bestuurs-opsomming cederberg municipality …bestuurs-opsomming cederberg municipality cederberg...

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Bestuurs-opsomming

CEDERBERG MUNICIPALITY

CEDERBERG MUNISIPALITEIT

GEïNTEGREERDE ONTWIKKELINGSPLAN

2007- 2011 INTEGRATED DEVELOPMENT PLAN

2007 - 2011

“ ‘n Visionêre Munisipaliteit wat vir uuuu werk”

“A Visionary Municipality that works for youyouyouyou”

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Executive Summary

The Integrated Development Plan is the over-arching planning tool of the municipality. Its purpose is to inform the sector specific plans of the municipality by providing a high level planning logic, which guides operational and sectoral planning. This high level planning logic is presented through the Macro Strategy for the municipal area. Hard and soft investment options are recommended for the various communities in the area. The Provincial Growth and Development Strategy, as well as the Western Cape Spatial Development Framework inform these options. Infrastructure investment should primarily focus on the Elephants River development corridor (Citrusdal and Clanwilliam) and the tourism corridor on the West Coast (Elands Bay and Lamberts Bay). Infrastructure development (above the minimum service levels) in the minor towns and settlements, such as Graafwater, Leipoldtville, Paleisheuwel, Elandskloof and Wupperthal, should not be encouraged, and the focus should be on increasing the mobility of the residents through capacity building initiatives. Service backlogs still exist in the area, especially in the rural parts. The eradication of the bucket system is a very high administrative and political priority for the municipality. Approximately 300 households are still using the bucket system. Central to Cederberg Municipality’s development challenges is the bulk service shortcomings. Although reticulation and distribution are sufficient from a service perspective, the bulk provision of water and sanitation are problematic. Funding support, either through long-term loans, private sector contributions, or grant funding will be of the utmost importance for growth in the area. From an institutional perspective the major challenge of the municipality is the recruitment and retention of skilled personnel. A significant percentage of critical positions are not being filled, which reduces service quality. Other critical institutional issues relates to administrative and financial systems, as well as insufficient office space.

Die Geïntegreerde Ontwikkelingsplan is die oorkoepelende strategiese beplanningsinstrument van die munisipaliteit. Die doel van die plan is om sektor spesifieke planne en operasionele planne te rig deur ’n hoë-orde beplanningsbenadering. Hierdie hoëvlak beplanning word voorgestel deur die Makro Strategie vir die munisipale gebied. Harde en sagte investeringsopsies word voorgestel vir die onderskeie gemeenskappe in die gebied. Hierdie investeringsopsies is geskoei op die Provinsiale Groei en Ontwikkelingsstrategie, asook die Wes Kaapse Ruimtelike Ontwikkelingsraamwerk. Infrastruktuur spandering moet primêr gefokus wees op die Olifantsrivier ontwikkelingskorridor (Citrusdal en Clanwilliam) en die toerisme korridor aan die Weskus (Elandsbaai en Lambertsbaai). Infrastruktuur ontwikkeling (op ’n hoër vlak as die minimum dienstevlakke) in die kleiner dorpe in die omgewing, soos Graafwater, Leipoltville, Paleisheuwel, Elandskloof en Wupperthal moet nie ondersteun word nie, en die fokus moet eerder op opleiding wees wat die mobiliteit van inwoners kan verhoog. Diens agterstande bestaan nog in die area, veral in die landelike dele. Die uitwissing van die emmerstelsel is ’n hoë adminstratiewe en politiese prioriteit vir die munisipaliteit. Ongeveer 300 huishoudings gebruik steeds die emmerstelsel. Cederberg se grootste ontwikkelingsuitdaging is die huidige grootmaatdiens tekorte. Grootmaat water en sanitasie dienste is onvoldoende, ten spyte van redelike verspreidingsnetwerke. Eksterne befondsing deur privaat sektor bydraes, langtermyn lenings of regeringsfondse, is van uiterste belang om die grootmaatdiens tekorte aan te spreek. Vanuit ’n institusionele perspektief is die grootste uitdaging van die munisipaliteit die werwing en behoud van vaardige personeel. ’n Wesenlike persentasie kritieke poste is vakant en dit het ’n negatiewe invloed op dienslewering. Ander institusionele kwessies hou verband met administratiewe en finansiële stelsels, asook onvoldoende kantoorruimte.

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Foreword by the Mayor

For all the Cederberg residents, his or her community is very dear. For the Cederberg Municipal Council, and me, as Mayor, the well being of all our residents is close to our hearts. As local government, we have an obligation to develop our area in a sustainable manner, where everybody has access to opportunities. The Integrated Development Plan attempts to promote economic and social development, through investment in infrastructure and people. Long-term economic development will require determination, as unpopular decisions will have to be made with regard to infrastructure investment. Let our children be the judges for our decisions in the present. Development is not a task the Cederberg Municipality can attempt alone, and we therefore request private role-players, non-governmental organizations, community based organizations, the National and Provincial Government and the West Coast District Municipality to assists us with this enormous task. Finally, together we can make the Cederberg grow, if we work together in an integrated manner. ___________________________ Councillor S. Newman (Mayor)

Voorwoord deur die Burgemeester

Vir almal wat in die Cederberg bly is sy of haar gemeenskap baie na aan die hart. Vir die Cederberg Munisipale Raad, en vir my, as Burgemeester, is almal se belange na aan die hart. As plaaslike regering het ons die verpligting om die gebied te ontwikkel op ’n volhoubare wyse, waar almal toegang het tot geleenthede. Die Geïntegreerde Ontwikkelingsplan poog om, deur investering in mense en infrastruktuur, ons gebied se ekonomiese en sosiale groei te bevorder. Langtermyn ekonomiese groei gaan vasberadenheid verg, en minder gewilde besluite sal geneem moet word. Laat ons nageslag ons egter beoordeel vir ons besluite vandag. Ontwikkeling is egter nie ’n taak wat Cederberg Munisipaliteit alleen kan aandurf nie, en ons rig dus ook die versoek aan privaat rolspelers, nie-regeringsorganisasies, gemeenskapsgebaseerde organisasies, die Nasionale en Provinsiale Regering en die Weskus Distriksmunisipaleit om ons te help met hierdie enorme taak. Laastens, saam kan ons die Cederberg laat groei, as ons saamwerk op ’n geintegreerde wyse. ___________________________ Raadslid S. Newman (Burgemeester)

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Foreword by the Municipal Manager

Cederberg Municipality has been faced with significant financial, administrative and infrastructural challenges over the past few years. While some of these challenges have been addressed, the majority still have to be grappled with. It is our believe, however, that through a concerted effort from all spheres of government, Cederberg Municipality can become an example of sustainable local government. The Integrated Development Plan aims to improve both the municipality, as an organisation, and the municipal area, as a gegraphical entity, over the long term through sustained strategic interventions. Based on both the input of the respective communities and existing local, provincial and national strategies, the Integrated Development Plan seeks to promote shared economic growth and equitable social access for all Cederberg’s residents. At the centre of development in the area is the improvement of bulk infrastructure. Sufficient bulk infrastructure will enable and unlock the current economic potential which is constrained by service deficits. We implore all role-players to assist the municipality in developing the required bulk infrastructure in the medium term, in order to have sustainable economic growth in the long term. Finally, the Integrated Development Plan aims to put forth a shared agenda for growth in the area. We invite all agents of development to take our hand by focussing their resources and energy in the relevant localities as indicated in the Macro Strategy. ___________________ G Matthuyse

Municipal Manager

Voorwoord deur die Munisipale Bestuurder

Cederberg het die afgelope paar jaar groot finansiële, administratiewe en infrastrukturele uitdagings in die gesig gestaar. Alhoewel daar al van hierdie uitdagings aangespreek is, moet die oorgrote meerderheid nog aangespreek word. Ons is egter oortuig dat Cederberg Munisipaliteit ’n voorbeeld vir volhoubare plaaslike regering kan word, deur ’n gesamentlike poging van alle regeringsfere. Die Geïntegreerde Ontwikkelingsplan is gemik op die lantermyn verbetering van beide die munisipaliteit, as ’n organisasie, en die munisipale gebied, as ’n geografiese entiteit. Die plan is gebaseer op die insette van beide die onderskeie gemeenskappe, asook plaaslike, provinsiale en nasionale strategieë, en poog om gelyke ekonomiese groei en regverdige sosiale toegang te verseker vir al Cederberg se inwoners. Die kern van ontwikkeling in die gebied is die verbetering van grootmaat infrastruktuur. Voldoende grootmaat infrastruktuur kan die huidige ekonomiese potensiaal in die gebied ontsluit wat tans deur dienstekorte ondermyn word. Ons versoek alle rolspelers om die munisipaliteit te ondersteun met die ontwikkeling van hierdie infrastruktuur oor die medium-termyn, ten einde langtermyn ekonomiese groei moontlik te kan maak. Laastens poog die Geïntegreerde Ontwikkelingsplan ook om ’n gedeelde ontwikkelingsagenda vir die area voor te stel. Ons nooi alle ontwikkelingsagente uit om ons hand te vat deur hul hulpbronne en energie te fokus op die relevante areas, soos aangetoon in die Makro Strategie. __________________________ G Matthuyse

Munisipale Bestuurder

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Vision and Mission

Visie en Missie

Despite the hardships experienced by the municipality in the resent past, the municipality and council is dedicated to improving service delivery for all the residents of the area. Cederberg Municipality aims to achieve its vision: “A Visionary Municipality that works for you”

through

• Reliable, sustainable service delivery • Continuous service Maintenance • Socially and environmentally responsible

development • Effective Planning and timeous

implementation • Involving communities and continuous

participation • Innovative Municipal Services solutions • Providing an enabling environment • Prioritising the needs of the

disenfranchised • Healthy inter-governmental relationship

and cooperation • Ensuring financial viability and economic

growth and sustainability • Visionary and competent management

• Creating a safe environment and by being

• A Leader in development and transformation

• A Client orientated institution • A Preferred destination for all • An Employer of Choice

Cederberg Munisipaliteit se Administrasie en Raad is verbind om dienslewering aan al die inwoners in die gebied te verbeter, ten spyte van die probleme wat die munisipaliteit in die gesig gestaar het die afgelope paar jaar. Cederberg Munisipaliteit streef om sy visie: “ ‘n Visionêre Munisipaliteit wat vir u werk”

te bereik deur:

• Betroubare, volhoubare dienslewering • Deurlopende diensonderhoud • Sosiaal en omgewingsverantwoordelike

ontwikkeling • Effektiewe beplanning en tydelike

implementering • Gemeenskapsbetrokkenheid en

deurlopende skakeling • Innoverende munisipale diensoplossings • Die skep van ’n bemagtigende omgewing • Die prioritisering van die behoeftes van

weerlose groepe • Gesonde interregering verhoudings en

samewerking • Finansiële volhoubaarheid, ekonomiese

groei en volhoubaarheid te verseker • Visionêre en vaardige bestuur • Die skep van ’n veilige omgewing

En deur

• ’n Leier in ontwikkeling en transformasie • ’n Kliënt-geörienteerde instelling • ’n Voorkeur bestemming vir almal • ’n Voorkeur indiensnemer

te wees

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Table of content Inhoudsopgawe

Chapter 1 Hoofstuk 1

Introduction and overview Inleiding en oorsig

1.1 Introduction 1.1 Inleiding 1

1.2 Legal context 1.2 Wetlike Konteks 1

1.3 Macro Strategic Approach 1.3 Makro Strategiese Benadering 2

1.4 Institutional Goals and Strategies 1.4 Institutionele Doelwitte en strategieë 2

1.5 Sectoral Plans 1.5 Sektorale Planne 3

1.6 IDP Review 1.6 GOP-Hersiening 4

1.7 Local Economic Development 1.7 Plaaslike Ekonomiese Ontwikkeling 5

1.8 Community Participation and Good Governance 1.8 Gemeenskapsdeelname en Goeie Regering 5


Strategic Analysis Strategiese Analise


2.2 Overview of Towns 2.2 Oorsig van dorpe 6

2.3 Demographic overview 2.3 Demografiese Oorsig 10

2.3.1 Long Term Population Growth 2.3.1 Langtermyn bevolkingsgroei 10

2.3.2 Employment 2.3.2 Indiensneming 12

2.3.3 Employment sectors 2.3.3 Indiensnemingsektore 13

2.3.4 Income 2.3.4 Inkomste 15

2.3.5 Education 2.3.5 Opvoeding 16

2.4 Growth potential and human needs 2.4 Groei-potensiaal en menslike behoeftes 17

2.5 Basic Services 2.5 Basiese Dienste 19

2.5.1 Water 2.5.1 Water 20

2.5.2 Sanitation 2.5.2 Sanitasie 21

2.5.3 Waste Management 2.5.3 Vullisbestuur 23

2.5.4 Urban Roads 2.5.4 Stedelike Strate 24

2.5.5 Electricity 2.5.5 Elektrisiteit 25

2.6 Housing 2.6 Behuising 26

2.7 Priority risks 2.7 Prioriteitsrisiko’s 28

2.8 HIV/Aids and TB 2.8 MIV/ Vigs en TB 29

2.9 Primary Health Care 2.9 Primêre Gesondheidsorg 30

2.1 High level environmental issues 2.1 Hoëvlak omgewingskwessies 31

2.11 Ward Priorities 2.11 Wyksprioriteite 32

2.12 Administrative Issues 2.12 Administratiewe Kwessies 33

2.13 Financial Services 2.13 Finansiële Dienste 35


Macro Strategy For Growth Makro-Strategie Vir Groei


3.1.1 Assumptions 3.1.1 Aannames 39

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Table of content Inhoudsopgawe

3.1.2 Guidelines 3.1.2 Riglyne 40

3.2 Cederberg IDP and the Provincial Growth and

Development Strategy (PGDS)

3.2 Cederberg GOP en die Provinsiale Groei en

Ontwikkelingstrategie (PGOS)

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3.3 How to interpret and use the strategy 3.3 Hoe om die strategie te interpreteer en te gebruik 43

3.4 Overall Strategy 3.4 Oorhoofse Strategie 46

3.5 Soft Investment 3.5 Sagte Investering 48

3.5.1 Economic Development: Priority Skills Development

to complement local industries

3.5.1 Ekonomiese Ontwikkeling: Prioriteit Vaardigheidsontwikkeling

ten einde plaaslike industrieë te komplementeer

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3.5.2 Economic Development: Priority Skills Development

in order to promote mobility

3.5.2 Ekonomiese Ontwikkeling: Prioriteits-vaardigheidsontwikkeling

om mobiliteit te verhoog

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3.5.3 Economic Development: Priority areas for enabling

the youth

3.5.3 Ekonomiese Ontwikkeling: Prioriteitsareas vir jeug-ontwikkeling 51

3.5.4 Economic Development: Tourism Development

and Business Development

3.5.4 Ekonomiese Ontwikkeling: Toerisme Ontwikkeling en

Besigheidsontwikkeling

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3.5.5 Social Development: Life skills, Youth Development

and Social Ills

3.5.5 Sosiale Ontwikkeling: Lewensvaardighede, jeug-ontwikkeling

en sosiale euwels

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3.5.6 Social Development: Improving the management

of extreme poverty

3.5.6 Sosiale Ontwikkeling: Verbeterde bestuur van uiterste

armoede

54

3.5.7 Social Development: HIV / Aids 3.5.7 Sosiale Ontwikkeling: MIV/ Vigs 55

3.6 Hard Investment 3.6 Harde Investering 56

3.6.1 Hard Investment: Social Development 3.6.1 Harde Investering: Sosiale Ontwikkeling 57

3.6.2 Hard Investment: Economic Development 3.6.2 Harde Investering: Ekonomiese Ontwikkeling 59

3.6.3 Economic Growth: Residential Development 3.6.3 Ekonomiese Groei: Residensiёle ontwikkeling 60

3.6.4 Economic Growth: Industrial / Retail and Tourism

Development

3.6.4 Ekonomiese Groei: Industriële / Sake en Toerisme ontwikkeling 62

3.6.5 Economic Growth: Transport 3.6.5 Ekonomiese Groei: Vervoer 64

Chapter 4: Hoofstuk 4:

Minimum Service Levels Minimum dienstevlakke


Chapter 5: Hoofstuk 5:

Operational Strategies Operasionele Strategieë


5.2 Business Principles 5.2 Besigheidsbeginsels 76

5.3 Operational Strategies 2006-2011 5.3 Operasionele Strategieë 2006-2011 77


Conclusion

Afsluiting

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Annexures Bylae

Annexure 1: Detail 5 Year Strategies Bylaag 1: Gedetailleerde 5 Jaar Strategieë

Annexure 2: Annual Plan 2006/2007 Bylaag 2: Jaarplan 2006/07

Annexure 3: Critical Projects WSDP Bylaag 3: Kritieke Projekte WDOP

Annexure 4: Multi-Year Municipal Budget Bylaag 4: Meerjarige Munisipale Begroting

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CHAPTER 1

INTRODUCTION AND OVERVIEW

HOOFSTUK 1

INLEIDING EN OORSIG 1.1 Introduction

This document, the Cederberg Integrated Development Plan, 2006-2011 (IDP), constitute the primary strategic planning document of the municipality. The document has the following parts: Chapter 2: Strategic analysis • This section focus on strategic issues within the

Cederberg area Chapter 3: The Macro Strategy for growth • This section gives the broad strategic direction for the

region and seeks to unify all role-players in contributing to the development of the region

Chapter 4: Minimum Service Levels • This section focuses on the services that the

municipality aims to provide to its clients. Chapter 5: Institutional Goals and Strategies • This section focuses on the municipality as a

organization, and its contribution to the macro-strategy for growth.

Chapter 6: Conclusion

1.1 Inleiding

Hierdie dokument, die Cederberg Geïntegreerde Ontwikkelingsplan, 2006-2011, (GOP) is die primêre strategiese beplanningsdokument van die munisipaliteit. Die dokument het die volgende afdelings: Hoofstuk 2: Strategiese Analise • Hierdie afdeling fokus op strategiese kwessies binne

die Cederberg area. Hoofstuk 3: Die Makro Strategie vir groei • Hierdie afdeling gee ’n uiteensetting van die breë

strategiese rigting vir die area, en poog om alle rolspelers te koördineer.

Hoofstuk 4: Minimum Dienste Vlakke • Hierdie afdeling fokus op die dienste wat die

munisipaliteit poog om aan die publiek te lewer. Hoofstuk 5: Institusionele Doelwitte en strategieё • Hierdie afdeling fokus op die munisipaliteit as ’n

organisasie, en die bydrae wat die munisipaliteit lewer ten opsigte van die makro-strategie vir groei.

Hoofstuk 6: Afsluiting

1.2 Legal context

The IDP is compiled in terms of Chapter 5 of the Local Government: Municipal Systems Act (Act no 32 of 2000). According to the Act, an IDP is the single, inclusive and strategic plan of a municipality, which coordinates and guides development within the municipal area, which should include the following core components (Section 26):

• the municipal council’s vision for the long term

development of the municipality with special emphasis on the municipality’s most critical development and internal transformation needs;

• an assessment of the existing level of development in the municipality, which must include an identification of communities which do not have access to basic municipal services;

• the council’s development priorities and objectives for

its elected term, including its local economic development aims and its internal transformation needs;

• the council’s development strategies which must be aligned with any national or provincial sectoral plans and planning requirements binding on the municipality in terms of legislation;

• a spatial development framework which must include the provision of basic guidelines for a land use

1.2 Wetlike Konteks

Die GOP word opgestel soos vereis in die Wet op Plaaslike Regering: Munisipale Stelsels (Wet no 32 van 2000) se Hoofstuk 5. Ingevolge die wetgewing is ’n GOP ’n enkele, inklusiewe en strategiese plan wat die beplanning binne die munisipale gebied koördineer en lei, en moet dit die volgende kern elemente bevat (Artikel 26):

• die munispiale raad se visie vir die langtermyn

ontwikkeling van die munisipaliteit, met spesifieke klem op die munisipaliteit se mees kritieke ontwikkelings- en interne transformasie behoeftes;

• ’n evaluering van die bestaande vlakke van

ontwikkeling in die munisipaliteit, wat identifisering

van gemeenskappe wat nie toegang tot basiese munisipale dienste het nie, insluit;

• die raad se ontwikkelingsprioriteite en –oogmerke vir

sy verkose termyn, insluitend sy plaaslike ekonomiese

ontwikkelings- oogmerke en sy interne transformasie behoeftes;

• die raad se ontwikkelingsstrategieё wat in lyn gebring

moet word met enige nasionale of provinsiale sektorale planne en beplanningsvereistes wat ingevolge wetgewing bindend is op die munisipaliteit;

• ’n ruimtelike ontwikkelingsraamwerk wat voorsiening

van basiese riglyne vir ’n grondgebruikbestuurstelsel vir

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management system for the municipality; • the council’s operational strategies; • applicable disaster management plans;

• a financial plan, which must include a budget projection for at least the next three years; and

• the key performance indicators and performance targets determined in terms of section 41.

die munisipaliteit moet insluit; • die raad se bedryfstrategieё; • toepaslike rampbestuurplanne; • ’n finansiёle plan, wat ’n begrotingsvooruitskatting vir

ten minste die volgende drie jaar moet insluit; en • die sleutelprestasie-aanwysers en prestasie doelwitte

wat ingevolge artikel 41 bepaal is.

1.3 Macro Strategic Approach

In order to coordinate the functioning of all role-players within the area, a Macro Strategic approach is utilized. This approach is based on:

• The National Spatial Development Perspective (2003)

• The Western Cape Growth and Development Strategy (2006)

• The Western Cape Spatial Development Framework (2005)

The fundamental principles of this strategic approach echoes that of the National Spatial Development Perspective, namely:

PEOPLE, NOT PLACES

1.3 Makro Strategiese Benadering

Ten einde alle rolspelers se werksaamhede binne die gebied te rig, word ’n Makro Strategiese benadering gebruik. Hierdie benadering is geskoei op:

• Die Nasionale Ruimtelike Ontwikkelings- perspektief(2003)

• Die Wes Kaapse Groei en Ontwikkelingstrategie (2006)

• Die Wes Kaapse Ruimtelike Ontwikkelingsraamwerk (2005)

Die kern beginsel van hierdie benadering weerspieël dié van die Nasionale Ruimtelike Ontwikkelingsperspektief, naamlik:

MENSE, NIE PLEKKE

1.4 Institutional Goals and Strategies

In order to implement the Macro Strategy, planning must be internalized within the municipality. These relate to the development priorities and strategies, as well as Council’s operational strategies.

Key Performance Areas

In order to structure the internal goals and strategies in a meaningful manner, the following key performance areas are used: 1. Infrastructure and Basic Services 2. Financial Management and Viability 3. Institutional Development and Transformation 4. Local Economic Development 5. Good Governance 6. Spatial Planning 7. Intergovernmental cooperation These Key Performance Areas have been structured to link with the Department of Provincial and Local Government’s guidelines regarding “credible”

Integrated Development Plans.

1.4 Institutionele Doelwitte en strategieë

Ten einde uitvoering te gee aan die Makro Strategie, moet daar binne die konteks van die munisipaliteit self ook beplan word. Bogenoemde doelwitte en strategieë verwys na die ontwikkelingsprioriteite van die Raad, asook die operasionele strategieë.

Sleutel Prestasie Areas

Ten einde die interne doelwitte en strategieë op ’n betekenisvolle wyse te struktureer, word die volgende sleutel prestasie areas gebruik: 1. Infrastruktuur en Basiese Dienslewering 2. Finansiële Bestuur en Volhoubaarheid 3. Institusionele ontwikkeling en transformasie 4. Plaaslike Ekonomiese Ontwikkeling 5. Goeie Regering 6. Ruimtelike Beplanning 7. Inter-regering samewerking Hierdie Sleutel Prestasie Areas is gestruktuureer om in te skakel met die Departement van Provinsiale en Plaaslike Regering (DPPR) se voorstelle rakende “geloofwaardige” geïntereerde ontwikkelings-planne.

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1.5 Sectoral Plans

SUMMARIES ATTACHD AS ANNEXURES The IDP is the over-arching planning document, which guides the respective sectoral plans of the municipality. At the time of writing the status quo of the sectoral plans were as follows:

1.5 Sektorale Planne

OPSOMMINGS AANGEHEG AS BYVOEGSELS Die GOP vorm die oorkoepelende strategiese dokument wat die onderskeie sektorale planne lei. Ten tye van die opstel van hierdie dokument was die vordering van die sektorale planne van die munisipaliteit as volg:

Local Economic Development Strategy

In process Plaaslike Ekonomiese Ontwikkeling Strategie

In proses

Spatial Development Framework

In process Ruimtelike Ontwikkelingsraamwerk

In proses

Water Service Development Plan

In process Water Diens Ontwikkelingsplan

In proses

Integrated Transport Plan

In process Geïntegreerde Vervoerplan

In proses

Disaster Management Plan

In process Rampbestuursplan

In proses

Waste Management Plan

In process Afvalbestuursplan

In proses

The IDP is not the sum of the respective sectoral plans, but rather the high level guiding document for the respective sectoral plans. Alignment is achieved by high-level shared outcomes, guidelines and objectives. The IDP is subsequently more focused on strategy, rather than projects.

Die GOP is nie die som van die onderskeie sektorale planne nie, maar eerder die hoë-vlak rigtingewende plan vir die onderskeie sektorale planne. Belyning en koördinering tussen die GOP en die onderskeie sektorale planne word bereik deur gedeelde hoë orde langtermyn-uitkomste, riglyne en doelwitte. Die GOP is gevolglik eerder strategie as projek ge-oriënteerd.

IDP

SECTORAL PLANS

Disaster Management

Plan

Spatial Development Framework

Financial Plan Water Service Development

Plan

Integrated Transport Plan

SUPPORTING MACRO STRATEGY

Waste Management

Plan

Figure 1.1: The relationship between the Integrated Development Plan and sectoral plans Figuur 1.1: Die verhouding tussen die Geïntegreerde Ontwikkelingsplan en sektorale planne

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1.6 IDP Review

Section 34 of the Systems Act requires that municipalities annually review their IDP in terms of the progress made with regard to its Key Performance Indicators and if circumstances change significantly. In terms of this document, this implies the following: 1. Testing the macro-strategy against the current

reality; 2. Measuring the performance related to the 5-

year goals and strategies; 3. Measuring the performance related to the 1-3

year objectives and strategies; and

4. Setting new 1-3 year objectives and strategies based on the Macro Strategy and the long- term (5 year) goals and strategies.

1.6 GOP-Hersiening

Artikel 34 van die Stelselswet vereis dat munisipaliteite hul GOP’s moet hersien in die mate wat vordering gemaak is ten opsigte van hul Sleutel Prestasie Indikatore, asook indien omstandighede wesenlik sou verander. In terme van hierdie dokument behels hersiening die volgende: 1. Die toets van die makro-strategie teen die

huidige realiteit; 2. Die meet van prestasie ten opsigte van 5-jaar

doelwitte en strategieë; 3. Die meet van vordering teenoor medium

termyn doelwitte; en 4. Die stel van nuwe 1-3 jaar doelwitte en

strategieë, gebasseer om die Makro Strategie en die lang termyn doelwitte en strategieё.

VIS

ION

2011

2006/07 2007/08 2008/09 2009/10 2010/11

5 Year Goals

5 Year Strategies

KPI’s

BASEPLAN

1-3 Year Objectives

1-3 Year Strategies

KPI’s

Annual Targets

Budget

Other significant changes

Annual Plans

Figure 1.2: Annual Planning as part of the IDP process Figuur 1.2: Jaarlikse beplanning as deel van die GOP-proses

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1.7 Local Economic Development

It is important to note that Local Economic Development is more than just a key performance area; the IDP in its entirety is aimed at improving local economic development. The Macro Strategy is utilizes a planning logic based on economic potential, thus all long term planning are geared at economic growth, either through infrastructure investment, or through investment in people.

1.7 Plaaslike Ekonomiese Ontwikkeling

Dit is belangrik om kennis te neem dat Plaaslike Ekonomiese ontwikkeling meer as net ‘n sleutel prestasie area is, aangesien die GOP in geheel gemik is om die ontwikkeling van die ekonomie van die streek te bevorder. Die Makro-Strategie gebruik ’n beplanningslogika gebaseer op ekonomiese potensiaal, dus word langttermyn beplanning gerig op ekonomiese groei, óf deur infrastruktuur investering, óf deur investering in mense.

1.8 Community Participation and Good

Governance

The municipality utilizes its ward-committees as the primary consultative structures with regard to planning. The committees convenes at least quarterly and has the following main functions: • To assist the municipality in determining service

problems; • To assist the municipality in planning; and • To monitor the municipality’s progress. The ward committees were instrumental in the IDP planning process. Training and planning worksessions were held during June 2006. During this session the Ward Committee members were orientated regarding municipal functions and assisted in determining development priorities.

1.8 Gemeenskapsdeelname en Goeie

Regering

Die Munisipaliteit gebruik die wykskomitees as die primêre konsulterende struktuur vir beplanning. Die komitees kom ten minste kwartaaliks bymekaar en het die volgende funksies: • Om die munisipaliteit te ondersteun in die

bepaling van diensleweringskwessies; • Om die munisipaliteit te ondersteun met

beplanning; en • Om die munisipaliteit se vordering te monitor. Die wykskomitees was instrumenteel in die GOP beplanningsproses. Opleiding en beplannings-werkswinkels is gehou gedurende Junie 2006. Tydens hierdie sessies is wykskomitee lede georiënteer ten opsigte van munisipale funksies en was hulle instrumenteel in die bepaling van ontwikkelings prioriteite.

Figure 1.3: Ward committee orientation and participation Figuur: 1.3: Wykskomitee oriëntering en deelname

13

CHAPTER 2

STRATEGIC ANALYSIS

HOOFSTUK 2

STRATEGIESE ANALISE 2.1 Introduction

2.1 Inleiding

This section will give a strategic overview regarding the main development and service delivery issues within the area. Detailed analyses regarding specific issues can be found in the following plans: 1. Housing Development: Housing Plan 2. Infrastructure Capacity: Capacity Report, Water

Service Development Plan, Integrated Waste Management Plan

3. Public Transport and related: Integrated Transport Plan

4. Land Reform Issues: West Coast Land Reform Strategy

5. Detail Spatial Issues: Spatial Development Framework

6. Detailed poverty issues: West Coast Poverty Alleviation Strategy

7. Environmental Issues: Western Coast Integrated Environmental Programme

Die afdeling sal ’n strategiese oorsig gee van die primêre ontwikkelings- en diensleweringskwessies binne die gebied. Gedetailleerde inligting rakende spesifieke kwessies kan in die volgende sektorale planne gevind word: 1. Behuising: Behuisingsplan 2. Infrastruktuur kapasiteit: Reserwe Bepaling,

Waterdiens Ontwikkelingsplan, Geïntegreerde Vullisbestuursplan

3. Vervoer en verbandhoudende kwessies: Geïntegreerde Vervoerplan

4. Grondhervormingskwessies: Weskus Grond-hervormingstategie

5. Gedetailleerde Ruimtelike Kwessies: Ruimtelike Ontwikkelingsraamwerk

6. Gedetailleerde Armoede verligtingskwessies: Weskus Armoede Verligtingstrategie

7. Omgewingskwessie: Weskus Geïntegreerde Omgewingsprogram

THIS CHAPTER IS NOT INTENTED TO PRESENT THE

READER WITH ALL THE EXISTING INFORMATION FROM

THE SECTORAL PLANS – IT IS AIMED AT PROVIDING THE

READER WITH STRATEGIC INFORMATION EXTRACTED

FROM SECTORAL REPORTS AND STUDIES, AS WELL AS

CONSULTATION WITH RELEVANT OFFICIALS

DIT IS NIE DIE DOEL VAN HIERDIE AFDELING OM REEDS

BESTAANDE INLIGTING VAN DIE SEKTORALE PLANNE

WEER DEUR TE GEE NIE – DIE AFDELING IS DAAROP

GEMIK OM DIE LESER VAN STRATEGIESE INLIGTING TE

VOORSIEN WAT AFGELEI IS UIT SEKTORALE VERSLAE EN

STUDIES, ASOOK DEUR KONSULTASIE MET DIE

RELEVANTE AMPTENARE

2.2 Overview of Towns

2.2 Oorsig van dorpe

This section contains brief descriptions of the major towns in the region, based on the Growth Potential Of Towns In The West Coast: A Supporting Strategy For Urban Development (Prof. I Van Der Merwe, March 2006).

Hierdie afdeling bevat kort beskrywings van die groter dorpe in die omgewing, gebasseer op die Groei Potensiaal van Dorpe in die Weskus: ’n Ondersteunende Strategie vir Stedelike Ontwikkeling (Prof. I van der Merwe, Maart 2006).

Citrusdal

Citrusdal originated as a service centre for the agricultural sector in the Upper Elephants River valley. The citrus industry is the main source of income in the town’s hinterland. Because of the labour-intensive nature of the activity, the town experienced an influx of seasonal workers. Unemployment has increased along with a rise in population numbers. The local export economy is vulnerable to the fluctuating exchange rate of the Rand, and the concomitant decline in export value has negative implications for the economic base of the town. The nearby hot spring presents some

Citrusdal

Citrusdal het onstaan as ‘n landbou-dienssentrum in die Bo-Olifantsrivier vallei. Die sitrus industrie is die hoofbron van inkomste in die omgewing. Weens die arbeids-intensiewe aard van die aktiwiteit, ervaar die dorp jaarliks ‘n invloei van seisoenswerkers. Werkloosheid het toegeneem gepaardgaande met ‘n groeiende bevolking. Die plaaslike uitvoer ekonomie is kwesbaar weens die veranderende wisselkoers van die Rand, en die gepaardgaande afname in uitvoer waarde het negatiewe implikasies vir die ekonomiese basis van die dorp. Die naby geleë warmbronne bied moontlike toerisme- en

14

tourism and recreation potential. However, only limited growth is expected here. Clanwilliam

Clanwilliam originated as a “central place” town in an agriculturally orientated environment on fertile land and surrounded with abundant water resources. This town currently fulfils the function of main administrative town for the municipal district, as well as being a service and commercial centre for the surrounding population. There has recently been a growth in the town’s population, but because of the lack of sufficient job opportunities, unemployment and poverty are limiting factors for significant economic growth of the town. The environment presents a diversified resource potential, i.e. the natural beauty of the Cederberg Wilderness area, the Clanwilliam dam, wild flowers, the rock art at Boesmanskloof and various heritage resources (e.g. near Wupperthal). Although the economic base of the town is embedded in the agricultural sector, tourism also became a growing component. Other sectors of the economy include light industries, especially with respect to the town’s two most important export products, namely shoe making and Rooibos tea cultivation. Clanwilliam has good accessibility on the N7 route between Cape Town, Northern Cape and Namibia. The town has a sound infrastructure base that can support moderate development. With proper strategic planning and mutual co-operation between the various role-players moderate growth can be expected.

Elands Bay

Elands Bay is to a certain extent an isolated settlement, which can partly be ascribed to the fact that the access routes to the town are mainly gravel roads. The town thus functions as a low order service centre and holiday town that supplies mainly basic goods and services to its local inhabitants. There has been limited growth in the town recently. The fishing industry forms the main economic base, but it is showing a declining trend as a consequence of the quota limitations on fishing for the local community. Agriculture, especially potato farming, makes a steady contribution to the economy. The town has also become known as one of the surfing venues in the world. The economic contribution of the natural assets such as the coast and the rich sea resources cannot neutralise the high rates of unemployment and poverty in the town. Very little growth potential is evident and ‘major

ontspannings-ontwikkelingspotensiaal. Beperkte groei word egter hier voorsien. Clanwilliam

Clanwilliam het onstaan as ’n sentrale plek in ’n landbou georiënteerde omgewing omring met oorvloedige waterbronne. Die dorp vervul tans die funksie van die hoof administratiewe dorp in die munisipale gebied, en is ook ’n landbou diens- en kommersiële sentrum. Daar was onlangs ook groei in die dorp se bevolking te bespeur, maar weens die tekort aan voldoende werksgeleenthede, beperk werkloosheid en armoede die ekonomiese vooruitgang van die dorp. Die omgewing het ’n diverse hulpbron potensiaal, o.a. die natuurlike skoonheid van die Cederberg Wildernis gebied, veldblomme, rots-kuns in die Boesmanskloof en verskeie erfenis hulpbronne (byvoorbeeld naby Wupperthal). Alhoewel die ekonomie gebaseer is op landbou word toerisme toenemend ’n groeiende komponent. Ander ekonomiese sektore in die area sluit ligte industrieë in, veral met verwysing na twee van die dorp se belangrike uitvoerprodukte, naamlik Rooibos tee en leerskoene. Clanwilliam het goeie toegang tot die N7 roete wat Kaapstad en Namibië verbind. Die dorp het ’n redelike infrastruktuurbasis wat matige ontwikkeling kan ondersteun. Deur goeie strategiese beplanning en samewerking tussen die onderskeie rolspelers kan matige groei verwag word. Elandsbaai

Elandsbaai is ’n redelike geïsoleerde dorp, gegewe dat die toegangspaaie na die dorp grotendeels gruispaaie is. Die dorp funksioneer dus as ’n laer orde dienssentrum en vakansie-dorp wat hoofsaaklik goedere en dienste verskaf aan die plaaslike inwoners. Daar is tekens van beperkte groei in die omgewing. Die vis-industrie is die hoof ekonomiese sektor, maar as gevolg van wetgewing (kwotas) is hierdie bedryf aan die taan. Landbou, veral aartappel boerdery dra ook by tot die plaaslike ekonomie. Die dorpie het ook al bekendheid verwerf as een van die mees gesogte branderplankry bestemmings. Die ekonomiese bydrae van die natuurlike bates, soos die kus en die ryk see hulpbronne kan egter nie die hoë werkloosheid en armoede in dorp aanspreek nie. Die dorp het ‘n baie beperke groei potensiaal en daar moet gefokus word op grootskaalse sosiale

15

social’ capital investment seems the appropriate option at this stage. Graafwater

Graafwater is located halfway between Clanwilliam and Lamberts Bay, which results in a considerable leakage of purchasing power. The town originated as a railway station, but this function is no longer a driving force. No economic growth was observed here recently. Yet the population is increasing, many of who are seasonal workers on the surrounding farms. The absence of job opportunities is a limiting factor for economic growth. Although agriculture provides the economic base, this Sandveld town serves only as a service point for the most basic needs of the immediately surrounding farms. Rooibos tea and potatoes are the most important agricultural products. Major social capital investment is recommended. Lamberts Bay

Lamberts Bay is a coastal town with its reason for existence linked to the fishing industry and the harbour. The building of a processing factory for fishmeal, lobster packaging and potato chips led to sound growth that makes a substantial contribution to the town’s economic base. Although limited, the settlement has a fairly diversified resource base, and the main sources of income are the fish and lobster industry, the agricultural sector, the up-coast diamond industry and tourism. The potential for further development lies in projects that are being explored, such as the gas pipeline from a marine gas field up north, a sorting plant for diamonds mined along the coast to the north and an additional lobster-processing plant. The industrial sector of the town is well developed with good prospects for further expansion. The town’s commonage is large enough to accommodate further spatial expansion. Population growth has risen at a steady rate in recent years. Because of the lack of sufficient job opportunities, however, unemployment levels remain high. The greatest asset of the town is its impressive coastline and unique Bird Island, which has considerable tourism potential that could be exploited further. (Unfortunately the latter resource is endangered by the invasion of seals). With the high demand for holiday houses and tourism, a reasonable degree of growth is expected here. Tourism and fishing will in the process have to

ontwikkeling. Graafwater

Graafwater is geleë tussen Clanwilliam en Lambertsbaai, wat tot gevolg het dat daar ’n wesenlike uitvloei van koopkrag uit die dorp is. Die dorp het ontstaan as ’n spoorwegstasie, maar hierdie funksie is lankal nie meer ’n dryfkrag vir die groei van die dorp. Geen ekonomiese groei is onlangs hier aangeteken. Ten spyte van laasgenoemde neem die bevolking steeds toe, meestal deur seisoenswerkers van die omliggende plase. Die tekort aan werksgeleenthede is ’n beperkende faktor vir ekonomiese groei. Alhoewel landbou die ekonomiese basis van die dorp is, voorsien die dorp slegs aan die mees basiese behoeftes van die omliggende plase. Rooibos tee en artapppels is die belangrikste produkte in die omgewing. Grootskaalse sosiale investering word aanbeveel. Lambertsbaai

Lambertsbaai is ’n kusdorp wat deels ontwikkel het as gevolg van die visbedryf en hawe. Die bou van ’n verwerkings-aanleg vir vismeel, kreef-verpakking en artappelskyfies het tot ekonomiese groei gelei, wat ’n betekenisvolle bydrae gemaak het tot die ekonomiese basis van die dorp. Die dorp het ’n redelik gediversifiseerde ekonomie, ten spyte van die beperkte skaal daarvan. Die hoof-inkomste bronne is die vis-en kreef-bedryf, landbou en die diamant industrie (opwaarts teen die kus), asook toerisme. Die potensiaal vir verdere onwikkeling lê in projekte wat tans ondersoek word, soos die gas-pypleiding (vanaf ’n diepsee gasveld), ’n sorterings aanleg vir diamante, asook ’n verdere kreefverwerkings-aanleg. Die industriële infrastruktuur is goed ontwikkel met goeie vooruitsigte vir verdere uitbreiding. Die dorp se meentgrond is ook groot genoeg om verdere uitbreiding te akkomodeer. Die bevolkingsgroei het teen ’n bestendige koers gegroei oor die afgelope paar jaar. Werkloosheid bly steeds hoog as gevolg van die beperkte werksgeleenthede. Die grootste bate van die dorp is die indrukwekkende kus en die unieke Voël Eiland (ongelukkig word hierdie hulpbron bedreig deur robbe). Gegewe die hoë aanvraag vir vakansie huise en toerisme kan ’n redelike mate van groei hier verwag word. Toerisme en die visbedryf moet ontwikkel word op so ’n wyse dat beide sektore mekaar bevoordeel.

16

develop in a mutually supportive and synergetic way. Minor infrastructural investment is recommended. Wupperthal

This picturesque place has been a Moravian mission station since 1865. The village today consists of an old thatched Church, a store, and terraces of neat thatched-roofed little cottages. Excellent velskoen (known throughout the country) are made and tobacco is dried and worked into rolls (roltabak). The other main products of the area are dried fruit, dried beans and rooibos tea. Since 1995 development aid to Wupperthal has come in the form of grants, interest free loans and donations from various sources. Among projects that benefited from these was a 4X4 route around the district, a caravan park, two guesthouses, the revamping of a tea production facility and a needlework centre. The water reticulation system was repaired and upgraded to help the farmers at the Martiensrust satellite station.

Kleinskaalse infrastruktuur ontwikkeling word aanbeveel. Wupperthal

Die skilderagtige dorpe was geskep as ’n Morawiese sendingstasie in 1895. Vandag betaan die dorpie uit ‘n grasdak kerk, ‘n winkel en terrasse met netjiese grasdak huise. Die dorpie is landswyd bekend vir sy veldskoene en roltabak word ook vervaardig. Ander produkte sluit droëvrugte, gedroogde bone en rooibostee in. Sedert 1995 het Wupperthal redelike ontwikkelingsteun ontvang in die vorm van projek-befondsing, rente-vrye lenings en skenkings van verskeie bronne. Van die projekte wat ontwikkel is, is ‘n 4X4 roete, twee gastehuise, die opgradering van ’n tee verwerkingsfasiliteit en naaldwerksentrum. Die waterverspreidingstelsel is ook herstel en opgegradeer om die boere by Martiensrust sateliet- stasie te help.

17

2.3 Demographic overview

2.3 Demografiese Oorsig

This subsection will focus on key demographic characteristics of the area.

Hierdie onderafdeling sal fokus op sleutel demografiese eienskappe van die gebied.

2.3.1 Long Term Population Growth

2.3.1.Langtermyn bevolkingsgroei

Based on the growth rates below, the population is expected to increase to approximately 55 000 - 60 000 people in 2020 (refer to the graphs below). This is approximately 18% more than the 2001 census figures. The possible implications of this projected growth is as follows: • Given that the biggest growth will occur in the

Black segment of the population, there has to be an increased effort to create employment opportunities, as this group frequently migrate in search of improved employment opportunities;

• An increase in indigent households over the long term, with significant financial implications for the municipality;

• Increase pressure on bulk services; and • Increased pressure on government services, such

as primary health care.

Gebaseer op die groeikoerse in die onderstaande tabel sal die bevolking in 2020 ongeveer 55 000 – 60 000 inwoners wees (sien onderstaande grafieke). Dis is ongeveer 18% meer as die 2001 sensus syfers. Die moontlike implikasie van hierdie verwagte bevolkingsgroei is as volg: • Gegewe dat die grootste groei in die Swart

segment van die bevolking sal wees, moet daar veral gefokus word op die skep van werksgeleenthede, gegewe dat hierdie groep grotendeels migreer op soek na beter werks-geleenthede;

• ’n Toename in “deernis” huishoudings oor die lantermyn, met merkbare finansiële implikasies vir die munisipaliteit;

• Toenemende druk op grootmaatdienste; en • Toenemende druk op regeringsdienste, soos

primêre gesondheidsorg.

Period Black African Coloured White

2001-2005 5.30% 1.30% 0.60%

2006-2015 1.30% 1.00% -0.30%

2016-2020 0.65% 0.50% -0.60%

Growth Rates based on the Provincial Growth and Development Strategy (December 2006) Groeikoerse gebaseer op die Provinsiale Groei en Ontwikkelingstrategie (Desember 2006)

18

Projected Population Growth 2001-2020

3930

0

3989

8

4051

1

4113

8

4178

1

4213

8

4249

9

4286

5

4323

4

4360

7

4398

5

4436

6

4475

2

4514

2

4531

5

4548

9

4566

5

4584

2

4602

0

4619

9

4495421438993131

36,506

30,76432,719

34,732

5197542155195405

0

10000

20000

30000

40000

50000

60000

70000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Black African

Coloured

White

TOTAL

Figure 2.1: Projected Population Growth 2001-2020 Figuur 2.1: Verwagte bevolkingsgroei 2001-2020

Population: % of total population 2001-2020

7.97%

9.73%

9.25%

78.28% 79.02%77.65%

13.75%

11.25%

13.10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Black African

Coloured

White

Figure2.2: Expected population composition, 2001-2020 Figuur2.2: Verwagte bevolkingsamestelling, 2001-2020

19

2.3.2 Employment

2.3.2 Indiensneming

Unemployment is the highest under the Black African group. This could be due to the following reasons: • Seasonal migrant workers who remain in the

area, despite having to be unemployed for a significant time of the year.

• In-migration from the Eastern Cape based on the perception that the Western Cape offers a better quality of life (note that the above reasons are not mutually exclusive).

When unemployment is calculated without taking into consideration the not-economically active segment of the population, the average unemployment is 10%, which is significantly less than the provincial rate which is approximately 25% (Census 2001). The high percentage of non-economically active Whites corresponds with high incomes of this group. It suggests that a high percentage of White households need only one income earner.

Werkloosheid is die hoogste onder die Swart bevolkingsgroep. Dit kan as gevolg van die volgende redes wees: • Seisoenale migrasie-werkers bly agter in die area,

ten spyte daarvan dat daar ’n groot deel van die jaar nie werk is nie.

• In-migrasie van die Oos-Kaap, waar die persepsie bestaan dat die Wes-Kaap ’n beter kwaliteit lewe bied (let daarop dat bogenoemde redes nie mekaar uitsluit nie).

Wanneer werkloosheid bereken word sonder om die nie-ekonomies aktiewe deel van die bevolking in berekening te bring, is die gemiddelde werkloosheid 10%, wat minder as die provinsiale koers van 25% is (Sensus 2001). Die hoë persentasie nie-ekonomies aktiewe Blankes stem ooreen met die hoë inkomste van die groep. Dit suggereer dat ’n redelike persentasie Blanke huishoudings slegs een salaristrekker benodig.

Figure 2.3: Employment status (Census 2001) Figuur 2.3: Indiensnemingvlakke (Sensus 2001)

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Figure 2.4: Cederberg Employment compared to Western Cape (Provincial average)(Census 2001) Figuur 2.4: Cederberg indiensnemingsvlakke in vergelyking met die Wes Kaap (Provinsiale gemiddeld)(Sensus 2001)

2.3.3 Employment sectors

2.3.3 Indiensnemingsektore

The most significant sector is agriculture (57%). All other sectors are significantly smaller employers than agriculture. This suggests a fairly undiversified economy, which is not beneficial on the long term, as it creates too much dependency on one industry. Given the predominance of agriculture at present, it is expected that this status quo will continue over the long term. Due to this, climate change can have a significant effect on the regional economy. Agriculture and agri-processing are also first and second industries (respectively). These types of industries add less value than service industries, such as tourism, financial service and other personal services. Male employment exceeds female employment only in the Agricultural and Manufacturing industries. All population groups are predominantly active in the agricultural sector, although the White and Indian groups are more dominant in the remaining sectors.

Die betekenisvolste sektor is landbou (57%). Alle ander sektore is dramaties kleiner indiensnemers as landbou. Dit impliseer ’n redelike ongediversifiseerde ekonomie, iets wat nie gesond oor die lang termyn is nie, aangesien dit te veel afhanklikheid van een sektor skep. Daar kan verwag word dat hierdie stand van sake op die lang termyn sal voorduur. Om hierdie rede kan klimaatsverandering die gebied beduidend beïnvloed Landbou en landbou verwerking is onderskeidelik primêre en sekondêre industrieë. Hierdie tipe industrieë het minder waarde-toevoeging as diens industrieë, soos toerisme, finansiële en ander persoonlike dienste. Hierdie Manlike indiensneming is slegs meer in die landbou en vervaardigingsektore. Alle bevolkingsgroepe is hoofsaaklik betrokke by landbou, alhoewel die Blanke en Indiër groepe meer dominant is in die oorblywende sektore.

21

Figure 2.5: Employment by industry (Census 2001) Figuur 2.5: Indiensmening per sector (Sensus 2001)

Figure 2.6: Employment by population group (Census 2001) Figuur 2.6: Indiensneming per bevolkingsgroep(Sensus 2001)

22

2.3.4 Income 2.3.4 Inkomste

The area has a low average income level (R 401-800), which can be expected given the high sector contribution of agriculture to the local economy. The White segment of the population has the highest income. This collates with the high percentage of non-economically active whites (40%). The Black segment of the population has the lowest income, with approximately 60% earning between R401-R800 (Note that the actual income could have increased from 2001). Diversification of the economy is required to increase the average income of the residents. There has to be an active drive to increase secondary (processing) and tertiary (service) industries.

Die area het ’n lae gemiddelde inkomstevlak (R 401-800 as gevolg van die hoë bydra van landbou tot die ekonomie. Die Blanke segment van die bevolking verdien oor die algemeen die hoogste inkomste. Dit stem ook ooreen met die hoë persentasie nie-ekonomies aktiewe blankes (40%). Die Swart segment van die bevolking verdien die laagste inkomste – ongeveer 60% verdien tussen R401-R800 (Let daarop dat die werklike inkomste kon toeneem vanaf 2001). Diversifisering van die ekonomie is noodsaaklik om gemiddelde inkomste van die inwoners te verhoog. Daar moet aktief gepoog word om sekondêre (verwerkings) en tersiëre (diens) industrieë te ontwikkel.

Figure 2.7: Income by Population group (Census 2001) Figuur 2.7: Inkomste volgens bevolkingsgroep (Sensus 2001)

23

2.3.5 Education

2.3.5 Opvoeding

In general, the area has a poor profile regarding education. Approximately 12% of the population has no schooling, while only 15% have completed Standard 10 (Grade 12). This has a negative effect on the overall economy, as skilled human resources are critical for economic development. From a strategic perspective, this state of affairs requires a targeted approach towards adult education in the short term. As a priority initiative, education related stakeholders should focus on improving the level of basic literacy (aimed at the section of the population with no schooling). Over the long term it is critical that school dropout rates are reduced and that the percentage of current learners who finish secondary schooling increase.

Die area het ‘n swak onderwysprofiel. Ongeveer 12% van die bevolking het geen onderrig, terwyl slegs 15% Standerd 10 (Graad 12) voltooi het. Hierdie stand van sake het ’n negatiewe invloed op die ekonomie van die area, aangesien vaardige menslike hulpbronne krities is vir ekonomiese ontwikkeling. Vanuit ’n strategiese perspektief benodig die area ’n gefokusde benadering jeens volwasse opleiding oor die kort termyn . As ’n prioriteits-inisiatief moet daar gefokus word om die basiese geletterheid te verbeter (gemik op die deel van die bevolking met geen skoolonderrig). Op die lang termyn is dit krities dat die hoeveelheid skoolverlaters verminder word en dat die persentasie huidige leerders wat sekondêre onderrig voltooi, verhoog.

Figure 2.9: Education Levels (Census 2001) Figuur 2.9: Onderrigvlakke (Sensus 2001)

24

2.4 Growth potential and human needs

2.4 Groei-potensiaal en menslike behoeftes

The following maps summarize the inputs from the growth potential study (Van der Merwe, March 2006) The Human Needs, Qualitative and Quantitative growth potentials are based on approximately 80 indicators covering a wide continuum of economic, social and environmental informants:

• Natural and Human Resources; • Transportation and Infrastructural Services; • Institutional and Commercial Services; • Market Potential; • Regional Vitality; • Economic Structure; and • Human Needs.

Die volgende stel kaarte som die insette van die groei-potensiaal studie(Van der Merwe, Maart 2006) op. Die Menslike Behoefte, Kwalitatiewe en Kwantitatiewe groei-potensiaal is gebaseer op ongeveer 80 indikatore wat ’n wye spektrum ekonomiese, sosiale en omgewings-indikatore insluit:

• Natuurlike en Menslike Hulpbronne; • Vervoer en Infrastrukturele Dienste; • Institusionele en Kommersiële Dienste; • Markpotensiaal; • Streeks-lewenskragtigheid; • Ekonomiese Struktuur; en • Menslike Behoeftes.

Human Needs Menslike Behoeftes

Low / Laag

Medium

Qualitative Growth Kwalitatiewe groei

Low / Laag

Medium

Quantitative Growth Kwantitatiewe groei

Low / Laag

Medium

Human needs and growth potential based on: Growth potential of towns in the west coast: A supp orting strategy for urban development

Menslike behoeftes en groei potensiaal gebasseer op:

Groei potensiaal van dorpe in die Weskus: ‘n ondersteu nende strategie vir stedelike ontwikkeling

Figure 2.10: Human needs, qualitative and quantitative growth Figuur 2.10: Menslike behoeftes, kwalitatiewe en kwantitatiewe groei

The growth potential study also identified “place identities” for the different towns, based on the main characteristics of the towns (Figure 2.11). Tourism

Die groei-potensiaal studie het ook die “plek identiteit” van die onderskeie dorpe geïdentifiseer (Figuur 2.11). Toerisme projekte behoort alreeds in die

25

projects should, from the inception phase, pay close attention to place identity. This will ensure a close fit between projects and the overall perception of the town. Critical to the development paths of the respective towns is the current economic base. Development initiatives should, ideally, build on the existing base, in order to:

• Exploit economies of scale; • Optimize localized knowledge and skills; and • Exploit existing perceptions (especially w.r.t

tourism and branding). The investment types are also indicated below. Note that it is based on the provincial perspective and have been contextualized in Chapter 3 to link with the local priorities and development goals.

konseptualiseringsfase die plek identiteit in ag te neem. Dit sal verseker dat projekte pas by die bestaande beeld van die dorpe. Dit is ook van uiterste belang dat die dorpe hul ontwikkelingsinisiatiewe skoei op die bestaande ekonomiese basis. Dit hou die volgende voordele in:

• Benutting van die verwante industrieë in die omgewing;

• Optimale aanwending van plaaslike vaardighede en kennis; en

• Benutting van bestaande perspesies (veral ten opsigte van tourisme en handelsmerke).

Die ontwikkelingstipes word ook aangetoon. Let daarop dat dit gebaseer is op ’n provinsiale perspektief en dat dit in Hoofstuk 3 gekontekstualiseer word om te skakel met plaaslike prioriteite en ontwikkelingsdoelwitte.

Infrastructure Investment

Infrastruktuur Investering

Minor / Minder Krities

Major / Krities

Social Investment

Sosiale Investering

Minor / Minder krities

Major / Krities

Agricultural service centre

Tourism

Landbou Dienssentrum Toerisme


Tourism

Landbou Dienssentrum Toerisme

Fishing

Recreation

Visvang

Ontspanning

Fishing

Recreation

Visvang

Ontspanning


Landbou Dienssentrum


Landbou Dienssentrum Tourism

Fishing

Toerisme

Visvang

Tourism

Fishing

Toerisme

Visvang

Citrus fruit and hot springsSitrus vrugte en warmbron


Rooibos tea, wild flowers and CederbergRooibostee, blomme en Cederberg


SurfingBranderplank-ry

SurfingBranderplank-ry

Sandveld villageSandveld dorpie

Sandveld villageSandveld dorpie Bird Island

Voёl Eiland

Bird IslandVoёl Eiland

Economic Base

Ekonomiese Basis

Place Identity

Plek Identiteit


Tourism


Toerisme


Tourism


Toerisme

Investment options, place identity and economic base based on: Growth potential of towns in the west coast: A supp orting strategy for urban development

Investerings-opsies, plek-identiteit en ekonomiese basis gebasseer op:

Groei potensiaal van dorpe in die Weskus: ‘n onders teunende strategie vir stedelike ontwikkeling

Figure 2.11: Investment Options, Place identity and Economic Base Figuur 2.11: Investerings-opsies, Plek identiteit en Ekonomiese basis

26

2.5 Basic Services

2.5 Basiese Dienste

This subsection will focus on the basic services provided by the municipality. The focus is on those services which are at present problematic.

Hierdie onderafdeling fokus op die basiese dienste gelewer deur die munisipaliteit. Die fokus is veral op dienste wat tans as problematies ervaar word.

27

2.5.1 Water

2.5.1 Water

The municipality has indicated that all urban households have access to water on site. Backlogs exist in the informal area in Clanwilliam and rural areas. The most significant problems associated with water do not relate to access, but rather to bulk services. These full extent of water related issues are indicated in the Water Service Development Plan.

Die munisipaliteit het aangetoon dat alle stedelike huishoudings toegang het tot water-op-perseel. Agterstande bestaan in die informele vestiging in Clanwilliam en landelike areas. Die mees kritiese probleme ten opsigte van water hou nie verband met toegang nie, maar eerder met grootmaat voorsiening. Die volle omvang van water verbandhoudende kwessies is aangetoon in die Water Diens Ontwikkelingsplan.

Resource shortage / insufficiencies

Hulpbron tekorte / onvoldoende hulpbronne

Infrastructure deficiencies

Infrastruktuur tekorte

Water: Current Problems

Water: Huidige probleme

Inadequate source

Onvoldoende bron

Inadequate source

Onvoldoende bron

Limited Pumping Capacity

Beperkte pomp-kapasiteit

Limited Pumping Capacity

Beperkte pomp-kapasiteit

Insufficient water (boreholes)

Onvoldoende water (boorgate)

Insufficient water (boreholes)

Onvoldoende water (boorgate)

Deteriorating ground water quality

Grondwater kwaliteit verswak

Deteriorating ground water quality

Grondwater kwaliteit verswak

Inadequate water source

Onvoldoende bron

Inadequate water source

Onvoldoende bron

No back-up borehole

Geen bystand boorgate

No back-up borehole

Geen bystand boorgate

Limited access to water

Beperkte toegang tot water

Limited access to water

Beperkte toegang tot water

Figure 2.12: Current priority issues related to water-provision Figuur 2.12: Huidige prioriteitskwessies rakende watervoorsiening

28

2.5.2 Sanitation

2.5.2 Sanitasie

Access is still a problem regarding sanitation. An estimated 285 rural households still use the bucket system (this issue is currently receiving priority attention by the municipality). Bulk services are also critical. The most significant problems are experienced in Citrusdal and Lamberts Bay. A prioritized set of projects is indicated in Figure 2.14. These full extent of sanitasie related issues are indicated in the Water Service Development Plan

Toegang is steeds ‘n probleem ten opsigte van sanitasie. ’n Beraamde 285 huishoudings gebruik steeds die emmerstelsel (hierdie aangeleentheid word tans as ’n prioriteit deur die munisipaliteit hanteer). Grootmaat dienste is ook krities. Die mees kritieke probleme word ervaar in Citrusdal en Lambertsbaai. ’n Stel geprioritiseerde projekte word aangetoon in Figuur 2.14. Die volle omvang van sanitasie verbandhoudende kwessies is aangetoon in die Water Diens Ontwikkelingsplan.

Will require sewerage works

Sal rioolwerke benodig in toekoms

Will require sewerage works

Sal rioolwerke benodig in toekoms

Overloaded and location (under

floodline)

Oor kapasiteit en ligging problematies

(onder vloedlyn)

Overloaded and location (under

floodline)

Oor kapasiteit en ligging problematies

(onder vloedlyn)

Critical (sewerage operating at twice

design capacity)

Krities: funksioneer teen dubbel die

ontwerp kapasiteit

Critical (sewerage operating at twice

design capacity)

Krities: funksioneer teen dubbel die

ontwerp kapasiteit

Will require sewerage works in long run

Sal oor langtermyn rioolwerke benodig

Will require sewerage works in long run

Sal oor langtermyn rioolwerke benodig

Future problems foreseen: Capacity

Toekomstige probleme voorsien:

Kapasiteit

Future problems foreseen: Capacity

Toekomstige probleme voorsien:

Kapasiteit

Bucket system: 32 hh

Emmerstelsel: 32 hh


Emmerstelsel: 32 hh


Emmerstelsel: 55 hh


Emmerstelsel: 55 hh

285 Households still using bucket system –predomina ntly in rural areas

285 Huishoudings gebruik steeds emmerstelsel in landel ike areas

SANITATION

SANITASIE

Figure 2.13: Priority issues regarding sanitation Figuur 2.13: Prioriteitskwessies rakende sanitasie

29

Priority 2Relocation of existing plant

Verskuiwing van bestaande aanleg

Priority 2Relocation of existing plant

Verskuiwing van bestaande aanleg

Priority 3: Upgrading: existing oxidation ponds

Opgradering van bestaandeoksidasiedamme

Priority 3: Upgrading: existing oxidation ponds


Priority 4:Construction of oxidation ponds

Bou van oksidamsiedamme

Priority 4:Construction of oxidation ponds

Bou van oksidamsiedamme

Priority 5Construction of oxidation ponds

Bou van oksidasiedamme

Priority 5Construction of oxidation ponds

Bou van oksidasiedamme

Priority 6:Upgrading of existing oxidation ponds


Priority 6:Upgrading of existing oxidation ponds


PRIORITY 1:Eradication of bucket system

Uitroei van emmerstesel


Uitroei van emmerstesel


Uitroei van emmerstelsel


Uitroei van emmerstelsel

SANITATION: Priority Projects

SANITASIE: Prioriteitsprojekte

Figure 2.14: Priority Projects for the improvement of sanitation service Figuur 2.14: Prioriteitsprojekte vir verbetering van die sanitasie diens

30

2.5.3 Waste Management

2.5.3 Afvalbestuur

Although some operational problems exist with regard to refuse removal, most of the problems of this service relate to the waste management sites. The Municipality is currently finalizing its Integrated Waste Management Plan, which will focus on these issues in detail.

Alhoewel daar operasionele probleme bestaan ten opsigte van die vullisverwyderingsdiens, hou die meeste van die probleme van die diens verband met die stortingsterreine. Die munisipaliteit is tans besig om sy Geïntegreerde Vullisbestuursplan te finaliseer, wat in detail sal fokus op die bestuur van afval binne die regsgebied.

No formal site

Geen formele terrein

No formal site

Geen formele terrein

Waste Management Sites Vullis stortingsterreine

Citrusdal Rural: Industrial Waste

Citrusdal Landelik: Industriele vullis

Citrusdal Rural: Industrial Waste

Citrusdal Landelik: Industriele vullis

• Security at waste site;

• industrial waste,

• hazardous waste;

• digger loader

• Sekuriteit

• Industriële vullis

• Gevaarlike vullis

• Laaigraaf

• Security at waste site;

• industrial waste,

• hazardous waste;

• digger loader

• Sekuriteit

• Industriële vullis

• Gevaarlike vullis

• Laaigraaf

Clanwilliam Rural

Waste site over water source

Clanwilliam Landelik

Vullisterrein oor waterbronne

Clanwilliam Rural

Waste site over water source

Clanwilliam Landelik

Vullisterrein oor waterbronne

• Alternative Waste site required

• Burning of waste problematic

• Alternatiewe terrein benodig

• Vullisverbranding problematies

• Alternative Waste site required

• Burning of waste problematic

• Alternatiewe terrein benodig

• Vullisverbranding problematies

Elandskloof:

Transport to Citrusdal waste site

Vervoer na Citrusdal stortingsterrein

Elandskloof:

Transport to Citrusdal waste site

Vervoer na Citrusdal stortingsterrein

Clean up and Truck

Skoonmaak van dorp en voertuig

Clean up and Truck

Skoonmaak van dorp en voertuig

Figure 2.15: Issues regarding waste management sites Figuur 2.15: Kwessies rakende vullisstortingsterreine

31

2.5.4 Urban Roads

2.5.4 Stedelike Strate

Urban streets are managed via a maintenance programme. According to the programme, the state of the roads were as follows:

Stedelike Strate word bestuur deur middel van ‘n formele onderhoudsprogram. Volgens die program is die stand van paaie soos volg:

Ward 2 Ward 3 Ward 4 Ward 5

Citrusdal Clanwilliam Elands bay Graafwater Lamberts Bay

Tarred Roads (surfacing) Geteerde Paaie (oppervlak)

Very good / Baie Goed 12% 60% 52% 49% 52%

Good / Goed 27% 28% 25% 35% 30%

Fair / Gemiddeld 29% 11% 10% 16% 13%

Poor / Swak 22% 0% 13% 0% 5%

Very Poor / Baie Swak 10% 0% 0% 0% 0%

Tarred Roads (structural) Geteerde Paaie (struktureel)

Very good / Baie Goed 48% 82% 80% 84% 73%

Good / Goed 31% 18% 14% 15% 24%

Fair / Gemiddeld 11% 0% 2% 1% 1%

Poor / Swak 8% 0% 3% 0% 0%

Very Poor / Baie Swak 2% 0% 0% 0% 0%

Km’s of road in critical need of

maintenance (surfacing) Km’s wat dringend onderhoud

benodig (oppervlakte)

8 kms 0 km s 1 kms 0 kms 2 kms

Current Projects Huidige Projekte

R 500 000 resealing (total for all)

herseëling (totaal vir almal)

Recommended Short/Medium Term Projects Voorgestelde Kort / Medium Termyn projekte

Resealing of critical sections Herseëling van kritiese dele



Figure 2.16: Current state of urban roads Figuur: 2.16: Huidige stand van stedelike strate

32

2.5.5 Electricity

2.5.5 Elektrisiteit

The municipality distributes electricity in the towns indicated on the map below, the remaining towns and rural areas are serviced by ESKOM. While all formal urban households are covered by the service, approximately 400 informal households in Clanwilliam, and 20 informal households in Citrusdal area not receiving the service.

Die munisipaliteit is verantwoordelik vir die verspreiding van elektrisiteit in die dorpe soos aangetoon in die onderstaande kaart. Die oorblywende dorpe en landelike gebiede word deur ESKOM gedek. Alle formele stedelike huishoudings het toegang tot die diens, met die uitsondering van 400 informele huishoudings in Clanwilliam en 20 informele huishoudings in Citrusdal.

Households without access: Informal Settlement = 400

Huishoudings sonder toegang:Informele Vestiging = 400

Households without access: Informal Settlement = 400


Households without access:Informal Settlement = 20


Households without access:Informal Settlement = 20


Own sub stations require upgrade Increase ESKOM supply

Eie substasie benodigopgraderingESKOM toevoer moet verhoog

Own sub stations require upgrade Increase ESKOM supply

Eie substasie benodigopgraderingESKOM toevoer moet verhoog

Electricity: Current Problems

Elektrisiteit: Huidige probleme

ESKOM Distribution

ESKOM Verspreiding

ESKOM Distribution

ESKOM Verspreiding

Own Distribution

Eie Verspreiding

Own Distribution

Eie Verspreiding

ESKOM Rural Distributor

ESKOM Landelike Verspreider

ESKOM Rural Distributor

ESKOM Landelike Verspreider

Figure 2.17: Current electricity Issues Figuur 2.17: Huidige kwessies rondom elektrisiteit

33

2.6 Housing

2.6 Behuising

Housing is one of the most critical problems within the Cederberg region. Central to the housing issue in the Cederberg is insufficient bulk infrastructure. The housing need as identified in 2004 indicates that a backlog of +/- 4264 residential units exists within Cederberg. The current planned projects will provide 3221 housing units, but funding will only be approved after bulk infrastructure capacity is supplied. The lack in capacity prevented Cederberg to provide homes to beneficiaries.1 According to investigations and research, Citrusdal is currently the only town within the Cederberg Municipality where a total number of 163 residential units might be constructed, without upgrades to the current bulk infrastructure capacity. A N4 Application for conditional approval was submitted during February 2006 and is currently being assessed by the Department of Local Government and Housing. Bulk infrastructure requirements are indicated below:

Behuising is een van die mees kritiese probleme binne die Cederberg streek. Die kern van die behuisingsprobleme in die Cederberg hou verband met onvoldoende grootmaat infrastruktuur.

Die behuisingsagterstand soos geidentifiseer in 2004 toon ’n agterstand van ongeveer 4264 eenhede in die munisipale gebied. Die huidige beplande projekte sal 3221 eenhede verskaf, maar befondsing sal eers goedgekeur word nadat voldoende grootmaat dienste voorsien word. Die kapasiteits-tekorte verhoed Cederberg om behuising te verskaf. Volgens onlangse ondersoeke en navorsing is Citrusdal tans die enigste dorp binne die gebied waar ongeveer 163 residensiёle eenhede opgerig kan word, sonder grootmaat opgradering. ’n N4 aansoek vir voorwaardelike goedkeuring is ingedien gedurende Februarie 2006, en word tans deur die Department van Plaaslike Regering en Behuising ondersoek. Grootmaat infrastruktuur behoeftes word hieronder aangetoon:

Lamberts Bay bulk infrastructure requirements 1. Upgrade of Treatment works 2. New Sewerage Treatment Works 3. New Pump station 4. Upgrading of Water Network 5. Water Boreholes 6. Water Reservoir 7. Storm water Dam 8. Bus route

R 10 502 190

Lambertsbaai grootmaat dienste tekorte 1. Opgradering van rioolwerke 2. Nuwe rioolsuiweringswerke 3. Nuwe Pompstasie 4. Opgradering van waternetwerk 5. Water boorgate 6. Water Reservoir 7. Stormwater dam 8. Busroete

R 10 502 190

Clanwilliam bulk infrastructure requirements 1. New Sewerage Treatment Works 2. Upgrade of Water Network 3. Storm water Outfall Pipe

4. Bus route R 11 770 000

Clanwilliam grootmaat dienste tekorte 1. Nuwe rioolsuiweringsaanleg 2. Opgradering van water netwerk 3. Stormwater uitloop pyp

4. Busroete R 11 770 000

Citrusdal bulk iInfrastructure requirements 1. Upgrade of Treatment works 2. New Sewerage Treatment Works 3. New Pump station 4. Water Boreholes 5. Water Reservoir 6. Upgrading of Water Network 7. Bus route

R 46 015 640

Citrusdal grootmaat dienste tekorte 1. Opgradering van suiweringswerke 2. Nuwe suiweringswerke 3. Nuwe pompstasie 4. Water boorgate 5. Water reservoir 6. Opgradering van water netwerk 7. Busroete

R 46 015 640

1 Cederberg Housing Plan

34

Bulk Services need to be upgraded

Grootmaat dienste moet opgegradeer

word

Water – Boreholes need

to be identified

Water – boorgate moet

geïdentifiseer word

Land belong to Church

Grond behoort aan Kerk

Land use: Availability

Grondgebruik: Beskikbaarheid Infrastructure insufficient

Informal Settlement: 414 hh

Infrastruktuur onvoldoende

Informele nedersetting 414 hh

136,145,256.0032214264TOTAL

R 3,192,900.00100100PALEISHEUWEL

R 3,192,900.00100100WUPPERTHAL

R 3,192,900.00100100LEIPOLDTVILLE

R 3,192,900.00100100ELANDSKLOOF

R 4,310,415.00100135GRAAFWATER

R 9,993,777.00300313ELANDS BAY

R 14,368,050.00450450LAMBERTS BAY

R 56,067,324.009711756CITRUSDAL

R 38,634,090.0010001210CLANWILLIAM

REQUIRED

IN TERMS OF

INDIVIDUAL

SUBSIDY

HOUSING

PROJECT

TOTAL

HOUSING

NEED

2004

Bulk Services need to be

upgraded

Grootmaat dienste moet

opgegegradeer word

Housing Behuising

Figure 2.18: Current housing priorities and issues Figuur 2.18: Huidige behuisingsprioriteite en kwessies

35

2.7 Priority risks

2.7 Prioriteitsrisiko’s

The following risks (see figure below) were identified within the region. These should be considered during detail disaster management planning. The West Coast Disaster Management Framework has identified 4 priority risks in the West Coast District, namely:

• Fires • N7 • Floods • Environmental Change

The municipal area is especially vulnerable to all these risks. The management of these risks (and other identified risks) will be addressed in the municipality’s Disaster Management Plan.

Die volgende risiko’s (sien onderstaande figuur) was geïdentifiseer binne die area. Hierdie risiko’s moet oorweeg word tydens die rampbestuur beplanningsproses. Die Weskus Rampbestuur Raamwerk het 4 prioriteits-risiko’s vir die hele Weskus Distrik geïdentifiseer, naamlik:

• Brande • N7 • Vloede • Omgewingsverandering (droogte)

Die munisipale gebied is uiters kwesbaar teen al die bogenoemde risiko’s. Die bestuur van hierdie (en ander) risiko’s sal in detail aangespreek word in die munisipaliteit se Rampbestuursplan.

Small Informal Settlement

Klein informele vestiging

Small Informal Settlement

Klein informele vestiging

Significant informal settlement

Groot informele vestiging

Significant informal settlement

Groot informele vestiging

High risk mountainous area

Hoё risiko berg-gebied

High risk mountainous area

Hoё risiko berg-gebied

N7: High risk Road

N7: Hoё risiko roete

N7: High risk Road

N7: Hoё risiko roete

Long distance from Moorreesburg for fire-fighting

Lang afstand van Mooreesburgvir brandweerdiens

Long distance from Moorreesburg for fire-fighting

Lang afstand van Mooreesburgvir brandweerdiens

Marine Related disasters, i.e. red-tide

Kus verwante rampe, bv. Rooi-gety

Marine Related disasters, i.e. red-tide

Kus verwante rampe, bv. Rooi-gety

Access to settlement

Toegang tot dorp

Access to settlement

Toegang tot dorp

Priority risks

Prioriteitsrisiko’s

Figure 2.19: Priority risks in the area Figuur 2.19: Prioriteitsrisiko’s in die gebied

36

2.8 HIV/Aids and TB

2.8 MIV/ Vigs en TB

Most of the issues regarding HIV/Aids relates to access. ARV treatment is available in Citrusdal and Clanwilliam, making access from the surrounding towns problematic. Consultation with health professionals indicated that Clanwilliam and Citrusdal also require priority interventions, as the HIV/ Aids are most prevalent in these towns. Tuberculosis is also problematic in the area. The increase in Multi Drug Resistant Tuberculosis (MDR-TB) is of great concern. The following problems are experienced: • Poor conversion and cure rates • The management of TB • Commitment of patients • Increase in MDR-TB due to patient irresponsibility • DOTS programme has too few volunteers • No TB hospital in the region

Die meeste kwessies rakende MIV/Vigs hou verband met toegang. TRV (Teen-retrovirale) behandeling is slegs beskikbaar op Citrusdal en Clanwilliam, wat toegang van ander dorpe problematies maak. Gesprekvoering met gesondheidspraktisyns het aangetoon dat Clanwilliam en Citrusdal ook prioriteits-intervensies benodig, aangesien die voorkoms van MIV/Vigs die grootste in hierdie dorpe is. Tuberkulose is ook problematies. Die toename in Weerstandbiedende Tuberkulose wek groot kommer. Die volgende probleme word ervaar: • Swak konversie en genesing-koers • Die bestuur van TB • Toegewydheid van pasiënte • Toename in Weerstandbiedende Tuberkulose as

gevolg van die onverantwoordelikheid van pasiënte

• DOTS-program het te min vrywilligers • Geen TB-hospitaal in die streek

ARV treatment only available in Citrusdal and Clanwilliam

Transport is problematic from other towns

TRV behandeling slegs beskikbaar in Citrusdal en Clanwilliam

Vervoer van ander dorpe is problematies

Increase in no. of people willing to

undergo testing

Toename in individue wat gewillig is om

getoets te word

MIV / VIGS en TB

HIV / AIDS and TB

Malmesbury

Tuberculosis

No TB-hospital in region (Malmesbury)

Geen TB-hospitaal in streek (Malmesbury)

DOTS programme has too few volunteers Te

min vrywilligers vir DOTS-program

Increase in Multi Drug Resistant TB due to

patient irresponsibility

Toename in behandeling weestandbiedende

TB as gevolg van pasiente

onverantwoordelikheid

Commitment of patients

Toewyding van pasiente

Management of TB

Bestuur van TB

Poor conversion and cure rates

Swak oorskakeling en geneeskoers

Transport

VervoerTransport / Vervoer

Figure 2.20: HIV / AIDS and Tuberculosis Figuur 2.20: MIV / VIGS en Tuberkulosis

37

2.9 Primary Health Care 2.9 Primêre Gesondheidsorg

Most of the towns are serviced by either a stationary or mobile clinic. The major problem associated with the service relates to the lack of sufficient personnel and the qualification of existing personnel. Communication problems are also experienced in some towns. The diagram gives a detailed lay-out of the major problems associated with the service.

Die meerderheid van die dorpe word bedien deur ‘n vaste of mobiele kliniek. Die mees kritieke probleme van die diens hou verband met die tekort, en vaardigheidsvlakke, van personeel. Kommunikasie probleme word ook in sommige van die dorpe ondervind. Die onderstaande diagram gee ’n uiteensetting van die hoof probleme wat met die diens geassosieer word.

Subsidized transport to Clanwilliam due to no doctor visitations

Gesubsideerde vervoer benodig naClanwilliam weens geen doktersbesoeke

Mobile clinics Issues: Coverage six weekly instead of once per month

Mobile KliniekeKwessies: Dekking ses-weekliks in plaas van maandeliks

S

QX

Q S

S

Q S X

Q X

Q X Q

General Issues / Algemene Kwessies

• Psychological services • Sielkundige Dienste

• Specialist services• Spesialis Dienste

• High staff turn-over undermines service delivery• Hoё personeel omset ondermyn dienslewering

• Misuse of service by public• Misbruik van diens deur publiek

• Availability of medication• Besikbaarheid van medikasie

S

Q

X Taal (Xhosa)Language (Xhosa)

Onvoldoendekwalifikasie

Insufficient qualification

Tekort aan personeelLack of personnel

Primêre GesondheidsorgPrimary Health Care

Figure 2.21: Primary Health Care Figure: 2.21: Primêre gesondheidsorg

38

2.10 High level environmental issues 2.10 Hoëvlak omgewingskwessies

The following diagramme illustrates the major environmental initiatives and sensitive areas within the area. For a detailed picture of environmental issues, the reader is referred to the West Coast Integrated Environmental Programme, available at the municipality, or at the West Coast District Municipality.

Die volgende diagram toon die belangrikste omgewings-inisiatiewe en sensitiewe areas binne die gebied aan. Vir ’n gedetailleerde uiteensetting van omgewingskwessies word die leser verwys na die Weskus Geïntegreerde Omgewingsprogram, beskikbaar by die munisipaliteit of die Weskus Distriks-munisipaliteit.

JakkalsvleiJakkalsvlei

VerlorenvleiVerlorenvlei

Greater Cederberg Bio-diversity corridor

Groter Cederberg Biodiversiteits korridor

Greater Cederberg Bio-diversity corridor

Groter Cederberg Biodiversiteits korridor

Cederberg Wildernis Area

Cederberg Wilderness Area

Cederberg Wildernis Area

Cederberg Wilderness Area

Sensitive Coastline

Sensitiewe Kusgebied

Sensitive Coastline

Sensitiewe Kusgebied

Elephants river

Olifantsrivier

Elephants river

Olifantsrivier

Increase in Clanwilliam Dam capacity

Toename in Clanwilliam Dam kapasiteit

Increase in Clanwilliam Dam capacity

Toename in Clanwilliam Dam kapasiteit

Figure 2.22: Major environmental initiatives and sensitive areas Figuur 2.22: Oorhoofse omgewings-inisiatiewe en sensitiewe areas

39

2.11 Ward Priorities 2.11 Wyksprioriteite

The following priorities was listed at a training / planning session held with ward committee members during June 2006.

Die volgende prioriteite is gelys tydens ’n opleiding/ beplanningsessie gehou met wykskomitee lede gedurende Junie 2006.

Ward 1

• Education and library services for farm schools and children

• Expansion of “GOF” activities to include all farms

• HIV/Aids awareness • Farm evictions

Wyk 1 • Opleiding en biblioteekdienste vir plaasskole • Uitbreiding van GOF dienste om alle plase in

te sluit • MIV/Vigs bewusmaking • Plaas onteienings

Ward 2 • HIV/Aids awareness • Skills development programmes • Employment creation • Recreational facilities and structured

activities

Wyk 2 • MIV/ Vigs bewusmaking • Vaardigheidsontwikkeling • Werkskepping • Ontspanningsfasiliteite en gestruktureerde

aktiwiteite

Ward 3 • Recreational facilities and structured

activities • HIV/ Aids awareness • Improved infrastructure and services

Wyk 3 • Onspanningsfasiliteite en gestruktureerde

aktiwiteite • MIV/vigs bewusmaking • Verbeterde dienste en infrastruktuur

Ward 4

• Skills Development • Recreational facilities and structured

activities • Improved services and infrastructure • Secondary Rooibos products

Wyk 4 • Vaardigheids ontwikkeling • Ontspanningsfasiliteite en gestruktureerde

aktiwiteite • Verbeterde dienste en infrastruktuur • Sekondêre Rooibos produkte

Ward 5

• Alternatives for fishing • Skills and leadership development

programmes • Infrastructure • Recreational facilities and structured

activities

Wyk 5 • Alternatiewe vir visvangs • Vaardigheid- en leierskapsontwikkeling • Infrastruktuur • Ontspanningsgeriewe en gestruktureerde

aktiwiteite

Ward 6 • Church involvement in development • Crèche • Infrastructure and services • Economic development opportunities

Wyk 6 • Kerk betrokkenheid by ontwikkeling • Crèche • Infrastruktuur en dienste • Ekonomiese ontwikkelingsgeleenthede

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2.12 Administrative Issues

2.12 Administratiewe Kwessies

The following administrative issues are experienced:

Staff Shortages

The municipality has a significant problem with the attraction of staff to fill critical vacancies. This issue is the most problematic regarding the Financial Service Directorate. This is partly because of the lack of skilled human resources, both locally and nationally.

Induction

The municipality has no formal induction programme. Centralized and decentralized induction processes are required. Centralized induction should focus primarily on transversal administrative and financial processes and protocols, while decentralized processes should be task/job specific. Skills Development

Priority Skills required

Basic computer literacy and language proficiency are critical general skills required. Specialist training is indicated in the Work Skills Plan (WSP). Managing skills development

A comprehensive skills audit is required and a data basis should be developed which can record and track capacity building processes. The findings of a skills audit should be used to revisit the current structure and make amendments where required. This will also allow for the compilation and review of the Work Skills Plan (WSP). Training Centre The municipality should develop and manage a training centre. This centre will be used to host departmental training initiatives. This process is already underway and links with the WSP. Health and Safety

Health and Safety committees should become functional as a matter of urgency. Said committees should also focus on the issue of HIV/Aids in the workplace and link with the appropriate structures dealing with HIV/Aids. The staffing the function is also critical, as there is no dedicated official at present.

Die volgende administratiewe kwessies word ervaar: Personeel Tekorte

Die werwing van personeel om kritieke poste te vul is ‘n probleem. Dit is veral op die Finansiële Dienste Direktoraat van toepassing. Dit is deels as gevolg van die tekort aan vaardige menslike hulpbronne, beide op plaaslike vlak asook nasionale vlak. Induksie

Die munisipaliteit het geen induksie program nie. Beide gesentraliseerde en gedesentraliseerde induksie prosesse word benodig. Gesentraliseerde prosesse moet fokus op transversale administratiewe en finansiële prosesse, terwyl gedesentraliseerde prosesse meer taak/pos ge-oriënteerde moet wees. Vaardigheidsontwikkeling

Prioriteitsvaardighede

Basiese rekenaar-geletterdheid en taalvaardigheid word benodig. Gespesialiseerde opleidings-behoeftes word vervat in die Vaardigheids-ontwikkelingsplan (VOP) . Bestuur van vaardigheidsontwikkeling

’n Omvattende vaardigheidsoudit word benodig en ’n databasis moet ontwikkel word wat kan rekord hou van die vaardigheidsontwikkelingsproses. Die bevindinge van ’n vaardigheidsoudit kan gebruik word om die huidige struktuur te evalueer en die toepaslike wysigings te maak. Die oudit kan ook as ’n belangrike inset vir die opstel en hersiening van die Vaardigheidsontwikkelingsplan (VOP) dien. Opleidingsentrum

Die munisipaliteit moet ’n opleidingsentrum as ’n prioriteit ontwikkeling en bestuur. Die sentrum sal gebruik word om, onder andere, departementele opleidingsessies te akkomodeer. Hierdie projek is reeds begin en geskakel met die VOP. Veiligheidskomitees

Die skep van Beroepsveiligheids- en gesondheids komitees moet as ’n prioriteit aangespreek word. Hierdie komitees moet ook fokus op die kwessie van MIV/Vigs in die werkplek en deurlopend skakel met die toepaslike strukture wat die MIV/Vigs kwessie aanspreek. Die aanstel van ’n verantwoordelike persoon vir die

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Communication

External communication

A communication strategy has been compiled. The following issues are critical w.r.t external communication: • Quarterly feedback to all communities • Utilization of ward committees as public liaison

and monitoring structures • Radio talk shows in order to reach the illiterate

segment of the population Internal Communication

Electronic communication should be improved between satellite and Head Office. There is currently a lack of sufficient information technology infrastructure. Call Centre

A Call Centre is required where the public can access the standby-officials and services through a toll-free number. Currently emergency numbers and standby-officials are not sufficiently available. Record keeping should also be improved in order to enable the municipality to track its performance regarding feedback and reaction. The municipality’s response is a major problem. As a possible solution, a centralized call centre could be considered in order to improve the administration of requests and responses. Record Management

At present, there is insufficient space and IT-infrastructure to provide the service in a satisfactory way. This issue is being partly addressed in the current budget. Office space The municipality is experiencing major operational problems due to the shortage of sufficient office space at the head-office in Clanwilliam. At least 10 additional offices are required in Clanwilliam. Expansion of the offices has been included as a project in the budget.

funksie is ook ’n prioriteit, aangesien daar tans geen verantwoordelikheid vir die funksie is nie. Kommunikasie

Eksterne Kommunikasie

’n Kommunikasie strategie is opgestel. Die volgende kwessies is krities rakende eksterne kommunikasie • Kwartaalikse skakeling met alle gemeenskappe • Aanwending van wykskomitees as die primêre

publieke skakeling en monitering strukture • Radio-uitsendings om ook die ongeletterde

segment van die bevolking te bereik. Interne kommunikasie

Elektroniese kommunikasie tussen die hoofkantoor en die satelietkantore moet verbeter word. Daar is tans ’n tekort aan voldoende inligtings-tegnologie infrastruktuur. Skakel sentrum

’n Skakelsentrum word benodig waar die publiek deur ’n tolvrye nommer toegang tot bystand personeel kan verkry. Tans is nood-nommers en bystand personeel nie ten alle tye beskikbaar vir die publiek nie. Rekordhouding moet ook verbeter word om die munisipaliteit se reaksie ten opsigte van versoeke te kan meet. Die terugvoer / reaksie van die munisipaliteit moet ook verbeter word. As ’n moontlike oplossing kan daar ondersoek ingestel word na die ontwikkeling van ’n gesentraliseerde skakel-sentrum. Rekord Bestuur

Daar is tans onvoldoende ruimte en informasie tegnologie infrastruktuur om die diens bevredigend te lewer. Hierdie probleem word egter gedeeltelik aangespreek in die huidige begroting. Kantoor-ruimte

Die munisipaliteit ervaar ernstige operasionele probleme weens die tekort aan voldoende kantoor-ruimte in die hoofkantoor op Clanwilliam. Ten minste 10 addisionele kantore word benodig by die hoofkantoor. Uitbreiding van die kantoorruimte is as ’n projek in die begroting ingesluit.

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2.13 Financial Services

2.13 Finansiële Dienste

This section will focus on the problems experienced by the financial directorate of the municipality.

General Issues

Short Term financial viability

Cash flow has improved due to: • Successful budget implementation • Improved debt collection • Budget control measurement • Financial discipline

Intervention(s)

• Weekly cash committee meetings • Organizational restructuring (Ingelozi) • Change of culture • Expand office space Communication

Intervention(s)

• Management information • Lack of planning meetings • Informal communication Income

Collecting of Debt

Issue(s) / Problems

• Account integrity (data integrity) Required intervention

• Staff Training • Cleaning Data (Main Office) • Staff appointed • Job rotation to reduce dependency on

individuals (broaden duty sheets) Issue(s) / Problems

• Time-based accessibility (more time for public to pay accounts)

Required intervention

• Awareness for paying accounts to illiterate persons

• Shift work (weekends) Issue(s) / Problems

• Physical Debt collection

Hierdie afdeling fokus op die probleme wat deur die finansiële direktoraat van die munisipaliteit ervaar word.

Algemene Kwessies

Korttermyn finansiële volhoubaarheid

Kontantvloei het verbeter as gevolg van:

• Suksesvolle begrotings-implementering • Verbeterde skuldinvordering • Begrotingsbeheer meganismes • Finansiële dissipline

Intervensies

• Weeklikse kontant komitee vergaderings • Organisatoriese herstrukturering • Verandering in Kultuur • Uitbreiding van kantoor-ruimte Kommunikasie

Intervensies benodig

• Beter bestuursinligting • Meer en gereelde beplanningsvergaderings • Informele gesprekvoering

Inkomste

Skuldinvordering

Kwessie

• Rekening integriteit (data-integriteit) Benodigde aksie

• Personeel opleiding • Suiwering van data (hoofkantoor) • Aanstel van personeel • Werk-rotering ten einde afhanklikheid van

individue te verminder Kwessie / Probleem

• Tydgebaseerde toegang (tyd beskikbaar vir publiek om rekeninge te betaal)

Benodigde aksie

• Bewusmaking (betaling) gemik op ongeletterde persone

• Skofwerk (naweke) Kwessie

• Fisiese skuld-invordering

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• Independent service provider for debt collection Ledger Recons

Issue(s) / Problems • Long term management of reconciliations

(control accounts) • Correctness of subsidiary ledgers and general

ledger (Capacity, information and training) • Total system inefficiency

• People • HR- shortage • Resource • Systems • Input information • Inter-departmental communication • Accommodation

Intervention(s)

• Organizational restructuring (Ingelozi) • Change of culture • Expand office space Credit Control

Issue(s) / Problems

• Collecting of Debt • Account integrity (data integrity) • Physical Debt Collection


• Staff Training • Cleaning Data • Staff appointed Expenditure

Supply Chain Management

• No dedicated staff to drive AND operate office Risk Management

• Unreliable data • Statutory information not supplied

Issue(s) / Problems • Unprofitability of resorts (long term) Required intervention

• Investigating PPP (Public Private Partnership) Issue(s) / Problems • Fixed assets register (control mechanism for risk)

Benodigde aksie

• Aanstel van onafhanklike diensvoorsiener vir skuldinvordering

Rekonsiliasies

Kwessies

• Langtermyn bestuur van rekonsiliasies (Kontrole-rekeninge)

• Korrektheid van ondergeskikte kasboeke en algemene grootboeke (kapasiteit, inligting en opleiding)

• Totale ondoeltreffendheid van die stelsel

• Mense • Menslike Hulpbronne tekort • Hulpbronne • Stelsels • Inset inligting • Interdepartementele kommunikasie • Akkomodasie

Benodigde aksies

• Organisatoriese herstrukturering • Verandering van kultuur • Uitbreiding van kantoorruimte

Krediet beheer

Kwessies

• Invordering van skuld • Rekening integriteit • Fisiese skuld invordering

Benodigde aksies

• Personeel opleiding • Skoonmaak van data • Personeel aanstel Uitgawe

Voorsieningskanaalbestuur

• Geen toegewyde personeel om kantoor te dryf en te bestuur nie

Risiko bestuur

• Onbetroubaarheid van inligting • Statutêre inligting kan nie voorsien word nie Kwessies

• Nie-winsgewendheid van oorde (langermyn) Benodigde aksie

• Ondersoek die daarstel van ’n PPV(Publiek Private Vennootskap)

Kwessie

• Vaste bate register (kontrole meganismes vir

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not undertaken • Lack of Staff • Low priority of management IT-Risk Management

Issue(s) / Problems • Computer Room (no backup) • Security access point • Disaster Recovery Plan • No MSP (Master Systems Plan) Required intervention

• Master Systems Plan • Accommodation • Possible shared service (IT) Reporting And Policy

Issue(s) / Problems • Poor reporting due to staff shortage Required intervention

• Staffing

Budgeting

No budget office (HR)

• No permanent staff – currently managed by external service provider (Ernest & Young)

Information Technology

Issues

• Dedicated IT office – currently outsourcing service

• Basic network administration

IT-Risk Management

• Computer Room (no backup) • Security access point • Disaster Recovery Plan • No MSP (Master Systems Plan) Intervention

• Possibility of shared services with District Municipality

Property Valuation

Issue(s) / Problems • Incorrect and incomplete property register • Interim valuation (annual) not undertaken Intervention(s) • General Register • R 1 000 000 made available for updating register

(General evaluation , once every 4 year))

risiko’s nie onderneem) • Tekort aan personeel • Lae prioriteit vir bestuur IT-Risiko Bestuur

Kwessies / probleme

• Rekenaarkamer (geen “backup”) • Sekuriteitstoegangspunte • Ramp herstelplan • Geen Stelsel Meesterplan Aksies benodig

• Stelsel Meesterplan • Akkomodasie • Moontlike gedeelde dienste (IT) Rapportering en beleid

Kwessie

• Swak rapportering (personeeltekort) Aksie benodig

• Aanstel van nodige personeel Begroting

Geen begrotingskantoor

• Geen permanente personeel – huidig bestuur deur eksterne diensvoorsiener (Ernst & Young)

Inligtings-tegnologie

Kwessie

• Toegewyde IT-Kantoor – diens huidiglik uitgekontrakteer

• Basiese netwerk administrasie IT-Risiko Bestuur

• Rekenaarkamer (geen “Backup”) • Sekuriteitstoegangpunte • Rampherstelplan • Geen Stelsel Meesterplan Aksie Benodig

• Moontlike gedeelde diens met Distriksmunisipaliteit

Eiendomswaardasies

Kwessies

• Verkeerde en onvolledige eiendomsregister • Tussentydse waardasie nie onderneem Aksies benodig

• Algemene Register • R 1000 000 benodig vir opdatering van register

(Algemene waardasie, een keer elke 4 jaar)

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Human Resources

Issue(s) / Problems • Capacity issues remain a priority. Financial

recovery of municipality will have little value if the capacity deficiencies are not addressed

Intervention(s) • Sustainability Action Plan and Implementation

Framework

Menslike Hulpbronne

Kwessies

• Kapasiteitskwessies bly ’n prioriteit. Finansiële herstel van die munisipaliteit sal min waarde hê indien die kapasiteitstekorte nie aangespreek word nie

Intervensie

• Volhoubaarheidsaksieplan en implementeringsraamwerk

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CHAPTER 3

MACRO STRATEGY FOR GROWTH

HOOFSTUK 3

MAKRO-STRATEGIE VIR GROEI

3.1 Introduction

The Macro Strategy aims to unify different role-players behind a comprehensive high order strategy in order to promote development within the region.

3.1 Inleiding

Die makro-strategie poog om verskillende rolspelers te verenig agter ‘n omvattende hoё orde strategie ten einde ontwikkeling binne die streek te bevorder.

3.1.1 Assumptions

The Macro Strategy is based on the assumptions of the National Spatial Development Perspective (NSDP), which is as follows:

• It is recognized that for the foreseeable future there will be many people living in localities that have limited potential to develop.

• It should be recognized that there are many more districts and provinces that are localities of low potential than there are localities of high potential.

• In order not to discriminate against people who are currently locationally disadvantaged, it is proposed that Government seek to:

o Redress these inequities by maintaining the current distribution of fiscal resources to these areas, BUT that this investment is shifted into less fixed assets.

• This could mean that only a very basic level of infrastructural services is provided and that an additional amount of money (at least equal to current transfers) goes into:

o Skills development; o Labor-market information; and o Other resources

• that will enable those living in these areas to become more mobile.

• Social investment should seek to exploit the local

comparative advantages in order to give people the option of remaining in these localities if they so choose.

• However, it is assumed that given the low level of economic potential, many people will eventually move to areas of greater economic potential.

3.1.1 Aannames

Die Makro Strategie is gebaseer op die aannames van die Nasionale Ruimtelike Ontwikelings-perspektief (NROP), wat as volg is:

• Daar word aanvaar dat in die voorsienbare toekoms meer mense in areas sal bly met beperkte ontwikkelingspotensiaal

• Daar moet aanvaar word dat daar meer distrikte en provinsies is wat areas van lae potensiaal is as wat daar areas van hoё potensiaal is

• Ten einde nie te diskrimineer teen mense wat huidiglik benadeel word deur die area waarin hulle hulself bevind nie, word voorgestel dat die regering:

o Hierdie ongelyke aanspreek deur dieselfde verspreiding van finansiёle hulpbronne te behou ten opsigte van hierdie areas, MAAR dat hierdie investering minder gefokus is op vaste bates.

• Dit impliseer dat slegs ‘n basiese vlak van infrastruktuur dienste voorsien word, en dat ‘n addisionele bedrag (ten minste gelyk aan huidige oorbetalings) aangewend word vir:

o Vaardigheidsontwikkeling o Arbeidsmark inligting o Ander hulpbronne

• wat mense in areas met swak ekonomiese potensiaal kan help om meer mobiel te word.

• Sosiale investering moet plaaslike kompeterende

voordele bevorder ten einde mense die opsie te gee om in lae groei areas te bly sou hulle dit verkies.

• Daar word egter aanvaar dat mense, indien die opsie beskikbaar is, eerder na plekke met ‘n hoёr ekonomiese potensiaal sal beweeg.

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3.1.2 Guidelines Taking into consideration the NSDP based assumptions, the following strategic guidelines are also used as a basis for the Macro Strategy: • In areas in which resource potential is medium to

high, future economic growth should be carefully managed in order not to further exacerbate environmental vulnerabilities.

• The further concentration of people in need in

areas of low potential should not be encouraged and where possible, people should be assisted through social investment to become more mobile so that they may choose to move out of such areas.

• Future economic growth should primarily be

explored in those areas with a medium to high resource base and medium to high human need where there may be economic potential to be exploited.

• Economic activity should be encouraged and

supported by infrastructure investment where there is already a medium to high level of economic activity and where (natural or human) resource potential is medium to high.

3.1.2 Riglyne

Met bogenoemde aannames in ag geneem, word die onderstaande strategiese riglyne vervolgens gebruik as ’n basis vir die Makro Strategie: • In areas met ‘n medium tot hoё hulpbron

potensiaal moet toekomstige ekonomiese groei versigtig bestuur word om nie omgewingsprobleme te skep of te vererger nie.

• Die konsentrasie van behoeftige mense in areas

met lae potensiaal moet nie ondersteun word nie, en waar moontlik moet hierdie persone, deur middel van sosiale investering, meer mobiel gemaak word ten einde hulle die keuse te gee om plekke met lae ekonomiese potensiaal te kan verlaat.

• Toekomstige ekonomiese groei moet primêr

gefokus wees in areas met ‘n medium tot hoё hulpbron basis, asook plekke met medium tot hoё menslike behoeftes, waar daar ekonomiese ontwikkelingspotensiaal is.

• Ekonomiese aktiwiteit moet ondersteun en

aangemoedig word deur infrastruktuur investering waar daar alreeds ‘n hoё vlak van ekonomiese aktiwiteit is en waar die hulpbron potensiaal medium tot hoog is.

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3.2 Cederberg IDP and the Provincial Growth

and Development Strategy (PGDS)

3.2 Cederberg GOP en die Provinsiale Groei en

Ontwikkelingstrategie (PGOS)

It is imperative that the Cederberg IDP is aligned with the Provincial Growth and Development Strategy, since this strategy will inform future budget allocations from National and Provincial Government. The Provincial space-economy is characterized by four significant spatial components which are key areas of economic and growth opportunity:

• Regional motors

• Regional development corridors

• Regional transport corridors

• ‘Leader’ towns

The Elephants River Valley has been identified as such a regional development corridor. The PGDS states the following in this regard (PGDS, p.36):

• N7 rail and road links to Northern parts of Province (Clanwilliam, Citrusdal and Vredendal).

• Accelerated growth potential: increased agricultural potential along Elephants River as well as tourism

• Possibility for urban development

Dit is noodsaaklik dat die Cederberg GOP strategies ooreenstem met die Provinsiale Groei- en Ontwikkelingstrategie, gegewe dat hierdie strategie die toekomstige begrotingstoekennings van die Nasionale en Provinsiale sal lei. Die Provinsiale Ruimtelike ekonomie word gekenmerk deur vier ruimtelike komponente wat sleutel areas is vir ekonomiese groei en geleenthede:

• Streeks groei-drywers • Streeks ontwikkelingskorridors • Streeks vervoer korridors • “Leier” Dorpe

Die Olifantsrivier vallei is geïdentifiseer as ’n streeks-ontwikkelingskorridor. Die PGOS sê die volgende in hierdie verband:

• N7 spoor en pad skakel met die Noordelike deel van die Provinsie (Clanwilliam, Citrusdal en Vredendal)

• Versnelde groei-potensiaal: Verhoogde landbou-potensiaal langs die Olifantsriver, asook toerisme

• Moontlike stedelike ontwikkeling

Figure 3.1: Provincial Space Economy (Source: Provincial Growth and Development Strategy, 2006) Figuur 3.1: Provinsiale Ruimtelike Ekonomie (Bron: Provinsiale Groei en Ontwikkelingstrategie, 2006)

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The settlement investment priorities in the Provincial Growth and Development Strategy (see table 3.1 below) have been contextualized within the Cederberg region. A similar logic has been used to define the Macro Strategy for the municipal area.

Die vestigings-investeringsprioriteite soos vervat in die Provinsiale Groei- en Ontwikkelingstrategie (sien Tabel 3.1) is gekontekstualiseer binne die Cederberg Streek. ’n Soortgelyke beplanningsrasionaal is aangewend in die opstel van die Makro Strategie vir die munisipale gebied.

Table 3.1: Settlement Investment Priorities (Source: Provincial Growth and Development Strategy, 2006) Tabel 3.1 Vestigings-investeringsprioriteite (Bron: Provinsiale Groei en Ontwikkelingstrategie, 2006)

Town Investment Dorp Investering

Social Investment Sosiale Investering

Social & Town Investment

Sosiale en Dorps-investering

Leader Towns Leiersdorpe

Minimal Investment Minimale Investering

Betty’s Bay Bredasdorp Brenton-on-Sea Caledon Franskraal Groot Brakrivier Hawston Herold’s Bay Jacobsbaai Jamestown Keurboomsrivier Kylemore Langebaan Malmesburg Moorreesburg

Bitterfontein Botrivier Calitzdorp

ClanwilliamClanwilliamClanwilliamClanwilliam

De Doorns De Rust Doringbaai Dysselsdorp Eendekuil

ElandsbaaiElandsbaaiElandsbaaiElandsbaai

Friemersheim Genadendal Goedverwacht Gouda

GraafwaterGraafwaterGraafwaterGraafwater

Cape Town Ashton Beaufort West* Ceres Elim Franschoek Gansbaai George* Grabouw Hermanus* Kalbaskraa Klapmuts Knysna* Oudtshoorn* Paarl* Plettenberg Bay

Cape Town Vredendal Vredenburg/ Saldanha Malmesbury Worcester Wellington Stellenbosch Hermanus Swellendam Mosselbay Beaufort West George Hermanus Knysna Oudtshoorn Paarl

Aghulas/Struisbaai Albertinia Arniston Aurora Barrydale Bonnievale Buffelsbaai

CitrusdalCitrusdalCitrusdalCitrusdal

Darling Dwarskersbos Ebenhaeser Gouritsmond Greyton Hopefield Jongensfontein

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3.3 How to interpret and use the strategy

3.3 Hoe om die strategie te interpreteer en te

gebruik

Project based planning is increasingly under scrutiny due to the linear dependency and strict causal relations implied in the approach. The Macro Strategy aims to unite role-players behind shared priorities in order to enable them to engage in detail planning within their respective mandates / roles. The Macro Strategy is therefore not project orientated, but attempts to guide role-players in terms of how they should contribute to the development of the Cederberg Municipal Area. The macro-strategy is essentially a tool to assist with the following: • Assist the municipality, national and provincial

departments and other role-players in defining

projects for certain localities; • Assist in project design for specific localities; and • Assist in funding approval for specific projects

based on their localities. The strategy consists of two different components, namely:

1. Soft Investment 2. Hard Investment

Soft Investment

Soft Investment refers to investment in people (human capacity), rather than fixed assets. Soft investment has both an economic and social dimension. Economic Dimension

The economic dimension of social investment relates to how government and other role-players can contribute to the improvement of the local economies by creating skills necessary for economic development, and improving the mobility of individuals in towns with low growth potential. Focus:

• Areas with growth potential (supplement local economy)

• Areas with low economic potential (improve mobility)

Social Dimension

The social dimension refers to improving the social

Projek gebaseerde beplanning is toenemend onder kritiek as gevolg van die liniere afhanklikheid tussen onderliggende komponente, asook die onbuigsame oorsaak-gevolg verhoudings wat deur die benadering veronderstel word. Die Makro Strategie poog eerder om rolspelers te verenig agter gedeelde prioriteite ten einde hul eie detail beplanning beter te fokus. Die Makro Strategie is gevolglik nie projek ge-oriënteerd nie, maar is gemik daarop om rolspelers te rig oor hoe om by te dra tot die ontwikkeling van die Cederberg Munisipale Area. Die Makro Strategie is in wese ’n hulpmiddel om rolspelers by te staan te opsigte van die volgende: • Om die munisipaliteit, nasionale en provinsiale

departemente en ander rolspelers te help om die toepaslike projekte vir sekere areas te

definieer;

• Om projek ontwerp te spesifiseer vir sekere

areas; en • Om befondsing goedkeuring vir projekte te rig.

Die strategie behels twee komponente, naamlik:

1. Sagte Investering 2. Harde Investering

Sagte Investering

Sagte investering behels investering in menslike ontwikkeling, eerder as vaste bates. Sagte investering het beide ’n sosiale en ekonomiese dimensie. Ekonomiese Dimensie

Die ekonomiese dimensie van sagte investering verwys na hoe die regering en ander rolspelers kan bydra tot die verbetering van die plaaslike ekonomieë deur vaardighede te vestig, asook om die mobiliteit van mense in plekke met lae groei potensiaal te verhoog. Fokus:

• Areas met groei-potensiaal (as bydraend tot plaaslike ekonomie)

• Areas met lae groei-potensiaal (verhoog mobilteit)

Sosiale Dimensie

Die sosiale dimensie verwys na die sosiale welstand

51

welfare of the marginalized and disenfranchised groups in the region. The focus of these strategies is primarily to improve access to social and welfare related services, such as welfare grants and life-skills development. Focus:

• Areas with high human needs and low economic potential

Linked Departments The following departments have been identified as role-players relating to soft investment in the region: • Department of Agriculture • Department of Community Safety • Department of Cultural Affairs and Sport • Department of Economic Development and Tourism • Department of Health • Department of Social Development • Western Cape Education Department • Department of Land Affairs

Hard Investment

Hard investment refers to infrastructure development and the creation and/or establishment of fixed assets in certain localities. Linked Departments

The following departments have been identified in being of importance relating to hard investment in the region: • Department of Agriculture • Department of Economic Development and Tourism • Department of Environmental Affairs and Development

Planning • Department of Health • Department of Local Government and Housing • Department of Transport and Public Works • Department of Land Affairs

Social Dimension Similar to soft investment, hard investment has both social and economic dimensions. The social dimension of hard investment refers to the provision of an acceptable level of basic services in all localities. Focus:

• Not subject to growth potential but rather on current minimum service levels in localities

Economic Dimension

Economic hard investment relates to investment for urban expansion. This includes, for example, the extension of bulk infrastructure to accommodate

van die benadeelde en gemarginaliseerde groepe in die omgewing. Die fokus van hierdie strategieë is primêr op die verbetering van toegang tot sosiale- en welsynsverwante dienste, soos welsynstoelae en die ontwikkeling van lewensvaardighede. Fokus:

• Areas met hoë menslike behoeftes en lae ekonomiese potensiaal

Belanghebbende Departemente

Die volgende departemente is geïdentifiseer as belangrike rolspelers ten opsigte van sagte investering in die streek: • Departement Landbou • Departement Gemeenskapsveiligheid • Departement Kultuursake en Sport • Department Ekonomiese Ontwikkeling en Toerisme • Departement van Gesondheid • Departement Sosiale Ontwikkeling • Wes Kaapse Onderwys Departement

• Departement van Grondsake Harde Investering

Harde investering verwys na die ontwikkeling van infrastruktuur en die skep/ ontwikkeling van vaste bates in sekere areas. Belanghebbende Departemente

Die volgende departemente is geïdentifiseer as belangrike rolspelers ten opsigte van harde investering in die streek: • Departement Landbou • Department Ekonomiese Ontwikkeling en Toerisme • Departement Omgewingsake en Ontwikkelings-

beplanning • Departement van Gesondheid • Departement van Plaaslike Regering en Behuising • Department Vervoer en Publieke Werke

• Departement Grondsake Sosiale Dimensie

Soortgelyk aan sagte investering, het harde investering ook sosiale en ekonomiese dimensies. Die sosiale dimensie van harde investering verwys na die voorsiening van ’n aanvaarbare vlak van basiese dienste in alle areas. Fokus:

• Nie onderhewig aan groei-potensiaal, maar eerder aan huidige minimum dienstevlakke in areas

Ekonomiese Dimensie

Ekonomiese harde investering verwys na investering gemik op stedelike groei. Dit sluit byvoorbeeld die uitbreiding van grootmaat dienste om mark-

52

market driven residential development. Focus:

• Areas with growth potential

gedrewe residensiële ontwikkeling te diens, in. Fokus:

• Areas met groei-potensiaal

53

3.4 Overall Strategy 3.4 Oorhoofse Strategie

Holistically viewed, the Macro Strategy has the following aims: Soft Investment

Soft Investment aimed at improving the local skills

base should be prioritized in Clanwilliam, Citrusdal,

Lamberts Bay and Elands Bay. The rational is that, since these towns will be targeted for growth, the human resources have to be unlocked and strengthened to meet the demands of growth in the identified sectors (agriculture, industrial, retail and tourism). Soft Investment aimed at improving the mobility of

residents should be targeted at Wupperthal,

Graafwater, Leipoldtville, Paleisheuwel and Elandskloof, since these towns have insufficient capacity for growth, and subsequently insufficient capacity to absorb the local residents into their (respective) economies. Hard Investment

Major Hard Investment should be focused in the

towns of Clanwilliam and Citrusdal. These two towns have strong agricultural economies, with (proportionally) significant industrial, retail and tourism development potential. Infrastructure investment should be aimed at facilitating the growth in the agricultural sector, enabling industrial development, promoting retail and tourism. Minor Hard Investment should be supported in

Lamberts Bay and Elands Bay. The type of investment should be linked to tourism development and the promotion of recreational residential development. It must however, be borne in mind, that the above does not imply that the minimum municipal services should not be provided to the current residents of all towns.

Uit ‘n holistiese perspektief gesien, het die makro-strategie die volgende doelwitte: Sagte Investering

Sagte investering gemik op die verbetering van die

plaaslike vaardigheidspoel moet gefokus wees op

Clanwilliam, Citrusdal, Lambertsbaai en Elandsbaai. Die argument is dat, gegewe dat hierdie dorpe geteiken word vir groei, die menslike hulpbronne ontsluit moet word, om die behoeftes, wat met die addisionele groei gepaard gaan te kan bedien. Sagte Investering gemik op die verbetering van die

plaaslike gemeenskappe se mobiliteit moet gefokus

word op Wupperthal, Graafwater, Leipoldtville, Paleisheuwel en Elandskloof, gegewe dat hierdie dorpe onvoldoende kapasiteit vir groei het, en dat daar dus onvoldoende kapasiteit bestaan om die plaaslike inwoners in die onderskeie ekonomieë te absorbeer. Harde investering

Grootskaalse Harde Investering moet gefokus word

op Clanwilliam en Citrusdal. Hierdie twee dorpe het sterk landbou-gebaseerde ekonomieë, met (proporsionele) sterk industriële, handel en toerisme ontwikkelingspotensiaal. Infrastruktuur ontwikkeling moet daarop gemik wees om die groei in die landbou-sektor te fasiliteer, asook om industriële ontwikkeling moontlik te maak en handel en toerisme te bevorder. Kleinskaalse Harde Investering moet ondersteun

word in Lambertsbaai en Elandsbaai. Hierdie tipe investering moet gekoppel wees met toerisme ontwikkeling en die bevordering van ontspannings georiënteerde residensiële ontwikkeling. Daar moet in gedagte gehou word dat die bogenoemde nie impliseer dat die minimum munisipale dienste nie voorsien moet word aan alle inwoners in al die dorpe nie.

54

Hard Investment

Minor Tourism Orientated growth

Harde Investering

Beperkte Toerismegeörienteerde groei

Hard Investment

Minor Tourism Orientated growth

Harde Investering

Beperkte Toerismegeörienteerde groei

Hard Investment

Major Investment

1. Industry (agri- and other)

2. Retail

3. Tourism

4. Residential Development

Harde Investering:

Grootskaalse belegging:

1. Industrie ёl (agri- en verwant)

2. Handel

3. Toerisme

4. Residensiële ontwikkeling

Hard Investment

Major Investment

1. Industry (agri- and other)

2. Retail

3. Tourism

4. Residential Development

Harde Investering:

Grootskaalse belegging:

1. Industrie ёl (agri- en verwant)

2. Handel

3. Toerisme

4. Residensiële ontwikkeling

Soft Investment: Skills development aimed at contributing to the local economy

Sagte Investering: Vaardigheidsontwikkeling gemik om by te dra tot die plaaslike ekonomie

Soft Investment: Skills development aimed at contributing to the local economy

Sagte Investering: Vaardigheidsontwikkeling gemik om by te dra tot die plaaslike ekonomie

HIGH LEVEL STRATEGY FOR LONG TERM DEVELOPMENT OF

MUNICIPAL AREA

HOё-VLAK STRATEGIE VIR DIE LANGTERMYN ONTWIKKELING

VAN DIE MUNISIPALE AREA

HIGH LEVEL STRATEGY FOR LONG TERM DEVELOPMENT OF

MUNICIPAL AREA

HOё-VLAK STRATEGIE VIR DIE LANGTERMYN ONTWIKKELING

VAN DIE MUNISIPALE AREA

Soft Investment: Skills Development aimed at increasing mobility

Sagte Investering: Vaardigheidsontwikkeling gemik op die verbetering van individuele mobiliteit

Soft Investment: Skills Development aimed at increasing mobility

Sagte Investering: Vaardigheidsontwikkeling gemik op die verbetering van individuele mobiliteit

Figuur 3.2 Overall Macro Strategy Figuur 3.2 Oorhoofse Makro Strategie

The subsequent sections will focus in detail on the following: • Soft Investment: Economic Development • Soft Investment: Social Development • Hard Investment: Backlogs • Hard Investment: Economic Growth

Die volgende afdelings sal in detail op die volgende fokus: • Sagte Investering: Ekonomiese Ontwikkeling • Sagte Investering: Sosiale Ontwikkeling • Harde Investering: Agterstande • Harde Investering: Ekonomiese Groei

55

3.5 SOFT INVESTMENT 3.5 SAGTE INVESTERING

SOFT INVESTMENT

Invest in People

SAGTE INVESTERINGInvesteer in mense

SOFT INVESTMENT

Invest in People

SAGTE INVESTERINGInvesteer in mense

Soft Investment relates to investment in people. From a strategic perspective, social investment has two components, namely:

• Economic Development: Improving human capital in order to improve access to the local economy and increasing social mobility

• Social Development: Improving quality of life

Sagte Investering verwys na menslike ontwikkeling. Vanuit ‘n strategiese perspektief het sosiale ontwikkeling twee komponente, naamlik:

• Ekonomiese Ontwikkeling: Verbetering van menslike vaardighede ten einde toegang tot die plaaslike ekonomie te verbeter en mobiliteit te verhoog

• Sosiale Ontwikkeling: Die verbetering van lewenskwaliteit

Soft Investment relates to investment in people. From a strategic perspective, social investment has two components, namely:

• Economic Development: Improving human capital in order to improve access to the local economy and increasing social mobility

• Social Development: Improving quality of life

Sagte Investering verwys na menslike ontwikkeling. Vanuit ‘n strategiese perspektief het sosiale ontwikkeling twee komponente, naamlik:

• Ekonomiese Ontwikkeling: Verbetering van menslike vaardighede ten einde toegang tot die plaaslike ekonomie te verbeter en mobiliteit te verhoog

• Sosiale Ontwikkeling: Die verbetering van lewenskwaliteit

People, not places

Mense, nie plekke

Skills development to complement town potential

Vaardigheidsontwikkeling gemikop die bevordering van dorps-potensiaal

Skills development aimed at improving mobility

Vaardigheids-ontwikkeling gemikop die verbetering van mobiliteit

56

3.5.1 Economic Development:

Priority Skills Development to complement local

industries

3.5.1 Ekonomiese Ontwikkeling:

Prioriteit Vaardigheidsontwikkeling ten einde

plaaslike industrieë te komplementeer

This strategy aims to create an improved human resource pool to:

• Enable growth in towns by increasing the amount of entrepreneurs

• Support growth in towns by providing more skilled human resources for existing businesses and industries

Government departments, NGO’s CBO’s and private sector role-players should focus their capacity building programmes/projects (aimed at complementing the local economy) in the high priority towns. These programmes should, in the conception stage, consider the following:

• Creating linkages to local industries and business to absorb the newly created capacity.

• Create linkages to funding institutions to promote the development of new businesses with the newly created capacity.

Hierdie strategie is daarop gemik om ’n verbeterde menslike hulpbron-reserwe te ontwikkel wat:

• Dorpe kan laat groei deur ’n toename in entrepeneurs

• Bestaande groei kan bevorder deur meer vaardige menslike hulpbronne aan die plaaslike besighede en industrieë te voorsien

Regeringsdepartemente, NRO’s GBO’s en privaatsektor rolspelers moet hul kapasiteitsbou programme/projekte (die programme gemik op die bevordering van die plaaslike ekonomie) fokus op die hoë prioriteit dorpe. Hierdie programme moet reeds in die konsepsualiseringsfase aan die volgende aandag gee:

• Die skep van skakelinge met die plaaslike industrieë en besighede om die nuut geskepte kapasiteit te absorbeer

• Die skep van skakelinge met befondsings-instellings ten einde die vestiging van nuwe besighede met die nuut geskepte vaardighede te bevorder

Soft Investment: Economic Development

Priority Skills Development in order to complement local industry

Sagte Investering: Ekonomiese Ontwikkeling

Prioriteitsvaardigheidsontwikkeling ten einde plaaslike industrieё te komplementeer


Priority Skills Development in order to complement local industry


Prioriteitsvaardigheidsontwikkeling ten einde plaaslike industrieё te komplementeer

A

Skills development: AgriculturalVaardigheidsontwikkeling: Landbou

B

Skills development: Business and Entrepreneurial skillsVaardigheidsontwikkeling: Sakevernuf en entrepeneursvaardighede

TSkills development: TourismVaardigheidsontwikkeling: Toerisme

AA

AA

A

A

A

TTTT

TT

TT

TT

BB

BBBB

BB

BB

Rural

Landelik

High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority

Lae prioriteit

Economic Affairs and Tourism AgricultureLabourLand Affairs Private Sector

Linked Departments / Role-players

Ekonomiese Sake en ToerismeLandbouArbeidGrondsakePrivaat Sektor

Gekoppelde Departemente / Rolspelers

Figure 3.3 Soft Investment: complementing local industries Figuur 3.3 Sagte Investering: Bevordering van plaaslike Industrieë

57


Priority Skills Development in order to promote

mobility


Prioriteitsvaardigheidsontwikkeling om

mobiliteit te verhoog

This strategy is aimed at increasing the mobility of residents in towns where growth is limited or non-existent. The purpose of the strategy is to provide people in low growth towns the opportunity (through increased skill and capacity levels) to change locality in order to have a higher quality of life elsewhere. Government Departments, NGO’s, CBO’s and other roleplayers who are involved with capacity building in towns such as Graafwater, Elands Bay, Leipoldtville, Wupperhtal and Elandskloof, should design their programmes in such a manner in which it creates linkages to areas where the skills that were created could be utilized – in other words, mobility links should be build into programmes.

Die strategie is daarop gemik om die mobiliteit van die inwoners van dorpe met beperkte of afwesige groei, te verhoog. Die doel daarvan is om mense in lae-groei dorpe die geleentheid te bied (deur vaardigheidsvakke en kapasiteit te verhoog) om van ligging te verander en ’n beter kwaliteit lewe elders te kan bewerkstellig. Regeringsdepartemente, NRO’s GBO’s en ander rolspelers wat betrokke is by kapasiteitsbou-inisiatiewe in dorpe soos Graafwater, Elandsbaai, Leipoldtsville, Wupperthal en Elandskloof, moet hul programme op so ‘n wyse ontwikkel dat daar voorsiening gemaak word vir skakeling met areas waar die vaardighede wat oorgedra is, gebruik kan word – m.a.w. mobiliteit-koppelings moet in sulke programme ingebou word.


Priority Skills Development in order to promote mobility


Prioriteitsvaardigheidsontwikkeling om mobiliteit te verhoog


Priority Skills Development in order to promote mobility


Prioriteitsvaardigheidsontwikkeling om mobiliteit te verhoog

A

Skills development: AgriculturalVaardigheidsontwikkeling: Landbou

B

Skills development: Business and Entrepreneurial skillsVaardigheidsontwikkeling: Sakevernuf en entrepeneursvaardighede

TSkills development: TourismVaardigheidsontwikkeling: Toerisme

High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority

Lae prioriteit

AATTBB

TT BB

TT AA

TT BB AA

TT BB AA

Improve Mobility

Verhoog Mobiliteit

Economic Affairs and Tourism AgricultureLabourLand Affairs Private Sector


Ekonomiese Sake en ToerismeLandbouArbeidGrondsakePrivaat Sektor


AA

Figure 3.4: Soft Investment: Promoting Mobility Figuur 3.4: Sagte Investering: Bevordering van Mobiliteit

58


Priority areas for enabling the youth


Prioriteitsareas vir jeug-ontwikkeling

Youth development is critical for economic development. This is a long term strategy, which will not necessarily provide economic benefits in the immediate term. All areas in the municipality are equally important with regard to access to higher education and career guidance. Priority youth development (life-skills) are, however, higher priorities in:

• Elands Bay; • Graafwater; and • The rural area in the Elephants River Valley.

Jeug-ontwikkeling is krities vir ekonomiese ontwikkeling. Hierdie strategie is het ’n langtermyn fokus, en ekonomiese voordele sal nie noodwendig sigbaar wees op die korttermyn nie. Alle areas in die munisipale gebied word ewe belangrik geag ten opsigte van toegang tot hoër opvoeding en loopbaan beplanning. Prioriteits-jeugontwikkeling (lewensvaardighede) is egter ’n hoër prioriteit in:

• Elandsbaai; • Graafwater; en • Die landelike gebied van die Olifantsrivier

vallei.

Y

Priority youth development: Life skills Prioriteit jeug-ontwikkelingLewensvaardighede

LCareer guidanceLoopbaan beplanning

HAccess to higher educationToegang tot hoёr opvoeding

Y

HH

HHHH

HH

HH

L

L

L

L

L

YY

YY


Priority Areas for enabling the youth




Priority Areas for enabling the youth



HH

HH

L

L

Rural

Landelik

Welfare

Cultural Affairs and Sport

EducationHigher educational institutions

Linked Departments / role-players

Welsyn

Kultuursake en Sport

OpvoedingHoёr opvoedkundige instellings


High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority

Lae prioriteit

Figure 3.5: Enabling the youth Figuur 3.5: Jeug-bemagtiging

59


Tourism Development and Business

Development


Toerisme Ontwikkeling en

Besigheidsontwikkeling

The strategy entails the development of tourism related capacity (to complement the existing potential) and the access to business development funding. Tourism related capacity refers to skills required by the local tourism sectors, such as:

• Field-guides (eco-tourism areas) • Hospitality related skills (coastal areas) • Tourism Management (business

management) Capacity initiatives should be linked to the place identity and/or existing tourism sub-sectors. Access to business development refers to funding for entrepreneurs / groups who want to start their own business with funding support from donor agencies. These should be focused primarily in the towns with higher growth potential.

Die strategie behels die ontwikkeling van kapasiteitsbou gekoppel aan toerisme (komplementerend tot die bestaande potensiaal) en die verbetering van toegang tot besigheids-ontwikkelingsbefondsing. Toerisme verbandhoudende kapasiteit verwys na vaardighede benodig deur die plaaslike toerisme sektore, soos:

• Veld-gidse (eko-toerisme areas) • Verblyf-verbandhoudende vaardighede

(kus-areas) • Toerisme Bestuur (Besigheidsbestuur)

Kapasiteitsbou inisiatiewe moet gekoppel wees aan die plek-identiteit en/of bestaande toerisme sub-sektore. Toegang tot besigheidsontwikkeling verwys na die beskikbaarstel van befondsing aan entrepeneurs / gemeenskapsgroepe wat ondernemings wil begin met die ondersteuning van skenker-organisasies. Befondsing moet primêr gefokus wees op dorpe met hoër groei-potensiaal.

TT

TT

TT

TT

TT

BB

BB

BB

BB

BB

BAccess to business development fundingToegang tot sake-ontwikkelingsfondse

TTourism Development and MarketingToerisme ontwikkeling en bemarking

Economic Development:

Tourism Development and business development

Ekonomiese Ontwikkeling:

Toerisme ontwikkeling en besigheidsontwikkeling

Economic Development:

Tourism Development and business development

Ekonomiese Ontwikkeling:

Toerisme ontwikkeling en besigheidsontwikkeling

Economic Affairs and Tourism AgricultureWESGRORegional Tourism Private Sector


Ekonomiese Sake en ToerismeLandbouWESGROStreekstoerismePrivaat Sektor

Gekoppelde departemente / Rolspelers

High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority

Lae prioriteit

TT

TT





SurfingBranderplankry

SurfingBranderplankry

Sandveld villageSandveld dorpie

Sandveld villageSandveld dorpie Bird Island

Voёl Eiland

Bird IslandVoёl Eiland

Tourism development linked to place-identity

Tourisme ontwikkeling gekoppel aanplek-identiteit

Tourism development linked to place-identity

Tourisme ontwikkeling gekoppel aanplek-identiteit

Figure 3.6: Tourism and business development Figuur 3.6: Toerisme en besigheidsontwikkeling

60

3.5.5 Social Development:

Life skills, Youth Development and Social Ills

3.5.5 Sosiale Ontwikkeling:

Lewensvaardighede, jeug-ontwikkeling en

sosiale euwels

This strategy focuses on three main components: Life Skills

This component of the strategy refers to basic life skills, such as basic literacy, personal health and basic rights. Information related to government services are also a critical component of life skills in this context. Youth Development

In this context youth development refers to life-skills for the youth, awareness regarding social ills (crime, substance abuse), and a focus on HIV/ Aids. Alcohol and Substance abuse

Alcohol and substance abuse is prevalent in the area, and initiatives to raise awareness and improve access to rehabilitation should be prioritized in the indicated towns.

Hierdie strategie fokus op drie oorhoofse komponente: Lewensvaardighede

Hierdie komponent van die strategie verwys na basiese lewensvaardighede, soos basiese geletterdheid, persoonlike gesondheid en basiese regte. Toegang tot inligting rakende regeringsdienste is ook ’n belangrike komponent van lewensvaardighede in hierdie konteks. Jeug-ontwikkeling

In hierdie konteks verwys jeug-ontwikkeling na lewensvaardighede vir die jeug, bewusmaking ten opsigte van sosiale euwels (misdaad, middel-misbruik), asook MIV/Vigs. Alkohol- en Middelmisbruik

Alkohol- en middelmisbruik kom wyd deur die gebied voor, en aksies of programme gemik op bewusmaking en rehabilitering moet geprioritiseer word in die aangetoonde dorpe.

LL

LL

LL

LL

LL

A

Alcohol and substance abuse• Policing• Awareness and

rehabilitationAlkohol en middel misbruik• Polisiering• Bewusmaking en

rehabilitasie

YPriority youth development Prioriteit jeug-ontwikkeling

LLife skillsLewensvaardighede

YY

LL

YY

YY

YY AA

AA

AA

Soft Investment: Social Development

Life skills, youth development and social ills

Sagte Investering: Sosiale Ontwikkeling

Lewensvaardighede, jeug-ontwikkeling en sosiale euwel s


Life skills, youth development and social ills


Lewensvaardighede, jeug-ontwikkeling en sosiale euwel s

Social Development EducationCultural Affairs and Sport SAPSNGO’s


Sosiale OntwikkelingOpvoedingKultuursake en SportSAPDNRO’s


High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority

Lae prioriteit

YY AA

YY LL

Figure 3.7: Social Development Figuur 3.7: Sosiale Ontwikkeling

61

3.5.6 Social Development:

Improving the management of extreme poverty

3.5.6 Sosiale Ontwikkeling:

Verbeterde bestuur van uiterste armoede

The essence of this strategy is the improvement of the lot of the extremely vulnerable section of the population. This strategy focus on two main aspects, namely

• Access to welfare services (both the access of the recipient to the service and the availability of the service itself)

• Priority poverty alleviation Provincial Departments responsible for welfare should consider this strategy during the identification and planning of projects.

Die kern van hierdie strategie is die verbetering van die lot van die mees weerlose gedeelte van die bevolking. Die strategie fokus op twee komponente, naamlik:

• Toegang tot welsynsdienste (beide die toegang van die begunstigde, asook die beskikbaarheid van die diens per sè)

• Prioriteit armoede verligting Provinsiale Departemente wat verantwoordelik is vir welsyn moet hierdie prioriteite oorweeg by die identifisering en ontwikkeling van projekte.

FPriority Poverty Alleviation• Food security Prioriteit Armoede Verligting• Voedsel Sekuriteit

A

Access to Welfare services• Mobility of service• Mobility of

beneficiariesToegang tot welsynsdienste• Mobiliteit van diens• Mobiliteit van

begunstigdes

A

A

A

AF

F

F

F

F

Sagte Investering: Social Development




Sagte Investering: Social Development




High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority

Lae prioriteit

Social Development Internal affairs

NGO’s


Sosiale OntwikkelingBinnelandse Sake

NRO’s

Gekoppelde Departemente/ Rolspelers

A

All rural areas

Alle landelike areas

All rural areas

Alle landelike areas

Figure 3.8: Improving the management of extreme poverty Figuur 3.8: Verbeterde bestuur van uiterste armoede

62

3.5.7 Social Development

HIV / Aids

3.5.7 Sosiale Ontwikkeling

MIV/ Vigs

This strategy focuses on two primary components:

• Priority awareness • Increased access to service

Role-players involved with the management of HIV/Aids should consider these priorities, as indicated below, when doing detailed planning. Clanwilliam and Citrusdal are priority areas for awareness and VCT initiatives, while access should be improved from the smaller towns.

Hierdie strategie fokus op twee primêre komponente: • Prioriteitsbewusmaking • Verbeterde toegang tot diens

Rolspelers betrokke by die bestuur van MIV/Vigs moet die onderstaande prioriteite integreer in hul gedetaileerdel beplanning. Clanwilliam en Citrusdal is prioriteitsareas vir bewusmaking en VCT inisiatiewe, terwyl toegang verbeter moet word vanaf die kleiner dorpe.


Critical HIV/Aids Interventions and access to servi ces


Kritiese MIV/Vigs intervensies en toegang tot dienste


Critical HIV/Aids Interventions and access to servi ces


Kritiese MIV/Vigs intervensies en toegang tot dienste

A

HIV / Aids Service Access• Improve transport to

current ARV service points

• Expand existing ARV service points

MIV/Vigs Diens toegang• Verbeter vervoer na

bestaande TRV dienspunte

• Brei bestaande TRV-dienspunte uit

P

Priority intervention • Awareness• VCTPrioriteit intervensies• Bewusmaking• VCT

P

P

P

PP

P

A

A

A

A

A

A

A

Provincial HealthGlobal FundNGO’s


Provinsiale Gesondheid“Global Fund”NRO’s

Gekoppelde departemente / Rolspelers

High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority

Lae prioriteit

Improve access from smaller towns

Verbeter toegang vanaf kleinerdorpe

Improve access from smaller towns

Verbeter toegang vanaf kleinerdorpe

Figure 3.9: HIV/Aids Figuur 3.9: MIV/Vigs

63

3.6 HARD INVESTMENT 3.6 HARDE INVESTERING

HARD INVESTMENT:

Investment in places

HARDE INVESTERING:

Investering in plekke

HARD INVESTMENT:

Investment in places

HARDE INVESTERING:

Investering in plekke

Backlog Priority

Agterstand prioriteit

Development Priority

Ontwikkelingsprioriteit

64

3.6.1 Hard Investment:

Social Development

3.6.1 Harde Investering:

Sosiale Ontwikkeling

Although the municipality has fairly high levels of basic services, the main problem relates to the provision of housing. Any form of large-scale housing provision, and the subsequent access to services cannot take place without major bulk service upgrades. This state of affairs also undermines the towns’ ability to grow “naturally”, through demand and supply mechanisms. The major constraint in upgrading bulk infrastructure is the enormous costs. As indicated in an earlier section, the cost of upgrading bulk infrastructure to enable the building of houses in the three largest towns are approximately R 67 000 000. Considering the limited resources of the municipality, the major strategy in providing these bulk services over the medium term relates to fund sourcing and phasing of projects. In this regard, these strategies are put forward:

1. Active fund-sourcing from government and

funding agencies on an administrative level.

2. Active fund-sourcing from government and

funding agencies on a political level.

3. Manage private sector development in such

a manner that the developer subsidizes the

provision of the required bulk services.

The next page indicates the priority bulk infrastructure projects required to improve the social welfare of the region by unlocking the service capacity of the municipality for new housing provision. (Also refer to Annexure 3 for a comprehensive extract from the Water Service Development Plan)

Alhoewel die munisipaliteit ‘n redelik hoё vlak van dienslewering vir bestaande vestigings het, is een van die grootste probleme die voorsiening van nuwe behuising. Grootskaalse behuisingsvoorsiening kan nie plaasvind sonder grootskaalse opgradering van grootmaat dienste nie. Dit ondermyn ook die onderskeie dorpe se vermoë om “natuurlik” te groei deur vraag-en-aanbod meganismes. Die grootste beperking betreffende grootmaat infrastruktuur opgradering is die enorme kostes. Soos vroeër aangetoon, word die beraamde koste vir grootmaat opgraderings in die drie grootste dorpe op ongeveer R 67 000 000 bereken. Gegewe die beperkte hulpbronne van die munisipaliteit, is die kern strategie in die voorsiening van hierdie grootmaat dienste die verkryging van befondsing en strategiese fasering van projekte. Die volgende strategieë voorgestel: 1. Aktiewe fonds-verkryging van die regering en

befondsings-agenskappe op ’n administratiewe

vlak.

2. Aktiewe fonds-verkryging van die regering en

befondsings-agenskappe op ’n politieke vlak.

3. Bestuur van privaatsektor-ontwikkeling op so ’n

wyse dat die ontwikkelaar die voorsiening van

die nodige grootmaat dienste subsidieer.

Die volgende bladsy toon die prioriteit projekte (grootmaat dienste) wat nodig is om die sosiale welstand van die gebied te bevorder deur die dienskapasiteit van die munisipaliteit te verbeter. (Verwys ook na Bylaag 3 vir ’n omvattende uittreksel

van die Water Dienste Ontwikkelingsplan)

65

CEDERBERG MUNICIPALITY – PRIORITY BULK INFRASTRUCTURE FUNDING REQUIREMENTS

CEDERBERG MUNISIPALITEIT – PRIORITEIT GROOTMAAT INFRASTRUKTUUR BEFONDSING VEREISTES TOWN / DORP UPGRADE: EXISTING

TREATMENT WORKS OPGRADERING BESTAANDE

SUIWERINGSWERK

NEW TREATMENT WORKS NUWE

SUIWERINGSWERKE

NEW PUMP STATION NUWE POMPSTASIE

RISING GRAVITY MAIN STYGENDE

GRAVITASIE HOOFPYP

BUS ROUTE BUSROETE

Citrusdal – Infill Sites R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Citrusdal R 1 328 250.00 R 24 794 000.00 R 2 114 160.00 R 3 699 780.00 R 2 642 700.00

Lamberts Bay R 200 000.00 R 5 542 190.00 R 1 250 000.00 R 0.00 R 920 000.00

Clanwilliam R 0.00 R 6 110 000.00 R 0.00 R 450 000.00 R 910 000.00

Clanwilliam Emergency Project

R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Graafwater R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Elands Bay Inadequate Inadequate No Investigation No Investigation No Investigation

Elandskloof No Investigation No Investigation No Investigation No Investigation No Investigation

Leipoldtville No Investigation No Investigation No Investigation No Investigation No Investigation

Paleisheuwel No Investigation No Investigation No Investigation No Investigation No Investigation

Wupperthal No Investigation No Investigation No Investigation No Investigation No Investigation

Total R 1 528 250.00 R 36 446 190.00 R 3 364 160.00 R 4 149 780.00 R 4 472 700.00

TOWN / DORP

UPGRADE OF EXISTING WATER

NETWORK OPGRADERING VAN BESTAANDE

NETWERK

ADDITIONAL WATER MAINS ADDISIONELE HOOFWATER TOEVOER

BOREHOLES BOORGATE

RESERVOIR RESERVOIR

ADDITIONAL WATER PUMP STATION

ADDISIONELE WATER POMP

STASIE

EXTERNAL WATER SOURCE

EKSTERNE WATERBRON

Citrusdal – Infill Sites R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Citrusdal R 879 750.00 R 2 639 250.00 R 2 639 250.00 R 5 278 500.00 R 0.00 R 0.00

Lamberts Bay R 830 000.00 R 0.00 R 0.00 R 1 400 000.00 R 240 000.00 R 0.00

Clanwilliam R 1 130 000.00 R 0.00 R 0.00 R 900 000.00 R 1 020 000.00 R 0.00


R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00

Graafwater Inadequate R 0.00 Inadequate Inadequate R 0.00 R 0.00

Elands Bay No Investigation No Investigation Inadequate R 0.00 Inadequate No Investigation

Elandskloof No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation

Leipoldtville No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation

Paleisheuwel No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation

Wupperthal No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation

Total R 2 839 750.00 R 2 639 250.00 R 2 639 250.00 R 7 578 500.00 R 1 260 000.00 R 0.00

TOWN/ DORP STORMWATER MAIN OUTFALL PIPE STORMWATER HOOFPYP

STORMWATER DAM STORMWATERDAM

Citrusdal – Infill Sites R 0.00 R 0.00

Citrusdal R 0.00 R 0.00

Lamberts Bay R 0.00 R 120 000.00

Clanwilliam R 1 250 000.00 R 0.00


R 0.00 R 0.00

Graafwater R 0.00 R 0.00

Elands Bay No Investigation No Investigation

ElandsklooF No Investigation No Investigation

Leipoldtville No Investigation No Investigation

Paleisheuwel No Investigation No Investigation

Wupperthal No Investigation No Investigation

Total R 1 250 000.00 R 120 000.00

Bron: Behuisingsplan Source: Housing Plan

66

3.6.2 Hard Investment:

Economic Development

3.6.2 Harde Investering:

Ekonomiese Ontwikkeling

Due to the bulk infrastructure backlogs economic growth in the region is severely undermined. For any long-term economic growth the upgrade of

bulk services is a pre-requisite. For future growth of

towns and their environs, as indicated in the following

maps, it is therefore assumed that these bulk service

deficiencies will be resolved.

The proposed hard investment strategies are informed by the Western Cape Spatial Development Framework, and have been localized to take into consideration local issues and development priorities.

As gevolg van die grootmaat infrastruktuur agterstande word ekonomiese groei in die area ernstig ondermyn. Die opgradering van hierdie infrastruktuur is ’n

voorvereiste vir enige langtermyn ekonomiese groei.

Vir die toekomstige groei van die dorpe en hul

omgewings, soos aangetoon in die volgende kaarte,

word dit dus aanvaar dat die grootmaat tekorte

aangespreek sal word.

Die voorgestelde harde-investering strategieë is geskoei op die Wes Kaap Ruimtelike Ontwikkelingsraamwerk, en is gelokaliseer ten einde plaaslike kwessies en ontwikkelingsprioriteite in ag te neem.

Linking Hard Investment with Western Cape Spatial D evelopment Framework

Koppeling van Harde Investering met die Wes Kaapse Ruim telikeOntwikkelingsraamwerk

Linking Hard Investment with Western Cape Spatial D evelopment Framework

Koppeling van Harde Investering met die Wes Kaapse Ruim telikeOntwikkelingsraamwerk

Hard Investment

Minor tourism orientated growth

Harde Investering

Beperkte toerisme georiënteerde groei

Hard Investment

Minor tourism orientated growth

Harde Investering

Beperkte toerisme georiënteerde groei

Hard Investment:

Major Investment

Harde Investering:

Grootskaalse belegging

Hard Investment:

Major Investment

Harde Investering:

Grootskaalse belegging

Development corridor

Ontwikkelingskorridor

Tourism Development Area

Toerisme ontwikkelingsgebied

Figure 3.10: Infrastructure spending aligned with Provincial Spatial Development Framework Figuur: 3.10: Infrastruktuur spandering belyn met die Provinsiale Ruimtelike Ontwikkelingsraamwerk

67

3.6.3 Economic Growth:

Residential Development

3.6.3 Ekonomiese Groei:

Residensiёle ontwikkeling

Note:

The strategies indicated in this section are primarily applicable to the municipality. In other words, it refers to

erven/housing developed by the municipality.

Private developments are based on economic principles of demand/supply. In practice this implies that the economic

viability of a development venture is determined prior to

such a development.

Given the above, the municipality should support these

developments based on the findings of the respective

impact studies which precedes such developments.

Nota:

Die strategieë aangetoon in hierdie afdeling is hoofsaaklik

gemik op die munisipaliteit. Dit verwys na erf/behuising

ontwikkeling wat deur die munisipaliteit gedryf word.

Privaat ontwikkelings is grotendeels gebaseer op die

ekonomiese beginsel van vraag en aanbod. In die praktyk

impliseer dit dat die ekonomiese volhoubaarheid bepaal is

voor die aanvang van so ’n ontwikkeling.

Met bogenoemde in ag geneem, moet die munisipaliteit

hierdie ontwikkelings ondersteun afhangend van die

impak-studies wat sulke ontwikkelings voorafgaan.

Residential development is one of the most important drivers of growth. The lack of residential access undermines the growth of towns, as people have to locate elsewhere. For the purposes of future development, residential development is classified as follows: Future subsidized housing • This relates to low-income housing development driven

by government. • The future development of this type of development

should have some spatial logic, in order to prevent the creation of poverty pockets.

Middle income development • There is an increased demand for middle-income

housing. • This development type is associated with:

o Medium density single residential housing o Group/Town housing o High density housing (flats, etc)

• The provision of this type of development should correspond to towns which have growing economies.

High Income development • This type of development is associated with:

o High value primary dwellings (low density single residential; estates and related)

o Second dwellings / leisure and/or recreation housing.

• This type of development should therefore be situated in areas with the appropriate tourism/recreation attraction.

Residensiёle ontwikkeling is ’n belangrike stu-krag vir groei. Die tekort aan toegang tot behuising ondermyn die groei van dorpe, aangesien mense elders moet vestig. Met die oog op toekomstige residensiёle ontwikkeling word die volgende klasse gebruik:

Toekomstige gesubsideerde behuising • Hierdie tipe ontwikkeling hou verband met lae-

inkomste behuising ontwikkeling gedryf deur die regering.

• Hierdie ontwikkelingstipe moet binne die konteks van ligging gesien word, ten einde die skep van armoede

nodusse te voorkom.

Middel inkomste Ontwikkeling • Daar is ’n toenemende vraag namiddel-inkomste

behuising. • Die volgende ontwikkelingstipes word ingesluit:

o Medium digtheid enkel residensiële behuising o Groeps- en dorpsbehuising o Hoë digtheid behuising (woonstelle, ens.)

• Die voorsiening van hierdie tipe ontwikkeling moet ooreenstem met dorpe wat groeiende ekonomieë het.

Hoë inkomste ontwikkeling • Hierdie tipe ontwikkeling word geassosieer met:

o Hoë waarde primêre wonings (lae digtheid enkel residensiël; landgoed en verbandhoudend)

o Tweede huise en/of ontspanningsverwante behuising

• Hierdie tipe ontwikkeling moet gevolglik gefokus word

in areas wat die toepaslike aantrekkingskrag het.

68

LL

HHoё inkomsteresidensiёle ontwikkeling

High income residential

development

MMiddel inkomste

residensiёle ontwikkeling

Middle Income residential

development

L

Nuwegesubsideerde

behuising, uitgesluithuidige agterstande

New low cost housing

development excluding current

backlogs

Residensiële

Groei

Residential

Growth

LL MM

MM

LL

HH

HH

HH

LL

• Local Government and Housing• West Coast District Municipality • Private investors


• Plaaslike Regering en Behuising• Weskus Distrikmunisipaliteit• Private ontwikkelaars


High priority

Hoё prioriteit

Medium priority

Medium prioriteit

Low priority / low feasibility

Lae prioriteit / laewenslikheid

Future residential development not encouraged

Toekomstige residensiële ontwikkeling nie ondersteun

Future residential development not encouraged

Toekomstige residensiële ontwikkeling nie ondersteun

MM HH

Hard Investment: Economic Development

Residential Growth: Future Residential Development

Harde Investering: Ekonomiese Ontwikkeling

Residensi ёle Groei: Toekomstige residensiële ontwikkeling


Residential Growth: Future Residential Development


Residensi ёle Groei: Toekomstige residensiële ontwikkeling

Tourism corridor Toerisme korridor

Agri-industrial development corridor

Agri-industriëleontwikkelingskorridor

Figure 3.11: Future Residential Development Figuur 3.11: Toekomstige Residensiële Ontwikkeling




SIncreasing the attractiveness of towns by

improving the safety

Verbeter die aantreklikheid van dorpedeur die voorkoms te verbeter

Grootmaat infrastruktuur kapasiteit omresidensiële groei te ondersteun

Verbeter die aantreklikheid van dorpedeur die veiligheid te verbeter

AIncreasing the attractiveness of towns by

improving their appearance

B

Bulk Infrastructure capacity to support residential growth

BB

BB

AA SS

BB AA

AA SSSS

BB AASS

AA

Hard Investment: Economic Development Residential Growth: Bulk infrastructure, attractive ness

Harde Investering: Ekonomiese Ontwikkeling: Residensiële Groei: Grootmaat dienste en aantreklikhei d

Hard Investment: Economic Development Residential Growth: Bulk infrastructure, attractive ness

Harde Investering: Ekonomiese Ontwikkeling: Residensiële Groei: Grootmaat dienste en aantreklikhei d

• Local Government and Housing

• Public Works and Transport

• DBSA


• Plaaslike Regering en Behuising

• Publieke Werke en Vervoer

• OBSA

Gekoppelde Departemente / rolspelers

High priority

Hoё prioriteit

Medium priority

Medium prioriteit



Figure 3.12: Bulk Infrastructure and Attractivness Figuur 3.12: Grootmaat dienste en aantreklikheid

69


Industrial / Retail and Tourism Development


Industriële / Sake en Toerisme ontwikkeling

The economic sectors of the region have been identified as:

• Retail; • Tourism; and • Agriculture.

These sectors will therefore act as strategic directives for infrastructure and fixed asset development not related to residential development The municipality should create a conducive climate to support the economic sectors. The following is of importance: • Long term support to the agri-industrial

development corridor (Elephants River Valley) • Long term support for the tourism corridor along

the West Coast

Die ekonomiese sektore van die area is geïdentifiseer as:

• Handel; • Toerisme; en • Landbou.

Hierdie sektore moet gevolglik as strategiese rigtingwysers gesien word vir infrastruktuur ontwikkeling en vaste bate ontwikkeling wat nie gekoppel aan residensiële ontwikkeling is nie. Die munisipaliteit moet poog om ’n klimaat te skep wat bevorderlik is vir die primêre ekonomiese sektore. Die volgende is van belang: • Lang-termyn ondersteuning aan die agri-

industriële ontwikkelingskorridor in die Olifantsriviervallei

• Lang-termyn ondersteuning aan die toerisme korridor langs die Weskus




BB

BB II

II

BB

BB II

II

M

Infrastructure related to formal, semi-formal and informal markets

Infrastruktuurverwant aan

formele, semi-formele en

informele markte

Market Infrastructure

Mark infrastruktuur

I

Creating industrial site "stock“

Skep van industriёle perseel

“voorraad”

Increased availability of industrial sites

Vermeerder die beskikbaarheid van industriële persele

B

Creating business site "stock“

Skep van sakeperseel“voorraad”

Increased availability of business site

Vermeerder die beskikbaarheid van

sakepersele

Hard Investment:Economic Development:

Retail, Industry and Tourism: Business and Industri al Expansion


Handel, Industrieë en Toerisme: Besigheids- en Indust riële Uitbreiding

Hard Investment:Economic Development:

Retail, Industry and Tourism: Business and Industri al Expansion


Handel, Industrieë en Toerisme: Besigheids- en Indust riële Uitbreiding

• Ekonomiese Sake en Toerisme• Landbou• Publieke werke en Vervoer• Plaaslike Regering en Behuising


• Economic Affairs and Tourism• Agriculture• Public works and Transport• Local Government and Housing


MM

MM

MM

High priority

Hoё prioriteit

Medium priority

Medium Prioriteit



Figure 3.13: Retail, Industry and Tourism – infrastructure expansion Figuur 3.13: Handel, Industrieë en Toerisme – infrastruktuur uitbreiding

70




II

IIII

BB

BBTT

BB

BB

TT

TT

TT

Quality of service in relation to tourism

Kwaliteit van dienste terondersteuning van toerisme

Attractiveness: Tourism

Aantreklikheid: Toerisme

Attractiveness of service package in CBD's

Aantreklikheid van dienste in sake gebiede

Attractiveness: Retail

Aantreklikheid:Handel

Quality of place specific services in industrial areas

Kwaliteit van plek-spesifieke dienstein industriële areas

Attractiveness: Industry

Aantreklikheid: Industrieë


Retail, Industry and Tourism: Attractiveness


Handel, Industrie en Toerisme: Aantreklikheid


Retail, Industry and Tourism: Attractiveness


Handel, Industrie en Toerisme: Aantreklikheid

Economic Affairs and Tourism AgriculturePublic works and TransportLocal Government and Housing


Ekonomiese Sake en ToerismeLandbouPublieke werke en VervoerPlaaslike Regering en Behuising


High priority

Hoё prioriteit

Medium priority

Medium prioriteit



BB TT

Figure 3.14: Retail, Industry and Tourism – increasing attractiveness Figuur 3.14: Handel, Industrieë en Toerisme – verhoogte aantreklikheid

71


Transport


Vervoer

Transport creates economic opportunity and growth through improved access. The most critical transport link in the Cederberg Municipal Area is the N7 which connects the Western Cape with the Northern Cape. This road carries significant volumes of traffic and has a high accident frequency. Major transport initiatives required to stimulate growth in the area are: • Improving the N7 • Improving the access to the tourism corridor from

the south • Clanwilliam town centre and industrial access Public transport is also part and parcel of the overall transport system active in the region. Public transport should promote the mobility of all residents in the region, especially those residents living in areas with low growth potential. Public transport improvements include: • Development of taxi routes (operators) • Development of public transport infrastructure

(taxi-ranks)

Vervoer lei tot ekonomiese geleenthede en groei deur verbeterde toegang. Die belangrikste vervoerskakeling in die gebied is die N7 roete wat die Wes Kaap met die Noord Kaap verbind. Die pad dra hoë verkeersvolumes en het ’n hoë ongeluksyfer. Grootskaalse vervoer inisiatiewe wat kan bydrae tot groei in die area sluit in: • Verbetering van die N7 roete • Verbetering van toegang na die toerisme

korridor vanaf die suide • Clanwilliam dorpskern en industriële toegang Publieke vervoer is ’n belangrike deel van die algehele vervoerstelsel in die gebied. Publieke vervoer moet die mobiliteit van al die inwoners in die gebied bevorder, veral die inwoners van dorpe met lae groei. Verbetering van publieke vervoer sluit in: • Ontwikkeling van taxi-roetes (operateurs) • Ontwikkeling van publieke vervoer infrastruktuur

(staanplekke)

Improve infrastructure

Verbeter infrastruktuur

Improve access Public transport

Verbeter toegang tot PubliekeVervoer

Hard Investment: Economic Development:

Transport

Harde Investering: Ekonomiese Ontwikkeling:

Vervoer

Hard Investment: Economic Development:

Transport

Harde Investering: Ekonomiese Ontwikkeling:

Vervoer

SANRAPublic works and TransportWCDM


SANPAPublieke werke en VervoerWCDM


High priority

Hoё prioriteit

Medium priority

Medium prioriteit



Improve physical mobility Verbeter fisiese mobiliteit




Agri-industriële ontwikkelingskorridor


Agri-industriële ontwikkelingskorridor

Figure 3.15: Transport Figuur: 3.15: Vervoer

72

Bypass to industrial area

Verbypad naindustriële gebied

Bypass to industrial area

Verbypad naindustriële gebied

Figure 3.16: Strategic road infrastructure required to promote Clanwilliam LED Figuur 3.16: Strategiese pad-infrastruktuur benodig om plaaslike ekonomiese ontwikkeling in Clanwilliam te stimuleer

73

Chapter 4

Minimum Service Levels

Hoofstuk 4

Minimum dienstevlakke

4.1 Introduction This chapter will focus on the proposed minimum services provided by the municipality. Minimum service levels are critical in determining service backlogs, since the minimum service levels define the backlogs. Although a significant number of the minimum service levels have not been achieved, it is envisaged that the municipality will be able to provide these services within a five year period. Directorates will have to align their annual budget planning with these service levels, in order to ensure that the municipality provides these services as far as possible.

4.1 Inleiding Hierdie hoofstuk sal fokus op die voorgestelde minimum dienstevlakke van die munisipaliteit. Minimum dienstevlakke is krities vir die bepaling van diens-agterstande, aangesien die minimum diensvlak die agterstande definieer. Alhoewel daar steeds ’n redelike agterstand bestaan met die voorsiening van minimum dienste, word daar voorsien dat die munisipaliteit hierdie dienste binne ‘n 5 jaar periode sal kan voorsien. Direktorate binne die munisipaliteit moet dus ook hul jaarlikse beplanning in lyn bring met hierdie dienstevlakke, ten einde hulle in staat te stel om hierdie dienste te kan lewer.

Figure 4.1: Minimum service levels define backlogs Figuur 4.1: Minimum dienstevlakke definieer agterstande

Minimum Service Level

Minimum Dienstevlak Wate

r

Ele

ctric

ity / E

lek

risi

teit

Oth

er S

ervi

ces

/ A

nder

die

nste

Sanitation / R

iole

rin

g

Backlogs Agterstande

74

CORPORATE SERVICES KORPORATIEWE DIENSTE

Human Resource Menslike Hulpbronne

Minimum service

description Quality Response Time Legal Requirements

Minimum diens beskrywing Kwaliteit Reaksietyd Wetlike vereistes

Skills development and training for all employees

All leave compliant with Labour Relations Act's basic service provision

All accidents immediately followed up i.t.o. OHaS Act

Vaardigheidsontwikkeling

en opleiding vir alle

werknemers

Alle verlof voldoen aan die

Wet op Arbeidsverhoudinge

se basiese diens

voorwaardes

Alle ongelukke dadelik

opgevolg in terme van die

Wet op Beroepsveiligeheid

All employees subjected to capacity building / training at least once a year

Safety committees per 50 workers

All disciplinary action compliant with legislation

Alle werknemers onderwerp

aan opleiding /

kapasiteitsbou ten minste

een maal per jaar

Een veiligheidskomitee per

50 werkers

Alle disiplinêre verhore

voldoen aan wetgewing

Employment equity policy and plan reviewed annually

100% compliance with health and safety act

Diensbillikheidsplan en

gelykheidsbeleid jaarliks

hersien

100% voldoening aan

gesondheid- en veiligheids

wetgewing

Administration: Archives Administrasie: Argiewe

Minimum service

description Quality Availability Completed within

Minimum diens beskrywing Kwaliteit Beskikbaarheid Afhandelingstyd

All records stored in compliance with National Archives legislation

All filing available all the time

Alle rekords gestoor in

ooreenstemming met die

Nasionale Argiefdiens se

wetgewing

Alle geliaseerde items

beskikbaar gedurende

kantoor-ure

All minutes correct All minutes compliant with filing policy

All minutes available 3 days after meetings

Alle notules korrek

Alle notules gestoor in

ooreenkoms met die

liaseringsbeleid

Alle notules beskikbaar

binne 3 dae na alle

vergaderings

Administration: Cleaning services Administrasie: Skoonmaak dienste

Minimum service description Quality

Minimum diens beskrywing Kwaliteit

Annual cleaning and maintenance drive of all municipal offices

Office conditions acceptable to all staff

Jaarlikse skoonmaak en onderhoudsaksie vir alle

munisipale kantore Kantoor omstandighede aanvaarbaar vir alle personeel

75

Administration: Bylaws Administrasie: Verordeninge

Minimum service description

Minimum diens beskrywing

All by-laws compliant with legislation

Alle verordeninge voldoen aan wetgewing

All by-laws adhered to through whole municipal area

Alle verordeninge toegepas deur die munisipale gebied

Call Centre Skakel-Sentrum

Minimum service description Availability Response Time

Minimum diens beskrywing Beskikbaarheid Reaksietyd

All public queries regulated and filed Full time service All queries responded to within a day

Alle publieke navrae gereguleer en

geboekstaaf Voltydse diens Alle navrae opgevolg binne ‘n dag

Training centre Opleidingsentrum

Minimum service description Quality Availability

Minimum diens beskrywing Kwaliteit Beskikbaarheid

Suitable for training (as per specification)

Full time availability

Voldoende vir opleiding (volgens

spesifikasie) Voltydse beskikbaarheid

76

SOCIAL AND ECONOMIC DEVELOPMENT SOSIALE EN EKONOMIESE ONTWIKKELING

Housing Behuising



All housing issues monitored

Alle behuisingskwessies gemoniteer

House waiting lists updated at least monthly

Behuisingswaglyste maandeliks opgedateer

All evictions investigated (100%)

Alle uitsettings ondersoek (100%)

Refuse Removal Vullisverwydering

Minimum service

description Quality Availability Response Time Legal Requirements

Minimum diens

beskrywing Kwaliteit Beskikbaarheid Reaksietyd Wetlike vereistes

Business 100% compliance as per contract

100% adherence to contracts

Besigheid

100% voldoening

aan kontrak

voorwaardes

100% voldoen

Residential 100% coverage once per week

100% of timeously placed refuse removed

Huishoudelik

100% dekking

een maal per

week

100% verwydering

van uitgeplaasde

vullis

Garden Within two weeks

Tuinvullis Binne twee weke

Waste Management Sites

100% licensed sites

5.5 days per week 100% compliant

Vullis stortings

terreine

100%

gelisensieerde

persele

5.5 dae per week

beskikbaar

100% voldoening

aan wetgewing

Libraries Biblioteke

Quality Availability Response Time Distance from

Kwaliteit Beskikbaarheid Reaksietyd Afstand vanaf

Citrusdal: Town Quarterly new materials 5 days per week All information requests resolved within a month

Citrusdal: Dorp Nuwe materiaal op ‘n

kwartaalikse grondslag 5 dae per week

Alle inligtingsversoeke

hanteer en afgehandel

binne ‘n maand

Citrusdal: TP Meyer

Quarterly new materials 5 days per week All information requests resolved within a month

Citrusdal:

TP Meyer

Nuwe materiaal op ‘n




binne ‘n maand

Clanwilliam: L Leipoldt

Quarterly new materials 5 days per week All information requests resolved within a month

Clanwilliam:

L Leipoldt

Nuwe materiaal op ‘n




77

Libraries Biblioteke

Quality Availability Response Time Distance from

Kwaliteit Beskikbaarheid Reaksietyd Afstand vanaf

binne ‘n maand

Graafwater Quarterly new materials 5 days per week All information requests resolved within a month

Graafwater Nuwe materiaal op ‘n




binne ‘n maand

Lamberts bay Quarterly new materials 6 days per week All information requests resolved within a month

Lambertsbaai Nuwe materiaal op ‘n




binne ‘n maand

Elands bay Quarterly new materials 5 days per week All information requests resolved within a month

Elandsbaai Nuwe materiaal op ‘n




binne ‘n maand

All Business corner in all libraries

All residents have access within 60 km's

Alle Bilblioteke Besigheidshoeke in all

biblioteke

Alle inwoners het

toegang binne 60 kms’s

Traffic Verkeer

Minimum service

description Availability Completed within Distance from

Minimum diens

beskrywing Beskikbaarheid Afhandelingstyd Afstand vanaf

Learners (Licencing)

Compliant with regulations

Once per week Issued immediately All residents have access within 100 kms

Leerders

(Lisensiëring) Voldoen aan wetgewing Eenmaal per week Onmiddelik toegestaan

Alle inwoners het

toegang binne 100 kms

Learners (Ideal) Compliant with regulations

20 persons/class twice / week

Leerling lisensies

(Ideaal) Voldoen aan wetgewing

20 personel / klas twee

maal per week

Drivers license Compliant with regulations

3 days per week Card issued within 3 months

All residents have access within 100 kms

Bestuurslisensies Voldoen aan wetgewing 3 dae per week Kaart beskikbaar na 3

maande

Alle inwoners het

toegang binne 100 kms

Drivers (Ideal) Compliant with regulations

5 days per week

Bestuurs lisensies

(ideal) Voldoen aan wetgewing 5 dae per week

Road Worthiness Compliant with regulations

Appointments Within 2 weeks

Padwaardigheid Voldoen aan wetgewing Afspraak binne 2 weke

RW ideal Compliant with regulations

5 days/week

Padwaardigheid

(ideal) Voldoen aan wetgewing

Card conversions


Cards converted and replaced within 3 months

Kaart

oorskakeling Voldoen aan wetgewing

Speed regulation Compliant with regulations

60 hours per month All fines served within 30 days

Spoedregulering Voldoen aan wetgewing 60 ure per maand Alle boetes binne 30 dae

78

Traffic Verkeer

Minimum service

description Availability Completed within Distance from

Minimum diens

beskrywing Beskikbaarheid Afhandelingstyd Afstand vanaf

uitgereik

Speed regulation All scheduled roads covered once a month

Spoedregulering

Alle geskeduleerde

paaie gedek een keer

per maand

Speed Regulation (ideal)

All scheduled roads covered once a week

120 hours per month All fines served within 30 days

Spoedregulering

(ideal)

Alle geskeduleerde

paaie gedek een keer

per week

120 ure per maand Alle boetes binne 30 dae

uitgereik

Law Enforcement Traffic Officers


20 hours per quarter

Wetstoepassing

offisiere Voldoen aan wetgewing 20 ure per kwartaal

Law Enforcement Traffic Officers

Quarterly enforcement programmes

Wetstoepassing

offisiere

Kwartaalikse

wetstoepassings

programme

Law Enforcement Traffic Officers (ideal)

200 hours per month

Wetstoepassing

offisiere (ideaal) 200 ure per maand

Economic Development Ekonomiese Ontwikkeling



Markets All municipal formal markets available 5.5 days per week

Markte Alle munisipale (formele) markte 5.5 dae van die week beskikbaar

Social Development Sosiale Ontwikkeling

Minimum service description Quality Availability


Current 2 MPC's (Multi-purpose centres) 7 days a week

Huidig 2 VDS’s (Veeldoelige Sentrums) 7 dae per week

Ideal MPC's in major towns 7 days a week

Ideaal MPC’s in all groot dorpe (5)

Land All commonage managed in terms of commonage policy

10% of all commonage available for small scale farming

Grond Alle meentgrond bestuur soos

voorgeskryf deur die meentgrond beleid

10% van alle meentgrond

beskikbaar vir kleinskaalse

boerdery

79

Resorts And Caravan Parks Oorde En Karavaan Parke

Minimum service description Availability

Minimum diens beskrywing Beskikbaarheid

Camping Sites Ablution 7 days per week , whole year

Kampteerterreine Ablusie 7 dae van die week , hele jaar beskikbaar

Disaster Management Ramp Bestuur

Minimum service description Response Time

Minimum diens beskrywing Reaksietyd

Contingency planning for all major disaster Less than 24 hours to all disasters

Gebeurlikheidsplanne in plek vir alle betekenisvolle rampe Minder as 24 uur na alle rampe

80

TECHNICAL SERVICES TEGNIESE DIENSTE

Electricity Elektrisiteit


Quality Coverage Response Time

Minimum diens

beskrywing Kwaliteit Dekking Reaksie tyd

Distribution Current

Formal connection on site

Only Clanwilliam; Citrusdal ; Lamberts Bay; Graafwater; Elands Bay

Verspreiding

Huidig

Formele aansluiting op

terrein <60 Amp

Slegs Clanwilliam,

Citrusdal, Lambertsbaai,

Graafwater, Elandsbaai

Ideal Formal connection on site

All Towns

Ideaal Formele aansluiting op

terrein <60 Amp Alle dorpe

Street lighting All streets Only Clanwilliam; Citrusdal ; Lamberts Bay; Graafwater; Elands Bay

90% of all repairs completed within 2 weeks

Straatbeligting Alle strate

Slegs Clanwilliam,



90% van alle herstelwerk

afgehandel binne 2 weke

Ideal All streets All Towns 90% of all repairs completed within 2 weeks

Ideaal Alle strate Alle dorpe 90% van alle herstelwerk

afgehandel binne 2 weke

Overall service Compliant with NER standards

Only Clanwilliam; Citrusdal ; Lamberts Bay; Graafwater; Elands Bay

90% of all repairs completed within 6 hours

Oorhoofse diens Gelykstaande aan NER

standaarde

Slegs Clanwilliam,




afgehandel binne 6 ure

Ideal Compliant with NER standards

All Towns

Ideaal alle dorpe Gelykstaande aan NER

standaarde Alle dorpe


afgehandel binne 6 ure

Water Water Minimum service description Quality Availability Response Time

Minimum diens beskrywing Kwaliteit Beskikbaarheid Reaksie tyd

Quality Formal 22mm water connection

100% SABS (category 1 water)

Kwaliteit Formele 20 mm water aansluiting (water on site)

100% SABS 241 (klas 1 water)

Storage capacity 48 hour retention

Stoorkapasiteit 48 uur retensie

All urban areas (95% urban) Maximum water loss 10% Breakages repaired within 6 hours

Network and Distribution

100% SABS 241 quality Continuous

Alle Stedelike gebiede (95%

stedelike dekking)

Maksimum 10%

waterverlies

Pypbreke binne 6 ure

herstel Netwerk en

verspreiding Alle water SABS 241

standaard Deurlopend

81

Sanitation

Sanitasie

Minimum service description Quality Response Time

Minimum diens beskrywing Kwaliteit Reaksietyd

Sewerage network / reticulation

Sewerage tank SABS standard Removal of sewerage within 12 hours

Riool network/

verspreiding Riooltenk SABS standaard

Verwydering van riool binne 12

ure na aanmendling

Purification Final effluent = 100% compliance with SABS (current 40%)

Blockages removed within 4 hours

Suiwering Finale vloei =100% SABS

standaard (tans 40%)

Verstoppings verwyder binne 4

ure

Streets and Storm Water Strate en Stormwater

Minimum service description Quality Availability Response Time

Minimum diens beskrywing Kwaliteit Beskikbaarheid Reaksie tyd

All residential roads tarred Potholes repaired within 4 weeks

Alle residensiële paaie geteer SABS 1200 Slaggate herstel binne 4

weke

90% of all existing roads acceptable (Pavement management system )

90% van alle paaie

“aanvaarbaar” volgens

bestuurstelsel

SABS 1200

Sport Sport Minimum service description Quality Availability


1 Combination field (Rugby and Soccer) per town

1 spectator ablution facility per town 3 events per week

1 Kombinasie veld (Rugby en sokker) per

dorp 1 toeskouer ablusie fasiliteit per dorp 3 wedstryde per week

Land-Use and Building Control

Grondgebruik en Boubeheer Minimum service description Quality

Minimum diens beskrywing Kwaliteit

100% land use applications processed within 90 days Legally compliant

100% van alle grondgebruik aansoeke verwerk binne 90 dae Voldoen aan wetlike vereistes

100% applications processed within 30 days Legally compliant

100% van alle aansoeke binne 30 dae verwerk Voldoen aan wetlike vereistes

Fleet Management Vloot Bestuur Minimum service description Quality

Minimum Diens beskrywing Kwaliteit

80% of all vehicles serviced on time 100% Roadworthiness

80% van alle voertuie op tyd gediens 100% Padwaardigheid

82

FINANCIAL SERVICES FINANSIëLE DIENSTE Minimum service description Quality Completed within

Minimum Diens beskrywing Kwaliteit Afhandelingstyd

Billing Accurate Billing (95% +) Within 7 days of month -end

Hef van rekeninge 95% + akkuraatheid Binne 7 dae na maand-einde

Collection of current revenue 95% within 60 days

Insameling van huidige rekeninge

(inkomste) 95% binne 60 dae

Collection of arrears revenue 50% within 180 days

Insameling van agterstallige rekeninge

(inkomste) 50% binne 180 dae

100% MFMA compliance Within 7 days of month -end or as required

100% voldoening aan MFMA Binne 7 dae na maand-einde of soos

benodig

Effective Cash Management 1:1 ratio or higher

Effektiewe Kontantbestuur 1:1 verhouding of hoër

Reliable standards of record keeping(statistical and documentary)

All (100%) records 98% reliability on stats

Betroubare standaard van rekordhouding

(statistiek asook dokumentering)

Alle rekords 100% betroubaar

98% betroubaarheid van statistieke

Reliable/ timeous management reporting Within 7 days of month -end

Betroubare / tydelike bestuurs raportering Binne 7 dae na maand-einde

Acceptable audit standards Legal Compliance Within 60 days of year end

Aanvaarbare oudit standaarde Voldoening aan wetgewing Binne 60 na na jaar-einde

Response on customer queries Satisfactory Resolved within 14 days

Reaksie op kliënte navrae Bevredigend Opgelos binne 14 dae

INTERNAL AUDIT

INTERNE OUDIT

Quality Availability Response Time Completed within

Kwaliteit Beskikbaarheid Reaksie tyd Afhandelingstyd

All audits queries compliant with Institute of Internal Auditor (ISA)

Audit Service available at all times

N/a N/a

Alle oudit verslae voldoen aan

die vereistes van die Interne

Oudit Instituut (ISA)

Oudit Diens beskikbaar

ten alle tye

Annual Risk-based Audit Planning

Monthly and Quarterly reporting to audit committee/ Municipal Manager

All audit assignments completed within determined timeframes

Jaarlikse Risiko gebaseerde

Oudit Beplanning

Maandelikse en kwartaalikse

rapportering aan die Munisipale

Bestuurder en Ouditkomitee,

onderskeidelik

Alle oudit take

afgehandel binne die

vasgestelde

tydsraamwerke

Ensuring 100% compliance with MFMA

Verseker 100% voldoening aan

MFMA

Ensuring 100% of all procurement is compliant with Supply Chain Management

All tender evaluations audited within 7 days after bid committee recommendation

Verseker dat alle aankope

(100%) voldoen aan

Voorsieningskanaalbestuur

vereistes

Alle tender evaluerings ge-oudit

binne 7 dae na die tender-

komitee voorstelle gemaak is

83

CHAPTER 5

OPERATIONAL STRATEGIES

HOOFSTUK 5

OPERASIONELE STRATEGIEë

5.1 Introduction In order to achieve the overall strategic outcomes of the Macro Strategy, the Cederberg Municipality has to strategically align its resources to stimulate growth in the region, while maintaining the integrity of the organization. This chapter will focus on Cederberg Municipality’s strategic response to the Macro Strategy.

5.1 Inleiding Ten einde die oorhoofse doelwitte van die Makro Strategie te bereik, moet Cederberg Munisipaliteit sy hulpbronne strategies aanwend vir groei, maar terselfdertyd die integriteit van die organisasie bevorder. Hierdie hoofstuk sal fokus op die Cederberg Munisipaliteit se bydra tot die bereiking van die Makro Strategie.

5.2 Business Principles

In order to ensure long term sustainability, certain business principles will have to be adhered to:

Infrastructure and Basic Services

• No subsidized housing development will be

supported in towns with low growth potential. • Infrastructure expansion over and above the

provision of minimum service levels will be focused on towns with higher growth potential.

• Infrastructure maintenance will receive preference over infrastructure expansion.

• Private developers should contribute to infrastructure development.

Institutional development and Transformation

• All staff receives orientation and induction, both

transversal and job-specific. • All institutional and transformation issues must be

in the best interest of the client. • Management continuity to ensure proper service

delivery.

Financial Viability

• Infrastructure expansion subject to long term

financial affordability. • Free services subject to affordability. Local Economic Development

• All projects, not aimed at addressing service

backlogs and/or service maintenance, should promote economic development as far as possible.

• LED projects should aim to complement existing economic sectors, rather than attempt to create

5.2 Besigheidsbeginsels

Ten einde langtermyn volhoubaarheid te verseker moet daar voldoen word aan sekere besigheidsbesingsels:

Infrastruktuur en Basiese Dienste

• Geen gesubsideerde behuisingsontwikkeling sal ondersteun word in dorpe met lae groei-potensiaal.

• Infrastruktuur ontwikkeling meer as die voorsiening van basiese diense sal gefokus word op dorpe met hoër ontwikkelingspotensiaal.

• Infrastruktuur onderhoud kry voorkeur bo infrastruktuur uitbreiding.

• Privaat ontwikkelaars moet bydra tot infrastruktuur ontwikkeling.

Institusionele Ontwikkeling en Transformasie

• Alle personeel word onderwerp aan oriëntering

en induksie, beide transversaal en pos-spesifiek. • Alle institusionele en transformasie kwessies moet

in die beste belang van die kliënt wees. • Bestendige bestuur ten einde kwaliteit diens te

lewer. Finansiële Volhoubaarheid

• Alle infrastruktuur uitbreiding onderhewig aan

lang-termyn finansiële bekostigbaarheid. • Gratis dienste moet gelewer word, onderhewig

aan bekostigbaarheid. Plaaslike Ekonomiese Ontwikkeling

• Alle projekte wat nie gemik is op die aanspreek

van diens agterstande en/of diensonderhoud, moet sover moontlik plaaslike ekonomiese ontwikkeling bevorder.

• Plaaslike Ekonomiese Ontwikkelingsprojekte moet fokus op die ondersteuning en uitbreiding

84

economic sectors. Good Governance

• Ward committees are the primary consultative

structure of the municipality. Spatial Development

• All projects will adhere to the spatial logic

implied by the growth potential of towns. • All projects will be subject to measurement of

impact on the environment in order to ensure environmental sustainability.

Inter-governmental cooperation

• Active participation in government programmes

van bestaande ekonomiese sektore, eerder as om nuwe ekonomiese sektore te ontwikkel.

Goeie Regering

• Wykskomitees dien as die primêre deelname

strukture van die munisipaliteit. Ruimtelike Ontwikkeling

• Alle projekte sal ooreenstem met die ruimtelike

logika geïmpliseer deur die groei potensiaal van dorpe.

• Alle projekte sal onderwerp word aan ’n bepaling van die impak op die omgewing ten einde omgewingsvolhoubaarheid te verseker.

Interregering samewerking

• Aktiewe deelname aan regeringsprogramme

5.3 Operational Strategies 2006-2011 This section will focus on the operational strategies of the municipality. The strategies will be classified in terms of the different directorates / functional units. A detailed description of the strategies is indicated in Annexure

1. These strategies should be implemented through the annual planning process and integrated in the Performance Management System of the Municipality. The annual plan for 2006/07 is indicated in Annexure

2, and includes the relevant key performance indicators and targets.

5.3 Operasionele Strategieë 2006-2011 Hierdie afdeling sal fokus op die operasionele strategieë van die munisipaliteit. Die strategieë is geklassifiseer in lyn met die onderskeie direktorate / funksionele eenhede binne die munisipaliteit. ’n Gedetailleerde beskrywing van die strategieë word aangetoon in Bylaag 1.

Hierdie strategieë moet geïmplementeer word deur die jaarlikse beplanningsproses en geïntegreer word in die Prestasie Bestuurstelsel van die munisipaliteit. Die jaarlikse plan vir 2006/07 word aangetoon in Bylaag 2, en sluit die relevante sleutel prestasie

indikatore en teikens aan.

85


Service Issue Strategy for achieving

objective Dienskwessie

Strategie vir die bereiking van

doelwit

HUMAN RESOURCES MENSLIKE HULPBRONNE

Key Performance Area:

Municipal Institutional Development and Transformation

Sleutel Prestasie Area:

Munisipale Institusionele Ontwikkeling en Transformasie

Recruitment and Retention Werwing en behoud van kapasiteit

Finalized Macro Structure High level drive to finalize

structure - high administrative priority

Finaliseer makro-struktuur Hoë vlak aksie om struktuur te finaliseer – administratiewe

prioriteit

Directors should ensure that vacant positions are being

advertised

Direkteurs moet verseker dat vakante poste geadverteer

word

Promote ownership of responsibility to fill positions with

respective directors

Bevorder eienaarskap van werwingsproses by die onderskeie direkteurs

Review salaries and packages Hersien huidige salarisse en

pakkette

Create internship opportunities related to critical / strategic positions and retain if possible

Skep internskap geleenthede wat gekoppel is aan

strategiese / kritieke poste en behou interns indien moontlik

Building municipal capacity: Recruitment: filling 20% Critical Position (20% of total positions)

Create mechanisms to enable the municipality to retain well

performing staff

Bou Munisipale Kapasiteit: Werwing: Vul 20% van alle

kritiese posisies (20% van totaal)

Skep meganismes om die munisipaliteit in staat te stel om

personeel wat presteer te behou

Human Resource Development Menslike Hulpbron ontwikkeling

Skills and training

Basic Computer literacy for all supervisors and managers)

Develop, implement and review computer literacy

programme

Vaardigheid en Opleiding

Basiese Rekenaar geletterdheid vir alle toesighouers en

bestuurders

Ontwikkel, implementeer en hersien (jaarliks) rekenaar-geletterdheidsopleidings

program

Skills and training Driver's license

Develop, implement and review driver's license

programme

Vaardigheid en Ontwikkeling Bestuurslisensies

Ontwikkel, implementeer en hersien (jaarliks )

lisensiëringsprogram

Skills and training Third Language

Develop, implement and review third language

programme

Vaardigheid en Ontwikkeling Derde Taal

Ontwikkel, implementeer en hersien (jaarliks)’n Derde Taal

ontwikkelingsprogram

Accredit all managers and supervisors as mentors

Managers and supervisors contractually obliged to

undertake mentorship course

Akkrediteer alle bestuurders en toesighouers as mentors

Verplig bestuurders en toesighouers kontraktueel om

mentorskap opleiding te ondergaan

Design training centre policy and processes, internally

funded

Ontwikkel bestuursprosesse en beleid vir sentrum (intern

befonds) Development and maintain a training centre

Compile annual training schedules and programmes

Ontwikkeling en onderhoud van ‘n opleidingsentrum Stel jaarliks opleidingskedule en

programme op in lyn met Vaardigheidsontwikkelingsplan

Job Health and Safety Beroepsgesondheid en Veiligheid

Safety policy for employees to enforce safety practices

Implementering van ’n afdwingbare veiligheidsbeleid

Comply with minimum health and safety equipment

requirements

Singular budget for health and safety

Voldoen aan minimum beroepsgesondheid / veiligheids- vereistes

Enkele, gekonsolideerde begroting vir

Beroepsgesondheid en Veiligheid

86





doelwit

5 year implementation

programme with annual targets

Opstel van 5-jaar implementeringsprogramme

met jaarlikse teikens

ARCHIVES AND RECORD KEEPING ARGIEF EN REKORDHOUDING

Develop and implement electronic archive system

through budgeting and active fund-sourcing

Ontwikkel en implementeer ’n elektroniese argiefstelsel deur begrotingsprioritesering en

aktiewe fondswerwing Compliance with national archive requirements

(legislative) Ensure current initiative to

improve archive "environment" meet legal requirements and that environment is maintained

on standard

Voldoen aan nasionale argief vereistes

Verseker dat huidige inisiatiewe poog om die argief omgewing aan die wetlike vereistes te laat

voldoen en dat hierdie omgewing onderhou word

Acceptable equipment for taking minutes (electronic)

Research most applicable solution and fund through

budget or active fund-sourcing

Aanvaarbare elektroniese toerusting benodig vir die

neem van notules

Ondersoek die mees toepaslike oplossing en befonds deur begroting en/of aktiewe

fondswerwing

COMMUNICATION KOMMUNIKASIE

Develop concept Ontwikkel konsep

Development of a call centre Active fund-sourcing to establish call centre

Ontwikkel Inbel-sentrum Aktiewe fondswerwing vir die ontwikkeling van inbel-sentrum

CLEANING SERVICES SKOONMAAK DIENS

Ensuring continuous maintenance of offices

Annual maintenance and upgrade schedule

Verseker dat skoonmaak diens deurlopend gelewer word

Jaarlikse onderhoud en opgraderingskedule gekoppel

aan begroting

87

SEOD SEOD




doelwit

HOUSING BEHUISING Key Performance Area:



Infrastruktuur en Basiese Dienslewering

Citrusdal Providing infill housing

Infill housing provision covering different income groupings

(120, subsidized housing, middle - high income erven)

Citrusdal Voorsiening van “invul”

behuising

Ontwikkel invul behuising vir verskillende inkomste

groeperinge (gesubsideerde behuising, middel inkomste en

hoë inkomste)

Clanwilliam Housing (800 low income

subsidized housing)

Upgrade bulk infrastructure through MIG and apply for appropriate housing funds

Clanwilliam Gesubsideerde behuising (800

lae koste eenhede)

Gradeer grootmaat dienste op deur MIG aansoeke en doen

aansoek vir toepaslike behuisingsfondse

Clanwilliam Re-location of informal

settlement (414 households) Ensure funding approval

Clanwilliam Hervestiging van informele vestiging (414 huishoudings)

Verseker dat befondsing goedgekeur word

Land-audit for middle and high income housing options

Grond-oudit gemik op middel en hoë inkomste groepe Focused planning on middle

and high income groups Market findings of audit to

private sector

Fokus beplanning op middel en hoër inkomste groepe

Bemark bevindinge van oudit aan die privaat sektor

Continuously update databases and meeting with

housing committees

Deurlopende opdatering van databasis en skakeling met

behuisingskomitee Maintain up-to date housing information Expanding of housing

database to include more information

Onderhou akkurate behuisings-inligting Uitbreiding van

behuisingsdatabasis om meer inligting weer te gee

Improve human settlement quality

Focus subsidized housing on large towns with highest growth

potential

Verbeter menslike vestiging kwaliteit

Fokus gesubsideerde behuising op die groter dorpe met die hoogste groei potensiaal

Promote middle and high income housing in Lamberts Bay, Elands Bay, Citrusdal and

Clanwilliam

Promote middle to high income residential developments to enable cross-subsidization for

bulk infrastructure development

Bevorder middle inkomste behuising in Lambertsbaai, Citrusdal en Clanwilliam

Bevorder middel tot hoë inkomste residensiële ontwikkelings om

kruissubsidiëring vir grootmaat dienste moontlik te maak

WASTE MANAGEMENT REINIGINGSDIENSTE Key Performance Area:

Infrastructure and Basic Services Sleutel Prestasie Area:


Obtain Licenses Addressed through

investigating alternative sites Verkry lisensies

Sal aangespreek word deur die identifisering van alternatiewe

persele

Lamberts bay Establish alternative site

Lambertsbaai Ontwikkel alternatiewe perseel

Graafwater Alternative site

Graafwater Ontwikkel alternatiewe perseel

Elands bay Alternative site required

Devise funding proposals based on Waste Management

Plan (IWMP) Elandsbaai

Ontwikkel alternatiewe perseel

Ontwikkel befondsings-aansoeke gebaseer op Vullisbestuursplan (IWMP)

Reduce overall wastage in area

Recycling project per town to reduce, re-use and recycle

(RRR)

Verminder die totale volume vullis in die gebied

Herwinningsprojekte op alle dorpe gemik op vullis

vermindering, hergebruik en herwinning

Ensure that all sites have sufficient human and capital resources prior to project

initiation

Verseker dat alle persele voldoende menslike en

kapitale hulpbronne het voor projek inisiëring Management of sites

Improve waste management information system (monitoring

and disclosing)

Bestuur van persele

Verbeter vullisbestuur informasie stelsels (monitering

en bekendmaking)

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SEOD SEOD




doelwit

Improved service management Improve waste management information system (monitoring

and disclosing) Verbeterde diens bestuur

Verbeter vullisbestuur informasie stelsels (monitering

en bekendmaking)

Improved adherence to service conditions by clients

Improve enforcement of service conditions (type of refuse to be removed, etc)

Verbeterde voldoening aan diensvoorwaardes deur die

kliënt

Verbeter die toepassing van diens-voorwaardes (tipes vullis

wat verwyder word, ens.)

Human and capital resources aligned with new development

/ service growth

Ensure that future development take into consideration HR-

impact on municipality (same staff complement , bigger

services)

Menslike en kapitale hulpbronne belyn met nuwe

ontwikkelinge en diens-uitbreidings

Verseker dat daar by die goedkeuring van nuwe

ontwikkelings aandag gegee word aan die Menslike hulpbron impak op die

munisipaliteit (selfde personeel, maar diens brei uit)

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doelwit

WATER WATER Key Performance Area:




Replace 1% of existing network over 5 years

Ensure proper resources is accessed from internal budget

Vervanging van 1% van bestaande netwerk oor 5 jaar

Clanwilliam Pump station and rising main

upgrade

Clanwilliam Pompstasie en hooflyn

opgradering

Clanwilliam 3 ml Reservoir

Clanwilliam 3 ml Reservoir

Clanwilliam Water Purification works

Clanwilliam Watersuiwerings-aanleg

Citrusdal 3 ml Reservoir

Citrusdal 3 ml Reservoir

Lamberts bay Additional water source

Lambertsbaai Addisionele waterbron

Lamberts bay 3 ml Reservoir

Lambertsbaai 3ml Reservoir

Elands bay Additional water source

Elandsbaai Addisionele waterbron

Elands bay 500 kl Reservoir

Continuous fund sourcing and contributions from private

developers

Elandsbaai 500 kl Reservoir

Deurlopende fondswerwing en bydrae van privaat

ontwikkelaars

SANITATION SANITASIE Key Performance Area:

Infrastructure and Basic Services Sleutel Prestasie Area:


Active Fund Sourcing Aktiewe fondswerwing Eradication of bucket system

High political priority project Uitwissing van emmerstelsel

Hoë politiese prioriteit

Elandskloof Construction of new plants as part of bucket eradication

Elandskloof Ontwikkeling van nuwe aanleg

as deel van uitwissing van emmerstelsel

Leipoldtville Construction of new plants as part of bucket eradication

High political priority project Leipoldtville

Ontwikkeling van nuwe aanleg as deel van uitwissing van

emmerstelsel

Hoëvlak politiese prioriteitsprojek

Special application Spesiale befondsing-aansoek Citrusdal

Re-develop treatment site High political priority project

Citrusdal Her-ontwikkeling van suiwerings-aanleg

Hoëvlak politiese prioriteitsprojek

Lamberts Bay Upgrade of current dam

Continuous fund sourcing and contributions from private

developers

Lambertsbaai Opgradering van huidige

oksidasiedamme

Deurlopende fondswerwing en bydrae van privaat

ontwikkelaars

Elands Bay Upgrade of existing

infrastructure Private funding accessed

Elandsbaai Opgradering van bestaande

infrastruktuur Privaat befondsing is bekom

Maintain sufficient pump capacity

Ensure that additional capacity requirements are negotiated

with developers

Behou voldoende pomp kapasiteit

Verseker dat voldoende kapasiteits vereistes met

ontwikkelaars onderhandel word

90





doelwit

ROADS PAAIE

Key Performance Area: Infrastructure and Basic Services

Sleutel Prestasie Area: Infrastruktuur en Basiese Dienslewering

90% of all existing roads acceptable (Pavement management system)

Develop and implement annual resealing programme focused on maintaining existing

infrastructure

90% van alle paaie aanvaarbaar

Ontwikkel en implementeer jaarlikse herseëlingsprogram

gefokus op die onderhoud van bestaande infrastruktuur

90% of all existing roads acceptable (Pavement management system)

Fixed budget allocation per year

90% van alle bestaande paaie aanvaarbaar (Pad-

bestuurstelsel)

Vasgestelde jaarlikse begrotingstoekenning

50% of current urban gravel streets paved

Active fund-sourcing to pave existing urban gravel streets

50% van huidige stedelike gruispaaie geteer

Aktiewe fondswerwing om huidige gruisstrate (stedelik) te

teer

Improved transport/ traffic in Clanwilliam CDB

Verbeterde verkeer/ vervoer in Clanwilliam Sake-kern

Industrial by-pass Clanwilliam

Access funding to develop Detailed Transport planning for Clanwilliam CBD including access to industrial area

Industriële ompad in Clanwilliam

Werf befondsing om gedetailleerde Vervoer

beplanning vir Clanwilliam sake-kern te doen, ingesluit die

industriële area

Citrusdal Improve storm water for existing

streets

Access funds based on Citrusdal Storm water Master

Plan

Citrusdal Verbeter stormwater vir

bestaande strate

Verkry befondsing vir die opstel van ’n stormwater meesterplan

Clanwilliam Improve storm water for existing

streets

Access funds to implement Clanwilliam Storm water plan

Clanwilliam Verbeter stormwater vir

bestaande strate

Verkry befondsing vir die opstel van ’n stormwater meesterplan

SPORT DEVELOPMENT SPORT ONTWIKKELING

Key Performance Area:




Citrusdal Utilize LOTTO funds for sport

development

Ensure that project design and implementation is finalized within set timeframes

Citrusdal Utilize LOTTO funds for sport

development

Verseker dat projek ontwerp en implementering gefinaliseer word binne die voorgestelde

tydsraamwerke

Elandsbaai Utilize LOTTO funds for sport

development

Ensure that project design and implementation is finalised within set timeframes

Elands Bay Utilize LOTTO funds for sport

development

Verseker dat projek ontwerp en implementering gefinaliseer word binne die voorgestelde

tydsraamwerke

SPATIAL PLANNING RUIMTELIKE BEPLANNING

Key Performance Area: Spatial Development

Sleutel Prestasie Area: Ruimtelike Ontwikkeling

Finalized SDF Ensure that SDF is completed through continuous liaison with

service provider Finaliseer ROR

Verseker dat ROR voltooi word deur deurlopende monitering

van diensvoorsiener

Citrusdal Uplifting of moratorium on subdivisions and rezoning

Ensure sufficient bulk infrastructure to allow for

growth

Citrusdal Hef die huidige moratorium op

onderverderlings en hersonerings op

Uplifting of moratorium on subdivisions and rezoning

Clanwilliam

Ensure sufficient bulk infrastructure to allow for

growth

Clanwilliam Hef die huidige moratorium op

onderverderlings en hersonerings op

Verseker dat voldoende grootmaat dienste ontwikkel

word wat groei kan akkommodeer

Plan for expansion and growth of Industrial and Business areas of Citrusdal and Clanwilliam

Ensure business and industrial growth is prioritized in spatial

plan

Beplan vir die uitbreiding en groei van industriële en

besigheidsareas in Citrusdal en Clanwilliam

Verseker dat besigheids- en industriële ontwikkeling

geprioritiseer word in ruimtelike planne

Create developer friendly environment in Lamberts Bay, Clanwilliam, Elands Bay and

Promote middle to high income residential developments to enable cross-subsidization for

Skep ontwikkelaarsvriendelike omgewing in Lambertsbaai, Clanwilliam, Elandsbaai en

Bevorder die ontwikkeling van middel tot hoë inkomste

residensiële ontwikkeling ten

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doelwit

Citrusdal bulk infrastructure development

Citrusdal einde die kruissubsidiëring van infrastruktuur ontwikkeling

moontlik te maak

Improve land-use in rural areas Access specialist support

service from West Coast District Municipality

Verbeterde grondgebruik beheer in landelike areas

Versoek ondersteuning van Weskus Distriksmunisipaliteit

FLEET MANAGEMENT VLOOTBESTUUR

Key Performance Area: Municipal Institutional Development and Transformation

Sleutel Prestasie Area: Munisipale Institusionele Ontwikkeling en Transformasie

Develop and implement fleet replacement programme

Ontwikkel en implementeer vloot bestuur en

vervanginsgprogram No vehicles older than 10 years

still used Fixed budget allocation per

year

Geen voertuie ouer as 10 jaar in gebruik

Vasgestelde jaarlikse begrotingstoekenning

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FINANCIAL SERVICES FINANSIëLE DIENSTE




doelwit

Key Performance Area Financial Viability

Sleutel Prestasie Area Finansiële volhoubaarheid

40% HR-resources to be complemented

Utilize external expertise to mentor and capacitate suitable appointees

Gebruik eksterne spesialiste om te mentor asook om die relevante personeel te

kapasiteer


Access funds to improve compensation levels for critical

posts (rural subsidy)

Fondswerwing met die oog op die verbetering van

vergoeding vir kritiese poste (landelike subsidie)


Ensure long-term internal stability through strategic involvement of external

expertise and government support

40% van bestaande menslike hulpbronne moet aangevul

word

Verseker lang termyn interne stabilieit deur die strategiese deelname van eksterne vaardighede en regering-

ondersteuning

Utilize external expertise to mentor and capacitate suitable appointees

Gebruik eksterne spesialiste om te mentor asook om die relevante personeel te

kapasiteer

Capacitate all departmental staff through on-job training, local workshops and distance

learning

Bemagtig alle departementele personeel deur beroeps-opleiding, plaaslike

werkswinkels en afstand-onderrig

Proper policy for further study for all existing staff

Ontwikkeling van ‘n omvattende beleid vir naskoolse opleiding vir

personeel

Extensive Skills development required for current staff

Promote cooperative leadership through continuous

team-building between management, council and

staff

Uitgebreide vaardigheidsontwikkeling

benodig vir huidige personeel

Bevorder samewerkende leierskap deur deurlopende spanbou tussen bestuur, die

Raad en personeel

Improve physical working conditions for finance staff

Ensure the construction of adequate office facilities take

place as per planned standards

Verseker dat die oprig van die beplande fasilieite op standaard geskied

Improve physical working conditions for finance staff

Ensure that personnel are properly equipped with all

necessary resources to function at required standard

Verbetering van die fisiese werksomstandighede van

personeel in finansiële afdeling Verseker dat personeel die

nodige toerusting en hulpbronne kry wat nodig is om

hul funksies te verrig

Data cleansing Integrate into new financial

system implementation process Data-suiwering

Integreer die skoonmaak van data in die beplande nuwe

finansiële stelsel

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INTERNAL AUDIT INTERNE OUDIT




doelwit. Key Performance Area:

Financial Management and Viability


Finansiële Bestuur en Volhoubaarheid

Promote External advertisement and appointment

Bevorder eksterne advertering en aanstelling

Internal audit division (1 additional person)

Promote Internal recruitment

and training

Interne oudit-afdeling (benodig addisionele persoon)

Bevorder interne werwing en opleiding

Change management by Internal audit division

Change perception of IA from "policing" to "improving financial practice"

Veranderingsbestuur deur Interne Oudit Afdeling

Verander persepsie van IO as “polisiëring” na “verbetering

van finansiële praktyk”

Increased level of financial control

Continuous RBAP focus on control mechanisms

Verbeterde Finansiële beheer Deurlopende RGOP fokus op

beheer meganismes

Assist management achieving their 5-year goals/objectives

Focus RBAP on Directors' KPI Ondersteun bestuur ten einde 5

jaar doelwitte en teikens te bereik

Integreer Sleutel Prestasie Indikators van Direkteurs in die

RGOP

5.4 Multi-Year budget

The Multi-year budget is attached as Annexure 4. The current budget may not be sufficiently aligned with the IDP-priorities, as the plan was being compiled during 2006. It is envisaged that the Macro Strategy will be used to plan the 2007-2010 budget.

5.4 Meerjarige Begroting

Die meerjarige begroting is aangeheg in Bylaag 4. Die huidige begroting mag dalk nie heeltemal ooreenstem met die GOP-prioriteite, aangesien die plan opgestel was gedurende 2006. Daar word voorsien dat die Makro Strategie aangewend sal word vir die 2007-2010 begroting.

94

CHAPTER 6

CONCLUSION

HOOFSTUK 6

AFSLUITING

It is the purpose of the IDP to coordinate and align planning within the Cederberg Municipal Area. The Macro Strategy is specifically aimed at aligning all role-players involved in the development in the region in a comprehensive manner, by putting forward a range of high order strategic guidelines. The dynamic environment in which planning takes place, necessitates a high level approach, as the municipality has insufficient resources to deal on a project level with all stakeholders. Role-players should therefore use the Macro Strategy to inform their planning. If the municipal area is to grow, it must exploit its strengths and reduce the impact of its weaknesses. Random development projects will fail to muster the required momentum which can make a meaningful impact on the regional economy.

Dit is die doel van die GOP om beplanning in die Cederberg Munisipale gebied te koördineer en te stroomlyn. Die Makro Strategie is spesifiek gemik daarop om alle ontwikkelingsgerigte rolspelers in die gebied te koördineer deur die daarstel van ’n reeks omvattende hoë-orde strategiese riglyne. Die dinamiese omgewing waarin beplanning afspeel noodsaak ’n hoë-vlak benadering, aangesien die munisipaliteit onvoldoende hulpbronne het om op ’n projek-vlak met alle rolspelers te skakel. Rolspelers word daarom aangemoedig om die Makro Strategie aan te wend om hul beplanning te fokus. Die munisipale gebied kan slegs groei indien die bestaande sterkpunte optimaal ontwikkel word en die impak van die swakpunte geminimaliseer word. Ongestruktureerde projekte sal nie die nodige momentum kan skep wat nodig is om die die streek se ekonomie te laat groei nie.

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ANNEXURE 1

Detailled 5 Year Strategies

BYLAAG 1

Gedetaileerde 5 Jaar Strategieë

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ANNEXURE 2

Annual Plan 2006/07

BYLAAG 2

Jaarplan 2006/07

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ANNEXURE 3

Critical Projects (WSDP)

BYLAAG 3

Kritiese Projekte (WDOP)

98

ANNEXURE 4

Multi-Year Municipal Budget

BYLAAG 4

Meerjarige Munisipale Begroting

bestuurs-opsomming cederberg municipality …bestuurs-opsomming cederberg municipality cederberg...

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