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New Integrated Development Plan

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New Integrated Development Plan THEEWATERSKLOOF MUNICIPALITY NEW INTEGRATED DEVELOPMENT PLAN FOR THE COUNCIL CYCLE 2006 – 2010/11 Compiled in 2006/07 by: Dr Joan Prins IDP Specialist TABLE OF CONTENTS PAGE FOREWORD: MAYOR 6 FOREWORD: MUNICIPAL MANAGER 7 EXECUTIVE SUMMARY 8 – 9 PREFACE: A NEW IDP FOR A NEW COUNCIL CYCLE 10 – 12 1. Theewaterskloof planning within the context of the broader national, provincial and district frameworks 13 – 17 1.1 The NSDP guidelines 13 – 15 1.2 Accelerated and Shared Growth Initiative of South Africa 15 – 16 1.3 Ikapa Elihlumayo guidelines and Provincial Growth and Development Strategy 16 – 17 1.4 Provincial Spatial Development Framework guidelines 17 1.5 Overberg District Response 17 1.6 Theewaterskloof Response 17 2. The current developmental situation in the Theewaterskloof Municipal Area 18 – 43 2.1 The people of Theewaterskloof: Demographic details 18 – 25 2.2 Development levels in Theewaterskloof 25 – 30 2.3 The well-being of households in the municipal area 30 – 43 3. The Theewaterskloof economic profile 44 – 51 4. How does Theewaterskloof move forward? Long term vision, mission, goals and accompanying strategies and projects 52 – 86 4.1 The Simon’s Town deliberations: Background 52 4.2 What about a long term vision and mission? 52 – 54 4.3 The Simon’s Town deliberations: Action with regard to destabilizing and disruptive historical aspects 54 – 55 4.4 The Simon’s Town deliberations: Action with regard to factors (threats) that could have a negative impact on the success of the Municipality 55 – 56 4.5 The Simon’s Town deliberations: Actions to positively and pro-actively respond to strengths, opportunities and positive aspects identified 57 – 58 2 4.6 Five critical success and performance factors: Identifying Overarching development goals and outcomes 58 – 64 4.7 Input received through IDP community participatory processes 64 – 69 4.8 Strategies and projects to reach the goals and objectives and answer to expressed community focus 69 – 86 5. Municipal transformation and organizational development 87 - 92 5.1 Legislative and policy background and municipal responsibility 87 – 91 5.2 Shared Services approach 91 – 92 5.3 Response to disasters 92 5.4 Fire Services 93 6. Sector alignment: Spatial Perspective 94 – 101 6.1 The municipal perspective within a district context 95 – 100 6.2 The Theewaterskloof perspective in relation to the Grabouw Sustainable Communities Project 101 7. Sector alignment: Basic service delivery and infrastructure development 102 – 119 7.1 Water and Sewerage Services 104 – 108 7.2 Roads, streets and storm water drainage 109 – 110 7.3 Refuse removal and solid waste disposal 111 7.4 Energy/Electricity 112 – 113 7.5 Transport networks 113 – 116 7.6 Housing and sustainable integrated human settlements 116 – 119 8. Sector alignment: Human Development 120 – 128 8.1 Legislative and policy background and municipal responsibility 120 – 122 8.2 Human Development Strategy 122 8.3 Early Childhood Development Strategy 123 8.4 Establishment of a healthy community 123 – 124 8.5 HIV/Aids Strategy 124 8.6 Focus on community care 125 8.7 Support of vulnerable groups 125 8.8 Municipal/Environmental Health 125 8.9 Youth Development Strategy 126 8.10 Human Rights Strategy 126 – 127 8.11 Cultural Heritage Strategy 127 – 128 8.12 Sports Strategy 128 3 9. Sector alignment: Economic Development 129 – 136 9.1 Legislative and policy background and municipal responsibility 129 – 130 9.2 Challenges, potential areas and strategic issues of/for the local economy 130 – 134 9.3 Adopting and implementing a LED Strategy 134 – 136 9.4 Funding regime 136 10. Sector alignment: Environmental Management 137 – 146 10.1 Legislative and policy background and municipal responsibility 137 – 138 10.2 Environmental analysis 138 – 140 10.3 Long term vision, mission, policy, strategies, programmes and projects 140 – 144 10.4 The structure to drive environmental management 144 – 145 10.5 Funding regime 145 – 146 11. Sector alignment: Crime Prevention 147 – 160 11.1 Legislative and policy background and municipal responsibility 147 11.2 Crime analysis 148 – 158 11.3 Response within a district context 158 – 159 11.4 The structure to drive local crime prevention 160 11.5 Funding regime 160 12. Good Governance: A focus on financial and corporate management 161 – 170 12.1 Municipal responsibility and response to Local Government Strategic Agenda, 2006 – 2011 161 12.2 Municipal financial viability and management 161 – 169 12.3 Good governance enhanced by corporate management 169 – 170 13. What progress was made up to now? 171 – 172 13.1 Progress with sector plans 171 13.2 Progress with IDP projects 171 – 172 14. The planning process and role players 173 – 180 14.1 The planning process 173 14.2 Structures for participation 173 – 175 14.3 Provincial/municipal interfaces 176 – 178 14.4 Existing institutions 178 14.5 Roles and responsibilities 179 – 180 4 ADDENDUM A: IDP and budget link, 2007/08 ADDENDUM B: IDP and MTEF link, 2008/09 to 2009/10 ADDENDUM C: Complete community input ADDENDUM D: Prioritization criteria 5 6 FOREWORD BY THE MAYOR Municipal Councils are legally obliged to compile Integrated Development Plans for their cycle of governance. However, an IDP often does not become more than a formality and a “must-have-plan” of which neither Council nor its administration takes any notice after completion. The Council of Theewaterskloof has committed itself to acknowledging that:- • An IDP forms the center piece and the driving engine of all local government processes, be that in the sphere of political decision making or in administrative management and execution • The process of integrated development planning should not stop at the formulation of an IDP – it should much rather become a method of operation, a “way of doing things” • An IDP should inform both the capital and operational budgets of Council • An IDP should set the targets and indicators for municipal performance management In committing themselves to the IDP of Theewaterskloof the new Council has thus decided that it is of the utmost importance that Council should apply its own mind and take the strategic lead in the planning process. Therefore Council held a workshop where they plotted the way forward for their Council cycle. The main elements of the so-called Simon’s Town Deliberations set the goals and objectives and form the direction setting guidelines for the development of strategies, programmes and projects in this IDP. Council has also committed itself not to regard Theewaterskloof as an island but rather to plan within the ambit of national, provincial and district parameters. Council has therefore adopted the guidelines set by various pieces of national and provincial policy and strategy, as well as the “picture of the Overberg” drawn by the district municipality. Lastly I am proud to say that for the first time in its IDP history the new IDP of Theewaterskloof now also contains a direct link to both the 2007/08 capital and operational budget, as well as to the 3-year Medium Term Expenditure Framework (MTEF) for capital and operational expenditure. Council is proud to call this IDP their own and by approving it, accepts it as the principle strategic guideline on which we will base our decisions and which we expect the administration of Theewaterskloof to implement with the same commitment and diligence. C B PUNT EXECUTIVE MAYOR FOREWORD BY THE MUNICIPAL MANAGER The IDP is indeed a constitutional document of the Theewaterskloof municipality. It spells out the wishes, needs and expectations of the people of the area in practical terms and captured the issues affecting people’s daily lives through the various community engagement processes of participative governance, facilitated by officials, that demonstrates the Theewaterskloof municipality’s commitment to developmental local government. The IDP provides a strategic vision of where the municipality will focus its resources and effort over the next five years. Its also provides a sense of the key thrusts of its activities. The IDP forms the basis for operational planning, institutional transformation and reconfiguration and financial and fiscal gearing. The IDP can be used as a tool to gauge level of accountability of the municipality and also as a mechanism to manage the performance of public officials. Ultimately, the IDP is a barometer that will measure service delivery to the people of the Theewaterskloof. I will use the IDP as a map to navigate the next five years and to lead the organization to the realization of the vision, mission and objectives of this municipality. I wish to thank Dr Joan Prins who facilitated the drafting of the IDP, the officials who assisted, the councilors who provided their input, the communities who participated and the various other stakeholders and interest groups whose valuable input made the drafting of the IDP of the Theewaterskloof an example of meaningful stakeholder participation in local government. H S D WALLACE MUNICIPAL MANAGER 8 EXECUTIVE SUMMARY This is a new IDP for a new Council Cycle and can be regarded as a trend-setting and guideline document for the period 2006 to 2010/11. The document clearly spells out what Council’s strategic objectives for the period of government will be and how the Theewaterskloof Municipality will embark on a process to delivery on these goals and objectives. It furthermore contains the outcomes of a thorough round of community participation and seeks to incorporate and align the needs of the communities with the strategic vision of Council. The IDP document revolves around Chapter 4, which is asking the question how the Theewaterskloof will move forward to realize and satisfy both Council and community objectives and then describes these goals and objectives and the accompanying strategies and projects that will underpin each.
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