2015/16 INTEGRATED DEVELOPMENT PLAN Third review of the third GENERATION IDP (2012-17) as prescribed by Section 34 of the Municipal Systems Act (2000) DRAFT DRAFT CONTENTS FOREWORD BY THE EXECUTIVE MAYOR 7 OVERVIEW BY THE MUNICIPAL MANAGER 8 LIST OF ABBREVIATIONS 9 IDP AND DOCUMENT STRUCTURE 10 CHAPTER ONE: EXECUTIVE SUMMARY 11 1.1. INTRODUCTION 11 1.2. THE STELLENBOSCH MUNICIPALITY AT A GLANCE 11 1.3. STRATEGIC FRAMEWORK OF THE IDP 12 1.4 THE ROLE AND PURPOSE OF THE IDP 15 1.5 REVISING THE 2012-17 IDP FOR 2013-14 15 1.6. THE HIGH LEVEL PREPARATION PROCESS FOR THE IDP REVISION 18 CHAPTER TWO: THE STATE OF THE GREATER STELLENBOSCH AREA 19 2.1. DEMOGRAPHIC PROFILE 19 2.2. LABOUR PROFILE 23 2.3. HOUSEHOLD PROFILE 24 2.4. ECONOMIC PROFILE 28 2.5. SAFETY AND SECURITY PROFILE 29 2.6. WESTERN CAPE GOVERNMENT MUNICIPAL ECONOMIC REVIEW AND OUTLOOK 2014 (MERO 2014) CHAPTER THREE: GOVERNANCE AND INSTITUTIONAL DEVELOPMENT 31 3.1. POLITICAL REPRESENTATION AND GOVERNMENT STRUCTURES 31 3.2. REPRESENTATIVE FORUMS 35 3.3. THE ADMINISTRATION 36 3.4. PUBLIC ACCOUNTABILITY 39 3.5. CORPORATE GOVERNANCE 39 3.6. WARD COMMITTEES 40 3.7. INTER-GOVERNMENTAL RELATIONS WORK 41 3.8. PARTNERSHIPS DRAFT 42 3.9. SERVICE DELIVERY ACHIEVEMENTS 44 CHAPTER FOUR: STRATEGIC POLICY CONTEXT 46 4.1. GLOBAL DEVELOPMENT POLICY DIRECTION 46 4.2. NATIONAL POLICY DIRECTION 49 4.3. PROVINCIAL POLICY DIRECTION 49 4.4. FUNCTIONAL REGION AND DISTRICT POLICY DIRECTION 50 CONTENTS CHAPTER FIVE: PUBLIC EXPRESSION OF NEED 53 5.1. EFFECTIVE COMMUNITY PARTICIPATION 53 5.2. MUNICIPALITY WIDE ISSUES 54 5.3. WARD BASED DEVELOPMENT PLANS 54 5.4. NEIGHBORHOOD DEVELOPMENT PLANNING 55 CHAPTER SIX: SECTOR PLANNING 65 6.1. SPATIAL DEVELOPMENT FRAMEWORK 65 6.2. INTEGRATED ZONING SCHEME 74 6.3. HERITAGE LANDSCAPE PLAN 74 6.4. INTEGRATED HUMAN SETTLEMENTS PLAN 74 6.5. COMPREHENSIVE INTEGRATED TRANSPORT PLAN 76 6.6. INTEGRATED WASTE MANAGEMENT PLAN 79 6.7. ELECTRICAL MASTER PLAN 80 6.8. WATER SERVICES DEVELOPMENT PLAN 80 6.9. LONGTERM WATER CONSERVATION AND WATER DEMAND STRATEGY 83 6.10 DISASTER MANAGEMENT PLAN 84 6.11. LOCAL ECONOMIC DEVELOPMENT STRATEGY 84 6.12. AIR QUALITY MANAGEMENT PLAN (AQMP) FOR STELLENBOSCH MUNICIPALITY 86 6.13. THE COMMUNITY DEVELOPMENT STRATEGY 87 6.14. THE RELATIONSHIP BETWEEN SECTOR PLANS 97 CHAPTER SEVEN: REFLECTION, CHALLENGES AND OPPORTUNITIES 89 7.1. REFLECTION 92 7.2. A SUMMARY OF CHALLENGES AND OPPORTUNITIES 100 CHAPTER EIGHT: STRATEGY AND PRACTICE 133 8.1. RETHINKING THE WAY AHEADDRAFT AND CURRENT PRACTICE 133 8.2. VISION 135 8.3. MISSION 136 8.4. VALUES 136 8.5. OVERARCHING STRATEGY 136 8.6. CORE PRINCIPLES IN EXECUTING STRATEGY 138 CHAPTER NINE: STRATEGY UNPACKED 142 9.1. STRATEGIC FOCUS AREA 1: PREFERRED INVESTMENT DESTINATION 142 9.2. STRATEGIC FOCUS AREA 2: GREENEST MUNICIPALITY 144 9.3. STRATEGIC FOCUS AREA 3: SAFEST VALLEY 146 9.4. STRATEGIC FOCUS AREA 4: DIGNIFIED LIVING 147 9.5. STRATEGIC FOCUS AREA 5: GOOD GOVERNANCE AND COMPLIANCE 149 CONTENTS CHAPTER TEN: FINANCIAL PLAN 151 10.1. INTRODUCTION 155 10.2. CAPITAL AND OPERATING BUDGET ESTIMATES 155 10.3. FINANCIAL MANAGEMENT ARRANGEMENTS 158 10.4. FINANCIAL STRATEGIES AND PROGRAMMES 160 10.5. MEDIUM-TERM CAPITAL EXPENDITURE PER STRATEGIC GOAL 161 10.6. MEDIUM-TERM OPERATIONAL EXPENDITURE PER STRATEGIC GOAL 162 10.7. MEDIUM-TERM OPERATIONAL REVENUE PER STRATEGIC GOAL 162 CHAPTER ELEVEN: IDP IMPLEMENTATION, MONITORING AND REVIEW 183 11.1. DETAILED SERVICE DELIVERY PLANS 183 11.2. PROJECT PRIORITISATION 186 11.3. HIGH-LEVEL KPI’S AND TARGETS FOR 2015/16 186 APPENDIX 1: SOCIO-ECONOMICPROFILES OF EACH WARD 189 APPENDIX 2: COMMUNITY INPUT 212 APPENDIX 3: MUNICIPAL SCORECARD FOR 2015/16 224 APPENDIX 4: KEY CONTACT INFORMATION 232 TABLE 1: COMMENTS BY THE MEC OF LOCAL GOVERNMENT 17 TABLE 2: PREPARATION FOR THE REVISION OF THE 3RD GENERATION IDP 18 TABLE 3: POPULATION BY GENDER 19 TABLE 4: POPULATION DISTRIBUTION (2011) 20 TABLE 5: POPULATION DISTRIBUTION CWDM AND WESTERN CAPE 20 TABLE 6: LABOUR PROFILE 23 TABLE 7: COUNCIL POLITICAL REPRESENTATION 34 TABLE 8: WARD COUNCILLORS & PROPORTIONAL COUNCILLORS 35 TABLE 9: EXECUTIVE MAYORALDRAFT COMMITTEE 36 TABLE 10: PORTFOLIO COMMITTEES AND CHAIRPERSONS 38 TABLE 11: LOCAL LABOUR FORUM 39 TABLE 12: THE ADMINISTRATION 39 TABLE 13: MEMBERS OF THE AUDIT COMMITTEE 43 TABLE 14: KEY PARTNERSHIPS 45 TABLE 15: HORIZONTAL ALIGNMENT MATRIX 55 TABLE 16: WARD PRIORITIES 58 TABLE 17: PLENARY FEEDBACK PER FOCUS GROUP 66 TABLE 18: SUMMARY OF PARTICIPANT INPUT 71 CONTENTS TABLE 19: BROAD SETTLEMENTS PROPOSAL 89 TABLE 20: THE RELATIONSHIP BETWEEN SECTOR PLANS MATRIX 128 TABLE 21: STRENGTHS, WEAKNESSES AND OPPORTUNITIES 133 TABLE 22: OPERATING BUDGET ESTIMATES 156 TABLE 23: CAPITAL BUDGET ESTIMATES 157 TABLE 24: MANAGEMENT ARRANGEMENTS 158 TABLE 25: KEY STRATEGIES 160 TABLE 26: CAPITAL EXPENDITURE PER STRATEGIC FOCUS AREA 161 TABLE 27: OPERATIONAL EXPENDITURE PER STRATEGIC FOCUS AREA 162 TABLE 28: OPERATIONAL REVENUE PER STRATEGIC FOCUS AREA 162 TABLE 29: CAPITAL BUDGET 163 FIGURE 1: OUR OVERARCHING STRATEGY 13 FIGURE 2: MAP OF GREATER STELLENBOSCH WCO24 14 FIGURE 3: STELLENBOSCH POPULATION GROWTH RATE 21 FIGURE 4: STELLENBOSCH AGE PROFILE (2011) 22 FIGURE 5: EDUCATION LEVELS 22 FIGURE 6: UNEMPLOYMENT RATE 23 FIGURE 7: NUMBER OF HOUSEHOLDS BY INCOME CATEGORY 2011 24 FIGURE 8: DISTRIBUTION OF HOUSEHOLDS IN WCO24 BY ENERGY 25 FIGURE 9: DISTRIBUTION OF HOUSEHOLDS BY REFUSE DISPOSAL 26 FIGURE 10: DISTRIBUTION OF HOUSEHLDS IN STELLENBOSCH MUNICIPAL AREA HAVING TOILETS 27 FIGURE 11: STELLENBOSCH GDP-R GROWTH 28 FIGURE 12: ECONOMIC PROFILE, STELLENBOSCH LOCAL MUNICIPALITY 28 FIGURE 13: CRIME: DRUG RELATED CRIME 30 FIGURE 14: NON-METRO MUNICIPALITIESRANCKED ACCORDING TO GROWTH SIZE (2001 – 2011) 31 FIGURE 15: GDPR CONTRIBUTION PER MUNICIPALITY 32 FIGURE 16: GDPR PER CAPITADRAFT – CONSTANT 2005 PRICES 33 FIGURE 17: CAPE WINELANDS DISTRICT GINI-COEFFICIENT (2001 – 2011) 33 FIGURE 18: EXECUTIVE MAYORAL COMMITTEE 37 FIGURE 14: MACRO-STRUCTURE 41 FIGURE 15: HIGH-LEVELSETTLEMENT HIERARCHY AND ROUTE HIERARCHY INVESTMENT 88 FIGURE 16: THE STELLENBOSCH MUNICIPALITY SDF 92 FIGURE 17: DISPERSED HOUSING OPPORTUNITY IN DIFFERENT TOWNS & VILLAGES 95 FIGURE 18: UNRESTRICTED VS WATER CONSERVATION & DEMAND MANAGEMENT GROWTH IN 103 DEMAND FIGURE 19: OVERARCHING STRATEGY 138 FIGURE 20: THE COMPONENTS OF THE MUNICIPLAITY 141 FIGURE 21: THE DIFFERENT INVESTMENT NEEDS OF SETTLEMENTS 143 FIGURE 23: CAPITAL EXPENDITURE PER SFA 161 FOREWORD BY THE EXECUTIVE MAYOR Stellenbosch is one of the most unequal societies in South Africa, if not the most. It is therefore incumbent upon us to display extraordinary efforts to secure a greater economic and social balance amongst our citizens. In order to achieve this, it cannot be business as usual. We have to be bold in the goals we set and steps we take. We have to be innovative. In line with these huge challenges our vision for the Greater Stellenbosch is: x To be the Innovation Capital of South Africa – nothing less. The technological and academic innovation and business acumen have been a hall mark over the years. What we need to add as an important driving force, is social innovation - creating momentum for the social and socio-economic needs of the thousands of impoverished, jobless and homeless citizens in our valley. The IDP as a management tool of local government is the instrument of our delivery plan. It is a delivery process that should at all times involve a high level of public participation- and this is precisely what we’ve been doing through public meetings and other means. Our services are captured in the five strategic objectives of our municipality: 1. Striving to make Stellenbosch the preferred destination for investment and entrepreneurship translate into jobs and prosperity. 2. Establishing the greenest municipality which will not only make Stellenbosch attractive for visitors and tourists, but will also provide a desirable environment for new industries and create “green” jobs. 3. Ensuring a dignified living for all Stellenbosch citizens, providing – acceptable living conditions, sanitation and clean drinking water. 4. Creating a safer StellenboschDRAFT valley, where civic pride and responsibility will replace crime and destructive behaviour. 5. Entrenching good governance, which implies compliance with and adherence to mandatory policies and procedures. This is the hall mark of a well-run municipality. Striving to make some of these bold goals, we will try and achieve these on our own. For others we will have to depend on willing partners. We will set spectacular goals, even at the risk of failing spectacularly! This is the nature of the challenges we face and we have to rise to the occasion to deliver against all odds! Conrad Sidego Executive Mayor 7 OVERVIEW BY THE MUNICIPAL MANAGER Integrated development planning (IDP) is critical for sustainable development within municipalities. The IDP process is designed to be consultative and inclusive so that the diverse needs of the whole community, as well as various sectors are considered. In compiling the IDP, municipalities have to confront difficult choices on issues such as the delivery of basic services to everyone while providing a safe, enabling environment which is dignified with many economic development opportunities. IDPs, however, are intended not only to inform the political and administrative leadership, but also to guide the activities of the non-governmental organisations, the private sector and other spheres of government within the municipal area. The economic environment in the district, province, country and the world should also be considered. There is much to be proud of since the formation of a unitary Stellenbosch Municipality some ten years ago – bringing together previously separate administrations. Yet, serious shortcomings in policy and standards development exist - challenges which, if not addressed, threaten the sustainability of the municipality. The major challenge of the high percentage of our residents who are without jobs, need a focused intervention which the IDP must also address.