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Cederberg-IDP May 2020 – Review 2020-2021

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Cederberg-IDP May 2020 – Review 2020-2021 THIRD REVIEW: 2020/2021 MAY 2020 SECTIONS REVISED THIRD REVISION TO THE FOURTH GENERATION IDP ................... 0 3.8. INTERGOVERNMENTAL RELATIONS ................................. 67 FOREWORD BY THE EXECUTIVE MAYOR.................................. 2 3.9. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) ...... 68 ACKNOWLEDGEMENT FROM THE MUNICIPAL MANAGER AND IMPORTANT MESSAGE ABOUT COVID-19 ................................. 4 CHAPTER 4: STRATEGIC OBJECTIVES AND PROJECT ALIGNMENT .. 71 EXECUTIVE SUMMARY ....................................................... 5 4.1 IMPROVE AND SUSTAIN BASIC SERVICE DELIVERY AND CHAPTER I: STATEMENT OF INTENT ...................................... 9 INFRASTRUCTURE .................................................... 73 1.1. INTRODUCTION ......................................................... 9 A. Water B. Electricity 1.2. THE FOURTH (4TH) GENERATION IDP .............................. 10 C. Sanitation D. Refuse removal / waste management 1.3. THE IDP AND AREA PLANS ........................................... 11 E. Roads F. Comprehensive Integrated Municipal Infrastructure Plan 1.4. POLICY AND LEGISLATIVE CONTEXT ................................ 11 G. Stormwater H. Integrated Infrastructure Asset Management Plan 1.5. STRATEGIC FRAMEWORK OF THE IDP .............................. 13 I. Municipal Infrastructure Growth Plan 1.6. VISION, MISSION, VALUES ............................................ 14 4.2 FINANCIAL VIABILITY AND ECONOMICALLY SUSTAINABILITY .... 87 1.7. STRATEGIC OBJECTIVES ............................................. 15 4.3 GOOD GOVERNANCE, COMMUNITY DEVELOPMENT & PUBLIC PARTICIPATION ....................................................... 88 1.8. ALIGNMENT WITH INTERNATIONAL, NATIONAL AND PROVINCIAL POLICY DIRECTIVES .................................... 15 A. Mechanisms and processes of public participation B. Communication 1.9. STRATEGIC ALIGNMENT .............................................. 22 4.4 FACILITATE, EXPAND AND NURTURE SUSTAINABLE ECONOMIC 1.10. IDP AND BUDGET PROCESS .......................................... 23 GROWTH AND ERADICATE POVERTY ............................... 96 1.11 FEEDBACK FROM PARTICIPATION PROCESS: APRIL/MAY 2020 .. 33 A. Local economic development CHAPTER 2: LOCAL DEVELOPMENT CONTEXT ......................... 36 B. Tourism C. Agriculture D Commonage 2.1. SWOT ANALYSIS ....................................................... 36 E. Expanded Public Works Programme F. Community Works Programme 2.2. SPATIAL ANALYSIS AND WARD DELINEATION ...................... 36 G. Comprehensive Rural Development Programme 2.3. NATURAL ENVIRONMENT............................................. 41 4.5 ENABLE A RESILIENT, SUSTAINABLE, QUALITY AND INCLUSIVE 2.4. MUNICIPAL SERVICE DELIVERY AND INFRASTRUCTURE ........... 42 LIVING ENVIRONMENT AND HUMAN SETTLEMENTS .............. 118 2.5. DEMOGRAPHIC PROFILE .............................................. 42 A. Spatial Development Framework B. Housing 2.6. ECONOMIC PROFILE .................................................. 45 4.6 FACILITATE SOCIAL COHESION, SAFE AND HEALTHY 2.7. SOCIO-ECONOMIC PROFILE .......................................... 50 COMMUNITIES ........................................................ 131 2.8. WESTERN CAPE JOINT PLANNING INITIATIVES .................... 60 A. Community safety CHAPTER 3: MUNICIPALITY AS INSTITUTION ........................... 61 B. Disaster management C. Traffic services 3.1. POLITICAL STRUCTURE .............................................. 61 D. Law enforcement services E. Cultural Affairs and Sport 3.2. EXECUTIVE MANAGEMENT TEAM .................................... 62 F. Cemeteries G. Libraries 3.3. THE ORGANISATIONAL DESIGN PROJECT .......................... 63 H. Thusong service centres I. Air quality management plan 3.4. PROCESS TO FILL FUNDED VACANT POSITIONS ................... 63 J. Coastal management K. Climate change 3.5. MUNICIPAL WORKFORCE ............................................. 63 4.7 DEVELOPMENT AND TRANSFORMATION OF THE INSTITUTION 3.6. SKILLS DEVELOPMENT ................................................ 65 TO PROVIDE A PEOPLE-CENTERED HUMAN RESOURCES AND 3.7. MUNICIPAL ADMINISTRATIVE AND INSTITUTIONAL CAPACITY ... 66 ADMINISTRATIVE SERVICE TO CITIZENS, STAFF AND COUNCIL 1 SECTIONS REVISED ................................................................. 154 6.2 STATUS OF CEDERBERG MUNICIPALITY’S PERFORMANCE MANAGEMENT SYSTEM .............................................. 181 CHAPTER 5: MUNICIPAL FINANCES ..................................... 155 6.3 KEY PERFORMANCE INDICATORS ................................... 183 5.1 MUNICIPAL BUDGET OVERVIEW .................................... 155 6.4 THE SDBIP CONCEPT: A PRACTICAL PERSPECTIVE ............... 183 5.2 FINANCIAL STRATEGY ............................................... 155 6.5 PERFORMANCE REPORTING ......................................... 184 5.3 FINANCIAL POLICY ................................................... 157 6.6 RISK MANAGEMENT .................................................. 185 5.4 FINANCIAL STRATEGIC APPROACH................................. 159 6.7 FIVE-YEAR MUNICIPAL SCORECARED .............................. 187 5.5 FINANCIAL SUMMARY ON 2019/20 MTREF BUDGET .............. 160 CONCLUSION ............................................................... 203 5.6 OPERATING EXPENDITURE FRAMEWORK .......................... 164 LIST OF TABLES ............................................................. 204 5.7 SERVICE DELIVERY EXPENDITURE .................................. 165 LIST OF MAPS ................................................................ 205 5.8 CAPITAL EXPENDITURE .............................................. 165 LIST OF GRAPHS ............................................................ 206 5.9 TARIFFS ............................................................... 168 LIST OF FIGURES ............................................................ 206 CHAPTER 6: PERFORMANCE MANAGEMENT .......................... 180 6.1 PERFORMANCE MANAGEMENT OVERVIEW ........................ 180 2 Foreword by the Executive Mayor This Integrated Development Plan (IDP) is a municipality-driven strategic plan that documents and guides the municipality-wide operations of the Cederberg Municipality and those of other spheres of government. With this document, the Municipality completed the third annual review of the IDP (2017-2022) as lead informant in preparing the 2020/2021 municipal budget. Thus, this review of the 5-year IDP, to be adopted by Council in May 2020, guides, in particular, the workings of the Cederberg Municipality over the next few years in effecting the following vision. “Cederberg municipality, your future of good governance, service excellence, opportunities and a better life” As part of the review process, the Municipality assisted communities in identifying challenges and prioritising needs. In addressing these, the Municipality acknowledges the imperative to carefully develop and implement relevant projects by considering available human and capital resources. Another imperative is to facilitate, as far as possible, a response to those needs outside the local government mandate from the other spheres of government. We also conducted stakeholder and public consultation to report on the implementation of programmes and on projects completed. Councillor Nosiphiwo Qunta Executive Mayor 3 Acknowledgement from the Municipal Manager The success of integrated development planning lies in moving away from an agenda dominated by service delivery to having a developmental perspective and to think systematically. This requires a better understanding of the local development context and the financial, economic and social consequences of decision making by Government. We acknowledge that the scope of municipal decision making is limited by the scarcity of resources and the constraints of climate change, e.g. the current drought. We used these realities to prioritise spending. We also adopted an approach to qualitatively and quantitatively assess (and report on) the local development context to (1) ensure appropriate responses to the needs of our communities and to (2) achieve the set vision. This assessment is documented in Chapter 2 and underpins the strategic approach that follows in Chapters 3 to 6, i.e. setting objectives, formulating programmes and projects, budget allocation and measuring performance. I wish to thank each community member who participated in the planning process. I am sure that by attending you have gained insight in the workings of your Municipality and met the responsible officials. Please do continue to participate in the process by, for example, also contacting your ward councillor. I would also like to thank each municipal official that contributed to the consultation processes and to preparing this document; and to each councillor for guidance and inputs received. This is to also remind ourselves that integrated development planning never ends and demands total commitment from all municipal officials all the time. Henry Slimmert (Acting) Municipal Manager IMPORTANT MESSAGE ABOUT COVID-19 Coronavirus disease (COVID-19) is a new strain that was discovered in 2019 and has not been previously identified in humans.1 The disease can spread from person to person. Please keep informed about the virus and follow the advice of health authorities. For example, prevent infection spread through (1) regular and thorough hand-washing and good respiratory hygiene and (2) keeping
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