INTEGRATED DEVELOPMENT PLAN (IDP) 2019-2020 Draft Index 3.4 PROCESS TO FILL FUNDED VACANT POSITIONS ................. 85 FOREWORD BY THE EXECUTIVE MAYOR.................................. 3 3.5 MUNICIPAL WORKFORCE .......................................... 85 ACKNOWLEDGEMENT FROM THE MUNICIPAL MANAGER ............... 6 3.6 SKILLS DEVELOPMENT ............................................. 87 EXECUTIVE SUMMARY ....................................................... 7 3.7 MUNICIPAL ADMINISTRATIVE AND INSTITUTIONAL CAPACITY . 88 Spatial Analysis ................................................................ 7 3.8 INTERGOVERNMENTAL RELATIONS ............................... 90 Geographical Context ......................................................... 8 3.9 TECHNICAL INTEGRATED MUNICIPAL ENGAGEMENT (TIME) ... 91 Ward Delineation ............................................................ 10 3.10 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) .... 91 Environmental Context ..................................................... 13 CHAPTER 4 ................................................................... 94 Biophysical Context ......................................................... 13 4.1 IMPROVE AND SUSTAIN BASIC SERVICE DELIVERY AND Infrastructural Context ..................................................... 14 INFRASTRUCTURE .................................................. 96 Social Context ............................................................... 15 4.2 FINANCIAL VIABILITY AND ECONOMICALLY SUSTAINABILITY . 114 Economical Context ......................................................... 22 4.3 GOOD GOVERNANCE, COMMUNITY DEVELOPMENT & PUBLIC Financial Summary .......................................................... 25 PARTICIPATION .................................................... 114 CHAPTER 1 ................................................................... 28 4.4 FACILITATE, EXPAND AND NURTURE SUSTAINABLE ECONOMIC INTRODUCTION ..................................................... 28 GROWTH AND ERADICATE POVERTY ............................ 122 THE FOURTH (4TH) GENERATION IDP ........................... 29 4.5 ENABLE A RESILIENT, SUSTAINABLE, QUALITY AND INCLUSIVE LIVING ENVIRONMENT AND HUMAN SETTLEMENTS I.E. HOUSING THE IDP AND AREA PLANS ......................................... 30 DEVELOPMENT AND INFORMAL SETTLEMENT UPGRADE ...... 148 POLICY AND LEGISLATIVE CONTEXT ............................. 31 4.6 TO FACILITATE SOCIAL COHESION, SAFE AND HEALTHY STRATEGIC FRAMEWORK OF THE IDP ............................ 32 COMMUNITIES ...................................................... 162 VISION, MISSION, VALUES ......................................... 33 4.7 DEVELOPMENT AND TRANSFORMATION OF THE INSTITUTION TO PROVIDE A PEOPLE-CENTERED HUMAN RESOURCES AND STRATEGIC OBJECTIVES ........................................... 34 ADMINISTRATIVE SERVICE TO CITIZENS, STAFF AND COUNCIL ALIGNMENT WITH INTERNATIONAL, NATIONAL AND 187 PROVINCIAL POLICY DIRECTIVES ................................. 35 4.8 SECTOR DEPARTMENT PROJECTS ............................... 187 STRATEGIC ALIGNMENT ........................................... 46 OTHER PROGRAMME ROLLOUTS ................................... 190 DraftIDP AND BUDGET PROCESS ........................................ 47 CHAPTER 5 ................................................................. 194 CHAPTER 2 ................................................................... 56 5.1 MUNICIPAL BUDGET OVERVIEW ................................. 194 CEDERBERG SPATIAL ANALYSIS ................................... 57 5.2 FINANCIAL STRATEGY ............................................ 194 CEDERBERG MUNICIPALITY SWOT ANALYSIS .................... 59 5.3 ACCOUNTABILITY FRAMEWORK .................................. 196 DEMOGRAPHIC PROFILE ........................................... 63 5.4 FINANCIAL STRATEGIC APPROACH .............................. 197 SOCIO-ECONOMIC PROFILE ........................................ 66 5.5 FINANCIAL SUMMARY ON 2020/21 MTREF BUDGET ........... 197 WESTERN CAPE JOINT PLANNING INITIATIVES .................. 81 5.6 OPERATING EXPENDITURE FRAMEWORK........................ 201 CHAPTER 3 ................................................................... 82 5.7 SERVICE DELIVERY EXPENDITURE ............................... 203 3.1 POLITICAL STRUCTURE ............................................ 82 5.8 CAPITAL EXPENDITURE ........................................... 203 3.2 EXECUTIVE MANAGEMENT TEAM ................................. 83 5.9 TARIFFS ............................................................ 206 3.3 THE ORGANISATIONAL DESIGN PROJECT ........................ 85 1 Index CHAPTER 6 ................................................................. 215 LIST OF TABLES ........................................................... 236 6.1 PERFORMANCE MANAGEMENT OVERVIEW ...................... 215 LIST OF MAPS .............................................................. 238 6.2 KEY PERFORMANCE INDICATORS ................................ 218 LIST OF GRAPHS .......................................................... 238 6.3 THE SDBIP CONCEPT: A PRACTICAL PERSPECTIVE ............ 218 LIST OF FIGURES .......................................................... 238 6.4 PERFORMANCE REPORTING ...................................... 219 6.5 RISK MANAGEMENT ............................................... 220 6.6 MUNICIPAL SCORECARED ......................................... 222 CONCLUSION ............................................................... 235 Draft 2 Foreword by the Executive Mayor FOREWORD BY THE EXECUTIVE MAYOR The Integrated Development Plan (IDP) is the Municipality’s single, inclusive and strategic development plan outlining targeted geographic investment for a five-year period. A requirement of the Municipal Systems Act of 2000, the IDP outlines the policy framework on which annual budgets is based and forms the basis of the Medium-Term Revenue & Expenditure Framework (MTREF) of Cederberg Municipality. However, the document also contains much more than that. It contains investment and development initiatives; all the projects, plans and programmes devised and key performance indicators - the scorecards by which one can determine whether the municipality as a whole, its departments and officials are doing their job. The IDP also includes several sector plans, such as the Spatial Development Framework (SDF), which deals with the urban edge of Cederberg, densification, transport, the need for commercial nodes and providing a blueprint for a town that is sustainable, accessible and efficient. The formulation of the IDP is a process that involves various stages, various stakeholders, the qualified staff and directors of the various departments of the Municipality and Council. Input from the various communities drives the various focus areas. Feedback from residents, ward committees, intergovernmental and other stakeholders, enables us to identify key trends and drivers of development, or under development. The diversity of the Cederberg area creates a unique variety of challenges and the Municipality strives to act within the parameters of a long-term vision, understanding the challenges and taking into consideration inherited and current conditions. The concept of integrated planning ensures that the limited resources of the Municipality are being optimised to foster partnerships between vast arrays of stakeholders to collectively improve the livelihoods of communities by meeting the strategic objectives crafted by Council. This is even more prevalent, given the uncertain future due to the national state of disaster due to the COVID-19 pandemic. Despite dealing with catastrophic events outsideDraft our control, such as the Cederberg fires and the COVID-19 pandemic, Council is forging ahead to create a Cederberg that is innovative, inspired and inclusive, focusing on our strategic objectives. Successes to date include: • The Council and administration developed a Revenue Enhancement Plan, Budget Plan and a fully funded Adjustment Budget to holistically address the financial challenges faced by Cederberg Municipality since 2016. • To improve and maintain current basic service delivery through specific infrastructural development projects we are happy to report that the Citrusdal Waste Water Treatment Works (WWTW) is 75% completed and will be finalised in March 2021. The Desalination Water Plant and Housing Development in Lamberts Bay will start early next year. • We have filled all critical senior management positions which including the Chief Financial Officer, Director: Technical Services and Director: Community Services. 3 Executive Summary • We also reduced the directorates from 4 to 3 as a cost cutting measure but also to improve service delivery. Impact of COVID-19 on planning We realise that the lockdown had serious effects on the national and our local economy. Many local businesses, employers and employees are struggling to keep their heads above water. Unfortunately, due to our financial situation, no debt relief can be offered to ratepayers or businesses. The impact of the COVID-19 pandemic on our economy and our residents had a devastating effect. Despite this, we have continued with our main mandate, service delivery and whilst dealing with the issues, we will continue to do that. The COVID-19 crisis is having a deep effect on local governance around the country. The outbreak has a profound effect on local public health, an unprecedented impact