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Compiilled iin terms of the Locall Government: Muniiciipall Systems Act, 2000 (Act 32 of 2000)

March 2010

TABLE OF CONTENTS Page

Vision, Mission and Strategic Priorities 1 Foreword by Executive Mayor 2 Foreword by Municipal Manager 3

1. INTRODUCTION AND BACKGROUND 1.1 Integrated Development Plan 4 1.2 Integrated development process 4 1.3 Intergovernmental Alignment 4 1.4 SDBIP 5

2. UPDATED SITUATION ANALYSIS 2.1 Introduction 6 2.2 Overstrand Population 7 2.3 Cross-cutting issues 7 2.4 Education 10 24.1 Human Capital 11 2.4.2 Project Greypower 12 2.5 Organisational Analysis 2.5.1 Structure of Municipality 12 2.6 Analysis of the status quo on service levels per National KPAs 15 2.6.1 Basic Services and Infrastructure 15 2.6.2 Transformation and Institutional Capacity 30 2.6.3 Good governance 32 2.6.4 Municipal Financial Viability 38 2.6.5 Local Economic Development 38

3. FUNCTIONAL ANALYSIS 3.1 Linkage of functional area/services with strategic objective/priorities 41 3.2 Description of functional areas 42 3.3 Financial Management 68

4. LOCAL ECONOMIC DEVELOPMENT 4.1 Situational analysis 72 4.2 Economic Growth 73 4.3 Long term growth and development 75 4.4 Aspects of Local Economic Development Strategy 76 4.5 The key priority areas of stakeholders 77 4.6 Proposed interventions to propel LED 77 4.7 Special projects/partnerships 83 4.8 Overstrand Local Economic Development Agency 86

5. OVERSTRAND TURN AROUND STRATEGY 5.1 Housing 88 5.2 Water Demand Management 91 5.3 Performance Management 93 5.4 Basic Service Delivery 94 5.5 Supply Chain Management 104 5.6 MFMA 105

5.7 Participation in National and Provincial Programmes 106 5.8 Overstrand’s reaction to National and Provincial guidelines for growth and development 107

6. SECTORAL PLANS 6.1 Disaster Management Plan 113 6.2 5 Year Housing Delivery Plan 114 6.3 Sustainable Municipal Services 6.3.1 Water Services Development Plan 114 6.3.2 Integrated Transport Plan 114 6.3.3 Pavement Management System Plan 116 6.3.4 Gravel Road Management Plan 117 6.3.5 5 Year Infrastructure Plan 118 6.3.6 Waste Management Plan 122 6.4 Management of Resources 125 6.4.1 Spatial Development Plan 125 6.4.2 Environmental Management Service 133

Draft Integrated Development Plan 2010/11

- 1 – ______The following vision, mission and strategic priorities were formulated in November 2006 following a series of workshops between councillors, officials and the communities ™ Daarstelling van ‘n demokratiese en verantwoordbare regeerfunksie ™ Voorsiening en instandhouding van munisipale dienste Our Vision Statement ™ Bestuur en bewaring van die natuurlike omgewing ™ Skepping en instandhouding van ‘n veilige en gesonde omgewing To be a centre of excellence for the community ™ Bevordering van toerisme, ekonomiese en landelike Om vir die gemeenskap ‘n sentrum van uitnemendheid te wees ontwikkeling Kukuba liziko elibalaseleyo eluntwini ™ Ukubonelela ngolawulo lwedemokhrasi nolunenkathalo ™ Ukubonelela ngeenkonzo zikamasipala nokuzigcina zilungile ™ Ukulawula nokulondoloza indalo Our Mission Statement ™ Ukudala nokugcina indawo ekhuselekileyo nenempilo ™ Ukukhuthaza uphuhliso lokhenketho, uqoqosho nophuhliso

lwasemaphandleni To deliver optimal services in support of sustainable economic, social and environmental goals Om optimale dienste ter ondersteuning van volhoubare ekonomiese, sosiale- en omgewingsdoelwitte te lewer Injongo zethu kuleminyaka emihlanu ezayo kukuba ngumasipala onikezela iinkonzo ngempumelelo kwinkxaso ngenjongo yezophuhliso, ezomphakathi nezendalo

Our Strategic Objcetives

™ Provision of democratic and accountable governance ™ Provision and maintenance of municipal services ™ Management and conservation of the natural environment ™ Creation and maintenance of a safe and healthy environment ™ Promotion of tourism, economic and rural development

Draft Integrated Development Plan 2010/11

- 2 – ______

Foreword by the Executive Mayor

To be included in the final IDP during May

Draft Integrated Development Plan 2010/11

- 3 – ______

Foreword by the Municipal Manager

To be included in the final IDP during May

Draft Integrated Development Plan 2010/11

- 4 – ______The review and amendment of the IDP thus, further develops the IDP and CHAPTER 1 ensures that it remains the principal management tool and strategic instrument for the municipality.

INTRODUCTION 1.2 IDP review process 1. The Overstrand Municipality IDP 2010/2011 During August 2010, the Overstrand Municipal Council approved the IDP Process Plan and Budget Schedule, detailing the process for the IDP and The Municipal Systems Act in line with the notion of developmental local Budget development for 2010/2011. government requires municipalities to undertake development-orientated planning. Integrated development planning (IDP) is one of the key tools in The review was undertaken in house, as such, the product is wholly owned making developmental local government a reality. and internalised by both the political and administrative leadership. The municipality utilizes its ward committees as the primary consultative structure

with regard to planning. The input of the ward committees in all ten wards, The Municipal Systems Act defines an IDP as single, inclusive and strategic councillors and officials were taken into account during the review process. plan for a municipality which links, integrates and co-ordinate plans and takes into account proposals for development of the municipality; align the To guide this process the Executive Mayor, as part of his responsibilities in resources and capacity of the municipality with the implementation of the terms of the Local Government: Municipal Structures Act, 1998 (Act 117 of plan; from the policy framework and general basis on which the annual 1998) (Structures Act) delivered a strategic forecast for the budget process budget must be based and that is compatible with the national and during an advisory forum meeting in November 2010. provincial development plans and planning requirements.

The legal status of IDPs 1.3 Intergovernmental Alignment

The legal status of IDPs is defined in section 35 of the Municipal A key priority for government is to make government as a whole work Systems Act which says that the IDP is the principal strategic planning together, improve the impact of its programmes and work towards achieving instrument of a municipality that: common objectives and outcomes, particularly with respect to economic growth for job creation and addressing the needs of the poor. This call for a informs all planning and development, and all decisions with shared approach to planning and alignment between the National Spatial regard to planning and development, in the municipality; Development Perspective (NSDP), the Provincial Growth and Development Strategy (PGDS), the District Growth and Development Strategy (DGDS) and binds all persons (except in case of inconsistencies with national the Municipal IDP. or provincial legislation); and In meeting this developmental mandate, the comparison of policy requires that the municipal council give effect to it by imperatives in the Municipal IDP with policy imperatives in the DGDS, PGDS conducting its affairs in a manner which is consistent with the IDP. and the NSDP becomes important. The IDP is aligned with the: ■ National Spatial Development Perspective (NSDP): The status of the National Spatial Development Strategy (NSDP) is overarching; attempting to contribute to the objectives of government, and changing the spatial economy and its

Draft Integrated Development Plan 2010/11

- 5 – ______impact on government’s commitment to social reconstruction, sustainable 1.4 Service Delivery Budget Implementation Plan (SDBIP) economic growth and social and environmental justice. The production of a Service Delivery and Budget Implementation Plan The NSDP puts forward five normative principles, which recommend the (SDBIP) is a requirement under the Local Government: Municipal focusing of the bulk of government-fixed investment in areas with Finance Management Act 2003, (Act 56 of 2003) (MFMA). development potential. The SDBIP is the process plan and performance indicator/evaluation ■ Five national key performance areas (KPAs): All municipalities in South for the execution of the budget. Overstrand produced and adopted Africa are part of the National Local Government Strategic Plan for 2006- a SDBIP as part of its budgetary processes in line with the guidelines 2011, and requirements issued by National Treasury. which has as its aim to strengthen • basic service delivery and infrastructure development; The SDBIP is being used as a management, implementation and • local economic development; monitoring tool that will assist and guide the Executive Mayor, • municipal transformation and institutional development; Councillors, Municipal Manager, Senior Managers and the • municipal financial viability; and • good governance and community participation. community. The plan serves as an input to the performance agreements of the Municipal Manager and Directors. It also forms the ■ Provincial Growth and Development Strategy (PGDS): iKapa Elihlumayo is basis for the monthly, quarterly, mid-year and the annual assessment the pivotal planning mechanism to guide investment decisions and report and performance assessments of the Municipal Manager and development spending of multiple stakeholders towards realising the vision of Directors. shared growth and integrated development in the Western Cape. This strategy identifies the strategic basis for planning, budgeting and making The SDBIP provides in-year information such as quarterly service trade-offs between multiple role-players within the province, presenting a delivery and monthly budget targets and links each service delivery clearly articulated plan of action and a basis for a sustainable development output to the budget of the municipality. path.

Eight strategic goals have been identified to guide activities and interventions Overstrand Municipality appointed a consultant to assist with the towards the shared growth and integrated development path that is review of the current SDBIP. This process started during February 2010, necessary to achieve the iKapa Elihlumayo vision. and the first “new” format of reporting will start and the end of March 2010. ■ District Growth and Development Strategy (DGDS): The growth of a district economy is dependent on buy-in from local sectors and areas, from which a common agenda and objectives are derived. The agenda and objectives are underwritten by government, civil society and business, all dedicated towards the development of district growth. The shared vision would thus reflect a united approach that stimulates growth, sharing, delivering and innovatively working together.

Draft Integrated Development Plan 2010/11

- 6 – ______Overstrand Municipality is located along the south western coastline HAPTER 2 C of the Overberg District Municipal area bordering the City of Cape UPDATED SITUATION ANALYSIS Town in the west and Cape Agulhas Municipality in the east. Its northern neighbour is Theewaterskloof Municipality. 2. OVERSTRAND PROFILE 2.1 Introduction Overstrand is a dynamic unity combining great potential and a beautiful setting. Our task is to bring about growth and development to the benefit of all our people, in their different communities, whilst maintaining a balance with nature.

The Municipality covers a land area of approximately 2 125 km², with a population density of 35 people per square kilometer and covers the areas of Hangklip/Kleinmond, Greater Hermanus, Stanford and Greater Gansbaai. The municipal area has a coastline of approximately 200 km, stretching from Rooi Els in the west to Quinn Point in the east. The natural beauty of the area is an outstanding asset with South Africa’s first biosphere reserve as well as the best land-based whale watching in the world.

At the Botriver estuary we find the Arabella luxury resort with the international championship Arabella golf course, international award winning AltiraSPA health spa and six star hotel. Just outside of Gansbaai the “Grootbos” nature reserve area is situated. As a result of its commitment to excellence and diversity this reserve has already received numerous National and International awards. In addition to the endless, pristine beaches dotting the coastline, the Overstrand boasts 3 Blue Flag beaches. Tourism is a major economic driver in the area and its popularity as a holiday destination results in a fourfold increase of its population over the holiday seasons. This influx places a great strain on the existing municipal services and roads infrastructure

Draft Integrated Development Plan 2010/11

- 7 – ______

2.2 Overstrand Population POPULATION STRUCTURE

80 - 84 The Community Survey conducted in November 2007 by Statistics 75 - 79 South Africa, estimates the population of Overstrand to be 74 546, 70 - 74 with a marked growth from the 2001 census which put it at 55 452. 65 - 69 60 - 64 The community survey however does not provide a breakdown of the 55 - 59 population figures as per demarcated ward. 50 - 54 45 - 49 40 - 44 Population group distribution 2007 2001 35 - 39 MALE 30 - 34 FEMALE Black - 21 495 (29%) 15 067 25 - 29 White - 25 071 (34%) 19 779 20 - 24 Coloured - 27 404 (37%) 20 565 15 - 19 10 - 14 Asian/Indian - 576 (less than 1%) 41 5 - 9 Total 74 546 55 452 0 - 4

AGE Gender distribution 2007 2001 -4000 -3000 -2000 -1000 0 1000 2000 3000 4000 TOTAL Male - 35 947 27 283 Female - 38 599 28 168 Source: STATS SA – COMMUNITY SURVEY 2007

Households 2007 2001 It is clear that the Overstrand has a relatively young population which presents it with challenges relating primarily to education, skills training 21 953 18 568 and employment. Source: Community Survey 2007 2.3 Cross-cutting issues

Cross-cutting issues focus on the most vulnerable groups in our society Detailed below is the pyramid is the population pyramid by age and namely women and children, elderly, disabled and the youth who gender: more than often deprived of basic human rights under conditions of poverty. Ensuring that their rights are upheld is the responsibility of all and requires cooperation between all spheres of government and civil society. Cross-cutting issues refer to those issues, which require a multi-sectoral response. Some of these issues include: -

Draft Integrated Development Plan 2010/11

- 8 – ______• HIV/Aids 2.3.2 Poverty Alleviation • Poverty • Gender The Overstrand Municipality is conscious of the challenges of poverty • Disability in our area and strive to contribute towards the alleviation thereof by • The Elderly means of e.g our Indigent Policy, Local Labour Promotion Projects, • Youth and Children LED projects, use of Supply Chain Management policy as an instrument to enforce the minimum use of local labour. 2.3.1 HIV/AIDS 2.3.3 Gender Equity The HIV and Aids epidemic in South Africa is one of the most severe in the world. Overstrand Municipality has developed and adopted an The rationale for promoting gender equality is a dual one. Firstly, HIV/Aids policy after consultation with our labour force. The policy equality between women and men in terms of rights, opportunities focuses on education, Voluntary Counselling and Testing, (VCT) and and responsibilities is a matter of human rights and social justice. improved care and treatment. Secondly, increased equality between and women is a precondition and effective indicator of sustainable people-centred development. Overstrand Municipality has also made provision for a wellness The needs, priorities, perceptions and interests of both men and programme which will include a workplace peer education women need to be considered, not only as a matter of social justice programme. The policy attempts to respond to the epidemic through but also as a necessity to enrich the development process. For this embedding HIV and Aids responses in all our operations as a service reason the social development arm of the Overstrand Municipality is provider (external) and as an employer (internal). working in close collaboration with the District Municipality’s equivalent in designing a Gender Mainstreaming Programme for the To address these challenges, the following is in place: District and for the Overstrand. The same parties are also working on a strategy to extend the 30 Days of Activism Campaign Against the • All the informal settlements within the Overstrand area are Abuse of Women and Children to 365 days. equipped with full waterborne sewer systems. Freshwater taps are within 150 metres in all informal settlements The Overstrand Municipality’s Gender Committee aims to improve the • Support for various NGOs and support groups who are plight of women both inside and outside of the municipality. involved in combating HIV. • Voluntary counselling in partnership with the ARV clinic is also 2.3.4 Disability being offered. • Awareness programmes are being held to counter the The disabled population of the Overstrand are generally well scourge of AIDS. mobilised in numerous organisations. The municipality meet with these groups on a regular basis and is planning to establish a forum where these various groups can be presented. The municipality is also

Draft Integrated Development Plan 2010/11

- 9 – ______investigating avenues and collaborations to further facilitate arts and and the distribution of educational equipment to the crèches that crafts as well as sport and recreational opportunities for these groups. identified their needs. Through this project the lives of 1484 children The Overstrand Municipality is also looking into the possibility of between the ages of 3months to 6 years were affected. adopting the Disability Framework for Local Government. Internationally research has indicated that the brain develops most between 0 – 5 years old and for this reason it is important to focus on 2.3.5 The Aged the ECD sector in order to build human capacity over the long term.

The aged (75 – 89) currently account for 3% of Overstrand’s Despite the efforts mentioned above, ECD services in the Overstrand population, reflecting the large number of retirees in the region. and the District in general face numerous challenges such as:

The Municipality acknowledges the challenges with regard to the • Sustainability: since many sites are not registered with the aged make various contributions towards equipment and upgrading department of Social Development and therefore cannot of the different frail care centres and old age homes in the access their subsidies; Overstrand. A project was also launched to address the need for en- • the need for quality and recognised training in ECD and First suite toilet/bathrooms to be constructed in homes where women who Aid; have been living for 20 years and longer in Zwelihle but who have had • a lack of safe environments and poor fencing of many sites; to use outside toilets during this time. More than 20 of these en-suite • and overcrowding. toilets/bathrooms have been constructed in partnership with private contributors. To address these problems and others, the municipality - - Participates with the Department of Social Development on The The Municipality also supports projects initiated in support of the aged ECD Collaborative Initiative; by different NGO’s and CBO’s eg. The Annual Golden Games for the - Participated in the Drafting of the ECD Plan for the Overberg elderly. District; - A member of the ECD Service Provider Forum for the Overberg; To celebrate the aged in our communities, the municipality, on an - Embarking on an ECD audit in due course to quantify and address annual basis treats the aged with a special meal and some form of the numerous problems facing ECD services in the Overstrand as a entertainment. matter of urgency.

2.3.6 Children and Youth The youth (15-35 years) accounts for 31% of the Municipality’s total population. Children form a large part of the Overstrand’s population, with approximately 8% of the total population being under 4 years old. The The Municipality also acknowledges its role in the lives of the youth, by municipality plays a role in the Early Childhood Development (ECD) of supporting projects and capacity building initiatives of various Non the children through various projects. During the last financial year, Governmental Organisations (NGO’s) and Community Based contributions were made towards the upgrading of various crèches Organisations (CBO’s).

Draft Integrated Development Plan 2010/11

- 10 – ______• Junior Town Council • To provide young people with access to internet services for livelihoods information and computers for typing livelihood The development of leadership amongst our youth is of great related documents. importance. A special effort is made to engage the school-going • To provide young people with career counseling (employment youth through the Junior Council, which is fully representative of all and self employment), Overstrand Communities – demographically as well as • To provide young people with support in accessing exit geographically. Not only are opportunities created to inform the junior opportunities, councillors about the Municipality, but they are also granted an • To provide case management to young people that have opportunity to familiarize them selves with the idea of budgets and attended YAC services, budget spending. The junior town councilors from the different wards identify projects in their areas and they then do all the planning with • Foster homes regard to budget for the implementation of that specific project in their ward. The council of the Overstrand Municipality recently unanimously agreed to support the initiative for three more foster care homes for The Enlighten Education Trust, an Overstrand based non- people with special needs in Zwelihle. The feasibility study for the governmental organization, is facilitating the Junior Council as an project was recently completed and based on council’s decision a educational project on behalf of the Overstrand Municipality. These formal application was recently submitted to the Western Cape learners are also exposed to leadership camps where leadership Department of Local Government and Housing. If the project is qualities are strengthened. approved, Overstrand Municipality will be one of the first municipalities in the Western Cape to benefit from the Western Cape • Youth Advisory Centre [YAC] (Funded by Umsobomvu Youth Provincial Programme to Support Group Accommodation for People Fund) with Special Needs

The Municipality has entered into a partnership with the Fund to 2.4 Education establish a Youth Advisory Centre (YAC) to assist young people with Indian access to resources including entrepreneurial opportunities. Through PopGroup Total Black Coloured or Asian White this programme the youth will be well prepared to take advantage of LevelEduc services and resources available to them to improve their livelihoods. Total 74547 21495 27404 576 25071 Grade 0 672 279 265 - 129 The objectives of the programme are; Grade 1 1286 714 502 - 70

Grade 2 1981 1133 539 - 309 • To provide young people with access to information on Grade 3/Std 1/ABET 1 2466 1015 1140 - 311 education and training, employment, self-employment, Grade 4/Std 2 2079 1072 951 - 56 citizenship and health and wellbeing, Grade 5/Std 3/ABET 2 2190 709 1118 - 363

Draft Integrated Development Plan 2010/11

- 11 – ______

Grade 6/Std 4 2705 909 1416 - 380 2.4.1 Human Capital Grade 7/Std 5/ABET 3 5065 1652 3244 - 169 Grade 8/Std 6 5882 1725 3797 - 360 SKILLS DEVELOPMENT Grade 9/Std 7/ABET 4 4596 1297 2385 116 797 Grade 10/Std 8/NTCI 6961 2168 2491 116 2185 Skills development is key and important to ensure maintenance of Grade 11/Std 9/NTCII 3004 1397 952 - 655 socio-economic improvement. Recent growth patterns and demand Attended Grade 12, but not completed for goods and services comes with demand for high level skills. Grade 12 3290 1145 693 58 1394 Immigration contributed negatively to the need in terms of inflow of Grade 12/Std 10/NTCIII (without university exemption) 10270 1765 2094 166 6245 low skilled workers resulting to exporting skills. To ensure that we Grade 12/Std 10 (with university succeed in upskilling and improving the levels of education and exemption) 2255 199 382 - 1675 complementing skills at a high level the Municipality has; Certificate with < Std 10/Gr 12 762 40 347 - 376 Diploma with < Std 10/Gr 12 1400 51 213 - 1137 i) Collaborated with private sector and local non-profit Certificate with Std 10/Gr 12 468 40 - - 428 organizations to provide needed skills at all levels, Diploma with Std 10/Gr 12 2289 73 179 - 2036 ii) Commissioned a skills audit and gap assessment, Bachelors degree 1718 39 - - 1679 iii) Skills development exercise focusing on specific priorities, BTech 177 - - - 177 Post graduate diploma 375 - - - 375 SKILLS AUDIT AND GAP ASSESSMENT WITH SPECIFIC FOCUS ON LOW Honours degree 615 116 49 - 449 SKILLED AND LESS EDUCATED COMMUNITIES Higher degree (Masters/PHD) 680 - - 58 622 - Existing skills and how they can be utilized, No schooling 3424 1299 1541 - 584 Out of scope (children under five years of - Skills needed and how they can be developed, age) 6053 2558 2581 60 853 - Private sector needs and future developments in terms of skills Unspecified 391 - 214 - 177 to be utilized, Institutions 1492 101 311 1 1079 - Existing institutions (proximity, availability and potential) and provision of skills, Community Survey 2007 - Priority skills and provision thereof,

The above statistics indicate that a significant part (about 60%) of the SKILLS DEVELOPMENT PLAN AND STRATEGY TO ADDRESS GAPS – ROLES population of the Overstrand has not attained grade 12 level AND RESPONSIBILITIES education. This has implications for household income levels that, if it can be improved, could be a significant driver for local economic activity. - Relevant partnerships as vehicles to deliver on skills development, - Private sector involvement to identify priorities, needs and funding thereof,

Draft Integrated Development Plan 2010/11

- 12 – ______- Identifying the need for appropriate institutions – FET - Implementation plan to deal with outcomes of the audit, This will be done in a way that won’t impact on local professional business people negatively by, for instance, limiting the hours and PROVISION OF PRIORITY SKILLS FOCUSING ON UPLIFTMENT AND remuneration scales and by making mentorships compulsory. IMPROVEMENT OF SKILLS Interested people will be registered on a database.

- Early childhood learning approach and support of ABET, 3. ORGANISATIONAL ANALYSIS/GOVERNANCE AND PUBLIC - Sharing of outcomes with other institutions, PARTICIPATION STRUCTURES - Department of Education building of needed schools, - FET opportunity according to the market and skills 3.1 Structure of the Municipality - Partnering and collaborating with local NGO’s to upskill The structure of the Municipality has three distinct components: communities

- Political 2.4.2 Project “Greypower” - Administrative The Overstrand Municipality has also embarked on a project to - Public Participation Structures enhance skills development in our area. The term “Grey Power” does not only refer to the wisdom that comes with the older generation but 1. Political Structure is also associated with the wealth of knowledge and experience that accompanies it. But 'grey power' also refers to the intellect of young The current political governance structure of the Municipality after a students and graduates seeking opportunities to develop the by-election during February 2010 is as follows: necessary technical and life skills in a real life working environment. Overstrand Political Governance The shortage of skills that Overstrand Municipality is experiencing in technical fields, finance, information technology and legal NR OF administration can be ascribed to a whole range of factors, including POLITICAL PARTY SEATS the high cost of living and the low salary structure in the Overstrand Democratic Alliance 12 area. African National Congress 6

In an attempt to alleviate this shortage of skills in the Overstrand New People’s Party 1

Municipal region, Project Grey power was launched to match the The governance organs are: business acumen of suitably qualified “grey power” residents in the Overstrand region with the intellect of young students and graduates - Council from the local communities to work together under the umbrella of - Executive Mayor mentorship programmes. - 3 x Portfolio Committees

Draft Integrated Development Plan 2010/11

- 13 – ______- 10 x Ward Committees Electoral Commission) and TASK (Tuned Assessment of Skills and Knowledge). The 10 Ward Committees are chaired by the relevant directly elected Ward Councillors. The 3 Portfolio Committees are each chaired by a DIRECTORATE: FINANCE member of the Mayoral Committee. The Overstrand Municipal Advisory Forum (OMAF) is also chaired by the Executive Mayor and The core function of this directorate is to ensure sound financial the Deputy Executive Mayor and includes representation from the 10 management. elected Ward Committees. This directorate consists of the Chief Financial Officer as head of the 2. Administrative Structure directorate and the Financial Services, Expenditure and Asset, Income and Supply Chain Management sections. The administrative component is aligned with the National Key Performance Areas and has been divided into the Office of the DIRECTORATE: ECONOMIC DEVELOPMENT Municipal Manager and 6 directorates: The main function of this directorate is to promote economic OFFICE OF THE MUNICIPAL MANAGER development initiatives, tourism, sustainable job creation, and poverty reduction and shared growth that integrates and connects the The Municipal Manager as head of the administration is responsible Municipality, its citizens and its natural resources. and accountable for tasks and functions as provided for in Section 55 of the Systems Act, other functions/tasks as provided for in legislation, This directorate consists of a Director and a Manager: Economic as well as functions delegated by the Executive Mayor and Council. Development as well as a Project Manager for Economic Development. This directorate works in close collaboration with the The Office of the Municipal Manager consists of the Municipal Overstrand Independent Development Agency, a municipal entity of Manager and Internal Audit section. which the Municipality is the sole shareholder.

DIRECTORATE MANAGEMENT SERVICES DIRECTORATE: INFRASTRUCTURE AND PLANNING

The main function of this directorate is to provide corporate support to This directorate’s focus is the planning of infrastructure, development the Council and Municipality and to ensure compliance with best planning and control, property management, environmental practice municipal administration norms and standards. The management, building control and valuations. directorate consist of a Director and incorporates the departments of Communication Services, Human Resources, ICT Services, Strategic This directorate consists of a Director, Infrastructural Management, Services, Legal Services, Council Support Services, Valuations and the Environmental Services, Town Planning, Building Control, Solid Waste units of Elections (the latter as a contractual arrangement with the and Electricity Services.

Draft Integrated Development Plan 2010/11

- 14 – ______DIRECTORATE: COMMUNITY SERVICES The Overstrand Municipal Advisory Forum (OMAF), consisting of 4 member representatives of each of the 10 Ward Committees, has an The main function of this directorate is to ensure that co-operative Overstrand wide focus and is chaired by the Executive Mayor and the governance and public participation take place in decentralised Deputy Executive Mayor. Overstrand wide interest groups also enjoys administrations and that effective service delivery takes place. representation on this body, e.g Agricultural Unions, Tourism etc. All councillors, be they ward or proportional, are also members of this This directorate consists of a Director, four decentralised body. administrations (area and operational management), Corporate Projects, Vehicle Fleet and Housing Services. 4. Mayoral Imbizo

DIRECTORATE: PROTECTION SERVICES To give our communities the opportunity to directly interact with our Mayor a local community radio station was used to reach listeners This directorate’s main focus is to create a safe and secure and a community meeting in the Zwelihle Community Hall was environment for optimal functioning of all stakeholders within the arranged and well attended by residents. The radio station was Overstrand area. The directorate consist of a Director and the inundated with calls and SMS’s after the opportunity was advertised in functions Law Enforcement & Security Services, Traffic & Licensing the local media and a text message was send out by the Services and Fire & Disaster Management. municipality. Many listeners phoned in just to praise the municipality for the good service they are receiving. All issues raised during the 3. Public Participation Structures show could be addressed and it was a great opportunity for the general public to gain information on the projects and programmes The Overstrand Municipality has two distinct structures through which of the municipality. formalised public participation with its communities takes place i.e. - Its 10 Ward Committees as well as The meeting in the Zwelihle Community Hall was used by the Mayor to - The Overstrand Municipal Advisory Forum (OMAF) give feedback on the latest developments regarding housing, electricity, waste management, public toilets, health and roads. The Ward Committees are chaired by the respective elected ward Interpretation services were provided. The Mayor called on residents councillors and meet on a scheduled monthly basis. Quarterly to attend ward committee meetings to be better informed and also meetings are advertised on bill boards, media and with loudhailers in to look after the Community Information Boards erected at several certain areas to enhance participation by the broader communities. places. Many questions were asked, ranging from issues such as high A formal agenda is followed and inputs from these committees are mast lighting, security measures at the sewage treatment works, the fed into the Portfolio Committees and then on to the Mayoral awarding of tenders and the fire brigade services. When time ran out, Committee. The Ward Committees have an opportunity to consider opportunity was given to those interested to write down their items on the formal council agenda which have a direct bearing on questions and hand them in for a response later. their specific areas.

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- 15 – ______

2.6 ANALYSIS OF THE STATUS QUO ON SERVICE LEVELS

Keeping in mind the vision for the Municipality, of “Being a centre of excellence for the community”, the information which follows reflects the current status of the services within the Municipality in relation to the National KPAs viz. • Basic Services and Infrastructure • Transformation and institutional capacity • Good governance • Financial viability • Local Economic Development

2.6.1 Basic Services and Infrastructure

- with the focus of addressing the community’s concerns with equity and service quality

Draft Integrated Development Plan 2010/11

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ROADS The total length of the paved network is 460.6km (452.1km tar, 6.4km block paving and 2.1km concrete pavements) with an estimated replacement value of R894 million, with surface condition being 69% in a good condition and 31% in a fair to poor condition Gravel roads are generally in a fair condition with 51% in a fair or good condition and 14% in a poor or very poor condition. Although the gravel roads are still in a fair condition, the average gravel thickness is only 90mm (ideal is 150mm). It is expected that the condition of the gravel roads will deteriorate rapidly during the next two years and that allowance should be made to surface most of the gravel roads due to the scarcity of gravel and the high cost thereoff. Tarred: Gravel: Approximately R45 million required over next five years to re-gravel all gravel roads in Overstrand. HANGKLIP-KLEINMOND Current reality: 88,6 km tarred roads in “reasonable” condition Current reality: 95,6 km gravel roads generally in “poor” to “very poor” condition” with average gravel thickness of 29 mm.

Restriction: Lack of funds to finance ongoing resealing and Constraint: Lack of funding, and rehabilitation programme. Lack of suitable road building material.

GREATER HERMANUS Current reality: 452km tarred roads in “reasonable” condition Current reality: 160km roads generally in “poor” condition with but deteriorating to “poor”. average gravel thickness of 80 mm.

Restriction: Lack of funds to finance annual resealing and Lack of funding, and rehabilitation programme. Lack of suitable road building material.

STANFORD Current reality: 15 km with 16% in “average to poor” condition Current reality: 6,9 km with 66% in “average to poor” whilst 84% is considered “acceptable”. condition whilst 34% is considered “acceptable” with an average gravel thickness of 75 mm.

Restriction: Lack of funds to finance annual resealing and Lack of funding, and rehabilitation programme. Lack of suitable road building material.

GANSBAAI Current reality: 113,7 km in total comprising primary, secondary, Current reality: 28.9 km in total comprising secondary, main main tertiary and tertiary roads. tertiary and tertiary roads.

Restriction: Lack of funds to finance annual resealing and Constraint: Lack of funding, and rehabilitation programme. Lack of suitable road building material.

Final Integrated Development Plan 2010/11

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STORM WATER HANGKLIP-KLEINMOND Current reality: • Approximately 80 km open groundwater Constraint: • Considerable capital expenditure required to channels spread throughout Kleinmond, address this problem. Betty’s Bay, Pringle Bay and Rooi Els. • Sensitive natural environment requires innovative • Limited formal storm-water system in Betty’s stormwater systems. Bay, Pringle Bay and Rooi Els resulting in • EIA required to implement solution. buildings and roads often being flooded Limited resources to maintain present system as during high rainfalls. required GREATER HERMANUS Current reality: • Approximately 30 km open groundwater Constraint: • Budget required to provide for labour-intensive channels in the system. cleaning of channels. • Approximately 60 km piped stormwater • Pipes not necessarily sized to master plans – system cannot carry heavy storms/floods • Approximately 13 km lined channels • Lack of personnel to keep system clean

STANFORD Current reality: • Only RDP housing area has conventional Constraint: Budget required to provide for labour-intensive underground pipe system. Littering cleaning of channels in Stanford North and South. • In Stanford North, irrigation channels fulfil blocking secondary storm-water drainage function. manholes and • Stanford South has quarter-round surface pipes concrete channels. GANSBAAI Current reality: • Only Gansbaai CBD and post-1990 Constraint: Maintenance a grave concern whilst loose sand developments have formal drainage system. Funding causes many problems in most areas. needed to implement new systems in old developments

Final Integrated Development Plan 2010/11

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WATER The average daily demand for potable water in the Overstrand Municipal area is 23Ml/day. The amount of water available from current sources is 34Ml/day. All areas have sufficient water for the foreseeable future although the source at Stanford is under pressure. A ground water study has been commissioned to advise the Municipality on possible solutions and alternatives for Stanford. Exploration for additional groundwater sources in Hermanus continues.

The Municipality operates four water treatment plants namely Buffels River, Kleinmond, Preekstoel and Franskraal. The two plants (Kleinmond and Preekstoel) will also require upgrading within the next four years.

The Municipality has the capacity to store 60Ml of purified water. There is a shortage of 30Ml storage space to cater for peak demands, emergencies and future developments.

The water reticulation network consists of 687km of different sizes, materials, quality and age. Approximately 30% (230km) is in a very poor condition (notably Betty’s Bay, Pringle Bay, Fisherhaven, Onrusrivier, Hermanus Central and Voelklip) and will have to be replaced in the foreseeable future. In certain areas there is a shortage of fire hydrants. Reticulation network: Water purification: Storage capacity: HANGKLIP-KLEINMOND Current reality: Current reality: Current reality: • Network comprises 150 km pipes • Water purification plant serving Betty’s • Reservoir capacity at Kleinmond and • Betty’s Bay and Pringle Bay network in Bay, Pringle Bay and Rooi Els was Pringle Bay sufficient. very poor condition with water losses of upgraded recently and now has • Shortages exist at Rooi Els and Betty’s up to 60% being experienced. sufficient capacity until 2014. Bay. • Kleinmond’s water purification plant utilised to maximum capacity and needs to be upgraded. Constraint: Constraint : Constraint: • Annual budget to replace network • Funding. • Funding systematically. • Insufficient qualified personnel GREATER HERMANUS Current reality: Current reality: Current reality: • Network comprises 336 km pipes of • Preekstoel water purification plant has • Reservoir capacity is 35Ml. varying quality and age. insufficient capacity at present and will • Shortages in reservoir capacity is 13Ml. • Replacements required in the following require upgrading in the medium term towns: (2 years). • Fisherhaven—21,67km • Onrus—24,6k m • Voëlklip—46,5k m • Hermanus Central—38,3km

Constraint: Constraint: Constraint: • Budget per area required. • Insufficient qualified personnel • Funding

Final Integrated Development Plan 2010/11

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STANFORD Current reality: Current reality: Current reality: • Network comprises 32 km pipes of • Water is obtained from a spring which is • Town supplied via 1.5Mll reservoir. different sizes, quality and age. not chlorinated due to its excellent • Second reservoir now being • Shortage of fire hydrants to be quality. constructed. eliminated over time. Constraint: Constraint: Constraint: No record of where pipes are located The spring is operating at its capacity and Second reservoirs building was stopped for six exploration for new boreholes continues. months due to the dismissal of the contractor for poor performance

GANSBAAI Current reality: Current reality: Current reality: • Bulk system = 15,148 km • Water purification plant at Franskraal • Reservoir capacity is 12Ml. • Greater Gansbaai network = 115,140 upgraded in 2008/2010 which will result • Shortages in reservoir capacity are 7Ml. km in sufficient capacity until 2017. • New reservoirs required for: • Pearly Beach Network = 23,235 km • Untreated spring water used in De o De Kelders Kelders. No health risk but aesthetically o Gansbaai unacceptable to some residents o Kleinbaai • Some springs will not be kept in use o Franskraal once new plant and return booster are commissioned

Constraint: Constraint: Constraint: • Funding improvements to Greater • Funding • Funding Gansbaai and Pearly Beach areas • Maintenance contracts be • Some R45 million being spent 2010 to alone estimated to amount to R47,167 implemented – no inhouse expertise to built new WTW and return booster with million. maintain and service latest plants Phase 1 pipeline

• Water receives six kilolitres of water per household per month as a free basic service. According to the Department of Water Affairs and Forestry (DWAF), the total number of the population with no water infrastructure in the Overstrand was reduced from 486 to zero. The total population

Final Integrated Development Plan 2010/11

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SOLID WASTE This service is entrusted with the removal and disposal of refuse be it domestic business or industrial. The management of dump sites and refuse transfer stations, in terms of the relevant DWAF permit requirements is a key activity. The amount of waste disposed of increases substantially during the holiday season as a result of the influx of visitors. This division is also actively involved in the Penviro programme of the Department Environment as well as the Western Cape Clean up Campaign (WECCO) HANGKLIP-KLEINMOND Current reality: • New tender for haulage and chipping Constraint: Recycling at source – not cost effective ie. for three year period Duplication of removal service • Recycling at source • New Solid Waste Management by-law Waste transfer station overloaded during peak times since 1 December 2006 • Baboon resistant bins are available to residents in baboon affected areas • Business will be supplied with 240 l wheely bins • Solid Waste Management by-law being policed ie. Residents are provide with baboon proof bins. • Awareness campaigns on baboons and waste management GREATER HERMANUS • New tender for haulage and chipping Constraint: Illegal dumping in green areas. for three year period • Recycling at source • Baboon resistant bins are available to residents in baboon affected areas • Community clean-up projects • Awareness campaigns on baboons and waste management • Planning of rehabilitation of old landfill sites in progress • Material recovery facility was built • Conveyor belt for sorting will be fitted before end June 2010. STANFORD Current reality: • New by-law for Solid Waste Constraint: Management • New solid waste drop-off was built.

Future plans: • Start with recycling at source

Final Integrated Development Plan 2010/11

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GANSBAAI • Providing chipping of bush waste facilities . To be supplied by contractor when landfill gets outsourced • Upgrading of landfill site. Upgrade to be completed by end 2010 • New Solid Waste Management by-law • Providing a new refuse compactor as well as a sewerage tanker.

Future Plans • Recycling at source will start once contractor at site is in operation • Providing chipping of bush waste will start once contractor at site is in operation

Final Integrated Development Plan 2010/11

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SEWERAGE The Municipality operates five Waste Water Treatment Works (WWTW) namely at Kleinmond, Hawston, Hermanus, Stanford and Gansbaai. The capacity of the WWTW at Gansbaai was upgraded from 300 kl/day to 2,000 kl/day in 2007/08. All other WWTWs have sufficient capacity for the short to medium term, except Hermanus.

The sewerage reticulation network serves 54% of households in Overstrand (18,770 sites). The remaining 46% (15,720 sites) are serviced by conservancy - and septic tanks. Due to concerns about groundwater pollution, it would be advisable to phase out conservancy - and septic tanks. It is however not feasible to implement conventional systems everywhere. Alternative and innovative methods will have to be found to address the problem. Reticulation: Purification: HANGKLIP-KLEINMOND Current reality: • Only 20% of Kleinmond served by water- Current reality: • Capacity of sewerage works sufficient. borne sewerage system. Operating at 45% of hydraulic capacity • Remainder has septic tanks/sewerage • No purification capacity exists for Rooi Els, Pringle storage tanks serviced by vacuum Bay and Betty’s Bay area. tankers. • Latter not a long-term solution and network will need to be upgraded systematically. Constraint: • Funding Constraints: • Appropriate, feasible and sustainable technical solution. • High operating cost of tanker service GREATER HERMANUS Current reality: • Following systems utilised: Current reality: • Two Waste Water Treatment Works (WWTW) are o Conventional operated in the area namely Hermanus and o Small diameter Hawston. o Sewerage tanks • Capacity at Hermanus WWTW is insufficient. o Septic tanks • Capacity at Hawston WWTW is sufficient. • Thre sewerage tankers serve the Operating at 25% of hydraulic capacity and 19% following areas: biological capacity. o Fisherhaven o Hawston (old town) o A section of Westcliff o Fernkloof o Rural area Constraints: Funding to reticulate areas served by Constraints: Maintenance of plant equipment to be outsourced – septic and conservancy tanks 1 year Tenders/Contracts

Final Integrated Development Plan 2010/11

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STANFORD Current reality: • Conventional suction tanks and Current reality: • One senior employee operates sewerage septic tanks are utilised works which has a daily capacity of 0,5 • Operates one 12-kiloliter , one 6kl kilolitre. sewerage tanker and one trailer • Stanford North’s sewerage will need to be with a capacity of 6 kiloliters. catered for – both in terms of plant and qualified operator. Constraints: • Funding Constraints: • Shortage of qualified operators • High operating costs of the tanker service GANSBAAI Current reality: • Sewerage network partially Current reality: • Capacity of upgraded WWTW is 2 Ml/day. installed in Blompark and • Operating at 40% of hydraulic capacity. Masakhane housing areas only. • Two 10,000-liter truck and two 6,000-liter trucks service all other properties from De Kelders to Pearly Beach as well as the rural areas of Viljoenshof, Baardskeerdersbos and adjacent farms. • Capacity needs to be increased to meet demand. • Part of CBD reticulated in 2010/10 with main pumpstation in harbour

Constraints: • Funding Constraints: • Tanker service very expensive and difficult • Appropriate, feasible and to run sustainable technical solution. • Important that maintenance contracts be implemented – no inhouse expertise to service and maintain latest plants

Final Integrated Development Plan 2010/11

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ELECTRICITY Electricity supply is in the process of doubling the capacity to the area by working in co-operation with Eskom to upgrade the regional supply from Houw Hoek all the way to Gansbaai. This stimulates but also underpins economic growth in the area.

The Overstrand Municipality along with ESKOM, are joint suppliers of this service. The rapid development of technology in the electrical field has given rise to an increased demand by consumers for additional capacity to provide for operation of this technology. This in turn had led to the backlog in the provision of infrastructure to provide for this increased demand as well as maintaining and upgrading existing networks. Electricity purchased from ESKOM: HANGKLIP-KLEINMOND Current reality: • 6 MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower ESKOM power shortage: Nationally GREATER HERMANUS (Separately billed for) Current reality: o 30 MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower • ESKOM power shortage Additional MVA required HAWSTON Current reality: o 2,5 MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower • ESKOM power shortage: Nationally STANFORD Current reality: • 2MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower ESKOM power shortage: Nationally GANSBAAI Current reality: • 12 MVA Constraints: • Shortage of Skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower. • ESKOM power shortage: Nationally

Draft Integrated Development Plan 2010/11

25 ______

ELECTRICITY Electricity supply is in the process of doubling the capacity to the area by working in co-operation with Eskom to upgrade the regional supply from Houw Hoek all the way to Gansbaai. This stimulates but also underpins economic growth in the area.

The Overstrand Municipality along with ESKOM, are joint suppliers of this service. The rapid development of technology in the electrical field has given rise to an increased demand by consumers for additional capacity to provide for operation of this technology. This in turn had led to the backlog in the provision of infrastructure to provide for this increased demand as well as maintaining and upgrading existing networks. Electricity purchased from ESKOM: HANGKLIP-KLEINMOND Current reality: • 6 MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower ESKOM power shortage: Nationally GREATER HERMANUS (Separately billed for) Current reality: • 25 MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower • ESKOM power shortage Additional MVA required HAWSTON Current reality: • 2 MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower ESKOM power shortage: Nationally STANFORD Current reality: • 2MVA Constraints: • Shortage of skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower ESKOM power shortage: Nationally GANSBAAI Current reality: • 12 MVA Constraints: • Shortage of Skilled artisans country wide. • Growth of demand has also placed strain on the existing manpower. • ESKOM power shortage: Nationally

• Energy Management a draft of regulations that aim to minimize blackouts and loadshedding, hereby improving the quality of electricity supply. Municipalities should play a key role when it comes to reducing the Above mentioned regulations are directed at licensees which include usage of electricity and this is no different for the Overstrand municipalities that sell electricity with a license from Eskom. Municipality. The Department of Minerals and Energy (DME), published

Draft Integrated Development Plan 2010/11

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To ensure a sustainable energy supply the Overstrand Municipality has 3. Tasks are on the way to implement energy efficiency measures embarked on the following: in low cost housing developments such as; installing solar water heaters, energy efficient lighting, roofing insulation and small 1. Consumers are encouraged to reduce the usage of electricity wind generators. through requests in the newspaper, as well as the quarterly bulletin. 4. Installing load control relays in houses. 5. Enrolling of CFL’s (energy saving lights) in the Overstrand. 2. Overstrand Municipality has signed an agreement to implement demands side management. (Shifting of load in peak hours)

Draft Integrated Development Plan 2010/11 - 27 – ______

Access to basic services The table below speaks to the basic services provided by the Municipality to the Overstrand communities

Source: Community Survey 2007

Draft Integrated Development Plan 2010/11 28 ______2.6.1.1 Housing Services ⇒ Initiation of environmental management projects to address threats to the environment Refer to the Turn Around Strategy in chapter 5

2.6.1.3 Community facilities 2.6.1.2 Environmental Management Services (EMS) The Municipality is in possession of 13 community halls and a multi-purpose centre The Overstrand Municipality has delegated responsibility and of which four are managed by that particular local community. All community accountability for the management of the natural facilities are within a radius of not more than 2 km from its targeted community. environment within the Municipal region to the The Municipality contributes towards the upgrading of existing community halls in Environmental Management Services Section (EMS) who terms of the needs identified by the communities. advises Council on environmental concerns. 2.6.1.4 Fire fighting and Disaster Management The EMS Section addresses the concerns of environmental management policy, public participation, scientific decision Although the fire services utilized by the Overstrand is largely made up of support and compliance with the provisions of Reservist with a small management core of full-time personnel we strive to Environmental Legislation. This focus will guide and promote expand and upgrade the services as required by risks identification and continual improvement in the management of the natural communities needs. environment within the municipal region. The availability of an aerial fire-fighting unit during the summer also improved our Environmental Education are undertaken (also in capabilities. collaboration with NGO’s) on dedicated environmental days e.g. Arbor Day. A monthly dedicated article on Ongoing training in first aid, fire fighting and rescue methods are given to staff in environmental issues is published in the monthly municipal order to improve their skill and safety awareness levels. The existing integrated newsletter as an awareness tool. The department displays risk profile and fire management plan is in process of being updated in their activities at the yearly Whale Festival as a token of their conjunction with other role players. commitment towards sustainability awareness in the community. The following aspects of the services are maintained and improved within the budget allocations for these services. The functional strategies of the EMS Section are: • Emergency services Delivery ⇒ Biodiversity planning; • Fire-Prevention and Life-safety Programs ⇒ Promotion of cooperative governance; • Supervision, management and training of staff ⇒ Development of management plans & • Community Relations implementation schedules • Inter government relations ⇒ Environmental management auditing; • Administrative Structures ⇒ Promotion of a better understanding of the natural • Safety and Health program environment,

Draft Integrated Development Plan 2010/11

- 29 – ______A service level agreement for fire brigade services exists Public spaces are amongst Overstrand’s greatest assets. The parks, playgrounds, between the Municipality and the District Municipality. streets, avenues etc are the areas that make possible the sense of vitality, excitement, and community that are the pulse of urban life. The entire public 2.6.1.5 Traffic Services environment is constantly under threat by aggressive beggars, self appointed parking attendants, illegal dumping, illegal trading, drinking in public, armed The number of road traffic accidents on the Overstrand attacks, and taxi violence along with the emergence of dangerous vigilantism. roads has taken a disastrous and totally unacceptable proportion. These accidents impose an immense social We are aware of the struggle that our Protection Services, SAPS and over- burden and inflict horrific physical and emotional trauma on burdened courts have in combating the ever more aggressive and abusive communities and also cost us dearly. criminal element that infests our society. Law Enforcement have elected to work in partnerships with SAPS, Magistrate Court, NGO’s, the business sector, various The main responsibility of the discipline is to promote community structure and forums to take a pro-active stance rather than a effective road traffic management legislation, ensure the reactive position against crime. safe flow of traffic in the road traffic environment and to ensure compliance at our vehicle testing stations, driver’s The main focus of this section is to enforce municipal by-laws and regulations license testing centre, motor vehicle registration and and to deal with all complaints received i.e uncontrolled dogs, illegal dumping, licensing centre and of abnormal loads and vehicles. This hawker control and general anti-social behaviour. discipline also focus on the exposure of road users to traffic educational programmes, projects and products through The by-laws as well as other applicable legislation will be enforced with a motto awareness involving educations, parents and learners. of zero tolerance to claim back the basic human rights to live and work in an environment of reasonable trust without fear of becoming a victim of crime. A multi disciplinary approach is adopted whereby different role-players i.e Provincial Traffic, SAPS and the Justice The Municipality also fulfils its duty with regard to community safety by approving Department work together as a team in a holistic and by-laws to address problem areas. The operational budget of the municipality integrated manner with the common aim to effectively includes amounts allocated to crime prevention, security and lifesaving with promote orderly traffic and traffic safety. The approach also specific interventions over the peak seasons and special events. focuses on a number of critical issues that, if successfully addressed, will have a positive impact on road traffic safety A consultation with the private sector was undertaken with regard to the in Overstrand. implementation of Close Circuit Television (CCTV) especially in the CBD area of Hermanus. The implementation will become a joint venture between the Private 2.6.1.6 Law Enforcement Sector, other Law Enforcement Agencies and the Municipality. With this in mind we will promote public safety, enhance service delivery and promote business A decent society is one where all people are free to pursue confidence. education, enterprise and entertainment that create a sufficient standard of living for them and their families and contribute to an atmosphere of mutual respect for their fellow citizens. A decent society is a society of civility.

Draft Integrated Development Plan 2010/11 - 30 – ______2.6.2 Transformation and Institutional Capacity requirements as set out in the Employment Equity Act 55 of 1998: ¾ Compliance to Employment Equity has now been defined as a Corporate The Overstrand Municipality, like all other local authorities KPI. countrywide, faces a series of challenges namely: ¾ A Recruitment Roadmap has been developed to reflect the workforce profiles per occupation level as required, but now also including the EE - Provision of basic services on a sustainable basis targets, appointments and outstanding vacancies per occupation level. - Stimulating local economic development ¾ As part of the recruitment process, the short listing of candidates has also - Sound management of its financial affairs been restructured to include the Recruitment Roadmap to enable the - Strengthening continued community participation in selection committee to take informed decisions when reviewing candidates the affairs of Local Government for short listing. - Provision of subsidised / low cost housing ¾ The annual reporting cycle has been changed from end September each - Development of a social strategy year to end June each year to co-incide with the financial cycle of the - Growing population, unemployment and poverty Overstrand municipality. - Continued reformation in local government ¾ Based on the barriers and inhibitors documented in the EE Plan for September - Backlog in infrastructure 2009, a survey has been conducted amongst employees. The findings of this survey will be publicised in a separate report but can briefly be summarised as follows: 2.6.2.1 Organisational design o The general satisfaction level of all employees is rated at 62% for Macro Organisational Structure outside workers and 61% for office workers. o The above findings correlates also correlates with the relevant peace Municipal Manager the Overstrand municipality experienced during the strike in July 2009 Adv W Zybrands vs. what happened in some of the other municipalities. o The lack of a proper Performance Management System (PMS) was reflected in the responses received. This matter is addressed as a separate initiative and will be implemented during 2010 for Director: Director: Director: Director: Director: Director: Finance Management Community Protection Economic Infrastructure & employees at all levels. H Kleinloog Services Services Services Development Planning C Groenewald R Williams N Michaels S Madikane S Muller ¾ Employment equity awareness and diversity have been introduced as part of the monthly induction course for all new Employees. ¾ The Recruitment and Selection policy, together with some other HR Policies, have been finalised and adopted by the LLF and approved by Council for 2.6.2.2 Employment Equity (EE) implementation. In addition to the above the following initiatives are in progress: The EE Plan and the EE Report submitted in September 2009 ¾ Employment Equity awareness and Diversity workshops will be scheduled for has, for the first time, set specific numerical targets and goals all employees commencing from April 2010. to be achieved over the remaining four years of the current ¾ The Recruitment Roadmap and short listing processes will be refined as an reporting cycle. Since September 2009 specific initiatives ongoing process to ensure progress is made towards achieving employment were launched to enable a more pro-active approach equity at all levels within the municipality. towards achieving compliance with all the legislative

Draft Integrated Development Plan 2010/11 - 31 – ______¾ The Survey conducted in September 2009 will again be Nr. Of Nr. Of conducted during the next reporting cycle to assess Training Interventions Employ Training Interventions Employ ees ees whether progress has been made in eliminating existing 2 8 barriers and inhibitors towards achieving employment AARTO HIGH ANGLE I 15 9 equity in the workplace. ABET PAYDAY HR MODULE 4 PAYDAY HR REPORT 6 ACCOUNTING FOR FIXED ASSETS WRITER

2.6.2.3 Training and Development ANTI CORRUPTION/FRAUD 77 IMQS WORKSHOP 8 2 KING III - INTERNAL 1 Overstrand Municipality endorses the need to combine skills AUDIT PLANNING WORKSHOP AUDIT challenges beyond legislative compliance by budgeting 17 LIFTING TACKLE 13 more than the 1% of the annual salary budget as prescribed INSPECTION BUILDING REGULATIONS WORKSHOP in the Skills Development Act. The Municipality also takes on CHAINSAW TRAINING 21 M4/MPC COMBI 15 the broader skills demands of the Integrated Development CLIENT SERV & TELEPHONE 30 33 Plan (IDP) and economic development. ETIQUETTE MIMMS The Training and development needs for 2010/2011 has COMPUTER COURSE 4 OD ETDP 2 been scoped in assistance with the respective Directorates 11 PAVEMENT 4 in the municipality and the budget has been aligned MAINTENANCE & accordingly but is still under review for approval. CONTROL ROOM COURSE REHABILITATION 2 PAYDAY REPORT 7 DRIVING LICENCES GRADE D WRITING The annual Work Skills Plan for 2010/2011 is currently being 10 PROF. EARTHING 7 compiled and will submitted to LGSETA at end June as E.E. WORKSHOP MANAGEMENT prescribed by the Skills Development Act, after review and 10 REGISTRY CLERK 4 approval by the Overstrand Training Committee ELECTRICAL MODULE 0 COURSE 6 1 ELECTRICAL MODULE 1 SAIM PROGRAMME 2 2 In compiling the Skills Plan for 2008/2009 cognizance was EMP10 (IRP 5) WORKSHOP SCBMSD taken of the essential need to link the skills requirements to PAYDAY EMPLOYMENT EQUITY 12 SCM WORKSHOP 1 the Municipality’s IDP as well as its strategic priorities and its EXAMINER OF VEHICLES 4 SECURITY COURSE 2 service delivery focus areas. 2 PAYDAY SKILLS 1 EXCEL TRAINING MODULE 3 9 During 2009/2010 to date Training was affected in terms of FIRST AID LEVEL 1 TCS 1 6 the duly submitted skills plan and the major training FLIGHT FOR BEGINNERS TRAFFIC OFFICER interventions were as follows: 7 TRUCK MOUNTED 12 HAND/SHOTGUN TRAINING CRANE 16 WASTE DISPOSAL 5 HAZCHEM TRAINING FACILITIES 12 WRITING FOR THE 1 HAZMET AWARENESS MEDIA I 270 157

Draft Integrated Development Plan 2010/11 - 32 – ______2.6.2.4 Human Resources After hour emergency requests are being dealt with by the control room on a twenty four hour basis. Requests are furthermore captured on an electronic mail The Human Resources Section is rendering a supportive or worksorder system to ensure execution thereof. All help desks were equipped function to the Office of the Municipal Manager and the with Batho Pele picture signage. different directorates. The Manager: Human Resources are assisted by three HR Practitioners specialising in the following SMS – SYSTEM fields: This system was implemented mainly to communicate disasters / emergencies / Personnel Administration service delivery disruptions in municipal neighbourhoods / wards / areas. A total Recruitment and Selection amount of 11 500 registered users are currently making use of the facility. Employment Equity Training and Development 2.6.3.2 Ward Committees/Public Participation Occupational Health and Safety Labour Relations (including disciplinary hearings in Ward Committees are utilised as the primary structures for participation. These accordance with Disciplinary Code. committees convene on a monthly basis.

2.6.2.5 Information Technology 1. It is the official consultative body in that ward for - participating in the preparation, implementation and review of The Municipality has a comprehensive and expanding ICT the integrated development plan network and communications infrastructure. An ICT - participating in the establishment, implementation and review of strategy, ICT project and equipment status report and an ICT a performance management system Risk Analysis and Assessment (which resulted in the - participating in the preparation of the budget compilation of an ICT Risk Register) are in place. - participating in strategic decisions of the municipality relating to the provision of municipal services in terms of Chapter 8 of the 2.6.3 Good Governance Systems Act.

2.6.3.1 Customer Care 2. It is the official body with which the ward councillors will liaise regarding any matter affecting the ward and more specifically items The Municipality developed help-desks at all municipal on the agenda of the municipality affecting that ward in particular. administrations with the objective to assist customers. 3. The Ward Councillor must give regular feedback at Ward Committee Disabled people are supported to do business from the help- meetings on council matters as required in the Code of Conduct for desks. Requests by the illiterate are being captured and Councillors. forwarded to the relevant official/section. All municipal buildings are accessible and wheel-chair friendly. 4. It is the official body which will receive representations from the community regarding municipal matters in that ward.

Draft Integrated Development Plan 2010/11 - 33 – ______5. The Ward Committee selects four representatives Community needs are a core part of the planning process. to serve on the Overstrand Municipal Advisory Forum (OMAF) to represent the ward’s viewpoint The respective wards are consulted on an annual basis to determine their most and to participate when consulted by the critical developmental needs. Ward Councillors are key figures in this as they Municipality on matters affecting the Overstrand serve as the link between the municipality and the communities. municipal area in general. During the 2010/2011 consultation process the following summarises the biggest The above must not be interpreted to mean that a Ward need per ward: Councillor or the Municipality must always liase with the Ward Committee before a decision is taken. A ward councillor may not be instructed by a Ward Committee on how to vote on any matter which serves before the WARD PRIORITIES IDENTIFIED BY WARD COMMITTEES municipality. Ward Beautification of sidewalks (Main Road, Gansbaai) The ratio per ward committee is an average of 8 to 2. 1 Ablution facilities (Oppie Koppie) Sattelite K53 vehicle test station 2.6.3.2.1 WARD BASED PLANNING Tarring of street Traffic calming Overstrand Municipality comprises of 10 wards. An amount Stormwater of R600 000 capital funding is allocated to each ward for Land care project (Dept. Of Agriculture) what is called ward-based projects. These projects are Boardwalk - Kleinbaai Slipway identified and address the needs of the communities via Slipway - entrance to Blompark (CPA) ward committees. Upgrading of buildings - Kleinbaai Slipway Streetlighting (Klein Groenberg) Ward-based planning is a form of participatory planning Additional ablution facilities - Beverley Hills designed to promote community action, with clear linkages Additional communal water taps - Beverley Hills to the IDP. It mobilises communities to take responsibility for Streetlighting their own. Replace boundary wall - Blompark Sportsfield

Playpark equipment The drafting and implementation of ward plans for each of Ward Improvement of domestic water quality the 10 wards in the municipal area will not only assist the 2 Tarring of streets municipality with achieving its long-term vision of being a Traffic calming (Speed bumps) centre of excellence for our communities, but also ensure Underground stormwater pipes that the IDP objectives become the responsibility of all our Upgrading of Duiwelsgat Hiking Trail community members. The municipality will soon after the Widening of park - Melton- and Main Street approval of the budget start with this process. Enlargement of turning circle - York Street

Draft Integrated Development Plan 2010/11 - 34 – ______Streetlighting 4: Montessori – parker area teer Tarring of roads Whale rock - toegangspad Herbarium Safety Railing – Hermanus Cliff top Upgrading of entrance Housing Upgrading of tourist facilities (entrance to beaches) Housing Sportsground - Mt Pleasant Potable water resources Ontwikkeling van HOY SE KOPPIE Tarring of road (with stormwater drainage) Upgrading of electrical network – upper Mt Pleasant Security lights - Community Hall Floor cover - Community Hall Curb channeling & Pavements Building for youth projects Potable water - increase of water storage capacity Sewerage Stormwater & upgrade of dirt roads Upgrading of library. Community Halls - Gutters & water tank Beautification of garden Upgrading of electricity network Electronic equipment Availability of land for development Ward Stormwater drainage master plan Development of facilities for the youth 3 Floodlights for soccer field Swimming pool cover Soccer stand Rugby stand HELIPORT Wall between sewerage plant & school More streetlights in Pniel & Dreyer Streets Water preassure upgrading (upper Mount Pleasant) Repair of leiwater channels Old stormwater - water leaking (upper Mount Pleasant) River front and Wandelpad enhancement, EIA included Upgrading of Community hall (acoustics, sound system, etc.) Relief road - between Mop & Primary School Business Park storm water Speed bumps Business Park regravelling of roads Pavements in Queen Victoria Street Sidewalks Swimming pool stormwater Changing rooms on soccer field Slipway at Maanschynbaai Channeling of water running from mountain (Rotary way) Speed bumps Channeling of water infront of BT. Overmeyers house Kerbs Streetlights 2nd Street (10) Channeling of water infront of M Hull house Scoping plan for Die Oog precinct Spot light at old tennis court (Play park) New clubhouse for rugby Further beautification of picnic area Robot at CTM to service upper Mount Pleasant Robots cnr Brug and Main Rds. Ward Relocate municipal store and VTC

Draft Integrated Development Plan 2010/11 - 35 – ______

Mount Pleasant - upgrading of “Die Stoor” Onrus Storm water (Viljoen Street and Chiapinini)

Stormwater Church Street Replacement of water pipes

Northcliff - replace waterpipes Onrus pavement

Dolphin pool cleaner - Hermanus swimming pool Sandbaai tarring of roads

Buitekant Street - tarring 50m Onrus Storm water (Main road)

Eastcliff - Mosselrivier 57, stormwater Reservior - Onrus Sewerage works - wall De Wet Hall maintenance and upgrading Ward Youth Centre Ablution facilities upgraded at Onrus beach 5: Upgrading of commumnity hall Street name boards - Onrus Tarring of roads 460 sites Activity park - Onrus Play parks - Tambo square and white city Trees Onrus Playparks - New Sites 313 Landela street Play park in Bosplasie Play parks - white city C/O Van Blommentstein/Roos str – storm water Electricity Informal settlements 36 Erica Street– storm water Sportgrounds 89Chiappini str – storm water Peach House stormwater Stormwater Sazona street 76 Chiappini str– storm water Ward 66 Vermont Avenue – Laying of kerb slabs 6: SPEED BUMPS 4 Duiker crescent – storm water

Youth Centre Rheezicht crescent – storm water Tarring of roads 25 Roos street – storm water Pavements Onrus caravan park – storm water Green belt 44 Marine drive – storm water

Ward 4 Murtle street – storm water Storm water – Long Street 7: Sandbaai Hall – Upgrading of grounds Pavement - Vernont Avenue Pavemente and replacement of open storm water trench with pipes in Shearwater

Kerb slabs

Draft Integrated Development Plan 2010/11 - 36 – ______Hawston Water works - Afdak – Inlet works Fencing - Picnic area Kleinmond Main Beach Ward Tarring of Mountain View Drive Storm water Stormwater : Replace ditches with pipe 8: Sewerage Tarring of Linford & Cambridge Street Outfall Sewer Road Signs Sewerage reticulation : Harbour Sectioning of Plein street Improvement To Car Park (Public Toilets) , Wetlands Eradication Of Aliens Ward Rectifying and extending current brick paving – Ocean View Drive Community Centre 10: (behind Scholtz Erf 222 and De Villiers, Erf 223, Regia Road, between the Upgrading of Storm water – Church street slipway and Ixia Road. Tarring of pavements – Church street

Roundabouts On Main Road (R43) Traffic Entrance Continued brick paving of Anenome Road to the see with retention of Tarring of Protea Street speedlimit techniques (humps and second circle) Tarring of Manhattan Street Overberg Care Centre Enlargement/additional Rooi Els reservoir. Upgrade Hawston On Line Main Road To 120mm2 Cable. Upgrading Of Cricket Pitch. New baboon-proof bins and inners in all public areas (rusty inners must Water Riticulation be aluminium/galvanized Tarring Of Roads Ablution Facility at Silver Sands Beach. Sidewalks Ablution Facility at Jock’s Bay. Traffic Signs Street Names Erection of Lifesavers Hut on Main Beach Speed Bumps Street Lights Storm water Drainage, Silver Sands area. Gabions Foot Path Main Beach Parking Area and Drainage. Paving Sewerage Problems Extention 3, Lovers lane and Bo Dorp Plastering of Firefighters Garage Golf – Sports Ground Hawston Awning at Mooiuitsig Crèche Street lights in n Duke road Hawston Speed bump – Church Street (Seagull Café to High School) Main Beach access boardwalk Dolphin Pool Cleaner - Hawston Swimming Pool Water reticulation 17A Duke Road - Storm water 43 Church Street – Storm water Tarring of roads Strategic Plan - Sewerage Reticulation (B/Bay) Ward Paved Pedestrian Walk - Beach Front 9: Strategic Plan - Water Reticulation (B/Bay) Acoustic - Town Hall & Community Hall Bird sanctuary with boardwalk and a hide Earthworks Soccer Field - Overhills Continuation of tarring of roads Planning - Sidewalk - Beach Road Storm water drainage Development of Park Ext 6 Kleinmond plus skating rink Continuation of Sidewalk- Hangklip Rd and CBD area. Traffic impact study Continuation Water network upgrading Tidal Pool

Draft Integrated Development Plan 2010/11 - 37 – ______2.6.3.2.2 Council Meetings In its drive to educate its community even at school-going level, the Municipality The Municipality developed a four week meeting cycle presents annually a week long exhibition. During the Municipal Showcase held (calendar month) to perform its legislative duties. The usually in the first week of October achievements are highlighted and a broad meeting cycle accommodates formal Ward Committee overview is given of all municipal activities. meetings in week two, Portfolio Committee meetings in week three and Mayoral Committee meeting and Council Media liaison is an ongoing activity and full use is made of the six community meeting in week four. Council’s agenda is therefore papers in the area, as well as the regional papers to keep the people of distributed in week one to allow Ward Committee/public Overstrand up to date with the latest developments. consultation to be considered at Portfolio Committee and other Council meetings. The meeting cycle also makes Communication in the Overstrand requires specialized skills because of the provision for Council recesses and major political events. composition of the population. Although 60 percent or more of the residents are Afrikaans speaking, there is a significant portion of the inhabitants that can only 2.6.3.2.3 Co-operative Governance converse in English. A third of the population is Xhosa-speaking. Another factor that must be kept in mind is the literacy level, with about 14 percent of the Overstrand Municipality co-operates and interacts with local population regarded as illiterate. and district municipalities and national and provincial government through various established Our communication strategies are: structures/programmes. • A multi-facetted communication approach that uses all available 2.6.3.4.4 Communication channels and different ways of communicating - not only information- giving but also motivational in nature. The Municipality publishes a monthly newsletter, the • Developing existing and new communication channels to a sustainable Overstrand Bulletin, to inform residents about important and optimal level, e.g. community information boards, advertising, municipal matters, including LED. It is posted with the corporate branding and signage, etc. municipal accounts in the language of the account holder’s • Partnerships with leading organizations in the communities and the Ward choice. Residents not receiving accounts can read these Committees by using an open door policy and giving support to newsletters in a posterized format on public notice boards community activities. and strategically placed community information boards.

The municipality has its own website www.overstrand.gov.za on which news, general information, calls for tenders and quotes, and a lot more are placed. Its usefulness was demonstrated with the recent Destination Marketing Organisation (DMA) elections and the access given to the latest property valuation roll. It is also meeting the legal requirements set by the MFMA.

Draft Integrated Development Plan 2010/11 - 38 – ______2.6.4 Municipal Financial Viability 2010/11.

2.6.4.1 Revenue capacity Own revenue increased substantially from R442,9 million in 2009/10 to R513,8 million in 2010/11, which represents an increase of 16 per cent. The following table reflects the overall sources of budgeted revenue for the Overstrand Municipality and provides an The table below provides more detail on Overstrand’s main sources of income. overview of revenue collection and the estimated flows of The main source of revenue is electricity (36%), followed by property rates (25%) revenue from transfers, own sources of revenue and other and water (16%). revenue over the MTEF period ending 2011.

Overall Municipal Revenue trends, 2007/08—2010/11 Overstrand – Main sources of own revenue, 2007/08—2010/11 Growth Growth Source Budget Budget Budget Budget Source Budget Budget Budget Budget R'000 2007/08 2008/09 2009/10 2010/11 R'000 2007/08 2008/09 2009/10 2010/11 2008/0 200 201 2008/09 2009/10 2010/11 9 9/10 0/11 Transfers 33 252 52 097 81 226 101 247 57% 56% 25% Property rates 82 429 103 824 121 770 129 755 26% 17% 7% National Electricity 89 143 114 536 151 038 182 924 28% 32% 21% transfers 24% Water 43 810 55 566 71 306 81 490 27% 28% 14% Provincial 22 348 29 162 36 127 52 425 30% 45% 129 Sanitation 29 106 31 247 37 003 51 087 7% 18% 38% transfers 5 548 11 819 27 020 32 192 113% 19% % Refuse 26 594 31 345 34 408 35 880 18% 10% 4% Municipal 0 0 0 0 0% 0% 0% removal 74 432 77 716 27 399 32 272 4% (65)% 18% transfers 5 356 11 116 18 079 16 630 108% (8)% 63% Other Other 16% Transfers Total 345 514 414 234 442 924 513 408 20% 7% Main sources of own 23% revenue 271 082 336 518 415 525 481 136 24% 16% 2.6.5 Overstrand Growth Management Strategy (65) All other 74 432 77 716 27 399 32 272 4% 18% % sources of revenue Forthcoming from the PSDF, the IDP and the Overstrand SDF critical spatial issues Total 378 766 466 331 524 150 614 655 23% 12% 17% relating to the future municipal growth and development have been identified which involves principles regarding the containment of:

Overstrand Municipality’s budgeted total revenue for 2010/11 amounts to R614,7 million, representing an increase • Urban Sprawl relative to the urban edge designations for the various of R90,5 million or 17 per cent from the R524,7 million towns; budgeted in 2009/10. • The need for the intensification of development and increase in densities ; The Municipality is largely dependant on own sources of revenue. This component forms more than 83,5 per cent of • The improvement of social and economic integration of existing urban total revenue. Transfers from National and Provincial areas. Government form 13,8 per cent of total revenue, whilst other sources of revenue add 2,7 per cent to total revenue in

Draft Integrated Development Plan 2010/11 - 39 – ______Urban Dynamics Town and Regional Planners in association and infrastructural planning within the Overstrand Municipal area. with ACG Architects and Nicolas Baumann Heritage Consultants have subsequently been appointed to compile The methodology/process followed to compile the study included the following a growth management strategy for all towns and distinctive steps: settlements within the Overstrand municipal area. The local municipal engineers (Water, Sewerage, Electrical, Solid • A Contextual Analysis of the existing features/elements that determines Waste and Roads) have also integrally been involved in the the function, character, growth and development pattern of each of the compilation of this growth management strategy. towns and settlements. The product of this phase is annotated plans, sketches, photographs and associated text clearly setting out the findings The overall objective of such a Densification Strategy, as of this contextual analysis, part of the municipality’s overall Growth Management plan, will be to provide a set of appropriate area specific policy • The Synthesis phase where the impact of all the above elements are guidelines which can be used by the Council to proactively combined to provide a clear understanding of how the current physical direct and manage the implementation of urban and functional features (urban and natural) respond towards each other. densification / growth measures in a manner that is sensitive This synthesis ultimately provides a clear and robust urban assessment in a to the character of the various towns and settlements. Such legible user friendly annotated plan and text format which forms the basis a Growth Management Densification Strategy plan will inter of the next phase. alia: • Strategy and Plan Phase: In this phase urban design • Protect sensitive natural and heritage environments proposals/interventions are made per demarcated geographical area to and resources within and outside the urban edge; improve the efficiency (social, economic, convenience) of the urban environs by using densification intervention and housing typologies that • Promote a more compact, denser, efficient and are sensitive to the existing character of the various specific areas and environmentally sustainable urban form; taking into account the civil service and community facility requirements for each area. • Rationalise the supply of bulk infrastructure and service capacity to ensure that the bulk capacity is The deliverables of this Overstrand Growth Management Strategy initiative is a provided in the urban areas where growth and comprehensive document which leads the densification concept through an development is considered desirable. overall set of densification principles and guidelines to facilitate improved wellbeing, environmental integrity and economic efficiency. At local planning The implementation of a densification strategy/growth unit level a set of text guidelines and annotated spatial plans which management plan is recognized as being essential in demonstrates all interventions including civil services and community facilities for meeting the challenges facing the Overstrand Municipal the overall area per planning unit, on block/street scale, site planning scale and Area and will contribute to the Economic Efficiency, Human building scale is provided. Furthermore, it will provide urban design guidelines Wellbeing and Environmental Integrity of the area. The and representative examples of how the interventions should be structured / successful implementation thereof will give measurable informed by more specific guidelines with regards to built form options and urban results and afford a new sense of direction in terms of spatial design criteria.

Draft Integrated Development Plan 2010/11 - 40 – ______Gansbaai • Vacant portions surrounding In the table below specific areas of interventions per town, town/settlement are inter alia indicated. Please note that • Harbour area. these specific interventions forms part of a more Kleinbaai area • Vacant portions north and west comprehensive growth management strategy per of current town. town/settlement and should be read in context thereof. Pearly Beach • Area between current Eluxolweni and Pearly Beach Town/Settlement Area Specific Densification area. Interventions Rooi-Els • No specific areas of Further input will still be gained on the strategy through a planned Public densification. Consultation process. The proposals will be made public using posters and Pringle Bay • Area in close vicinity of the presentations to which all residents of the respective areas will have the existing business node. opportunity to comment on these policy and intervention proposals. Betty’s Bay • No specific areas of densification. Only in the final phase, the plans will be revised/amended/refined, based on the Kleinmond • The harbour Road corridor, stakeholder’s input, whereafter it will be finalised and packaged for final • Intensification of existing submission to Council for their final approval. residential areas, • The Heuningklip north area. Fisherhaven • The vacant areas south and east of the settlement. Hawston • The vacant areas north west and east of the settlement. Hermaus West • Various infill areas and area (Vermont, intensification especially along Onrus) collector roads, • The Habonim area. Hermanus Central • Various infill areas especially along collector roads, • Infill areas in vicinity of Zwelihle. Hermanus East • Intensification along main road, • Vacant section east of Voëlklip. Stanford • Vacant land southeast of Stanford. De Kelders • Vacant portions of land between current town and R43 Provincial Road.

Draft Integrated Development Plan 2010/11 - 41 – ______• Area Management CHAPTER 3 • Law Enforcement, Traffic, Fire and Disaster Management • Council Support Services • Maintenance of municipal services (roads, stormwater, water, UNCTIONAL AREAS OF MUNICIPAL ACTIVITIES F sanitation, parks, sportsgrounds and beaches) • Housing and Community Development The following is an analysis of the respective functional areas • Solid Waste of the Municipality in relation to the main priorities, • Fleet Management • Electricity distribution and Street lightning constraints faced and functional strategies. The functional • Economic Development & Tourism areas are grouped under the relevant strategic priority as set • Town Planning/Spatial Development/Property Administration • Building Services out in the vision and mission statement. • Infrastructure & Planning • Elections • Valuations It has been formulated in this manner to demonstrate the linkage between the strategic priorities and the relevant 3.1.2 PROVISION AND MAINTENANCE OF MUNICIPAL SERVICES functional area, which underpins that priority. • Human Resources • Communications 3.1 Linkage of strategic priorities/objectives with • Information Communications and Technology functional areas/services • Area Management with a special focus on Service Delivery and • Council Support Services Infrastructure Development • Maintenance of municipal services (roads, stormwater, water, sanitation, parks, sportsgrounds and beaches) • Solid Waste

• Fleet Management 3.1.1 PROVISION OF DEMOCRATIC AND ACCOUNTABLE • Electricity distribution and Street lightning GOVERNANCE • Town Planning/Spatial Development/Property Administration • Strategic Planning • Infrastructure & Planning • Corporate Projects • Human Resources • Communications • Gender Equity • Internal Audit • Legal services • Information Communications and Technology

Draft Integrated Development Plan 2010/11 - 42 – ______3.1.3 MANAGEMENT AND CONSERVATION OF THE NATURAL 3.2 Description of functional areas and their priorities ENVIRONMENT 3.2.1 Strategic Planning and Performance Management • Communications Function Definition: • Area Management

• Town Planning/Spatial Development/Property Co-ordination of the annual IDP process and reporting requirements Administration • to Council • Infrastructure & Planning

Objectives Baseline Indicator Target 3.1.4 CREATION AND MAINTENANCE OF A SAFE AND date HEALTHY ENVIRONMENT To provide a Reviewed IDP on Approved Aug 2010 process of an annual basis IDP/Budget • Human Resources participation in process plan the drafting of an • Communications IDP • Area Management • Law Enforcement, Traffic, Fire and Disaster To plan and IDP, PMS and IDPKPIs & targets Jun 2010 Management process budget included in integration of the integration with SDBIP /PMS • Maintenance of municipal services (roads, IDP, PMS and the focus on stormwater, water, sanitation, parks, SDBIP service delivery sportsgrounds and beaches) • Solid Waste To promote PMS to be Community Aug 2010 • Town Planning/Spatial Development/Property effective PMS cascaded to consultation management. other staff levels completed Administration • Building Services To ensure that the Preparation and Annual report Jan 2011 • Infrastructure & Planning Annual Report be co-ordination of report to be • Environmental Conservation completed the Annual tabled in council according to Report on an on an annual prescribed annual basis basis 3.1.5 PROMOTION OF TOURISM, ECONOMIC AND RURAL legislation DEVELOPMENT To provide a SDBIP & PMS Progressive QR completed and largely integrated integration of • Communications approved PMS & SDBIP and • Area Management SDBIP/PMS. compilation of • Housing and Community Development necessary • Economic Development & Tourism reports - May 2011 • Town Planning/Spatial Development/Property Drafting of the Administration SDBIP for • Building Services 2011/2012 Jun 2011

Draft Integrated Development Plan 2010/11 - 43 – ______Finalisation and member/groups of approval of new employees SDBIP for 2011/2012 To administer Administration of All leave and other QR Personnel matters leave, pension, record-keeping up to To involve the Well functioning Agendas for bi- Ongoing provident, medical date in best interest community in Advisory forum annual OMAF QR etc., of all of Council and consultation and for strategic meetings 14 employees employees participation in matters days prior to strategic meeting Correct and up to QR processes Collaborator leave date implementation module in of all conditions of 3.2.2 Human Resources operation service

Implementation of EE Plan to be Review of EE Plan Sept The creation of the Overstrand Municipality came about EE plan. annually reviewed with inclusion of 2010 after the amalgamation of the four previous administrations possible interventions of Hangklip-Kleinmond, Greater Hermanus, Stanford and and applicable policy decisions, if Greater Gansbaai. need be, to achieve objectives and goals, • Function definition e.g. career development, succession planning, Oct The main purpose of this service (HR) is to guide, advise and EE Plan to be coaching & 2010 assist management to determine and acquire the right implemented and mentoring quantity and quality of employees, and to ensure the monitored programmes, optimal utilisation and management of employee resources. retention of staff

Submit EE reports to Objectives Baseline Indicator Target DOL date Implementation of Workplace Skills WPSP completed Sept To assist in the Systematic All vacancies on QR Workplace skills plan Plan with courses 2010 Recruitment and recruitment and fixed establishment identified to address Selection processes selection process filled within 2 months gaps incl. EE of council optimises staff after post became QR intervention training utilisation vacant needs Present continuous Induction induction Management of Established OHS Finalise schedule of QR programme in programmes to new OHSA Committees & committees H&S Officers place staff QR Staff responsibilities and training needs determined, Practical guidance included in WPSP to staff re. Ongoing practical and proceeded with Conditions of guidance to each employment new staff

Draft Integrated Development Plan 2010/11 - 44 – ______Functioning of Local LLF attended Regular LLF Meetings QR 3.2.4 Internal Audit Labour Forum regularly by EM, and Minutes kept Councillors and functioning well • Function definition:

• To provide an internal audit service to the Municipality in accordance 3.2.3 Legal services with the statutory requirements contained within the Municipal Finance Management Act (MFMA), 2003. The main function of this service is to render a comprehensive administrative and legal support service to • Functional strategies: the political structures which include the committees of Council, the Executive Mayor as well as the corporate Objectives Baseline Indicator Target structure. date To provide consulting New risks / Evaluation of QR’s services which are inadequacies incidents to Objectives Baseline Indicator Target advisory in nature, detected and establish risk dates when specifically evaluated exposure and To draft and ensure Number of Implementation of QR requested or when conduct relevant promulgation of by- outstanding by- by-laws already detected by IA audits laws laws gazetted To provide assurance Conduct formal Ensure that all QR’s services in audits according aspects in the Priority by-laws for QR accordance with the to the audit plan. audit plan have New by-laws development Audit Plan. been audited approved, identified and gazetted, timeframes To promote effective Co-ordinate the Provide each May implemented determined risk management. risk assessment Directorate with 2010 process and their risk analysis To ensure that SCM Policy Weekly tender QR compilation of and include risk Council’s interest be LUPO committee audit plan. management as protected wrt tender Systems Act meetings generic allocations, S62 QR management appeals, etc Number of appeal function. hearings per To provide a Assistance to the Scheduling of Every quarter comprehensive Audit Committee Audit Committee second To render a legal Need for a legal Expanding the law Ongoing secretarial service to and meetings every month service to the reference system library and QR the Audit Committee second month. municipality keeping an and Performance inventory of it Audit Committee. Performance Audit Compilation of Every Regular legal Ongoing Committee to agenda that second opinions Assistance to QR comply with their includes Internal month various officials respective Audit reports, Interpretation of Ongoing Charters performance audit contracts, by-laws Responses to legal QR reports, approved and policies enquiries policies and other relevant financial

Draft Integrated Development Plan 2010/11 - 45 – ______and administrative • Functional strategies: information.

Objectives Baseline Indicator Target dates Keep minutes of Every Stabilization, upgrade, Radio frequency Overstrand RF QR the meetings and second development and network in process to Network with voice send month management of ICT, network replace existing 512k over IP correspondence and communications digitnet line network. implemented and to other infrastructures Latest software functional departments on installed behalf of Audit

Committee. Establishment of proper IT risk assessment, risk IT risk assessment QR • Constraints: backup, disaster recovery register, risk register and and business continuity information system in information system procedures place continuously • Managers often neglect to implement the updated agreed actions that are recommended during the audit, even though there was agreement as Upgrading of the IT QR network through to the deficiencies / inadequacies in the process implementation of audited. risk mitigating actions The only mitigating action is Internal Audit’s continuous QR Implementation of follow up in respect of the implementation of the agreed disaster recovery actions with the manager until there is certainty that they plan through have been implemented to the full extent, thereby implementation of ensuring that effective controls exist. the risk mitigating actions

Provision of the ICT solutions Entrenchment of Daily control and QR 3.2.5 Information Communications and Technology and service delivery required municipal rules of use monitoring by the business at best cost for users of the • Function definition: municipal IT infrastructure

• Establishment of proper ICT management, To continuously update the IT strategy Ongoing updating QR upgrade of the ICT network and communications existing IT strategy of IT strategy infrastructures and entrenchment of ICT disciplines and training

Draft Integrated Development Plan 2010/11 - 46 – ______3.2.6 Communications Facilitate and Various external Monthly maintain formal communication production of Monthly and informal services in place Overstrand • Function definition: communication and to be Bulletin, processes maintained municipal ¾ Improve and maintain the positive public image of newsletter the Overstrand Municipality Ongoing for Regular news, updating of tenders and • Functional strategies: Website: news as vacancies; it breaks, tenders general and vacancies updates on Objectives Baseline Indicator Target dates as required and 31 July and Research and Various monitoring Daily monitoring general update 31 January monitoring of processes in place of Die Burger, twice a year in public opinion and managed Cape Times and Daily June and July regarding the effectively Cape Argus

Overstrand Ongoing Media Municipality in Weekly Liaison, by order to monitoring of providing news determine trends Hermanus releases as it and plan Times/Overberg break, communication Venster, answering strategies and Overstrand media enquiries interventions. Herald, when required Ongoing Gansbaai Weekly within seven Courant, days and giving Gansbaai comment on Herald. As reader’s letters requested when requested Public opinion within seven surveys when days necessary. Ongoing

Manage Develop and Various policies Oversee community implement and guidelines in implementation information When communication place to promote of Language board system required policies and or excellent Policy, esp in guidelines communication terms of training Organise needs and Various internal imbizo’s when 20 Aug 2010 institutional communication required 18 Nov 2010 structures by services in place 17 Feb 2010 means of an 31 July 2010 and to be 19 May 2010 annual maintained Meeting with the implementation internal plan communication

team to

Draft Integrated Development Plan 2010/11 - 47 – ______establish trends grants-in-aid, in Evaluate March 2011 and needs and consultation with applications to plan Executive Mayor strategies and Implement interventions on QR policy when list a quarterly basis of beneficiaries is advertised Oversee Organise special Manage shows Arrange the management of projects to and exhibitions annual departmental promote the Municipal 4-8 Oct 2010 bulletin boards image of the Showcase in with quarterly Monthly municipality October inspections Arrange displays When Monthly for participation required production of at festivals and Phambili, external shows internal staff Manage special newsletter events Oversee the and projects management of Providing the Monthly the Junior August 2010 OIC intranet Council website with activities, with news relating to the help of new implementation appointments, plan motivational campaigns, etc, Oversee the when needed organisation of 26 Feb 2011 but at least the annual once a month. Mayor’s Custodian of the Develop and Update CI Environmental municipal brand maintain Manual once a 30 Jun 2010 Trophy in June and promotion of Corporate Identity year every year, with the organisation the help of Manage Compile annual implementation corporate advertising plan plan advertising, in before 31 July Feb 2011 consultation with and provide Oversee the Executive Mayor Mayor with annual Mayor’s quarterly report Recognition of on Achievers in implementation. 30 Jul 2010 March every year, with Manage Advertise Jan 2011 implementation corporate opportunity Use of special plan sponsorships and events to build

Draft Integrated Development Plan 2010/11 - 48 – ______corporate and Assist with When • Functional strategies: team spirit projects like required Casual Day, Cansa Relay for Objectives Baseline Indicator Target Life when dates required To implement and update Property rates policy, Updated Jul 2010 Provide Well functioning Effective the valuation role in terms of register and by-law in valuation roll administrative secretarial and Personal Ongoing the Municipal Property Rates place support to the administrative Assistance to Act, 2004 Executive Mayor support systems in Mayor Prepared to deal with the Finalisation of Aug 2010 and Full Time place legal processes of objections by Councillors Effective Ongoing appeals, etc valuers Reception Desk and Telephone 3.2.8 Council Support Services Answering Ongoing Effective security • Function definition: service Ongoing The main function of this service is to render a comprehensive administrative Effective support service to the corporate structure of the municipality. cleaning and kitchen service • Functional strategies:

Constraints: Objectives Baseline Indicator Target dates Ensuring compliance Directorates Annual audit to Annually ¾ Limited human and financial resources make it with national archives managing ensure integrity of difficult to make use of all opportunities. Lobby for requirements through records and IT to system more resources to be made available. the management of work together to ¾ Management level too low. an effective electronic ensure any Official in charge must sit in on top management and mail registration system faults system Ongoing Ongoing executive management team meetings to be well Archives in management of QR informed and be part of intervention planning when place archives, filling necessary. system Provision of an Collaborator Incoming mail at Ongoing electronic mail programme/mo decentralised QR 3.2.7 Valuations registration service dule in place offices delivered to centralised • Function definition: registry office within 24hr Ongoing The valuation of properties in the area of jurisdiction of the Incoming mail at QR Overstrand municipality centralised offices electronically or

Draft Integrated Development Plan 2010/11 - 49 – ______manually Implementation of No delay in Report to the Ongoing distributed to all Council Resolutions implementation Municipal Monthly administrations, of Council Manager on the directors, officials Resolutions implementation within 24hr of Ongoing of Council receipt QR Resolutions

Ongoing monitoring by • Constraints: None centralised and decentralised 3.2.9 Area Management management Actively manage Central Continuous Ongoing contracts during the management of updating of QR The main function of this service area is to ensure the provision of services to the agreement period contracts database various towns and communities in the Overstrand area in an integrated sustainable manner. Another key focus area is to promote democratic and Dealing with Promotion of Updated PAIA Ongoing accountable governance via the functioning of the ward committees. applications submitted Access to manual QR in terms of the Information Act, Promotion of Access 2000 (Act 2 of The functional strategies: to Information Act 2000) Objectives Baseline Indicator Target (PAIA) dates

Ensuring sustained Monthly Agendas: Ongoing Ensuring Daily recording of Distribution of QR administrative and meetings – PFC , Council and Monthly administrative incoming mail incoming mail within secretarial support Mayco, Council, Mayco 3 days support services on 24hrs of receipt. LLF & Training prior to meetings, a decentralised Response within 14 QR PFC 8 working basis days days prior to Ongoing meetings Maintenance of maintenance and QR decentralised renovations as Minutes of office buildings budgeted for the EE meetings as & Council, MC, PFC, financial year when necessary LLF, Training Committee, EE Ensuring a customer Customer care Immediate response Ongoing committee within care in services via help of Comm Serv and 72 hours decentralised areas desks linked to work scheduled distributed EMIS and Rendering an Local Agendas Ongoing Electronic Mail administrative support Government: distributed 8 QR System at for the handling of Municipal working days prior municipal offices in appeals in terms of Systems Act, to meetings all towns Section 62 of the 2000 (Act 32 of Systems Act 2000) Minutes Community Existing policy & Scheduling of Ongoing distributed within Consultation & schedule for 10 monthly ward 72 hours Participation established ward committee meetings

Draft Integrated Development Plan 2010/11 - 50 – ______Objectives Baseline Indicator Target Objectives Baseline Indicator Target dates dates committees - the in synergy with PFC cemetery services database for iro grave sites and latter ties in with and Council record keeping of wall of PFC and Council meetings, agendas grave-yard remembrance meetings for WC meetings 7 information. spaces days prior to General cleanliness QR meetings with Cemetries are in of graveyards previous minutes, good condition. maintained quarterly advertising Linked to EMIS of meetings ito s.21 Ongoing Management of 4 caravan parks Daily management QR Communities fully of MSA caravan parks under municipal and monitoring of up to date with ownership bookings, Council decisions Regular feedback to maintenance, WC meetings re Annually contracts, financial decisions taken by matters Participating in Council Management of Nr of sport & Nr of meetings with QR statutory IDP& sport infrastructure recreation facilities identified/elected Budget process Gather and submit sporting bodies decentralised community needs for Facilitation of Community Ongoing liaison with IDP & Budget community development to relevant bodies, Provision of library SLA with province Annual stock taking development social be promoted youth forums, e.g. services for the 7 libraries in co-operation with Annually upliftment, tourism through social junior council, sport Quarterly province and report and local economic upliftment, tourism, bodies to Council development LED, youth and sport development Involvement in LLPP Literacy campaigns through identification during library week and monitoring of QR and once per projects quarter in one of the towns Support of and QR participation in social Maintenance of upliftment programs QR library facilities as required QR Contracting of Management of Ongoing Advise support & QR temporary personell staff and utilisation management & discipline Annually of operational budget control Electronic and budgets Proper needs analysis Annually manual updating of Securing of offices database - book QR Management of Number of boat Financial QR circulation and boat launching launching facilities management and membership facilities under control of monitoring of safe municipality use Provision of Electronic Accurate information QR

Draft Integrated Development Plan 2010/11 - 51 – ______Objectives Baseline Indicator Target 3.2.10 Corporate Projects dates ¾ Function Definition: Housing Electronic Verification for Bi- database for accuracy and annually To ensure promotion of job creation and execution of specialised programmes/ housing waiting list quality of information projects

Maintenance of Maintenance of Bi-annual inspections 6 Functional Strategies: Public amenities facilities - linked of halls, public monthly and community with EMIS ablutions, taxi ranks, facilities sportsgrounds and Objectives Baseline Indicator Target scheduled dates maintenance based Collection of Local Labour Identification projects QR thereon municipal services Promotion Project from Bookings for facilities charges through job concept in place capital/operational Administration of handled by area of QR creation for delivery of budget QR community halls, locality through an projects auditorium, integrated electronic Appointment of banquet hall, booking system by contract personnel Thusong SC helpdesk, admin with reference to QR (MPCC) with personnel project manager and support of project team leaders electronic database Identification of workers per project from municipal account holders

Constrains: Debtors database Processing of salaries QR ¾ Shortage in available land for cemetery space from DB4 financial including deductions Investigation in developing a regional cemetery system per municipal ¾ Continuous vandalism of community facilities account holders

Promote ownership by local communities LLPP Concept Effective QR ¾ Upkeeping/maintenance of common playing management of surfaces for various sporting activities and provision projects as per of specialised playing infrastructure/equipment timeframes set in individual project QR Support/organise various sportclubs to obtain business plans specialised equipment through sponsorship/fundraising 100% Completion of projects

Alien clearing in Working for Water Number of QR catchment areas programme put in contractors infield. through job creation place according programme to EPWP principles Number of jobs QR for the eradication created (woman,

Draft Integrated Development Plan 2010/11 - 52 – ______of invasive alien youth and disabled) 3.2.12 Protection services: Fire Fighting Services and Disaster Management plant species in the Overstrand catchment area. • Function definition:

3.2.11 Parks & Beaches ¾ To plan and execute sustainable fire safety enforcement programmes as well as effective and pro-active fire-fighting and disaster management ¾ Function Definition services

Target Provision of well maintained parks, clean and safe Objectives Baseline Indicator dates swimming beach areas and community facilities. To ensure that an effective fire service Number of fire / Reduce response is continuously incidents Quarterly The functional strategies: time by 10% available attended to

Objectives Baseline Indicator Target Integrated risk dates profile and fire Introduce new Successfully management plan Development of Funding per Effective spending Per project plan for each implemented Quarterly of area of new parks and council’s budget within available timeframes component plan jurisdiction. municipal budget

gardens Provision of vehicle

and equipment Provision of clean Nr of parks, Daily routine Monthly Introduce a new availability and and well public open cleaning and programme for Reduce the maintenance maintained parks, spaces, gardens maintenance QR maintaining of number of down- Quarterly programme public open and playing At least 90% of vehicles and time (Replacement and spaces, gardens surfaces in works orders equipment upgrading ) in municipal area municipal area completed within

and sportsplaying 21 days Number of surfaces Expand pre-fire awareness Pro-active public planning and risk programmes Cleaning and Number of Daily routine Ongoing awareness Quarterly visits conducted iro maintenance of swimming cleaning and programmes fire-safety swimming beaches and maintenance QR

beaches and facilities in At least 90% of Number of facilities municipal area works orders To improve the volunteers completed within Recruit new volunteered based recruited to 21 days volunteers Quarterly system. reduce the fire Monthly extinguishing Compliance with time blue flag status Expand full-time Appointed new Number of and standards staffing levels staff to increase permanent staff July 2010 where necessary the existing appointed

Draft Integrated Development Plan 2010/11 - 53 – ______establishment Introduce specialised training schedules for permanent staff

Adequate Improvement of ongoing training of 3.2.13 Protection Services: Law Enforcement staff training levels Training permanent as well as well as fire- accessed and Quarterly as volunteer fighting procedures conducted • Function definition: personnel

¾ To plan and execute sustainable as well as effective by-law and

Number of To ensure that all Upgrading and applicable municipal legislation through enforcement activities upgraded/new supporting maintenance of Quarterly infrastructure infrastructure is infrastructure • Functional strategies: properly maintained When necessary Objectives Baseline Target Target To update the Fully updated DMP update and Annually existing DMP review the DMP Date

Ongoing liaison

with PAWC and To clarify the Integrated DMP ODM to ensure Ensure effective Law enforcement Number of fines, Quarterly municipal by law Fine Bank warnings and respective roles and with the ODM and synergy of DMPs Annually responsibilities of PAWC and quick enforcement notices issued.

stakeholders mobility if need be ENATIS Successful Quarterly contravention migration into new

system contravention Effective and Appoint and system: ENATIS efficient disaster revisit discipline Proper command response heads and and control Annually mechanism with communicate directives relevant content of Reduce the number Municipal Number of by-law Quarterly stakeholders directive of by-law, legislation complaints townplanning and received with building control regard to by-law Humanitarian offences by June townplanning and interventions Successful Management of a 2011 building control needed in case of interventions in Quarterly disaster offences. disaster/extreme times of disaster

human suffering Increase the Uphold the multi Number of fines Quarterly number of disciplinary task issued. • Constraints: operations with team (ghost regard to drug and squad) in Number of ¾ Basic training levels alcohol related conjunction with operations offences SAPS and other conducted Introduce a schedule for training of volunteers in Law Enforcement conjunction with other departments agencies Number of staff ¾ Advanced training deployed

Target and reduce Actively Number of Quarterly

Draft Integrated Development Plan 2010/11 - 54 – ______drug and alcohol participate in the operations Number of related crimes in SAPS strategy with conducted roadblocks partnership with respect to against illegal conducted QR SAPS substance abuse shebeens /drug programmes. outlets Number of VCP’s limited to Number of notices roadworthy and QR served with regard driver fitness to illegal businesses Number of arrests for traffic • Constraints: DUI’s /warrants

¾ Lack of effective by-laws and regulations Reduce the number Focused speed Number of Quarterly prosecution of cyclist and general statistics from Regular meetings with public prosecutors /pedestrian fatalities enforcement at speed/general black spot areas. enforcement ¾ Apathy of public to report offences Awareness campaigns ¾ Practical application of by-laws Ensure effective Increase the Number of Quarterly Regular in-house training road policing number of school outreach awareness programmes programmes 3.2.14 Protection Services: Traffic (Education conducted iro Section) traffic • Function definition: safety Quarterly

Number of ¾ To plan and execute a sustainable as well as Roadworthy and roadworthy tests Quarterly effective road and pedestrian safety enforcement driver fitness done activities checks. Number of Quarterly K53 activities learner classes • Functional strategies: conducted conducted Quarterly Objectives Baseline Target Target Date Number of learner licences issued Quarterly Reduce the number Conduct focused Number of Quarterly of fatal serious operations at operations i.e. Number of accidents black spot areas VCP/road block driver’s licences issued Reduce the number Increase Number of fines QR of road traffic enforcement irt issued. Number of violations road safety QR driver’s licences

Draft Integrated Development Plan 2010/11 - 55 – ______conversions vehicles Testing of new Monthly driver’s driving skills Improve finalization Execute summons Number of Quarterly Installed Netstar 24/7 monitoring of QR of previous traffic and warrants summonses and Monitoring of trips tracking devices vehicles Daily law enforcement actively. warrants undertaken by drivers action by reducing executed the existing backlog of fines • Constraints:

• Constraints: ¾ Limited ownership by users of vehicles

¾ Lack of standardised transport policy ¾ Ineffective prosecutions Regular engagements with prosecuting authority Developing stages of a transport policy ¾ Disregard for road users Increase public awareness 3.2.16 Sport and Recreation ¾ Disregard for road traffic legislation Increased visible traffic policing and enforcement This functional area includes sport and recreation, beaches, parks and community halls.

3.2.15 Fleet Management • Function definition:

• Function definition:

¾ Management of sport and recreation, beaches, and parks ¾ Provision of a comprehensive fleet management service for the Overstrand Municipality • Functional strategies:

• Functional Strategies: Objectives Baseline Indicator Target dates Objectives Baseline Indicator Target dates Establishment of Development of Functional November Purchasing of new Funding per Effective spending Annually sport, recreation fully representative Councils in each 2010 and replacement of Council’s within available and culture committee’s in area and vehicles budget budget structures within the each area Overstrand wide Motorised Quarterly QR different areas of Delivering of a “cost vehicle fleet inspections of Overstrand effective” fleet vehicles Monthly Skills development, Sport, recreation Audit/analysis to management service Monitoring of Facility needs must be be conducted Sept 2010 maintenance and Management, identified in all the fuel cost sports and culture different sports Drivers with Annual training for Annually coaching and life within the area of Improvement of driver various driving drivers with skills development. Overstrand skill levels permits specialised

Draft Integrated Development Plan 2010/11 - 56 – ______Ensure strategic Interaction with Continuous 3.2.17 Housing and Community Development management and area- and meetings / ongoing • Function definition: well kept facilities operational engagements with managers relevant managers ¾ To facilitate and maintain sustainable low cost and affordable housing development in the Overstrand and to develop an enabling environment Policies, By-laws, No Sport Policies Drafting of policies Nov 2010 for social housing opportunities. Rules and and By-Laws in and by-laws ¾ Regulations for place Promote the provision of certain basic social/community amenities and Facilities. economic facilities within existing and new housing areas as well as within informal settlements.

Interaction wit other Establish co- Nr of meetings / QR • Functional strategies: spheres of operation engagements with Government between National, other spheres of pertaining capacity Provincial and Government Objectives Baseline Indicator Target building, training etc District Sport and dates culture Management of Administration, Successful handling of QR departments. new housing public new projects iro all developments participation and legal processes from liaison processes application to • Constraints: iro new completion developments Management of Capturing and Continuous updating QR ¾ Proper management of facilities housing list verification of data and communication to Sufficient capacity building/training of applications in council electronic ¾ Sports field maintenance costs database Increase awareness of problem areas with the Database from Continuous updating QR community Administration of appointed and communication to ¾ Vandalism of recreational facilities informal informal settlement council Promotion of ownership settlements management service provider ¾ Lack of policy Management of 5 Identified projects Continuous Annually Signing of lease agreements with various sporting year housing plan per plan update/review of plan bodies/clubs ¾ Insufficient funding Nr of rental units Allocation to and QR Management of monitoring of tenants Source funding from sector department rental stock ¾ Effective area and Overstrand sport councils Maintenance or rental Ongoing Establishment of Council’s in different administrations stock Customer care Electronic Completion of works QR Management orders/investigations Information System within 21 days (EMIS) and elected social compacts Reply to incoming QR

Draft Integrated Development Plan 2010/11 - 57 – ______within 14 days ¾ Compilation of services agreements for new developments ¾ Liaison with consultants, developers and contractors Regular meetings / QR interaction with social ¾ In-house design and support for Local Labour Promotion Projects (LLPP) compacts ¾ Special studies like desalination and groundwater To promote social Nr of housing units Investigate, resolve / QR development of in townships facilitate the cases 3.2.19 Water Authority the PDA identified/reported communities • Function Definition: • Constraints: ¾ Water resource management, water treatment and water distribution ¾ Growing backlog of housing needs Identification of land and communication of project • Functional strategies: proposals Objectives Baseline Indicator Target dates ¾ Delay in housing developments due to legal action Wellfield Production Gateway Await the outcome of legal action Development and development boreholes being Wellfield ¾ Limited availability of suitable land for housing and management of commenced utilized June 2010; cost thereof resources and (long term Camphill Decision will have to be taken to avoid court cases. licensing testing) Wellfield June 2010 ¾ Cost of infrastructure WSDP updating Draft WSDP Draft document 31 May 2010 National to increase the subsidy allocations completed is available for Council approval 3.2.18 Infrastructure Services Bulk service Preekstoel WTW Actual flow Upgrading planning / approaching measurements completed distribution design compared to June 2011 This section is responsible for the following: masterplanning capacity; design Kleinmond WTW capacities ¾ Master planning of engineering infrastructure (water, needs additional sewerage, roads, stormwater and electricity) capacity for ¾ Procurement of consulting and contracting services peak demand for infrastructure projects Water project Implement Spending vs. Continuous ¾ Project management of infrastructure projects implementation projects budget; physical process according to infrastructure ¾ Management of grant funding i.e MIG, EPWP and approved LOTTO budget ¾ Engineering comments on town planning and Monitoring of quality New laboratory Monthly Continuous applications and compliance service provider monitoring process reports ¾ Approval of engineering services designs and Water demand and Leak repair, Project progress June 2010 standards for new developments loss management telemetry measurements and programmes master plan, and water continuing if

Draft Integrated Development Plan 2010/11 - 58 – ______and bulk meter demand trends funds and at least 90% projects to approved of works orders commence completed February 2010 within 21 days of receipt • Constraints: (including routine maintenance ¾ Sources, treatment and distribution capacities Water project Implement Spending vs. Continuous reaching it’s limits in some areas implementation projects budget process according to ¾ Backlog in rural areas and lack of information on approved services status quo rural areas budget ¾ Long processes for environmental approval and licensing • Constraints: Will be addressed through the five year infrastructure planning ¾ Ageing networks Funding through capital budget for replacement of networks 3.2.20 Water distribution ¾ Shortage of qualified personell Provision of in-house training / capacity building • Function definition: 3.2.21 Sanitation ¾ Provision and maintenance of potable and effluent water distribution • Function Definition:

• Functional strategies: ¾ Sewerage collection/conveyance, treatment and disposal of final effluent in efficient and acceptable ways Objectives Baseline Indicator Target dates Management of New laboratory Monthly Monthly sampling, analysis service sampling and • Functional strategies: and improvement of provided quality quality improvement Objectives Baseline Indicator Target dates (where necessary) WSDP updating 2nd Draft WSDP Draft 31 May 2010 Development of a 1st draft to be Approved draft Aug 2010 completed document is for Council service provision developed document available approval business plan Sanitation project Implement Spending vs. Continuous implementation projects budget; process Effective and Limited services Prolonged (12 Ongoing according to physical efficient daily interruption hrs) water supply QR approved infrastructure operations and and clean interruptions budget repairs potable water fewer than 3 Effluent quality New laboratory Monthly Continuous provided times per annum monitoring service provider monitoring process

Draft Integrated Development Plan 2010/11 - 59 – ______appointed reports • Constraints: Waste water All 5 WWTW’s in Monitoring of Continuous treatment (bulk need of quality of final upgrading ¾ service) and network upgrading to effluent process until High increase in vehicular traffic on local as well as Provincial roads master planning improve June 2013 ¾ Additional funding to be sourced for transport system improvements capacity and quality of final 3.2.23 Project Management & Development Control effluent

• Function Definition: Project Management is the discipline of planning, • Constraints: organizing, and managing resources to bring about the successful

completion of specific project. ¾ Limited sewerage treatment capacity in some areas ¾ Network capacity require upgrading in some areas Development Control is the process where Council decides whether a ¾ Backlog in network infrastructure development planning application meets the requirements of planning policy as set out in ¾ Limited tanker truck capacity the development plan /SDF ¾ Long processes for environmental approval and licensing Will be addressed through the five year infrastructure Objectives Baseline Indicator Target dates planning To procure the Budget Nr of service QR services of service providers 3.2.22 Public Transport providers appointed To ensure the Effective project Project planning, Ongoing successful execution management , monitoring & QR • Function Definition: of capital project, using the controlling (during within time and cost assigned execution) ¾ Promotion of public transport in conjunction with resources ODM and provincial government effectively and efficiently, ¾ To promote a safe and efficient public transport accept by the network customer Ensure that grant Effective Project • Functional strategies: funding be spent management of registrations , Aug 2010 according to the the programmes project planning required conditions e.g. MIG, EPWP, (design), Objectives Baseline Indicator Target and to ensure basic etc implementation, dates services to poor reporting, closure, households attend meetings, Initiate and Integrated Availability of June 2011 workshops implement public Transport Plan ITP and review To create sustainable Scrutinizing of Comment on town and non- (ITP) to be and vibrant human town planning planning Ongoing settlements applications applications and motorized developed compilation of QR transport projects services reports

Draft Integrated Development Plan 2010/11 - 60 – ______within 21 days existing repair of works orders (incl QR To ensure that Scrutinizing of Comment and Ongoing infrastructure equipment routine developments adhere civil services approval of QR maintenance to the minimum plans services plans within 30 days) standard civil (blue book, red Unaccounted for Illegal connections Audit of illegal Monthly engineering design book, within electricity and network losses connections QR requirements 21days • Constraints:

Support to the Assisting in the Applying of project department design management ongoing ¾ Backlog in provision and maintenance of infrastructure Community Services management of principles ¾ Deterioration of networks in coastal areas LLPP projects ¾ Risk of non compliance with distribution license conditions Ensure that detail Liaise and ¾ Rapid development placing enormous strain on existing infrastructure which were not dealt negotiate with Compiling of ongoing with during developers to services ¾ Uncertainty of REDS compilation of establish the agreements ¾ ESKOM power shortage: Nationally services report be additional between the included in the conditions and Developers and ¾ Training of people to get more artisans services agreements terms to be Municipality , included in the within 21 days ¾ Training of existing personal services agreements 3.2.25 Solid Waste

3.2.24 Electricity Distribution and Streetlighting • Function Definition:

• Function definition: ¾ To provide and maintain a safe and healthy environment through effective solid waste disposal ¾ To supply reliable, affordable and cost-effective electricity • Functional strategies:

• Functional strategies: Objectives Baseline Indicator Target dates st Objectives Baseline Indicator Target Implementation and 1 draft to be Draft approved Aug 2010 dates or management of developed Compilation and Electrical master Inclusion of Apr 2010 operational and execution of plan a living electricity projects maintenance electrical master document in draft IDP based plans/actions plan on Masterplan Jun 2010 Effective and efficient Minimum At least 90% of Ongoing Measurement of Installation of As per capital Ongoing daily operations and interruptions due works orders QR provision of services monitoring programme repairs to sewer completed within equipment blockages and 21 days of receipt related (including routine To maintain the Inspection and 90% completion of Monthly problems maintenance

Draft Integrated Development Plan 2010/11 - 61 – ______days Ongoing Roads QR Solid Waste project Implement Spending vs. Continuo Reseal of tarred maintenance per Reseal programme implementation projects budget us process roads per prioritised appointed service for roads as per according to programme provider the Pavement approved Management budget system and Effective waste Waste removal Ongoing removal Monthly approved work removal services & services in place services, monthly QR schedule monthly record monitored and keeping thereof database kept Effective Roads for Bi-annual grading QR updated. maintenance of maintenance of all un-paved gravel roads identified Main roads • Constraints: Effective and Stormwater Ongoing Monthly ¾ Limited sewerage treatment capacity in certain parts efficient daily network to be well maintenance QR of Overstrand operations and maintained services, monthly ¾ Collection and treatment systems inadequate repairs monitored and database kept ¾ Backlog in network infrastructure updated. 90% of ¾ Backlog in rural areas works orders Will be addressed through the five year infrastructure (including routine planning maintenance) completed in 21 days 3.2.26 Roads & Stormwater QR • Function Definition: Bi-annual maintenance of all catchpits and ¾ To ensure well maintained roads, sidewalks and open stormwater stormwater networks system

• Functional strategies: • Constraints: Objectives Baseline Indicator Target dates ¾ Lack of funding Effective and Roads repair Ongoing road Monthly efficient daily services in all repair services, QR Provision on future budgets operations and formal towns monthly monitored repairs and database kept updated. 90% of works orders (including routine maintenance) completed in 21

Draft Integrated Development Plan 2010/11 - 62 – ______3.2.27 Buildings Services To manage civic Manage municipal Daily management QR buildings, capital projects from start of capital projects, projects and large to finish up to 100% weekly meetings with • Function definition: building completion Dir I & P, monthly maintenance budget review mtgs ¾ Control of all building works in the Overstrand projects

To adhere to the Citizen Response to QR • Functional Strategies: principles of inclusiveness consumer / public Batho Pele adhered to enquiries/ complaints Objectives Baseline Indicator Target within 14 days dates On average 200 Compliant building QR • Constraints To evaluate all building plan plans with no building plans applications complexities process received per within 14 days of ¾ No dedicated staff – capital projects. annum receipt ¾ Large influx into informal areas. (Law enforcement officer needed).

¾ Limited office accommodation facilities for staff / and office equipment Weekly building plan Monthly meetings with ¾ Limited inspection capacity relevant staff in all 4 administrations 3.2.28 Town Planning/Spatial Development/Property Administration To protect Protected Screening of new QR conservation conservation areas applications weekly areas and and building of and monthly • Function Definition: heritage 60+ years meetings of Heritage resources Committee ¾ Compliance with all relevant legislation

To provide reliable An updated Daily, weekly and QR ¾ Ensure a safe, healthy and sustainable environment for inhabitants of building statistics database of all monthly monitoring Overstrand through proper town planning building services and updating of ¾ Ensure proper administration of council owned property statistics iro all ¾ Ensure compliance with Council’s Asset Management Policy and building services To provide Building Inspect buildings QR Municipal Finance Act. building control inspections per within 48hrs of applications request through • Functional strategies: approx 3 for lifespan of normal residential construction Objectives Baseline Indicator Target and more as dates complexity To effectively Applications increases QR process town assessed within 14 QR Management of planning days Claims against the legal claims against applications municipality to be the municipality and Finalisation of Within 14 days dealt with – less legal processes in amnesty advertisement of than 1/1000 plans respect thereof applications - compliant

Draft Integrated Development Plan 2010/11 - 63 – ______monthly statistics applications, consultation Quarterly kept notification of I&A process monitoring of QR parties, external process and internal comments - 30 day period Citizen Applications QR provided for inclusiveness assessed within 14 finalisation of adhered to wrt days Strict compliance commenting Property Within 14 days QR to legislation iro Administration advertisement of citizen Notification to compliant inclusiveness applicants of any QR applications, objections within notification of I&A 14 days after parties, external closing of 30 day and internal period comments - 30 day period Submission of provided application reports for finalisation of to PFC with commenting delegated powers QR and Council on a Notification to monthly basis applicants of any QR objections within Notification to QR 14 days after applicants / I&A closing of 30 day parties of Council period decision within 14 days Submission of QR QR application reports To develop a Proper tracking Tracking system Aug 2010 to PFC with tracking and system needed to operational delegated powers monitoring process ensure service and Council on a delivery targets are monthly basis met To review the SDF Completed SDF – Various SDF QR annual revision projects taken to • Constraints: completion

Ensure compliance Different scheme Consolidated Oct 2010 ¾ Compatibility with the Provincial spatial development framework to all relevant regulations per scheme ¾ Different town planning schemes legislation decentralised regulations ¾ Low levels of law enforcement administrations operational ¾ Sensitive environment Land Use ¾ Urban sprawl Management Bill in ¾ Lack of planning in rural areas

Draft Integrated Development Plan 2010/11 - 64 – ______¾ Unbalanced urban fabric development; government forums ¾ Lack of proper database on council owned property departments and the community Promote public Plan awareness Conduct On 3.2.29 Environmental Management (Hermanus) participation, campaigns on campaigns environm education and various ental • Function definition empowerment of environmental calendar communities. calendar days days

¾ Management of all human activities that impact on Promote optimal Create Reserves Appoint Reserve End May ecological processes and biodiversity. management of Manager/field Manager/field 2010 municipal reserves ranger positions ranger Objectives Baseline Indicator Target and protected dates spaces; Promotion of a Attend various Give inputs on Continuo Promote effective Create hacking Hack in infested Continuo sustainable interdepartmental building plans us control of invasive groups in identified areas us environment in meetings such as alien species invaded area collaboration with building plan threatening natural other sections meetings biodiversity.

Identify environmental Compile Publish article in Monthly Environmental Management issues and environmental monthly communicate article in municipal newsletter • Function definition information amongst a newsletter wide range of stakeholders; ¾ Management of all human activities that impact on ecological processes and biodiversity. Plan, implement, Compile Approve EMP End June monitor, audit and environmental 2010 report within the management plan • Functional Strategies scope of the Objectives Baseline Indicator Target dates integrated Promotion of a Joint projects with Number of day’s QR environmental sustainable Parks dept. Clean- contractors management plan. environment in up operations in worked. collaboration town & along Promote compliance Incorporate Approve EMP End June with other coastline. with National legislation into 2010 sections Legislation, Standards management Identify Participating in Number of QR and other plans environmental Stanford Aquifer meetings environmental issues and monitoring, attended. management communicate Aghulas requirements; information Biodiversity amongst a Initiative, Klipgat Promotion of shared Undertake to work Attend various Continous wide range of Trust & Kleinbaai responsibility with jointly with various workshops, stakeholders; Slipway meetings. regard to sustainable NGO’s, meetings and

Draft Integrated Development Plan 2010/11 - 65 – ______Plan, Participate in Number of water QR projects to restoration of one demarcated implement, Water Quality samples taken. rehabilitate Duiwelsgat hiking trail which is monitor, audit Monitoring project. degraded trail. EIA process to managed by the and report ecosystems commend Municipality. within the 2010/11. scope of the Rehabilitation integrated program for environmental vegetation in De management Kelders area. plan. Facilitate rehabilitation of Promote Comment on Number of building QR old refuse dump in compliance building plans plans and Stanford. with National development development Maintenance Legislation, applications applications along Stanford Standards and according to commented on. Wandelpad. other NEMA Regulations Promote Support local QR environmental and other optimal Conservancies in management environmental management conservation requirements; legislation. of municipal efforts. reserves and Promotion of Monitor PenViro Number of site QR protected shared project of DEAT. inspections spaces; responsibility Represent Council conducted. with regard to in Capital projects Promote Mapping of alien Hectares cleared QR sustainable such as upgrading effective invasive plants on in each area. development; of bulk water control of municipal land. supply system. invasive alien Indicating species Promote public Organize functions Hours spent doing QR species and densities. participation, that coincide with EE. threatening Set out follow-up education and Environmental natural work. empowerment calendar. biodiversity. Represent Council of communities. Prepare EE in the Overstrand presentations for DEAT project. local schools. Put up information • Constraints stand during Whale Festival& Municipal ¾ Lack of document management system. showcase. ¾ Lack of information systems. Participate in LED ¾ Lack of operational requirements such as vehicles and project run by Council & Dept of equipment. Agriculture.

Commission Upgrading and Establishment of 2010/11

Draft Integrated Development Plan 2010/11 - 66 – ______3.2.30 Economic Development economic economic development opportunities

• Function definition: Job creation and Innovative job • No jobs 2010/2011 best practices creation created ¾ Promotion of local economic development strategies

• Functional strategies: • Constraints:

Objectives Baseline Indicator Target dates ¾ Stakeholder co – operation and common vision Co-operation with Signed • Joint Ongoing other organs of agreements for projects, and ™ Build capacity of local stakeholders to grapple with local issues state to promote projects and • Availability economic programmes of funds ™ Facilitate an economic development summit to address issues of development • Joint venture concern and importance to economic growth agreements ™ Foster dialogue and working relations by providing relevant Adoption of Policy and • Increased Ongoing information and provide leadership economically strategic number of friendly documents in entrepreneur policies/Practices to place s ¾ Global economic trends lowering cost of • Vibrant local doing business markets ™ Keep in tune with economic trends and their impact to locality

Provide Facilities built • Facilities 2010/2011 ™ Job losses and companies going down infrastructure in and operating such as ™ Building a competitive economy support of local Beehives entrepreneurs ¾ Environmentally sensitive area

Empowering local People running • New business 2010/2011 communities to and managing in database ™ Commissioning of a study to investigate aquaculture opportunities become self own business • Sustainable on different species in the area employing enterprises ™ Tap on the Department of Environmental Affairs [MCM] initiative

for coastal communities i.e. 100 million projects Establishment of Funding • Funding for Ongoing network with agreements in developmen ™ Develop economic opportunities and strengthen enterprise funding agencies place t development partnerships i.e. RED Door ™ Build networks with relevant partners Compilation of a Complete • Database in December ™ Develop best practices on built environment strategies local services database place 2010 supplier data base ™ Collaborate with relevant partners to fast track legislative matters for the Overstrand i.e. EIA’s Area

Identify New investments • List of 2010/2011 opportunities for potential

Draft Integrated Development Plan 2010/11 - 67 – ______3.2.31 Tourism t of tourism initiatives

• Function definition: Promote Increased Community Ongoing broader interest in based meetings ¾ Harnessing the tourism potential for a destination that community tourism activities New initiatives is attractive to visitors all year round. participation in tourism initiatives • Functional strategies: Participation Indaba Increased Yearly Objectives Baseline Indicator Target dates in annual number of Improvement Marketing Plan Tourism Master 2010/2011 tourism visitors and in place Plan indaba and Promotional enhancemen other notable material t of current marketing tourism opportunities initiatives in the Encourage Up to standard Well placed and Ongoing Overstrand the facilities/ameniti accessible area improvement es facilities and Improvement Good and Maintained Ongoing availability of of usable infrastructure tourist infrastructure infrastructure amenities that supports tourism Tourism Viable and Increased Ongoing enterprise sustainable number of Establish Existing tourism Fully operating Ongoing development enterprises enterprises close links marketing organisation and support with regional organisation tourism bodies • Constraints:

Compilation Updated tourism Database January of accurate database 2010 ¾ Limited linkages with the rest of the Overberg region accessible tourism ™ Identify possible projects to link the regional municipalities database ™ Better understanding of the working of the district in terms of

Promotion of Existing tourism Marketing Existing support and co – operation vehicle to marketing organisation ongoing ™ Market municipal tourism potential support organisation with Promotional marketing needed material initiatives and capacity managemen

Draft Integrated Development Plan 2010/11 - 68 – ______¾ Limited participation by PDI’s Agricultural • Availability of Existing Identifying, in focused study ongoing collaboration with projects/initiatives • Investment ™ Bring in supportive programmes for capacity all the relevant role options and building players, the different economic ™ Tourism enterprise development and support soil types in the opportunities ™ Township tours development and promotion Overstrand rural areas and plan the ™ Improvement of socio – economic, utilization of it to its environmental and cultural conditions full potential.

3.2.32 Rural Development • Constrains:

• Function definition: ¾ Lack of reliable readily accessible data ¾ Lack of a planning process to promote sustainable rural and agricultural Establish a comprehensive and sustainable rural development development movement / initiative to ensure sustainable ¾ Lack of an integrated development and planning initiative in rural and livelihood and food security. urban areas with a view of mutual support.

Finalisation of a rural development strategy 3.3 FINANCIAL MANAGEMENT

• Functional strategies: The Municipality has been classified as a ‘high capacity’ Municipality in terms of the national financial management reform programme at a local government Objectives Baseline Indicator Target dates level. Overstrand launched its MFMA Change Project at the end of June 2004 Strategic • Collaborative 2010/2011 with the key project goals being: Initiating a rural stakeholder initiatives • Implementation of the MFMA and Generally Recognised Accounting development initiative and/or • Plans to planning process in partnership initiate Practice (GRAP); close collaboration creative • Creation of a better link between the IDP and budget decision making with the rural and projects processes; farming community, • Improving the financial governance framework of the Municipality; agricultural departments, nature • Improving the quality of financial reporting; and conservation and • Improving the financial management capacity of the Municipality. other relevant role players. 3.3.1 Functional Analysis

Economically • Vibrant Ongoing Develop and active economies The functional analysis has been formulated to demonstrate the linkage maintain a strong communities between the strategic priorities and the relevant functional area, which local economic underpins that priority. base in rural areas

Draft Integrated Development Plan 2010/11 - 69 – ______™ PROVISION OF DEMOCRATIC AND ACCOUNTABLE • Functional strategies: GOVERNANCE Objectives Baseline Indicator Target • Expenditure and Assets dates To ensure effective SCM Process - Review SCM Process Jul 2010 • Income co-ordinating good practice to to ensure optimally • Accounting Services and Budget Office supply chain ensure optimal functional, possible • Supply Chain Management management functionality problem areas processes. addressed Ongoing ™ PROVISION AND MAINTENANCE OF MUNICIPAL Training of internal SERVICES SCM policy and management and processes officials to ensure all • Expenditure and Assets effectively on-board with policy communicated and processes • Supply Chain Management and implemented QR • Income 100% finalisation of • Accounting Services and Budget Office contracts within 45 days incl. 10 working days objection Description of elements of financial management and their period priorities To ensure proper Service delivery Review service Sep 2010 3.3.1.1 Supply Chain Management control and level of stores delivery levels of management of must meet stores for optimal the municipal demands of functionality • Function Definition: stores function. Municipality

¾ To ensure the provision of a supply chain To develop and Supplier database Continuous updating Ongoing management system which is transparent, efficient, establish a completed and of database database and skills operational equitable, competitive, ensures best value for money list of existing and for the Municipality, applies the highest possible prospective ethical standards and promotes local economic suppliers/tenderers. development. ¾ To ensure professional and legal financial services to manage the supply chain / procurement • Managerial priorities: administration process. ¾ Capacity building of functional staff. ¾ Improvement of internal control measures and systems. ¾ To promote work ethics. ¾ Review and implementation of workflow processes and manuals. ¾ To review and implement effective policies and by-laws.

Draft Integrated Development Plan 2010/11 - 70 – ______• Constraints: To effectively Debt collection Monthly contract QR administrate and contracted out monitoring reports ¾ Lack of proper trained and skilled staff. maintain debt to PFC and ¾ Lack of skilled non-financial managers who are management Council involved in the process. including the writing off, of irrecoverable debts. 3.3.1.2 Income To ensure the Meter reading 100% meter QR • Function Definition: monthly reading of contracted out reading by 25th, electricity and billing by 30th, ¾ To ensure the levying of service charges and water meters. annual bills 30/07 - ongoing property rates and the collection of all income owing monitoring to the Municipality.

• Functional strategies: • Managerial priorities:

Objectives Baseline Indicator Target ¾ Capacity building of functional staff. dates ¾ Improvement of internal control measures and systems. To provide and Responsive to Daily recording of QR ¾ Promote work ethics. maintain an residents' queries, enquiries/requests effective customer requests on EDMS/EIMS, ¾ Review and implementation of work flow processes and focused service to incoming mail manuals. deal with client within 24 hours to ¾ To review and implement effective policies and by- laws. queries. central registry & response to consumer/public • Constraints enquiries/requests with 14 days ¾ Lack of trained staff and skilled personnel. To ensure a Indigent register in Evaluation and QR ¾ Reliability of data. sustainable place auditing of implementation of indigent ¾ Absence of by-laws that can be enforced in the entire area for example the Municipality’s households and in the case of tampering. indigent policy. updating of ¾ Low levels of law enforcing. indigent register ¾ Inadequate information received for services such as sundries, sewerage

To ensure proper Tariff structure to Annual review of Annually pumps, etc. rendered. administration with be market related tariff structure regards to the annual review and calculation of property rates and tariffs.

Draft Integrated Development Plan 2010/11 - 71 – ______3.3.1.3 Accounting Services and Budget Office management in place investment investments policy approved by • Function Definition: Council ¾ To provide sustainable professional financial services to Council, Management and various Introduce and update Borrowing plan in Borrowing QR external bodies in respect of year-end and in- applicable policies. place plan updated

year financial reporting, financial management,

the operational and capital budget, and the • Managerial priorities: implementation of the Municipal Finance ¾ Capacity building of functional staff. Management Act (MFMA), GRAP/GAMAP and ¾ Review and improvement of internal control measures and systems. international accounting standards. ¾ Promote work ethics. Management of cash flow and investments ¾ Review and implementation of workflow processes and manuals.

¾ Review and implement effective policies and by-laws. • Functional strategies:

Objectives Baseline Indicator Target dates • Constraints: Budget 2010/11 Approved Aug 2010 ¾ Lack of trained staff due to a loss of skilled personnel. Proper co- approved budget ¾ Inexperienced functional staff throughout the department attending coordinating of process plan to critical issues which places arduous burden on management staff. annual budget incl. SDBIP ¾ Recruitment of suitably qualified staff to fill vacancies. process.

Ensure timeous annual AFS is Financial Aug 2010 3.3.1.4 Expenditure and Assets closedown of GAMAP/GRAP statements accounts and compliant submitted The main purpose of this service area is the provision of professional financial preparation and including completion of annual performance services to Management and Council in respect of the salary budget process, financial statements, information to payroll, creditors administration and financial administration of council’s capital attend to auditors AG assets, capital assets register, insurance policy and external borrowing. during annual audit and financial aspects of annual report • Function Definition: (including response to Auditor-General ¾ Co-ordination of the annual salary budget process report). ¾ Staff payroll administration To produce regular Prescribed Monthly Sept 2010 financial reports as reporting on a monitoring ¾ Creditors payment administration required by Council, monthly, quarterly report to NT & ¾ Capital assets administration National and and half yearly PT ¾ Capital assets register Provincial treasuries, in basis ito s71 of ¾ Council’s insurance policy accordance with MFMA applicable legislation. ¾ External borrowing Effective Investment policy Revised QR ¾ Financial management support and control

Draft Integrated Development Plan 2010/11 - 72 – ______• Functional strategies: ¾ Improvement of internal control measures and systems. ¾ Promote work ethics. Objectives Baseline Indicator Target ¾ Review and implementation of workflow processes. dates ¾ Review and implement effective policies and by-laws. To ensure Acting allowances Monthly report QR effective co- in all directorates ordinating exceeding • Constraints creditors and budgetary ¾ Time lost in process to have documentation signed by senior officials. payroll provisions ¾ Lack of supply chain management policy. management All salaries and QR processes. Salary budget and related payments ¾ Lack of trained staff payment done as per processes in place conditions of employment and CHAPTER 4 payment of 3rd parties strictly as stipulated LOCAL ECONOMIC DEVELOPMENT

Asset register not Progressive updating QR Effective capital completely of asset descriptions Shared growth that integrates and connects the municipality, its people and its asset compliant with including photos natural resources [a 10 – 15 yr plan] administration. MFMA regulations where appropriate and AG comments but inventories up 4.1 Situational Analysis to date Overstrand’s economy cannot be divorced from the economy of Cape Town, to Overtime Acting on monthly Monthly the wider south coast region and the hinterland of the Overberg District. The To produce exceeding BCEA report with regular stipulations & progressive Overstrand economy has over the years grown in par with that of the Province information negative AG compliance with more so it has mirrored that of the District. The economy of the Eastern Cape also relating to payroll comments thereon BCEA and budget, has a significant impact on the Overstrand economy, with the bulk of in- and creditors. 25% less overtime & migration being low-skilled work-seekers from the Eastern Cape. The municipality 25% more within budget limits iro population of 73 000 makes it the second largest of the municipalities within the acting allowances Overberg (30, 7% of the District population). The estimated current population of by Sept, 50% of said the Overstrand, based on an average growth of 4, 9% is more or less 85 000. This is by Dec 2008, 75% of the third highest in the province and can be attributed in part to the high in- said by Mar 2010 and 100% compliance by migration into the area. The unemployment is at 21.7% (2001) (can improve given June 2010 good measurement and proper registration of workers by employees) and the illiteracy rate is at 19% (persons over 14). The strategy therefore takes note of developments in these areas and positions Overstrand in its wider economic • Managerial priorities: context and spatial economy. 37, 5% of the total population of the Overstrand’s main towns consists of young individuals in the working ages of 20 – 34. ¾ Capacity building of functional staff.

Draft Integrated Development Plan 2010/11 - 73 – ______Overstrand main towns’ population pyramid, 2007 Overstrand's population trends, by main town, 1995 - 2007

2007 avg growth Town 1995 2007 % share 1995 - 2007 85+ yrs 80-84 yrs Greater Hermanus 22 603 30 961 42.4 2.7 75-79 yrs Hermanus 8 421 12 313 16.9 3.2 70-74 yrs Overstrand [Part of P1D04M02] 4 651 4 627 6.3 0.0 65-69 yrs Onrusrivier 2 470 4 125 5.6 4.4 60-64 yrs Sandbaai 1 465 2 537 3.5 4.7 55-59 yrs Zwelihle 5 596 7 360 10.1 2.3 50-54 yrs 45-49 yrs Female Greater Gansbaai 3 887 14 409 19.7 11.5 Gansbaai 3 002 8 669 11.9 9.2 40-44 yrs Male 35-39 yrs Masakhane 885 5 740 7.9 16.9 30-34 yrs Hawston 4 670 8 522 11.7 5.1 25-29 yrs Kleinmond 4 702 8 001 11.0 4.5 20-24 yrs Stanford 2 405 4 453 6.1 5.3 15-19 yrs 10-14 yrs Main town sub-total 38 267 66 347 90.8 4.7 5-9 yrs 0-4 yrs Overstrand total 40 985 73 044 100.0 4.9

4 000 3 000 2 000 1 000 0 1 000 2 000 3 000 4 000 5 000 Quantec, 2008, own calculations (Shirley Robinson)

Source: Quantec Research, 2010; own calculations (Shirley Robinson) Economic Growth

Together, greater Hermanus, greater Gansbaai, Hawston, The local economy is expected to moderate slightly downwards to 5, 9% by Kleinmond and Stanford hold 91% of the Overstrand’s 2007/8, now growing at 8%. This has potential to create additional job population. All other places as seen in the map of the opportunities. Key active sectors contributing to the Gross Geographical Product Overstrand (see page 8) are quite sparsely populated in of the area are trade & catering, finance & business services, manufacturing, comparison to the main towns. construction, government services and transport sectors. Within this the trade and catering and transport sectors has been the fastest growing, followed by business services and construction. Government services and manufacturing have been in decline. The sectors employing the largest number of people are the trade and catering, community services, agriculture, government and construction sectors. The biggest job losses have been in the agricultural and manufacturing sectors.

Draft Integrated Development Plan 2010/11 - 74 – ______At R1, 3 billion, the Overstrand local economy forms 32 per has a fairly diversified economy and a great potential for tourism cent of the broader Overberg district economy, yet only 0, 7 per cent of the Western Cape provincial economy Secondly it is the impact of economic forces i.e the allocation of fishing rights by- (measured in respect of regional gross domestic product or passing those who historically lived out of the resources, the manufacturing GDPR). That said, the Overstrand local economy grew at the sector that is hit by the economic recession causing a rise in the level of robust pace of 4, 1 per cent a year over the 12-year period unemployment. Small businesses have greater potential to create and retain 1995 to 2007, with higher average annual growth of 5, 5 per jobs; these though make a greater percentage in the Overstrand hence the cent a year registered over the last five years from 2002 to need for business to business dialogue. The Overstrand is not immune to the 2007. impact of the economic downturn, jobs were either lost, workers put on reduced working hours or reduced pay but efforts put by the municipality ensured that

jobs are created and / or maintained through labour intensive practices and in Figure 1 A sector view of Overstrand’s local economy, GDPR, the meantime ensure constant income and improved livelihood. 2007

Com m uni t y, soci al Agr icul t ur e , f or e st r y and ot her personal and fishing In the Overstrand municipal area Hermanus has, according to a provincial study se r vice s 5% Mining 0% on the potential of towns in the Western Cape, been identified as a regional 12% Manufacturing 16% growth and development centre. This status is also reflected in the Municipality’s Electricity & water creation of an independent development agency to drive Local Economic Finance and 1% busi ne ss se r vice s Development (LED) in the Municipality. The Hermanus/Fisherhaven Corridor will 23% be a strong focal area within the Overstrand municipal development planning Construction 10% arena. Because of the bottle-neck problems already experienced, special emphasis will have to be placed on the upgrading of the road between Fisherhaven and Hermanus and also through Hermanus.

The Overstrand Municipality’s main towns and places Tr anspor t & communication Wholesale & retail 8% t rade; cat ering and accommodat i on 25% Source: Quantec Research, 2010; own calculations (Shirley Robinson)

There are two dominant features of the local economy that merit high level attention. First, the future of the Overstrand economy cannot be separated from the region’s natural heritage. The physical beauty of the area is its single biggest asset, but the natural resource base may also limit growth if resources are not effectively managed. In Overstrand the economy and its ecology are inseparable. The municipality

Draft Integrated Development Plan 2010/11 - 75 – ______holiday towns with little or no potential for development outside of housing and recreation. The same applies to the smaller holiday towns in the vicinity of Gansbaai.

4.3 Long term growth and development

Overstrand Municipality has recognized that unless it is able to stimulate growth and ensure it is shared, it will not be able to meet its development mandate. The strategy outlines longer-term vision on the economic future of the Overstrand with a view of ensuring that it accomplishes sustainable growth that addresses the fundamental issues of poverty and unemployment. Taking a sectoral view of employment performance, the table below shows that three quarters (75,6%) of all employment in Overstrand is in the formal sector, with informal employment comprising 24,4 per cent of total employment in the local area. Disaggregated of formal employment by skill level shows that 90 per cent of Overstrand’s formal employment is located at the skilled and semi/ unskilled levels with only 10,6 per cent of workers categorised as highly skilled. Low levels of growth in the highly skilled category (1,8% a year over the last 5 years) is a further constraint to improving knowledge-intensive activities that drive economic

Source: Quantec data 2010 competitiveness over the medium-term. Overstrand informal and formal employment (by skill level), 2007 The map shows a detailed spread of towns and places in the Overstrand area. This geographical view becomes Avg growth Avg growth handy in understanding the linkages and connectivity 2007 2007 sub 1995 - 2007 2002 - 2007 between the various towns. 2007 share main sector sector share Informal employment 5 999 24.4 -0.7 -3.0 Formal employment by skill 18 552 75.6 1.2 2.8 Kleinmond and Stanford are being regarded as towns with Highly skilled formal employment 1 973 8.0 10.6 0.7 1.8 medium to lower growth and development potential. Both Skilled formal employment 7 384 30.1 39.8 2.1 3.9 towns offer excellent opportunities for tourism development, Semi- and unskilled formal employment 9 195 37.5 49.6 0.7 2.2 but both are sensitive to extensive development and Total formal and informal employment 24 551 100.0 0.7 1.2 especially to insensitive types of development. Kleinmond is Source: Quantec Research, 2010; own calculations (Shirley Robinson) situated in the transitional zone of the Kogelberg Biosphere Reserve. The areas of Bettys Bay, Hangklip, Pringle Bay and Disaggregating formal employment by sector and sub-sector, table 6 below Rooi Els, all situated within the transitional zone of the shows that the largest employment industries are wholesale & retail trade (16,7%); Kogelberg Biosphere Reserve, are being regarded as community, social & other personal services (16,5%); construction (13,7%), general government services (12,4%); agriculture (11,3%); and business services

Draft Integrated Development Plan 2010/11 - 76 – ______(9,8%). Manufacturing as a whole contributes 9 per cent to percentage and number of people without adequate shelter and/or Overstrand’s formal employment with the food, beverages basic services. & tobacco industry having the strongest presence. f. Build the human capital of the residents of Overstrand, especially the poor, in line with the changing needs of the economy

Indicators: Average level of education, accredited training providers 4.4 ASPECTS OF THE LOCAL ECONOMIC DEVELOPMENT in the municipal area, percentage and number of trainees who have STRATEGY secured employment, analysis of the number of people in unskilled,

semi-skilled and highly skilled jobs. Based on these the following goals and indicative programme has been drafted based on a consultative Local economic development strategy process involving all stakeholders over the last year.

The strategy comprises eight strategic interventions namely to: Goals

i. Facilitate the development of the priority economic sectors in Overstrand, The proposed goals of the Overstrand economic by utilizing all resources at its disposal including sector development development strategy are to: interventions being driven by other spheres of Government to grow the a. Increase economic growth to 6% per annum by 2014 priority sectors identified as tourism, creative industries, fishing and Indicator: GGP, level of consumption of services agriculture (water, electricity), value of total and ii. Facilitate connectivity between different types of communities, different commercial building plans approved interests and the various towns in the Overstrand with a focus on public b. Sustain the natural resource base for future transport generations iii. Develop the infrastructural capacity of the Overstrand and ensure an Indicator: Ecological footprint, continued enabling spatial framework by utilising inter alia municipality assets biosphere and blue flag status iv. Develop “and deploy” a marketing strategy for the Overstrand c. Broaden participation in the economy The Destination Marketing Organisation (DMO) was established during Indicator: Black land ownership as a percentage February 2008. of total land ownership, % of contracts awarded v. Create an enabling environment for business development and growth to local black economic empowerment (BEE) with a focus on SMME support firms, number of black owned businesses as a % vi. Manage the natural resources and state assets with the assistance of of total business ownership and achievement of other spheres of government in a manner that ensures the long-term the respective sector charter targets transformation and sustainability of the economy d. Halve official unemployment by 2014 vii. Promote the development of the economies of the poor through job Indicator: Unemployment statistics, municipal creation programmes and business figures on the number of additional viii. Assist with developing the human resource and skills base of the people jobs created. of Overstrand with the creation on training capacity. e. Halve poverty by 2014

Indicator: Percentage and number of people living below the household subsistence level,

Draft Integrated Development Plan 2010/11 - 77 – ______Given the size and budget of Overstrand, not all the Private Sector interventions can be implemented simultaneously. The list of potential interventions generated in the consultative process • Grow the key economic sectors and maximize job creation within this is therefore prioritised based on impact and ease of • Marketing of the area implementation to distill those interventions which could • Developing the skills and capacity of the tourism sector, including unlock growth. The priority interventions can be clustered partnering with the municipality to develop the tourism bureau into the priorities for each of the primary stakeholders in the • Supportive creation of skills programmes to develop workers and process. young people wanting to enter the job market • Partnering with government to both maintain the current assets and 4.5 The key priority areas of stakeholders can be defined building new assets, in particular to develop the harbours as follows: Community/ NGO sectors Municipality • Development of the education sector in the area through supportive • Collection of economic information, both post-school training opportunities, teacher advancement statistics and trends programmes, exchanges, competitions for school goers. • Putting in place an enabling policy environment • Broadening the bridging club which provides a link between that includes a spatial development framework communities denoting areas for economic development, a • Skills development programmes aimed at enhancing local talent and sustainability strategy to protect the natural economic opportunities resources of the area and the reduction of red • Provision of ECD services tape for businesses seeking rezoning or licenses • Development of Skills and Jobs centres which will offer training and • Mobilising resources for the development of placement service infrastructure – services, public transport, tourism sites 4.6 roposed interventions to propel Local Economic Development • Creating opportunities and tools to develop small P businesses through procurement, a partnership Activity Objective Delivery Responsibili Budget Indicator with Red Door and the development of a small date ty& business programme for the area stakeholder • To improve the capacity of the tourism bureau s 4.6.1 Tourism To expand 2006 Province Province Expande • Creating platforms for dialogue and partnerships sector and and district and d sector with business, communities and other spheres of support develop and private private and GGP the sector sector government Developme Additional 2010 Municipalit Commun • Identifying and releasing land for economic nt of Stony attraction y, Cassidra, ity Point Broaden OLEDA partnersh activities such as marine farming, markets, ECD the ip and centres and job centres. economic site ownership operatio nal

Draft Integrated Development Plan 2010/11 - 78 – ______Activity Objective Delivery Responsibili Budget Indicator Activity Objective Delivery Responsibili Budget Indicator date ty& date ty& stakeholder stakeholder s s Developme Diversificati 2010/10 Municipalit Publicity programm nt of on of y, tourism on new e additional tourism bureau trails Partnership To develop 2010/10 Province, Develop trails, foot attractions and new Expansio with CCDI the local municipalit ment of paths and tourism n in no of craft sector y, local bicycle companies visitors Hermanus crafts paths Whale Develop a To Ongoing Municipalit Updated Festival and Tourism benchmark yearly y / DMO tourism Gansbaai Barometer tourism data market data and tenants make 4.6.3 Fishing To diversify 2007-9 National, Province Expande forecasts as industry and Province, d sector to tourism sector expand the private contributi growth support industry sector and on to figures municipalit GGP Kogelberg To On- Province, t.b.c. Resource y Biosphere conserve going municipalit d and Developme To expand 2010 Municipalit Strategy and y and impleme nt of an the sector y Land-use manage CapeNatur nted aquacultur agreeme the e biospher e sector nts biosphere e plan strategy Partnershi Blue Flag To retain On- Municipalit t.b.c. Resource including p Beaches blue flag going y and d and the agreeme status donors impleme identificatio nts nted Blue n of land Flag plan and Creation of Attract 2010 Municipalit t.b.c Fanpark partnership 2010 tourists to y and operatio s between fanpark the area private nal large and sector small firms Partnership Transform Ongoing Province Province No of with the and : t.b.c. new HDI Developme See infrastructure development Province in ownership municipalit enterpris nt of the respect of profile of y es harbours new the industry enterprise Partnership To expand 2010 Municipalit Province MOU developme with the sector y, Province, nt province re Sector 4.6.2 Creative To develop 2010 Province Province Expande sector lobbies industries the sector d sector support sector contributi 4.6.4 Agriculture To diversify 2007-9 Municipalit Province Diversifie support on to and y, Province d and GGP expand the and expande Partnership To expand 2008/10 Province Province No of sector farmers d sector with the sector and new/ with Province municipalit expande greater linked to y d ownershi their sector industries p from

Draft Integrated Development Plan 2010/11 - 79 – ______Activity Objective Delivery Responsibili Budget Indicator ve date ty& approa stakeholder ches to s LED HDI Develop an To provide 2008/10 Province, Province Strategy 4.6.6 Infrastructure development agricultural a municipalit sector framework y and strategy for farmers Nationally government has increased its investment in infrastructure as a strategy to indicating investment accelerate growth. This provides an opportunity for Overstrand, whose current capacity in potential enhancem respect of water, electricity and waste either exceeds or is nearing capacity. Of particular ent areas concern is access to water and waste services. In addition transport connectivity is and inadequate. Key interventions proposed include: opportuniti es Activity Objective Delivery Responsibili Budget Indica Develop a To facilitate 2010 Municipalit Province No of date ty& tor small scale exclusivity y and small stakeholder farmers and province scale s programm broaden farmers Develop the To increase 2010/11 Municipalit National Turnov e the who harbours and the y and Dept of er and economic have Waterfront productive Marine and Environm numb base secured areas and Coast ental er of land and recreational Managem Affairs peopl support capacity of ent MCM e the current and using 4.6.5 Connectivity harbour private the infrastructure sector harbo to stimulate ur Connectivity refers to bridging the divisions between places and economic people. The key interventions include: growth

Activity Objective Delivery Responsibil Budget Indicato Water, To ensure an 2006/10 Municipalit Basic date ity& r energy and enabling y servic stakehold waste infrastructure e ers services base capac Identify and See infrastructure intervention for details ity to plan for non- meet motorised the transport dema routes nds of between growt towns h Provide To encourage 2010/11 Municipalit Province Kilome Twinning To identify End 2011 Private Increas bicycle paths non- y and Dept of ters of Strategy towns with sector ed infrastructure motorised Province Transport non- similar LED municipalit visitors transport and motori & Tourism y and To create low- EPWP sed objectives spend – skills job linked to transp for expert input on opportunities tourism ort input GGP. To market interventi paths Innovati Overstrand as ons

Draft Integrated Development Plan 2010/11 - 80 – ______a sustainable in Municipalit ers energy Overstrand y, District destination and Cape Support To facilitate 2010 Province Province Road Town development improved in Routes the road movement of place Unlimited between goods and Gansbaai people Get To improve 2010/11 Brand and agreement the in Bredasdorp on a brand marketing place Facilitate R43 To reduce the 2010 Province Province By- and of upgrading congestion in and private pass in strategy Overstrand and the town sector place and Hermanus by- institutional pass vehicle Develop To provide a 2010/11 Municipalit Marke Develop To expand 2010 DBSA - Town Gansbaai site for the y and t place the Municipa strate market/ multi- development private operat strategies marketing lity gies in purpose and sale of sector ing linked to programm place centre crafts and effecti the e benefits related local vely municipal- products wide strategy Create To manage 2010 DMO Marke 4.6.7 Marketing capacity the ting to drive the marketing vehicl marketing programm e in Overstrand has not adequately branded itself in the market initiative e place either provincially in the Western Cape, nationally or Develop To improve 2010/11 Municipalit DBSA/Mu • Busin and tourism y in nicipality ess internationally. Where limited advertising has happened it identify product partnershi / plans has not presented a cohesive and integrated picture of the tourism offering p with OLEDA • Proje area. The lack of agreement on the brand image, related OLEDA / ct projects Private identi institutional vehicle and strategy has hampered the growth Sector and fied of the tourism sector and economic development and was DBSA identified as the priority. Given the size of the municipality this needs to be driven by the private sector with limited 4.6.8 Enabling business environment support from the municipality. The establishment of the Destination Marketing Organisation (DMO) during February The trade and retail and business services sector are the backbone of the current 2008 meets this. economy along with tourism. All these businesses require an efficient municipality. In addition, small to medium businesses constitute the largest group Activity Objective Delivery Responsibil Budget Indica of businesses in the Overstrand. The business development strategy needs to be date ity& tor cognizant of this, and create opportunities appropriately. The two key projects stakeholde rs agreed are: Marketing To expand 2010/11 Tourism Increa the number bureau, sed of visitors to business tourist and spend chambers, numb

Draft Integrated Development Plan 2010/11 - 81 – ______Activity Objective Delivery Responsibili Budget Indicator 4.6.10 Economies of the poor date ty & stakeholder s Currently the area has a growing poor population. The poor tend to be locked Economic To collect 2010/11 Municipalit Economi into geographic spaces and are often disconnected from the economic hub information baseline y c managem information informati because of a lack of transport. Addressing this need is covered under the ent and and on connectivity and infrastructure interventions. However more is needed to address disseminati provide the release on dataset to the needs of the poor and ensure economic growth is shared. Interventions investors proposed include: Planning To provide 2010/11 Municipalit Single review to a y accessibl standardis framework e Activity Objective Delivery Responsibili Budge Indicator e zoning for planning date ty & t schemes sustainable scheme stakeholder and developme s reduce red nt Review, To enlist the On-going Province Provin Revised tape refocus support of and ce mandat 4.6.9 Resource and asset management and RED Door Municipalit e and expand and other y program the RED enterprise me Overstrand economy is reliant on the natural resource Door and support similar programm heritage of the area. Managing this in a sustainable manner organisatio es and to based on bio-regional planning principles and objectives is ns in the expand identificati their key to the long-term retention of Overstrand’s competitive on of new impact on advantage. opportuniti LED es and facilitate Currently the economy of Overstrand is dominated by white BEE access owned businesses. There is a need to broaden participation Support To broaden 2010/11 Province, Provin No. of cooperativ the Municipalit ce & benefici in the economy and to change the patterns and profile of es focusing agricultural y and local Munici aries and ownership to represent the demographics of the area. State on small sector farmers pality turnover scale t.b.c. of assets in the form of land and buildings offer an exciting agriculture coopera opportunity to do this. Key interventions therefore include: linked to tives organic products Activity Objective Delivery Responsibili Budget Indica date ty & tor Continue To reduce On going Municipalit Reduced stakeholder and municipal y debt s expand debt and Sustainability To 2010 Municipalit Progra the Local To provide short- strategy and conserve y mme Labour employme term jobs programme the in Promotion nt to the created resource place Project unemploye base of the d area Promote To increase Ongoing NDPG No. of economic investment Economi enterprise potential c

Draft Integrated Development Plan 2010/11 - 82 – ______by and Enterpris Activity Objective Delivery Responsibility Budget Indica identifying enhance es date & tor central the Township stakeholders Business environmen develop partnership leavers Districts in tal outlook ment with NGOs underprivil of plans Early To provide 2010/11 Municipality, Dept of ECD eged townships Improve childhood foundation CBOs, NGOs, Social centre communiti d and developme al skills to FBOs and Services s and es for develop nt pre-school Province studen township ed programm children ts developm township e ent CBD’s Volunteer To establish July 2010 Municipality Red Door List of Create job To provide 2010/11 Municipalit NDPG Job database a database volunt centres a place y and non- centres of mentors, of eers (could be where profit establish trainers and volunteers linked to people can organisatio ed and other and Red Door register for ns no. of resource provide and EPWP work and people people training for and LLPP) at the trained the linked to same time and volunteers skills access linked to Work with To improve 2010/11 Municipality, Private Black training training work BEE forum BEE BEE chamber sector mana centres. opportun to develop managem and private funded gers One such ities black ent skills sector traine centre managem d being ent planned is developme the nt Mthimkhulu programm e Creation of See job centres (26) 4.6.11 Human resource development skills developme The lack of skills is one of the key constraints to economic nt centres linked to growth, in particular the mismatch between the skills of job centres available labour and the demands of the market. However, skills’ training to meet the market demand is not enough for SMME To improve Ongoing Municipality, Public Tender long term sustainable human development. The Developme SMME Department works , s nt and Tendering of Local Economic award development of children and higher education and training Support skills Economic developme ed to are also needed. Interventions proposed include: Training Developmen nt, SETA’s SMME’ t, Public s works and % of Activity Objective Delivery Responsibility Budget Indica Private budge date & tor Sector t stakeholders spend Schools To improve 2010/11 NGOs Donors and Increa to developme the skills Provincial sed local nt levels of Education educa entrep programm future departmen tional reneur e in school t levels s

Draft Integrated Development Plan 2010/11 - 83 – ______• Greening of communities initiatives; 4.7 pecial Projects / Partnerships S • Business incubator for local small business start-ups including access to capital, mentoring [Red door] and infrastructure; The Municipality has identified partnership programmes with high potential impact on provision of job opportunities, small 4.7.1.3 Connecting enterprise development and skills development. This is meant to capitalise on growth, focus on drivers and linking • Mentoring / coaching in life skills and community services; skills transfer with what underpins the growth rate in the area. • Building relationships, role modelling and parenting skills; • Ethic based initiatives, to promote positive values;

4.7.1 Poverty alleviation initiatives • Youth development model – after school programs; • Locally grown food with markets in communities; Poverty is a comprehensive problem and would require • Promote co-operatives [food, housing and business] comprehensive solutions to ensure people’s livelihoods and impact on Social skills i.e crime, unemployment etc. The 4.7.2 Umthimkhulu Village (Kleinmond) Towards a Model Town proposed actions will not only eradicate poverty bur reduce An Integrated Developmental Approach and manage it. The “Village Centre” which is earmarked as an ASGISA project and has 4.7.1.1 Education potential support from the Deputy Presidents’ Office also forms part of strategic partner in changing the socio-economic profile of the community of • Early childhood development – comprehensive Kleinmond and make a positive impact in addressing economic growth programme for 0-5 years old; through people’s participation. • Training for low-income household on maintenance skills, acquiring of resources; - Job training and small business development • Job skills training relevant to emerging job market - Create 100 new jobs linked to Kogelberg Biosphere Reserve needs; - Continuing education centre • Support literacy programs for both children and - Sustainable ecological systems centre adults; - Amphitheater and cultural activities • Facilitate access to learnerships, universities and - Small market-shops colleges and access financial aid; • Establish a seamless system of high quality training 4.7.3 The Neighbourhood Development Programme Grant [NDPG} programs; The NDPG is a grant allocated by the Minister of Finance to the value of 4.7.1.2 Work R10 billion to assist in a plan to improve quality of life for township residents through the creation of economically viable and sustainable township • Job creation for local workforce at a living wage; neighbourhoods. The Overstrand Municipality was granted R15 million for • Development of job opportunities through EPWP; capital grant and R1, 5 million for technical assistance for over 3 years. A • Co-ordinated labour matching programmes to business case/plan will be developed with the assistance of consultants – connect people who are unemployed;

Draft Integrated Development Plan 2010/11 - 84 – ______develop a project description and produced a July Hermanus Cultural / Food Hermanus township development plan for Zwelihle, Hawston, Food and Stanford and Masakhane. Wine August Kalfie Fees Cultural / Music Hermanus The project is called Imvuselelo [meaning and stage September Whale Festival Eco-attraction/ Hermanus Awakening] Development of Economic spaces. It will entertainment include Enterprise Development, development of taxi Hermanus Half Adventure / Hermanus ranks as economic hubs, provision of infrastructure marathon Sport and upgrading of entrances /sidewalks to entrance October Stanford Bird Eco-attraction Stanford township investment potential. Festival November Fees van die Cultural & Food/ Gansbaai 4.7.4 Destination Marketing Ganse Eco-attraction December Hawston Sea Cultural / Food Hawston The Overstrand Destination Marketing Organisation Festival was established for the purpose of marketing the areas as a destination. It was set up with strong The objective is to ensure a balanced spread of Festivals with high impact private sector involvement and established as a on the local economy. Marketing and evaluation of festivals to be based section 2(1) company. on viability and organisational capacity for inclusion and that duplication is avoided at all times. To ensure growth of specific tourism sectors, the DMO shall focus on the sectors that make impact on the 4.7.4.2 Seasonality local economy, promote and ensure measurement and success. To ensure a balanced approach to the spread of marketing efforts, the issue of seasonality must be taken into consideration and special effort 4.7.4.1 Festivals put in creating equilibrium between the identified periods.

Month Event Event Type Town According to a recent survey conducted in the Overstrand, seasons can be specified as follows;- January Blue Flag / Eco – Attraction Kleinmond Total sport / Sport/ High Season - December – February Challenge Adventure Mid Season - March – April / September – November April Hermanus/ Adventure / Hermanus / Low Season - May - August Stanford Sport Stanford Canoe Race The objective is to decrease the variance between mid and low season Hermanus Cultural / Food Hermanus by increasing the number of local and international visitors spending Harbour Museum s longer periods in the area in a sustained manner. Seafood

Draft Integrated Development Plan 2010/11 - 85 – ______4.7.4.3 Main Attractions 4.7.4.4 Focus Areas

The Overstrand attracts different types of visitors with Objective – Marketing efforts should ensure that the benefit is spread different needs, according to a recent survey there throughout the major contributors to local economic development. That are roughly four types of visitors to the Overstrand; emphasis is made on ensuring good and professional service to clients I) Overseas / International tourists visiting the area resulting in return business. Create good ambassadors that carry the for a short trip through the Province of South name and brand of the Overstrand and ensure a well respected Africa; destination worldwide. II) South Africans visiting the area over the weekend Overstrand as an experience or school holidays; III) South Africans visiting over the high season [in The objective is to market the Overstrand in its totality utilising the energies December – January mainly] for a period of two generated within the respective areas and that marketing efforts point to – three weeks – mostly staying in their own the destination rather than the nearest or popular town. i.e. holiday homes or renting a self catering unit or - Greater Hermanus to include respective towns house. - Hangklip Kleinmond to include respective towns IV) International visitors who live in their homes during - Greater Gansbaai to include respective towns the summer months then back to their countries - Stanford to include respective towns in their summer. These are sometimes referred to as “swallows” Accommodation

The most mentioned tourist activities are; The aim is to ensure that a complete database of all beds available in the - Whale watching Overstrand is compiled, and readily available. This includes the popular - Shark cage diving forms of accommodation i.e. hotels, backpackers bed and breakfast - Hiking and self-catering. A register of all accommodation establishments will be - Wine tours kept by each tourism office including a GIS link. - Horse trails - Fynbos viewing / Botanical gardens Awareness Creation - Visiting the Penguin colony The objective is to ensure an everlasting impression on the destination, The objective is to develop an approach to the focus inform the visitors on a range of issues affecting them, prepare the visitor target market and align that with popular activities mentally to experience the destination freely. Some of the relevant to be developed in line with popularity and demand. campaigns include “buy local”, “hot crime spots” “what to do in the Furthermore develop tour packages that sell the area”, etc. The aim is to make information easily accessible. Overstrand as an experience.

Draft Integrated Development Plan 2010/11 - 86 – ______The Tourism Business Barometer Projects to be executed are negotiated and agreed upon between the parties and with in a legal framework i.e. Service level delivery The objective is to collect reliable data from local agreement will be entered into for every project implemented. The Board businesses – data to be utilised as a measure to of Directors is nominated through a public participation process with a inputs, benchmark tourism data in the future and clear defined criterion taking into consideration equity issues. make a forecast as to tourism growth figures. This exercise will carried out yearly using the participatory Control and Accountability is maintained in this fashion … methodology. The Executive Mayor stays in contact through regular meetings with the 4.8 The Development Agency known as the Overstrand The Chairperson of the board to ensure alignment on projects and needs Local Economic Development Agency (OLEDA) of the Agency. The Municipal Manager keeps regular contact with the CEO of the Legal Status Agency to ensure Municipal interests and compliance is in place including the overall functioning. OLEDA is established as a private company PTY (LTD) in terms of the Companies Act, 1973 (Act No. 61 of He is assisted by the Director Economic Development who sits at Board 1973) and as a Municipal entity in terms of the Meetings and is responsible for compliance with regard to legislation Municipal Systems Act, 2000 (Act No. 32 of 2000) and governing municipal entities, advice on linkages with LED initiatives, the Municipal Finance Management Act, 2003 (Act public participation including alignment with LED strategy. Operates No. 56 of 2003). cooperatively with the CEO in implementation and planning of projects.

Some operational considerations… It is further noted that the success of this Agency is dependent largely on good corporative governance including strict application of the In its establishment stage all the relevant legislative legislative matters, managed by a capable person within the Agency matters were highlighted and mechanisms for and in the Municipality so as to relieve the pressure to the Municipality. accounting put in place, a Service Level Delivery agreement is in place and stipulates clearly the roles OVERVIEW and responsibilities. All relevant National and Provincial Governments department i.e. Treasury, The establishment of the Overstrand Local Economic Development Local Government, Economic Development were Agency (OLEDA) came at an opportune time, when the Overstrand is notified of the intention and such comments were experiencing significant economic growth and Development. The expected of. An assessment of other Agencies in the growth has in many instances not been shared nor been able to grow country and abroad was done and best practices quick enough to cater for new entrants in the labour market. Black drawn from these experiences and this include pros Empowerment including BBBEE is taking off very slowly with no significant and cons. Strong linkages are made with regard to results and unemployment has not changed for the better. The implementation, ensuring transparent corporate Overstrand Municipality realized the need to increase its economic governance and accountability to the Municipality. growth and development potential thus increasing the level of

Draft Integrated Development Plan 2010/11 - 87 – ______investment in the area. Most important sectors being sector, other spheres of government and parastatals for job creation and manufacturing which has potential for increasing job participation through BBBEE. opportunities, property investment linked to maintaining growth in the construction industry, retail Projects to be facilitated and commercial and tourism / leisure. • Kleinmond Therefore the rationale to establish OLEDA was borne The development of the Kleinmond harbour; [L] from this context. OLEDA shall act as the Upgrading of the Palmiet Caravan Park; [S-M] development arm of the Municipality with special Facilitation of the economic benefit of the Stony Point development, focus on Local economic development in the main [S] towns of the Overstrand. The Kleinmond Lagoon development as a potential recreational facility [L] Council has further approved 7 Board members nominated from different sectors in the community. • Greater Hermanus The board members will bring in invaluable wealth of The Hawston Gateway, harbour and camping site; [S-M] experience in ensuring the success of the company The Hemel en Aarde farms as an Eco-village and advantage whilst acting independently of the Municipality in site; [L] meeting business objectives and commitments. The old ambulance site as a science, arts and culture centre; [S-M] Board members operate on a non-executive basis Hermanus Sports ground; [M] meeting once a quarter. The Agency is 100% owned by the Overstrand Municipality and financed by the • Stanford Industrial Development Corporation through a grant The centre for Alternative Technology including retail centre; [L] of R 18 million. The funds are accessed over a period The Waterfront / Riverside Boardwalk development; [L] of 5 years and tied into a phased model namely pre- establishment phase, establishment phase and • Gansbaai operational phase. OLEDA is presently in the Downstream/upstream linkages with new developments; [S] establishment phase and have completed their Beautification and area facelift; [S-M] business plan with specific projects to implement. The caravan campsite; [L]

The Overstrand Local Economic Development Projects are marked as short / short- medium/ medium and long term Agency [OLEDA] OLEDA as a facilitation institution will engage in other creative initiatives The company is re-established as a ring fenced unit aimed at making a positive impact on the local economy. within the Local Economic Development Directorate mandated to facilitate projects with investment potential. Facilitate such projects with the private

Draft Integrated Development Plan 2010/11 - 88 – ______• Capacity building Facilitation of a Regional Economic Development Model; Research and Development methodologies; Local economic development is an evolving GIS System; exercise that needs capacitated practitioners. Business Retention and Expansion programme LED is facilitated by various agencies including the Municipality. OLEDA shall at all times engage CHAPTER 5 practitioners in understanding best practices and techniques in counselling existing and would be OVERSTRAND TURNAROUND STRATEGY entrepreneurs. The accreditation of these practitioners will be critical in providing relevant The Overstrand Municipality has identified the following five areas/priorities as our advice to SMME’s in the Overstrand. The Red turn around strategy: - Door is identified as a critical partner in the process. 5.1 Housing

• Extended Public Works Programme [EPWP] Housing This programme is critical to job creation and capacity building of small micro and medium

enterprises in the Overstrand. The programme Providing housing opportunities must be managed planned and executed in for people who cannot afford partnership with the respective department. to buy a house on the open

Priority Turn Around market, in other words providing • Sustainable Development Focus Area housing for the disadvantaged

communities, is identified as one The integration of sustainable principles and of the priorities of the Turn practises will bring in credibility to the work of the Around Strategy. organisation as it is aimed at preserving the

natural beauty and environment for the use and

enjoyment of the future generation. Examples of Housing was identified as a such practises will include but not limited to – priority due to the stagnation carbon credits, alternative energy and that crept into the process in sustainable living. January 2010 (Current the Overstrand in the last few

Situation) Unpack years. • Economic facilitation tools

This is illustrated by the following Establishment of an investment desk; statistics: from 1996 to 2004, a total of 4,560 housing units have

Draft Integrated Development Plan 2010/11 - 89 – ______been provided in the Overstrand Municipal area. ƒ The housing function within Since 2005, only two projects the Municipality has been re- were approved by the organised, by placing the Provincial Authorities, namely housing delivery process those at Kleinmond (611 units within the Directorate approved of which only 410 are Infrastructure and Planning, currently under construction) whilst retaining housing and Stanford (389 units administration in the approved of which only 88 units Directorate Community realised). Services. This facilitated a more streamlined process. These figures must be seen against the current estimated ƒ Outside expertise was con- backlog of approximately 7,619 tracted in to: names on the housing waiting list, an estimated 4,900 back- o develop an Overstrand yard dwellers and an undis- Housing Delivery Strategy, closed number of squatters. Municipal Action o fast track the implement- tation of housing projects, o act as project manager Lack of a Housing Delivery in order to speed up the Strategy. roll out of these projects. Poor planning of housing projects. Causes ƒ The compilation of the Poor project management of Housing Delivery Strategy has housing projects. begun. This is currently being The departure of the Overstrand done in collaboration with a Municipal Housing Manager. densification study for the Overstrand Municipality as well as a Human Settlement Re-organising the Housing Plan which is part of a Target for June 2011 function in the Municipality. programme (the Built (Changed Situation) Developing a Housing Delivery Environment Support Pro- Output Strategy. gramme) driven by the Complete the Kleinmond Provincial Housing Depart- Housing Project. ment. The intention is that the

Draft Integrated Development Plan 2010/11 - 90 – ______Housing Delivery Strategy will inform the Housing Chapter ƒ Backyard dwellings could be of the Overstrand IDP. considered to be part of the rental housing stock, ƒ Municipal land, which has provided that it is coupled to previously been identified for the provision of basic services low cost housing in Gansbaai and standards. and Hermanus has been targeted for immediate Unblocking Action development. Discussions Needed from other None with Housing Institutions are Spheres and Agencies currently under way for the provision of 341 housing units R3,0m required per year as top (199 GAP and 142 Municipal up due to the fact that the Institutional Subsidies) in Housing subsidy is not enough. Hermanus and 137 GAP units in Gansbaai. The current budget was ƒ A socio-economic study, reduced from R37m to R34m identifying housing demand Budget Provincial per year for the next 3 years. in the different categories, The R34m is inadequate and must be done as soon as more funds will be required. possible.

ƒ A policy regarding the National None principle of in-situ upgrading of existing informal areas, as part of the housing solution, must be formulated.

ƒ The position of backyard dwellers needs to be

finalized. It is suggested that backyard dwellers could be accepted as part of the

housing solution rather than being part of the problem.

Draft Integrated Development Plan 2010/11 - 91 – ______5.2 Water Demand Management ƒ High network pressures ƒ Alien vegetation infestations in watercourses and catch-

ment areas. Water Demand Management

To reduce water losses by 50 % Target for June 2011 The water demand in the over 5 years as stated in the Municipality is growing fast due (Changed Situation) Output Water Services Development to a steady growth in the Plan. urbanized population. This, together with the fact that the Priority Turn Around Municipality is situated in a ƒ Continue with pipe Focus Area water scarce area places a replacement in priority areas great strain on the existing with old reticulation networks water sources. The municipality and proven record of has therefore identified Water frequent pipe failures; Demand Management as a key ƒ Further investigation of priority. potential for pressure management in specific areas; Many of the Overstrand towns ƒ Determine extent of un- are approaching the limit of the metered municipal parks sustainable yields of their and other un-metered Municipal Action current water sources. These property; January 2010 (Current include Rooi Els, Pringle Bay, ƒ Determine extent of un- Situation) Betties Bay, Hermanus and metered fire water Stanford. Before new water connections which are being sources are developed, the used by commercial and current demand for water must other users for non fire- be under control. fighting purposes; ƒ Review and improve efficiency of bulk and zone Abnormal demand for water is metering in all areas, and link caused by the following: Causes properties with distribution ƒ Wastage zones in financial data base, ƒ Leaks in order to do water balance ƒ Unmetered connections

Draft Integrated Development Plan 2010/11 - 92 – ______in smaller areas; ƒ Investigate further options for ƒ From the above, if proved to the use of final treated be feasible, commence a effluent for irrigation focused leak detection and purposes, and other repair program; purposes (e.g. industry); ƒ Replace oldest consumer Building Inspectors to include water meters in phases; inspection of water meter ƒ Improve public awareness on installations during foundation water demand inspections at management issues, e.g. the construction/building sites watering of gardens as (implemented). determined by the new Department of Water Affairs: bylaws; Unblocking Action The resumption of the ƒ Continue with upgrading of Needed from other Masibambane programme and telemetry system, to act as Spheres and Agencies assistance from the Bulk an early warning system for Infrastructure Grant is required. e.g. pipe failures and R3,0m required per year as top reservoir overflows; Municipal up due to the fact that the ƒ Identify users on financial Housing subsidy is not enough. data base with regular abnormal high or abnormal low water use, and physically Provincial inspect the causes; None Budget ƒ Source external funds, e.g. from the DWA Masibambane Masibambane programme: program, to continue with R1.5m per year required leak repairs on properties in Bulk Infrstructure Grant: R25m National indigent areas; required per year for demand ƒ Tariffs structured to management and discourage excessive use of development of new sources. water, including implementation of volumetric sewerage tariffs (in process); ƒ Continue with removal of alien vegetation in catchment areas (existing Work for Water program).

Draft Integrated Development Plan 2010/11 - 93 – ______5.3 Performance Management Performance Management was

PERFORMANCE MANAGEMENT never rolled out to the levels Causes The Municipal Systems Act requires below S56 appointees. At present the municipality to establish a it is too comprehensive and performance management unwieldy. system that is matching with its The system will be fully resources; best suited to its implemented between circumstances and in line with the September 2010 and January Target for June 2011 IDP. It is required to create a 2011 and rolled out to all levels of (Changed Situation) culture of performance Output employment. A rewards and throughout the municipality. incentive policy was adopted and will be implemented once the The performance management new system is in place. system should contain the To fully comply with the following core elements: requirements as per legislation Priority Turn Around • Setting of appropriate Focus Area and In order to ensure that the performance indicators; municipality meets its • Setting of measurable organisational performance performance targets; indicators, it engaged with a • Agree on performance consultant that will set up and measurement; introduce a new performance • Performance monitoring, management system reviewing and evaluation; • Continuous performance The performance management improvement; Municipal Action system developed includes the • Regular performance following phases: reporting; and • Formulation of indicators out of • Intervention where required. the municipal strategy; TARGET DATE: Annually - May The Overstrand Municipality used • Management of organisational the SDBIP as its performance and financial performance; management tool. This has been TARGET DATE: Ongoing, monthly January 2010 (Current identified as insufficient in terms of Situation) Unpack 100% its scope and due to the formal • Management of individual audit on Performance performance; Management by 2011/2012. TARGET DATE: Ongoing, monthly 100%

Draft Integrated Development Plan 2010/11 - 94 – ______• Monitoring and evaluation of 5.4 BASIC SERVICE DELIVERY performance; TARGET DATE: Continuous 5.4.1 Formalisation of Informal settlements • Reporting on performance; and TARGET DATE: Quarterly • Auditing of performance Priority Turn Around FORMLISATION OF INFORMAL processes and information. Focus Area SETTLEMENTS TARGET DATE: Quarterly by Internal Audit unit and Annually by (a) A number of 3142 the AG’s office informal housing units in 12 informal areas Unblocking Action Needed from other Spheres and None (b) Operational tasks Agencies (e.g. intervention or technical support) • Cleaning of informal An amount of R45 000 was made settlements and ablution on the 2010/2011 budget for the facilities. Municipal implementation of the system. • Maintenance of ablution Existing in-house expertise to be and potable water further used facilities.

Budget • Relocation of informal units in respect of January 2010 (Current Provincial None emergency and where Situation) Unpack land is needed for development. National None • Management of migration in informal areas • Registering of families on municipal waiting list for housing.

(c) Short comings

• Solutions to address vandalism to infrastructure.

Draft Integrated Development Plan 2010/11 - 95 – ______• Increase of potable water taps and ablution facilities. • To ensure a good level of cleanliness of informal • Provision of allocation to Unblocking Action settlements in general. municipalities for Needed from other • To improve the formalisation and Spheres and Agencies management of (e.g. intervention or management of informal settlements technical support) informal settlements. • Provision of electricity to all residents. • Formalisation of all informal settlements/sites Municipal Operational : R 11, 627, 820-00

Capital : R 2, 260, 000-00

• High number of influx Budget /immigration Provincial None Causes • Shortage of land and funding

National None • To improve the management of informal settlements. • Formalisation of at Target for June 2011 least two more (Changed Situation) informal settlements. Output • Increase of ablution facilities and potable water

• To formalise informal settlements and the Municipal Action rendering of an informal management service.

Draft Integrated Development Plan 2010/11 - 96 – ______5.4.2 Access and maintenance of municipal roads infrastructure, eg. signage etc. Access and maintenance of • Provision of plan books Priority Turn Around municipal roads for maintenance to assist Focus Area officials in order to identify the assets that (a) Infrastructure: they maintain.

• Tarred Road network: • Lack of funding for 454km maintenance and • Gravel roads: 161km tarring of roads. • Old infrastructure (b) Operational tasks contributes to the maintenance backlog. Causes • Attending to • No system in place to maintenance requests. effectively manage • General maintenance scheduled maintenance on road network eg. of infrastructure /assets. potholes and catch pits. • Resealing of tarred roads. • To reseal roads to January 2010 (Current • Tarring of gravel roads. the value of R23, 000, Situation) Unpack • Maintenance of signage 000-00 and road marks. • To tar roads to the value of R3, 300, 000- (c) Shortcomings 00. • To complete a relief Target for June 2011 • Shortage of funding to road through (Changed Situation) improve tarring and Output Hermanus CBD by reseal programmes. 1 February 2011. • Implementation of a • To implement an programme to execute electronic system to scheduled / planned perform planned/ maintenance of scheduled infrastructure. maintenance • Solution(s) to deal with vandalism and theft of

Draft Integrated Development Plan 2010/11 - 97 – ______• The building of new road 5.4.3 Access to Sanitation, Management And Maintenance infrastructure, tarring of existing roads and the Access To Sanitation, Municipal Action maintenance of existing Priority Turn Around Management And roads through resealing Focus Area Maintenance and pothole repair. (a) Infrastructure:

• Sewer tankers: 15 • Provision of larger MIG • Pump stations: 37 Unblocking Action allocation to support • Networks: 453 km Needed from other development, • Waste water Spheres and Agencies maintenance and (e.g. intervention or Treatment: 4 plants technical support) replacement of • Households still infrastructure. serviced by tankers 10 808 • Communal toilets for informal settlements: 226 Municipal Operational : R167,447,370-00 (b) Operational tasks January 2010 (Current Capital : R2,500,000-00 • Treatment of Situation) Unpack sewage effluent. • Unblocking of pipes Budget in the network as and when they Provincial R800,000-00 occur. • Rendering of sewer tanker service to test, empty septic and National None conservancy tanks on request. • Maintenance of infrastructure. • Installing new domestic connections.

Draft Integrated Development Plan 2010/11 - 98 – ______• The systematic • Lack of funding for servicing of valves in maintenance. the network. • Lack of funding to provide network (c) Shortcomings infrastructure • Old infrastructure • Implementation of a contribute to the programme to maintenance backlog. execute scheduled / • No system in place to Causes planned effectively manage maintenance of scheduled maintenance infrastructure. of infrastructure /assets. • Solution(s) to deal • Scarcity of skilled with vandalism and personnel. theft of infrastructure • Management of • Provision of plan overtime is a legal books for prescription. maintenance to assist officials in order • Higher budget priority to to identify the assets maintain and extend that they maintain. infrastructure. • To obtain the • To implement an Target for June 2011 services of an electronic system to (Changed Situation) accredited trainer Output perform planned/ for training of scheduled maintenance operators. • To source an accredited • To improve technical trainer for operators capacity. • To expand network/network • To build and maintain capacity to phase the sanitation services out tanker service. infrastructure to ensure • Constraint to Municipal Action all households including compensate indigents have access to overtime more than a reliable sanitation 10 hours per working service. week.

Draft Integrated Development Plan 2010/11 - 99 – ______(b) Operational tasks Unblocking Action • Provision of larger MIG Needed from other allocation to extend the • Manage, control and Spheres and Agencies infrastructure. (e.g. intervention or maintain transfer technical support) stations. • Removing of refuse (domestic and commercial) on Municipal Operational: R35, 842, 080-00 predetermined schedules. Capital: R20, 060, 000-00 • React on complaints of illegal dumping etc. • Management of landfill Budget site. Provincial None • Cleaning of road reserves, public open spaces and public facilities. National None

(c) Shortcomings

• Implementation of a 5.4.4 Refuse Removal And Solid Waste Disposal programme to execute scheduled / planned maintenance of Priority Turn Around Refuse Removal And Solid infrastructure. Focus Area Waste Disposal • Solution(s) to deal with vandalism and theft of (a) Infrastructure: infrastructure • Provision of plan books • Refuse Compactors: 6 for maintenance to assist • Transfer station: 2 officials in order to January 2010 (Current • Drop of Points: 7 km identify the assets that Situation) Unpack • Water Treatment: 3 they maintain. plants • Haulage and disposal of • Landfill Sites 1 solid waste at a very expensive cost to landfill

Draft Integrated Development Plan 2010/11 - 100 – ______site of the district municipality. • To increase the capacity Municipal Operational : R27, 816, 580-00 of refuse removal. Capital : R3, 300, 000-00 • Lack of funding to improve and fund service. Budget • Resistance to transfer Provincial None the landfill, mainly used by Overstrand, from Causes District to Overstrand Municipality National None • No awareness programme to promote cleaner environment. 5.4.5 Access to Water, Management And Maintenance • Purchasing of a new refuse compactor and appointment of Priority Turn Around Access to Water, Management Target for June 2011 • new personnel. Focus Area And Maintenance (Changed Situation) • Output Improvement and increase of recycling (a) Infrastructure: facilities. • Reservoirs: 45 • Pump stations: 22 • To effectively render a • Networks: 910 km removal and disposal of • Water Treatment: 3 Municipal Action refuse service to plants households, including January 2010 (Current • Boreholes: 11 indigents and businesses. Situation) Unpack • Connections to formal households: 26 853 Unblocking Action • Involvement of province • Communal taps for informal Needed from other required for the transfer settlements: 178

Spheres and Agencies of landfill site from district (b) Operational tasks (e.g. intervention or to municipal • Treatment of water for technical support) human consumption.

Draft Integrated Development Plan 2010/11 - 101 – ______• Repairing of burst pipes • To obtain the services of in the network as and an accredited trainer for when they occur is training of operators at critical to avoid water treatment plants. wastage and • To improve technical inconvenience to capacity. consumers. • Replacement of • Lack of funding for defective meters maintenance. • Maintenance of • Old infrastructure infrastructure. contributes to the • Installing new domestic maintenance backlog. and fire service • No system in place to connections. effectively manage • The systematic servicing scheduled. of valves in the network. Causes Maintenance of • Respond to poor water infrastructure /assets. pressure complaints. • No accredited trainer for DWAF accreditation of (c) Short comings operators in the province. • Water loss management • Scarcity of skilled in order to minimise personnel. losses. • Implementation of a • Higher budget priority for programme to execute maintenance of scheduled / planned infrastructure. maintenance of • To implement an infrastructure. electronic system to • Solution(s) to deal with Target for June 2011 perform planned/ vandalism and theft of (Changed Situation) scheduled infrastructure Output maintenance. • Provision of plan books • To implement a for maintenance to assist maintenance plan officials in order to where water meters identify the assets that older than 10 years will they maintain. be replaced.

Draft Integrated Development Plan 2010/11 - 102 – ______• To replace a portion of the ageing network, Priority Turn Around Focus Access to electrical, prioritised by highest Area management and leakage figures. maintenance • To source an accredited trainer for operators (a) Infrastructure:

• To build and maintain (i) Switching Stations: 8 the water services (ii) MV Cables: 64km infrastructure to ensure (iv) MV Overhead Lines: 65km all households including Municipal Action (v) Mini substations: 134 indigents have access (vi) Transformers: 81 to clean and reliable (vii) Ring Main Units (RMU’s): 9 water supply (viii) Metering Units: 4 (ix) LV Cables: 110km (x) LV Overhead Lines:10km Unblocking Action • Provision of larger MIG (xi) Distribution kiosks: 1174 Needed from other allocation to support (xii) Streetlights: 1244 Spheres and Agencies maintenance and (e.g. intervention or replacement of (b) Operational tasks January 2010 (Current technical support) infrastructure. Situation) Unpack (i) Supply reliable electricity to consumers. Operational :R 37,863,530-00 (ii)React to complaints Municipal Capital :R 28, 000, 000-00 timeously. (iii) Audit of service Budget R1, 142, 000-00 connections and meters. Provincial (iv)Reduce non technical losses - regular inspections.

(v) Install new service National None connections.

(c) Shortcomings 5.4.6 Access to electrical, management and maintenance

(i) Proper maintenance plan (ii) Maintenance programme (iii) Solution(s) to deal with

Draft Integrated Development Plan 2010/11 - 103 – ______vandalism and theft of infrastructure Unblocking Action (i) Provision of more MIG (iv) Long Supply Chain process. Needed from other and INEP funding to (v) Shortage - well trained staff. Spheres and Agencies support maintenance (e.g. intervention or and replacement of technical support) infrastructure. • Lack of funding for maintenance

(i) Insufficient funds for Municipal maintenance. (ii)Old infrastructure contributes to the maintenance Provincial Causes Budget backlog. (iii)Lack of maintenance program. (iv)Lack of maintenance plan. National

(v) Lack of high-tech training. ((vi) Scarcity of well trained experienced staff.

(i) Spend allocated capital and operational budget. (ii) To implement an electronic system to perform Target for June 2011 planned/scheduled (Changed Situation) maintenance Output (iii) Regular electrical meter audits. (iv) To replace a portion of the ageing network.

To supply reliable, affordable and cost effective electricity to Municipal Action all households including indigents

Draft Integrated Development Plan 2010/11 - 104 – ______5.5 Supply Chain Management A purchasing section will be fully functional between January 2011 SUPPLY CHAIN MANAGEMENT and July 2011. This will enable the Supply Chain Management Unit Target for June 2011 to deliver an efficient service to (Changed Situation) Priority Turn Around Focal Procurement of Goods and all departments in the Output Area Services Municipality and minimise the time lost by functional staff in the The Overstrand Municipality procurment of goods and currently faces a challenge with services. regard to the procurement of The Municipality has identified goods and services. User the need for a dedicated departments are obtaining January 2010 (Current purchasing section and quotes for goods/services, taking Situation) Unpack approved the establishment of time away from their core Municipal Action additional posts within the Supply functions, this may ultimately Chain Management Unit to affect service delivery as vital deliver this function. These posts time is lost by functional staff will be funded and filled during performing administrative tasks. the 2010/2011 financial year. Supply Chain Management has Unblocking Action been implemented by the Needed from other Municipality since July 2005. Spheres and Agencies None However, there was never (e.g. intervention or Causes sufficient capacity and resources technical support) available to deliver an optimal service to the departments in the Municipal R500 000 Municipality.

Budget Provincial None

National None

Draft Integrated Development Plan 2010/11 - 105 – ______5.6 Municipal Financial Management Act The Municipality aims to maintain its current audit opinion MFMA Target for June 2011 and ensure that all the GRAP (Changed Situation) Implementation of Generally standards have been Priority Turn Around Focal Output Recognised Accounting appropriately implemented, Area Practice (GRAP) Standards including any changes. The Municipality has fully implemented the GRAP Keeping up to date with accounting standards during the changes in accounting 2009/10 financial year. However, standards by attending training these standards are regularly and workshops. Transferring January 2010 (Current reviewed and updated and the knowledge and skills to all staff in Situation) Unpack Municipal Action Municipality needs to ensure the Municipality to ensure that that these standards the requirements of the implemented and maintained to standards are understood and ensure a favourable audit implemented by all the relevant report. role players. High capacity Municipalities Unblocking Action were required by legislation to Needed from other adopt the GRAP standards Spheres and Agencies None during the 2005/06 financial (e.g. intervention or year. However, many technical support) Municipalities struggled with this Causes since considerable funding and Municipal None expertise is required to ensure compliance with the standards. Municipalities were given Budget Provincial None exemptions and were expected to be fully compliant during the 2009/10 financial year. National R1 000 000

Draft Integrated Development Plan 2010/11 - 106 – ______5.7 Participation in National and Provincial Programmes CDW’s (Community Development Workers)

The municipality is a participant in the following national and A total of four persons have been allocated to our area as part of the ongoing provincial programmes: CDW learnership programme. Their main goals are to identify needs and

problems with the delivery of services, improve awareness and undertake MIG Programs advocacy work to put people in touch with opportunities and to improve access

to services through referral and advice. These are programs which have been instituted to enable municipalities to provide essential infrastructure in their particular areas. The MIG funds available for the 2010/2011 financial year will be spent in the following infrastructure disciplines namely water and electricity.

Extended Public Works Programme (EPWP)

The EPWP is one of government’s short-to-medium term programmes aimed at alleviating and reducing unemployment. This aim can only be achieve through the provision of work opportunities coupled with training. Opportunities for implementing the EPWP have been identified in the infrastructure, environmental, social and economic sector.

In the infrastructure sector the emphasis is creating additional work opportunities through the introduction of labour-intensive construction methods. Labour intensive construction methods involve the use of an approximate mix of labour and machines, with a preference for labour where technically and economically feasible, without compromising the quality of the product. The Overstrand Municipality is committed to support this initiative by government.

Infrastructure projects are already in the process of registration for training purposes.

Draft Integrated Development Plan 2010/11 107 ______6. Overstrand’s reaction to National and Provincial guidelines for growth and development

NATIONAL SPATIAL DEVELOPMENT IKAPA ELIHLUMAYO PERSPECTIVE OVERBERG DISTRICT OVERSTRAND MUNICIPALITY PERSPECTIVE RESPONSE

General Outcome Goals/Key Objectives General Outcome Goals/Key Objectives General Outcome Goals/Key General Outcome Goals/Key Objectives Objectives

Provide a framework within which to discuss the future development of the national space economy by reflecting the All the municipalities in the Overberg localities of severe deprivation and need, work collectively, together with the Identifiying key potential areas for of resource potential, of infrastructure A complete potential study of towns in provincial sector departments, within development and promoting endowment and of current and potential the Western Cape the agreed Overberg space economy shared growth economic activity by describing the key “picture” of shared areas of impact social, economic and natural resource trends and issues shaping the national geography

Act as a common reference point for Council approval of key enabling national, provincial and local A complete Provincial Spatial A combined map of Overberg documents i.e Spatial governments to analyse and debate the Development Strategy potential Development Framework, LED comparative development potentials of strategy and IDP localities in the country by providing a national mapping of potential The provision of services and Identify key areas of tension and/or priority The provision of basic services and infrastructure to the best possible level, in achieving positive spatial outcomes with infrastructure to the best possible A complete Strategic Infrastructure Plan but with an infrastructure development government infrastructure investment and level including accelarated focus in the shared areas of impact development spending delivery (high potential areas) • Human development to enable people to develop their full potential Reducing geographic and socio- Human development to enable people • Addressing issues of inequality

economic inequality to develop to their full potential and improved income for a better quality of life

Draft Integrated Development Plan 2010/11

- 108 – ______

NATIONAL SPATIAL DEVELOPMENT IKAPA ELIHLUMAYO PERSPECTIVE OVERBERG DISTRICT OVERSTRAND MUNICIPALITY PERSPECTIVE RESPONSE

General Outcome Goals/Key Objectives General Outcome Goals/Key Objectives General Outcome Goals/Key General Outcome Goals/Key Objectives Objectives Sustainable economic Economic development with full development in keeping with the participation for all and with focus on Increasing economic growth natural beauty. Special focus on both the First and Second Economies the second economy and creation

of links to booster the economy Increasing access to land and resources, planning economic Increasing employment and economic spaces. Adopt user friendly polices participation that promote mushrooming of economic enterprises To provide effective and efficient To provide effective and efficient corporate support services with corporate support services with regard regard to human resources, legal to human resources, legal services, services, administration and administration and communication communication Management and control of the Management and control of the financial functions of the financial functions of the municipality in municipality in such a manner that such a manner that the present and the present and future future effectiveness of Council’s effectiveness of Council’s services, services, programmes and activities are programmes and activities are ensured in a sustainable manner ensured in a sustainable manner

Economic growth is a prerequisite for the Adoption of the LED strategy. The District Economic Development achievement of other policy objectives, Focuss on the second economy The Micro-Economic Strategy Framework, together with the following key amongst which would be poverty including creative programmes strategies and policies:- alleviation benefitting the poor Job creation by means of the eradication and control of alien Strenghtening of PROTEA project vegetation

Rehabilitation of the natural and urban

environment

Draft Integrated Development Plan 2010/11 - 109 – ______

NATIONAL SPATIAL DEVELOPMENT IKAPA ELIHLUMAYO PERSPECTIVE OVERBERG DISTRICT OVERSTRAND MUNICIPALITY PERSPECTIVE RESPONSE

General Outcome Goals/Key Objectives General Outcome Goals/Key Objectives General Outcome Goals/Key General Outcome Goals/Key Objectives Objectives Continuous district growth and development planning and implementation

5 Year housing plan exist Land Reform Strategy Approved SDF

Making land available for SMME SMME development and training development Development of and/or assistance with Partnership with RED DOOR individual economic development projects The formation of a new Destination Tourism Development Strategy Marketing Organisation (DMO) in the Overstrand The formation of a new DMO in the Tourism Marketing Strategy Overstrand District Crime Prevention Strategy (non- Municipality are represented on

negotiable) the Community Policing Forums Development of National Parks and

Nature Reserves (Support role) Sustainable environmental Promotion of bio-diversity conservation management based on bio- regional planning objectives Government spending on fixed investment, beyond the constitutional Revision of Water Services Development Overarching needs approach, obligation to provide basic services to all Plans and a holistic needs approach, management and planning in Strategic infrastructure investment citizens, should therefore be focused on management and planning i.r.o. the relation to water supply and localities of economic growth and/or provision of water purification. Development of WSDP economic potential Provision of housing Provision of housing

Draft Integrated Development Plan 2010/11 - 110 – ______

NATIONAL SPATIAL DEVELOPMENT IKAPA ELIHLUMAYO PERSPECTIVE OVERBERG DISTRICT OVERSTRAND MUNICIPALITY PERSPECTIVE RESPONSE

General Outcome Goals/Key Objectives General Outcome Goals/Key Objectives General Outcome Goals/Key General Outcome Goals/Key Objectives Objectives Provision, upgrading and Development and proper maintenance maintenance of roads, streets, of the roads network pavements and storm water systems Upgrading of the harbours and boat Maintenance of boat slipways and

slipways in the region environs

The provision of fire fighting and disaster The provision of fire fighting and

management services disaster management services

Promotion of public transport Promotion of public transport

Adoption and proclamation of a Provision of Integrated Waste new by-law on solid waste Management Plan and the promotion management, development of a of regional regulation ITWMP

Attention to cemeteries Maintenance to cemeteries

Effective and efficient Effective and efficient management of management of Council’s resorts in Council’s resorts in order to promote order to promote tourism tourism development development Effective and efficient Effective and efficient management of managementof funding for funding for infrastructure development Infrastructure development in the in the whole of the Overberg Region Overstrand. Implementation of programmes targeted to the youth in partnership Efforts to address past and current social Building social capital with an emphasis A complete Youth Development with relevant partners such as inequalities should focus on people not on youth Strategy UMSOBOMVU and the places Junior Town Council

Draft Integrated Development Plan 2010/11 - 111 – ______

NATIONAL SPATIAL DEVELOPMENT IKAPA ELIHLUMAYO PERSPECTIVE OVERBERG DISTRICT OVERSTRAND MUNICIPALITY PERSPECTIVE RESPONSE

General Outcome Goals/Key Objectives General Outcome Goals/Key Objectives General Outcome Goals/Key General Outcome Goals/Key Objectives Objectives Financial and other resource support to NGO’s Building human capital with an emphasis Internal HIV/Aids strategy A complete HIV/Aids Strategy on youth Alignment of future plans with newly developed National HIV/Aids plan Investigation into the development Community Care Strategy of a Social Strategy

A complete and fully inclusive human Socio Economic Analysis to be development strategy, focusing on implemented (ward based)

increasing the Index of Human Development of all inhabitants Provision of environmental health Provision of environmental health services in order to protect inhabitants services.

and make a contribution to economic development

A complete Human Rights Strategy

Development of a District Cultural Update of heritage inventory and

Heritage Strategy strategy for Overstrand In order to overcome the spatial distortions of apartheid, future settlement and Approved District Spatial Development economic development opportunities Provincial Spatial Development Approved Spatial Development Framework (to be revised according to should be channelled into activity Framework Framework NSDP and PSDF) corridors and nodes that are adjacent to or link the main growth centres Corporate Services underpinned by Corporate Services-goal underpinned by the Co-ordination and Communication following strategies. following strategies:-

Deliver general services to the organization Deliver general services to the in order to optimize the day-to-day municipality in order to improve the functioning thereof developmental role there-of

Draft Integrated Development Plan 2010/11 - 112 – ______

NATIONAL SPATIAL DEVELOPMENT IKAPA ELIHLUMAYO PERSPECTIVE OVERBERG DISTRICT OVERSTRAND MUNICIPALITY PERSPECTIVE RESPONSE

General Outcome Goals/Key Objectives General Outcome Goals/Key Objectives General Outcome Goals/Key General Outcome Goals/Key Objectives Objectives Facilitate and promote personnel Facilitate and promote personnel matters and training in order to matters and training in order to increase increase the development of the internal capacity of the human resources and internal organization optimally capacity A Financial Services-goal underpinned Financial Services underpinned by Improving financial governance by the following strategies:- the following strategies. To execute accounting services in Execution of accounting services in accordance with national policy and accordance with National policy guidelines and legal prescriptions . Income management through the registration of levy-payers, levies, Effective management of income delivery of levy returns and the to provide efficient linkage reconciliation and management of between planning and budgeting debtors To control and manage expenditure Manage expenditure within within budgetary limits and to ensure budgetary limits in order to improve

that creditors are paid in a timely municipal investments through fashion effective allocation of resources Control and manage all Council’s IT networks, with special reference to the Reviewed ITC policy exist central processing unit (main frame)

Draft Integrated Development Plan 2010/11 113 ______(b) Coordinate and align the implementation of its plan with those of CHAPTER 6 other organs of state and institutional roleplayers (c) Regularly review and update its plan, and SECTORAL PLANS (d) Through appropriate mechanisms, processes and procedures established in terms of Chapter 4 of the Municipal Systems Act (Act 32 of 2000), consult the local community on the preparation or 6.1 DISASTER MANAGEMENT amendment of its plan”.

Disasters require an integrated response and it is essential that there is a Overstrand Municipality has developed a Disaster Response, Recovery common understanding by all relevant role players in respect of the and Rehabilitation Plan which forms an integral part of the Integrated action/ steps to be taken to ensure a rapid and coordinated response Development Plan. Issues of policy and strategy are contained in the to any type of disaster that may occur. Therefore it is important that Disaster Management Plan. Overstrand Municipality is in the process our disaster response and management plan be an integrated plan of compiling an Overstrand Disaster Management Framework in line with all possible role players plans to provide a effective and efficient with that of the District Municipality. plan.

As part of our structure Overstrand Municipality established a control Regular updating of existing plans and management team meetings / room to improve response. training must be held at least on a yearly basis with all role players

(Internal and external) Definition of Disaster

An effective disaster command system must be establish with their “A disaster means a progressive or sudden, widespread or localised, duties and responsibilities clearly stated. And responsible officials for natural or human-caused occurrence which causes or threatens to the disaster management functions must be identified and task. cause:

Disaster management is not limited to post-disaster response, but that it 57 (i) death, injury or disease; is a process of planning and implementation of measures clearly (ii) damage to property, infrastructure or the environment; involving proactive and reactive responsibilities (iii) or disruption of the life of a community;

and is of a magnitude that exceeds the ability of those affected by the The Plan disaster to cope with its effects using only their own resources”

In terms of Section 53(1) of the Disaster Management Act, 2002 (Act 57 of 2002): Delegations of the Council (1) each municipality must, within the applicable municipal disaster management framework- Powers of the Chief: Disaster Management: (a) Prepare a disaster management plan for each area according to The Council approved the appointment of the Municipal Manager as the circumstances prevailing in the area the Chief: Disaster Management and empowered the Municipal Manager to exercise all powers, functions and duties conferred or

Draft Integrated Development Plan 2010/11

114 ______imposed upon Overstrand Municipality in all matters of disaster 6.3.2 INTEGRATED TRANSPORT PLAN management, excluding any matter which cannot be delegated by legislation, with the Director: Community Services, Manager: Executive Summary Protection Services and Chief: Fire services / Disaster Management as Deputy Chiefs: Disaster Management. The Overstrand Local Municipality stretches along the South African coast from Rooi Els in the west to Quoin Point in the east, a coastline of Command and control: At the site of the disaster approximately 230km. There are many towns and villages situated in the Municipal area including Rooi Els, Pringle Bay, Betty’s Bay, When an incident occurs that compels the direct involvement of more Kleinmond, Hermanus, Stanford, Gansbaai, Pearly Beach, than one role player, it is essential that a Joint Operations Centre (JOC) Baardskeerdersbos, Buffeljagsbaai and Viljoenshof. Hermanus is the is established at the scene of the disaster for orderly handling of the administrative and economic centre of the area. The area is known situation. The decisions that are made should be consensus decisions world wide for its natural beauty and excellent whale watching and and no one should prescribe to the various specialists as to how they shark diving facilities. must perform according to their own Standard Operational Procedures that specify their actions / steps toward disasters. The Municipality covers a land area of approximately 2,125km2 with a total population (2008 estimate) of 79,000 people. This equates to a The disaster management for 2010/2011 will be included in the final population density of 37 people per square kilometre. The population document as it is currently out for public comment. of the urban areas of the Overstrand Local Municipality is given below.

6.2 Housing Plan Town/Areas 2008 Population Greater Hermanus 40 980 A current five year housing plan will be included in document. The Greater Gansbaai 14 744 plan is currently in revision and will be included in the final IDP to Kleinmond 9 310 be approved at the end of May 2010. Stanford 5 038 Hangklip Area 2 786 6.3 SUSTAINABLE MUNICIPAL SERVICES Pearly Beach 831 Total 73 689 6.3.1 WATER SERVICES DEVELOPMENT PLAN The economy of the region is primarily agricultural but with tourism also The Water Services Development Plan will be included in the final being an important factor. Both have seasonal implications from the document as it is out for public comment. perspective of transport system utilisation, the result of which is a transport system that has adequate capacity most of the time, but which is placed under stress at a few peak times of the year.

The agricultural nature of the region also means that the transport network is relatively sparse except in the towns. The main road system

Draft Integrated Development Plan 2010/11

115 ______in the Overstrand Municipality consists of National Road N2 which runs Transport and road projects are included under the “Basic Services” east to west in the vicinity of Botriver along the Northern boundary of strategy. The recruitment and training of staff to enhance the OLM the Municipality for a length of 7.63 km. SANRAL is responsible for the transport department’s capacity to effectively execute transport maintenance and rehabilitation of national roads. The total length of projects is in line with the strategy of Human Resource Development. A Provincial roads in the area is 573km (230km surfaced and 343km well planned and maintained transport system enhances economic gravel). The Municipality is responsible for the local municipal roads development for the area. The OLM’s use of prioritised lists of transport with a total length of 609km (431km surfaced and 178km gravel). The projects results in better financial management of its resources. average condition for municipal roads is good to very good. The vision for Overstrand is: The exclusively road based freight transport in the region is almost entirely related to agricultural activity, with considerable seasonality. “To be a centre of excellence for the community” The impact of this freight movement on the transport system is limited and not a matter of concern at present. The preparation of the Overstrand Local Integrated Transport Plan is a statutory requirement in terms of both the National Land Transport The other seasonal transport in the region is that related to tourism, Transition Act (NLTTA), (Act 22 of 2000), sections 19 and 27, and the which has an impact on specific areas, especially those in the coastal replacing Act, the National Land Transport Act (NLTA), (Act 5 of 2009), towns, where whale watching and other holiday activities can sections 32 and 36. As well as fulfilling this requirement the LITP sometimes lead to congestion and parking problems that detract from addresses the various transport needs of the OLM taking into the tourist experience. consideration the financial, social and environmental impact on the area. This ITP also feeds into the Overberg District ITP. Arising from the foregoing, the transport needs for the Overstrand Municipality include: A total proposed budget for road maintenance (resealing, o Increase of capacity of main transport routes into, rehabilitation, kerbing and sidewalks) over the next five years amounts through and around towns and villages; to R 162 million. The prioritised list of rehabilitation and maintenance of o Provision of regular and safe public transport on all the roads from the pavement management system is attached. routes, including upgraded public transport facilities for commuters; The total proposed budget (provincial and municipal) for capital o A solution to seasonal problems of congestion and projects for the next five years is R 331 million. A list of proposed capital parking at popular local tourist destinations; projects is attached. o Provision of facilities for non motorised transport and the disabled; o Increased road rehabilitation and maintenance.

The OLM response to these needs is aligned with the strategies as stated in the Overberg District Municipality (ODM) objectives namely Provision of Basic Services, Human Resource Development, Financial Development, Economic Development and Institutional Development.

Draft Integrated Development Plan 2010/11

116 ______replacement value of R894 million. The average condition of the 6.3.3 AVEMENT MANAGEMENT SYSTEM P network can be rated as fair, with 8% of the surfacing and 3% of the EXECUTIVE SUMMARY structure in the poor to very poor category.

OVERSTRAND MUNICIPALITY appointed V&V Consulting Engineers for the implementation of a Pavement Management System (PMS). This report presents a network level proposal for maintaining the roads in the area through an assessment of the network based on methodical visual ratings of each pavement section.

When implementing a system it can be divided into a network and project level. It must be emphasized that the PMS implemented, is essentially a network level tool. Visual assessment forms the basis of evaluating of the condition of the road network and the need for specific actions. The collected information is processed to provide the The estimated Funding Backlog on the bituminous pavements at this output for top management for strategic planning and budgeting stage is R 21 million with the following immediate needs on the paved purposes as well as for maintenance engineers for tactical planning network: and execution purposes. Bituminous Blocks Concrete Total Different road sections require different types of maintenance varying from routine and normal to heavy rehabilitation. Possible project types R 78.3 mil R 48,000 R 1.26 mil R 79.6 mil range from routine maintenance (e.g. patching), to normal Surfacing - Short maintenance (resurfacing) through to heavy rehabilitation (e.g. thick term overlays and reconstruction). With the limited funds available it is (over next 2 important that these funds be spent at the right place at the right time years) to ensure optimum use of funds. The use of PMS is generally accepted as essential for determining the maintenance and upgrading Structural – Long R 15.1 mil R 1.88 mil R 72,000 R 17.1 mil needs/programmes for pavements in a network of roads. term (over next 5 These programmes provide a good assessment of the total funds years) required to meet the maintenance needs of the network and, in most cases, of the type of maintenance required. The needs of individual projects should, however, be verified by further investigation to allow for additional unrecorded factors. The total length of the paved network is 460.6km (452.1km tar, 6.4km block paving and 2.1km concrete pavements) with an estimated

Draft Integrated Development Plan 2010/11

117 ______only 137.7km are gravel roads and the rest can be defined as dirt 6.3.4 GRAVEL ROAD MANAGEMENT SYSTEM (GRMS) roads. The average condition of the unpaved network can be rated as fair with 14% of the roads in the poor to very poor category. EXECUTIVE SUMMARY

OVERSTRAND MUNICIPALITY appointed V&V Consulting Engineers for the implementation of a Gravel Road Management System (GRMS). This report presents a network level proposal for maintaining the roads in the area through an assessment of the network based on methodical visual ratings of each road/link/section.

When implementing a system it can be divided into a network and project level. It must be emphasized that the GRMS implemented, is essentially a network level tool similar to the Pavement Management System (PMS) for paved roads. Visual assessments form the basis of the evaluation of the condition of the road network and the need for specific actions. The collected information is processed to provide the output for top management for strategic planning and budgeting The total maintenance need for the network, without any upgrading, is purposes as well as for maintenance engineers for tactical planning approximately R6.7 million. Upgrading needs can be viewed from a and execution purposes. functional point of view but consideration should also be given

to upgrading the dirt roads to gravel standard which would require a Different road sections may require different types of maintenance further R136 million, or upgrading all the unpaved roads to paved varying from normal and special, to scheduled maintenance. Possible standards at a cost of R293 million. project types can include one or more of the following - blading, reshaping, reworking, regraveling or even upgrading of the road to a higher standard. With the limited funds available it is important that these funds be spent at the right place at the right time to ensure optimum use of funds.

The use of a Management System (GRMS) is generally accepted as essential for determining the maintenance and upgrading needs/programmes for roads in a network. These programmes provide a good assessment of the total funds required to meet the maintenance needs of the network and, in most cases, of the type of maintenance required. The needs of individual projects should, however, be verified by further investigation to allow for additional unrecorded factors. The total unpaved network is 160.7km of which

Draft Integrated Development Plan 2010/11

118 ______

6.3.5 FIVE YEAR INFRASTRUCTURE PLAN

Overstrand Municipality Directorate of Infrastructure and Planning

Five year capital estimate

2007/08 2008/2010 2010/10 2010/11 2011/12 Total Water total 37,710,610 45,490,000 39,473,864 38,744,899 34,481,315 211,694,543 Sewerage total 26,350,000 17,635,000 21,470,000 24,880,000 20,840,000 123,595,000 Roads and Storm Water total 26,850,000 32,272,500 41,781,125 29,373,931 31,119,128 185,459,879 Total 90,910,610 95,397,500 102,724,989 92,998,830 86,440,443 520,749,422

Draft Integrated Development Plan 2010/11

119 ______Overstrand Municipality Directorate of Infrastructure and Planning Five year capital estimate

Water 2007/08 2008/2010 2010/10 2010/11 2011/12 Total Planning and management 700 000 210 000 270 000 230 000 240 000 1 650 000 Master plan 100 000 100 000 150 000 100 000 100 000 550 000 WSDP 500 000 - - - - 500 000 MIS 100 000 110 000 120 000 130 000 140 000 600 000 Source development 2 894 413 3 500 000 7 968 125 6 674 375 8 205 625 29 242 538 Buffels Rivier ------Kleinmond ------Greater Hermanus 1 750 663 2 150 000 6 318 125 4 824 375 5 105 625 20 148 788 Stanford 643 750 1 000 000 250 000 1 500 000 1 500 000 4 893 750 Greater Gansbaai 500 000 350 000 1 400 000 350 000 1 600 000 4 200 000 Treatment 10 250 000 22 000 000 9 000 000 7 500 000 - 48 750 000 Buffels Rivier 250 000 - - - - 250 000 Kleinmond - 4 000 000 4 000 000 - - 8 000 000 Greater Hermanus - - 5 000 000 7 500 000 - 12 500 000 Stanford ------Greater Gansbaai 10 000 000 18 000 000 - - - 28 000 000 Storage and pumping 13 319 659 11 700 000 10 929 200 10 222 600 5 389 200 51 560 659 Buffels Rivier - - 3 602 200 3 981 600 - 7 583 800 Kleinmond 1 036 659 1 500 000 - - 2 536 659 Greater Hermanus 3 283 000 5 200 000 4 221 000 3 618 800 3 389 200 19 712 000 Stanford 3 000 000 - 330 400 - - 3 330 400 Greater Gansbaai 6 000 000 5 000 000 2 775 600 2 622 200 2 000 000 18 397 800 Reticulation 10 546 539 8 080 000 11 306 539 14 117 924 20 646 490 64 697 491 Buffels Rivier 1 440 000 3 480 000 2 200 000 3 000 000 5 000 000 15 120 000 Kleinmond 250 000 - 250 000 250 000 278 566 1 028 566 Greater Hermanus 5 488 615 2 400 000 5 488 615 7 500 000 12 000 000 32 877 229 Stanford 1 089 642 200 000 1 089 642 1 089 642 1 089 642 4 558 570 Greater Gansbaai 2 278 282 2 000 000 2 278 282 2 278 282 2 278 282 11 113 126 Water total 37 710 610 45 490 000 39 473 864 38 744 899 34 481 315 195 900 688

Draft Integrated Development Plan 2010/11

120 ______

Overstrand Municipality Directorate of Infrastructure and Planning

Five year capital estimate

Sewerage 2007/08 2008/2010 2010/10 2010/11 2011/12 Total Planning and management 600 000 260 000 220 000 280 000 240 000 1 600 000 Master plan 500 000 150 000 100 000 150 000 100 000 1 000 000 MIS 100 000 110 000 120 000 130 000 140 000 600 000 Treatment 14 700 000 1 400 000 8 500 000 12 000 000 6 000 000 42 600 000 Hangklip ------Kleinmond - - 500 000 6 000 000 - 6 500 000 Greater Hermanus - 100 000 4 000 000 6 000 000 6 000 000 16 100 000 Stanford 2 700 000 1 000 000 4 000 000 - - 7 700 000 Greater Gansbaai 12 000 000 300 000 - - - 12 300 000 Pumping 1 500 000 2 400 000 2 750 000 2 600 000 3 400 000 12 650 000 Hangklip ------Kleinmond - 500 000 - 350 000 - 850 000 Greater Hermanus - 1 400 000 1 000 000 1 250 000 1 500 000 5 150 000 Stanford 500 000 - 750 000 - 900 000 2 150 000 Greater Gansbaai 1 000 000 500 000 1 000 000 1 000 000 1 000 000 4 500 000

Reticulation 9 550 000 13 575 000 10 000 000 10 000 000 11 200 000 54 325 000 Hangklip - 1 500 000 - - - 1 500 000 Kleinmond 2 250 000 4 225 000 2 750 000 3 000 000 3 300 000 15 525 000 Greater Hermanus 2 500 000 4 050 000 2 500 000 1 500 000 1 500 000 12 050 000 Stanford 2 500 000 2 000 000 2 000 000 2 500 000 3 000 000 12 000 000 Greater Gansbaai 2 300 000 1 800 000 2 750 000 3 000 000 3 400 000 13 250 000 Sewerage total 26 350 000 17 635 000 21 470 000 24 880 000 20 840 000 111 175 000

Draft Integrated Development Plan 2010/11

121 ______

Overstrand Municipality Directorate of Infrastructure and Planning

Five year capital estimate

Roads and Storm Water 2007/08 2008/2010 2010/10 2010/11 2011/12 Total Planning and management 350 000 100 000 375 000 120 000 400 000 1 345 000 ITP 500 000 - - - - 500 000 PMS 350 000 100 000 375 000 120 000 400 000 1 345 000 Provincial Roads 1 800 000 6 500 000 14 450 000 950 000 1 000 000 24 700 000 Hangklip ------Kleinmond 400 000 - - - - 400 000 Greater Hermanus 1 000 000 6 000 000 14 000 000 950 000 1 000 000 22 950 000 Stanford - 500 000 - - - 500 000 Greater Gansbaai 400 000 - 450 000 - - 850 000 Streets, sidewalks and parking 12 050 000 12 652 500 13 285 125 13 949 381 14 646 850 66 583 857 Hangklip 2 500 000 2 625 000 2 756 250 2 894 063 3 038 766 13 814 078 Kleinmond 750 000 787 500 826 875 868 219 911 630 4 144 223 Greater Hermanus 7 000 000 7 350 000 7 717 500 8 103 375 8 508 544 38 679 419 Stanford 300 000 315 000 330 750 347 288 364 652 1 657 689 Greater Gansbaai 1 500 000 1 575 000 1 653 750 1 736 438 1 823 259 8 288 447 Stormwater 12 400 000 13 020 000 13 671 000 14 354 550 15 072 278 68 517 828 Hangklip 1 000 000 1 050 000 1 102 500 1 157 625 1 215 506 5 525 631 Kleinmond 1 500 000 1 575 000 1 653 750 1 736 438 1 823 259 8 288 447 Greater Hermanus 8 000 000 8 400 000 8 820 000 9 261 000 9 724 050 44 205 050

Stanford 650 000 682 500 716 625 752 456 790 079 3 591 660 Greater Gansbaai 1 250 000 1 312 500 1 378 125 1 447 031 1 519 383 6 907 039 Roads and Storm Water total 26 850 000 32 272 500 41 781 125 29 373 931 31 119 128 161 396 684

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122 ______6.3.6 Integrated Waste Management Plan (IMP) Furthermore, the constitution also describes the role and responsibilities of Local Government which involve the objectives in Section 152, EXECUTIVE SUMMARY namely:

GENERAL DESCRIPTION • to promote social and economic development. • to promote a safe and healthy environment. The second version of the Integrated Waste Management Plan (IWMP) The Plan also stipulated the various applicable sections of the National has been formulated by JPCE on behalf of Overstrand Municipality to Environmental Management Act, National Water Act, Atmospheric address the challenge of waste management in Overstrand, home to Pollution Prevention Act and the National Waste Management some 75 000 people. The IWMP is a statutory requirement of the new Strategy. National Environmental Management: Waste Act, 2008 (Act No. 59 of 2008) that has been promulgated and came into effect on 1 July 2009 The new Waste Act has been enacted on 10 March 2009, after this and that has as its goal the transformation of the current methodology IWMP has been compiled. Certain changes to this document will be of waste management, i.e. collection and disposal, to a sustainable made during the public consultation period to reflect the spirit of the practice focussing on waste avoidance and environmental Waste Act, but some of the conditions of the Waste Act will only be sustainability. Implementation of this IWMP will be through municipal by- reflected in the next revision of this Plan. laws and in accordance with an implementation schedule. EXISTING WASTE MANAGEMENT Overstrand Municipality is the located along the south western METHODOLOGY AND CURRENT STATUS coastline of the Overberg District Municipal area bordering the City of The methodology of General Waste data collection is based on Cape Town in the west and Cape Agulhas Municipality in the east. Its physical visits to the Operational Managers of the four service areas northern neighbour is Theewaterskloof Municipality. The area is noted and the confirmation of waste volumes with them based on actual for its floral kingdom as well as whale-watching. The Overstrand truck loads.Hazardous Wastes and Health Care Wastes have been Municipality was established in terms of Provincial Notice 494/2000 surveyed during March and April 2009 and the findings is published in published in Provincial Gazette 5591 (Western Cape) dated 22 this Plan. However, information on specific waste streams such as September 2000. It is an amalgamation of the areas of the earlier electronic waste, used tyres, batteries, etc are generally not recorded. municipalities of Hangklip-Kleinmond, Greater Hermanus, Stanford and Greater Gansbaai. WASTE AVOIDANCE Currently waste avoidance and minimisation are not being practiced POLICY AND LEGISLATION to any significance.

Existing legislation on waste management in South Africa is generally COLLECTION fragmented, diverse and ineffectively administered. The environment is All formal residential erven in the Overstrand area are receiving a a cross-sectional matter and it is therefore important that co-operation weekly door-to-door collection service. The towns located in the between government of all levels is necessary. The Constitution of Greater Kleinmond and Greater Hermanus service areas also receive a South Africa (Act 109 of 1996) protects everyone’s right to an weekly collection service for source-separated recyclables. Current environment that is not harmful to a person’s health and well being. planning is that the towns within Greater Gansbaai and Stanford areas

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123 ______will receive a similar source-separation collection service from early collected wastes, such as garden wastes, recyclables and household 2010 after completion of a Municipal System Act Section 78 hazardous wastes. The communities of Rooi-Els, Pringle Bay, Betty’s Bay, investigation. Hawston, Fishershaven and Voëlklip have the use of a public drop-off facility over and above their weekly collection service. The community WASTE REDUCTION of Gansbaai, being in closer proximity to a landfill, has the Waste reduction in Overstrand is currently practised by participating convenience of taking their non-collected wastes directly to the residents and a small number of private companies of which Walker Landfill. The Municipality are planning to construct public Drop-offs at Bay Recycling is the most prominent. The materials collected through Stanford (during April to June 2009), Pearly Beach (first half of 2010) and source separation are currently sorted at the premises of Walker Bay Baardskeerdersbos (second half 2010). Recycling. Material recovery also takes place at the Hermanus Transfer Station. This recovery effort recovers approximately the same amount COSTS OF EXISTING WASTE MANAGEMENT of recyclable material than that is recovered by the current source- The 2008/9 financial year indicates a waste management operating separation initiative. The Municipality has constructed a Material cost of R31,110,160 against an operating income of R33,402,400. The Recovery Facility as a replacement for the previous lean to structure cost of waste management relates to approximately R412 per resident and the installation of the mechanical equipment is to be supplied, per year. installed and commissioned during the first quarter of 2010. GIS Informal recycling is also practised at the waste disposal site at The municipal GIS system does not currently reflect waste Gansbaai. The Municipality has also constructed a Material Recovery management data and the population of the GIS with such data will Facility at the Gansbaai Landfill, but without mechanical equipment. follow the implementation of the future statutory waste information This facility will sort the source separated waste from the Greater system. Gansbaai and Stanford areas. Mechanical equipment will be installed when sufficient capital has been allocated. Statistics on the recycling STAFF RESOURCES volumes indicate that the total tonnage of recycled material is The Cleansing Department of Overstrand currently has only two vacant currently only 3.3% of the total municipal solid waste stream. Walker posts. Bay Recycling recovers an additional 5.4% of the total municipal solid Although municipal waste management in the Overstrand appears to waste stream. be well managed, the main focus still appears to be collection and disposal, rather than waste avoidance and waste reduction. Although WASTE DISPOSAL Overstrand Municipality has taken a leading role in the country with Disposal of municipal solid waste in Overstrand is practiced at the regard to source separation of recyclable materials, the participation regional Karwyderskraal as well as the local Gansbaai Landfills in rate is low and the resulting success rate with source separation accordance with all the relevant legislation. A number of closed waste extremely low. This Plan has as its goal the transformation of the current sites are still to be rehabilitated when sufficient capital has been waste management system towards a system whereby an atmosphere sourced and allocated. is created that will conserve and protect the environment and natural resources. An outcome of this Plan will be the development of a The communities of Greater Hermanus and Greater Kleinmond have communication/information/education strategy that will help to ensure access to a waste transfer station for convenient drop-off of their non- public acceptance or ownership of the strategic objectives and to

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124 ______promote co-operative community action. The Plan will also provide a • Composting of the organic/green waste at home framework to address the municipality’s growing waste management • Self delivery of glass/cardboard/newspaper/PET to recycling bins or problem in accordance with the best prevailing norms, financial school recycling projects capacity and best environmental practice. • Re-use of empty jars as storage containers at home • Separate collection of source separated materials Finally the Plan will also attempt to address the three main objectives of • Separate collection of spent oils, solvents, print cartridges, x-ray and the National Waste Management Strategy, i.e. waste avoidance, photographic developers by recovery waste reduction and waste disposal. With the Waste Act coming into contractors effect on 1 July 2009, every Municipality is now responsible, by law, to • Reclamation of drum containers minimise waste volumes. Where waste reduction or minimisation has • Recovery of fruit and food solid waste component as animal feed never been a municipal function, through the Waste Act, it now is. To • Recovery of chemicals (such as caustic soda) from industries achieve the above, this Plan aims to ensure that waste management in • Recovery of electronic equipment the Overstrand complies with South African and International • Changing raw materials of industrial processes to produce environmental standards so that it is beneficial to industrial and recoverable industrial waste agricultural growth and the public’s right to a clean and healthy environment. In short, this implies that it is the aim of the Overstrand From the above it is clear that waste avoidance will result not only in Municipality to minimise the entrance of material into the waste stream less material to be disposed but also in less material to be collected by and to reduce all waste of which the generation cannot be avoided the waste collection system. The following are Overstrand Municipality’s so that no material of value or anything that can decompose, gets plans for the promotion of waste avoidance in its area: disposed. Furthermore will it be the aim of Overstrand Municipality to dispose the waste that cannot be avoided or reduced, at licensed • The creation of Public Awareness and Education, facilities in accordance with regulatory requirements and with regular • Prevention Quantification through the setting of goals, and operational and environmental monitoring. The Overstrand • The publishing of Prevention Guidelines to assist waste generators. Municipality therefore accepts its legal obligation regarding waste management. Waste Reduction will be achieved through the recovery and/or composting of waste after collection. For this purpose the municipality IMPLEMENTATION INSTRUMENTS will establish strategically located material recovery facilities and Waste Avoidance is the primary focus of the National Waste composting facilities, or fully support existing infrastructure, in order to Management Strategy and as such must be the priority of any reduce the volume of waste destined for landfilling. In order to make Integrated Waste Management Plan. Waste Avoidance is defined as waste reduction sustainable, the quality of the recovered material must the action that avoids the entry of material into the waste stream that is be as uncontaminated as possible and to ensure this, the Municipality when the generator of the potentially waste material exercises the will expand the current source separation initiative. The Municipality will decision to do something else with that material rather than to put it also expand on its current practice to provide the public the out for waste collection. The following are examples of waste opportunity to separate their household hazardous wastes, electronic avoidance: wastes and household healthcare wastes and delivered it to waste facilities for safe disposal or treatment at other facilities in order to divert these special wastes from the General Waste landfills.

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125 ______6.4 MANAGEMENT OF RESOURCES Sustainable waste disposal, although it is considered to be the least 6.4.1 Spatial Development Plan desirable option in the waste hierarchy, will be achieved through properly engineered waste disposal facilities and the frequent monitoring thereof. The municipality is currently operating a licensed EXECUTIVE SUMMARY waste disposal site near Gansbaai and make use of the regional OVERSTRAND MUNICIPAL SPATIAL DEVELOPMENT FRAMEWORK licensed landfill at Karwyderskraal, but continuous extension of these facilities will be required to maintain sufficient airspace for waste - FINAL - disposal. Even though the mail focus of waste management must shift towards waste minimisation and the reduction of waste that requires This executive summary briefly outlines the key elements of the disposal, waste disposal will still be required. The closed small waste Overstrand Spatial Development Framework disposal sites near the smaller towns shall also be rehabilitated within the next three years. BACKGROUND Other waste management objectives to be met by the municipality are a review of its waste collection service to ensure an affordable and In terms of the Systems Act every new Local Municipality must prepare similar service to all, a proper waste data collection and capturing its own Integrated Development Plan (IDP) to guide development system and an appropriate waste cleansing system. Since the planning and management for the next five year period. As the IDP is Integrated Waste Management Plan as specified and required by the a legislative requirement, it has a legal status and therefore supersedes National Waste Management Strategy (and the Waste Act) is a all other plans that guide development at local government level. The strategic framework, the implementation of its instruments is flexible core components of an IDP are as follows: and will require regular re-evaluation and modification, as required. In Analysis order to accommodate the municipal budgeting process, it would be A sectoral assessment of the existing level of development appropriate to implement the instruments over a number of financial years, focussing on the critical aspects first. Development Strategies The municipality’s vision The Council’s development priorities and objectives The Council’s development strategies

Projects

Integration (sectoral plans) A Spatial Development Framework A Disaster Management Plan Integrated Financial Plan

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126 ______Other Integrated Programmes The objective of the project therefore being largely to Key performance indicators and performance targets consolidate existing spatial policy and plans, undertaking a strategic review of policies based on existing data and the strategies/ priorities forthcoming from the IDP; Approval The project utilises existing available data bases, with the public consultation process being undertaken as an integral part of the Council adopts its IDP and links it to the Municipal budget. IDP’s public consultation processes; Due to the increasing development pressure and population growth in the Overstrand Municipal area, it has become necessary to undertake This information would then be utilised on an integrated basis to new and appropriate spatial planning for the entire area. Although a compile a strategic Spatial Development Framework (SDF) for number of structure plans had been previously compiled for different the total municipal area as per the directives of the National areas in the Overstrand Municipal area, there is no overall co- Department of Constitutional Development. ordinating spatial policy plan. Objective of the study Urban Dynamics, Town and Regional Planning Consultants were already in the process of compiling the spatial sectoral input, this being A Spatial Development Framework (SDF) is one of the Sectoral Plans of the Spatial Development Framework (SDF), as an integral input into the an IDP. According to the Systems Act, the purpose of an SDF is to IDP process. provide general direction to guide decision making on an ongoing basis, aiming at the creation of integrated, sustainable and habitable This SDF was compiled in two phases. regions, cities, towns and residential areas. Included in a SDF are:

The specific terms of reference for Phase I being to provide a spatial A Spatial Analysis of the Municipality (trends and issues); development perspective/ analysis of the existing status quo of the Localised spatial development principles, and Maps that indicate the municipal area as an integral spatial sectoral input into the ongoing IDP Process. spatial objectives and strategies that are sufficiently specific to inform land management and investment decisions. The specific terms of reference for Phase II being to on the basis of the ongoing IDP process, compile an integrated review and consolidation The objective of the Spatial Development Framework, is to, together of all existing planning into one consolidated SDF plan as a spatial with the involvement of communities and authorities, create a spatially sectoral input to the IDP that includes the following: A strategic review, based policy framework whereby changes, needs and growth in the and integration of all existing relevant spatial planning frameworks into Overstrand Municipal area can be managed positively to the benefit one consolidated spatial development framework for the entire of everyone. It focuses on how land is to be used within the broader municipal area; context of protecting the value of the Overstrand Municipal area as a natural resource and enhancing the sub-region as a popular eco- tourist destination. In particular, it strives to improve the functioning of the local urban and natural environmental systems. It further identifies local opportunities for future local urban development and

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127 ______conservation and make recommendations as to where and how or any proposal regarding land uses, which may arise from it, creates development or conservation should be managed. In doing so, the any rights or exempts any person from his obligation under any other plan makes policies for specific land portions and issues to assist law. decision making with regard to spatially related matters for the next 5 to 10 years. The Overstrand Spatial Development Framework has been prepared in accordance with the Integrated Development Planning process, which Approach, process and methodology followed identifies relevant concerns, problems, issues and opportunities through public participation, surveys and analysis. This process is aimed at In the past, planning was seen as a technical exercise concerned with identifying the opportunities inherent to the area and formulating multi- preparing a set of plans and supporting documentation for a future sectoral strategies as to how these can be utilised and expanded to desired end state of urban development. This approach ignored the address the area’s weaknesses. fact that planning is concerned with all of man’s activities and the changing systems in which these activities take place. It is now The SDF process, which is a core component of the overarching IDP, recognized that planning is a continual and incremental process linked involves the following three phases: to the dynamics of economics, social values, lifestyle patterns, technology, legislation and the availability and management of Phase I: Development Perspective (Spatial Analysis): environmental resources. Acceptance of this fact demands that Collation of relevant information planning be viewed as a fundamentally cyclical process and not a Identification of issues and opportunities single act. An important objective of the Integrated Development Planning Phase II: Development Strategy (Spatial Development Principles): process is to involve the communities and authorities of the area in the Determination of the vision / mission for the area and the formulation of integrated multi-sectoral based policy guidelines, formulation of strategies and policies ensuring that future planning and development in the Overstrand Municipal Area is managed in a sustainable manner. “Sustainable Phase III: Implementation: development is generally defined as ‘development that meets the Prioritisation of projects, linked to budgets and needs of the present generation without compromising the ability of implementation planning. future generations to meet their own needs’.” (Moss, 2000:33). Within this context sustainable development relates to balancing three interlinked In order to achieve an effective implementation of the planning factors, namely human well-being, economic efficiency and process, it is critical that the methodology of the process ensures that environmental integrity. the product (policies / plans):

Further to this, the SDF is underpinned by the concept of Bioregional is focused on strategic issues; Planning. This being a process whereby bio-diversity conservation is is action orientated; viewed as a prerequisite for sustainable development. is integrated with other aspects of administration and environmental management; This plan, once finalised and approved, will not affect any existing is capable of implementation; property rights. Further to this, no guideline policy contained in this Plan,

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128 ______reflects the need and opinions of stakeholders, and policy context and role of the sub-region; upholds the interests of the community as a whole. existing concerns, issues and opportunities the natural, built and socio-economic characteristics of the area To ensure an effective planning methodology, it was critical that the process encompassed two fundamentally interlinked processes, the Volume I: Development Perspective provides the necessary baseline one being a technical planning process (information collection and information to enable the informed compilation of a relevant policy synthesis) and the other a participatory/consulting process (identifying framework. problems and issues, scoping workshops, input from stakeholders, interest groups etc.). This methodology will ensure that the process and Planning Policy Context its products are focused on the relevant strategic issues. An understanding of existing planning policy, within which this planning In order to ensure the realisation of a plan that is truly representative of initiative for the Overstrand Municipal area will take place, is important. community aspirations, the working process must acknowledge the It was considered critical to adopt a broader view and not to focus importance of the interrelationship of these two elements (technical solely on the study area in isolation of the numerous social, economic and consultative processes). The methodology agreed to, in and other spatially related inter-relationships that are taking place consultation with the relevant councillors, officials, key stakeholders between the towns and their surrounding area. and consultants, ensured the balanced integration of these two processes. This study therefore has striven to display an active consistency with the many part planning initiatives in the Overstrand and identified key The methodology is based on the formulation of a representative IDP policy issues. Thirty-three such studies were examined and integrated steering committee (Overstrand Municipality Advisory Forum - OMAF) into the SDF. and a technical working group for the whole municipal area. The process was informed by public scoping meetings undertaken in Due to the varying attributes of the different areas within the conjunction with the stakeholders of the specific area. These meetings Overstrand Municipal area, thorough scoping exercises were highlighted problems and issues relating to the study area that in turn undertaken in Rooi Els, Pringle Bay, Betty’s Bay, Hangklip/Kleinmond, enables the planners and technical team to use this input to formulate Fisherhaven, Hawston, Greater Hermanus, Stanford, Greater Gansbaai, policies and strategies. The public scoping meetings therefore formed Pearly Beach, Baardskeerdersbos, Buffeljags and Viljoenshof. The a critical component in the formulation of an understanding of the advantage was that local area specific issues and concerns were study area. identified for each area by the local residents, interested and affected parties and community based organisations. CONTEXT AND ANALYSIS (VOLUME I: DEVELOPMENT PERSPECTIVE) The information forthcoming from the scoping meetings was used to identify and focus the critical issues facing the study area. In order to obtain a perspective of the study area, a critical understanding of the Overstrand Municipal area was gleaned through a strategic analysis of the current: Analysis of Natural and Urban Environment

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129 ______Bio-physical environment In order to achieve this vision for the Overstrand Municipal area, the following goals for this planning initiative were identified: The Overstrand Municipal area was analysed in terms of its

climate, topography, drainage, fauna, flora, the impact of the To implement an effective management system for the protection of Cape Action Plan for the Environment (C.A.P.E) Project, soil biological diversity and ecosystems through the co-operation of all types and agricultural potential, heritage resources and concerned; conservation areas. To develop and maintain a strong local economic base in rural areas, through the promotion of non-consumptive tourism and the role of The urban environment agriculture in the municipal economy; To protect and conserve the heritage resources of the area; This section was concerned with an analysis of the current urban To provide an environmentally and economically sustainable bulk service infrastructure and road transport network; environment of the Overstrand Municipal area. The analysis was To address the social needs and expectations of all sections of the based on the findings of detailed surveys and public meetings / community; workshops. It focused on the areas of Rooi Els, Pringle Bay, To promote the conservation and sustainable use of natural resources Betty’s Bay, Hangklip/Kleinmond, Fisherhaven, Hawston, Greater in the Overstrand Municipality, and Hermanus, Stanford, Greater Gansbaai, Pearly Beach, To ensure that ongoing pressure and its spatial implications are Baardskeerdersbos, Buffeljags and Viljoenshof. managed in a sustainable manner that protects the unique character of the existing cultural landscape and the place-specific character POLICY FRAMEWORK (VOLUME II: SPATIAL DEVELOPMENT STRATEGY) and form of the existing settlement pattern.

The most important challenge facing the Overstrand Municipal area is It is important to note that the vision for the 2nd generation of IDP’s has to ensure that the local community and its urban managers have a been revised during the November 2006 strategic sessions with realistic vision of the future and a strategy that will ensure a pragmatic councillors, officials and the communities. approach to future opportunities and challenges. POLICY FORMULATION AND PROPOSALS (VOLUME II: SPATIAL DEVELOPMENT STRATEGY) In recognition of this, the point of departure of the policy formulation process has been to review what the interested and affected parties The objective of this section of the study was to, on a strategic basis, have said about the problems and issues relating to the study area. On define Spatial Planning Categories in terms of the principles of Bio- the basis of the analysis and through an appraisal of the identified regional Planning and formulates spatial policies that will define how issues and opportunities, a vision, goals and objectives were articulated the identified IDP related goals and objectives are to be met. To meet which were used to underpin the formulation of a policy framework, the identified goals and objectives, a policy framework was compiled policy proposals and action programmes / implementation priorities which will form the context within which the Overstrand Municipal area which would ultimately inform decision-making.

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130 ______is to be managed. A policy framework and action area proposals were Viljoenshof compiled for the following nine strategic areas of concern:

Further to the above, proposals were also compiled for: Nature Conservation / Bio-regional Planning

Spatial Management Conservation areas Agricultural Land Use Agricultural areas Rural Land Use Industrial areas Development Pattern / Spatial Management

Urban Land Use Management DEVELOPMENT AND UPDATING OF THE SDF Transportation and Traffic This Overstrand Municipal Spatial Development Plan should provide Bulk Service Infrastructure status quo information on the current land use, transport routes, Heritage / Landscape Conservation location of resources, data from relevant planning initiatives, SPC’s, identified goals and objectives as well as a depiction of policies and Spatial Implication and proposals strategies with spatial implications; It identify development constraints and opportunities; Based on the aforegoing policies, area specific spatial proposals were It provide a spatial policy framework at a Municipal wide level of planning; compiled for each of the following areas: It propose desired spatial growth patterns illustrated on maps, and

It identify the location of IDP strategies and projects illustrated on maps Rooi Els Pringle Bay It should further be noted that every effort has been made to ensure that this SDF is compiled in accordance with the strategies and Betty’s Bay objectives as reflected in the SDF’s and the IDP’s of National, Provincial, Hangklip/Kleinmond District and Local municipalities. It is also consistent with applicable Fisherhaven national, provincial legislation on environmental management, Hawston agriculture, water and gives effect to national and provincial plans and planning legislation. It furthermore includes up-to date planning Greater Hermanus concepts regarding socio-economic development, bio-regional Stanford planning and sustainable development. Greater Gansbaai The Overstrand Municipal SDF complies with the principles of equality, Pearly Beach efficiency, integration, environmental sustainability, dignified spatial Baardskeerdersbos environments and fair and good governance. Buffeljags

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131 ______This document is a dynamic document, which in terms of legislation has Overstrand Growth Management Strategy to be reviewed annually. Forthcoming from the PSDF, the IDP and the Overstrand SDF critical Currently the Municipality is undertaking several sectoral plans, which spatial issues relating to the future municipal growth and development would be incorporated into the SDF. have been identified which involves principles regarding the containment of: Council is also part of the Provincial’s Built Environment Support Urban Sprawl relative to the urban edge designations for the various Program. The program sets out to establish and refine Strategic towns; Housing Framework and to further refine the Overstrand Spatial The need for the intensification of development and increase in Development Framework. densities ; The improvement of social and economic integration of existing urban The four Sectoral Plans are the following: areas.

Strandveld Agricultural Plan Urban Dynamics Town and Regional Planners in association with ACG Architects and Nicolas Baumann Heritage Consultants have This plan was compiled by Nietvoorbij Agricultural reserved that in subsequently been appointed to compile a growth management conjunction with the University of Stellenbosch. The outset of this study strategy for all towns and settlements within the Overstrand municipal was the following: area. The local municipal engineers (Water, Sewerage, Electrical, Solid Waste and Roads) have also integrally been involved in the - To investigate the soil potential of the agricultural area compilation of this growth management strategy. - To identify alternative crop possibilities - To investigate the tourism potential of agricultural land with The overall objective of such a Densification Strategy, as part of the low soil potential municipality’s overall Growth Management plan, will be to provide a set of appropriate area specific policy guidelines which can be used Currently the comments of the Department of Agriculture and by the Council to proactively direct and manage the implementation Department of Environmental Affairs and Development Planning are of urban densification / growth measures in a manner that is sensitive to sought. As soon as this are received the report to be tabled before the character of the various towns and settlements. Such a Growth Council for final approval. Management Densification Strategy plan will inter alia:

Protect sensitive natural and heritage environments and resources Kleinriver and Botriver Estuary Management Plan within and outside the urban edge;

These studies were undertaken in conjunction with Cape Nature, and Promote a more compact, denser, efficient and environmentally are in final stages of refinement. As soon as these are finalized, it will be sustainable urban form; submitted for approval and implementation.

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132 ______Rationalise the supply of bulk infrastructure and service capacity to The deliverables of this Overstrand Growth Management Strategy ensure that the bulk capacity is provided in the urban areas where initiative is a comprehensive document which leads the densification growth and development is considered desirable. concept through an overall set of densification principles and guidelines to facilitate improved wellbeing, environmental integrity and The implementation of a densification strategy/growth management economic efficiency. At local planning unit level a set of text guidelines plan is recognized as being essential in meeting the challenges facing and annotated spatial plans which demonstrates all interventions the Overstrand Municipal Area and will contribute to the Economic including civil services and community facilities for the overall area per Efficiency, Human Wellbeing and Environmental Integrity of the area. planning unit, on block/street scale, site planning scale and building The successful implementation thereof will give measurable results and scale is provided. Furthermore, it will provide urban design guidelines afford a new sense of direction in terms of spatial and infrastructural and representative examples of how the interventions should be planning within the Overstrand Municipal area. structured / informed by more specific guidelines with regards to built form options and urban design criteria. The methodology/process followed to compile the study included the following distinctive steps: In the table below specific areas of interventions per town/settlement are inter alia indicated. Please note that these specific interventions A Contextual Analysis of the existing features/elements that determines forms part of a more comprehensive growth management strategy per the function, character, growth and development pattern of each of town/settlement and should be read in context thereof. the towns and settlements. The product of this phase is annotated plans, sketches, photographs and associated text clearly setting out Town/Settlement Area Specific Densification Interventions the findings of this contextual analysis, Rooi-Els No specific areas of densification. Pringle Bay Area in close vicinity of the existing business The Synthesis phase where the impact of all the above elements are node. combined to provide a clear understanding of how the current Betty’s Bay No specific areas of densification. physical and functional features (urban and natural) respond towards Kleinmond The harbour Road corridor, Intensification of each other. This synthesis ultimately provides a clear and robust urban existing residential areas, The Heuningklip north assessment in a legible user friendly annotated plan and text format area. which forms the basis of the next phase. Fisherhaven The vacant areas south and east of the settlement. Strategy and Plan Phase: In this phase urban design Hawston The vacant areas north west and east of the proposals/interventions are made per demarcated geographical area settlement. to improve the efficiency (social, economic, convenience) of the Hermaus West area Various infill areas and intensification especially urban environs by using densification intervention and housing (Vermont, Onrus) along collector roads, The Habonim area. typologies that are sensitive to the existing character of the various Hermanus Central Various infill areas especially along collector specific areas and taking into account the civil service and community roads, Infill areas in vicinity of Zwelihle. facility requirements for each area. Hermanus East Intensification along main road, Vacant section east of Voëlklip. Stanford Vacant land southeast of Stanford.

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133 ______De Kelders Vacant portions of land between current town 6.4.2 Environmental Management Services (EMS) and R43 Provincial Road. Gansbaai Vacant portions surrounding town, Harbour Vision area. Kleinbaai area Vacant portions north and west of current town. The Environmental Management Services Section strives towards Pearly Beach Area between current Eluxolweni and Pearly sustainable environmental management by means of environmental Beach area. best practice. Accordingly, the section strives to coordinate, plan and manage all human activities in a defined environmental system to Further input will still be gained on the strategy through a planned accommodate the broadest possible range of sustainable short and Public Consultation process. The proposals will be made public using long term environmental, social and economic development posters and presentations to which all residents of the respective areas objectives. will have the opportunity to comment on these policy and intervention proposals. Mission

Only in the final phase, the plans will be revised/amended/refined, The mission of the section is to promote the use of sound environmental based on the stakeholders’ input, where after it will be finalised and management principles to ensure a healthy environment within the packaged for final submission to Council for their final approval. Overstrand Municipality.

Built Environment Support Program These principles constitute:

Currently Overstrand Municipality in conjunction with the Provincial • A sustainable balance between Environmental, Social and Administration is undertaking two studies eg. Housing Settlement Plan Economic Development; and Updating and Amendment of the Overstrand Spatial • Compliance with Legislative Requirements; Development Framework. These two projects will be completed during • The Precautionary Principle; 2010. • The Polluter Pays Principle; • Continual Improvement; As soon as these plans are approved it will become part of the • Shared responsibility towards Sustainable Development. Council’s IDP. The EMS Section has used the principles of Environmental Management to set the following objectives:

• To advise on environmental considerations in development

planning;

• To ensure that developmental activities respect and promote

human health, safety and well being;

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134 ______• To co-operate with other departments that pollution prevention • Facilitate & co-ordinate environmental education programmes and waste management measures are practised throughout in collaboration with Environmental Education NGO’s as the Municipality; necessary; • To promote the deployment of appropriate measures to guard • Liaise and engage with stakeholders concerning environmental against land degradation and biodiversity loss; matters. • To promote and regulate the responsible and effective utilization of natural resources; In addition to the above, this section will keep up to date with the latest • To conserve the Overstrand’s natural heritage; information regarding Global Warming and the expected impacts on • To adopt appropriate management, environmental our area. governance, auditing and reporting systems; • To promote public participation, education and empowerment At present the following impacts are expected: of communities. ƒ Rising sea level - 30cm over the next 50 years, with associated The Section has defined the following major goals to be achieved and impacts along the coast, tasks to be completed within the current IDP cycle: ƒ Less rainfall events resulting in a dryer climate, and ƒ More intense rainfall events resulting in more flooding and • Evaluate and comment on the environmental sustainability of stormwater management problems. Development Schemes as proposed by the various role players. This includes comments on Development Proposals, Town The section will advise Council on mitigation and adaptation measures Planning Applications, Building Plans and Infrastructure projects. related to global warming. Attention should be directed at strategies to promote economic growth without it being detrimental to the The section will also participate in programmes and campaigns related environment. to Global Warming presented by stakeholders and other organisations. • Effective management of Municipal Nature Reserves and Municipal Open Spaces; One such a programme is the “Making cities resilient” campaign • Develop and implement a corporate Environmental initiated by the United Nations International Strategy for Disaster Management System (EMS) that could ultimately be extended Reduction (UN/ISDR). The campaign flows from the “Hyogo Framework into an ISO 14001 accredited system. The EMS will identify for Action 2005-2015: Building the resilience of communities and nations environmental concerns and help orientate the various to disasters.” One of the elements of the programme is “Adaptation to management plans within different municipal departments Climate Change by Reducing Disaster Risk”. towards sustainable economic growth and protection of the natural environment within the guidelines of government. The Municipality has been involved with this programme since 2008 • Advise the Municipal Council and Municipal officials on and participated in the building of the world wide “Local Government Environmental matters Alliance for Disaster Risk Reduction (LGA/DRR)”. • Facilitate public participation in environmental programmes;

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