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IDP OB Overstrand 2007 bbbbbb IINNTTEEGGRRAATTEEDD DDEEVV EELLOOPPMMEENNTT PPLLAANN 2007/8 – 2011/12 Compiled iin terms of the Locall Government: Muniiciipall Systems Act, 2000 (Act 32 of 2000) TABLE OF CONTENTS Page 1 Page Preface 1 Vision, Mission and Strategic Priorities 2 Foreword 3 1. INTRODUCTION AND BACKGROUND Integrated Development Plan 5 Integrated development process 5 Second generation IDP 6 Service Delivery and Budget Implementation Plan (SDBIP) 6 2. CURRENT REALITY Introduction 7 Geographical Consideration 8 Population Growth 8 Economic Growth 10 Human Development 11 Socio Economic Profile 13 Council’s contribution towards the eradication of poverty/unemployment 14 Council’s contribution towards Social development/upliftment 16 Well being of households 17 2.2 Organisational analysis 21 2.2.1 Structures of municipality 21 2.3 Analysis of the status quo on service levels 23 2.3.1 Basic Services 24 2.3.2 Transformation and Institutional Capacity 37 2.3.3 Good Governance 40 2.3.4 Municipal Financial Viability 42 2.3.5 Local Economic Development 43 3. FUNCTIONAL ANALYSIS 3.1 Linkage of functional area/services with strategic objective/priorities 44 3.2 Description of functional areas 44 4. LOCAL ECONOMIC DEVELOPMENT 4.1 Situational analysis of economic growth 63 4.2 Overstrand development perspective 64 4.3 Long term growth and development 64 4.4 Local Economic Development Strategy 65 4.5 The key priority areas of stakeholders 66 4.6 Proposed interventions to propel LED 67 4.7 Special projects/partnerships 73 Integrated Development Plan 2007/8 – 2011/12 5. IDP PLANNING WITHIN THE BROADER NATIONAL AND PROVINCIAL CONTEXT 5.1.1 Strategic Alignment 76 5.1.2 Integration of provincial and local strategies 77 5.1.3 Participation in National and Provincial Programmes 79 5.1.4 Overstrand’s reaction to National and Provincial guidelines for growth and development 80 5.1.5 LGMTEC one-on-one engagements 86 6. SECTORAL PLANS 6.1 Housing Services 90 6.1.1 5 Year Housing Delivery Plan 6.2 Community Safety 6.2.1 Disaster Management Plan 94 6.3 Sustainable Municipal Services 6.3.1 Water Services Development Plan 93 6.3.2 Integrated Transport Plan (Overberg District Plan) 97 6.3.3 Pavement Management System Plan 98 6.3.4 5 Year Infrastructure Plan 99 6.4 Management of Resources 6.4.1 Spatial Development Plan 106 Page 1 Preface THE 8 PRINCIPLES OF BATHO PELE • CONSULTATION - The public should be consulted about the level and quality of the services they receive from us and, wherever possible, should be given a choice about the services that are offered • SERVICE STANDARDS - The public should be told what level and quality of public services they will receive so that they are aware of what they can expect from us. • COURTESY - The public should always be treated with courtesy and consideration. • ACCESS - All members of the public should have equal access tothe services they are entitled to. • INFORMATION - The public should be given full, accurate information about the public services they are entitled to receive. • OPENNESS AND TRANSPARENCY - The public should be told how national departments and provincial administrations are run, how much they cost, and whois in charge. • REDRESS - If the promised standard of service is not delivered, the public should be offered an apology, a full explanation, and a speedy and effective remedy; and when complaints are made, the public should receive a sympathetic and positive response. • VALUE FOR MONEY - Public services should be provided economically and efficiently, in order togive the public the best possible value for money. Integrated Development Plan 2007/8 – 2011/12 Page 2 The following vision, mission and strategic priorities were formulated in November 2006 following a series of workshops between councillors, officials and the communities Our Vision To be a centre of excellence for the community Om vir die gemeenskap ‘n sentrum van uitnemendheid te wees Kukuba liziko elibalaseleyo eluntwini Our mission is to deliver optimal services in support of sustainable economic, social and environmental goals Ons missie is 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 Strategic Objectives The following strategic objectives will form the basis of our new IDP cycle: 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 Die volgende strategiese prioriteite sal die basis vorm vir ons nuwe GOP siklus Daarstelling van ‘n demokratiese en verantwoordbare regeerfunksie Voorsiening en instandhouding van munisipale dienste Bestuur en bewaring van die natuurlike omgewing Skepping en instandhouding van ‘n veilige en gesonde omgewing Bevordering van toerisme, ekonomiese en landelike ontwikkeling Ezizicwangciso eziphambili zilandelayo zizakubasisiseko seSicwangciso Sophuhliso Oludibeneyo elitsha (IDP) Ukubonelela ngolawulo lwedemokhrasi nolunenkathalo Ukubonelela ngeenkonzo zikamasipala nokuzigcina zilungile Ukulawula nokulondoloza indalo Ukudala nokugcina indawo ekhuselekileyo nenempilo Ukukhuthaza uphuhliso lokhenketho, uqoqosho nophuhliso lwasemaphandleni Integrated Development Plan 2007/8 – 2011/12 Page 3 Foreword by the Executive Mayor An Integrated Development Plan (IDP) is a key document in the life of a municipality. It seeks to guide both its residents and staff and to clearly set out the strategic direction of the council and how it will allocate its limited resources. INTERGOVERNMENTAL RELATIONS (IGR) Local Government is also entitled to an equitable share of national revenue, including transfers to allow people to receive a minimum basket of free basic services such as water and electricity. In addition, there are capital transfers made to local government for example, via the Municipal Infrastructure Grant (MIG). The equitable share is unconditional: provinces and local government can spend it as they need, within national guidelines, plans and priorities, while the conditional grants require specific monitoring provisions, specifications relating to the purpose for which the grants are to be used and timelines for implementation. The Municipal Finance Management Act, 2003 spells out the necessary interaction between the three spheres and the need for assistance and capacity-building. It regulates the timing of intergovernmental grants to assist municipalities in preparing multi-year budgeting. THE INTEGRATED DEVELOPMENT PLANNING PROCESS The IDP process is a good example of IGR in practice, because the IDP is a government-wide expression of development commitments aligned to a number of national and regional objectives. A local IDP is a strategic planning tool. A credible IDP requires skills and capacity. The ability to manage its implementation intergovernmentally is a mutual challenge across all spheres. This is the core of the challenge of co-operative governance and finds strategic expression in the work of the IGR Forums. INTER GOVERNMENTAL RELATIONS AND STAKEHOLDER RELATIONSHIPS Intergovernmental relations promote relationships with a wide range of stakeholders, through multi-sphere dialogue. This includes liaison with local government, provinces, sector departments and other state and non-state actors to promote service delivery, economic growth and social upliftment. For example, the IDP focuses on development outcomes and a particular geographical space. These outcomes must be socio-economically and environmentally sustainable, and also be supported by appropriate institutional arrangements. Forceful partnerships and Integrated Development Plan 2007/8 – 2011/12 Page 4 networks of organisations in a district or regional space economy will also support and maximise its development potential. ECONOMIC PARTNERSHIPS Creating strong stakeholder partnerships with the private sector can facilitate growth and investment opportunities. Such partnerships are vested in mutual interests, so a common understanding of the space economy between stakeholders is essential. A credible IDP must reflect economic development choices that are based on joint and strategic analysis of the National Spatial Development Plan (NSDP), the Local Economic Development (LED) Plan, the Spatial Development Framework (SDF), the Land Use Management Plan and the broader economic growth objectives of government as reflected in the Accelerated and Shared Growth Initiative of South Africa (ASGISA) and Medium Term Strategic Framework (MTSF) policies. Om enige munisipaliteit te laat werk is dit noodsaaklik dat daar so wyd as moontlik met alle rolspelers geskakel moet word deur wykskomitees, organisasies en belangegroepe sodat die werklike behoeftes van ons mense bepaal kan word. Die diversiteit van ons gemeenskap en die kwesbaarheid en bewaring van ons natuurlike hulpbronne, tesame met ‘n helder en duidelike visie wat deur sterk leierskap en effektiewe bestuur onderskraag word, moet die basis wees van die strategie om die toekoms binne te gaan. My opregte dank aan al die Raadslede, wykskomitees, belangegroepe en individue vir hulle insette in die GOP wat ter tafel gele word. Besondere dank aan Me Desiree Arrison vir haar entoesiasme waarmee sy werk, asook aan al die personeel vir hulle harde werk I trust that this IDP will
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