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Theewaterskloof Municipality to a Competitive Developmental Local Authority”

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Theewaterskloof Municipality to a Competitive Developmental Local Authority” Theewaterskloof IDP REVIEW 2007/2008 FOR IMPLEMENTATION 2008/2009 VISION “Positioning and Transforming the Theewaterskloof Municipality to a Competitive Developmental Local Authority” ii FOREWORD BY MAYOR: ALDERMAN CB PUNT Theewaterskloof Municipal Area takes pleasure in being the largest Municipal area in the Overberg with forty four percent of the total population of the district residing in this area. This region is perceived to have the second highest growth rate and this growth come with all sorts of problems and challenges, which become the burden of government to solve. These challenges also impact on the performance of the municipality in service delivery. The municipal systems Act of 2000 compels municipalities to adopt Integrated Development Planning as a strategic tool that will guide the municipality in addressing service delivery. Theewaterskloof Municipality does not view its IDP process as a legislative compliance activity but as a means of holistically addressing community issues with the limited available resources (Financial and Human Capital). Last year Theewaterskloof Municipality adopted a baseline IDP which is meant to guide the strategic direction of the Council till the final year of its current term. This document is informed by detailed in-depth analysis and the identification of priority areas of intervention. In order for the Council to deliver on the findings of the in-depth analysis as setout in the Baseline IDP, Council had to make commitments that acknowledge that: o The IDP forms the centerpiece and driving engine of all local government process, be that in the sphere of political decision-making or in administrative management and execution. o The IDP is not just a planning tool, but a method of operation “a way of doing things”. o The Council has found it necessary for the IDP to inform both the capital and operation budgets of Council. o The IDP set targets and indicators for municipal performance. As mentioned above, the baseline IDP document was informed by comprehensive analysis, the informants if this first revised IDP is strategy development and implementation orientated. The latter task becomes intricate when other spheres and sectors of government are not devoted to the IDP process. I would like to take this opportunity to call on all sector departments to join forces with Theewaterskloof Municipality and its residents to fight Illiteracy, Unemployment, Crime, HIV/AIDS, Climate Change/Global Warming, Women and child abuse to in order to build a vibrant society with a growing economy and a healthy environment. iii When we successfully implement the planned programmes for the 2008/2009 financial year we will be contributing to the vision of this Municipality which is to “Positioning and Transforming the Theewaterskloof Municipality to a Competitive Developmental Local Authority” When we win at this level we will make Overberg a “Paradise at the southern most tip of Africa- a “Lekker” Region that works”, we will make the Western Cape a “better home for all its people” and South Africa “Alive with possibilities” ALDERMAN: CB PUNT EXECUTIVE MAYOR iv FOREWORD BY MUNICIPAL MANAGER: MR. HSD WALLACE A Strategic Framework was developed by Council during September 2007 which had to serve as a general guide in the review and updating of the so called second generation Integrated Development Plan adopted by Council during the early half of 2007. As a result of such an exercise the following strategic theme was adopted i.e. “To position and transform the Theewaterskloof Municipality to a Competitive Developmental Local Authority”. Twenty three Strategic Objectives were also adopted and prioritized. The most critical Strategic Objective and the one considered as the driver of our strategic Agenda is “To develop a clear LED strategy for each of the respective Towns that will inform the development of a corporate strategy of the TWK and that provides direction on Local Economic Development matters to not only the TWK Council and its Administration but also to its Stakeholders. A complete copy of the aforementioned Strategic Framework appears in the IDP document. We also this year restructured and prepared our Ward Committees to become much more active and influential in the analyses, identification and prioritization of the needs of their communities. They were supported and guided during such a process by the so called corporate departments and their respective Town Managers. Their analyses were presented to their Communities for a response and additions. The following needs were in the majority of the Wards the most predominant: 1) Housing 2) Infrastructure and Bulk Service related requirements i.e. caused by expanded demand, ageing, and finally developmental demands. 3) Poor communication and customer relations. 4) A need for more active support to the Agricultural Sector in its totality. 5) Solid Waste Management related issues. 6) Conditions of Water 7) Appearance of our Towns 8) Insufficient Economic Activity, unemployment and resultant social problems. The challenges and obstacles faced by the Municipality are: v 1) A reduced allocation from Central Government for our Housing Projects. 2) Insufficient support from Central Government in funding infrastructure and bulk service related expansions resulting from Housing Projects. 3) Unfunded mandates and more particularly in the case of Library Services. 4) A need for more creative revenue solutions for example our tariff structures and developmental contributions. Unless Municipalities become more Revenue focused it will soon be faced by a crisis similar to that of ESCOM. 5) ESCOM constraints placed on development and other contingency plans that need to be made in response to the Electricity crisis. 6) Implementing Integrated Sustainable Development solutions in Grabouw in particular 7) Improved inter-governmental relations, a greater responsiveness of provincial and central government budgets to the needs of our Communities. 8) Creating constructive and productive partnerships with key stakeholders. Although we have been successful in creating improved staff capacity during the past year and we have accordingly been more successful in fulfilling our Budget obligations, we still need to find complete solutions to our ageing fleet situation and in finding sufficient revenue and funding solutions. The IDP process and the IDP document has however succeeded in guiding the Administration in preparing and drafting longer term service, infra structure and budget proposals. Although we still have a long way to go before we will be able to relax and claim success, I remain positive and confident in the ability of the Theewaterskloof Municipality to serve its broader community with success. H S D WALLACE MUNICIPAL MANAGER vi Table of Content Section Page No Section 1: Background 1.1. Introduction………………………………………………………………………..….1 1.2. Legal Framework …………………………..……………………………………..…1 1.3. Review Context……………………………………………………………………....2 1.4. MEC’s Comment…………………………………………………………………..…3 1.5. IDP Review Timelines………………………………………………………...…….11 Section 2: Socio Economic Profile Demographics 2.1 Municipal area and Overview of towns…………………………………………...12 2.2 Demographics…………………………………………………………………….....17 2.3 Migration……………………………………………………………………………..18 2.4 Service Delivery…………………………………………………………………......19 2.5 Natural Environment………………………………………………………………...23 2.6 Economic Analysis………………………………………………………………..…23 2.7 Social Analysis…………………………………………………………………….....25 2.8 Governance and Transformation………………………………………………......28 2.9 Institutional Preparedness……………………………………………………….....29 2.10 IDP Budget Link……………………………………………………………………...31 2.11 Spatial Analysis………………………………………………………………………32 2.12 Performance Report…………………………………………………………………33 2.13 Sector Departments………………………………………………………………….34 2.14 Summary of Strengths, Weaknesses, Opportunities and Threat…....................44 Section 3: Section Three Strategic themes 3.1 Purpose and vision for the Theewaterskloof municipality as a competitive developmental local authority ……………………………………………………….48 3.2 Stakeholders that Theewaterskloof needs to manage in order to transform itself successfully to a competitive developmental local authority……………………48 3.3 Functions and the role the Theewaterskloof has to perform in order to become and remain a competitive developmental local authority…………………………50 3.4 Values and Principles in terms of which Theewaterskloof Municipality needs to function and operate as a competitive developmental local authority…………..51 3.5 Deliverables and KPA’s in terms of which the Theewaterskloof Municipality transformational progress need to be monitored…………………………………..52 3.6 Risks and Obstacles that Theewaterskloof Municipality needs to address and overcome during the process of transformation…………………………………..53 3.7 The Opportunities and Strengths the Theewaterskloof Municipality needs to respond to in order to optimize its potential and in its attempts to overcome the stated risks and obstacles……………………………………………………………54 Section 4: Projects 4.1 Proposed projects for the development of Theewaterskloof……………….…..58 4.2 Capital Projects 2008/2009…………………………………………………….…..62 4.3 Some Focus Areas………………………………………………………………….65 4.4 Two year capital budget projections 2010 - 2011……………………………..…75 Section 5: Integration Sector Plans ………………………………………………………..85 Section 6: Adoption ………………………………... ……………………………………88 vii SECTION 1: BACKGROUND 1.1. Introduction When Theewaterskloof Municipality developed this revised IDP it did not want to
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