Integrated Development Plan 2012- 2017
“ A Place of Excellence”
INTEGRATED DEVELOPMENT PLAN (IDP) 2012-2017
1st Draft: March 2012
Prepared by: Drakenstein Municipality Civic Centre, Bergriver Boulevard P.O. Box 1, PAARL, 7622, Western Cape, South Africa Tel: +27 21 807 4500/ 6219 Email: [email protected]
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TABLE OF CONTENTS
FOREWORD BY THE EXECUTIVE MAYOR ...... 8 FOREWORD BY THE MUNICIPAL MANAGER ...... 9
CHAPTER 1: INTRODUCTION & OVERVIEW...... 10 1.1 Background ...... 10 1.2 Policy and Legislative Framework ...... 10 1.3 The Organisation ...... 12 1.3.1 Current Local Political Dispensation ...... 12 1.3.2 The Municipal Council ...... 12 1.3.3 The Executive Mayor ...... 13 1.3.4 The Executive Mayoral Committee (MayCo) ...... 13 1.3.5 Councillors ...... 15 1.4 The Administration ...... 17 1.5 The Integrated Development Plan (IDP)...... 18 1.5.1 Purpose of the IDP ...... 18 1.5.2 Five Year Cycle of the IDP...... 20 1.5.3 IDP (Annual) Review Process ...... 21 1.5.6 The IDP and Ward Development Plans (WDP) ...... 25
CHAPTER 2: PROFILE OF DRAKENSTEIN ...... 30 2.1 Population ...... 30 2.2 Age and Gender Distribution ...... 30 2.3 Racial groups ...... 31 2.4 Drakenstein Learners enrollment numbers in 2007 to 2010 ...... 33 2.5 Access to Health Facilities ...... 34 2.6 Burden of Disease in Cape Winelands District ...... 35 2.7 Crime ...... 37 2.8 Social Grants per Category ...... 37 2.9 Skills Profile of Labour Force ...... 39 2.10 Income levels ...... 39 2.11 Unemployment Rate by Gender ...... 40 2.12 Economy ...... 42 2.13 Basic Services ...... 43
CHAPTER 3: DEVELOPMENT STRATEGY ...... 47 3.1 Vision ...... 47 3.1.1 Definition of a vision: ...... 47 3.1.2 Drakenstein Municipality’s Vision: ...... 47 3.2 Mission ...... 47 3.2.1 Defining the mission statement: ...... 47 3.2.2 Drakenstein Municipality’s Mission: ...... 47 3.3 Values ...... 48
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3.3.1 Defining values: ...... 48 3.3.2 Drakenstein Municipality’s Values are: ...... 48 3.4 Strategic (Development) Objectives ...... 48 3.5 National, Provincial, and District Policy Directions ...... 48 3.5.1 ‘New’ National Directives ...... 50 3.6 Development Agenda ...... 57 3.7 Figure 9: Drakenstein Municipal Turn-around Strategy (M-TAS) ...... 99
CHAPTER 4: DELIVERING OUR OBJECTIVES ...... 100 4.1 Corporate Governance & Strategic Services ...... 100 4.1.1 Review of Drakenstein’s Macro Organizational Structure ...... 100 4.1.2 Creating a Performance Culture in Drakenstein ...... 100 4.1.3 Establishing a Culture of Good Communication ...... 101 4.1.4 Participatory Governance (Public Participation) ...... 101 4.2 Local (Integrated) Economic Development and Tourism ...... 103 4.3 Agriculture and Rural Development ...... 104 4.3.1 Rural Development ...... 104 4.4 Infrastructure and Planning ...... 105 4.5 Human Settlements ...... 106 4.6 Social Services and Community Development ...... 106 4.7 Security and Disaster Management ...... 108 4.7.1 Safety and Security...... 108 4.7.2 Disaster Management ...... 109 4.8 Sport, Culture, Youth and Student Affairs Strategic Plan ...... 110 4.9 Public Complaints and Ombudsman ...... 110 4.10 Financial Plan ...... 110 4.11 Environmental Affairs and Public Spaces ...... 110
Chapter 5: MONITORING OF THE IMPLEMENTATION OF THE IDP ...... 112 5.1 Performance Management ...... 112 5.2 Individual Performance Agreements (Financial year- 2012/ 2013): ...... 112 5.3 Departmental SDBIP (Financial year- 2012/ 2013) ...... 112 5.4 Budget Summary Overview (3 year budget 2012- 2014) ...... 112
Chapter 6: CONCLUSION ...... 113
REFERENCES ...... 114
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LIST OF TABLES
Table 1: Municipal IDP Process Roll-out (Alignment phase by phase) ...... 19 Table 2: Summary of Community Priorities ...... 26 Table 3: Summary of Community Priorities linked to other Sector Departments ...... 27 Table 4: Details of Community Engagements that were held to develop WDP's ...... 29 Table 5: Ten strategic priorities of the MTSF 2009 - 2014 ...... 51 Table 6: The 12 Presidential Outcomes ...... 52 Table 7: Set of development Indicators by the National Planning Commission ...... 54 Table 8: Five Strategic Objectives of the Local Government Turn-around Strategy (LG - TAS) ...... 55 Table 9: Illustrates Strategic Focus Areas per Directorate ...... 57
LIST OF FIGURES
Figure 1: Map of Drakenstein ...... 11 Figure 2: MayCo Structure in terms of Portfolio (structure does not signify any order) ...... 14 Figure 3: List of all Councillors indicating capacity/ positions: ...... 15 Figure 4: High Level Organogram Structure...... 17 Figure 5: Phases of the IDP ...... 18 Figure 6: The figure indicated below illustrates the pointers of an IDP five year plan as well as the annual review process which is linked to the realization of the municipality’s vision...... 20 Figure 7: Illustrates the IDP Annual Process followed: ...... 22 Figure 8: Illustrate the alignment between national, provincial, district and municipality's strategies .... 56 Figure 9: Drakenstein Municipal Turn-around Strategy (M-TAS) ...... 99
LIST OF ANNEXURES
Annexure A: Ward Maps Annexure B: Ward Development Plans Annexure C: Projects Sheets Annexure D: Sector Plans
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LIST OF ABBREVIATIONS
AC: Audit Committee ACDP: African Christian Democratic Party AFS: Annual Financial Statement AG: Auditor-General AIDS: Acquired Immune Deficiency Syndrome ANC: African National Congress ART: Anti-retroviral treatment CAPEX: Capital Expenditure CBD: Central Business District CBP: Community Based Planning CJC: Criminal Justice System COPE: Congress of the People CWDM: Cape Winelands District Municipality DA: Democratic Alliance DM: Drakenstein Municipality EPWP: Expanded Public Works Programme HDI: Historically Disadvantage Individuals HIV: Human Immuno-deficiency Virus ICT: Information and Communication Technology IDP: Integrated Development Plan IED: Integrated Economic Development IGR: Inter-governmental Relations IHP: Integrated Housing Plan IT: Information Technology LED: Local Economic Development LG-MTEC: Local government Medium Term Expenditure Committee LGTAS: Local Government Turn –Around Strategy LTO: Local Tourism Organisation MAYCO: Mayoral Executive Committee MFMA: Municipal Finance Management Act MSO: Municipal Strategic Objectives MTAS: Municipal Turn-Around Strategy MTSF: Medium Term Strategic Framework NKPA: National Key Performance Areas NPA: National Prosecuting Authority NPP: National People’s Party
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NSDP: National Spatial Development Framework OPEX: Operational Expenditure PAC: Performance Audit Committee PDM: People’s Democratic Movement PHC: Primary Health Care PMS: Performance Management System PSO: Provincial Strategic Objectives SAPCO: South African Progressive Civic Organization SAPS: South African Police Services SCM: Supply Chain Management SDBIP: Service Delivery & Budget Implementation Plan SIHSP: Sustainable Integrated Human Settlement Plan SMME: Small Medium & Micro Enterprise TB: Tuberculosis WC-PGDS: Western Cape Provincial Growth & Development Strategy WDP: Ward Development Plans
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Compiled in terms of the Local Government: Municipal Systems Act, 2000 (Act 32 of 2000)
Adopted by the Municipal Council on ……………… 2012
What is Integrated Development Planning (IDP)?
Integrated Development Planning is a participatory process aimed at developing a five-year strategic plan that guides all planning, budgeting, management and decision-making in the Municipality; it involves the entire municipality and its citizens finding the best solutions to achieve sustainable long term development; it views development problems and solutions in an integrated, multi-dimensional way.
Unpacking the meaning of IDP?
o Integrated: Is a process of linking and merging components in order to ensure adherence and a holistic response. An integrated process links strategic targets with tactical and operative planning at all levels of the municipality.
o Development: Is the ability to influence and address problems affecting individuals, a community or society at large. Development can also refer to improving the quality of life.
o Planning: is defined as an organised, conscious and continual attempt to select the best available alternatives to achieve a specific goal. It is a process of weighing up or evaluating the alternative ways of achieving the objectives or meeting the goals.
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FOREWORD BY THE EXECUTIVE MAYOR
The Municipal Systems Act (No 32 of 2000) compels all municipal Councils to develop and adopt a Five-year Integrated Development Plan (IDP) which has to be reviewed annually. This also marks the drafting and compilation of the new IDP (2012-2017) for the Drakenstein Municipality. It is important to note that the IDP represents the Vision and overarching Mission of the Municipality, and it determines the key service delivery issues of a developmental local government in order to deliver on the mandate of the municipality’s constituency.
The IDP does not only serve to direct and unpack the intended delivery of the Municipality for the next 5 years, it is intended to guide all development and for all other spheres of government, promoting principles of Inter-Governmental Relations (IGR). It spells out where the Municipality is heading and what the inhabitants can expect to happen. Thus it is a delivery tool of utmost importance. As the new Drakenstein Municipal Council, we commend and applaud all residents, ward committees and sectors that participated and contributed to the drafting of the municipality’s five- year IDP 2012-2017.
The lessons drawn from the public participation processes have assisted the municipality to sharpen its approach to planning processes. Public inputs have challenged us to strengthen the link between the IDP and the Budget in order to achieve the objectives of our municipality.
I state with confidence and assure our community that the IDP 2012 – 2017 clearly reflects the priorities as raised during the community meetings and Council have therefore resolved on a new development agenda in ensuring that Council’s obligation in delivering services is realized.
As Drakenstein Municipality’s new Council we are committed to making Drakenstein a place of Excellence, and therefore calling on all our stakeholders to join us on the journey of unparalleled development for achieving our goals.
THE HONOURABLE EXECUTIVE MAYOR
COUNCILLOR ADV GMM VAN DEVENTER
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FOREWORD BY THE MUNICIPAL MANAGER
The IDP 2012- 2017, as the strategic planning instrument that guides development planning in a municipal area remains significant for Drakenstein’s Development Agenda. The IDP 2012- 2017 endeavors to reflect the priorities of Council which are informed by the needs of its citizens.
This plan will also be used to guide the institutional renewal in response to the changing trends and patterns of developmental needs and issues of pertaining to landscape. It will also afford the municipality an opportunity to review its past experiences and successes to re-configure its strategies in order address previous challenges.
As the municipal administration, it is our responsibility to make things happen as we are having an obligation to fulfill tasks that have been assigned to us by Council, mainly, to create an enabling environment to that support local democracy, developing, reviewing, and finalizing outstanding policies to enhance service delivery. In all our efforts, we will ensure that all existing resources are utilized economically, efficient, and effective.
Sound municipal administration processes, systems and procedures are a central focus of institutional transformation and organizational development. Emphasis will be placed on improving revenue collection, identifying new growth paths/ areas, rapidly responding to matters that require urgent intervention i.e. disasters and fires in the areas, handling of public enquiries and complaints etc.
The 2012- 2017 IDP directs us in doing the right things, the right way.
D. SMIT ACTING MUNICIPAL MANAGER
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CHAPTER 1: INTRODUCTION & OVERVIEW
1.1 Background This document is a legislative mandate and a strategic planning instrument that guide and inform planning and development as well as decisions with regard to planning, budgeting, management and development throughout the municipality. The Municipal Systems Act (2000) provides the legal framework for municipal development planning to assist municipalities to discharge its mandates. It is within this background that as a municipality we have engaged in processes, approaches and procedures of developing the 2012 - 2017 IDP that is aligned with other programmes and projects from other Spheres of Government.
Drakenstein Municipality is a category B municipality – comprising Paarl, Wellington, Saron, Gouda, and Hermon, in the Cape Winelands District. The Regional Development Profile of 2010 highlighted that Drakenstein is the most populous municipality in the Cape Winelands District with 217 093 people. It is the economic centre of the region, with a strong manufacturing and business services base and has recorded positive growth over the period 2001 to 2009.
1.2 Policy and Legislative Framework Crucial elements for our IDP are contained in the following policies and legislative frameworks:
Constitution of the Republic of South Africa, (No. 108 of 1996); Development Facilitation Act, (No. 65 of 1995); White Paper on Local Government, 1998; Municipal Structures Act, (No. 117 of 1998); Municipal Systems Act, (No. 32 of 2000); Municipal Finance Management Act, (No. 56 of 2003); Intergovernmental Relations Framework, (Act 13 of 2005); National Spatial Development Framework, (NSDP); Western Cape Provincial Growth and Development Strategy (WC- PGDS); Millennium Development Goals
It is critical to note that Drakenstein Municipality’s IDP is a holistic plan for the entire municipal area that all spheres of government should consider when planning their activities to enhance a broader developmental agenda.
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Figure 1: Map of Drakenstein
Ward Maps will be available as supplement or Annexure “A”.
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1.3 The Organisation Section 53 of the Municipal Systems Act (Act 32 of 2000) stipulates inter alia that the respective roles and areas of responsibility of each political structure and each Political Office Bearer of the Municipality and of the Municipal Manager must be defined.
1.3.1 Current Local Political Dispensation Drakenstein Municipal Council consists of 61 Councillors and the composition after the Local Government Election on 18 May 2011 is:
Political Party No. of Councillors
DA 35 . DA: Democratic Alliance
ANC 19 . ANC: African National Congress
COPE 2 . COPE: Congress of the People
NPP 2 . NPP: National People’s Party ACDP 1 . ACDP: African Christian Democratic Party PDM 1 . PDM: People’s Democratic Movement SAPCO 1 . SAPCO: South African Progressive Civic Organization
1.3.2 The Municipal Council governs by making and administrating laws, taking decisions that affect people’s rights, and is a tax authority that may raise property taxes and service levies;
is the primary decision maker and takes all the decisions of the Municipality except those that are delegated to political structures, political office bearers,
can delegate responsibilities and duties for the purposes of fast and effective decision making, and is the only decision maker on non- delegated matter such as the approval of the IDP and Budget.
must strive towards the constitutional objects of local government;
must consult the community with respect to local government matters.
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1.3.3 The Executive Mayor is the executive and political leader of the Municipality and is in this capacity supported by the Mayoral Committee;
is the social and ceremonial head of the Municipality;
must identify the needs of the Municipality and must evaluate progress against key performance indicators;
has a responsibility of driving the IDP as well as other strategic planning processes.
is the defender of the public’s right to be heard;
has many responsibilities with respect to the annual budget, the budget process, budget control and various other financial matters; and
perform the duties and exercise the responsibilities that are delegated to him by the municipal council.
1.3.4 The Executive Mayoral Committee (MayCo) Its members are elected by the Executive Mayor from the ranks of councilors, with the exception of the Deputy Executive Mayor who is elected by the council and is an Ex- Officio Member of the Executive Mayoral Committee; with the Speaker and the Chief Whip being part of MayCo.
Its functional responsibility area is linked to that of the Executive Mayor to the extent that the Mayor must operate together with the members of the Mayoral Committee;
Its primary task is to assist the Executive Mayor in the execution of his powers - it is in fact an “extension of the office of Executive Mayor”.
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Figure 2: MayCo Structure in terms of Portfolio (structure does not signify any order)
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1.3.5 Councillors Drakenstein Municipality consists of 61 Councillors. 31 are Ward Councillors; and 30 is Proportional Councillors (PR).
Figure 3: List of all Councillors indicating capacity/ positions:
Ward representing or Name of Councillor Capacity proportional Adams Noel Davids Member of Mayoral Committee Proportional Adriaanse Miriam Maria Councillor Ward 24 Afrika Amelda Felicity Councillor Proportional Appollis Mariëtte Bernice Councillor Proportional Arnolds Ruth Belldine Councillor Ward 7 Bekeer Abraham Councillor Proportional Blanckenberg Derrick Solomon Councillor Proportional Bolani Luvuyo Espin Councillor Proportional Buckle Albertus Marthinus Loubser Councillor Ward 18 Combrink Gert Cornelius Member of Mayoral Committee Proportional Cupido Felix Patric Councillor Proportional Daries Lutisia Nancy Councillor Ward 22 Davids Sharon Winona Councillor Proportional De Goede Hendrik Ruben Councillor Ward 19 De Wet Jo-Ann Councillor Proportional Du Toit Lourens Matthys Member of Mayoral Committee Ward 17 Gouws Eva Councillor Ward 21 Gwada Zuko Lawrence Councillor Proportional Hlati Vuyani Councillor Ward 5 Kearns Christephine Councillor Ward 10 Kearns Esther Martha Member of Mayoral Committee Ward 20 Koegelenberg Renier Adriaan Chief Whip Ward 4 Kotze Daniel Andreas Councillor Proportional Landu Linda Councillor Proportional Le Roux Jacobus Francois Speaker Proportional Lumko Sonwabo Ernest Councillor Ward 14 Magala Lungile Morris Councillor Ward 6 Mangena Tembekile Christopher Councillor Ward 9 Matthee Joseph Councillor Proportional Mbubu Victor Councillor Ward 16 Mchelm Jerome Clive Councillor Ward 31 Meyer Clara Councillor Proportional Msolo Mhlangabezi Case Councillor Ward 12 Mtiki Nombuyiselo Councillor Proportional
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Ward representing or Name of Councillor Capacity proportional Naude Johannes Willem Councillor Ward 23 Niehaus Lodewyk Wilfred Councillor Ward 15 Ntlemeza Lulama Eunice Member of Mayoral Committee Proportional Paliso Mziyanda Councillor Proportional Philander Wendy Felecia Councillor Ward 26 Pietersen Amina Councillor Ward 25 Petersen William Adrè Councillor Proportional Poole Conrad James Executive Deputy Mayor Ward 27 Qebenya Ntobeko Jonathan Councillor Proportional Rademeyer Johannes Gerhardus Member of Mayoral Committee Ward 2 Rens Samuel Colin Councillor Proportional Ross Cupido Senior Councillor Proportional Ross Soudah Councillor Ward 13 Sheldon Keith Councillor Proportional Smit Wilhelmina Elizabeth Councillor Ward 3 Smith Matthys Daniel Jacobus Member of Mayoral Committee Ward 29 Smuts Rean Member of Mayoral Committee Proportional Somgqeza Tandiwe Eveline Councillor Proportional Stowman Aidan Charles Councillor Ward 11 Mpelese Alfred Tshaya Councillor Ward 8 Van der Westhuizen Colin Clive Councillor Ward 1 Van Deventer Gesina Maria Magdalena Executive Mayor Proportional Van Niewenhuyzen Reinhardt Councillor Ward 28 Von Schlicht Helena Councillor Proportional Witbooi Gerald John Councillor Ward 30
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1.4 The Administration The administrative part of Drakenstein Municipality is headed by the Municipal Manager who reports directly to the Executive Mayor. There are five fully fledged Directorates that perform strategic, social, technical, financial and administrative functions assigned to the municipality.
Figure 4: High Level Organogram Structure
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1.5 The Integrated Development Plan (IDP)
1.5.1 Purpose of the IDP Integrated development planning is a process by which municipality prepares a strategic development plan which extend over a period of five- years. Integrated development planning as an instrument lies at the centre of the new system of developmental local government in South Africa and represents the driving force for making municipalities more strategic, inclusive, responsive, and performance driven in character.
The IDP is the principal strategic planning instrument which guides and informs all planning, budgeting, and all development in a municipal area. It aims to co-ordinate the work of local municipalities and other spheres of government in a coherent plan to improve the quality of life for all the people living in an area.
The IDP process comprise of five (5) inter-linked phases, see Figure 5 below:
Figure 5: Phases of the IDP
Phase 1: Analysis Analysis and compilation of existing data on socio-economic conditions & trends; Meeting with stakeholders (community and sector representatives); Analysing the content of community priority issues.
Phase 2: Strategies Agreeing on the Vision, Mission, and Objectives; Debate and decide on appropriate Strategies, considering relevance and application of policy guidelines in local context.
Phase 3: Projects Identification and prioritization of projects Formulate project plans
Phase 4: Integration Consolidate and agree on project proposals Integration of all municipal plans
Phase 5: Approval Adoption of the 1st draft by Council Inviting and incorporating public comments Approval by Council
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Table 1: Municipal IDP Process Roll-out (Alignment phase by phase)
Planning phase Participation Mechanisms
Analysis Phase: Determine local issues, Stakeholder ‘s/ Community Meetings problems, relevant stakeholders, potentials Stakeholder ‘s/ Community Interviews and priorities. Sectoral Engagements District IDP Managers Forum Provincial IDP Manager’s Forum
Strategy Phase: Determine vision and Strategic Meetings with Senior Management Team objectives, determine strategies, and Strategic Workshop with Municipal Council participate in IGR Structures. District and Provincial Government Engagements
Municipal Budget Steering Committee
Project Phase: Design projects per strategy. Inter-departmental/ sectoral planning
Municipal Budget Steering Committee
Integration Phase: Agree on project Inter-departmental/ sectoral planning proposals, and compilation of integrated programmes. IGR Forum District IDP Forum
IDP Indaba 1
IDP Indaba 2
Approval Phase: Adoption by Council Council and Stakeholder’s Meetings and Interviews (Provide opportunity for Stakeholder’s Approval of Main Budget comments) Consolidation of SDBIP
Monitoring & Evaluation: Ensure economic, Meeting with Senior Management Team effeciency and effective use of resources. Representatives of Stakeholders/ Ward Committees
Executive Mayoral Committee / Portfolio Committees Internal Audit Audit Committee (joint AC & PAC) Council Public
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1.5.2 Five Year Cycle of the IDP Strategic Planning is central to the long term sustainable management of the municipality. Drakenstein municipality’s overarching strategic plan, the Integrated Development Plan, 2012- 2017 (IDP), approved by Council, will be used as the basis for the respective Annual/ Implementation Plans.
In order to ensure the implementation of the IDP, it is imperative that the Municipality undertake a process of adopting a five year strategic plan that must be reviewed annually in order to align (key) performance indicators and targets, as well as its budget, to the outcomes envisaged in the IDP.
Figure 6: The figure indicated below illustrates the pointers of an IDP five year plan as well as the annual review process which is linked to the realization of the municipality’s vision.
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1.5.3 IDP (Annual) Review Process As prescribed by the legislation, the Mayor must at least 10 months before the start of a financial year, table in Council a time schedule outlining key deadlines for the preparation, tabling and approval of the Annual Budget and also the review of the IDP.
As with any strategic planning process the cycle is not complete without an annual review process. It serves as an institutional learning process where stakeholders can meet to discuss the successes and frustrations of the past year. It should serve as a point of celebration as well as making the necessary adjustments to ensure future improvements.
The review process is not designed to interfere with the long-term strategic orientation of the municipality to accommodate new whims and additional demands. It remains a strategic process of ensuring the institution remains in touch with their intentions and the environment within which it functions.
Although the implementation of the IDP is monitored throughout the performance management system, an annual process is required to check the relevance of the strategic plan within a dynamic environment.
The IDP has to be reviewed annually in order to –
ensure its relevance as the Municipality’s strategic plan;
inform other components of the Municipal business process including institutional and financial planning and budgeting; and
inform the cyclical inter-governmental planning and budgeting cycle.
The purpose of the review is to –
reflect and report on progress made with respect to the five year strategy (and key outcomes) in the IDP;
make adjustments to the strategy in the 5 year IDP necessary because of changing internal and external circumstances that impact on the appropriateness of the IDP;
determine annual targets and activities for the next financial year in line with the five year strategy; and
inform the Municipality’s financial and institutional planning and most importantly, the drafting of the annual budget.
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Figure 7: Illustrates the IDP Annual Process followed:
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1.5.4 Relationship between the IDP, Budget, Performance Management and Risk Management
The IDP process and the performance management process must be seamlessly integrated. The IDP fulfills the planning stage of performance management. Performance management in turn, fulfills the implementation monitoring and evaluation of the IDP. The organisational performance will be evaluated by means of a municipal scorecard at organisational level and through the service delivery budget implementation plan (SDBIP) at directorate and sub-directorate levels. The SDBIP is a plan that converts the IDP and budget into measurable criteria on how, where and when the strategies, objectives and normal business processes of the municipality will be implemented. It also allocates responsibility to directorates to deliver the services in terms of the IDP and budget. The MFMA Circular No.13 prescribes that: The IDP and budget must be aligned; The budget must address the strategic priorities; The SDBIP should indicate what the municipality is going to do during the next 12 months; The SDBIP should form the basis for measuring the performance against goals set during the budget /IDP processes. The SDBIP needs to be prepared as described in the paragraphs below and submitted to the Executive Mayor within 14 days after the budget has been approved. The Executive Mayor needs to approve the SDBIP within 28 days after the budget has been approved.
Risk Management is one of Management’s core responsibilities according to section 62 of the Municipal Finance Management Act (MFMA) and is an integral part of the internal processes of a municipality. It is a systematic process to identify, evaluate and address risks on a continuous basis before such risks can impact negatively on the service delivery capacity of the Drakenstein Municipality. When properly executed risk management provides reasonable assurance that the institution will be successful in achieving its goals and objectives.
A Risk Assessment is compiled to determine the magnitude of risk exposure by assessing the likelihood of the risk materializing and the impact that it would have on the achievement of objectives. The identified risks are prioritized which enables Management to focus more time, effort and resources on higher risk areas.
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1.5.5 Stakeholder and Community Participation/ Community- Based Planning (CBP)
In ensuring continuous engagements with other stakeholders i.e. sector departments as well as sector forums, the municipality established the Intergovernmental Relations (IGR) Forum that facilitated the process of forging partnership and strengthening relationship with the sector departments to ensure that there are horizontal linkages in pursuit for a broader and enhanced development agenda.
The notion of our IDP seeks to promote collaboration and coordination between other spheres, also providing the basis and harmonization of all government programmes and projects within our municipal area. The municipality also joined hands with the district municipality in enhancing other stakeholder’s participation that are organized as clusters.
Community based planning process in Drakenstein has been unique and has been based on an innovative participatory planning process. Through this process the municipality developed Ward Development Plans (WDPs) which have been developed for all 31 wards of our area through public meetings that were held in all wards (see Table 3). WDPs have been based on the principles that the planning must be people- focused and empowering, led and owned by the Ward Committees, based on vision and strengths, holistic and promote mutual accountability between the municipality and the community.
The municipality also partnered with the Provincial Departments and the District to streamline intergovernmental and joint planning through different engagements that have been introduced in the province i.e. Provincial IDP Forum, IDP Indabas, LG- MTEC, and District IDP Forum etc. The IDP Indabas contributes in finding solutions by reaching agreements with sector departments on enhancing service by addressing community issues that are specific- sector related. IDP priorities have been derived from the priorities from the wards, as have many elements of the plans, as well as IDP projects.
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1.5.6 The IDP and Ward Development Plans (WDP) Ward development plans include:
an understanding of social diversity in the community, the assets, vulnerabilities and preferences of these different social groups;
an analysis of the services available to these groups, as well as the strengths, weaknesses, opportunities and threats facing the community
a consensus on priorities for the ward;
plans to address these priorities, based on what the ward will do, the support needed from the municipality, and support from other organisations;
identification of projects for the IDP; and
an action plan for the ward committee to take forward their plan and help communities to reach consensus and to have direction.
WDPs are compiled from community inputs received during the annual review meetings of the IDP, and assist in ensuring that the IDP is more targeted and relevant to addressing the priorities of all groups, including the most vulnerable. WDPs provide ward committees with a systematic planning and implementation process to perform their roles and responsibilities. WDPs will also be used by ward committees for monitoring and evaluation which gives the committees an ongoing role through the year.
The 31 WDPs that form attachments to this IDP should be regarded as part and parcel of this plan. It is therefore important to note that the ward plans contain information used in defining the Municipality’s long term strategy. In future ward plans will still form the basis for dialogue between the Municipality and the Ward Committees regarding the identification of priorities and budget requests. For the purpose of the municipality delivering on identified priorities as well as monitoring of those projects by ward committees, Project Sheets will have to be developed.
Ward Development Plans (B) as well as Project Sheets (C) will be available as supplements or as Annexure “B & C”
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Table 2: Summary of Community Priorities
TOTAL TOTAL PRIORITIES PRIORITIES AFFECTED WARDS WARDS BY WARD AFFECTED Road Maintenance/ Ward 10, 14, 5, 3, 11, 2, 17, 22, 19, 1 Street lights/ 25, 23, 20, 21, 16, 12, 29, 1, 9, 6, 15, 26 Wards Traffic calming 28, 30, 4, 7, 8, 26
Recreation Facilities/ Playparks Sports fields/ Multi-Purpose Ward 1, 3, 5, 7, 8, 10, 12, 13, 14, 17, 2 21 Wards Centre/ Libraries/ Business/ 21, 30, 24, 25, 26, 4, 6, 16, 27, 20, 22 Information Centre Ward 6, 7, 29, 1, 12, 13, 16, 20, 21, 3 Housing 21 Wards 24, 26, 8, 23, 25, 17, 28, 30, 5, 8, 9, 10 Skills Development/ Ward 24, 10, 14, 26, 20, 16, 12, 1, 8, 4 20 Wards Employment 29, 6, 5, 9, 23, 28, 29, 30, 7, 11, 13 Ward 1, 6, 9, 10, 11, 12, 13, 17, 19, 5 Sanitation 17 Wards 20, 21, 23, 25, 28, 27, 26, 30 Education (Schools) Ward 1, 5, 11, 13, 14, 17, 18, 28 8 Wards 6 Crèches Ward 6, 10, 12, 16, 27, 28, 26 7 Wards Ward 4, 5, 8, 13, 16, 20, 21, 23, 25, 7 Safety & Security 12 Wards 26, 28, 29 Ward 1, 3, 4, 6, 8, 11, 13, 14, 17, 18, 8 Health 11 Wards 26 Ward 2, 5 12, 15, 21, 24, 26, 28, 29, 9 Upgrading of Existing Facilities 10 Wards 30
10 Provision of Land Ward 7, 11, 12, 5, 13 5 Wards
11 Elderly & Welfare Ward 11, 17, 30 3 Wards
12 Public Transport Ward 3, 18, 28 3 Wards
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Table 3: Summary of Community Priorities linked to other Sector Departments
WARD PRIORITY PER WARD SECTOR DEPARTMENT 1 Access to housing Department of Human Settlement 1 Improve health Department of Health/ Cape Winelands DM 1 Education Department of Education 3 Clinic Department of Health/ Cape Winelands DM 3 Transport Department of Transport & Public Works 5 Access to housing Department of Human Settlement 5 Improve safety & security Department of Safety and Security /SAPS 5 Education Department of Education 6 Improve health Department of Health/ Cape Winelands DM 7 Access to housing Department of Human Settlement 8 Access to housing Department of Human Settlement 8 Access to housing Department of Human Settlement 9 Access to Old Age facility Department of Social Development 11 Elderly Department of Social Development 11 Health Department of Health/ Cape Winelands DM 12 Access to housing Department of Human Settlement 12 Improve health Department of Health/ Cape Winelands DM 13 Community Safety Department of Safety & Security /SAPS 13 Improve health Department of Health/ Cape Winelands DM 13 Education Department of Education 14 Education Department of Education 14 Health Department of Health/ Cape Winelands DM 16 Access to housing Department of Human Settlement 16 Improve Safety & Security Department of Safety & Security /SAPS 17 Improve Health Department of Health / Cape Winelands DM 17 Social Welfare Department of Social Development Department of Transport and public works/Department of 17 Transportation of School children Education 17 Access to housing Department of Human Settlement 18 Education Department of Education 18 Improve health Department of Health & Department of Social Development 18 Public transport Department of Transport & Public Works 19 Safety & Security Department of Safety & Security /SAPS 20 Access to housing Department of Human Settlement 20 Safety & Security Department of Safety & Security /SAPS 21 Access to housing Department of Human Settlement 21 Improve safety & Security Department of Safety & Security /SAPS Department of Safety & Security /SAPS /Department of Social 23 Safety & Security Development Department of Human Settlement & Department of Social 24 Access to housing Welfare
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WARD PRIORITY PER WARD SECTOR DEPARTMENT 25 Access to housing Department of Human Settlement 25 Safety& Security Department of Safety & Security /SAPS 26 Access to housing Department of Human Settlement 26 Safety & Security Department of Safety & Security /SAPS 26 HIV/.AIDS Department of Social Development / Department of Health 27 Access to housing Department of Human Settlement 27 Safety & Security Department of Safety & Security /SAPS 28 Access to housing Department of Human Settlement 29 Access to housing Department of Human Settlement 29 Improve health Department of Health/ Cape Winelands DM 30 Access to housing Department of Human Settlement 30 Social Welfare Department of Social Development 31 Improve health Department of Health/ Cape Winelands DM 31 Access to toilets in Gouda Clinic Department of Health/ Cape Winelands DM 31 Access to ambulance services Department of Health/ Cape Winelands DM Provision of Registered Doctor in Department of Health/ Cape Winelands DM 31 Hermon
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Table 4: Details of Community Engagements that were held to develop WDP's
Date Time Ward Venue Ward Councillor 1 Simondium Primary School Colin V/D Westhuizen 26-Sep 19H00 2 Wellington Town Hall Johan Rademeyer 3 Windmeul Primary School Wilhelmina Smit 18 Breedt Hall Albertus Buckle 27-Sep 19H00 5 Colibri Hall Vuyani Hlati 19 NG Church Paarlberg Hendrick De Goede 15 Paarl Town Hall Lodewyk Niehaus 28-Sep 19H00 22 Huguenot Community Hall Lutisia Daries 16 Thusong Centre Victor Mbubu 28 Ronwe Primary School Reinhardt Van Niewenhuyzen 29-Sep 19H00 11 Safmarine Hall Aidan Stowman 23 William Lloyd Primary School Willem Naude 31 Gouda Sports Hall Jerome Mchelm 3-Oct 19H00 29 Happy Toddler Creche Thys Smith 7 Safmarine Hall Ruth Arnolds 9 Mbekweni Community Hall Tembekile Mangena 4-Oct 19H00 17 Nieuwedrift Primary School Lourens Du Toit 6 Mbekweni Community Hall Lungile Magala 5-Oct 19H00 30 Saron Library Gerald Witbooi 21 Paarlzight Primary School Eva Gouws 8 Mbekweni Community Hall Mpelese Tshaya 6-Oct 19H00 12 Thusong Centre Mhlangabezi Msolo 24 Orleansvale Primary School Miriam Adriaanse 10-Oct 19H00 25 Nederburg Primary School Amina Petersen 4 Paarl Town Hall Anré Koegelenberg 11-Oct 19H00 14 Dalweide Primary School Sonwabo Lumko 20 AME Church, Paarl Ester Kearns 26 Huguenot Community Hall Wendy Philander 10 Breakthru Ministries, Wellington Christephine Kearns 12-Oct 19H00 13 Groenheuwel Primary Soudah Ross 27 Amstelhof Primary School Conrad Poole Page 29 of 115 Integrated Development Plan 2012- 2017
CHAPTER 2: PROFILE OF DRAKENSTEIN Drakenstein Municipality at a glance from Regional Development Profile 2010
2.1 Population Demographics that are highlighted within this section include the following: population size, age and gender distribution and racial groups in Drakenstein municipal area. The population of Drakenstein grew at an annual average rate of 1.9 per cent, from 194 413 in 2001 to 217 0893 in 2007.
Drakenstein’s population grew slightly slower than the 2.1 per cent population growth recorded for the District over the same period. Drakenstein had the largest population in the Cape Winelands District with 217 093, followed by Stellenbosch (200 519) and Breede Valley (134 270) as the most populous municipal areas. The projected estimates from the Department of Social Development for 2010 indicate that the population of Drakenstein’s Municipality will increase to approximately 230 934 people or by an average annual rate of 1.93 per cent from 2001 to 2010.
2.2 Age and Gender Distribution
Figure below illustrates changes in Drakenstein’s population distribution by age and gender over the period 2001 to 2007. The analysis of the age and gender distribution of Drakenstein Municipality highlight growth trends, the gender ratio, functional age categorization and how the age distribution impacts dependency on the potential working population. These statistics provides important insights into the age groups, where the bulk of the population is located and to target government, civil society and non-governmental programmes more effectively.
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2.3 Racial groups
Understanding the spatial distribution of racial groupings of a population provides valuable insights into the changes in the historical human settlement and migratory patterns of a population. In the South African context, historical and emerging human settlement patterns have particular relevance for how municipal services are packaged in order to prevent perpetuation of previous policy considerations.
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Migration patterns, in turn have implications for current and future demand for municipal services. In addition, population disaggregation provides insights into the level of access of the various racial groups to the labour force and government services. These dynamics hold implications for government planning, including the delivery of education, health, housing and basic services.
Drakenstein’s population groups according to race, 2001 and 2007
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2.4 Drakenstein Learners enrollment numbers in 2007 to 2010
Figure above shows the trend in learner enrolment numbers in Drakenstein over the period 2007 to 2010.The number of learners enrolled in schools in the municipality amounted to 48 604, 47 894 and 47 528 and 48 652 for 2007, 2008, 2009 and 2010 respectively. Learner enrolment numbers decline sharply in 2008 and 2009 but the trend reversed in 2010. In 2010, 14 793 learners (30.4 per cent of total learners) have enrolled in the foundation education phase, ranging from Grade R to 3. The introduction of the Grade R seems to bear fruit as Grade R learner enrolment increased by an annual average rate of 17.3 per cent from 2007 to 2010.The primary phase (grades 4 to 7) recorded an enrollment figure of 16 289 learners (33.5 percent) in 2010. Grades 4 and 5 experienced a reduction in the number of learners from 2007 to 2010.
Grades 6 and 7 learners increased by an annual average rates of 2.2 and 2.6 per centre respectively from 2007 to 2010.A total of 13 313 learners (27.4 per cent of total learners) enrolled in the secondary phases (grade 8 to 12) in 2010. The number of learners in the secondary phase decreased by annual average rate of 3.8 per cent from 2007 to 2010 which was mainly the result of reduced learner numbers for Grades 10 and 11 of 9.8 and 7.9 per cent (annual average) over the same period.
Boland Further Education and Training College has a main campus in Stellenbosch and eight satellite campuses in Paarl, Worcester, Caledon, Strand and Stellenbosch. The courses offered includes the development of critical skills is Agriculture, Forestry, Fishing, Tourism and Ecotourism, Entertainment, Hi-tech Enterprises, Finance, Film-making, cheeses and dairy
Page 33 of 115 Integrated Development Plan 2012- 2017 products secondary production, fruit juices, Jewellery Design/Manufacturing and Security Practices.
2.5 Access to Health Facilities In 2010, a total of 83 Primary Health Care (PHC) facilities and 2 regional hospitals were located within the Cape Winelands District, of which 23 PHC facilities and 1 regional hospital were located in Drakenstein Municipality. The 23 PHC facilities are comprised as follows: 2 community day care centres, 14 clinics, 3 satellite clinic and 4 mobile clinics. The residents of Drakenstein also have access to one regional hospital.
Primary Health Care facilities in the Cape Winelands District
Health Human Resource Capacity in Drakenstein
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A total of 7 doctors and 94 professional nurses have been employed by the Department of Health to render health services to patients attending the PHC facilities in Drakenstein. It should be noted that these totals exclude health professionals employed within the private sector.
2.6 Burden of Disease in Cape Winelands District
Drakenstein Municipality has 5 anti-retroviral treatment (ART) service sites and 25 tuberculosis treatment (TB) clinics. The Western Cape Department of Health reported that as in June 2010, 3 103 patients were receiving anti-retroviral treatment at ART service sites located in Drakenstein, which constitutes about 36.6 per cent of the total 8 477 HIV/Aids patients being treated with ART within the Cape Winelands District. Drakenstein has the highest count of HIV/Aids population in the region followed by Breede Valley Municipality.
Immunisation for children under the age of 1
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BCG Immunisation for children under the age of 1
Measles Immunization for children the under age of 1
The immunization coverage for full immunisation increased from 86.6 per cent in 2006/07 to 104.9 per cent in 2009/10. The immunisation rate in Drakenstein Municipality is above the average immunisation rate for the Cape Winelands Region which is at 96.9 per cent in 2009/10. The immunisation coverage for tuberculosis increased significantly from 31.7 per cent in 2006/07 to 145.4 per cent in 2009/10.
The immunisation rate for tuberculosis in Drakenstein Municipality is above the average immunisation rate for tuberculosis for the Cape Winelands region which is at 114.7 per cent in 2009/10.Immunisation coverage for measles increased from 88.1 per cent in 2006/07 to 109.7 per cent in 2009/10. The immunisation rate for measles in Drakenstein Municipality is above the average immunisation rate for measles for the Cape Winelands Region which is at 99.7 per cent in 2009/10.
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2.7 Crime Selected crimes reported in Drakenstein Municipality, 2003/04 and 2009/10
Table above shows the number of crimes within the selected crime categories that were reported to police stations located throughout the Drakenstein from April 2003 to March 2010. Drug related crimes and driving under the influence of alcohol and drugs increased at an average annual rate of 11.3 per cent and 14.5 per cent, while murder decreased at an average annual rate of 0.7 per cent and property related crimes decreased by an average annual rate of 3.3 per cent. Total sexual crimes fluctuated significantly and bottom out in 2008/09 but registered an annual average rate increase of 1.6 per cent over the reporting period.
2.8 Social Grants per Category Government provides social grants to persons that are deemed to be vulnerable, in need of or qualify for income support. Although the grants are a lifeline to recipients and their families, hovering on the brink of poverty, it does not enable recipients to break the cycle of poverty.
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Social grants per category
Indigent profile in Cape Winelands District
This information was provided by the individual municipalities of the Region to the Department of Local Government. Drakenstein has 24 431 indigent households which constitutes 56.3 per cent of the total indigent households in Cape Winelands District as at September 2010.
It should be noted though that the qualifying criteria to be considered as an indigent household differ from municipality to municipality.
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2.9 Skills Profile of Labour Force
Figure above outlines the skills profile of the employed labour force in Drakenstein Municipality.
The labour force is classified into four main skill categories namely, high skilled, skilled, low skilled and unspecified. Of the total employed labour force, 18.3 per cent could not be classified by the Community Survey as either skilled, low skilled or high-skilled and are therefore unspecified. Skilled and high skilled workers in 2007 accounted for 39.7 per cent and 22.6 per cent of the labour force in Drakenstein. This infers that Drakenstein has a relatively skilled workforce.
2.10 Income levels Figure below depicts the annual household income levels within the Drakenstein municipal area in 2001 and 2009. In 2001, 49.0 per cent of households earned income between R0 to R42 000; 31.5 per cent earned between R42 000 to R132 000; 18.6 per cent between R132 000 and R600 000 and 0.9 per cent earn above R600 000. In 2009, 24.6 per cent of households earned income between R0 to R42 000; 37.4 per cent earned between R42 000 to R132 000; 32.5 per cent between R132 000 and R600 000 and 5.4 per cent earn above R600 000.
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Annual household income levels within Drakenstein Municipality 2001 and 2007
2.11 Unemployment Rate by Gender Males account for 54.0 per cent of the labour force and account for only 42.9 per cent of the unemployed, whereas females account for 46.0 per cent of the labour force but account for a significantly larger share of the unemployed at 57.1 per cent. This would infer that Drakenstein’s economy has an unemployment bias towards females.
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Drakenstein Labour Force
Table below outlines the labour trends in Drakenstein Municipality. The potentially economically active population determines the size of the labour force. The economically active population of Drakenstein Municipality in 2007 amounted to 145 751 people.
Labour force unemployment status by gender, population group and age cohort in 2007
Racial Profile of Unemployment Rate
The racial distribution of the labour force in 2007 is as follows: African (18.5%), Coloured (67.6%), Indian/Asian (0.7%), and White (13.2%).
The Coloured population group accounts for the largest share of the unemployed labour force in Drakenstein in 2007 at 65.9 per cent, followed by the Black population group at 28.6 per
Page 41 of 115 Integrated Development Plan 2012- 2017 cent. The White and Asian/Indian population groups account for a relatively small share of the unemployed in 2007 at 4.0 per cent and 1.4 per cent, respectively. However, when observing the unemployment status within the population groups a different picture emerges from the total unemployed labour force share allocation and infers that Indian/Asian population group could be under-represented in the unemployment profile of Drakenstein municipal area. In 2007, 42.9 per cent of all Indians/Asians residing in Drakenstein Municipality are unemployed.
2.12 Economy Drakenstein Municipality’s total regional gross value added in the region (GVA-R) accounted for 31.9 per cent of the district’s economy, making it the largest economy in Cape Winelands District in 2009. Figure below shows the economic growth trends of Drakenstein’s economy compared to Cape Winelands regional growth trends for the period 2001 to 2009.
The economies of Drakenstein and the District moved in tandem at an annual average rate of 3.2 per cent over the period 2001 to 2009. Drakenstein’s economy grew from R5.3 billion in 2001 to R6.8 billion in 2009. The growth of the local economy is higher than that of the district for every year under review except for the years 2002, 2007 and 2008.The effect of the global financial crisis has caused both the Drakenstein and Cape Winelands economies contracting by 0.2 per cent and 0.4 per cent respectively in 2009.
Comparison of Drakenstein Municipality’s economy growth rates to Cape Winelands District between 2001 and 2009
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2.13 Basic Services This section reflects on the dwellings and accompanied services available to the households of Drakenstein.
Dwellings
Figure below shows the various dwelling types in Drakenstein Municipality for 2001 and 2007. There are four main categories of dwellings: formal, informal, traditional dwelling/hut/structure made of traditional materials and other.
Other includes ship, boat, caravan or tent, workers hostel (bed/room), as well as anything that was not specified.
The formal dwellings proportionately decreased from 78.6 per cent to 76.9 per cent of the total number of dwellings from 2001 to 2007.On the other hand, informal dwellings proportionately increased from 15.3 per cent to 16.0 per cent from 2001 to 2007. Traditional and other dwellings’ share decreased from 2.0 to 1.0 per cent whilst the share of other dwellings increased from 4.0 to 6.1 per cent over the same period.
Energy
Table below shows the different sources of energy used for lighting by households in Drakenstein in 2001 and 2007.
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Main type of energy used for lighting by households
In 2001, electricity was the main source of energy for lighting purposes as it was used by 87.1 per cent of households. Thereafter, followed paraffin and candles which was used by 7.5 per cent and 5.0 per cent of households.
In 2007, electricity remained the leading source of energy for lighting purposes as it was used by 90.9 per cent of households. The percentage of households that used paraffin lowered to 5.7 per cent of households in 2007 whilst the percentage of households that used candles lowered to 1.5 per cent in 2007.
Sanitation
Access to sanitation is one of the most important basic services as it concerns the health and dignity of human beings. Table below shows the type of sanitation facilities available to households in Drakenstein in 2001 and 2007.
Main toilet facilities used by household
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In 2001, 88.4 per cent of households had access to flush toilets (connected to sewerage/ septic tank). A significant proportion (7.8 per cent) of households did not have access to sanitation in 2007 whilst 2.0 per cent of households made use of the bucket latrine system. In 2007, 94.1 per cent of households had access to flush toilets (connected to sewerage/ septic tank).
The use of bucket latrine system decreased as 1.0 per cent of households made use of the bucket latrine system as a means of sanitation in 2007. This trend supports the national policy drive of eradicating the bucket toilet system by December 2007. Although there had been an improvement in access to sanitation, 2.3 per cent of households still did not have access to sanitation in 2007.
Water
Access to safe and potable water is a service delivery priority as it affects the well-being and health of humans. Figure 17 shows the various types of water sources available to households in Drakenstein in 2001 and 2007.
Main source of water used by households
Access to potable water is the norm in Drakenstein municipality. The percentage share of households with access to piped water (or potable water) improved from 97.8 per cent in 2001 to 98.9 per cent in 2007.
Drakenstein residents experienced a significant shift from access to potable water inside yard/ or outside yard to inside dwelling. Access to piped water inside the dwelling improved from 65.9 to 74.6 per cent from 2001 to 2007. The percentage share of households in Drakenstein accessing alternative water sources has decreased from 2.2 per cent in 2001 to 1.1 per cent in 2007.
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Refuse Removals
Table below shows the main source of refuse removal services available to households in Drakenstein in 2007.
Refuse removal services by local authority/ private company is the leading source of refuse removal for households in Drakenstein Municipality, although its access by households decreased from 78.9 per cent in 2001 and 73.3 per cent in 2007. The households that use their own refuse dump decreased from 15.4 per cent in 2001 to 10.3 per cent in 2007.
The households that use a communal refuse dump increased from 3.4 per cent in 2001 to 14.7 per cent in 2007. The households that did not have access to refuse removal decreased from 1.8 per cent in 2001 to 1.4 per cent in 2007. Overall, access to refuse removal service has improved from 2001 to 2007.
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CHAPTER 3: DEVELOPMENT STRATEGY This chapter provides an overview of the municipality’s key development strategies for short, medium, and long term. It also outlines the core ideology of the municipality i.e. the Vision, Mission, and Development Objectives and Strategic Focus Areas.
3.1 Vision
3.1.1 Definition of a vision: It is a statement of the ideal situation that the municipality would like to achieve in the long- term once it has addressed the problems identified by the community.
3.1.2 Drakenstein Municipality’s Vision: “A place of Excellence”
3.2 Mission
3.2.1 Defining the mission statement: It describes the overall purpose of an organization on what we do, who do we do it for, and how and why we do it.
3.2.2 Drakenstein Municipality’s Mission:
a) to protect and enhance the quality of life of our residents and the unique environment of our area; b) to provide an efficient and effective delivery of services which is responsive to the community’s needs; c) to promote the principles of access, equity and social justice in the development of services; d) to develop an effective organizational culture which strives for continual improvement; e) to exercise the regulatory functions of Council consistently and without bias; f) to encourage community participation in the processes of Council by consulting widely on its activities and policies; and g) to create an enabled environment for economic growth, job creation and the eradication of poverty.
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3.3 Values
3.3.1 Defining values: Values reflect the core principles of an organization; the deeply held values that do not change over time.
3.3.2 Drakenstein Municipality’s Values are:
a) Transparency
b) Accountability
c) Excellence
d) Accessibility
e) Financial Viability
3.4 Strategic (Development) Objectives
1. To ensure improved access to basic services and contribute towards efficient infrastructure;
2. To facilitate and promote Local (Integrated) Economic Development;
3. To remain democratic and accountable;
4. To ensure efficient and financially viable municipality;
5. To strengthen municipal transformation and organizational development;
3.5 National, Provincial, and District Policy Directions This section alludes to the higher-order policy directives the Drakenstein Municipal IDP 2012/2013 – 2016/ 2017 needs to consider in greater detail.
The Municipality recognizes the following progressive statements as key informants to integrated development planning for the municipal area, namely:
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National Level
Accelerated and shared growth initiative of Southern Africa Millennium Development Goals The strategic plan of The Presidency that includes the Medium Term Strategic Framework (MTSF) for 2009 to 2014 National Spatial Development Perspective (NSDP)
Provincial Level
Western Cape Provincial Strategic Objectives Western Cape Spatial Development Framework Provincial Growth and Development Strategy (PGDS)
District Level
District Municipality IDP Objectives (Cape Winelands District Municipalities)
Municipal Level
The following sector plans have been formulated at local level in response to higher-order policy and local needs. See Annexure “D” for a brief synopsis of each ‘local’ plan.
1. Sport, Culture, Youth Development Plan 2. Integrated Sustainable Human Settlements Plan 3. Disaster Management Plan 4. Social Services and Community Development Plan 5. Local Economic Development Strategy 6. Tourism Development Plan 7. Communication Plan 8. Participatory Governance Strategy 9. Rural Development Strategy
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10. Performance Management System 11. Employment Equity Plan 12. Human Resources Strategy 13. Workplace Skills Plan 14. Public Complaints and Ombudsman 15. 5 Year Financial Plan 16. Spatial Development Framework 17. Integrated Waste Management Plan 18. Integrated Transport Plan 19. Water Services Development Plan 20. State of the Environment Report, and 21. Environmental Management Plan 22. Biodiversity Strategy 23. Air Quality Management Plan
3.5.1 ‘New’ National Directives As articulated earlier, the fourth democratic National elections ushered in a new electoral mandate and set of strategic objectives and targets of government outlined in the Medium Term Strategic Framework (MTSF) for 2009 to 2014. The strategic plan of The Presidency, subsequently, has been developed in alignment with, and in response to, this strategic agenda, which sets out ten priorities that government will pursue in the five-year electoral period. These ten main priorities underpin the strategic direction of government.
To give effect to the strategic objectives spelled out in the electoral mandate, the ten priority areas identified in the Medium Term Strategic Framework (MTSF) for 2009 – 2014, which have become the foundation for The Presidency strategy for the same period, include:
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Table 5: Ten strategic priorities of the MTSF 2009 - 2014
Priority Strategy
1 Speeding up growth and transforming the economy to create decent work and sustainable livelihoods.
2 Massive programme to build economic and social infrastructure.
3 Comprehensive rural development strategy linked to land and agrarian reform and food security.
4 Strengthen the skills and human resource base.
5 Improve the health profile of all South Africans.
6 Intensify the fight against crime and corruption.
7 Build cohesive, caring and sustainable communities.
8 Pursuing African advancement and enhanced international co-operation.
9 Sustainable resource management and use.
10 Building a developmental state including improvement of public services and strengthening of democratic institutions.
The strategic plan of The Presidency also includes a set of 12 outcomes that were developed through extensive consultation and discussion at both Ministerial and administrative levels. These outcomes reflect the desired development impacts government seeks to achieve, given government’s strategic priorities. Each outcome is clearly articulated in terms of measureable outputs and key activities to achieve the outputs.
Each of the 12 outcomes is linked to a number of outputs (see Table 6 below) that inform the priority implementation activities.
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Table 6: The 12 Presidential Outcomes
Objective no Description Outcome 1 Improve quality of basic education. Outputs Improve the quality of teaching and learning. Undertake regular assessment to track progress. Improve early childhood development. Ensure a credible outcomes-focused planning and accountability system. Outcome 2 A long and healthy life for all South Africans. Outputs Increasing life expectancy. Decreasing maternal and child mortality rates. Combating HIV and Aids and decreasing the burden of disease from Tuberculosis. Strengthening health system effectiveness. Outcome 3 All people in South Africa are and feel safe. Outputs Address overall levels of crime and reduce the levels of contact and trio crimes. Improve effectiveness and ensure integration of the Criminal Justice System (CJS). Combat corruption within the Justice, Crime Prevention and Security Cluster to enhance its effectiveness and its ability to serve as deterrent against crime. Manage perceptions of crime among the population. Ensure security at the border environment. Secure the identity and status of citizens. Integrate ICT systems and combat cyber-crime. Corruption. Outcome 4 Decent employment through inclusive economic growth. Outputs Faster and sustainable inclusive growth. More labour absorbing growth. Multi- pronged strategy to reduce youth unemployment. Increased competitiveness, to raise net exports, grow trade as a share of world trade and improve its composition. Improve cost structure in the economy. Improve support to small business and cooperatives. Implementation of the Expanded Public Works Programme. Outcome 5 A skilled and capable workforce to support an inclusive growth path. Outputs Establish a credible institutional mechanism for skills planning. Increase access to programmes leading to intermediate and high-level learning. Increase access to occupationally-directed programmes in needed areas and thereby expand the availability of intermediate level skills (with a special focus on artisan skills). Increase access to high level occupationally-directed programmes in needed areas. Research, development and innovation in human capital for a growing knowledge. Outcome 6 An efficient, competitive and responsive economic infrastructure network. Outputs Improving competition and regulation. Ensure reliable generation, distribution and transmission of electricity. To ensure the maintenance and strategic expansion of our road and rail network, and the operational efficiency, capacity
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Objective no Description and competitiveness of our sea ports. Maintenance and supply availability of our bulk water infrastructure. Communication and Information technology. Develop a set of operational indicators for each segment. Outcome 7 Vibrant, equitable and sustainable rural communities with food security for all Outputs Sustainable agrarian reform. Improved access to affordable and diverse food. Improved rural services and sustainable livelihoods. Rural job creation linked to skills training and promoting economic livelihoods. Enabling institutional environment for sustainable and inclusive growth. Cross cutting / institutional support. Outcome 8 Sustainable human settlements and improved quality of household life. Outputs Accelerated delivery of housing opportunities. Improve access to basic services. Mobilisation of well-located public land for low income and affordable housing. Improved property market. Upgrading 400 000 units of accommodation within informal settlements. Facilitate the provision of 600 000 accommodation units within the gap market for people earning between R3 500 and R12 800. Mobilisation of well-located public land for low income and affordable housing with increased densities on this land and in general. Outcome 9 A responsive, accountable, effective and efficient local government system. Outputs Implement a differentiated approach to municipal financing, planning and support. Improving access to basic services. Implementation of the Community Work Programme and cooperative’s support. Actions supportive of the human settlement outcome. Deepen democracy through a refined Ward Committee model. Administrative and financial capability. Single window of coordination. Outcome 10 Environmental assets and natural resources which are well protected and continually enhanced. Outputs Enhanced quality and quantity of water resources. Reduced greenhouse gas emissions, climate change impacts and improved air/atmospheric quality. Sustainable environmental management. Protected biodiversity. Outcome 11 Create a better South Africa and contribute to a better and safer Africa and World, and, Outputs Not considered. Outcome 12 An efficient, effective and development orientated public service and an empowered, fair and inclusive citizenship. Outputs Service delivery quality and access. Human resource management and development. Business processes, systems, decision rights and accountability management. Tackling corruption in the public service.
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Table 7: Set of development Indicators by the National Planning Commission
Economic growth and transformation: GDP growth, Real per capita GDP growth, Foreign direct investment (FDI), Gross fixed capital formation, Budget surplus or deficit before borrowing, Government debt, Interest rates: real and nominal, Inflation measures: CPI and CPIX, Bond points spread, R&D expenditure, Patents, Balance of payments, SA’s competitiveness outlook, Knowledge-based economy index, BEE transactions, Black and female managers; Employment: Employment, Unemployment, Expanded Public Works Programme; Poverty and inequality: Per capita income, Living standards measure, Inequality measures, Poverty headcount index, Poverty gap analysis, Social-assistance support, People with disabilities;
Household and community assets: Dwellings, Potable water, Sanitation, Electricity,
Land restitution, Land redistribution;
Health: Life expectancy, Infant and child mortality rate, Severe malnutrition under five years, Immunisation coverage, Maternal mortality ratio, HIV prevalence, Tuberculosis (TB), Malaria
Education: Educator - learner ratio, Enrolment rates, National senior certificate pass rate, No of candidates for the NSC with Mathematics passes, Adult literacy, Graduating SET students, Educational Performance, Mathematics and Science Achievement;
Social cohesion: Strength of civil society, Voter participation, Voters per province, Women who are members of legislative bodies, Confident in a happy future for all races, Public opinion on race relations, Country going in the right direction, Identity based on self- description, Pride in being South African;
Safety and security: Victims of crimes, Number of all crimes, Contact crime, Property crime, Aggravated robberies, Detection rate, Charges referred to court, Conviction rate , Inmates, Road accidents;
International relations: Peace operations, Democratically elected governments in Africa, Real
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GDP growth in Africa, Sustainable Tourism, Mission operations and diplomats trained, International agreements;
Good governance: Tax returns, Audits, Corruption perceptions, Budget transparency, Public opinion on delivery of basic services, Ease of doing business, Greenhouse gas emissions.
Table 8: Five Strategic Objectives of the Local Government Turn-around Strategy (LG - TAS)
1. Ensure that municipalities meet basic needs of communities. This implies that an environment is created, support provided and systems built to accelerate quality service delivery within the context of each municipality’s conditions and needs;
2. Build clean, responsive and accountable local government. Make sure that systems and structures and procedures are developed and enforced to deal with corruption, maladministration and ensure that municipalities communicate and account more to communities;
3. Improve functionality, performance and professionalism in municipalities. Ensure that the core administrative and institutional systems are in place and are operational to improve performance;
4. Improve national and provincial policy, support and oversight to local government; and
5. Strengthen partnerships between local government, communities and civil society. Ensure that communities and other development partners are mobilized to partner with municipalities in service delivery and development.
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Figure 8: Illustrate the alignment between national, provincial, district and municipality's strategies
Drakenstein’s IDP Vision A Place of Excellence
5 National Key Performance Basic Service Delivery and Institutional Capacity and Local Economic Financial Viability and Good Infrastructure Development Municipal Transformation Governance Areas Development Management
1. Developing a 2. Ensure 4. Contribute to the 7. Address coordination differentiated improved 3. Initiate ward- 7 Critical outputs in order achievement of 5. Strengthen 6. Strengthen the problems and approach to access to based programmes to achieve the Vision of sustainable human participatory administrative strengthen cross- municipal basic to sustain livelihoods Outcome 9 settlements & governance and financial departmental initiatives financing, services - Community Work quality capability of through a single planning & Programme, EPWP neighbourhoods municipalities window of coordination support
3. 6. 7. Strategic 1. Increase 2. Increasing 4. Developing Mainstreaming 8. Promoting 9. Integrating 10. Creating 11. Building opportunities Improving Increasing 5. social service opportunities the best-run Objectives access to Increasing integrated sustainability Provincial for growth education safe and wellness and and optimising inclusion and delivery for for growth provincial safety Government and jobs outcomes efficient (Health) sustainable resource-use reducing maximum and government poverty impact development in the world transport human (Environment) settlements in rural areas
1 3 5 To facilitate the 2 To support and ensure To facilitate and ensure the 6 4 development of To ensure the health and the development and development and To ensure the financial To provide an effective and sustainable regional safety of communities in implementation of infra- empowerment of the poor sustainability of the efficient support service to land use, economic, the Cape Winelands structural services such and most vulnerable Cape Winelands District the Cape Winelands spatial and through the proactive as bulk- and internal people, particularly Municipality, and to fulfil CWDM Strategic District Municipality's environmental prevention, mitigation, services, functional road women, children, youth, the statutory Objectives executive directors so that frameworks that will identification and network and public the disabled, elderly requirements. the organisational support and guide the management of transport services that persons and rural dwellers objectives can be development of a environmental health, contributes to Integrated throughout the Cape achieved. diversified, resilient fire and disaster risks. Human Settlements in Winelands. and sustainable district the CWDM.
economy.
1. 2. 3. 4. 5. Drakenstein’s To ensure improved To facilitate and To remain democratic To ensure efficient and To strengthen municipal Strategic Objectives access to basic services promote Local and accountable financially viable transformation and and contribute towards (Integrated) Economic municipality organizational efficient infrastructure Development development Page 56 of 115
Integrated Development Plan 2012- 2017
3.6 Development Agenda Table 9: Illustrates Strategic Focus Areas per Directorate
3.6.1 Office of the Municipal Manager
Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 3 5 11 2 MM1 Good Fraud & Risk Conduct Risk To fight 1 1 1 1 1 Governance Management Assessment for corruption each year and prevent/ mitigate risks
Implement Anti- 100% 100% 100% 100% 100% corruption Policy
Submit an Incident To ensure 4 4 4 4 4 register to the oversight on Audit Committee reported regularly(quarterly) incident
Audit Develop Audit Plan Ensure that 1 1 1 1 1 continuous audits are done timeously on both Finance & Performance Information
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Ensure Ensure that 100% 100% 100% 100% 100% Functionality of the continuous Audit Committee audits are done timeously on both Finance & Performance Information
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3.6.2 Directorate: Strategic Services
Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 3 3 1 2 Strat1 Economic LED (IED) & Implement Mainstreaming 100% 100% 100% 100% 100% Prosperity Tourism EPWP to create Economic 5000 job Development opportunities; for Growth and Establish Skills Job Creation Development Centre at Ikhwezi; Establish RED Tape Reduction Unit and Sector Development Centres; Support Co- operatives
Establish new Maximise 100% 100% 100% 100% 100% LTO and Tourism Community Potential Tourism; Improve Tourism Road Signage
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 3 5 11 2 Strat2 Good Intergovernmental Full Enhance and 100% 100% 100% 100% 100% Governance Relations (IGR) implementation Mainstream of IGR IGR Framework
Public Institutionalize Enhance 100% 100% 100% 100% 100% Participation Public Community Participation Participation
3 5 11 2 Strat2 Good Democratic and Draft/ Review To ensure that 1 1 1 1 1 Governance Accountable the IDP that a credible Governance timeously IDP is approved by Council
Implement and To ensure that 100% 100% 100% 100% 100% Review performance is Performance reviewed and monitored Management System
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Improve To enhance 100% 100% 100% 100% 100% Mechanisms on Good providing Governance Timeous Reports/ Feedback to Citizens
Communication Improve and Ensure that the 100% 100% 100% 100% 100% Expand Municipality Communication communicate and account Strategies more to the (Internally & community Externally)
1 1 10 1 Strat3 Social Rural Formulate Facilitating 100% 100% 100% 100% 100% Upliftment Development Policies and Transformation Strategies for in the Rural Rural Areas; and Development; Mainstream Develop Rural Database on Development rural needs; in the Network and municipality liaise with sector stakeholders
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3.6.3 Directorate: Corporate Governance
Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 5 2 11 3 Corp1 Human Maintain Healthy Review and Reduced 10% 10% 10% 10% 10% Resources Vacancy Rate implement vacancy rate in Management Recruitment order to Plan Policies improve service delivery
Address Skills Annual Skills Better skilled 1 1 1 1 1 Shortage Need staff to render Assessment quality services
Expand Artisan Fully qualified 1 1 1 1 1 training artisans
Maintain and Review and Diverse 90% 90% 90% 90% 90% improve implement workforce Workforce Recruitment diversity Policies
Promote Batho Approve training Service 100% 100% 100% 100% 100% Pele principles in projects orientated workplace. staff.
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 5 2 11 3 Corp2 ICT Plan Expand ICT Expand Fibre Improved 0 1. 1. 1. 1. Network to outer Optic Cabling systems buildings/ offices between communication Municipal speed and Buildings network stability
Maintain and Improve storage, ICT backbone 100% 100% 100% 100% 100% improve IT back-up and equipped to Backbone relevant support supporting ICT information infrastructure systems and networks.
Introduce ICT Implement Improved ICT 100% 100% 100% 100% 100% Corporate COBIT ICT Governance Governance Governance Principles and Framework address Risks
Promote key Facilitate Quality 100% 100% 100% 100% 100% information implementation information systems of ICT Master systems development Plan supporting service delivery
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 5 2 11 3 Corp3 Facility Regular Annual Documented 1 1 1 1 1 Management Maintenance and Assessment of Maintenance and Upgrading of Facilities/ plan for Maintenance Municipal Offices Buildings Facilities Plan and Public Maintenance Facilities needs
Maintenance/ Civic Centre Structured 100% 100% 100% 100% 100% Upgrading Paarl Mechanical and upgrading plan Civic Centre Electrical Upgrading Plan for all floors
Improved Upgrading of Systems and 100% 100% 100% 100% 100% Management of systems and procedures in Public Facilities procedures for place for centralized centralized booking and booking and payment payment systems at public systems facilities by 100% spending of funding allocated annually for this purpose.
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Regular Revision of All leased 100% 100% 100% 100% 100% Maintenance/ Systems and properties well Upgrading of Procedures for maintained. Buildings on Lease booking of Properties Community Halls
5 2 11 3 Corp4 Administrativ Improve Internal Expansion to Easy access to 100% 100% 100% 100% 100% e Plan Access to Collaborator information Information Document Management System
Improved Expansion to 1. Improved 100% 100% 100% 100% 100% management of Collaborator complaints resolutions and Document handling complaints Management handling System 2. Management of council resolutions
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3.6.4 Directorate: Financial Services
Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 4 4 11 2 Fin1 Financial Credible Prepare a 5 Ensure 1 1 1 1 1 Management Budget year Financial alignment of Plan as well the Budget to as Medium the IDP Term Budget
Increase Improve on Improved and 100% 100% 100% 100% 100% Revenue Base Revenue Sustainable Collection Revenue Base system
Asset Maintain and Ensure 100% 100% 100% 100% 100% Management Update Asset compliance Register with GRAP 16, 17 & 102
Conditional Monitor Improving on 100% 100% 100% 100% 100% Grants spending on Conditional both Capex & Grand Opex spending
Effective Deviation Turnaround 100% 100% 100% 100% 100% Supply Chain Reports time Management processing Quotations. Monthly reports.
Processing of Processing orders within time for
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 72 hours. Process Bids.
Management Maintenance the Expiry of of Contracts. Contracts Register.
Annual Prepare AFS Compliance 1 1 1 1 1 Financial and submit to with the Statements the AG as MFMA (AFS) legislated
4 4 11 2 Fin2 Financial Calculation of The Ratio Improved 2.5:1 2.5:1 2.5:1 2.5:1 2.5:1 Viability the Ratio should be Cost higher to Coverage ensure relating to Financial Cashflow Viability and Management, Sustainability, Strong this denotes Investment Effective Portfolio, Cashflow Effective Management spending.
Calculation of The Ratio Improved 19:01 19:01 19:01 19:01 19:01 the Ratio should be Debt higher to Coverage ensure
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Project/s/ TAS Ref. Priority Performance Outcome/s Target Target Target Target Target SO KPA SO Activities Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Financial Viability and Sustainability, ensure that municipality is able to meet its debt commitments
Calculation of The Ratio Enhance 3% 3% 3% 3% 3% the ratio should be Revenue and higher to reduce the ensure Debt – Financial Service Viability and Debtors to Sustainability Revenue
4 4 11 2 Fin3 Partnerships Ad-hoc Secure To be able to 100% 100% 100% 100% 100% Funding funding for deliver on Unsecured related Ad-hoc projects funding
Payment Rate Improve Improved 95% 95% 95% 95% 95% Payment Rate Payment Rate Improvement Improvement Improvement Improvement Improvement Rate Rate Rate Rate Rate
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3.6.5 Directorate: Social Services
Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 1 1 6 1 Soc1 Human Provision of Address Backlogs To initiate, plan, co- 1283 840 512 850 500 Settlements Houses ordinate and facilitate Upgrading & appropriate housing Formalization development within its of Informal boundaries. Set aside, plan Settlements and manage land for Housing housing development. Administration Expropriate land for housing development if the land cannot be acquired through other means.
Reduce Waiting Incorporate current list 1283 840 512 850 500 Lists with a rural housing waiting list, as well as back yard dwellers. Ensure that beneficiaries reflect on the integrated housing waiting list.
Provide houses Registration of farm 0 0 100 200 300 for Farm dwellers dwellers on the waiting list. Each housing project consists of 10% farm dwellers as beneficiaries.
Make provision To provide temporary 100 100 100 100 100 for Emergency housing relief for people in
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Housing/Service urban and rural areas in sites terms of land and structures. Ensure Access to Acquire land for use in 1283 840 512 850 500 Land and Security realizing integrated human of Tenure (in line settlements demand. with no of houses provided) Maintain and Ensure that only people on 206 250 252 250 250 Update Database the waiting list can be for Informal accommodated at an Settlements informal settlement without removing their names from the waiting list. When leaving an informal settlement structures to be removed. Installation and improvement of basic services at informal settlements. Consultation processes regarding tenure security conducted with regular feedbacks to the Portfolio Councillor.
Ongoing Ensure that municipal 95% 95% 95% 95% 95% Maintenance of houses are kept in a good Municipal Houses condition and ensure that municipal employees
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 indeed benefit from municipal housing. Ensuring people leaving services vacate the house.
Manage Rental Ensure that rental stock is 95% 95% 95% 95% 95% Stock Database in compliance with Health and Safety Standards and are occupied by the rightful tenants.
Response to Ensure that families 95% 95% 95% 95% 95% emergency affected are evictions cases accommodated at temporary / emergency serviced site.
1 1 5 1 Soc2 Community Disaster Establish Disaster To ensure that Appropriate 25% 25% 25% 25% 25% Safety Management & Management Strategies for Disaster, Fire & Risk Advisory Forum Fire, & Risk challenges are 100% 100% 100% 100% 100% Management that will assist in developed in compliance advancing the with all applicable Development and legislations. Implementation of Disaster, Fire & Risk Management
Traffic & Law Enhance Joint To ensure the integration 8 8 8 8 8 Enforcement Operations with of all programs related other Law Traffic and Roads and Enforcement Community Safety
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Agencies, Neighbourhood Watches, Community Police Forums and SAPS, and Farmwatches.
Interact with Taxi 10 10 10 10 10 Industry
Conduct 12 15 18 20 24 Community Awareness Programs
1 1 8 1 Soc3 Community Vulnerable Establish Established DM ECD Forum Development Groups: Drakenstein ECD Children, Forum from Women, existing local Disabled, and forums 100% 100% 100% 100% 100% Farm Communities Facilitate 4 4 4 4 4 Stakeholder, ECD Meetings and Empowerment Workshops for ECD Educators
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Development of Ensure support for the ECD 100% 0 0 0 0 ECD Policy
Providing support 100% 100% 100% 100% 100% to the Disabled and Elderly in collaboration with the sector departments
Establish Established DM Gender 4 4 4 4 4 Drakenstein Forum Gender Forum
Substance Cooperate and 100% 100% 100% 100% 100% Abuse network with sector departments
HIV/AIDS, STI’s Cooperate and 100% 100% 100% 100% 100% & TB network with sector departments
Youth Establish, Support To encourage the 100% 100% 100% 100% 100% Development/ and Capacitate involvement of Youth in Student Affairs Ward Youth Municipal Affairs
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Forums Establishment of 0 100% 0 0 0 Drakenstein Youth Council
Provide skills Ensure that youth is 100% 100% 100% 100% 100% training for the capacitated with relevant Youth skills Establish a Assist students to obtain 100% 100% 100% 100% 100% Student Affairs information and access to Desk services and opportunities
Sustainable Retain and Reduce Poverty and 100% 100% 100% 100% 100% Livelihoods facilitate the improve the social and Poverty maintenance of wellbeing of residents Reduction the existing soup kitchens/ patch food garden programmes
Institutional Facilitate to Build To ensure that the 100% 100% 100% 100% 100% Capacity Capacity and community is empowered Building & Improve Support with relevant skills to be Support to NGOs, CBOs, able to sustain their lives etc in collaboration with the sector departments
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Community Libraries Provision of To ensure awareness on 400 400 400 400 400 Facilities Monthly Displays use of Libraries on Various Topics in all Libraries
Conduct Weekly To create and strengthen 300 300 300 300 300 Story-telling in Reading Habits for Children Libraries at Early Age
Expand library 100% 100% 100% 100% 100% services to rural and farming communities or satellite/house libraries
Thusong Ongoing Ensure Effective 80% 80% 80% 80% 80% Centres Conceptualization Functioning of Thusong of services and Centres development programmes;
Maintenance and 100% 100% 100% 100% 100% Management of Thusong Centres
Sports and Liaison/ Meeting In order to improve and 4 4 4 4 4 Culture with Sport Bodies enhance communication on a Quarterly with Sports Bodies and basis; Establish ensure that Drakenstein is
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Drakenstein as a developed as a Tourism City of Sport; Destination for Sport. Maintain the Mayoral Cup and expand on other Sport Codes Utilize sports and Promote social wellbeing 100% 100% 100% 100% 100% culture to amongst youth promote youth development in collaboration with sector departments
Parks & Maintenance, Ensure allocations of 100% 100% 100% 100% 100% Recreational Upgrading and Facilities to rural wards as Facilities; Development of well Arboretum; & New Facilities Swimming Pools Facilitate and To ensure well- maintained 4 4 4 4 4 Conduct and effective use of Quarterly facilities Inspections for the use of facilities Planting and For beautification and 1000 1000 1000 1000 1000 donation of Trees Greening of the area
Ensure that Ensure safe municipal swimming pools swimming pools
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 have qualified lifeguards
Proper Properly maintained 100% 100% 100% 100% 100% Maintenance of Arboretum the Arboretum
Create Routes and To ensure accessibility of 100% 100% 100% 100% 100% Paths for bicycles and optima use of the and runners and Arboretum by all the Disabled communities
Promoting 100% 100% 100% 100% 100% Awareness in relation to Arboretum to a specific targeted group
Contribute to the To assist in the alleviation 100% 100% 100% 100% 100% municipality’s job of poverty and the creation initiatives provision of skills. as well as EPWP
Promote To ensure sustainable 100% 100% 100% 100% 100% Sustainable environment Environment by facilitating beautification
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Projects/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 programmes i.e. Garden competition
Provision of Ensure Safeguarding of all 100% 100% 100% 100% 100% Security for all Municipal Facilities Municipal Facilities
Cultural Affairs Establish a To ensure empowerment 100% 100% 100% 100% 100% Cultural Forum of all stakeholders and support NGOs related to same
Public Toilets Provision and Properly maintained public 100% 100% 100% 100% 100% Maintenance of toilets Ablution/ Public Toilets
Cemeteries Maintenance of To ensure well- maintained 100% 100% 100% 100% 100% Existing facilities and sufficient Cemeteries; and spaces the Development of new Cemeteries
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3.6.6 Directorate: Infrastructure & Planning
Planning Services
Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- TAS Ref. Priority Performance Projects/ Activities Outcome/s Target Target Target Target Target SO KPA SO Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 1 Built Klapmuts Commission detailed Spatial 100% Environment Precinct Plan - studies as Development Phase 2 - recommended in Framework for 2012/2013 Status Quo Report Klapmuts and finalized by end of Environs to guide financial year development in 2011/2012 the area.
Built Klapmuts Detailed studies as Spatial 100% Environment Precinct Plan recommended in Development Phase 3 – Status Quo Report Framework for 2013/2014 finalized by end of Klapmuts and financial year Environs to guide 2011/2012 development in the area.
Built Klapmuts Compile spatial Spatial 100% Environment Precinct Plan - development Development Phase 4 – proposals and Framework for 2014/2015 implement strategy. Klapmuts and Environs to guide development in the area.
1 Built Simondium Initiate and complete Compilation of 100% Environment Rural Settlement the assessment of the Status Quo Precinct Plan – the current status Report and
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- TAS Ref. Priority Performance Projects/ Activities Outcome/s Target Target Target Target Target SO KPA SO Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 2012/2013 quo and compile Development spatial development Proposals Report proposals for the and the area implementation of the Spatial Development Framework for Simondium to guide development in the area.
1 Built Wellington CBD Collate and analyse Spatial 100% Environment Urban existing information Development Revitalization and studies and Framework for Plan (Phase 1) – formulate spatial Wellington CBD to 2013/2014 vision. guide development in the area.
Built Wellington CBD Spatial development Spatial 100% Environment Urban proposals and Development Revitalization implementation Framework for Plan (Phase 2) – strategy. Wellington CBD to 2014/2015 guide development in the area.
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- TAS Ref. Priority Performance Projects/ Activities Outcome/s Target Target Target Target Target SO KPA SO Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 1 Built Drakenstein Initiate the Set of guidelines 100% Environment Guidelines for compilation of for assessment of Urban Fringe guidelines for the development Developments – assessment of proposals on the 2013/2014 development Urban Fringe. applications on the Urban Fringe
1 Built Drakenstein SDF Commission Informant studies 100% Environment Review (Phase informant studies as for the SDF 1) – 2013/2014 requested by Province and in line with Provincial SDF guidelines
1 Built Drakenstein SDF Spatial development Spatial 100% Environment Review (Phase proposals and public Development 2) – 2014/2015 participation process Framework for Drakenstein to guide development in the area.
1 Built Southern Paarl Collate and analyse Spatial 100% Environment Precinct Plan – existing information Development 2015/2016 and studies and Framework for formulate spatial Southern Paarl vision. Spatial area to guide development development proposals and
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- TAS Ref. Priority Performance Projects/ Activities Outcome/s Target Target Target Target Target SO KPA SO Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 implementation strategy.
1 Built Huguenot Collate and analyse Spatial 100% Environment Precinct Plan – existing information Development 2015/2016 and studies and Framework for formulate spatial Huguenot Station vision. Spatial and Surrounds to development guide proposals and development implementation strategy.
1 Built Drakenstein Compilation of Integrated Zoning 50% 50% Environment Integrated Drakenstein Scheme to Zoning Scheme Integrated Zoning manage land uses (Phase 2) – 2012 Scheme in the municipal – 2014 area
Built Drakenstein Conversion of GIS Integrated Zoning 100% Environment Integrated based Zoning Map Scheme to Zoning Scheme (Phase 1) in line with manage land uses (Phase 3) – new zonings as set in the municipal 2014/2015 out in the area Drakenstein Integrated Zoning Scheme (Phase 2)
Built South of N1 Collate and analyse Spatial 100% Environment Precinct Plan – existing information Development and studies and Framework for
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Strategy/ Focus Areas/ Annual Annual Annual Annual Annual M- N- P- TAS Ref. Priority Performance Projects/ Activities Outcome/s Target Target Target Target Target SO KPA SO Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 2016/2017 formulate spatial the Area South of vision. Spatial the N1 to guide development development proposals and implementation strategy.
Built Windmeul Collate and analyse Spatial 100% Environment Precinct Plan existing information Development and studies and Framework for formulate spatial Windmeul to vision. Spatial guide development development proposals and implementation strategy.
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Electrical Engineering Services
Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Electrical Development 1. Main electrical 92% 92% 92% 92% 92% Living and Infrastructure and upgrading infrastructure Quality Development/ of with sufficient Environment Upgrading capacity. with Efficient 1. Main Infrastructure Electrical 2. Internal and Improving Infrastructure in Electrical Quality of life terms of reticulation with and Social Well- Masterplan. sufficient being capacity. 2. Internal electrical Based on % reticulation. expenditure of approved Capex % of Capex budget. spending for improvement of electrical infrastructure services.
Sustainable Electrical Maintenance of Well maintained 92% 92% 92% 92% 92% Living and Infrastructure electrical Quality Maintenance 1. Main infrastructure. Environment Electrical with Efficient Infrastructure in Based on % Infrastructure terms of expenditure of and Improving Masterplan. approved Opex Quality of life budget. 2. Internal
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 and Social Well- electrical being reticulation.
% of Opex spending for improvement of electrical infrastructure services.
Sustainable Limit electrical losses Management of Meeting Industry 10% 10% 10% 10% 10% Living and electrical losses /Municipal Quality by annual loss norms and Environment calculation. targets. with Efficient Infrastructure Limit electricity and Improving losses to 10% Quality of life (annual and Social Well- calculation). being
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Establish Revenue Manage illegal Improved 1 Living and Protection Unit electricity security of Quality connections, electricity Environment electricity theft, supply. with Efficient theft of cables.
Infrastructure Establishment of and Improving Quality of life operational Unit and Social Well- in terms of being budget allocation.
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Civil Engineering Services
Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Environmental State of the SOE report every two 1 1 Living and Management Environment years Quality report Environment with Efficient Infrastructure: and Improving Quality of life and Social Well- being
Sustainable Environmental River Report and EIA 92% 92% 92% 92% 92% Living and Management Environmental approval for Quality Management Plan implementation of Environment remedial construction with Efficient work. Based op % Infrastructure: expenditure of and Improving approved Capex Quality of life budget and Social Well- being
Sustainable Environmental Environmental Extend, update and 1 1 1 1 1 Living and Management Management implement the EMS. Quality System ( EMS) Annual status report Environment with Efficient Infrastructure:
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 and Improving Quality of life and Social Well- being
Sustainable Environmental Air Quality Annual status report 1 1 1 1 1 Living and Management Management Quality Environment with Efficient Infrastructure: and Improving Quality of life and Social Well- being
Sustainable Environmental Environmental By- Completed policies 1 1 1 1 1 Living and Management laws and policies and by-laws. Annual Quality status Report Environment with Efficient Infrastructure: and Improving Quality of life and Social Well- being
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Environmental Environmental Informed public wrt 1 1 1 1 1 Living and Management education and environmental issues. Quality awareness- raising. Minimum one event Environment per year with Efficient Infrastructure: and Improving Quality of life and Social Well- being
Sustainable Roads Development and 1. Main roads with 92% 92% 92% 92% 92% Living and upgrading of sufficient capacity to Quality 1. Main accommodate future Environment Transportation growth ito accessibility with Efficient Infrastructure ito and traffic flow Infrastructure: Masterplan and Improving 2. Road structures 2. Bridges and related Quality of life and bridges ito structures that are and Social Well- bridge safe to use being management 3 Sidewalk that are system safe to use 3.Paved sidewalks 4.Traffic Calming 4. Safe use of roads by measures providing traffic calming measures i.e. All Projects linked speed bumps, mini to approved Capex circles etc
Based on expenditure
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 as % of approved Capex budget for the improvement of infrastructure services
Sustainable Roads Maintenance of Road network, safe to 92% 92% 92% 92% 92% Living and road network ito use and accessibility Quality Pavement for inhabitants and Environment Management businesses. with Efficient System (PMS) and Infrastructure: approved Opex Based on expenditure and Improving as % of approved Opex Quality of life budget to maintain and Social Well- road infrastructure being services
Sustainable Development of Stormwater system 92% 92% 92% 92% 92% Living and Stormwater stormwater system that can effectively Quality ito stormwater handle the Environment masterplan and stormwater run off with Efficient approved Capex Infrastructure: Based on expenditure
and Improving as % of approved Capex budget for the Quality of life and Social Well- improvement of storm being water infrastructure services
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Maintenance of Storm water system 92% 92% 92% 92% 92% Living and Stormwater storm water that can effectively Quality system i.t.o handle the storm Environment maintenance plan water run off with Efficient and OPEX Infrastructure: approval. Based on expenditure and Improving as % of approved Opex Quality of life budget for the and Social Well- maintenance of storm being water services
Sustainable Provision and 1.Adequate water 92% 92% 92% 92% 92% Living and Water upgrading of supply for future use Quality Environment 1.Bulk Water 2.Effective distribution with Efficient pipelines of water to Infrastructure: households, 2.Water and Improving businesses etc reticulation pipe Quality of life network 3. Water fit for human and Social Well- consumption being 3. Upgrade of water treatment 3.Sufficient water works storage and distribution thereof 4. Bulk reservoirs and pump stations Based on expenditure as % of approved All Projects linked Capex budget for the to approved Capex improvement of water
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 infrastructure services
Sustainable Water Maintenance of Effective water system 92% 92% 92% 92% 92% Living and water system ito and use of Opex to Quality maintenance plan maintain Environment and approved infrastructure services. with Efficient Opex Infrastructure: Based on expenditure and Improving as % of approved Opex Quality of life budget for the and Social Well- maintenance of water being infrastructure services
Sustainable Water Effective Reduced % of water 18% 18% 18% 18% 18% Living and Resources management by losses. Quality monitoring % of Environment water losses. Measured as Kl with Efficient billed/Kl used by Infrastructure: municipality and Improving (President and Quality of life Minister of DWAF and Social Well- target to reduce non- being revenue water from 30% to 18% by 2014)
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Provision and 1.Adequate sewer 92% 92% 92% 92% 92% Living and Sewerage upgrading of: pipe capacity for the Quality transport of sewerage Environment 1. Bulk Sewer pipe with Efficient network 2. Effective & safe Infrastructure: handling of sewerage 2. Sewer pipe and Improving from households, network Quality of life businesses etc and Social Well- 3. Sewer pumping 3. Effective transport being stations of sewerage from households to waste All Projects linked water treatment to approved Capex works
Based on expenditure as % of approved Capex budget for the improvement of sewerage infrastructure services
Sustainable Maintenance of Effective Sewerage 92% 92% 92% 92% 92% Living and Sewerage sewerage system system and use of Quality ito maintenance Opex to maintain Environment plan and approved infrastructure services. with Efficient Opex Infrastructure: Based on expenditure and Improving as % of approved Opex Quality of life budget for the and Social Well- maintenance of the
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 being sewerage infrastructure services.
Sustainable Sewerage Provision of Basic Basic water & 92% 92% 92% 92% 92% Living and Services sewerage services to Quality informal households Environment with Efficient Based on expenditure Infrastructure: as % of approved and Improving Capex budget Quality of life and Social Well- being
Sustainable Upgrading & Sufficient treatment 92% 92% 92% 92% 92% Living and Waste Water extension of Waste capacity and Quality Water Treatment compliance to legal Environment Works (WWTW) ito requirements with Efficient approved Capex Infrastructure: Based on expenditure and Improving as % of approved Quality of life Capex budget for the and Social Well- improvement of waste being water treatment infrastructure services
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Waste Water Maintenance of Effective treatment 92% 92% 92% 92% 92% Living and the Waste Water works and use of Opex Quality Treatmenr Works to maintain Environment ito the approved infrastructure services with Efficient Opex Infrastructure: Based on expenditure and Improving as % of approved Opex Quality of life budget for waste and Social Well- water treatment being works
Sustainable Waste Water Provision of Control measures to 1 1 1 1 1 Living and Scientific services monitor and prevent Quality ito National pollution Environment standards with Efficient proficiency Annual Report Infrastructure: testing(SABS/SANS) and Improving Quality of life and Social Well- being
Sustainable Waste ( Solid) Provision of Solid Effective management 92% 92% 92% 92% 92% Living and waste facilities eg and transport solid Quality transfer stations, waste Environment composting plants, with Efficient waste recovery Based on expenditure Infrastructure: facilities etc ito as % of approved and Improving Capex budget for the
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Quality of life approved Capex improvement of solid and Social Well- waste infrastructure being services
Sustainable Waste ( Solid) Maintenance of Maintenance of solid 92% 92% 92% 92% 92% Living and Solid waste waste facilities. Quality facilities ito Environment approved Opex Based on expenditure with Efficient as % of approved Opex Infrastructure: budget for solid waste and Improving facilities. Quality of life and Social Well- being
Sustainable Waste (Solid) Implementation of Extended use of 100% Living and Waste to Energy landfill site and Quality Project generation use of Environment green energy. Project with Efficient to be completed in Infrastructure: 2015/2016 and Improving Quality of life and Social Well- being
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ Project/s/ TAS Ref. Performance Outcome/s Target Target Target Target Target SO KPA SO Priority Area Activities Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Sustainable Fleet Provision of Appropriate vehicles 92% 92% 92% 92% 92% Living and Management vehicles and and equipment for Quality and Mechanical equipment ito utilization Environment workshop Capex with Efficient Based on expenditure Infrastructure: as % of approved and Improving Capex budget Quality of life and Social Well- being
Sustainable Fleet Maintenance of Well maintained 92% 92% 92% 92% 92% Living and Management vehicles and vehicles & equipment. Quality and Mechanical equipment ito Environment workshop approved Opex Based on expenditure with Efficient as % of approved Opex Infrastructure: budget and Improving Quality of life and Social Well- being
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Focus Areas/ Annual Annual Annual Annual Annual M- N- P- Strategy/ TAS Ref. Performance Projects/ Activities Outcome/s Target Target Target Target Target SO KPA SO Priority Area Indicators 2012/13 2013/14 2014/15 2015/16 2016/17 Environmental Environmental Bio- diversity To ensure Clearing 100% 100% 100% 100% 100% Quality Management Management of Alien Vegetation Management Support Climate To promote 100% 100% 100% 100% 100% Change Initiatives e.g Awareness & Energy Efficiency; Sustainability Climate Mitigation
Provide information Ensure Women 100% 100% 100% 100% 100% and guidance about Empowerment Women in Water Initiatives, as well as other income generating projects
Development of the Ensure improved 100% 100% 100% 100% 100% related policies to Management and effectively regulate control of our River pollution natural resources i.e Bergriver
Contribute to the To assist in the 100% 100% 100% 100% 100% municipality’s job alleviation of creation initiatives as poverty and the well as EPWP provision of skills.
Encourage Re- To promote and 100% 100% 100% 100% 100% cycling maintain clean environment
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3.7 Figure 9: Drakenstein Municipal Turn-around Strategy (M-TAS) No. Target (Completion Intervention required Focal Point Current Situation Municipal Action Estimated Amount Date) from other Spheres 1. Basic Service Delivery & Infrastructure 1.1 Rural Development Facilitating Mainstream Rural Funding and Technical R1 000 000.00 Transformation in the Development through Support from National rural areas all Directorates
2. Governance 2.1 Intergovernmental Improve Inter- Co-operation through Intervention and Technical R 200 00.00 Relations departmental relations enforced Support from National implementation of protocol
3. Public Management 3.1 Media & Maximize Good & Democratic Assistance and Support from R 300 00.00 Communications Communication Internally Governance CWDM & Externally
4. Economic Prosperity 4.1 Local (Integrated) Mainstreaming Integrating economic Support form Province & R1 000 000.00 Economic economic development development in the National Development activities of the municipality
4.2 Maximise Tourism Support form Province & R1 000 000.00 Potential National
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CHAPTER 4: DELIVERING OUR OBJECTIVES
4.1 Corporate Governance & Strategic Services
4.1.1 Review of Drakenstein’s Macro Organizational Structure The newly elected Council identified the need to review the organizational structure of the municipality with a view to maximize service delivery efficiency and effectiveness. The intention and purpose of such a review factors a significant role in delivering the objectives and goals as outlined in this five year plan (refer to Chapter 3).
The structure of an organization will determine the modes in which it operates and performs. It provides the foundation on which standard operation procedures and routines rest, and also determines which individuals participate in which decision making processes.
The review and possible adjustment of the organizational structure will be a monumental managerial challenge, but it is needed to ensure that Drakenstein management practices and procedures are efficient and functional so that its work can be performed and its goals can be met.
4.1.2 Creating a Performance Culture in Drakenstein Performance management is a mechanism that is used to ensure that the municipality is doing its work and delivering on its mandate. In the public sector context, performance management is defined as a purposeful continuous process aimed at managing and developing employee behavior for the achievement of the organization’s goals. Performance has to be managed within agreed framework of planned goals, objectives, standards and incentives.
Performance management drives organizational performance as well as the performance of each and every individual within the organization.
Organizational performance management refers to the process of strategic planning and control. It helps to translate strategic direction into operational plans and objectives for each directorate /division.
Individual performance management translates the various components, objectives and plans into individual goals.
Drakenstein is legally required to develop a Performance Management System (PMS) that will enhance organizational efficiency and effectiveness. Currently Section 57 employees are required to have a performance management contract that holds them accountable to their
Page 100 of 115 Integrated Development Plan 2012- 2017 employer for delivery against Key Performance Indicators (KPI’s). Senior employee’s play an important part in the performance of the municipality, as their functions and responsibilities contribute to the municipality’s overall achievement of outcomes.
A good understanding and effective implementation of performance management by the municipality will have long-term benefits for Drakenstein.
Performance Management System Policy Framework will be available as a supplement or Annexure “D” 10.
4.1.3 Establishing a Culture of Good Communication Effective communication, internally as well as externally, is of vital importance to the functioning of a municipality as large as Drakenstein. As far as external communication is concerned, much will have to be done to improve public participation and effective and customer- friendly communication will also contribute to a positive public image of the municipality. Improved strategies will be implemented to empower ward committees to function effectively as they are formal communication channel between the community and the municipal council.
Council, in this respect resolved on establishing a new portfolio, the “Public Complaints and Ombudsman” with the aim of improved mechanisms of handling received enquiries and complaints by the public.
Communication Plan will be available as a supplement or Annexure “D” 7.
4.1.4 Participatory Governance (Public Participation) Participatory governance as a vision and ideal for local government is not only prescribed by the Constitution and other Statutes, but it is also a very important tool to ensure that responsible and action driven governance mechanisms and structures are put in place by the administrations. Drakenstein supports this vision and will during the following 5 years actively implement policies and control measures to ensure success.
This would entail enhancing the process of public participation through communication and stakeholder participation and consultation, and joint planning to ensure sustainable outcomes. This is the only way that politicians and officials can ensure that proper Integrated Development Planning lead to a better life for citizens in line with their established needs, and
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The strategy to ensure this participatory governance outcome can only be ensured by the two sound governance foundations being the ward participatory system through the Speakers Office together with a stakeholder participatory programme traversing the limits of ward boundaries. Both these foundations need to be politically set in policies and then driven and constantly measured to ensure that the planned outcomes are reached through IDP Administrators.
The ward participatory action should be based on regular ward committee meetings, interaction by all councilors with the ward residents through planning and report back meetings, combined with a scrutiny of the minutes of such, meeting to ensure that the information reach the policy makers and the administration responsible for executing the policy and the IDP. Drakenstein Municipality has a ward participatory policy in place and the strategy, and then the political will must now follow to ensure that it functions properly.
This remains the cornerstone of good and responsible governance and will be a non-negotiable undertaking to the residents of Drakenstein. The monitoring of the functioning of the ward participatory process will be the responsibility of the Speakers Office who will have to ensure that meeting schedules, communication channels and forwarding the information to the direct planning departments are in place.
The stakeholder participatory programme entails the continuous identification of cross ward border stakeholders and issues to ensure that communication forums are put in place and to ensure that proper communication of needs, plan and sustainable outcomes follow. Strategically the Office of the Speaker should again be involved to ensure statutory prescriptions for public participation are adhered to, but also to identify issues where political policy making and executive actions should be assessed and measured on a sustainable basis.
This will go a long way to progress on the road to ensure good governance.
Participatory Governance Strategy will be available as a supplement or Annexure “D” 8.
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4.2 Local (Integrated) Economic Development and Tourism Economic development strategies are undertaken in a manner that seeks to give effect to the promotion of integrated economic development. Economic development has by far been raised as one of the top priorities of the wards.
This provides significant challenge for the municipality to invest significantly in this area by establishing sound and intimate relations with the wine and business sector; define projects to develop and re-develop disadvantaged areas, including the Paarl CBD and investigate the urban renewal of our railway station surroundings (Huguenot/Klein Drakenstein) interchange and throughway of Wellington. High level marketing strategy, implementation and liaison would be fundamental to enhance employment opportunities and beautify our area.
Greater resources and innovative mechanism has been identified, amongst others is working close in collaboration with the provincial and national government as well as private sector to promote programmes for sustainable Private- Public- Partnerships through the establishment of a liaison business hives (HUB). The establishment of Drakenstein as the technological “Smart City and the regional establishment of an Economic Development Zone will be investigated.
It is also believed that SMMEs are one of the biggest creators of job opportunities. The municipality commits itself to the nurturing of SMMEs by forging partnerships with big businesses, statutory entities and academic institutions to bargain for the provision of seed funding and mentoring assistance. Mainly, our focus would be placed on historically disadvantage individuals (HDI), especially those located in Saron, Hermon, Gouda, and Mbekweni.
Skills development has also been reserved through targeted training in defining and determining business and manufacturing skills thereby creating employment opportunities. Public and private sector engagements for this purpose will be undertaken.
Lastly, the municipality intends to enhance and maximize Tourism Potential, as tourism presents itself as a major employer and business creator. The municipality will enhance tourism through the establishment of a private sector integrated Local Tourism Organization (LTO); Promote Green Initiatives; Develop Eco-tourism and enhance natural assets such as Paarl Mountain, the Arboretum and the Berg River; Showcase and promote Cultural Heritage at Het Gesticht, Afrikaans Monuments, Drakenstein Prison, Khoisan Artecraft areas and others; Confirm and embed Drakenstein as a Sporting Destination of Excellence.
Local Economic Development Strategy will be available as a supplement or Annexure “D” 5-6.
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4.3 Agriculture and Rural Development
4.3.1 Rural Development Rural development is a broad concept that engages agencies across the public and private sectors. It requires of all agencies in national and provincial government, state-owned enterprise and the private sector to also contribute in their areas if responsibility. In this regard, municipalities have to ensure effective basic services provisioning, leveraging municipal spending to create local jobs, and facilitating local economic development (LED) for all including rural communities in their areas of jurisdiction. It should be emphasized that municipalities are not solely responsible for addressing the enormous challenges of rural poverty and rural development. Indeed, the sustainability of rural municipalities themselves is dependent on overall government policy on rural areas, and the development of rural economies.
Development in rural areas requires the following:
Institutional development: helping rural people set the priorities in their own communities, through effective and democratic bodies, by providing the local capacity and access to funds for them to plan implement local economic development;
Sourcing for basic infrastructure and social services: the provision of physical infrastructure (e.g. housing, water and power supplies, transport) and social services (e.g. basic health care and schools);
Enhancing employment opportunities to improve income by broadening access to natural resources (e.g. arable and grazing land, irrigation water, forests);
Restoration of basic economic rights to marginalized rural areas by establishing periodic markets as the organizing spatial and temporal framework for development;
Resource conservation: facilitating efforts in the sustainable use of natural resources and;
Justice, equity and security: dealing with injustices of the past and ensuring the safety and security of the rural population, especially that of women;
As a municipality, we are not solely responsible for addressing challenges for rural development, we are however, aiming at playing a facilitating role in the transformation of rural areas and ensure that rural development is mainstreamed within the institution itself. Policies and strategies for such implementation will be developed; a database on rural needs will also be developed and liaise with relevant sector stakeholders for addressing those needs.
Rural Development Strategy will be available as a supplement or Annexure “D” (7).
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4.4 Infrastructure and Planning There is a significant backlog in basic infrastructural services, both in terms of quantity and condition. The municipality will work on upgrading of arterials and streets to appropriate standards with appropriate stormwater drainage as well continuing with water and sewerage systems contribution. Operation and ongoing maintenance, including in rural areas will also be the municipality’s core business. The municipality will also strive on directing its resources towards improving on solid waste, upgrading sewer pipelines, cleaning of density areas, identification and installation of traffic installation of traffic lights etc.
Following are the municipality’s priorities for the next 5 years:
• Capital Projects as per 15 year Engineering Services Master Plan; • Completion of Sewer Line Paarl South; • Continued expansion of the Water and Sewage Systems; • Completion of Pentzstraat Wellington Pump Station; • Expansion/ upgrading of all Waste Work; • Expansion/ upgrading of Wellington Landfill; • Ongoing cleaning of High Density Areas; • Solid Waste handling at Source; • Conversion of Solid Waste into alternative energy; • Completion of Pipelines Windmeul & Newton area; • Sustained maintenance of Water Treatment and Bulk Storage Capacity; • Ongoing maintenance of Roads, Gravel and Tar; • Ongoing identification and installation of Traffic Calming/ Robots; • Construction of Sidewalks; • Upgrading of Main Routes: Jan van Riebeeck, Berg River Boulevard, and Van der Stel; • Continuous Maintenance/ Upgrade Storm Water System; • Completion of River Conservation Plan; • Sustained Environmental Management Initiatives (addressing Biodiversity issues); • Expansion of Water Conservation/ Demand Management; Sustained Completion/ Upgrading of Fleet including Emergency Vehicles. • Establishment of Income Protection Unit within the Electrical Department.
All Infrastructural and Planning Plans and Strategies will be available as supplements or Annexure “D” (16-23)
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4.5 Human Settlements Human settlements are one of the great challenges faced by Drakenstein municipality, with a huge backlog in terms of the provision of housing. In this plan we acknowledge and examine our housing needs, our demand base for housing, management of municipality rental stock, management of informal settlements.
Drakenstein Municipal Council adopted a Sustainable Integrated Human Settlement Plan (SIHSP) which seeks to provide a framework on how the municipality’s resources and plans will be utilized in order to address housing needs. To strengthen the IHSP, a five (5) year Integrated Housing Plan (IHP) has also been developed which also includes a framework presenting various projects for housing and proper guidelines to address housing challenges. The compilation of such a plan is in response to one of the national focus areas on creating human settlements and improving households.
The IHP aim at achieving the following:
Improving living conditions of households in informal settlements, by providing access to basic services and structured institution upgrading.
Facilitating opportunities in the Gap housing for those households earning more between R3500 and R10000 per month.
Through Social Housing create new form of tenure and building community residential units.
Backyarders to be accommodated with development planning solutions, with a percentage allocated to farm dwellers.
To have a strategic plan in line with Provincial and National Government to unlock as much funding as possible to improve building of houses in our municipality.
The Sustainable Integrated Human Settlement Plan as well as Integrated Housing Plan will be available as a supplement or Annexure “D”2.
4.6 Social Services and Community Development Social and community upliftment have been one of the municipality’s strategic objectives, and will still remain for the next 5 years, and the municipality delivered on number of services in this respect. A major project was completed with the implementation of Thusong Service
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Centre concept. Thusong Service Centres were the National Government Initiative which seeks to provide one-stop government services and facilities to communities.
Drakenstein Municipality has two Thusong Service Centres which are located in Mbekweni and Paarl East areas. The one in Mbekweni is fully operational and provides various government and community services to the surrounding community, and Paarl East Thusong Service Centre is under construction and will be completed during March 2012.
Our Thusong Centres as envisaged by National Government are based on a 6-Block Service Model which seeks to integrate and provide all or most of the following services in one community located facility:
1. Government social and administrative;
2. Office;
3. Education and skills development;
4. Local Economic Development (LED);
5. Business services and community opportunities; and
6. Information and communication.
In ensuring community development continuity, six (6) Strategic areas has also been identified which are primarily focus for the Service Delivery, Policy Formulation and Programme with respect to Social Services, Health and Community in Drakenstein. These strategies are in line with those of the Western Cape Provincial Department of Social Development and some of the Western Cape 12 Strategic Objectives and are summarized as follows:
Elderly, Children and Disabled and Vulnerable Groups;
Institutional Capacity Building and Support;
Youth Development;
Sustainable Livelihoods and Poverty Reduction;
Other: Substance Abuse; Libraries; HIV/ AIDS; and Health in general
Social Services and Community Development Plan will be available as a supplement or Annexure “D”4.
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4.7 Security and Disaster Management
4.7.1 Safety and Security Drakenstein Municipality joins hands with South African Police Services (SAPS) and has a key role to play in maintaining a safe and secure environment to all its residents, schools, businesses, farms and visitors. There are 6 police stations in the area which are not necessarily sufficient to provide visible and effective policing throughout the entire Municipal area. In order for the CPF’s neighborhood and form watchers to fulfill their daily tasks DM donate resources on a yearly basis. It is critical to encourage Ward Councilors’ to establish neighborhoods and farm watches to assist SAPS to prevent and combat crime.
Where is apparent that a farm/ neighborhood watch is needed, Council will work with SAPS and community groups to establish one. Law Enforcement personnel need more training in crime prevention and the enforcement of Municipal By-Laws. DM experience a shortage of staff (fire and traffic) and fire fighting vehicles and equipment. This results in unacceptable service delivery in the area.
School leavers and unemployed should be identified early in 2012 to be trained as reservists in cooperation with SAPS. Crime Prevention is a priority. Laws and regulations that applied and enforced, help create a safe and orderly environment and society. Municipal courts can handle prosecutions for this and therefore a culture of law and order can be restored. This will occur in consultation with the National Prosecuting Authority and the Department of Justice.
Regular roadblocks with the cooperation between police and traffic will be carried out to curb drunken driving and vehicles that are not roadworthy. Circuit Television and problem areas will be expanded and improved. Areas where crime is high such as the Arboretum, as well as municipal property can be better managed to create a safe area for residents and the Municipality.
Premises and personnel need to be established during 2012. Discussions with the Taxi Industry should take place regularly so that safe road usage and transport of passengers is ensured. It must be ensured that vehicles are in good conditions, safe and roadworthy. This function is with Traffic and more staff should be appointed so that legislation can be applied. Also staff is required to ensure that fines which are issued by the Municipality are paid and fees collected.
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4.7.2 Disaster Management The municipality adopted a Corporate Disaster Management Plan linked to the Provincial Disaster Management Plan which serves to outline operational arrangements that Drakenstein Municipality have put in place as a plan to effectively prevent disasters from occurring and to lessen the impact of those hazards that cannot be avoided.
Our Disaster management plan is compiled on the basis of a generic plan including standard operational procedures and best practices, and then expanded with risk-specific plans that address disaster management for special circumstances where the generic plan needs to be adapted. Risk and vulnerabilities will determine the priorities for Disaster Management programmes and projects. The following have been identified as critical Disaster Management issues and should receive priority attention in the IDP:
Integration of Risk Management Programs with the IDP; To maintain Risk- specific Safety Infrastructure and Plans e.g. nuclear The establishing of a Disaster Management Centre for the Drakenstein Municipality; To establish Disaster Prevention Programmes that will focus on the most vulnerable communities and endeavor to support sustainable livelihoods. To refine Disaster- loss tracking and establish a culture of scientific risk analysis; To establish and maintain Multi-disciplinary co-operation and co-operative partnerships; To establish pro-active liaison and Rapid Response to Media Inquiries. To contribute to preventive and reactive management strategies for the HIV/AIDS pandemic.
Corporate Disaster Management Plan also outlines a general path to govern the provision of necessary services during an emergency or anticipated emergency and the procedures under and the manner in which the responses will be coordinated, and to define the duties and responsibilities of certain departments and agencies. This plan addresses the planned response to extraordinary emergency situations associated with natural disasters, technological incidents and national security emergencies in or affecting the local municipality. It is intended to facilitate multi-agency and multi- jurisdictional co-ordination in emergency operations.
An Interdepartmental Disaster Management Advisory Forum was established, and the Forum will work on drafting Disaster Management Policy Framework that will be consistent with the Disaster Management Act (No. 57 of 2002); and National and Provincial Disaster Management Frameworks. The Forum is also responsible for the review of the plan on an annual basis, and makes recommendation for changes that are considered appropriate and the verification of the required support documents, resources, training, and facilities to ensure that the disaster management plan is maintained in a state of readiness. Corporate Disaster Management Plan will be available as a supplement or Annexure “D”3.
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4.8 Sport, Culture, Youth and Student Affairs Strategic Plan Youth represents a major portion of the population of Drakentein “refer to chapter 2 of this document”, the municipality will endeavor to identify potential resources and develop a Youth Policy in an attempt to address issues and challenges faced by young people. Critical challenge amongst other things is unemployment which is in a greater extent influenced by shortages of skills. Key issues that the Youth Policy will seek to address will be the enhanced participation of youth in the affairs of the municipality.
Continuous engagements with Sport Councils and Forums, as well as sector departments to investigate possible solutions for the issues facing youth that is involved in sport and the building of strategic partnerships for the achievement of mutual objectives will be promoted.
4.9 Public Complaints and Ombudsman This is a new portfolio that Council decided to establish, though it is continuity in terms services rendered to the public. It has been established for the implementation of a good integrated service delivery with maximum impact to ensure that Drakenstein municipality is the best- run local government.
More effort will be placed to ensure that this service is streamlined across all the departments within the municipality and that help desks are made available at least, at all core centres where they could be accessible to the public. This new service will also serve as a strategic focus area for municipal transformation and organizational development.
4.10 Financial Plan Our five (5) year financial framework is aligned to our five (5) year IDP which aims at addressing long term economic and infrastructure investment outlook which shows in broad outline and appropriate and sustainable allocation of resources. It also reflects a Medium Term Income and Expenditure Framework (MTIEF) which outline key strategic resource allocation choices; a three (3) year Budget; set of Budget Related Policies; and a Revenue Management Plan.
5 Year Financial Plan will be available as a supplement or Annexure “D 15”
4.11 Environmental Affairs and Public Spaces Environmental problems and Public Spaces has always been issued that community raise during public engagement process, be it the IDP process or any form of public engagement. The municipality then adopted a “Cleaner” and “Greener” environment programme. Management of Public Spaces as a separate entity has recently been established and will focus on both rich and poor wards. The current State of the Environment (SOE) Report provides a broad outlook
Page 110 of 115 Integrated Development Plan 2012- 2017 regarding the current environmental patterns; it also outlines possible contributing factors to environmental problems.
Programmes and projects have been identified to address key issues related to clean environment and public spaces, and they are summarized as follows:
Parks Projects (EPWP System):
Area Beautification;
Maintenance and Upgrading of existing Community Play Parks; and
Development of open spaces.
Environmental Affairs:
River Maintenance Plan;
Clearing of Alien Vegetation and;
Cleaning of Riverbanks.
Enhanced Healthy Environment:
Maintenance and Greening;
Planting of trees; and
Promotion of food garden projects/ Food Security.
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Chapter 5: MONITORING OF THE IMPLEMENTATION OF THE IDP
(This Chapter will be available following the approval of the Budget by Council)
5.1 Performance Management 5.1 5 Year- Municipal Scorecard (Top Layer Service Delivery and Budget Implementation Plan (SDBIP) 2012 - 2017
5.2 Individual Performance Agreements (Financial year- 2012/ 2013): Municipal Manager
Executive Director: Corporate Governance
Executive Director: Strategic Services
Executive Director: Financial Services
Executive Director: Infrastructure & Planning
Executive Director: Social Services
5.3 Departmental SDBIP (Financial year- 2012/ 2013)
5.4 Budget Summary Overview (3 year budget 2012- 2014)
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Chapter 6: CONCLUSION Drakenstein Municipality aims in creating a more supportive environment for improved service delivery. All strategic objectives contained in this IDP serves as appropriate strategies in support of the development and service delivery in Drakenstein Municipality. Our analysis is to understand the purpose of building strong communities in terms of community needs/inputs as set out in the IDP.
Drakenstein Municipality has a responsibility of forging relations with other spheres of government. In pursuit of our vision, it is believed that improving the quality of life for all our citizens will be at the core. In this regard we are thrilled that the IDP 2012- 2017 will provide strategic direction of the Municipality.
The past IDP review 2011/2012 has formed the foundation for the development activities of the next five years and it has offered Drakenstein Municipality with the opportunity to review whether any progress has been made with regards to making the lives of the community better.
The IDP 2012-2017 reflects that the Municipality has taken crucial strides to ensure that all possible community needs and problems will be addressed.
Lastly, by doing so, our IDP has been developed to be used as a transformation tool that will bring change and give strategic direction to make Drakenstein a place of Excellence.
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REFERENCES The following sources of information are acknowledged:
1. Cape Winelands District Municipality (2011/2012): Draft Integrated Development Plan
2. CBP/IDP Management Guide (August 2005)
3. Constitution of the Republic of South Africa, (No. 108 of 1996);
4. Development Facilitation Act, (No. 65 of 1995);
5. Drakenstein Municipality (2004): Manifestations of Poverty in Drakenstein - A brief quantitative and qualitative overview
6. Drakenstein Municipality (2004): Ward Development Index and other Indicators
7. Drakenstein Municipality Report: Ward Development Plans 2012 - 2017
8. Drakenstein Municipality (October 2007): Local Economic Development Strategy
9. Drakenstein Municipality (March 2009) Spatial Development Framework Volume 2
10. Drakenstein Municipality (Dec 2005) Integrated Transport Plan
11. Drakenstein Municipality (17 June 2009): Water Services Development Plan 2009/10
12. Drakenstein Municipality (June 2008): Performance Management System Policy Framework.
13. Drakenstein Municipality (May 2004) Policy Framework: Ward Committee System
14. Drakenstein Rural Development Plan (Year)
15. Drakenstein Tourism Plan 2012
16. Drakenstein Municipality Employment Equity Plan
17. Drakenstein Municipality (5 March 2009) Communication Plan
18. Drakenstein Municipality Environmental Management Plan
19. Drakenstein Municipality (Dec 2009) Integrated Waste Management Plan (2nd Version)
20. Intergovernmental Relations Framework, (Act 13 of 2005);
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21. Millennium Development Goals 22. Medium Term Strategic Framework, 2009 – 2014 23. Municipal Finance Management Act, (No. 56 of 2003) 24. Municipal Structures Act, (No. 117 of 1998) 25. Municipal Systems Act, 2000 (Act 32 of 2000) 26. National Outcomes 27. National Planning Commission Report, 2010 28. National Spatial Development Framework, (NSDP)
29. RSA Constitution, 1996
30. RSA (2001): South African Statistics
31. Socio-Economic Profile (2010) conducted by the Provincial Treasury: Local Government Budget Management Unit ( Regional Economic Profile)
32. State of Local Government in South Africa (Overview Report), 2009. Cooperative Governance and Traditional Affairs
33. The Presidential Strategic Plan: 12
34. Western Cape Provincial Growth and Development Strategy (WC- PGDS)
35. Western Cape Strategic Plan, 2012
36. Western Cape Spatial Development Framework
37. White Paper on Local Government, 1998
38. www.capegateway.gov.za (Provincial Government: Western Cape)
39. www.gov.za (RSA National Government)
40. www.dplg.gov.za (Department of Local Government and Housing)
41. www.treasury.gov.za (Treasury: Western Cape)
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