Executive Deputy Mayor Alderman Cynthia Clayton, on Wednesday 2 April 2025, discussed the proposal for a Theewaterskloof property asset management policy and action plan during her foreword as chairperson at an Economic Development and Property Management portfolio meeting.
Good morning committee members and colleagues,
It is with a sense of purpose and vision that I rise before you today to present a proposed strategy that will not only transform Theewaterskloof into a more sustainable and financially resilient entity but also empower us to serve the needs of our residents with integrity and foresight.
Our municipality’s property assets hold immense, untapped potential.
These are assets that can improve our financial standing while also acting as catalysts for social justice, environmental justice, and economic justice.
As the chairperson of this committee, my vision is clear: to modernise, innovate, and leverage our property portfolio in ways that align with our broader goals of sustainability and decent job creation.
The time has come for us to make a transformative shift.
We will embrace renewable energy solutions, particularly solar power, and ensure that every asset we manage serves both current and future generations.
This is not just about managing property, BUT it’s about setting the foundation for long-term, sustainable growth and a more inclusive future for all.
The adoption of a Property Asset Management Policy and Strategy goes beyond financial management.
My policy position as chairperson aims to drive economic growth, reduce operational costs, create decent job opportunities, and advance environmental sustainability.
Through this policy strategy, we are not just managing our assets, BUT we are reshaping the future of TWK, ensuring that our property portfolio supports both our immediate needs and our long-term vision.
This is a comprehensive plan that will guide our efforts, from strategic asset utilisation to the integration of renewable energy solutions.
By re-purposing underutilised properties, targeting strategic disposals properties that are development ready, and to modernising our facilities, we can lay the groundwork for a TWK that is both economically resilient and socially reasonable.
I urge this committee to lend its full support to the development and implementation of this Property Asset Management Policy.
It is time to embrace a policy that reflects our commitment to sustainable development, social equity, and fiscal responsibility.
Together, we can build a future where our property portfolio generates revenue while also enhancing the quality of life for all residents.
STRATEGIC VISION AND POLICY POSITION:
Our primary goal is to use our public land and property assets as tools for economic development, aiming to foster inclusive growth and address the pressing needs of our communities.
By transforming underutilised properties into valuable community-driven assets, we can create decent youth employment opportunities, support decent sustainable infrastructure, and promote inclusive local economies.
As part of our fiscal sustainability plan, I propose that we will modernise TWK’s Property Portfolio to integrate renewable energy solutions.
One of the first projects will be to establish a Solar Farming Plant near Flight Park, aiming to get Caledon off the Eskom grid, following the successful example of Riversdale in Hessequa.
Solar energy systems will also be installed at municipal facilities, particularly at our Water Treatment Plants and key public service buildings, to significantly reduce electricity consumption and cut costs.
Key Areas of Focus:
1. Property Asset Management Framework:
Re-purpose unused properties into community-focused spaces like entrepreneurial hubs and Small Business Incubators.
Pursue strategic disposals of surplus properties to generate capital for reinvestment into local projects.
Use smart technologies to enhance efficiency in property management and reduce operational costs.
2. Renewable Energy Integration:
Install solar energy systems at key municipal facilities, aiming to reduce “own use electricity consumption” costs by 50%, particularly at Water Treatment Plants and municipal buildings.
Position TWK as one of the municipal governance leaders in climate action by reducing our reliance on Eskom and lowering our carbon footprint.
3. Modernising Public Services:
Repurpose municipal buildings into community-cantered spaces that promote local engagement, including libraries, youth hubs, and co-working spaces.
Create multi-use service centres that improve efficiency and access to services.
Committee Members, as you can hear, our approach is phased with clear milestones for each stage of implementation.
With your approval, the administration can begin by conducting a comprehensive property audit and scaling renewable energy solutions.
As we move forward, your support will ensure that each step contributes to long-term sustainability.
Revenue Generation: We can utilise property assets to create income streams for TWK and reducing our reliance on external funding.
Service Delivery: With modernise municipal facilities we can improve efficiency and enhance service delivery.
Sustainability: We can prioritise renewable energy and energy-efficient solutions in all property decisions.
Community Empowerment: We can ensure that property developments benefits ratepayers and foster a sense of ownership and pride in the areas where they stay.
IN CONCLUSION;
On Renewable Energy Integration, TWK has a golden opportunity to reduce our operating costs by embracing renewable energy solutions, particularly through solar power.
By installing solar systems across our municipal facilities, especially at our Water Treatment Plants and other key public service buildings, we can lower both our electricity consumption and costs.
This lack of transparency makes it difficult to determine if our pre-paid electricity income should be considered a viable budget commodity.
A Property Asset Management Strategy is not just a financial tool, but it is a roadmap for transforming TWK into a municipality that is economically sustainable, socially inclusive, environmentally responsible to bring all citizens into the mainstream economy.
Portfolio Members, I call on each of you to lend your support to this crucial action policy initiative.
If you do, we can together unlock the full potential of our property portfolio, driving economic justice and ensuring that TWK succeeds for generations to come.
I look forward to working closely with all of you to turn my plea and vision into reality.
Thank you.
Email: cclayton@twk.gov.za
Facebook: Deputy Mayor- Cynthia Clayton- TWK