DEPARTMENT OF LOCAL GOVERNMENT

SALDANHA BAY MUNICIPALITY

REGIONAL MONITORING TEAMS

MUNICIPAL GOVERNANCE REPORTS FOR THE PERIOD ENDED JUNE 2012

TABLE OF CONTENTS

1. Introduction ...... Error! Bookmark not defined. 2. Departmental Diagnostic Report ...... Error! Bookmark not defined. 2.1 Municipal Governance ...... 3 2.2 Public Participation ...... 4 2.1 Municipal Communications ...... 5 2.2 Municipal Support ...... 5 2.4 Specialised Support ...... 6 2.5 Integrated Development Planning ...... 7 2.7 Municipal Infrastructure ...... 8 2.8 District & Local Performance Monitoring ...... Error! Bookmark not defined. 2.9 Service Delivery Integration ...... 14 2.10 Community Development Workers ...... 17 2.11 Disaster Management Risk Reduction ...... 18 2.12 Disaster Management Disaster Operations ...... 18 2.13 Disaster Management Fire Services ...... 18

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 Municipality is politically stable in that one political party has an outright majority. The council seats are distributed as follows: DA - 15, ANC - 8, COPE - 1 and Independent - 1.

The Municipality had four (4) Council meetings for the period under review, which is in line with the requirement 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. The Municipality is in compliance with section 59 of the Local Government: Municipal Systems Act, Act 32 of 2000 (the Act), as its System of Delegations had been reviewed on 28 May 2012. In relation to a Roles and Responsibilities Framework as envisaged in terms of section 53 of the Act, it is reported that the Municipality does have such a framework.

All councillors submitted their declaration of interest forms which is in line with Item 5 of the Code of Conduct. There are 2 councillors at the municipality in arrears for rates and taxes for a period of more than three month. Both councillors are settling the arrears by way of monthly debit order. The Municipality must not only ensure that all outstanding monies are collected but that councillors should be disciplined in accordance with the code of conduct. A further 5 councillors owe the municipality an amount in respect of legal costs. The amounts have been outstanding since 2008. No reasons are provided for the delay in the recovery of thereof. The Municipality must collect all amounts due to it, especially from councillors. No allegations of fraud and corruption were reported in accordance with s32(6) of the MFMA.

The Municipality reported that it was currently involved in 6 litigation matters where it is cited as defendant / respondent. The most notable is the matter where an applicant successfully argued that the municipal tariff model on the calculation of capital contributions is invalid. The municipality has been granted leave to appeal and a court date is awaited.

Key Challenges / Additional relevant information

None

Support Initiatives

The department facilitated a 2 ½ day Municipal Public Accounts Committee training session which the Municipality attended, as it had established the Committee.

2.2 Public Participation

Performance Management

In the Saldanha Bay 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; rather, the IDP manager is responsible for this.

Ward Committee Budget and Expenditure

The municipality reported that it budgeted R720 000 for public participation from their own revenue. The municipality reported that with the MSIG, a total of R911 000 was budgeted and to date R611 000 has been 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 June 2011. The Ward Committee and Out-of-Pocket Expenses policy is being implemented. It was reported that R500 is paid per ward committee member per month.

Ward Committee Functionality

The municipality reported that all 13 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, 39 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 meetings were held in each ward.

Key Challenges/Additional relevant information

It was reported that the establishment of sub-committees and sector reports back meetings were a challenge.

Recommendations

It is recommended that support from the department be offered to the municipality to assist in the establishment of sub committees.

Support initiatives provided to municipality

A two day ward committee induction training programme was rolled out in this municipality in April 2012.

2.1 Municipal Communications

2.2 Municipal Support

Organisational Design

As from 01 April 2012, the Municipality appointed a new Municipal Manager, Mr L Scheepers. The Municipality has six (6) approved Section 57 posts, including the post of Municipal Manager, of which five (5) are currently filled. The post of Director: Strategic Services is vacant and the Municipal Manager is currently taking responsibility for this Directorate. The post was not advertised due to the current restructuring process. The Local Government: Performance Regulations for Municipal Managers and Managers directly accountable to Municipal Managers of 2006, Regulation 4 sub-regulation 5 requires that the employment contract and performance agreement of each Section 57 manager must be submitted to the MEC responsible for Local Government in the relevant province. The Municipality submitted three (3) Performance Agreements to the Department of Local Government. The Department has written to the Municipality requesting the submission of the outstanding Performance Contracts and Agreements.

The Department of Local Government is currently assisting the Municipality with the Change Management process and the services provider will be on site until the end of November 2012.

Through the Change Management process, the service provider has achieved the following: • Adoption of “8 Steps to Leading Change” by Senior Management of the Municipality. • Integration of Change Management processes and desired outcomes, with Integrated Development Plan (IDP) and Performance Manage System (PMS) goals. • Framework for “Five Stages of Team Building” adopted and communicated to all Senior Management, for self-assessment and implementation. • Management Style Profiles completed by all Senior Management, to encourage mutual respect of diversity of skills and styles, towards their shared commitment to IDP goals and departmental service standards. • Municipal Manager has been assisted to define a set of “Customer Service Standards” both internal and external.

The Department of Local Government and Provincial Treasury will support the Municipality with a “Revenue Enhancement Project”, which should commence towards 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 2011. The Municipality has a functional electronic Performance Management System in place, which is 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 term of office of members of the Valuation Appeal Board is four years from 1 June 2009 until 31 May 2013.

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

After the appointment of new Municipal Manager the Administration is currently stable.

Recommendations

The Municipality should consider redefining their current status and their strategic direction, with specific focus on:

• Service delivery

• Future developments

• Municipality’s position in the District

• Customer Care and

• Staff relations

2.4 Specialised Support No interventions

2.5 Integrated Development Planning

Analysis of key development priorities

Saldanha Bay Municipality has made great strides in strengthening its institutional arrangements, in terms of the number of actions the municipality has implemented towards achieving its strategic objectives. Some of these actions include the implementation of individual performance management systems to the lowest level, the establishment of an Anti-Fraud and Corruption Committee and the compilation and implementation of the annual budget with newly calculated and approved tariffs.

It is encouraging to see the Municipality’s priorities in attempting to create an enabling environment for the promotion of economic development as well as tourism and the elevation of industrial potential. The Municipality also seeks to be innovative and on the cutting edge in respect of the use of technology. It envisages that it will achieve this objective by registering a programme to investigate efficiencies and research opportunities to improve effectiveness.

Key Challenges / Additional relevant information

In achieving some of its key performance indicators, the Municipality encountered a number of challenges that prevent it from achieving its strategic goals as set out in the IDP. In terms of the Municipality’s financial viability, it lacks incentives that promote the attraction of investment and it also fails in accessing alternative funding resources to aid in alleviating service delivery backlogs.

The Municipality is also faced with a challenge of utilizing the ward committee systems optimally to help it in strengthening community participation. Identifying suitable land available for development and the lack of capacity to spearhead development potential and initiatives is also a concern for the Municipality.

Capacity issues in the Municipality emanate mainly from the structure of the institution which is a result of duplication of roles and inadequate posts on the organogram. There are issues of outdated technology, modern but inappropriate technology and inadequate flow of information that hinder the progress of the municipality. Human resource challenges are due to inadequately skilled human resources.

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. Actual MIG Allocation expenditure % Complete Project Name for 2011/12 FY during 2011/12 (construction) financial year Saldanha Bay, Hopefield: New Taxi R 49 000 R 49 000 100 Terminus (ID 195390) Saldanha Bay, Laingville: New Taxi R 49 000 R 49 000 100 Terminus (ID 195391) , Louwville: Rehabilitate R 126 121 R 126 121 100 Stormwater Pipeline Ph4 (ID 192806) RDP: Rehabilitate R 257 160 R 257 160 100 Stormwater (ID 164479) Langebaan RDP: Rehabilitate R 153 052 R 153 052 100 Stormwater (ID 192839) Paternoster: New Activated Sludge Waste Water Treatment Plant ( R 306 866 R 306 866 100 Budget Maintenance)(ID 163893) Paternoster: New Activated Sludge Waste Water Treatment Plant ( R 495 000 R 495 000 100 Budget Maintenance)(ID 207012) Saldanha Bay: hopefield: New Taxi R 301 000 R 301 000 100 Terminus (ID 192872) : Steenburgs Cove: R 350 000 R 350 000 100 New Taxi ranks (ID 193571) Vredenburg: Louwville: New R 939 485 R 939 485 100 Stormwater Ph3 (ID 164706) Vredenburg: Middelpos: New Taxi R 296 508 R 296 508 100 Terminus (ID 193662) Vredenburg: Wesbank: New Roads, R 95 557 R 95 557 100 Stormwater and Sidewalks (ID 166968) Hopefield: New Water Supply Lines R 41 327 R 41 327 100 (ID 171236) Hopefield: Upgrading Sewer Pump R 286 443 R 286 443 100 Station & Rising Main (ID 197397) Paternoster: Upgrade Waste Water R7 704 000 R7 704 000 100 Treatment Plant (ID 202946) Saldanha Bay: New Taxi Terminus R 55 895 R 55 895 100 (ID 192873) Vredenburg: Upgrade Main Sewer R3 069 729 R3 069 729 100 Outfall Ph1 (ID 203413) Vredenburg: PMU2011/12 R 646 009 R 646 009 100 (ID PMU/014/1112) Totals R15 164 000 R15 164 000 100

At the end of June, the Saldanha Bay Municipality reached 100% of MIG expenditure. • The Paternoster Waste Water Treatment Works will be completed in the 2012/13 financial year • The Upgrade of the Vredenburg Sewer Main Phase I will be completed during the 2012/13 financial year and the next phases will be continued.

Key Findings

The Saldanha Bay Municipality has reached 100% of MIG expenditure of R 15,164,000 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 Saldanha Bay Municipality achieved a Blue Drop with a Blue Drop Score of 95.40% which places the municipality in 9 th place in the . The municipality demonstrates a consistent improvement in performance over the past three years. The municipal Blue Drop Score increased from 80.8% in 2010 and 87.69% in 2011.

Key Findings

The Saldanha Bay Municipality is the Water Services Authority while the West Coast District Municipality is the Water Services Provider.

Recommendations

No recommendation.

Green Drop (Source: Green Drop assessment: 2011)

The Saldanha Bay Municipality achieved a Green Drop Score of 39.1% in 2011, which is considered below average performance with ample room for improvement. This score places the municipality in 25 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) (%) Hopefield 42.0 0.302 99.3 20 Vredenburg 45.0 5 68 20 Saldanha 38.5 5 50 10 NI Langebaan 35.5 3 0 (Assume>100%) Laingville 34.0 1.3 76.9 0 Britannia Bay 29.5 0.2 90 10 No NI Paternoster 31.8 10 Information(NI) (Assume>100%)

Key findings

The municipality is facing a number of performance challenges as reflected in the overall Green Drop scores. The main issue is the lack of water quality performance reporting on the Green Drop website. This issue was however addressed and in the 2012 Progress Report the municipality is commended for Best Overall Risk Positions Achieved and Best Progress in Risk Abatement.

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 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 Qualifications Comments / Experience (Y or N) Head of Department / Technical Director Y B.Tech 25+ years experience Water Services Y B.Tech 10+ years experience Sanitation Services Y B.Tech 10+ years experience Roads and Storm water Y B.Tech 10+ years experience Solid Waste Y N.Dipl Electrical Services Y B.Eng 25+ years experience PMU Manager Y N.Dipl WWTWs Supervisor N N Post vacated during the last two months. In process to fill it again. Operators Y Y WTWs Supervisor N/A N/A Potable water is purchased from the West Coast District Operators N/A N/A Municipality

Key Findings The municipality has experienced and well qualified staff in the Technical Department.

Recommendations The training of operators and artisans should get preference.

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 Capital Budget 136 571 133 023 (43 766) (32.9) Trading Services (Total) 65 227 61 092 (19 046) (31.18) Electricity 19 946 15 981 (5 493) (34.37) Water 10 089 8 074 (2 646) (32.78) Waste Water 32 359 26 444 (8 163) (30.87) Management Waste Management 2 833 10 592 (2 743) (25.90)

Key Findings According to the above table the total capital budget of R136,571 million was adjusted by R3,548 million to a new amount of R133,023 million. 47.76% of the capital budget in the amount of R65,227 million was allocated towards the Trading Services. Until June 2012 a capital underexpenditure of R43,766 million (32.9%) occurred.

Recommendations The reasons for under-spending should be investigated and be addressed.

Repairs and Maintenance (Source: NT info on Municipal Annual Budgets – Schedule SA 34c, Municipal Budget 2012/2013 – Executive Summary)

According to the Executive Summary by Director of Financial Services for the 2012/13 financial year (Saldanha Bay 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 R435 653 000 R496 172 000 R589 159 000 R703 787 893 (R) Repairs and R23 480 000 R29 508 000 R38 167 000 R46 306 000 Maintenance(R) (total) % of total Operating 1.11% 1.79% 2.35% 2.03% Expenditure (budget) Repairs and Maintenance R 4 868 000 R8 914 000 R13 889 000 R14 292 000 (Infrastructure only)

Key Findings

The table above indicates that there is an increase and a percentage change decrease again in the 2012/13 year in budget allocation towards Operations and Maintenance for infrastructure, which is alarming as the municipality is not adequately maintaining its municipal assets.

Recommendation

The Municipality should allocate more funding on their annual budget towards the maintenance of infrastructure in order to preserve and extend the life span of their assets as far as possible.

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 The levels of NRW vary significantly in the different towns in the Saldanha municipal area; however, the average percentage NRW is 13,3%. This is within the generally accepted figures of 10 -15%. Langebaan has by far the highest NRW of 24,2% which indicates that water demand management (WDM) measures should be focused on this town.

Towns of particular concern are noted in red in the table below:

Town NRW (2009) Ml/annum Vredenburg 8.8% 276,520 Saldanha 12.9% 728,548 St Helena Bay 16.3% 250,310 Langebaan 24.2% 281,449

Key findings

Levels of non-revenue water (NRW) and unaccounted for water (UAW) remain high in many of towns across Western Cape.

Non-revenue water index in Saldanha Bay municipal area is within the acceptable figures of 10 -15% at 13.3%.

Recommendation

It is recommended that improved demand management and water conservation must be focused on the town of Langebaan.

Project Finance

(Source: Bulk Infrastructure Master Plan [Water and Wastewater] for the Western Cape – Consolidated report dated August 2011)

The budget for Saldanha Bay Municipality amounts to R 211 million of which R103 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 2Ml H Paternoster Sanitation 30,783,699 H M WWTW 2Ml H Britannia Bay Sanitation 29,453,835 L - WWTW 0.5Ml H Jacobs Bay Sanitation 15,502,711 L - Municipality-wide: Reduction of stormwater ingress & Additional groundwater infiltration incl. flow measurement, loggers S Minicipality-wide Sanitation 3,000,000 H project & telemetry 4Ml Reservoir H Saldanha Water 6,148,604 H M 6Ml Reservoir H Vredenburg Water 8,148,992 M M 3Ml Reservoir H Laingville Water 5,697,724 M - 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 103,235,565 It must be noted that the Saldanha Bay Municipality is currently busy with the New Paternoster WWTW project for completion in the 2013 financial year.

2.9 Service Delivery Integration

The Thusong Plan for the Saldanha Bay Municipality as indicated by the Thusong Accessibility Analysis Study is as follows:

Saldanha Bay Thusong Plan

Saldanha Bay Thusong Plan

Beneficiaries to be reached Town Thusong Service within 25 km

Langebaan Centre 12 879

Vredenburg Zone

80 723 Paternoster Towns within 25km from the Vredenburg Zone St Helena Bay

Hopefield Mobile 6 033

However, based on available resources between the three (3) spheres of government the Thusong Implementation Plan for 2012/ 13 are illustrated in Table below:

Saldanha Bay Thusong Implementation Plan for 2012/2013

Town Thusong Service Date

Langebaan Centre All year round

Hopefield Mobile 25-26 October 2012

Vredenburg Zone All year round

Paternoster

St Helena Bay Zone and Mobile Mobile 22-23 October 2012

The Langebaan Thusong Service Centre is currently managed by an NGO; however the Saldanha Bay Municipal Council has made a decision to take over the operational and infrastructural management of the Thusong Service Centre. The Municipality will create the Thusong Service Centre Management posts on the Municipal establishment. The Department of Local Government will be contributing operational funds to the NGO currently managing the Thusong Service Centre for a period of six (6) months (1 st April 2012 to 30 th September 2012); thereafter the Municipality will be allocated operational funds for the remaining financial year (1 st October 2012 to 31 st March 2013). The Thusong Service Centre Manager should be responsible for implementation of the Thusong Programme broadly. The four (4) key anchor departments, namely; the Department of Home Affairs, the Department of Labour, the South African Social Security (SASSA) and the Department of Social Development are rendering services at the Thusong Service Centre on a scheduled basis or have permanent offices. The Local Municipality will also be rendering services at the Thusong Service Centre. 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 Manager during the month of July 2012.

Status of Lease Agreements at Langebaan Thusong Service Centre

Rate Per Update on Square Square Monthly Annual lease Tenants metres metre Rental Rental agreement Permanent Office Space Dept. of Local Government (CDW) 25 R66,53 R 1 663.20 R 19 958.40 Concluded Cape Access (E-Centre) 25 R 700.00 R 8 400.00 Concluded

Total monthly and yearly rental income R 2 363.20 R28 358.40

Temporary Office Space

Not Dept. of Justice 92,5 R 2 824.71 R 33 896.52 Concluded

Dept. of Labour 85 R 226.27 R 2 715.24 Concluded

CPS 85 R 484.00 R 5 808.00 Concluded

SASSA 85 R 150.00 R 1 800.00 Concluded

Silvertree Club 85 R 592.00 R 7 104.00 Concluded

BADISA 25 R 315.97 R 3 791.64 Concluded

Weskus Church 92 R 676.45 R 8 117.40 Concluded

Karate Club 108 R 352.00 R 4 224.00 Concluded

Shiai Judo 108 R 176.00 R 2 112.00 Concluded

Not Dept. of Home Affairs 85 R 0.00 R 0.00 Concluded

Not Home Based Care (NGO) 20 R 0.00 R 0.00 Concluded

Not Dept. of Correctional Services 25 R 0.00 R 0.00 Concluded

Total monthly and yearly rental income R 5 797.40 R 69 568.80

Projected monthly and yearly rental income R 8 160.60 R 97 927.20

The Department of Local Government recommends the Municipality includes the Langebaan Thusong Service Centre in the IDP. A key recommendation is that the municipality budgets for the Thusong Program 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 100% of the municipal population has access to the Thusong Services. The NGO has submitted the Thusong Service Centre Business Plan for 2012/2013 and their first quarter narrative report. The municipality is involved in the implementation of Thusong Mobiles in terms of coordination, municipal services and logistical support such as the venue, toilets, transport and disaster management plans.

Thusong Mobiles

No Thusong Mobiles have taken place in Saldanha Bay during the first quarter. Mobiles are planned for the second quarter in St Helena Bay and Hopefield.

2.10 Community Development Workers The total number of CDW’s deployed in Saldanha Bay is 3. 1 CDW is currently seconded to the Office of the Regional Coordinator as Administrator. 2 CDW’s are accommodated in municipal premises and the Administrator and Regional Coordinator are based in the Langebaan Thusong Centre.

The Municipality is in process of compiling an operational expenditure report for the funding transferred in 2011/2012. 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 provided continuous technical as well as administrative assistance, to the Hopefield Food Garden Project to market their products and to apply for funding.

21 Case Referrals were reported on.

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.

Recommendation and Conclusion It is recommended that CDWP Regional Management needs to strengthen joint planning with municipalities in the Region.

Municipal reports need to reflect more assistance made by Community Developement Workers in programmes of the municipality.

2.11 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 Saldanha Bay 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 Saldanha Bay Municipality continue functionally implementing and maintaining the Disaster Management Chapter in their IDP.

Key Challenges/Additional relevant information 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 Saldanha Bay Municipality has been supported with the provision of guidelines in the 2011/12 financial year.

2.12 Disaster Management Disaster Operations

2.13 Disaster Management Fire Services The municipality has a retained fire service rendered by municipal employees. The Fire Service is not SANS 10090:2003 compliant. No formal agreement currently exists between the Saldanha Local Municipality and the West Coast District Municipality specific to fire services.