirement of at least one Council meeting each quarter. The Municipality has a system of Delegations in place and a Roles and Responsibilities framework, both being confirmed on 31 May 2012. No councillors were fined for non- attendance or failing to remain in attendance at council meetings. Municipalities were asked whether all councillors completed a declaration of interest. The Municipality indicated that all councillors submitted the declaration of interest form. No councillors at the Municipality are in arrears with rates and service charges for longer than three months. Five (5) breaches of the Code of Conduct were reported. The Code of Conduct provides that the speaker must authorise an investigation into an alleged breach. Upon completion of the investigation, no matter what the outcome, a report must be submitted to the MEC. To date no reports have been received. No allegations of fraud and corruption were reported to the SAPS during the period under review.
The Municipality reported that it is currently not involved in any litigation matters.
Key Challenges / Additional Information
The MEC for Local Government in a letter dated 29 May 2012 questioned the appointment of the CFO on the basis that it appeared that he lacked the required work experience and expertise as was required by the Municipality’s own advertisement. The Municipality in its report to the MEC indicated that a competency assessment was conducted. For the purposes of further assessing the appointment, the MEC had requested the details and outcome of the Assessment, which the Municipality has failed to submit.
Support Initiatives
None during the period under review.
2.2 Public Participation
Performance Management
In the Cederberg Municipality, public participation is a key performance area of the municipality but is not 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 spent R104 917 for public participation from their own revenue. The municipality spent an amount of R161 669 from the MSIG and to date has spent R266 587 to support ward committees and public participation.
Status of Ward Committee and Public Participation Policies
It was reported that the Public Participation Policy and Ward Committee and Out- of-Pocket Expenses Policy has been drafted but not yet adopted. It was reported that the municipality does not pay out-of-pocket expenses to ward committee members.
Ward Committee Functionality
The municipality reported that all six 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, eight ward committee meetings were held. Administrative support is offered to the ward committees, agendas are compiled and minutes are recorded at ward committee meetings by officials. Minutes are available from the Speakers office.
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 one community report back meeting was held per ward. Key Challenges/Additional relevant information
It was reported that the vastness and infrastructure backlogs in ward 6, Wuppertal, limits functionality in that ward. It was also reported that standardising practises across ward committees is 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 pay ward committees an out-of-pocket expense to ward committee members and develop ward operational plans.
Support initiatives provided to municipality
A meeting was held with the Cederberg municipality to assess the challenges facing the municipality relating to the completion of the template.
Recommendations
It is recommended that a follow up meeting be scheduled with the municipality to discuss the payment of out-of-pocket expenses and the development of ward operational plans in the light of the recent payment of the special grant.
2.4 Municipal Support
Organisational Design
The appointed Municipal Manager, Mr Ian Kenned, has an Employment contract which is effective from 3 January 2012 until 31 December 2016. The Municipality has five (5) approved Section 57 posts, including the post of Municipal Manager, of which all five positions are filled. No Employment Contracts nor Performance Agreements were submitted by the Municipality to the Department of Local Government, which is required in terms of the Local Government: Performance Regulations for Municipal Managers and Managers directly accountable to Municipal Managers of 2006, Regulation 4 sub-regulation 5. The Department has written to the Municipality requesting the submission of the outstanding Performance Contracts and Agreements.
Performance Management System
The Municipality has implemented a Performance Management System which was approved and adopted by Council on 26 November 2008.
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.
Key Findings
The Municipality has filled all its vacant Section 57 posts.
Recommendations
None.
2.5 Specialised Support 2.6 Integrated Development Planning
Most of the Key Performance Areas (KRAs) of the Municipality respond directly to the identified developmental challenges found within its boundaries. The developed KRAs are as follows:
• Financial Viability and Sustainability: this responds to the Municipality’s challenge of having a low revenue base and over-relying on grants • Developing Integrated Human Settlements: this responds to the need to provide citizens with well-located human settlements, fully provided with relevant basic services • Good Governance and Institutional Development: this responds to the Municipality’s need to improve its own internal capacity, and be accountable to the citizenry • Local Economic Development and Social Development: this responds to unemployment, low investments, and social development issues found within the municipal area
Key Challenges/Additional relevant information The development challenges identified also by the Municipality are as follows: • High unemployment and poverty • HIV/AIDS • Lack of adequate housing • Low revenue base and debt collection • Limited resources and over-reliance on grants • Low internal capacity • Lack of economic investments due to low skills base and poorly managed spatial development
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 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 the projects that were implemented during the 2011/2012 financial year up to 30 June 2012. Actual MIG Allocation expenditure % Complete Project Name for 2011/12 FY during 2011/12 (construction) financial year Elandsbaai: New Construction of R 863 646 R 863 646 100 Paved Roads (ID 207224) Citrusdal: New Waste Water R 6 864 357 R 6 864 357 100 Treatment Works (ID 156776) Lamberts Bay: Upgrade Bulk Water R 3 801 005 R 3 801 005 100 Supply (ID 181748) Lamberts Bay Upgrade Bulk Waste R132 923 R 132 923 100 Water (ID 181876) Leipoldtville: Upgrade Bulk Waste R 191 932 R 191 932 100 Water (ID 181771) Leipoldtville: Upgrade Bulk Water R 339 236 R 339 236 100 Supply (ID 181780) PMU Projects (ID PMU/012/1112) R 620 900 R 620 899 100
Totals R 12 417 999 R 12 417 999 100
At the end of June the Cederberg Municipality reached 100% of the Total MIG expenditure. • Elandsbaai New Construction of Paved Roads started in May 2012 and will be completed during the 2012/2013 financial year. • The current phase of the Citrusdal New Waste Water Treatment Works is in its final construction stage. Practical completion inspection took place on 21 June 2012.
The Cederberg Municipality’s MIG is fully committed for the next financial year. The following Projects will be implemented: • MIG ID 207224: Elandsbaai: New Construction of Paved Roads o MIG allocation for 2012/13: R5 539 103 • MIG ID 181876: Lamberts Bay: Upgrade Bulk Waste Water Treatment Works o MIG allocation for 2012/13: R7 382 591 and R1 516 268 for the following year • MIG ID 156776: Citrusdal New Waste Water Treatment Works o MIG allocation for 2012/13: R 1 379 306 and R2 157 997 the following year.
Key Findings
The Cederberg Municipality has reached 100% of MIG expenditure of R 12 814 000 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 Cederberg Municipality achieved a Blue Drop Score of 80.39% which places municipality in 17 th place in the Western Cape. The municipality demonstrates a huge improvement in performance over the past three years. The municipal Blue Drop Score increased from 60.00% in 2010 and 51.05% in 2011.
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 Name of Plant Service Provider Capacity Compliance Score Capacity (% ito design) (%) % (Ml/d) Citrusdal 82.92 Cederberg LM 3.0 55 91 Clanwilliam 73.43 Cederberg LM 2.0 121 45 Elandsbaai Cederberg LM Not Not 79.57 100 Available Available Graafwater 82.2 Cederberg LM 1 48 64 Lamberts Bay 87.31 Cederberg LM 2 70 100 Leipoldtville Cederberg LM Not 82.22 0.4 100 Available
Key Findings
The study states that all water treatment plants improved their performance during the assessment period and Blue Drop score has increased significantly since last assessment.
It must be noted that the Clanwilliam plant is operating above its design capacity while maintaining high a Blue Drop score. Only three of the plants complied fully with the Drinking Water Quality of 100%.
Recommendations
Although the municipality achieved a good overall Blue Drop score, progressive improvement could lead to more certification. The low Drinking Water Quality (DWQ) at the Clanwilliam and Graafwater Plants is a concern. It is recommended that the municipality conducts an audit on plant operations to establish what intervention is required. A plan of action, based on the outcome of the audit, how to improve Blue Drop and DWQ compliance scores should be implemented as a matter of urgency.
Green Drop
(Source: Green Drop assessment: 2011) The Cederberg Municipality achieved a Green Drop Score of 63.1%, which is considered average performance with ample room for improvement. It must be however noted that the municipality performed very well during this Green Drop assessment round, and remarkable improvement on the 2009 performance has been registered. This score places the municipality in 16 th place in the Western Cape.
The table below presents Green Drop scores, design capacity, operational capacity and wastewater quality compliance for all five wastewater treatment plants in the municipal area:
Wastewater Design Operational Green Drop Quality Name of WWTW Capacity Capacity (% i.t.o. Score (%) Compliance (Ml/d) capacity) (%) Clanwilliam 65.3 1.03 NI(Assume>100%) 20 Citrusdal 66.9 0.96 NI(Assume>100%) 38 Graafwater 56.8 1 NI(Assume>100%) 10 Lamberts Bay 66.2 1 NI(Assume>100%) 38 Elandsbaai 56.7 1 NI(Assume>100%) 18
Key findings
Cederberg impressed with a dramatic improvement from the 2009 performance. Cederberg is intensifying its focus on wastewater treatment within the municipal business, as can be seen with the constructive action to Citrusdal, Elandsbaai and Lamberts Bay. Three of the 6 plants are at low risk, with 3 plants in high or critical risk positions. This is likely to pull the next Green Drop score downwards if not addressed.
Recommendations
It is recommended that the municipality implement an adequate monitoring programme as well as improvements in asset management. It is further recommended that the municipality supplies DWA data on effluent quality on a regular basis and this data is available on the Green Drop System.
Technical Institutional Leadership
The composition of the Technical Department at the municipality is as follows: Filled / Post Vacant Qualifications Comments / Experience (Y or N) Head of Department / Y B.Tech Technical Director Water Services Y N3 20+ years of experience Sanitation Services Y N3 20+ years of experience Roads and Storm water Solid Waste Electrical Services Y N5 30+ years of experience PMU Manager N MISA Deployee supporting WWTWs Supervisor Y N3 20+ years of experience Operators N N/A Oxidation dams. Only labourers employed WTWs Supervisor Y N3 Operators Y/N Process controllers at Graafwater and Citrusdal only
Key Findings
A technical Director was recently appointed. A MISA deployee to assist the technical department has been deployed but there is no PMU Manager in place.
Qualifications of the appointed technical personnel in control of the water, sanitation and electrical departments are minimal but in all cases they have many years of experience. At most of the plants only labourers are employed, except at the Graafwater and Citrusdal water treatment works, where process controllers are employed.
Recommendations
The municipality is in the process to upgrade most of the Waste Water Treatment Plants and should plan to employ more process controllers.
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 62 798 53 661 (24 017) (44.76) Trading Services (Total) 50 110 36 445 (11 755) (32.26) Electricity 528 552 (225) (40.71) Water 36 588 26 649 (10 384) (38.96) Waste Water 9 976 6 226 (798) (12.82) Management Waste Management 3 018 3 018 (349) (11.56)
Key Findings
According to the above table the total capital budget of R 62 798 000 was adjusted by R 9 137 000 to a new amount of R 53 661 000. The bulk of the capital budget in the amount of R 50 110 000 was allocated towards the Trading Services. Up to June 2012 capital underexpenditure of R24,017 million (44.76%) occurred.
Recommendations
The reasons for under-spending should be investigated and addressed.
Repairs and Maintenance
According to the Executive Summary by Director of Financial Services for the 2012/13 financial year (Cederberg Municipality) and the NT info on Municipal Annual Budgets (Schedule SA 34c) the Operations and Maintenance budget is as follows: Description 2009/10 2010/11 2011/12 2012/13 Total Operating Budget R119,393,000 R135,650,000 R152,327,000 (R) Repairs and R5,348,000 R5,628,000 R6,085,000 R6,667,000 Maintenance(R) % of total Operating 4,7% 4,49% 4,3% Expenditure (budget)
Key Findings
The table above indicates that there is a drastic reduction in budget allocation towards Operation and Maintenance for infrastructure, which is alarming as the municipality is not adequately maintaining its municipal assets.
According to the financial statements, total cost value of the Property, Plant and Equipment and infrastructure assets amounts to R762 691 362 and R508 807 205 respectively (end June 2011). The cost of repairs and maintenance for the same period was R7 054 833 (R7 678 589 during 2009/10), which equates to 0,74% and is below the guideline value of 2%.
The repairs and maintenance expenditure should increase, especially in the light of a the light of 8,1% decrease from the previous year.
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 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
Most towns in the Cederberg municipal area have historically shown a percentage non- revenue water of above 20%, with an average NRW of 22,1% in 2007. This is significantly higher than the generally accepted figures of 10 – 15%. Improved water demand management measures (WDM) are therefore clearly needed throughout the municipal area. Towns of particular concern are listed in the table below:
Town NRW (2007) Ml/annum Citrusdal 19.1% 147,313 Clanwilliam 22.1% 256,085 Lamberts Bay 23.0% 167,004
Key findings
Non-revenue water index in Cederberg municipal area is at 22,1% and needs to be addressed.
Recommendation
It is recommended that improved demand management and water conservation must remain a high priority for the municipality.
Project Finance
(Source: Bulk Infrastructure Master Plan [Water and Wastewater] for Western Cape – Consolidated report dated August 2011)
The budget for Cederberg municipality amounts to R 236 million of which R 140 million is associated with priority projects. The following projects were identified in the study:
Implementa Hard Water / District Project description Town Budget tion vs soft Sanitation rating readiness WWTW - Relocate and upgrade H Citrusdal Sanitation 70,391,319 H M Upgrade oxidation ponds H Elands Bay Sanitation 3,433,885 M M Upgrade existing WWTW H Clanwilliam Sanitation 9,317,782 M - Municipality-wide: Reduction of stormwater ingress & Additional groundwater infiltration incl. flow measurement, loggers S Minicipality-wide Sanitation 3,000,000 H project & telemetry WTW and raw water pipeline H Clanwilliam Water 36,691,714 H M 1.5Ml reservoir H Elands Bay Water 2,738,794 L - 3Ml reservoir and borehole H Citrusdal Water 9,536,332 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 139,609,826
The municipality did submit an application for RBIG funding to the Department of Water Affairs for the Citrusdal WWTW, which is located below the 1:50 year flood line. Co-funding from the municipality is required and the municipality has affordability concerns about taking on debt to finance the co-funding. The Department will make a capital investment proposal with DWA to the municipality for consideration.
2.8 District & Local Performance Monitoring The Municipality failed to submit information.
2.9 Service Delivery Integration
The Thusong Plan for the Cederberg Local Municipality as indicated by the Thusong Accessibility Analysis Study is as follows: Cederberg Thusong Plan
Cederberg Thusong Plan
Beneficiaries to be Town Thusong Service reached within 25 km
Citrusdal Centre 13 110
Clanwilliam Satellite (changed) 10 991
Leipoldtville Extension 1 148
Lambertsbaai Mobile 5 690
Elandsbaai Mobile 2 276
Graafwater Mobile 3 646
However, based on available resources between the three (3) spheres of government the Thusong Implementation Plan for 2012/2013 is illustrated in Table below:
Cederberg Implementation Plan for 2012/2013
Town Thusong Service Date Centre Citrusdal Mobile Mobile 29-30 November 2012
Clanwilliam Satellite (changed) All year round
Leipoldtville Extension
Lambertsbaai Mobile Towns not served during 2012/ 13 Elandsbaai Mobile
Graafwater Mobile
The Citrusdal and Clanwilliam (Satellite) Thusong Service Centre are being managed by the Local Municipality; however the municipality has not appointed a dedicated Thusong Service Centre Manager thus far. The three (3) key anchor departments namely Department of Home Affairs, Labour, SASSA and the Local Municipality are rendering services at the Thusong Service Centre on a scheduled basis. The Department of Social Development has a permanent service point within the town area. The table below indicates the service offerings at the Thusong Service Centre and Satellite Centre, status of lease agreements and rental revenue generated. The information contained in the table below has been verified by the Local Municipality during the month of July 2012.
Status of Lease Agreements for Clanwilliam Satellite Centre Rate Per Square Square Monthly Annual Update on lease Tenants metres metre Rental Rental agreement
Temporary Office Space West Coast District R 28.35 (per Municipal Offices R 0.00 day) R340.20 Not Concluded
Ward Councillors(2) R 0.00 R 0.00 R 0.00 NONE Exempted from Clanwilliam Tuisversorgers R 0.00 R 0.00 R 0.00 payment
Eland (NGO) R 0.00 R 0.00 R 0.00 Not Concluded
CDW (2) R 0.00 R 0.00 R 0.00 Exempt
SASSA R 0.00 R 0.00 R 0.00 Not Concluded
Dept. of Home Affairs R 0.00 R 0.00 R 0.00 Not Concluded CPS R 0.00 R 0.00 R 0.00 Not Concluded
Dept. of Labour R 0.00 R 0.00 R 0.00 Not Concluded Total monthly and yearly rental income R28.35 R340.20
Projected monthly and yearly rental income R28.35 R340.20
Status of Lease Agreements for Citrusdal Thusong Service Centre Rate Per Update on Space Square Monthly Annual lease Tenants Allocation metre Rental Rental agreement
Permanent Office Space Department of Home Affairs 80 R 0.00 R 0.00 Not Concluded
Tele-Centre 32 R 0.00 R 0.00 Not Concluded
Library 250 R 0.00 R 0.00 Not Concluded Municipality-Housing Office 54 R 0.00 R 0.00 Not Concluded
Gymnasium 160 R 0.00 R 0.00 Not Concluded
CDW (2) 45 R 0.00 R 0.00 Not Concluded
Total monthly and yearly rental income R 0.00 R 0.00
Temporary Office Space All Pay R 0.00 R 0.00 Not Concluded South African Social Security Agency(SASSA) R 0.00 R 0.00 Not Concluded Department of Labour (DoL) R 0.00 R 0.00 Not Concluded
Total monthly and yearly rental income R0.00 R0.00
Projected monthly and yearly rental income R0.00 R0.00
The Citrusdal and Clanwilliam (Satellite) Thusong Service Centres are included in the IDP but not included in the municipal budget. Therefore, 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. The municipality did not submit the Thusong Service Centre Business Plan for 2012/13. Furthermore, the municipality failed to submit their first quarterly narrative report. The Department of Local Government recommends the Municipality to appoint a dedicated Thusong Service Centre manager to coordinate implementation of the Thusong Programme and ensure the Thusong Service Centre is financially viable by prioritising the conclusion of lease agreements.
Thusong Mobiles
No Thusong Mobiles took place during the first quarter. A mobile is planned in Citrusdal for the third quarter.
2.10 Community Development Workers
The total number of CDWs deployed in Cederberg is 10 , of which 5 are accommodated in municipal premises, 4 in Thusong Centres, and 1 in Wupperthal is accommodated at the local library.
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, Community Development Workers gave administrative support to a Fishing and a Bakery Cooperative in Elandsbay.
In terms of Information sessions, CDW’s conducted 4 sessions through the Know Your CDW Campaign, as well 304 case refferals.
Challenges
The CDWP has a good working relationship with the Municipality, but work is done on an adhoc basis.
Recommendations 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.
2.10 Disaster Management Risk Reduction
The Disaster Management Act and Framework as well as the Municipal Systems Act makes it compulsory to link development with known disaster risks and therefore require the municipal authorities to capture and institute adequate disaster risk reduction measures in their lDPs. The Cederberg Municipality does have a Disaster Management Chapter in their IDP since the 2011/12 financial year, but needs to improve on the content in the next IDP review.
It is recommended that the Cederberg Municipality continue functionally implementing and maintaining the Disaster Management Chapter in their IDP.
Key Challenges/Additional relevant information
Key challenges in this aspect are that the municipality needs to champion this process on a senior strategic level and take ownership of this chapter w.r.t maintaining the chapter and rendering it functional in their operational environment.
Support initiatives provided to municipalities
The Cederberg Municipality has been supported with the provision of guidelines in the 2011/12 financial year.
2.11 Disaster Management Disaster Operations
2.12 Disaster Management Fire Services
The Cederberg 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.