Hessequa Integrated m Development

Plan 2017 - 2022

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Document Structure

Foreword by the Executive MAYOL.......cccccccceccccecsceccccecsceccccecsceccccecscscescecccsceccececscescscccscecess 1 Foreword by the Municipal Manager .........ceccccccscercccecsceccccccscsccccecscsceccececececcccecscescccecscecess 2 Section 1 - Municipal Vision & Organisational Structure........ccsccccececcccccececcccccsceccccecscececcecs 3 Section 2 Regional Governance StrateGies........scscccceccccccsceccccccsceccccccsceccccecsceccccecscececcece 44 Section 3 Operational Strategies .......c.cccccccccccececcccccsceccccccsceccccccscsccccccccececcccccecesesccceces 139 Section 4 Inter-Governmental & Civil Society PIANNING........ceccccccececcccccsceccccccscececcececes 217

Foreword by the Executive Mayor

Residents of the Hessequa municipal area, Tourists, Investors and all readers of this document, please allow me to share with you a brief overview of what this 2017 to 2022 document involves.

In my capacity as Executive Mayor, | am assigned the responsibility of managing the preparation of the Integrated Development Plan and can | confirm that we adhere to the process of compiling this document as captured in the municipal system act (Act 32 of 200) section 25. This is thus the principal strategic document of the new council that was elected in August 2016. This municipality will under my leadership strive to give effect to the Integrated

Development Plan and conduct its affairs in a manner that is consistent with the plan, which guides and informs all planning, budgeting, management and decision-making in a municipality, as stipulated in section 36 of the Municipal System Act.

In terms of our vision, A Caring, Serving and Growing Hessequa, we added some “colour”, this is to visually emphasise and recognise our people and their Social, Economic and Environmental well-being within the vision.

Infrastructure development and sustainability of municipal services is a critical factor in the development of this Integrated Development Plan. The review of our Spatial Development Framework allows for better managing of the spatial environment and enhance social partnerships and bringing private sector closer to the poor. Support from National and Provincial Government is critical to improve the safety and well-being of our communities and will we make use of each and every platform to present the needs of the Hessequa people to the different role-players at all levels.

Human Settlements and Disaster Management needs better public partnerships and community involvement. A new approach is needed to improve the access to adequate housing and disasters like fires in our area. Landfill sites and water storage is also a major challenge for us, but will we manage the situation with special projects and strategies. Backyard dwellers are a priority and better understanding and research is needed to determine what support could be provided to families living in these conditions as they wait to be benefit from housing subsidies. The list goes on and on but with proper consultation, support from all stakeholders and a positive approach Hessequa can continue to improve and live up to our vision.

The document also reflects the diverse nature of all our towns, their access to services and their development priorities. The vast geographical layout of our municipal region adds a unique challenge to improve all our service standards. Public participation and improved communication need to break the barrier informing all residents, including rural areas, of short and long term projects. We will strive to bring services closer to all residents as we do care, serve and actively grow our beautiful Hessequa region.

Grant Riddles

Executive Mayor, Clr. G Riddles

Foreword by the Municipal Manager

Hessequa has the history of a municipality that aims to be an excellent local government. As communities suffer the negative effects of very real economic strain, the municipality finds itself in a place where the sustainability of our budgets is becoming a very real challenge. Within this context, the 4" Generation Integrated Development Plan played an immensely important role to keep decision making objective.

The IDP facilitated the development of a set of strategic objectives and a roadmap at the hand of pre-determined objectives to ensure that focused impacts can be made in the coming 5 years. At the

hand of area based planning methodologies the IDP has restructured planning in such a way that the reader will be able to see exactly what will be happening in his/her community within the coming years. This was strengthened by the commitment of council to approve a three year budget. This allows for the improvement of all processes that influence service delivery to the public and can the way forward be communicated better to all communities.

The newly elected ward committee structure ensures the relationship with all communities, as we are committed to the inclusion of residents in municipal processes. Several representative platforms are also included in the ward committee structures.

However, it is important to note that Hessequa is experiencing serious pressure on its sources of income together with rising cost factors. Objective planning needs to be continued throughout the cycle of the 4" Generation IDP, together with proper monitoring of progress on goals as provided in the National Development Plan and the Hessequa Long Term Financial Plan. The management of organisational performance in delivery on the goals set out in the IDP is of utmost importance to ensure the continued delivery of services to our communities in a manner that enhances their quality of life.

The IDP started to facilitate a renewed process of joint planning with all soheres of government to ensure that people are placed first when it comes to client services. Pro-active action plans are formalised to limit the impact of disasters on our residents and all of these strategic issues find their origin in the IDP.

One fact continues to surface in the content of the IDP and it tells us that our future is in the hands of all. Communities need to pick up their responsibility to join government forces and make the Hessequa dream a reality. The diverse nature of the Hessequa region is an asset and it needs to be considered something to be proud of. As Hessequa Municipality reaches for new heights, we look forward to a strengthened commitment of accountability to communities.

Johanu Jacobs

Section 1- Municipal Vision & Organisational Structure

2017 = ZOZ2F VISION sos caascscrsnasetescoasenes E EE EAEE EE 4 Existing Levels of Development..........ssssessesesesoesescesesoecsesoecesoscoesoscoesoscesosoesosoecesosoesoeoesoecoesoeoe 5 Legislative FrameworK.........s.ssessesesesoesesoecesoecesoscoesoscoesoscesoscecesceoesoscesoeoesoscoesosoesosoesescesesoeoee 16 Strategic OD CCH CS sirusceiorersisdrdidni terinin nE TELNE ENE ENTE EE A ai 21 Organisational Structure & Transformation ........sesessesesoesesoscesoscesoscesesoccesoeoesosoesoscoesosoeeeeo 35 Macro-Organisation Structure Diagram: ......cececececscscsccccceccccccccscscscscscscscscecscccsecscscscscscsens 37

2017 2022+ Vision

A Caring, Serving and Growing Hessequa

After the municipal elections of 2016 in the month of August, Council initiated with immediate steps to develop the strategic direction for the municipality. The first consultation with all councillors developed a list priorities that defines the strategic intent of Council. The following

list represents the inputs as given by councillors:

- Green - Sustainable - Responsiveness - Quality Service - Caring - Safety

Delivery - Cost Effective Services - Rural Development - Clean - Development - Prevention - Backlog Eradication - Productivity - Conservation - No Grant Dependency - Socio-Economic - Unlocking Potential - Accessible Transformation - Fair Treatment

In preparation of the first strategic discussion between management and Council, six critical areas were identified by the executive committee to be addressed through the strategy of

the Hessequa Municipality. These principles where:

Opportunity Responsiveness



3. Service Delivery

4. Honesty

5. Redress of Past Inequalities 6

Safe Communities

During the consultation it was discussed that the vision of Council should be based on the pillars of sustainability which are Social Well-being, Economic Viability and Environmental Integrity. The colours that are used the vision statement represent these three principles. Another important aspect that was discussed in detail during the consultations, is that of planning for a longer term and not only for the five year term of office of Council. The Hessequa developmental need is far greater than that can be achieved within five years and should be considered during all planning processes as a strategic framework for future realities. The Mission Statement of Hessequa Municipality finds its beginning in the list of principles mentioned above. The mission statement encapsulates these strategic principles

to give effect to the vision of the Hessequa Council.

Existing Levels of Development

Section 26(b) of the Municipal Systems Act requires the IDP to reflect the existing levels of development of the municipality. In this regard Hessequa is unique as it is a region with ten distinct towns or settlements, each with their unique history, development potential and challenges. To better understand these realities, the following table provides a brief overview of each of these towns, status of services and development levels. This table also reflects

services not rendered by the municipality to provide an integrated overview.

Albertinia Basic Services, Municipal Office, Job Creation, Education, Library, Business Centre, Health Sewerage Infrastructure, Road Services, Safety Services, Sport Infrastructure, Low Cost & GAP Facilities, Community Facilities, Housing Industrial Area, Educational Services Basic Services, Mobile Library | Road Infrastructure, Job Creation,

Service, Sport Field, Community Hall Low Cost Housing

Mission Statement

Our mission is to be a caring, sustainable and transparent municipality. We believe in fairness and equality, quality service delivery, productivity and use of alternative technology to uplift all communities. We want all to be able to access socio-economic freedom as we live responsibly in harmony with the environment.






Basic Services, Municipal Office,

Library, Municipal Campsite, Sport

Facility, Community Facilities,

Seasonal Safety Services

Basic Services, Municipal Office,

Libraries, Sport Facilities,

Community Facilities, Safety Services, Health Services, Emergency Business

Services, Centre,

Educational Services

Basic Services, Municipal Campsite, Sport Facility


Basic Services, Municipal

Library, Health Services, Sport

Facility, Community Facility, Primary Educational Services

Basic Services, Municipal Offices, Facilities, Health

Library, Sport

Services, Emergency Services, Safety

Services, Community Facilities,

Industrial Area, Business Centre,

Thusong Centre, Airstrip,

Educational Services

Basic Services, Municipal Office,

Library, Sport Facility, Health

Service, Community Facilities,

Primary Educational Services

Road Infrastructure, Sewerage

Infrastructure, Job Creation,

Water Security

Industry Development, Low Cost & GAP Housing, Job Creation, Water

Emergency Services,


Sewerage Infrastructure, Climate

Change Adaptation, Water Security Low Cost & GAP Housing, Job

Creation, Water Security

Job Creation, Road Infrastructure, Industry Development, Educational Facilities, Low Cost & GAP

Housing, Commercial

Development, Water Security

Job Creation, Road Infrastructure, Industry Development,

Emergency Services, Safety

Services, Water Security

Basic Services, Municipal Office, Commercial Development,

Library, Sport Facility, Health Industry Development, Bulk

Service, Community Facilities, Safety Infrastructure Development, Services, Seasonal Emergency Property Development, Water Services, Business Centre, Airstrip, Security

Primary Educational Services

Basic Services, Municipal Campsites, Sewerage Infrastructure, Community Facilities, © Seasonal Stormwater Infrastructure, Roads Safety Services Infrastructure, Climate Change

Adaptation, Water Security

With this brief overview of development levels and priorities, the development need of the residents of Hessequa is well reflected in the Socio-Economic Profilet that is regularly

published by Provincial Treasury. This overview reflects the 2018 and 2019 publication.

Demographics Population Estimates, 2018; Actual households, 2016

Population Households

55 559 im 17 731

1 Socio-Economic Profile Hessequa Municipality 2016, published by Western Cape Government, Provincial Treasury

Education 2018 2018 malic Pass Rale ie) « Gini Coefficient 0.564 Retention Rate ® ai 67.0% ingo Human Development index 0.710 Leamer-Teacher Ratio 26.9 2018/19 Primary Health Immunisation Maternal Mortality Ratio Teenage Pregnancies - O Care Facilities Rate (pet 100 000 live births) Delivery rate to women U/18 9 79.8% | 0 20.2 Safety and Security Actudi number of reported cases m 2018/17

Residential Burglaries | DUI | Drug-related Crimes Murder Sexual Offences sO 346 | 108 | 815 8 | 47

Access to Basic Service Delivery Percentage of households with access to basic services, 2014

bon Water Refuse Removal Electricity 2 Sanitation I Housing = |

90.6% JAA 98.0% -S ~ 97.3% 99.8% : é Hii ill &

Unemployment Rate Risk 7 Financial sustainability (narrow definition ahh ee i Risk 2 Detenorating education outcomes Road User Fatalities | / f 0% Risk 300 Access fo water and refuse removal

Largest 3 Sectors Conhibution to GDP, 2017 Finance, insurance, real estate & Wholesale & retail tade, catering Manufacturing business services & accommodation

21.0% 19.1% 14.1%


In 2018, Hessequa will have an estimated population of 55 559, after five years this population is estimated to be 57 406. This equates an estimated annual growing rate over this time span

of 0.7 per cent. The estimated population growth rate of Hessequa is therefore 0.2

percentage points lower than the estimated population growth of the Garden Route

District’s annual average population growth rate of 0.9 per cent.

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m2018 56 422 212 120 | 99 319 m 2019 214613 100 626 m 2020 217 057 101 903

m 2021 59 321 219 452 56 692 25 579 76 830 103 149 95 660 m 2022 60 259 221798 | 57053 25 656 77 523 104 366 95 565 m 2023 61 184 224 095 57 406 25 734 78 196 105 556 95 456

Access to Services

One of the major challenges of the Hessequa municipal region is the vast geographic layout. The above mentioned communities are located in a rural area more than twice the size of the City of Cape Town Metro. When access to services are assessed within the IDP, it includes the vast amount of households that are in the rural areas. These households do pose a major challenge in terms of service delivery as they are not connected to any form of municipal basic service. The following tables represent the access to basic services for all households

comparatively in Hessequa to that of other municipalities in the Garden Route.


SERVICE STANDARD DEFINITION: Households with access to piped water inside the dwelling or yard or within 200 metres from the yard.

Average Average

annual annual Area 2011 2016 change change growth

2011 -2016 2011-2016 2011 - 2016


Although Hessequa experienced an annual increase of household access to piped water

(to within 200 metres of the yard) of approximately 35 households per annum between 2011

and 2016, the proportion of households with overall access to piped water declined over this

period from 98 per cent in 2011 to 90.6 per cent in 2016, indicating that access to piped water

was unable to keep pace with the growth in the total number of households.

Piped water access within the Hessequa

municipal area per ward

Hessequa Piped Piped Piped (tap) Piped (tap) Piped (tap) No Unspecified Total (tap) (tap) water on water to water on access water water community community community to inside inside stand: stand: stand: piped the the distance distance distance (tap) dwelling yard less than less than greaterthan water 200m from 200m and 1000m (1 dwelling 1000m from km) from dwelling dwelling Total 12945 2271 442 40 9 326 48 16080 Ward 1 1222 235 70 8 - 65 14 1613 Ward 2 1862 599 - 3 - 66 10 2540 Ward 3 2132 127 17 10 - 25 5 2314 Ward 4 1253 411 119 5 6 29 1824 Ward 5 870 311 30 - - 3 3 1216 Ward 6 1525 171 26 3 - 100 3 1828 Ward 7 1822 131 146 4 - 19 9 2134 Ward 8 1272 190 14 - - - 3 1478 Ward 9 987 95 20 3 - 21 3 1132


Refuse Removal

SERVICE STANDARD DEFINITION: Households who have waste removed by local authorities at least weekly.

Average Average annual annual Area 2011 2016 change change growth

2011 -2016 2011-2016 2011 - 2016

The data indicates that within Hessequa, only 74.4 per cent of households have their refuse


removed at least once a week. Hessequa lags behind both the Province and the District in terms of the levels of access to refuse removal by the local authority at least once a week. The biggest concern is the per centage of households that use their own refuse dump. However, it is because the refuse removal service in the Municipality is mostly provided for

urban households; generally not for rural households or farms.

Refuse or rubbish removal within the Hessequa municipal area per ward

Hessequa Removed Removed Communal Own No Other Unspecified Total

by local by local refuse refuse rubbish

authority authority dump dump disposal

at least less

once a often

week Total 12597 94 194 2564 259 323 48 16080 Ward 1 1036 16 35 393 79 40 14 1613 Ward 2 2143 3 9 336 27 11 10 2540 Ward 3 1943 - 7 341 14 4 5 2314 Ward 4 1161 29 50 455 58 71 - 1824 Ward 5 1166 - 41 3 - 3 3 1216 Ward 6 1331 10 14 424 18 28 3 1828 Ward 7 1607 27 22 362 25 83 9 2134 Ward 8 1477 - - - - - - 1478 Ward 9 733 8 16 250 38 83 3 1132



SERVICE STANDARD DEFINITION: Households with access to electricity as the primary source of lighting.

Average Average annual annual Area 2011 2016 change change growth

2011-2016 5011-2016 2011 - 2016

The annual growth in household access to electricity of 1 834 outstripped the total household


growth of approximately 1.8 per cent on average per annum. This coincides with an increase in the proportion of households with access to electricity, increasing from 94.9 per cent in 2011 to 97.3 per cent in 2016.

Energy or Fuel use for lighting within the Hessequa municipal area per ward

Hessequa Electricity Gas Paraffin Candles Solar None Unspecified Total Total 15193 44 30 641 89 36 48 16080 Ward 1 1395 - 14 146 34 7 14 1613 Ward 2 2428 10 - 79 5 9 10 2540 Ward 3 2155 10 - 118 24 - 5 2314 Ward 4 1730 10 - 70 5 8 - 1824 Ward 5 1174 - - 34 3 3 3 1216 Ward 6 1740 6 10 62 7 - 3 1828 Ward 7 2042 3 3 68 6 3 9 2134 Ward 8 1460 - - 9 5 - 3 1478 Ward 9 1068 - - 55 3 3 3 1132



SERVICE STANDARD DEFINITION: Households with access to a flush or chemical toilet connected to the sewerage system.

Hessequa experienced significant progress in household access to sanitation services as the proportion of households with access to acceptable standards of sanitation services increasing from 90.8 per cent in 2011 to 98.0 per cent in 2016. The Municipality was able to

provide an additional 521 households with access annually; access growing at an average


annual rate of 3.4 per cent.



Total change 2011 - 2016

2 603

Toilet facilities use within the Hessequa municipal area per ward

Average annual change

2011 - 2016


Average annual growth

2011 - 2016


Hessequa None Flush toilet Flush Chemical Pit latrine Pit latrine Other Unspecified Total

(connected toilet toilet with without

to (with ventilation ventilation

sewerage septic (VIP)

system) tank) Total 316 12893 1619 23 503 346 332 48 16080 Ward 1 71 1032 332 3 45 38 77 14 1613 Ward 2 30 2160 215 3 86 33 4 10 2540 Ward 3 31 1802 291 - 99 67 18 5 2314 Ward 4 61 1324 208 3 125 63 40 - 1824 Ward 5 17 1142 8 - 3 5 39 3 1216 Ward 6 46 1334 262 - 52 62 69 3 1828 Ward 7 46 1809 171 6 31 21 42 9 2134 Ward 8 8 1421 14 - 3 9 22 - 1478 Ward 9 6 869 117 9 60 48 20 3 1132


Inclusive Summary

The socio-economic profile illustrates how the socio-economic environment impacts on the standard of living within the Municipality. The following points are of note in the analysis


e A high dependency ratio albeit slightly lower compared to its 2013 level indicates much strain on the working age to support their economic dependents (children and aged population).

e Hessequa has 17 731 households growing at a rate of 1.8 per cent per annum. This should be noted for municipal planning going forward.

e At 78.5 per cent, Hessequa’s literacy rate is much lower than that of the Province. The Matric pass is the highest in the District rate but has decreased substantially from 2013 to 2014. There are also relatively low dropout rates and learner-teacher ratios in the municipal area.

e There was a large increase in the ART patient load and also a high mother-to-child transmission rate. The TB patient loads showed a large decrease. Fortunately there is a low neonatal mortality rate and no maternal mortalities. There are also comparatively low levels of malnutrition and pregnancy terminations. Issues in health however remain with regard to the relatively high levels of teenage pregnancies and the low immunisation rate.

e The Municipality has the lowest level of households under the lower bound poverty line within the District. The Municipality however has the lowest and slowly increasing per capita income.

e Hessequa Municipality outperforms the District in terms of access to water, electricity, Sanitation and formal dwellings, but there is still room for improvement in terms of household access to refuse removal.

e Overall, Hessequa Municipality appears to be less affected by crime compared to its fellow municipalities. It however has the highest incidence of drug-related crime in the District.

e The Municipality has the second smallest share of the District economy and is growing at a slow pace. The economy has exceeded its pre-recession growth levels. The largest

sectors are finance, insurance, real estate and business services, followed by


manufacturing and agriculture. Construction is the fastest growing sector in Hessequa.

e Hessequa has the second smallest share of employment in the District, with employment showing a negative growth trend. The largest proportion of the working population is employed within the commercial services, general government and CSP services and agriculture sectors.

e Hessequa Municipality Wi-Fi access levels at 30.32 per cent lags behind the District. Increased access, readiness and usage of internet would offer greater potential for

economic growth in the Municipality.

This section within the IDP reflects a small portion of all the information available to the general public and which was considered during the development of the Hessequa Integrated Development Plan. There are clear and present challenges concerning the development of the people in Hessequa, however this IDP focuses on the integrated development of all residents. It is also clear that any investments that is made by the municipality should be focused on sustainability and providing the space for development. It is clear from this short

overview that services are delivered, however the cost of these services on the low income

households is creating a risk of non-sustainability.


Legislative Framework

The Constitution of the Republic of South Africa, 1996

The Constitution of South Africa is the supreme law of the Republic of South Africa. It provides the legal foundation for the existence of the republic, it sets out the rights and duties of its citizens and defines the structure of the Government. Moreover, the Constitution looks for a complete transformation of the local government system in which local government plays an

important role in building democracy and promoting socio-economic development.

The Constitution envisages a developmental role for local government. This means municipalities must plan to achieve the Constitutional objects of local government; give priority to meeting the basic needs of local communities; promote social and economic development; and together with other organs of state, contribute to the progressive

realisation of the fundamental rights contained in the Constitution.

Municipalities is the government which is closest to the residents and is responsible for legislative mandates relating to the overall developmental agenda of government. Section 152 of the Constitution places a responsibility on local government to improve the democratic

development outcomes by performing the following objects as stipulated:

- Provide a democratic and an accountable government for local communities - Provision of service delivery to residents in a sustainable manner

- Promote social and economic development

- Promote a safe and healthy environment

- Encourage the participation of communities and non-governmental organisations in

the affairs of local government

The White Paper on Local Government (1998)

The Local Government: Municipal Structures Act 117 of 1998 defines a municipality as an organ of state within the local sphere of government consisting of political structures, office- bearers and administration of the municipality, a geographic area (as determined by the Local

Government: Municipal Demarcation Act 27 of 1998), and the community of the municipality.


Developmental Local Government is commitment from local government to working with citizens and groups within the community to find long-term or sustainable ways to meet the social, economic and material needs and improve the quality of the lives of the community.”

“The White Paper requires active participation of citizens at four levels, as:

ls, voters

2; participants in the policy process 3. consumers and service-users

4. partners in resource mobilisation.

The White Paper further states that: municipalities must represent the interests of the people in the community and work with all sections of the community to build a shared vision and to

set goals for development.

Section D of the White Paper on Local Government (1998:5) maintains that the most important role of the municipality is to promote local democracy. The White Paper on Local Government (1998:5) further alludes to the importance of the local sphere of government as a space where citizens can participate to shape their own living environments and extend

their democratic rights.

Local Government: Municipal Structure Act (32 of 2000):

The Structures Act, 1998 is the key piece of legislation that outlines the mechanisms and

procedures that regulate the establishment, constitution and operation of ward committees.

However, in keeping with section 73 of the Structures Act and section 120 read with section 22 of the Systems Act, 2000, the Minister responsible for local government has issued

guidelines and regulations pertaining to ward committees, and these include:

a. The Guidelines for the Establishment and Operation of Municipal Ward Committees (2005);

b. Draft National Policy Framework for Public Participation of 2007; and

C. National Framework: Criteria for Determining Out of Pocket Expenses for Ward

Committee Members, 2009.


It is clear that the Municipal Structures Act (2000) provides the legislative basis for the establishment and operation of ward committees, the guidelines provide much more substantive information regarding the practical mechanisms governing the operation and

functioning of ward committees.

Local Government: Municipal Systems Act (2000)

Section 25 of the Local Government: Municipal Systems Act (MSA) stipulates that:

Each municipal Council must, within a prescribed period after the start of its elected term,

adopt a single, all-inclusive and strategic plan for the development of the municipality which:

a) Links, integrates and co-ordinates plans and takes into account proposals for the

development of the municipality

b) Aligns the resources and capacity of the municipality with the implementation plan C) Complies with the provisions of this Chapter; and d) Is compatible with national and provincial development plans and planning

requirements binding on the municipality in terms of legislation

The Integrated Development Plan (IDP) is the principal strategic planning instrument of a municipality and serves as a road map for the Council to determine its short, medium and long term development objectives. The IDP is underpinned by a Service Delivery & Budget Implementation Plan (SDBIP) which incorporates measurable indicators linked to a comprehensive Performance Management System (PMS) to continuously monitor and

evaluate the progress of implementation.

Chapter 4 of this Act calls for municipalities to develop a culture of municipal governance that works hand-in-hand with formal representative government (that is elected leaders) with a

system of participatory governance (that is community participation). The Municipal Systems Act of 2000 (MSA) defines a municipality as follows:

° It is an organ of state within the local sohere of government;


° It exercises legislative and executive authority within boundaries as determined by the

Demarcation Board (Demarcation Act 1998);

° It consist of (1) the political structures (2) administration and (3) communities of the

municipality; ° It functions within its area according to statutory and other relationships; and

° It is a separate legal personality and this means that its community is not liable for the

actions of the municipality.

The Act also requires that municipalities develop mechanisms, processes and procedures for

community participation.

Section 26 of the MSA prescribes to municipalities of what must be the core components

included in an IDP:

a) The Council’s vision for the long term development of the municipality with special

emphasis on the most critical development and internal transformation needs

b) An assessment of the existing level of development in the municipality, which must include and identification of communities which do not have access to basic municipal


C) The Council’s development priorities and objectives for its elected term, including its

local economic development aims and its internal transformation needs

d) The Council’s development strategies which must be aligned with any national and provincial sectoral plans and planning requirements biding on the municipality in terms of


e) A Spatial Development Framework(SDF) which must include the provision of basic

guidelines for a land use management system for the municipality f) The Council's operational strategies;

g) Applicable Disaster Management Plans


h) 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 of the MSA

The Municipal Finance Management Act (2003:40)

“requires municipalities to engage communities in the following activities of the budget

process: i) the preparation, tabling and approval of the annual budget; ii) the annual review of:

(a) the IDP in terms of Section 34 of the Municipal System Act;

(b) budget related policies”


One of the fundamental reforms introduced by the Spatial Planning and Land Use Management Act (SPLUMA) is the regulating and prescripts for Spatial Development Frameworks (SDF’s) of national, provincial and local governments. With the promulgation of the Act it became essential for municipalities to review its existing SDF’s and ensure that it becomes SPLUMA compliant. It puts a particular responsibility on municipalities to use credible, accurate, and up to date spatial data and information to guide its spatial planning processes. The lack of such information to implement the SPLUMA provisions in the planning

and delivery of services is indicative of the data challenges facing municipalities.


Strategic Objectives

The Hessequa Council considered the current levels of development within the Hessequa municipal region and developed five (5) Strategic Objectives that identifies the areas of impact for their term of office. When developing strategic objectives, the municipal Integrated Development Plan should be developed within the legislative and strategic framework provided by national and provincial government. This principle is highlighted in

the Municipal Systems Act in Section 25(1)(e) that the Integrated Development Plan “... is

compatible with national and provincial development plans ...”. National Government of South Africa

The National Development Plan (NDP) adopted by government in 2012, is very emphatic on the importance of the developmental state in tackling the root causes of poverty and inequality. From the National Development Plan the following objectives are found in chapter

nine (9) which relates to local government:

% Good Governance and Public Participation. Building Safer Communities

Basic Service Delivery

Building Safer Communities

Local Economic Development (LED).

fe fF fF fF Ff

Municipal Transformation and Institutional Development. State of the Nation Address 2019:

President Cyril Ramaphosa during his State of the Nation Address as the President of South Africa reaffirmed governments commitment to achieve the goals set in the National

Development Plan (NDP) and will continue to address challenges of inequality.

The president announced that government departments will concentrate and be measured

based on the following seven priority areas:

% Economic transformation and job creation

% Education, skills and health




Consolidating the social wage through reliable and quality basic services Spatial integration, human settlements and local government

Social cohesion and safe communities

A capable, ethical and developmental state

A better Africa and world

The President also announced 5 goals


No person in South Africa will go hungry. This is a bold plan which I believe we will achieve. Our economy will grow at a much faster rate than our population.

Two million more young people will be in employment. Our schools will have better educational outcomes and every 10-year-old will be able to read for meaning.

Violent crime will be halved, if not eliminated.

Western Cape Provincial Government:

The Western Cape Provincial Strategic Plan highlights the following Vision-Inspired Priorities



Safe and Cohesive Communities (The Western Cape is a place where residents and visitors feel safe)

Growth and Jobs (An enabling environment for the private sector and markets to drive growth and create jobs).

Empowering People (Residents of the Western Cape have opportunities to shape their lives and the lives of others, to ensure a meaningful and dignified life).

Mobility and Spatial Transformation (Residents live in well-connected, vibrant, and sustainable communities and move around efficiently on safe, affordable, low-carbon public transport).

Innovation and Culture (Government services are delivered to the people of the

Western Cape in an accessible, innovative, and citizen-centric way).

Garden Route District Municipality


The Hessequa Local Municipality forms part of the greater Garden Route District and

therefore integration with the district is essential. The strategies of the district are as follow:

% Growing the District Economy/Growth and Development Strategy $ Coordinate Bulk Infrastructure service delivery

$ Promote environmental sustainability

% Skills Development and Capacity Building

$ Ensuring Financial Sustainability

% Strengthening of district roles and enhanced relevancy

It is within the ambit of the highlighted legislation and the national and provincial strategic frameworks where Hessequa responds by using these directives as the foundation of the five

(5) Hessequa Strategic Goals.

The objectives that Council set for the Hessequa Municipality are reflected within the

following diagram.

Hessequa Vision, Mission & Strategic Objectives

Good Governance & Public Participation

Cost Effective Service Delivery

Financial Management

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With the overarching strategic agenda of Council in place, a planning session with the senior management of Hessequa Municipality was held to develop measurable targets for the five

(5) year term of the Integrated Development Plan. These targets are called Pre-Determined


Objectives (PDO’s) and creates the framework against which the budget and the service

delivery and budget implementation plan (SDBIP) is developed.

The PDO’s also consider the organisational structure of the municipality as the various directorates are the implementing agents of the vision of Council. This ensures that all business processes is aligned to the strategic vision of Council. In the following pages the

PDO’s are identified in relation to the vision of Council.

The full detail of all Performance Targets for each financial year is found in the Municipal Service Delivery and Budget Implementation Plan(SDBIP) which is published as an annexure

to the IDP.



Community Community Services Safety Social Development Human Resource | Director: Corporate Services




Town Planning Building Control




Addressing Housing need of more Beneficiary Categories

Community Safety Services Development Development

Social Strategy

Development and Implementation

Personnel Development and Improved Management

Effective Utilisation of | Municipal Properties

Systems and Governance Improvement (ICT)

Continued Delivery of Public Library


Secure and Improved Spatial Planning


Back-yard Dwellers, GAP Planning, Emergency Housing

Fire Safety Service, Law Enforcement Expansion

Expanded funding, Coordination of Integrated Initiatives, Drug Related Action Plans, ART Action Plans, Support to ECD Facilities

Planned Skills Development Interventions, Organisation Review

Investment and development, Access to Facilities, Development of Municipal Facilities

Enhanced Systems for e-Government services

Expanding e-Services and information access

E-Systems, Security of Information, Review of Service

Standards, Capital

Responsive Development Planning E-Systems and Revised Service Standards