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Integrated m 

2017 - 2022 






nyrapang me eN 


3™ Review & Amendment 

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 

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 

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: 




3. Service Delivery 

4. Honesty 

5. Redress of Past Inequalities 

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 

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, 

Emergency Services, 


Sewerage Infrastructure, Climate 

Change Adaptation, Water 
Low Cost & GAP Housing, Job 

Creation, Water Security 

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

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 

AÀ 55 559 im 17 731 

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

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 
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. 

250 000 

200 000 

150 000 

ooo | 

7 wl g Ii 

0 LE i= | i i = i i O f = oes 2 i ke | g : 
orge Mossel Bay | Oudtshoom 

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 

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. 



2011 - 2016 

2 603 

Toilet facilities use within the Hessequa municipal area per ward 


2011 - 2016 



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 

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 

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 

° 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 

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 
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 

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 Services 
Human Resource | Director: 




Town Planning 
Building Control 




Addressing Housing need of more 
Beneficiary Categories 

Community Safety Services Development 

Social Strategy 

Development and Implementation 

Personnel Development and Improved 

Effective Utilisation of | Municipal 

Systems and Governance Improvement 

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 

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 







Repairs & Director: 

Maintenance Technical 
Project Planning Services 
& Management 

Project Planning 

& Management 



Implementation of 
Development Strategy 

Management of Properties 




Affordability Review of Tariffs and Poor 

Household Support 

Efficient Procurement Processes 

Sustainable Financial Management 

Efficient Service Delivery within Service 

Expansion of 

Development and 



Improvement of 

Project Planning and Management 


Equipment and Personnel, Alien Vegetation 

Eradication, Waste Management, Water Source 

PPPFA, Opportunities to develop economy, Incentive 
Policy / Framework 

Policy Review in terms of Sale of Investment Properties 
/ Land 

Review of Tariff and Cost of Maintenance, Review of 
Indigent Policy 

PPPFA Implementation 

Income Generating Investment Principle, Review of 
Financial Plan 
Review of Service Delivery Standards vs Cost of Service 


EPWP, MIG Infrastructure, MIG Sport Projects / 

Project Design Timeframes - What can be done? 

Electro- Renewable Energy Planning Design and Development of a Framework for 
Mechanical Renewable Energy / All Resources 


Sanitation & Parks and Open Space Planning and = Standard of Open Spaces and Investment Planning, 

Development Long Term Waste Management 

Open Space 


Internal Audit Municipal Enhanced Assurance Institutional Assurance Systems Development 
Risk Mitigation Improvement Institutional Action & Reporting 

Integrated Planning Data Integrity and Quality Standards for Information 


Strategic Services 


Strategic Services Formalised & Improved Public What outcomes is required - operational resources - 

Participation CDW's / Information Officers 

Strengthened Oversight Control Indicators - Compliance, Governance Maturity, 

Strategic Services 

Service Delivery 

Improved Performance Individual Performance Management 

22 Strategic Services 

Strategic Services 

Governmental alignment 


For municipal planning and delivery to be integrated, vertical and horizontal alignment needs to take place between and within the spheres of 
government. Secondly, since the latest municipal demarcation process, establishes wall-to-wall municipalities across the country, when 
provincial and national sector departments implement, they will be doing so within a municipal area. This means that local priorities need to 

form the basis for alignment between governmental sectors and spheres. 
The following table represent the alignment 

Hessequa PDO Hessequa Garden Route | Western Cape | National National 
Strategic Goals District Strategies Provincial Strategies | Government Development Plan 

Addressing Housing need | Social Strengthening of | Safe and Cohesive | Spatial integration, | Transforming human 

of more Beneficiary | Economic district roles and | Communities human settlements | settlement and the 

Categories Development enhanced relevancy and local government | national space 

Community Safety | Social Strengthening of | Safe and Cohesive | Social cohesion and | Building 

Services Development Economic district roles and | Communities safe communities communities 

Development enhanced relevancy 

Social Development | Social Strengthening of | Safe and Cohesive | Social cohesion and | Social Protection 

Strategy Development | Economic district roles and | Communities safe communities 

and Implementation Development enhanced relevancy 


Hessequa PDO 

Personnel Development 

and Improved 


Effective Utilisation of 

Municipal Properties 

Systems and Governance 

Improvement (ICT) 

Continued Delivery of 

Public Library Service 


Strategic Goals 





Garden Route 

District Strategies 

Skills Development 

and Capacity Building 

Growing the District 


and Development 

Skills Development 

and Capacity Building 

Strengthening of 

district roles and 

enhanced relevancy 


Western Cape 

Provincial Strategies 

Empowering People 

Growth and Jobs 

Empowering People 




Education, skills and 


Spatial integration, 

human settlements 

and local government 

A capable, ethical and 

developmental state 

A capable, ethical and 

developmental state 


Development Plan 

Building a Capable 

Developmental State 

Infrastructure- the 
foundation of social 
and economic 
Building a Capable 

Developmental State 

Improving education, 
training and 


Hessequa PDO Hessequa Garden Route | Western Cape | National National 
Strategic Goals District Strategies Provincial Strategies | Government Development Plan 
Secure and Improved | Environmental Promote Mobility and Spatial | Spatial integration, | Ensuring 
Spatial Planning Service Management environmental Transformation human settlements | environmental 
sustainability and local government | sustainability and 
equitable transition 
to a low- carbon 
Responsive Development | Environmental Promote Mobility and Spatial | Spatial integration, | Ensuring 
Planning Management environmental Transformation human settlements | environmental 
sustainability and local government | sustainability and 
equitable transition 
to a low- carbon 

Environmental Planning | Environmental Promote Mobility and Spatial | Spatial integration, | Ensuring 

and Management Management environmental Transformation human settlements | environmental 

sustainability and local government | sustainability and 

equitable transition 


Hessequa PDO 

Implementation of 
Economic Development 
Revenue Enhancement 
Management of 



Affordability Review of 

Tariffs and Poor 

Household Support 

Efficient Procurement 



Strategic Goals 









Garden Route 

District Strategies 

Growing the District 

and Development 
Ensuring Financial 


Ensuring Financial 


Ensuring Financial 




Provincial Strategies 

Growth and Jobs 

Growth and Jobs 









job creation 


job creation 

Consolidating the 
social wage through 
reliable and quality 
basic services 

A capable, ethical and 

developmental state 


Development Plan 

to a low- carbon 


Infrastructure- the 
foundation of social 

and economic 


Social Protection 

Building a Capable 

Developmental State 

Hessequa PDO 

Sustainable Financial 
Efficient Service Delivery 

within Service Standards 

Expansion of Externally 

Funded Programmes 

Development and 
Improvement of Project 
Planning and 
Renewable Energy 



Strategic Goals 

Cost Effective 

Service Delivery 



Cost Effective 

Service Delivery 

Cost Effective 

Service Delivery 

Garden Route 

District Strategies 
Ensuring Financial 




Growing the District 


and Development 


Strengthening of 

district roles and 

enhanced relevancy 

Strengthening of 

district roles and 

enhanced relevancy 

Western Cape 

Provincial Strategies 

Growth and Jobs 





Empowering People 

Mobility and Spatial 



A capable, ethical and 
developmental state 
Spatial integration, 
human settlements 
and local government 

A capable, ethical and 

developmental state 

A capable, ethical and 

developmental state 

Education, skills and 



Development Plan 

Building a Capable 
Developmental State 
Building a Capable 

Developmental State 

Infrastructure- the 
foundation of social 
and economic 
Building a Capable 

Developmental State 


sustainability and 

Hessequa PDO 

Parks and Open Space 



Enhanced Assu 







Strategic Goals 







Garden Route 

District Strategies 

Skills Development 

and Capacity Building 

Skills Development 

and Capacity Building 



Provincial Strategies 

Empowering People 

Empowering People 

Mobility and Spatial 





Spatial integration, 

human settlements 

and local government 

A capable, ethical and 

developmental state 

A capable, ethical and 

developmental state 


Development Plan 
equitable transition 

to a low- carbon 

Transforming human 
settlement and the 
national space 

Improving education, 
training and 


Building a Capable 

Developmental State 

Hessequa PDO 

Integrated Planning 

Formalised & Improved 

Public Participation 

Strengthened Oversight 

Improved Performance 


Strategic Goals 



Garden Route 

District Strategies 

Strengthening of 

district roles and 

enhanced relevancy 

Strengthening of 

district roles and 

enhanced relevancy 
Skills Development 

and Capacity Building 

Skills Development 

and Capacity Building 


Western Cape 

Provincial Strategies 

Growth and Jobs 

Empowering People 

Empowering People 




A capable, ethical and 

developmental state 

A capable, ethical and 

developmental state 

A capable, ethical and 

developmental state 

A capable, ethical and 

developmental state 


Development Plan 
An integrated and 



Improving education, 
training and 


Building a Capable 

Developmental State 

Building a Capable 

Developmental State 

Organisational Structure & Transformation 

Section 2 of the Local Government Municipal Systems Act Regulations of 2001 identifies the 
requirement that the IDP should include an overview of the structure and transformation 
needs within the organisation to implement the above mentioned vision, strategic objectives 

and meet the development needs of its residents. 

The Council performs both legislative and executive functions. They focus on legislative, 
oversight and participatory roles, and have delegated its executive function to the Executive 
Mayor and the Mayoral Committee. Their primary role is to debate issues publicly and to 
facilitate political debate and discussion. Apart from their functions as decision makers, 
Councillors are also actively involved in community work and the various social programmes 
in the municipal area. The newly elected Council from the 2016 Local Elections consists of 17 


The approved macro structure of the municipality is displayed in the following table to give 
effect to the vision and mission. It is important to note that Council gave a clear directive that 
Directorates should work together as teams to contribute jointly to the strategic objectives 

of Council. 

Community | Social & Economic Development, Cost Housing 
Services Effective Service Delivery 
Corporate Good Governance & Public Participation, 

Management | Financial Management, Cost Effective Property 

Service Delivery Administration 

Development Good Governance & Public Participation, 
Planning Cost Effective Service Delivery, 


Environmental Management, Social & Environmental 
Economic Development Management 


Financial Financial Management, Good Governance Income 
Services & Public Participation, Cost Effective Expenditure 

Service Delivery Supply 

BTO & Financial 


Technical Cost Effective Service Delivery, Financial Repairs & Maintenance 

Services Management, Social & Economic Project Planning & 
Development Management 
Parks & Open Space 
Municipal Good Governance & Public Participation, 
Manager Cost Effective Service Delivery, 
Strategic Services 
Environmental Management, Social & 
Economic Development, Financial 


The guiding document for internal transformation is the Employment Equity Policy that is 
approved and implemented by the Hessequa Municipality. Reporting on Employment Equity 
Targets are done on a regular basis. Herewith a brief overview of the transformation goals 
relating to Senior Management. For more information on transformation planning, refer to 

the Employment Equity Plan. 


Macro-Organisation Structure D 


Purpose: To manage he Municipality's adniristaton as envisaged in sectan 55 of Me Loca Government Municipal Sy stems Act, 2000 
and oferapplicablelegsiaton(Muncipa Anance Manage mentAct, 2003 et: Jandioe nsuresustal na be delivery of muncl pal senices 
mn accardance with te Counal sstrategic plans (DP, SOGIP etc.) and the objectives, powers and functansaf local goverrenest as 
envisaged in the Constitulion ofthe Republic of South Africa, 1996. Functions: 1. Manage inanda senicasinorderbansum trandal 
a pla nce and reporting. 2. Manage co porate semicesio the Mund pality ensure sufficient sup pon oforganisatona 
processes. 3. Manage develop me m and si etegic sup pon se rices (IOP, LED, etc.) In acco nance withhlegsatve regu e ments. 4. 
Janagea nd coord nate aninstiuto nal pa forma noa manageme nisyst m (PMS) and Sa nica Dadiya y Budgal Im pa ma maton Plan 
DBP} 5. Ma naga ingrad com munity se micas to enha noe community dawo pmentand promot a sa% anviron me ni. 6. Manage 
nf mstructi re develo pment and serice deive ry to all communtiesin the mirncpa ares. 7. Establish and mantanenterprise isk 
managementa nd aninde pe ndenta pp mise ofthe adequacy and eflectve nessofi nternal co ni pls informatonicom munkaton and 
monitor ng systems andimpemeniaton ot taud prevention siatgesinorder to mitigat risks. 3. Manage daca ntraisad sa nica 
deliverya nd administeton within he muncpa area .9 Manage andcoord nale public rdatons,com munkaton andi ntergove mme nia 
relations. 10.P omote public parici patonin the aftirs of the Municipality. 11. Manage he endeningofmuncdpa panning(spaia and 
and use planning) build ngcontol and envio nme mal managementsernioes. 12 Coord nate secrets ial and ad mi nistratvesu pport to 

@pdlicd otica baa as andcaunailors. 

Municipal Manager 

Executive Secretary De pert me nt Sie tegic Services 
MTHEART Manage r:SiatagicSenices 



Depa rimam: Inte ma Audit 


urpose: To provide inanca and su pplychain manage me ni se rices in orde rio re — the spews sapere nie seat efficient DIRECTORATE: DEVELOPMENT PLANNING i DIRECTORATE: COMMUNITY SERVICES 
mue inanca viability, compliance and œ po ri ng in acco dance with the Local pportafad ministrative and argarisata nal ppoesses nates tie way Inaderia Pumose: b manage the rende ing of Develop me nt Planning functons, indusive of | Purpose :To manage integ etedcom mu nilyse vices toe nance community 
vernme nt: Munici pal Finance ManagementAct, 2003 and oher rdewant respond to chang ng priorifies and droumstancas, and to ma naga sericea lawal LED & Touism,ina sustainable manner. evelop me m and po molke a sake envionment. 

Director: Commu n tty Serv kes 

a eee well as Team ied recive reame nts in raspactat he Provinda Ub ery Sa mioa. 

Director: Deve lopment Planning 

Director: Financial Services 

Director: Corporate Management 
Director: Technical Services 




Manager: Strategi c & Govenance Support Manager: Internal Audit 
L de Villiers JC OOSTHUIZEN 



Purpose: To provide financial and supply chain management services in order to 
ensure financial viability, compliance and reportingin accordance with the Local 
Government: Municipal Finance Management Act, 2003 and other relevant 
legislation as well as Treasury directives. 

Director: Financial Services 

Expenditure Budget & Financial Reports Revenue Supply Chain Management 
Manager: Expenditure Manager: Budget & Financial Reports Manager: Revenue Manager: SCM 

Financial Statements & General Ledger 
Manager: Financial Statements & General Ledger 



Purpose; To manage the Municipality's corporate services to ensure efficient 
support of administrative and organisational processes ina flexible way in 
order to respond to changing priorities and circumstances, and to manage 
service level agreements in respect of the Provincial Library Service. 

Director: Corporate Management 

Property Management Information Communication Technology 

Human Resource Management Legal, Administrationand Auxiliary Services 
Manager: Property Management Manager: Information Communication Technology 

Library Services 
Manager: Library Serivces Manager: Human Resources Manager: Legal, Administration and Auxiliary Services 



Purpose: To manage the rendering of Development Planning functions, inclusive of 
LED & Tourism, in a sustainable manner. 

Director: Development Planning 

Building Control 

Environmental Management Municipal Planning 

Manager: Environmental Management Manager: Municipal Planning Manager: Building Control 

Local Economic Development & Tourism 
Manager: Local Economic Development & Tourism 



Purpose: To manage integrated community services to 
enhance community development and promote a safe 

Director: Community Services 

Human Settlements Protection Services Community Development 
Manager: Human Settlements Manager: Protection Services Manager: Community Development 










| Director: Technical Services 









ce i a sa nh ss hie i i i sh i i SS ih hs nh a Ens Ss ect Sa teen can eeneenessenennenesel 

Civil Infrastructure Services Civil Planning & Project Management 
Manager: Civil Infrastructure Services Manager: Civil Planning & Project Management 

Electrical Mechanical Services 



Section 2 — Regional Governance Strategies 

Regional Overview & Introduction ........cscccceccececsceccccecscsccececececcccececscescececsceccececsceccececscecescecs 45 
Assessment — IDP Implementation. ........ccccccccececcecsceccccecsceccccecsceccscccecsceccececscescccecscecescecscecess 46 
GOVEINGNCE Mangement wrvavacscecccesanentewesiecdonsansscocsscentscesbsstemsseertunconaqsessecsatesssventanescsuteriens 49 
Foon OL PION oaa E E T E E 51 
Medium Term Revenue & EXpenditure..........ccccccecescccccsceccccecscsccccecsceccccececsccccecccscescececscececcecs 57 
Disaster Management Framework & PIAN........cccceccccccscercccccsceccccecsceccccececsceccecscscescecscscescscecs 60 
Hessequa Internet Access StuCY........cececcccececcccececsccccccsceccecccsceccccecscecescececscescececscescccccscecescecs 72 
Spatial Development FraAaMeWOTK.........ccccececcececercccecsceccccecsceccccecscsceccecscecescececsceccccecsceccccecuces 76 
Integrated Human SettlementS........s.eseesesessesesoecesoecesoscesoscesesoesesoecesoeoesoeoesosoesoscoesosoesesoesesoeoee 81 
Social Development FramewofrK........s.ssesessesesoecesoecsesoscoesoccesoscecosceoesccoesoecoesosoesoscoesosoesceoesosoeeeeo 92 
Management of Strategic RISKS .......seseeseseesesoecsesescecescesescecoesoecesosoesoscesosoesosoesoscesosoesosoecescesee 104 
Economic Development sssisirssresiiisiesicirincirisrsodeioiroereiiiroieeicir ineei i a a 108 
Integrated Environmental MANAGEMENL..........ccceccccecereccecececcccecscsceccececsceccececececcccecscecescecs 113 
Information & COMMUNICATION Technology .......cccececcecececcccececcccccecsceccccecsceccececsceccececscececcece 127 
LDI OrY SCVVICCS aca sce tarccea ated sanseuassvedossecaceesesicdveneesacsesucevatnsse.adelacescsvesaceacannsvetelscesaacerasdiedses 129 
Regional Waste Management ........cccccccecereccccsceccccecsceccccececsceccececsceccececececcececsceccececscecescecs 131 
Hessegua COVID- 19 RESPONSO icra cai cscuesasvencrces sien onevecsecascees AONANE ETEEN 133 


Regional Overview & Introduction 

The Hessequa Municipality consists of three large towns located on the N2 that passes through 
the municipal area from east to west and four coastal towns. Then there are four smaller 

communities, varying in size, located in the vast rural area of Hessequa. On the following map 

ae Ai 

Pe eae, 

20 Kilometers 

the main towns and communities are shown to indicate the geographic layout of the Hessequa 


As indicated by the distance scale, the towns are physically removed from each other. This causes 
that all bulk infrastructure is duplicated for almost every town. These include sewage processing 
plants, water purification plants, electricity substations and reticulation networks. In terms of 
service delivery, this causes the municipality to provide seven different service desks that need 
to be able to manage account queries, payments, service disruption response personnel and 
duplication of personnel that is on standby. Hessequa centralised as much administrative 
functions in Riversdale to curtail as much duplication as possible, however it introduces different 

challenges again in terms of reporting and oversight procedures. 

Service delivery of other spheres of government are experiencing the same challenges as 

relatively low density communities are located far from central services. Provincial Department 


of Health have major challenges in terms of health services and specifically emergency services 
or services during non-business hours. The Department of Education is challenged by various 
rural residents who are of school attending age who needs to be transported over great 


This introduction only reflects a small portion of issues experienced as a result of the demarcation 
of the muncipal area. It places a major responsibility on the IDP to plan in an integrated manner 
to ensure that communities are served with an integrated service. As a result the cost of service 

delivery is a major threat to the sustainability of the municipality. 

Assessment — IDP Implementation 

The diagram on the left 
indicates the cyclical 
process of all municipal 
processes and how it 
affects the annual review 
of the five year IDP. The 
2017-2022 IDP was 
approved by Council and 

does it reflect the five 

year goals that has been 
set. These goals are linked to the Budget and the Performance Targets as set out in the Service 
Delivery and Budget Implementation Plan (SDBIP). This also forms the premises of the 
Performance Agreements that are signed between Council, the Municipal Manager and the 
Directors reporting to the Municipal Manager. More commonly referred to as Section 57 


As indicated in relevant legislation, the annual review of the IDP is based on two components, 
one being the previous year’s performance outcomes and secondly changes in the social, 
economic and natural environment. This chapter focuses on the performance outcomes of the 

2017-2018 financial year. 


All performance highlights and details of challenges are published in the 2017/2018 Annual 
Report of Hessequa Municipality and does this chapter only consider the outcomes and impact 
on the five year 

Municipal KPA 
goals of Council. unicipa 

The graph on the 
right indicated the 

outcomes per IDP 100.00% 

objective. Please 


note that the IDP 

objectives relates 

Good Govemance 

to the approved Cost Effective Environmental Financial and Public Social & Economic 

Service Delivery Management Management Development 


IDP of the 

previous Council in 2016. Important from this graph is that there are specific areas where under- 
performance have been reported in terms of IDP implementation. These matters are dealt with 
extensively in Chapter 3 of the 2016/17 Annual Report, but should it be considered within the 
context of what should be done in the coming years strategically to either address the under 

performance, or change the targets depending on the circumstances. 
From the performance graph on the previous page the followin areas are to be considered. 

Accountable Local Authority / Good Governance and Public Participation 

The report indicates service delivery challenges which relate to the following targets: 

- Services to all households 

- Employment Equity 
In both these targets the norms are set and can the targets not be changed. 

In terms of the services to all households, the critical shortfall in service delivery are the rural 
areas where households are located on privately owned farms outside the urban edge of urban 

environments. This is a national indicator that should be included, however the municipality has 


little to no influence on the provision of these services. Strategic initiatives that has been 

highlighted by Council in the 5 year term are: 

- Rural Development initiatives 

- Consultations with Organised Agriculture to discuss this issue. 
These initiatives remain valid and retains its strategic importance. 

In terms of Employment Equity the targets are set in accordance to the Equity Targets and is the 
policy implemented completely. The challenge is based on the availability of qualified and 

suitable applications when vacancies do realise. 

Infrastructre Development and Safe & Healthy Communities 
The targets relating to this IDP objective are closely linked to expenditure of budgets allocated. 
Again the details are highlighted in the Annual Report, but should the effect be considered within 

the context of the IDP. 

Critical initiatives has been undertaken. The capacitation of the Technical Directorate, which has 
been plagued by a critical vacancy in the form of the Technical Director for years. Specific targets 
in terms of skills transfer and capacitation has been identified and are included in the Work Place 

Skills Plan and the Performance Agreements of Senior Personell. 

With the above mentioned information, the IDP Review recognises the challenges that has been 
experienced in prior years with performance targets, but in assessment, no change to strategic 

direction is advised. The objectives of Council remain valid. 


Governance Management 

The act of governing a given area is called “governance” and is it a process of ensuring that all 
relevant functions and procedures are implemented in a way that is acceptable, fair, equitable 

and compliant to the needs of our communities and all relevant legislative requirements. 

The premise of good governance practices are based on accountability and transparency. There 
are various processes included in policy, legislation and best practices which assesses the 
governance maturity and accountability within a municipality. The following processes are 


Process Description 

Back2Basics Monthly reporting on critical indicators to National 

Monthly & Quarterly Reports Legislated reports submitted to Provincial and 
National Treasury 
Mid-Year & Annual Reporting Performance and Financial reporting to Provincial 
and National Departments 
Technical Evaluations of Reports Provincial Departments scrutiny of reports and 
documents submitted (Policies, Strategies, IDP, SDF, 
E S ae 
Performance Evaluations Evaluation of performance in relation to set targets, 
a reported to Council and Provincial Departments 
g Internal Audit Plan Internal audit of control environment which is 

reported to independent Audit Committee 

The table depicts Hessequa Municipality’s audit outcomes for the past 6 years: 

Audit Opinion Improved/Regressed 

2018/2019 | Unqualified with no findings Unchanged 


2017/2018 Unqualified with no findings Unchanged 
2016/17 Unqualified with no findings Unchanged 

2015/16 Unqualified with no findings Unchanged 
2014/15 Unqualified with no findings Unchanged 
2013/14 Unqualified with no findings 

The final Audit Report of the Auditor General as included in the Annual Report as Chapter 6, 

highlights the outcomes of the audits done. Hessequa once again achieved a clean (unqualified 
with no matters of emphasis) audit. This in itself indicates that no major changes are required in 
terms of Governance Management and that the set goals by Council in the IDP are relevant and 



Financial Plan 

The Hessequa Municipality appointed a service provider in 2013 to prepare a Long Term Financial 
Plan. The report was entitled Hessequa Local Municipality Long Term Financial Plan: 2014 — 2023. 
As the municipality assesses the current level of development it should also reconsider any 
financial planning strategies as a result, especially if the economy experiences change. As a result 
the report was updated in November 2014, February 2016 and November 2017. The November 
2017 update aims to review the conclusions reached previously based on the latest available 
information and report on the findings. 

The contents of the report entail the following aspects and can the full report be accessed on the 
Hessequa municipal website’. 

e Planning Process 

e Updated Perspectives (Demographic, Economic, Household Infrastructure) 
e Updated Historic Financial Assessment 

e Future Revenues 

e Affordable Future Capital Investment 

e Scenario Analysis 

e Ratio Analysis 

Hessequa LM experienced strong financial performance in FY2017. The municipality 
realised an accounting surplus of R 138.8 million, compared to R 50.0 million in the 
previous year (an increase of R 88.8 million or 177.6%). This was mainly as a result of the 
significant increase in operating income of R 66.3 million (17.9%). 85% of the total 
operating income of R 435.9 million was generated from the municipality's own resources. 
Total operating expenditure increased by R 45.0 million (13.0%) during FY2017. 

The strong financial performance by the municipality, in conjunction with a healthy 
collection rate of 97%, enabled the municipality to generate R 87.6 million in cash from its 
operations. This was R 30.4 million (54%) higher than the cash generated from operations 
in the previous year. 

R 68.0 million of the cash generated from operations was utilised as part of a balanced 
funding mix, to increase the capital expenditure program of the municipality from a level 
of R 78.7 million in 2016 to R 122.2 million in 2017. The other sources of funding were 
capital grants of R 32.9 million (26.9%), financing of R 20 million (16.4%) and sale of fixed 
assets, which contributed R 1.3 million (1.0%). 



Notwithstanding the borrowing of funds during the year, the municipality maintained a 
healthy lower level of gearing of 29% (compared to 33% in the previous year). The debt 
service cover ratio improved from 2.23 in 2016 to 2.69 in 2017, mainly as a result of the 
increase in cash generated by operations. It is imperative that the municipality maintain 
its ability to generate cash in future to service its debt, with debt service (capital and 
interest) at R 32.3 million per annum for the FY2017. 

Positively, the municipality’s interest income for the year exceeded its interest expense 
for the first time in seven years. This is due to the positive higher levels of cash and short 
term investments being maintained. 

In addition to R 5.0 million (2.4%) increase in cash and cash equivalents, other debtors 
increased by R 7.9 million (66.4%), which was the main driver behind the R 15.0 million 
increase in current assets. Current liabilities, on the other hand, decreased by R 34.5 
million (24.7%), primarily due to a sharp decrease in unspent conditional grants to the 
value of R 48.7 million (69.6%). 

The movements in current assets and current liabilities improved the liquidity ratio of 
Hessequa LM from 1.79 in 2016 to a healthy 2.52 in 2017. The strong liquidity position 
in which the municipality finds itself, is underlined by the cash coverage ratio of 3.68 as 
at FYE2017, with R 154.26 in surplus cash over the minimum liquidity requirements. 

It is still recommended that the municipality should start building a cash-backed Capital 
Asset Replacement Reserve as a prudent approach to managing and maintaining its 
asset base. The repairs and maintenance expense remained relatively low at R 16.27 
million or 2% of the carrying value of PPE and investment property. This should be 
increased to approximately 8% of the carrying value of PPE and investment property to 
support the maintenance of assets and avoid unnecessary spikes in capital replacement 
in future years. 

The debtors book should be monitored. It is critical for the sustainability of Hessequa 
LM to maintain a debtors collection rate of higher than 95%. 


The latest version of IPM’s Municipal Financial Model was populated with the latest 
available financial, demographic and economic data of Hessequa and calibrated against 
the municipality's MTREF. Due to the incremental adjustments made on the model each 
year we always place more reliance on the latest outcome, i.e. this 2017 Estimate. 

The 2027 forecast Real Revenue per Capita is above the expected revenue per capita 
based on research done for municipalities with similar size economies and population 


sizes, but is expected to decline from the levels of 2017. Compared to a selection of 
municipalities in the Western Cape the household bill for a basket of services is in the 
second quartile of these bills. Revenue growth is above the assumed consumer inflation 
rate. Largely due to a growing number of indigents, the Municipal Revenue Risk Indicator 
(MRRI) is “Medium”. The municipality’s high collection rate is laudable and the 
municipality should put all efforts in place to safeguard this performance in future. 

Historic trends: Forecasts: 
Real Municipal Revenue per Capita vs Real GVA per Capita Real GVA per Capita increases: Real Revenue per Capita 
in the range R 4 100 toR 4 400 p.a. 

A 2011 <-2012 x 2013 

= 2010 
$ 2009 

2017 = 4 2027 

20108 Real Revenue per Capita in 2027 is less than the revenue per 
capita in 2017 
This provides comfort in the light of the proportional growth of 

indigent households 

Since the preparation of the Long Term Financial Plan in 2013, the capital investment 
programme has accelerated significantly. The reliance on external financing during the 
MTREF period will stretch the debt servicing ability of the municipality and a period of 
lower level of borrowings after 2019/20 is called for. The municipality is advised to ensure 
that asset replacement receives sufficient prominence in the investment programme. 

The municipality’s liquidity position, although healthy at present shows a tendency to 
worsen in future, but still within the proposed benchmarks. The funding of a cash backed 
capital replacement reserve (“CRR”) is recommended, but the available cash expected in 
future will only allow this for short periods of time. 



Future Nominal Revenue (excluding Grants) is growing at an Average Household Bill: 
average rate of 7.2% p.a. 
Middle Income Range: 20 Quartile 
Combination of (i) tariff increases (ii) increased sales and (H) 
additional revenue sources Affordable Range: 2° Quartile 

As demonstrated in the scenario analysis, a great variation of outcome for a realistic range 
of input variables is possible. It is therefore also possible that future performance will 
provide a different outcome to the base case scenario in this report. It is however 
encouraging to note that the cash generated by operations remains positive for the 
planning period. 

An analysis of the projected financial ratios reveals that a combination of increase in total 
liabilities and decline in current assets in future contributes towards a worsening of the Net 
Financial Liabilities Ratio?. It also reveals that the municipality should prepare itself to become 
less reliant on fiscal transfers, not in the least because of the deteriorating national fiscus 

3 Net Financial Liabilities Ratio = (Total Liabilities - Current Assets) / Operating Revenue (excl. Capital Grants) 


Increase Municipal Revenues | Remains Relevant. The Stilbaai 66kV bulk electricity project is key to the generation of future 

Sell investment Property The MTREF budget returns accounting deficits for the MTREF period and with the ambitious 
capital investment programme expected the sale of investment property remains an 

alternative funding source. 

Manage expenses The current economic environment in South Africa impacts negatively on the ability of 

households to afford services. Therefore in an attempt to support its rate paying community, 
cost control remains an important objective of the municipality. 

Maintain Liquidity Reserve Liquidity has improved, but the recommendation remains relevant, especially in the light of 
an expected downward trend of liquidity in future. 

Downward Adjustment of The average percentage employee related expenses to total expenditure is estimated to be 

Salaries and Wages Bill less than 33% during the 10-Year period and is within the benchmark proposed by National 
Treasury (40%). 
EL [kabenin 
7 Prioritise capital investment The capex demand (new and replacement capex) was determined during the preparation of 

programme the LTFP in 2013 and needs to be revisited. Whereas the original recommendation 

encouraged more capital expenditure, the tide has now turned and the municipality should 

take care that its accelerated capex programme remains affordable. 


Assess condition of assets 

Migrate asset register to 
become a decision-making 


Debt affordability 

Recommendations emanating 
from discussion with 

Executive Management. 

Remains relevant to ensure timeous replacement. 

Remains relevant. 

The ambitious borrowing programme during the MTREF period should be followed by a more 
cautious approach thereafter. 

All recommendations remain relevant to the extent not yet achieved. 

New Recommendations added: 

Align external fund raising to 

capex programme 

Cash back a Capital 
Replacement Reserve (“CRR”) 

Adjust R&M budget upwards. 

Progress Made with Recommendation 

Ensure that future borrowings are aligned to the expected capital spending pattern. This 
recommendation remains valid but borrowings also need to be phased to ensure that gearing 
and liquidity criteria are met. 

The cash surplus generated is not sufficient to cash back the depreciation charge in a CRR, 
but the estimates indicate that the municipality should be able to reserve a percentage of the 

depreciation charge at times. 

Continuously increase the R&M budget to reach the proposed 8% of Carrying Value of assets 

to ensure the health of existing assets. This recommendation remains valid 


Medium Term Revenue & Expenditure 

The following tables displays a summary of the municipal medium term revenue and expenditure 
for the following three financial years. These tables are also reflected in the Municipal Budget as 

Schedules SA4,SA5, SA6 and SA19. 

WC042 Hessequa - Supporting Table SA4 Reconciliation of IDP strategic objectives and budget (revenue) 

Strategic Objective 2020/21 Medium Term Revenue & Expenditure 
R thousand Budget Year | Budget Year +1 Budget Year +2 
2020/21 2021/22 2022/23 
S05 - ENVIRONMENTAL MANAGEMENT 7 175 068 5 946 072 5 900 136 

$04 - SOCIAL & ECONOMIC DEVELOPMENT 12 746 395 45 139 797 43 663 598 

S03 - FINANCIAL MANAGEMENT = FINANCIAL MANAGEMENT = 118276 887 276 887 = 125785546 785 546 133.634 038 634 038 

S02 - —————— EFFECTIVE SERVICE DELIVERY —— 382 126 Ee 856 681 m 692 669 
S01 - GOOD GOVERNANCE & PUBLIC PARTICIPATION 60 704 995 66 301 211 69 534 642 

Allocations to other Allocations to other priorities = 

Total Revenue ee capital transfers and contributions) a 285 471 get 000307 029 307 M 025 083 

WC042 Hessequa - Supporting Table SA5 Reconciliation of IDP strategic objectives and budget (operating 

Strategic Objective 2020/21 Medium Term Revenue & Expenditure Framework 
R thousand Budget Year 2020/21 Budget Year +1 Budget Year +2 
2021/22 2022/23 
S05 - ENVIRONMENTAL MANAGEMENT 12 026 731 12 512 769 13 334 247 

$04 - SOCIAL & ECONOMIC DEVELOPMENT 20 677 103 53 589 105 53 063 964 

S03 - FINANCIAL MANAGEMENT ia 361 242 99 ae 350 is 039 512 

$02 - COST EFFECTIVE SERVICE DELIVERY ee 915 694 vv 121517 a 449 182 

S01 - GOOD GOVERNANCE & PUBLIC 68 706 806 dead 000 447 15 Maia! 810 

Total Expenditure 572 687 576 622 117 188 652 300 715 


WC042 Hessequa - Supporting Table SA6 Reconciliation of IDP strategic objectives and budget (capital expenditure) 

Strategic Objective 2020/21 Medium Term Revenue & Expenditure Framework 
R thousand Budget Year 2020/21 Budget Year +1 Budget Year +2 
2021/22 2022/23 
S05 - ENVIRONMENTAL MANAGEMENT 75 000 566 000 16 000 

$04 - SOCIAL & ECONOMIC DEVELOPMENT 969 204 9 416 241 84 000 

S03 - FINANCIAL MANAGEMENT 9 734 071 3 398 800 2 320 200 
$02 - COST EFFECTIVE SERVICE DELIVERY 93 157 854 45 418 159 50 960 500 

S01 - GOOD GOVERNANCE & PUBLIC 1 185 210 10 779 300 10 115 500 

Total Capital Expenditure 105 121 339 69 578 500 63 496 200 

WC042 Hessequa - Supporting Table SA19 Expenditure on transfers and grant programme 

Description 2020/21 Medium Term Revenue & 
Expenditure Framework 

Rand Thousand Budget Budget Budget 
Year Year +1 Year +2 
2020/21 2021/22 2022/23 

O ee ees 
Operating expenditure of Transfers and Grants i ae ae 

| EquitableShare CC 
Expanded Public Works Programme integrated Grant | 1158] J O 
Integrated National Electrification Programme Grant | | 2 000 | 20%) 
Municipal Systems Improvement Grant | 30 50] 
e a o” 

Provincial Government: 54 846 53903. 
| Otter Municipal intastruewe erant a 
Tmasong supote 



WC042 Hessequa - Supporting Table SA19 Expenditure on transfers and grant programme 

Description 2020/21 Medium Term Revenue & 
Expenditure Framework 

n ee Ge 
Capital expenditure of Transfers and Grants i a ae 
` atonal Goverment HOTS 
Energy fice and Demand Side Management Grant 400 awo 
Expanded Pubie Worte Programme Integrated Grant for Municipalties 
igen ectiteaton Programme Grant 2000 
rovnal Goverment O A 
spec aaa grant eserpto) OOOO O a 
Spect (ada grantdesenpton OOOO O 
“otwegantpowies: O M 
Pratempe M 

Unspecified 2 000 

Total capital expenditure of Transfers and Grants 22182 16 734 14.291 | 


Disaster Management Framework & Plan 

In terms of Act 57 of 2000 stipulates that each Municipality must prepare a Disaster Management 
Plan/Framework for its area according to the circumstances prevailing in the area after consulting 
with District Municipality. The formulation and implementation of a Disaster Management 

plan/framework forms part of the IDP process for the Hessequa Municipality. 

In accordance with Section 53(2) (a) of the Disaster Management Act, 2002 (Act 57 of 2002) the 
level 3 disaster management plan for a municipality must form an integral part of the 

municipality’s integrated development plan. (IDP). 

The National Policy Framework of 2005 as well as the Provincial Policy Framework of 2010 also 
provide for the importance of disaster management planning and state that plans are to be 

revised at least bi-annually. 

The Hessequa Disaster Management Plan is in Draft format and will be table before council in 

May 2020. 
Risk Assessments 

Key Performance Area 2 of the National Disaster Management Framework states the importance 
of disaster risk assessments which will inform disaster risk management planning and prioritise 

disaster risk reduction and preparedness. 

The Western Cape Disaster Management Centre assisted Hessequa Municipality in developing 

their Risk Assessment in 2017 and was tabled to council in April 2017. 

The following was identified as the highest risk factors: 

° Veld and Wildland Fires 

° Floods 

° Drought 

° Transport of hazardous material, and 


° Alien Invasive Species 

Reduction Projects 

Technical projects to reduce the risk (structural changes, etc) 

(vulnerable groups/ communities/ households/ disabled/ elderly/children) 

Preparedness Strategies 

Departmental preparedness (general) 

Hazard specific contingency plans will be attached as annexures (Contingency Plans) 

1.Veld fires 

Mitigation and 
Preparedness - measures 

management plan 

Education and awareness 


Creation of fire breaks 
(buffer zones around 

Incorporating integrated 

veld fire management 


Responsible stakeholders/Partners 

Disaster management 
Hessequa Fire Department 
Garden Route Fire Department 
Cape Nature 



Disaster Management 
Hessequa Fire Department 

Hessequa Fire Department 
Cape Nature 


Hessequa Fire Department 
Garden Route Fire Department 
Cape Nature 


2. Floods 

Developing community wild 
fire adaption plan 

Incorporate flood 
mitigation in local planning 
Form partnerships to 
support flood plain 


Limit or restrict 
development in flood plain 


Improve storm water 
management planning 

Monitoring rainfall, for 

possibility of flash flooding 

and have early warning 
devices in high situated 

areas and catchment areas. 

Education and awareness 
campaigns on correct 
procedures to follow in case 

of flooding. 


Hessequa Fire Department 

Technical Services 

Disaster Management 
Environmental Department 

Cape Nature 


Disaster Management 

Town planning and Development 

Disaster Management 
Environmental Department 

Technical services 

Fire Department 

Garden Route Fire 

Transport operators 

Law Enforcement 

Traffic Department 

SAPS (Explosives, Radioactive) 

Provincial Traffic Department 

Hessequa Fire Department 
Disaster Management 

Law Enforcement 


3. HAZMAT: Road & Rail 

Flood proof residential and 

non-residential structures 

Protect and restore natural 
flood mitigation futures 
Ensure compliance with 
legislation for all industry 
and transport owners. 
Ensure compliance with all 

municipal by laws 

regards to hazardous 

Education and awareness 
Campaigns on correct 
storage, transport and safe 
handling of hazardous 


Monitoring industry and 

transport of hazardous 


Combat and Support 

agency agreements 


Community member 

Disaster management 

Town Planning and development 
Environmental Department 
Town planning and Development 
Fire Department 

Garden Route Fire Department 
Environmental Control 

Law Enforcement 

Traffic Department 

Provincial Traffic Department 
Disaster Management 

Disaster Management 

Fire Department 

Garden Route Fire 
Environmental Control 

Traffic Department 

Provincial Traffic Department 

Fire Department 
Garden Route Fire 
Transport operators 
Law Enforcement 

Traffic Department 

SAPS (Explosives, Radioactive) 

Provincial Traffic Department 

Petrol SA 

4. Alien Invasive Species 

(establishing an advisory 


Establish adequate 
communication structures 
with relevant stakeholders 

(information purposes of 

transport schedules) 

Conduct vehicle inspections 

Ensure all relevant agencies 
involved know their roles 

and responsibilities 

Disseminate information 
regarding Hazard 

Fire department to develop 

Drafting of Invasive Plant 

Control Plan for municipal 

properties as per National 


Hessequa Fire Department 
Garden Route Fire Department 
Disaster management 





Petrol SA 

Hessequa Fire Department 
Garden Route Fire Department 
Disaster management 

Local traffic 

Provincial traffic 

Hessequa Fire Department 

Petrol SA 

Hessequa Fire Department 
Garden Route Fire Department 
Disaster management 




Local and Provincial Traffic 

Garden Route Fire Department 

Environmental Management 

Parks and Recreation 

South African National Parks 

5. Drought 

Management: Biodiversity 

Education and awareness 


Compliance monitoring 



Monitor drought 

Monitor water supply 

Plan for drought 

Require water conservation 

during drought conditions 


SCFPA/farmers association 
National Dept Environmental 

Environmental Management 
Fire Department 

South African National Parks 
Environmental Management 
Parks and Recreation 
National Department of 
Environmental Affairs 
Technical services 

Disaster Management 

Disaster Management 
Technical services 

Disaster Management 
Technical services 

Cape Nature 


Disaster Management 
Technical services 

Cape Nature 


Hessequa Fire Department 
Technical service 

Cape Nature 



Development Strategies 

Prevent overgrazing 

Retrofit water 

Enhance landscaping and 

design measure 

Educate residence on water 

saving techniques 

Educate farmers on soil and 
water conservation 

Identifying secondary water 


Clearing of catchment areas 



Technical Services 

Disaster Management 
Garden Route District Municipality 
Environmental department 
Town Planning 

Disaster management 

Technical services 

Disaster management 
Department of Agriculture 


Technical services 

Department of agriculture 




Environmental departments 
Parks and recreational 
Technical services 

Cleansing services 

1) Initiate a process of Disaster mitigation within the Hessequa Municipal area. 







Undertake an audit of the preparedness of the Hessequa Municipality and other relevant 
role-players in dealing with disasters and potential disaster and devise mechanisms to 

deal with such disasters. 

Develop appropriate response mechanisms, procedures protocol and methodology to 

effective deal with disasters. 

Identify specific locations and/or communities at risk of disaster and put plans and 
procedures in place to ensure maximum readiness to deal with such disasters. Suggested 

actions and projects in this regard include the following. 
Enhance and expand fire stations in the Hessequa area. 

Devise and implement appropriate recovery mechanisms as part of the integrated 
approach to disaster management in the Hessequa Municipality is an effort to minimize 

the future potential of hazards, risk and vulnerability. 


Public Participation 

In the Hessequa Municipality, Public Participation is a Key Performance Area of the Municipality 
and is included in the performance agreement of the Municipal Manager. The Municipality has 

two officials responsible for public participation. 
New Method of Prioritization for the 2019/2020 Financial year 

Hessequa Municipality received funding from the Western Cape Government, Provincial Treasury 
Department for their new approach towards alignment between the integrated Development 
Plan, the Budget and Performance of the organisation. A new electronic system was sourced via 

a tender process, that goes hand in hand with training and development. 

The prioritising model that was introduced is a “audience response system”, communities, 
business, rate payers and other stakeholders each uses a handheld device to indicate what 
project or program they support. Based on support from these audience the municipality than 
have a prioritized list for towns. The information on the projects and programs is find in the Town 

Development Strategies in Section 3 of this document. 
Public Participation Framework 

The framework was developed to guide the municipality with Mechanisms, processes and 
procedures for community participation. This involves a range of activities including creating 
democratic representative structures (ward committees), assisting those structures to plan at a 
local level (community-based planning), to implement and monitor those plans using a range of 

working groups and CBOs. 

The framework is defined as an open, accountable process through which individuals and groups 
within selected communities can exchange views and influence decision-making. It is further 
defined as a democratic process of engaging people, deciding, planning, and playing an active 

part in the development and operation of services that affect their lives. 

Community Based Planning 


Community-based planning (CBP) is a form of participatory planning which has been designed to 
promote community action and link to the Integrated Development Plan (IDP). There are four 

reasons why CBP is advocated, 

O To improve the quality of plans; 

O To improve the quality of services; 

O To improve the community’s control over development and 
O To increase community action and reduce dependency 

Hessequa municipality remains committed to ongoing consultations and engagements with 
communities . The CBP process is one of those interventions that are employed to ensure better 

planning, implementation and monitoring of development interventions with all stakeholders, 

Ward Planning (CBP) 

Discretionary Ward Budgets 
implementation of CBP & IDP 
Performance Management System 
Monitoring and Evaluation 
IDP/Ward Plans Review 

+~ Communitcation —~ 

Ward committee —— —— Support ——> Municipali 

especially the poorer communities.Feedback links rere communities, ward committee and 

Ward Committees 

Functional ward committees have been established in all nine wards of the Hessequa Municipal 

Area. All 9 ward committees are functional and meet on a monthly basis. 

Administrative support is provided to the ward committees by the municipality. Agendas are 
compiled and minutes are recorded at ward committee meetings by the municipal committee 
clerks. Ward committee issues are referred to the relevant directorates and officials are invited 

to give report at the next ward committee meeting. 


The respective ward councillor is automatically the chairperson, who receives reports on 
development, participate in development planning processes, and facilitate wider community 
participation. To this end, the municipality constantly strives to ensure that all ward committees 
function optimally with community information provision; convening of meetings; ward 

planning; service delivery; IDP formulation and performance feedback to communities. 

The role of the ward committee can therefore be describe, 


° Provide clarification to communities about programmes and enable community 
involvement and quicker decision making; 

° Enhance transparency in administration; 

° Harness local resources to support local development; 

° Improve planning, which can now be based on local strengths, needs and preferred 

outcomes; Improve the accountability of government 

Ward Committee Operational Plans and Sector report back meetings remain a challenge for most 

of the ward committees. 
Communication Policy 

Local government has a legal obligation and a political responsibility to ensure regular and 
effective communication with the community. The Constitution of the Republic of South Africa 
Act 1996 and other statutory enactments all impose an obligation on local government 
communicators and require high levels of transparency, accountability, openness, participatory 

democracy and direct communication with the communities to improve the lives of all. 

To be successful, communications must focus on the issues that are shown to impact on the 
residents’ perceptions, quality of service, value for money and efficiencies. They should ideally 
look to close the communication-consultation loop, i.e. tell people how they can have a say and 

demonstrate how those who have given their views have had a real impact. 


Hessequa Municipality is in process of reviewing their communication policy with the inclusion 

of social media and SMS. 


The Hessequa municipal website is an integral part of the communication infrastructure and 
strategy. It serves as a tool for community participation, improves stakeholder involvement and 
facilitates stakeholder monitoring and evaluation of municipal performance. Section 75 of the 
MFMA requires that the municipalities place key documents and information on their website, 
including the IDP, the annual budget, adjustments budgets and budget related documents and 

Mayoral Outreaches 

The Mayoral Outreaches give further effect and concrete expression to participatory democracy 
so that communities can exercise their rights to be heard, and assist with the national effort to 
build a better life for all. It is a platform for enhancing dialogue and interaction between senior 
government executives and ordinary people and provides an opportunity for government to 
communicate its programmes and progress directly to the people. It also promotes participation 
of the public in the programmes to improve their lives. Interaction through the Mayoral 
Outreaches highlights particular problems needing attention, blockages in implementation of 
policy, or policy areas that may need review. It draws public input into how best to tackle 
challenges and gives Council and Senior Management direct access to what people say and feel 
about government and service delivery, to listen to their concerns, their grievances and advice 

about the pace and direction of government’s work. 
Hessequa Innovation Helix (HIH) 

The Executive Mayoral Committee on January 23, 2015 approved a Memorandum of 
Understanding between the University of Stellenbosch and the Hessequa Municipality. Various 
meetings and discussion has already take place to assure the successful role out of the 

Programme, Hessequa Innovation Helix (HIH). The theme "Social Innovation for good 


management in a rural area - a multidimensional approach" is formulated. It was suggested that 
a Hessequa Innovation Helix (HIH) created to bring together innovative thinkers from different 
groups namely: Government, Business Sector, Academic and knowledge-based sector and Civil 

society with an emphasis on youth involvement. 
Article 17 Committees: 

A key strategy of Hessequa Municipality to engage communities in a more useful manner, is 
through the establishment and consultation of “Article 17 Committees”. These committees are 
appointed as committees of council at the hand of article 17(4) of the Municipal Systems Act, 
which stipulates that a municipal council may establish advisory committees. The following 

advisory committees are actively involved in municipal affairs: 

- Economic Development Forum 

- Social Development Advisory Committee 

- Archaeological Advisory Committee 

- Grey Power Advisory Committee 

- 3 Different Environmental Management Committee which are mandated each with a 

specific management area. 

Hessequa Internet Access Study 

During the 2019.2020 financial year the Hessequa Municipality completed a study on the use of- 
and accessibility of internet by the Hessequa residents. This study was prompted by interest by 
service providers lobying for Council support to invest in internet infrastructure that would allow 
communities to be more “connected”. Before Council can take a decision in terms of any 
investment, a clear understanding of the current internet use and access profiles are needed. 
The full report of the study is available on request from municipal offices. This section hightlights 

the findings and the implications of the findings in terms of strategy. 


International and National Trends 
The report includes Statistical 


information and discusses the finding. 



57.73 98.05 31.18 23.00 

in South Africa is increasing at an perri raie eee darda 


immense rate. This 67% 170% 54% 40% 

The following graphs indicate the 
national digital connectivity of South 

Africans in general. It is clear that the 

growth, or uptake, of digital connectivity 





connected devices 41.2% «© +9.8% E a y +28%  +38% 

in relation to the 

trend. It is also 

important to note 

the amount of 

JAN 2018 - JAN 2019 JAN 2018 - JAN 2019 JAN 2018 - JAN 2019 JAN 2018 - JAN 2019 JAN 2018 - JAN 2019 


total population. 

The following graph indicates the communication platforms that are being used by South Africans 

in general. 



FACEBOOK (I i 82% 
INSTAGRAM [ie 54% 
TWITTER re 42% 
UNKDN Ss 33% 
Skype ee 29% 
WECHAT aaa á E5 
BADCO 1 å ë ë Ey 
VIBER |) 9% 


This indicate that 90% of all connected sim-cards in South Africa are using Whatsapp. 

The Hessequa Internet Use Profile 

A digital surveyw as used to engage with community members in terms of internet use and access 
to internet services. The response was immense and as it was shared on social media platforms 
and through Whatsapp distribution lists. In comparison to paper / pamphlet driven responses, 
the survey managed to reach far more people. The findings are summarised in the following 

Access to Internet on: 

- 57% on Computer & Mobile Device 
- 29% on Mobile Device 

- 3% at work / other location 

- 10% home computer 

- 1% E-Centres 
Cost of Connectivity: 

- Most spend more than R300 / month on data costs 
- On average 40% indicated that they can only spend less than R200 no connectivity 
- Due to the survey being location based as well, it could be identified that Slangrivier was 

the using the most free access 

It was found that more than 60% of all users used their devices for basic communication through 
social media platforms. This is a significant amount and reflects the national and international 

trend that the communication culture of humans are, and have been changing rapidly. 

Use of E-Centres 
The report highligthed an unintended surprise in the fact that even though many people are 

connected and communicating through social media platforms, the need for facilities where 
information can be electronically accessed remains very high. As many households can afford a 
mobile communication device, they still need access to computing facilities and printing of 

documentation. The number of visitors who make use of e-centres in municipal libraries or 


thusong facilities are staggering. This proves the important role of supporting and developing 

these facilities as a strategy. 


1. The use of e-media for communication with the public should be investigated and 
expanded for participation purposes 

2. More information should be gathered during physical engagements with the public to add 
value to these findings. 

3. Investigating the possibility of developing e-representative platforms for public 

4. Development of an Internet Access Strategy for Hessequa 


Spatial Development Framework 

The Spatial Planning and Land Use Management Act, Act No. 16 of 2013 (SPLUMA), 
implemented on 1 July 2015, and the Western Cape Land Use Planning Act 2014 (LUPA) ushers 
in a new era of planning and development decision-making where the responsibility rests 
largely on local municipalities to fulfil their role as land use planning decision-makers as per 
Constitutional mandates and obligations. Section 24(1) of SPLUMA determines that a 
municipality must, after consultation as prescribed in the Act, adopt and approve a single land 
use scheme for its entire area within five years from the commencement of this Act. 

Hessequa municipality are currently reviewing and updating their SDF internally to align to 
SPLUMA. This process will go hand in hand with the development and approval of the new 

generation IDP. 

As Hessequa is literally a region on its own and includes various towns with unique economic 
activity. The spatial economy of the Hessequa region should be analysed and considered within 

the context of a region and not of a single town. 

Map 1 displays the spatial rationale of the Hessequa Region and identifies the major economic 
corridors of the Hessequa region. The N2 is an important access point to the Hessequa economy 
with economic paths towards the coastal towns. It also identifies the population contribution in 
the form of coloured circles with the size representing the population contribution to the region. 
Riversdale and Stilbaai are the two towns with the largest contribution in terms of population 

and economic activity. 


The dynamic nature 
of each town in the 
Hessequa region is a 

challenge to manage. 


Therefore the Spatial 
Framework (SDF) of 


identifies and 

analyses this diverse nature and represents it spatially. 

Map 2, located on the following page, highlights key variables per town to resemble growth 
potential in comparison to social need. It considers the growth strategy, competitive advantage, 
potential investment Map 1- spatial Rationale (Plan 5.1 in SDF) 

projects, town 

strategy and economic investment measures. It continues to identify the need for housing 
solutions as a possible growth indicator to be considered during any form of bulk service 


Each town in Hessequa has its own spatial development proposal in the SDF as well as growth 
management plans. These strategic planning tools create the foundation to measure all 
investments in the municipal region. A practical example of how the spatial development realities 
have influenced investment in infrastructure, would be the upgrading of the electricity bulk 
service to the Stilbaai area. The project provides for expanded bulk service provision and enables 
development of private land as no extensions could be approved due to the full capacity of 
existing bulk electricity provision that have been reached. This investment in infrastructure was 
done strategically to enable development and does it provide the municipality with an increase 

in revenue that can be generated from new developments. 


The approved 
Framework is 


by the Integrated 



ii a I a 
Management 2 a E 

3° oror pomike / resorna code 

Plan(IEMP) that 
is being 
developed by 

Municipality. The 

IEMP consists of 
various sector plans that forms the “building blocks” of the IEMP. The various status of these 
sector plans are dealt with in the section relating to KPA1. The Hessequa Municipality covers a 

geographical area of +/- 5200Km’s. The land use of this vast area varies from protected natural 

Map 2 - Economic Roles of Towns (Plan 8.1 in SDF) 

environments with a rich biodiversity to highly intensive agricultural use. Map 3, displayed on the 
following page, displays the land use within the Hessequa rural area. It also identifies the various 
land reform projects that are relevant to the Hessequa Municipal area. It also highlights the 
Slangrivier land reform project that relates to the so-called “Act9” transfer process. More detail 
of this can be found in the Slangrivier Area Based Plan that serves as an annexure to the IDP 
document. For more information relating to Spatial Development, please refer to the Spatial 

Development Framework of Hessequa Municipality. 


Grondhervorming Projekte 

Riversdal landbouprojek 
Albertinia kleinboere 
Dekriet - Transnet huise 
Garcia bosboustasie 

Groot Kragga - Transnet huise 

Melkhoutfontein kleinboere 

Vermaaklikheid behuising 

In proses: 
@ Slangrivier behuising (Wet 9 gebied) 

7 - a y PT A 
Am; A T 
i west 



Settlement level Municipal level 

e Very Low GE Very Low 


E eS 



4 n4 


-_ . 
À o. l pout" A 
E l jedia® 

01020 40 60 8 

AN MAS O ee ee ee ey ee me SS e H rey Mes) poe Srey eet Ie pe ST ES he Gy FET SRE eS Se T n po Pm Owe e o eT g oe em pe ret 

Ky @ CGA BS Growth Potential Study Growth Potential el NS 

- 80 - 

Integrated Human Settlements 

The delivery of housing is a National and Provincial function, but it is being implemented by 
Local Government on an agency basis. The increasing responsibilities that are placed on local 
municipalities in this regard have a direct effect on their financial viability. The demand is 
significantly higher than the resources available to deliver houses. A big challenges are the 
lack of reasonable unoccupied land. Additional critical concerns are the existing housing 
backlogs, the backlogs in infrastructure, water and electric services and the rate of housing 

delivery of the municipality due to lack of funding. 

The Western Cape Minister for Human Settlements approved the “Western Cape Provincial 
Framework Policy for the Selection of Housing Beneficiaries in September 2012. In terms of 
the Framework Policy each municipality must approve its own selection policy that is 

consistent with the Framework Policy before 30 June 2014. 

Hessequa developed their own policy and can it be found on the municipal website. The main 
objective of the policy is to set out the relevant processes and procedures that have to be 
followed when selecting beneficiaries for new housing projects that result in the beneficiary 

receiving ownership of a subsidized opportunity. 

° The Framework Policy aims to enhance fairness and transparency of processes used 

by municipalities to select subsidy beneficiaries. 

° It sets out the core principles and mechanisms and processes for selection and 
requires that municipalities develop their own selection policies that are consistent 

with its core principles. 
Housing Options: 
The two main available categories for housing in the Hessequa municipal area are, 

° Government Subsidy Houses : This is an option for households earning less than R3 

500.00 per month 

° Gap Housing: This refers to households earning above R3 501.00 per month but below 

R7 500.00. 


Housing Project Pipeline 

Project Housing 




Melkhoutfontein West IRDP (Mixed 

(Project Initiation Development) 


Melkhoutfontein West IRDP (Mixed 

(Project Feasibility Development) 


Number of | Town/Suburb Erf Number Estimated Proposed 
Stands/ Cost Timeline 

Up to 600 | Melkhoutfontein | Erf 111 R689 400 2018/2019 
sites (Tranche 

(Depending 1.1) 

upon final 

number of 



Up to 600 | Melkhoutfontein | Erf 111 R600 000 2019/2020 

sites (Tranche 

(Depending 1.2) 
upon final 2020/2021 

number of (R1 200 000) 



(PID) has been 
submitted and 
Report (PFR) to 
be prepared 
and submitted 

for approval. 


Project Housing Number of | Town/Suburb Erf Number Estimated Proposed Status/Progress 
Name/Description Program Stands/ Cost Timeline 

Melkhoutfontein West IRDP (Mixed | Up to 600 | Melkhoutfontein | Erf 111 R13 800 000 | 2020/2021 Project 

Services & Top Development) | sites (300 Sites) Implementation 

Structures (Depending Readiness 

R13 800 000 | 2021/2022 Report (PIRR) 

upon final 
number of (300 Sites) for tops to be 
beneficiary R prepared and 
approvals) 42 500 000 submitted for 
585 Sites approval. 

Plus 250 

houses 2022/2023 

R32 500 000 






Melkhoutfontein West 

Top Structures 



Heidelberg Site 4 Mixed | 1 





IRDP (Mixed 



Up to 600 


of | Town/Suburb 

upon final 





Up to 200 | Heidelberg 



Erf Number 

Erf 111 

Erf 1938 
Farm 521/2 
Erf 1251 



R35 100 000 
(300 Tops) 

R35 100 000 
(300 Tops) 

R217 161 







application has 
been submitted 

for Erf 1251 and 

approved for 




Project Housing 



Number of | Town/Suburb Erf Number Estimated Proposed 
Stands/ Cost Timeline 

Up to 200 | Heidelberg Erf 1938 R7 360000 | 2019/2020 Project 
sites Farm 521/2 (200 Feasibility 
Erf 1251 Serviced Report has been 
sites) submitted for 
Report has been 
submitted for 


Heidelberg Site 4 Mixed | 1 
Development (Project 

Heidelberg Site 4 Mixed | 1 
Development (Project 

Readiness Report) 

Heidelberg Site 

(Project Initiation) a 

Up to 200 en a 1938 — 560 000 ee Project 
sites Farm 521/2 (160 Tops) Implementation 
Erf 1251 Readiness 
Heidelberg Erf 1213 Unknown 2020/21/22 Application for 



Project Housing Number of | Town/Suburb Erf Number Estimated Proposed 
Name/Description Program Stands/ Cost Timeline 

To make up difference funding to be 
of erven lost at site 4 prepared and 
submitted to 
dept. © Human 
Slangrivier Consolidation | Up to 82 top | Slangrivier Portion Farm | R11 440000 | (2019/20/21) Project 
Structures structures 309 Initiation 
(Mitigation project) application 
prepared and to 
be submitted to 
dept. © Human 
Riversdale Serviced | 2 Up to 100 | Riversdale Erf 7655 Unknown 2020/21/22 Project 
Sites (Project Initiation) sites Erf 7654 Initiation 
applications to 
be prepared 
and submitted 
to dept. Human 



Project Housing Number of | Town/Suburb Erf Number Estimated Proposed Status/Progress 
Name/Description Program Stands/ Cost Timeline 

Riversdale Serviced | 2 Up to 500 Erf 4015 Unknown 2020/21/22 Project 
Riversdale Serviced | 2 Up to 300 Remainder Unknown 2020/21/22 Project 
Sites. (Project Initiation) sites 2015 Initiation 
(Kwanokuthula) application to 
be prepared 
and submitted 
to dept. Human 


Sites. (Project Initiation) (Open space Initiation 
between application to 
Aloeridge and be prepared 
Morestond) and submitted 
to dept. Human 


Riversdale Serviced | 2 Up to 100 Erf 7649 Unknown 2020/21/22 Project 

(Becker Street) Initiation 


Sites. (Project Initiation) 

application to 

be prepared 

and submitted 

Project Housing Number of | Town/Suburb Erf Number Estimated Proposed 
Name/Description Program Stands/ Cost Timeline 

203 Sites Slangrivier Remainder Unknown 2021/22 


Slangrivier Phase 

farm 309 

(Project Initiation) 

Albertinia Serviced sites 

(Project Initiation) 

Up to 250 | Albertinia Erf 1 (To be | Unknown 2021/22 
sites confirmed) 

D B B 


Gouritsmond Serviced | 3 
Sites (Project Initiation) 


to dept. Human 
Application for 
project funding 
to be revised, 
using new 
templates, and 
to be submitted 
to dept. Human 
application to 
be prepared 
and submitted 
to dept. Human 



Project Housing Number of | Town/Suburb Erf Number Estimated Proposed 
Name/Description Program Stands/ Cost Timeline 

application to 
be prepared 
and submitted 
to dept. Human 

Slangrivier Infill Sites To be | Slangrivier To be | Unknown 2022/23/24 Identification of 
determined eer determined aam RBA sites 

Heidelberg Infill Sites Tob be | Heidelberg To Unknown 2022/23/24 Identification of 
determined Se determined am RBA sites 


Albertinia Infill Sites To be | Albertinia To Unknown 2022/23/24 Identification of 
determined determined sites 


Melkhoutfontein Infill To be 

Sites determined 

To Unknown 2022/23/24 Identification of 

determined — a sites 

Riversdale Infill Sites To be | Riversdale To Unknown 2022/23/24 Identification of 
determined — determined uw ee sites 


Project Name Housing No stands/ | Town/Suburb Erf Number Estimated Proposed Status/Progress 

Program cost construction 





Slangrivier Serviced 

Sites (Project Initiation) 

Heidelberg Serviced 
Sites (Project Initiation) 

Dollar Square 

Heidelberg Serviced 

Sites. Site 6 

(Project Initiation) 






Number of | Town/Suburb Erf Number Estimated Proposed 
Stands/ Cost Timeline 

Minimum 86 | Slangrivier Portion Farm | Unknown 2021/22/23 
sites 309 
Minimum 83 | Heidelberg Farm 521 | Unknown 2020/21/22/23 
sites Portion 2 


Portion 2 
32 Heidelberg Erf 2109 R46 783 2020/21/22 



application to 
be resubmitted 
to Dept. Human 
application has 
been approved 
by Dept. Human 


application has 

been approved 

by Dept. Human 





Riversdale Serviced | 1 

Sites (Tembani Street) 

(Project Initiation) 

Riversdale Serviced | 2 
Sites (Plankiesdorp) 
(Project Initiation) 
Riversdale Serviced | 2 

Sites (Melrose Place) 

(Project Initiation) 



Number of | Town/Suburb Erf Number Estimated 
Stands/ Cost 

UISP Minimum Riversdale Erf 5270 R140 000 
134 sites Erf 7124 
Portion 2015 

l E i 
l o i 







application has 
been approved 
by Department 


Application to 

be drawn up 
Application to 

be drawn up 



Men’s workshop 

Youth Conference 

Social Development Framework 

Consultative Analysis (Workhop Outcomes) 

/ | Role Players 

Dept. Social Services 

Dept. Health (Clinics) 

Child Welfare 

Teachers (Retired) 

Church Leaders 

Goukou Health 

Person with 

Disability Association 


Dept. Health (Clinic) 

Dept. Justice 
Church leaders 

Teachers (Retire) 

Dept. Correctional 


Dept. Social Services 


Dept. Health (Clinics) 

Dept. justice 







Outcome / Challenges 

Substance Abuse 

Teenage pregnancy 
School drop-outs 
Domestic violence 

Lack of Moral & Ethic values 

Substance abuse 


Ignorance of the rights of People 
with Disabilities 

Ignorance of the rights of Women 
& Children 

Ignorance of the importance of 
Ethical and Moral values 
HIV/AIDS, Teenage pregnancy 


Teenage pregnancy 

Substance abuse 


Youth Crime 




Youth workshop 

Child Welfare Albertinia 
BADISA Gouritsmond 
Church Leaders 

Primary & Secondary 


FET South Cape 


Youth groups 

SALGA Albertinia 
Dept. Health (Clinics) 



Child Welfare 

SALGA Riversdale 

Goukou Health 




Church Leaders 

Cape Access Garcia 
South (Cape Land 


Research on the unwillingness of 

the youth to take part in social 

development programmes and 


Lack of safety parents 

Assess the need of a safe house 


Facilitation of database 

Social grants 

Formal engagement structure 
Quality Service delivery 

Sensitization programmes 
Children with special needs 

Substance Abuse 


Teenage pregnancy 

Food security 

Unemployment & poverty 

Lack of Social & Economic 

Development Programmes 

Key Focus Area 

Lack of Sport and recreational 


Lack of library and computer 

No Early Child Development 


The following key focus areas were identified: 

Youth Development 

Sport & Culture 

Institutional capacity 

HIV & AIDS, TB & STI’s & Teenage 


Food security 

Early Child development 


Substance Abuse 

Create an environment where the youth can develop, in order 

for them to tap into the opportunities available. 

To promote sport and cultural development as a tool of crime 
prevention and healthy live stiles within the community 

To equip people with the necessary skills to better their working 

Create partnership between government and civil society to 

limit and reverse the spread of HIV&AIDS and TB 
To collectively utilise resources, knowledge and skills to 
effectively address food insecurity and hunger in the area. 

Enhancing the Early Childhood Development initiatives 

Create an environment where they can add value to 

To co-ordinate and facilitate services rendered by role players 

focusing on older people 


People with disabilities To ensure a more integrated collaborative approach to facilitate 

the mainstreaming of issues of people with disabilities 
Women & Children To co-ordinate and facilitate services rendered by role players 

focusing on women & Children 

Participative Strategy Development 
An analysis of the Public Participation process of Hessequa Municipality showed that the 

municipality is well placed in terms of best practices for public participation in terms of: 

- Strategically engaging with communities 
- Having appropriate structures and actions in place 
- Providing resources and logistics for public dialogue 
- Recording processes and disseminating the results 
- Contemplating the details of public inputs and factoring these into planning 
- Setting the wheels in motion to involve communities in the implementation 
The process followed to date to promote ongoing dialogue covered a number of initiatives, 


- Conducting community outreaches 
- Organising Summits 
- Promoting the establishment of forums 

- Capacity building and training initiatives 

@ ssessequa 

Oma aei 
® essequa 

Advisory Forum 


Hessequa Social Development Advisory Forum 
All the stakeholders are drawn from the Hessequa community. The following principles for 

collaboration need to be put in place: 

- Overall coordination between Forums 

- Vertical alignment within each Forum 

- Direct horizontal integration between stakeholders representing different entities and 
levels in the various Forums 

- Cross-cutting cooperation between individuals within different Forums. 

e Components of the Social Development Forum 

The establishment of a Hessequa Social Development Advisory Forum and the 

finalization of the Hessequa Social Development Strategy is our department’s main 

objective for this financial year. 


Hessequa Social Development Department Communicty E 
i ; Hessequa Municipality 
Advisory Forum Services 


FE Youth Women HIV/AIDS Community | Performing | Cross Cross 
i volunteers policing 
Secondary | Sport Elderly Home- SAPS Creative arts 

Primary Leadership People Food Corrections | Heritage 
nurturing with security preservation 

ECD Capacity Abused Health care 

S m | 

The sectoral focus areas and their subdivisions relating to specific activities are shown 
according to the current situation or proposed activities in Hessequa. Strategically Hessequa 
Municipality needs to coordinate these activities through a Social Development Advisory 
Forum and provide a central contact point at the Thusong Centre in Riversdale. The 

composition of the Social Forum can be structured to include the following representatives: 

e Municipal representatives 

o Executive, Management, Department 


e Sectoral representation 

o Forum heads or nominations 

e Service organisation representatives 

o Organisation heads or delegates 

e Centralise actions in Community Development office. 

o One contact point for social actions 

In addition the Municipality can facilitate the dialogue and action by: 

- Providing a secretariat 

- Mobilising available human resources within the Community Development office, for 

specific social actions 

e Our Mandate (Legislative framework) 

Hessequa Municipality IDP Draft 2017-2022 

All relevant policies and official documents. 

National Development Plan 2030. 

Republic of South Africa (RSA) (1998). White Paper on Local Government. 
Pretoria: Government printers. 

Republic of South Africa (1998) Local Government: Municipal Systems Act, 
2000. Pretoria: Government Printers. 

Republic of South Africa (2005) Intergovernmental Relations Framework Act, 
2005. Pretoria: Government Printers 

Republic of South Africa (1998) Municipal Structures act, 1998. Pretoria: 
Government Printers. 

Republic of South Africa (1996a). Constitution of the Republic of South Africa, 
Act 108 of 1996. Pretoria: Government Printers 

Children’s Act 38 of 2005 amended by Act 41 of 2007. 

National Health Act, 61 of 2003 

Promotion of Equity and Prevention of unfair Discrimination Act, 4 of 2000 



Priority projects and programmes plan for Hessequa Municipal Area - 

School Holiday Programme — 
Droogerivier and Garcia 

HSOAF Outreach 

Programme — Albertinia 

Hessequa Local Golden Games 

HSOAF Meeting 

Women’s Day Programme — 

Thusong Mobile Outreach 
Programme = 

HSOAF Outreach Programme — 


District Golden Games 

Disability Awareness 

Programme —  Molenrivier 

Primary School 

Food Security Programme 

Community Development office in partnership with 
Department of Social Development and Department 
of Health 

Community Development office 

Community Development office in partnership with 

Various role players 

Community Development office 
Community Development office in partnership with 
Various role players 

Community Development office 

Community Development Office 

Community Development office, Department 

Cultural Affairs and Sport and Senior citizen clubs. 

Community Development office 

Community Development office 


HSOAF Outreach Programme — 
HSOAF Outreach Programme — 

Western Cape Table Tennis 

Eden Drama Festival 
Showcase- Heidelberg 
Thusong Mobile Outreach 
Programme — Slangrivier 
Substance Abuse Programme — 
Droogerivier Youth 

HSOAF Outreach Programme — 

Youth Summit — Riversdale 
Mayoral Six-a-side 
Tournament for CANSA 

Rural Rugby Development 


Hessequa Schools 


Thusong Mobile Outreach 
Programme — Riversdale 
HSOAF Meeting 
16 Days of Activism 


Community Development office 

Community Development Office, Eden/West 

Coast/Cape Winelands/WP tabeletennis federations. 

Community Development office 

Community Development office 

Community Development office 

Community Development office 

Community development office, Cansa Foundation, 
Office of the Mayor. 

Community Development office, Local organising 
Community Development office, Department 

Community Development office , Department Local 


Community Development office 
Community Development office in partnership with 

Various role players 


Hessequa Local Indigenous 
Hessequa Local Football 


World Aids Day Programme 

School holiday programme — 

School holiday programme — 

Teenage Pregnancy 

Youth Camp- Still Bay 

Hessequa Rugby Cup 

Thusong Mobile Programme — 

HSOAF Meeting 

Hessequa Sports Festival 

School Holiday Programme 

HIV/AIDS Awareness 


Hessequa Prestige Athletics 

Community Development Office, Department 

Cultural Affairs and Sport. 

Community Development office in partnership with 

Various role players 

Community Development office 

Community Development office 

Community Development office 

Community Development office in partnership with 

SAPS and Department of Social Development 

Community Development Office, Hessequa Sport 


Community Development office 

Community Development office 
Community Development Office, Hessequa Sport 

Community Development office 

Community Development office in partnership with 

Working on Fire 


Community development office, Department 

Thusong Mobile Outreach | Community Development office 

Programme — Riversdale 

Child Protection Programme Community Development office 

District Indigenous Games Community Development office, Department Social 

Youth Day Programme Community Development office 
HSOAF meeting 
Hessequa indoor board games | Community Development office, Hessequa sport 
tournament (Pool, Darts, Table | council. 

Tennis, Domino’s) 

The headings of the implementation plan that will flow from this strategy are: 
Creating an appropriate institutional framework 
- Drawing up of a proper data basis. 
- Registering and mobilising service organisations to actively engage in the social 
development network. 
- Define and adopt roles and responsibilities of relevant role players. 

- Refining focus areas and sector to create an efficient working infrastructure 

Priority projects and programmes plan 
- Identifying short term high impact projects. 
- Integrating projects into programmes according to identified priorities. 

- Constructing a social development project implementation multiyear plan. 

- Analysis of sources of funding for social projects and new opportunities 

- Proposing a municipal social development budget and specific vote in council budget 

Implementation framework and resources 


Construction of the implementation plan according to the municipal planning 
framework including KPAs, KPls, deliverables, resources, budgets and time lines. 
Aligning the implementation framework with items contained in the current SDBIP 

Proposing additions to municipal objectives 

Monitoring and evaluation 

Proposing the mechanism for monitoring and evaluation 
Setting the documentation and response requirements 
Establishing responsibility and accountability roles within the social development 



Principles for sustainability 
Funding considerations 
Commitment and leadership issues 

Long term vision for social development 


Management of Strategic Risks 

Management of risks within any institution is seen more and more as a critical function of 
management. To manage the risks a risk register is developed every five years, which is then 
reviewed annually. The risk register also includes Strategic Risks that need to be managed in 
a manner that will provide the organisation and its residents mitigation against the identified 
risks. Controls should be enhanced on a regular basis and is this function included in all 

employment contracts of senior managers. 

Quarterly reports on risks and controls are submitted to Council with the municipal Risk 
Committee who considers risk management activities. The annual Risk Based Audit Plan of 
the Internal Auditor is developed based on the municipal risk register to audit the 

effectiveness of controls. 

The following table reflects the Strategic Risks that has been identified in the risk register. The 
risk management methodology always considers the risk without any controls, called inherent 
risk, and the results of this assessment is captured in the Impact and Likelihood columns. Then 
the Current Controls for each risk is considered by evaluating the effectiveness of the controls. 

This results in a rating that is given by the risk management system called Residual Risk. 

Poor municipal Certain Telephone system Personnel capacity Weak High 
public image (100%) Code of Conduct 

Non-integrated Inter-departmental Average High 
development communication_Annual approved 
planning process plan Oversight over relevant 

committees Public participation in 

processes Updated master planning 

Demotivated Certain Grievance procedure Personnel Average High 
staff (100%) wellness program 

Inability to create Likely Internal capacity_LED strategy Buy-in Average High 
the environment (90%) from Council to the LED 


for economic 







Unavailibillity of Likely 

water resources (90%) 

Natural disasters Likely 

Degradation of Certain 


parks and resorts 

Degradation of Certain 




Shortage in waste Likely 

disposal sites (90%) 

Poor municipal Possible 

public image (55%) 

Loss of income 
Expenditure Possible 
outside of the IDP (55%) 


strategy_Internal communication and 


Maintenance plans_ Capital 
planning _ 
Disaster management 
plan_Monitoring Occupational 
health and safety_Insurance___ 
Budget_Inspections_ Maintenance 
plans Upgrading plans Personnel 
Capacity _Equipment_ 
Maintenance plans _ Master 
plans Personnel 
budget_Inspections Stores Collabor 
ation of law enforcement department 
Identification of alternative 
Capacity _ Management of disposal 
sites Master plans Awareness 


stakeholders_ Meetings 
stakeholders Letters 

Usage reports Review of IDP & 

Updated master planning Adherence 
to regulations in terms of 
amendments to 
budgets_Performance management 

system_Budget process_ 










Poor Likely 

relationships (90%) 

with relevant 


Poor Likely 

relationships (90%) 
with relevant 

Lack Possible 



community (55%) 

orientation in 

terms of services 




Inability to create Possible 


an environment 
for social 

Inability to table Possible 
a budget in due (55%) 


Under-spending Certain 

of budgets which (100%) 
leads to poor 
service delivery 
utilization of 


Non- Likely 

representative te (90%) 

Labour Force 


Role-players database LED 
Strategy Communication 
platforms _ 
Stakeholder database Social 

strategy Communications 
platforms _ 

Coordination of 
learnerships Collaboration with 
stakeholders Social development 
forum_Thusong centre __ 

Council support_Internal 

Capacity Social development 
Strategy __ 
Sufficient Personnel Trained 


Personnel_ Adherence to 
dates Healthy participation 

Council. Annual Bosberaad for 

assembly of Capital Budget_Inter- 
departmental cooperation Council 
approved budget schedule 

Monthly budget reporting Cashflow 

projections Procurement plan 

Performance Management Policy and 

agreements Annual Performance 

Report. __ 

Equity Plan_Implementation of 

Recruitment and Selection 

Policy Equity Reports _ 












o E CE CR O `E °R °p ° R F 

Poor Certain 

Discipline (100%) 




Ineffective Likely 

communication (90%) 
due to general 
language use 

Destruction of Likely 

natural resources (90%) 


Degradation of Certain 
roads (100%) 



natural disasters | phic 

Shortage of burial 


Adherence to disciplinary 

code Adherence to code of 

processes Supervision of discipline 
(Supervisor level) Training program 

of Supervisors wrt 

processes Presiding officers and 
employers representatives _ 
Implementation of language 
policy_Oversight of Province 

(Submission of policy) Translation _ 

Management plans for rivers and 
reserves Law 
enforcement_Monitoring by District 
Municipality Collaboration between 
role-players_ Prosecution 

LED strategy Tourism 
platforms _Hessequa Tourism 
Advisory Forum_Marketing Tourism 

offices Tourism infrastructure 

Pavement management 
plans _ 

Disaster management plans Support 


(bystand) Preventative 

maintenance_Financial disaster 
Identification of alternative sites Pro- 

active planning Budget 
















Economic Development 

Hessequa Municipality, as part of its local government mandate, has developed a draft Economic 
Development Strategy, which is a review of the previous strategy completed in 2014. The aim of this 
process is to provide Hessequa Municipality, the private sector and the local community of Hessequa 
the opportunity to develop a planning guide/manual that promotes economic growth, facilitates job 
creation opportunities and addresses poverty and inequality within the area. The focus of the strategy 
is to enhance the local area’s competitive environment, by identifying existing resources, 
infrastructure and skills within the area, leveraging of resources to create opportunities for all, 
therefore contributing to inclusive sustainable economic growth. The purpose of the Economic 
Development Strategy is to interrogate available economic information in an integrated and 
coordinated manner to identify opportunities that can broaden economic base of the greater 
Hessequa Municipal Area. These opportunities will need to be packaged into an implementation 
framework which will be the guideline as to how existing economic potential can be utilised to 
generate positive spin offs for the local economy. Key focus areas in the reviewing of the LED Strategy 

e Stakeholder Management 

e Enterprise Development 

e Ease of doing business to streamline processes to attract and retain investment 
e Tourism and Economic Infrastructure 

e Investment Facilitation 

e Strategic Procurement as enabler to promote economic development 

e Agriculture and Agri-processing 


Value chains identified in Garden Route is the Honey Bush and film industry value chains found. The 
aim of the value chain is to show movement of goods and services for certain commodities, as well as 
the risk and opportunities. There is a potential for further growth of the Honeybush value chain in the 
Province due to its international marketability and the Province’s natural advantage as one of the two 
areas that can produce tea. Significance for Hessequa is that it is the location for the primary 
harvesting of Honeybush, in the district with Haarlem. However, due to lack of proper infrastructure 
and production facilities, the raw products are being transported to neighbouring municipal areas, 
where value are being added to the product. This can be seen as an opportunity which needs to be 
further investigated to create infrastructure or the upgrade thereof, to minimise economic leakage 
from the area. 

Tourism is not an economic sector on its own, but rather a combination of various sectors and forms 
part of other sectors i.e. trade, transport, accommodation and finance sectors etc. Due to its 
increasing importance as an income and employment generator, the opportunity exists to investigate 
the tourism value chain (types of tourism offerings) to create linkages and routes. Other opportunities 
include tourism infrastructure transport, signage, basic services, information centres and databases), 
marketing, developing and improving facilities and human capital. 



Infrastructure investment is a catalyst for economic and social development. Quality infrastructure 
that is well maintained and managed, provides major benefits to both households and enterprises 
through opening opportunities for the poor and supporting growth in the economic output. In 
Hessequa, the following infrastructure projects have been identified as key drivers for development 

e Youth Café/ Youth Business Centre in Diepkloof, Heidelberg 

e Business Centre Hub in Kwanokuthula, Riversdale 

e  Stilbay Harbour Development, Still Bay 

e  Agri-Processing Development in Heidelberg 

e Development of Sport Facilities to enhance socio-economic development initiatives 

GDPR and employment performance 

The size of the Hessequa municipal area’s economy in 2017 was R3.8 billion (in current prices). In 
2018, growth in the area appeared to have completely stagnated, with an estimated real growth 
rate of 0.4 per cent. 

As of 2017, the Hessequa municipal area had a total of 24 792 jobs. The number of new jobs 
created in 2018 is estimated at 158, which is slightly lower than the annual average of 185 jobs in 
the preceding decade. 

Diagram 2.6 Hessequa GDPR (current prices) and employment, 2017 and 2018e 

R3.9 billion 


GDPR R3.8 billion 

a, : 


Jobs 24 792 jobs 


24 956 jobs 

Source: Quantec Research, 2019 (e denotes estimate) 

The three largest contributors to GDPR in the Hessequa municipal area are finance, insurance, 
real estate and business services (21.0 per cent), wholesale and retail trade, catering and 
accommodation (19.1 per cent), and manufacturing (14.1 per cent) sectors. 

As is the pattern in GRD’s municipal areas, the predominant source of employment is the 
wholesale and retail trade, catering and accommodation sector, contributing approximately 25.7 
per cent to the municipal area’s total employment. Another significant contributor to 
employment in the region is the agriculture, forestry and fishing sector, which contributes 19.7 
per cent of employment in the Hessequa municipal area. 

Hessequa sectoral GDPR and employment contribution, 2017 (%) 


Agriculture, forestry & fishing 

Mining & quarrying 


Electricity, gas & water 


Wholesale & retail trade, catering & accommodation 
Transport, storage & communication 

Finance, insurance, real estate & business services 
General government 

Community, social & personal services 










0% 5% 10% 15% 20% 25% 30% 

Contribution to GDPR ™ Contribution to Employment 

As indicated in the Table above, which provides a sectoral overview of GDPR and employment 
performance, the finance, insurance, real estate and business services sector achieved strong 
average annual growth rates of 3.5 per cent between 2008 and 2017. As this sector is the main 
source of GDPR in the region, the above-average growth rates realised in this sector are a 
promising indication of economic expansion in the municipal area. Other sectors which have 
exhibited above-average growth rates are the transport, storage and communications sector, and 
the manufacturing sector, which grew at an average annual rate of 3.1 per cent each. 

Estimates for 2018 indicate concerning trends for all three sectors, with the primary sector being 
particularly worrisome due to an estimated decline in growth of 5.6 per cent in 2018. Although 
the secondary and tertiary sectors are estimated to have achieved positive growth rates for 2018, 
the size of this growth is unimpressive. Due to lacklustre estimates for 2018 in all three sectors, 
the average growth for the municipal area in 2018 is estimated at 0.4 per cent. 

The Hessequa economy can benefit new business development providing goods and services 
to travellers on the N2 that traverses the area. The N2 is an important transport corridor, for 
freight and tourists alike. 

Hessequa GDPR and employment performance per sector, 2017 

GDPR Employment 

R Real Number Employment 
Sadi million Trend GDPR of jobs Trend (net change) 
aia value 2008 - Growth2017 2007 -2018e 

2017 2017 2018e 2017 
Primary Sector 470.2 1.6 -5.6 4916 -2061 -110 
Agriculture, forestry and 458.6 1.7 -5.7 4895 -2054 -108 
Mining and quarrying 11.6 -1.0 -4.3 21 -7 -2 
Secondary Sector 851.3 1.5 1.2 3795 -176 7 


Manufacturing 536.8 3.1 3.6 2178 203 18 

Electricity, gas and water 84.2 -4.2 -2.5 62 2 -5 
Construction 230.3 0.1 -4.7 1555 -381 -6 
Tertiary Sector 2 497.1 2.8 1.3 16081 4 268 261 
Wholesale and retail 728.9 2.4 0.2 6379 1 734 45 
trade, catering and 


Transport, storage and 405.7 3.1 2.3 1031 429 10 

Finance, insurance, real 803.3 3.5 2.2 3 559 1502 228 
estate and business 


General government 324.7 2.1 0.3 17/6 211 9 
Community, social and 234.4 1.9 0.9 3 336 392 -31 

personal services 

Total Hessequa 3 818.6 2.4 0.4 24792 1 848 158 

Source: Quantec Research, 2019 (e denotes estimate) 

In terms of employment, the wholesale and retail trade, catering and accommodation sector is 
the biggest contributor, with 6 379 jobs. The agriculture, forestry and fishery sector is also a large 
contributor to employment in the municipal area, accounting for 4 895 jobs. As this sector is one 
of the main sources of employment, the trend observed between 2008 and 2017 is concerning — 
during the period, an average of 205 jobs were lost per annum. However, the period between 
2008 and 2011 contributed significantly to this average, as 2 846 jobs were lost in the agriculture, 
forestry and fishing sector in these years alone. Barring 2014, some improvements were observed 
in the following years in the sector, with a notable boost of 946 jobs created in 20154. 

Since 2016, however, the number of jobs in the agriculture, forestry and fishing sector has 
decreased by 439 jobs, with a further estimated decrease in employment of 108 jobs estimated 
in 2018. Positively, the finance, insurance, real estate and business services sector is expected to 
expand in 2018, with an estimated increase in employment opportunities of 228 jobs in 2018 - an 
improvement of nearly 52.0 per cent in terms of the average annual employment growth in the 
preceding decade. 

Skills analysis 

As is the case with other municipal areas in the GRD, the Hessequa municipal area experienced a large 

decline in employment between 2008 and 2010, with 2 115 jobs lost during these three years. Low- 

skilled workers were particularly adversely affected between 2008 and 2010. During the recovery 

period post-2010, a lack of demand for low-skilled workers persisted, with further decreases 

experienced in 2011, albeit at a slower rate. In 2012, the first improvement in demand for low-skilled 


workers in the Hessequa municipal area was observed; however, the jobs created between 2012 and 
2013 were not able to offset the jobs lost in 2008 alone. The decreased demand for low-skilled labour 
continued in 2014, with a loss of 111 jobs. The only boost in the demand for low-skilled labour was 
felt in 2015, with 537 jobs created. 

Hessequa employment growth by skill levels, 2008 - 2018 
1 500 

1 200 


= 420 


76 : 

- 300 
- 600 
- 900 
-1 200 
-1 500 



-1 135 

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018e 

Skilled _™Semi-skilled = Low-skilled | 

Source: Quantec Research, 2019 (e denotes estimate) 
There are a few sectors in the Hessequa municipal region which are predominantly characterised by 

semi-skilled labour: mining and quarrying (55.0 per cent), manufacturing (51.1 per cent), construction 
(57.7 per cent), and wholesale and retail trade, catering and accommodation (52.9 per cent). 

Figure 2.18 Hessequa skill level per sector, 2017 (%) 

Agriculture, forestry & fishing wale 

Mining & quarrying 15.0% 

Manufacturing 14.5% 
Electricity, gas & water a A 22.2% 

Construction TOTEI 10.8% 
Wholesale & retail trade, catering & accommodation 2.99 21.6% 
Transport, storage & communication iy 20.9% 
Finance, insurance, real estate & business services 43 6% 38.7% 
General government AWE 44.6% 
Community, social & personal services WAY 21.4% 
Hessequa Average 41.6% 21.7% 
0% 20% 40% 60% 80% 100% 
Ħ Low-skilled E Semi-skilled Skilled 

Source: Quantec Research, 2019 

The transport, storage and communication sector is primarily composed of semi-skilled workers. The 
general government and finance, insurance, real estate and business services sectors are also 
characterised by a large number of skilled workers; however, these two sectors are spread more 
evenly between skilled and semi-skilled. 


Integrated Environmental Management 


Hessequa Municipality is located within an area of world class biodiversity and of a unique 
conservation value. This is a result of both the inland aquatic and terrestrial ecosystems as 
well as the diverse coastal and marine habitats. For this reason Hessequa Municipality made 
sustainable development as one of their key objectives and as proof we have nature reserves 
in each town and supports all conservancies, conservation and greening strategies as well as 
private nature reserves within our jurisdiction. It should be noted that while Hessequa 
literally means “the prosperous tribe which comes from the place of the trees” our region is 
currently more known for its fynbos rather than for our trees. Thousands of years ago this 
area was dominated by indigenous forest but over the years and with increasing pressure 

from us as humans the biomes changed to what is now known as the Cape Floristic Kingdom. 

The Hessequa Municipality therefore promotes sustainable development: sustainable use of 
resources, sustainable transport, energy efficiency, recycling, sustainable use of water 

resources, the use of renewable energy and other environmentally friendly practices. 

State of the Environment Report 2015 

This report is a revision of the 2008 State of the Environment Report in terms of collation, 
interpretation, analysis and evaluation of environmental data. The status quo of our natural 
resources are compared to what it was in 2008, when the initial report was compiled. The 
report reflects the ollowing in respect of all environmental themes dealt with, namely: drivers, 
status quo, indicators, impacts and reactions. The themes include amongst others, Air Quality 
& Climate Change, Energy, Biodiversity & Ecosystem Health, Inland Water, Coast & Estuaries, 

Agriculture and Land, Waste & Sanitation and Human Settlements. 

Hessequa Air Quality Management Plan 

The Air Quality Act and the National Framework both gives directive for municipalities to 
compile air quality management plans (AQMPs) to guide them in their air quality 
management activities. As can be expected, a municipal AQMP must be in line with the AQMP 
of the province in which it is located and provincial AQMPs must be in line with the National 
AQMP, i.e. the National Framework. However, cognisance must be taken of the differences 

between regions and municipalities, implying that each municipality's AQMP must be 


uniquely applicable to its operations. Hessequa Municipality has its own AQMP which is in 
line with that of Garden Route District Municipality. The 2014 plan has been revised and 

substituted with a 2019 — 2023 version.” 

Garden Route District Municipality: Coastal Management Programme 

The Garden Route District Municipality: Coastal Management Programme (CMP) was 
developed in accordance with the requirements of Chapter 6 (Section 48, 49 and 50) of the 
National Environmental Management: Integrated Coastal Management Act (Act 24 of 2008; 
ICM Act), which was promulgated to establish the statutory requirements for integrated 
coastal and estuarine management in South Africa. Hessequa municipality co-funded the 
program as it can be applied to our coast. The Coastal Management Program is a tool that the 
ICM Act uses to achieve its aims and are viewed as policy directives that will enable a 
coordinated strategic approach to coastal management within a 5-year timeframe. According 
to the DEA guideline document, the main objective of a CMP is to collect and combine 
environmental, economic and political factors that influence the sustainable utilization of 
coastal resources into plans of action that provide for a coordinated approach for coastal 
managers and practitioners. The plan has lapsed but revision thereof will commence as soon 
as the Department of Environmental Affairs and Development Planning has completed its 
study pertaining to the Development Setback Line (DSL) as well as Coastal Access study for 
the district. These two studies are integral chapters of the CMP. Hessequa Municipality with 
other B-Municipalities and district will co-fund this project, a deliverable will be a CMP for the 

Hessequa area. 

National Department of Environmental Forestry and Fisheries supported programmes 

Working for the Coast Programme 

The Department of Environmental Affairs provides national leadership for promoting 
sustainable coastal development. This is primarily achieved through CoastCare, a partnership 

involving the private and public sectors. 
Working for the Coast aims for: 

e Coastal economic development that makes the best use of available resources; 
e Coastal development that promotes social equity through improved 

livelihoods of poor 


e coastal communities; and 
e A healthy coastal environment for the benefit of current and future 

Working for the Coast provides financial and technical assistance for: 

e Coastal development projects; 

e Institutional capacity building of coastal management organisations; 
e Legal development to support policy; 

e Awareness education and training initiatives; 

e Coastal resource planning; 

e Applied research; and 

e Coastal information management projects 

The Hessequa Municipality also forms part of the Working for the Coast Programme. 

Environmental Protection and Infrastructure Programme (EPIP) 

The Environmental Protection and Infrastructure Programme (EPIP) is managed by the 
Environmental Programmes (EP) branch of the Department of Environmental Affairs (DEA). 
EPIP focuses on infrastructure-related projects that contribute towards environmental 
protection, conservation and sustainability, while creating work opportunities and providing 
skills development. Hessequa Municipality is also a beneficiary under this program as various 
projects have been approved and funded for the period 2018/19 — 2020/21. These projects 

are orientated around coastal infrastructure. 

Youth Community Outreach Programme 

The Youth Community Outreach Programme (YCOP) is a community based environmental 
education and awareness programme aimed at nurturing a cohort of young people to be 
Environment Ambassadors who will educate their communities about environmental 

management on the basis that youth are regarded as agents of change. 

The expected outcomes of this programme is active participation of communities in 
environmental management, awareness about conservation and sustainable use of the 

environment, improved waste management, patriotism, active participation of youth in 


environmental management, socio-economic opportunities for youth (work opportunities, 

SMME development and skills development). 

Provincial Department of Environmental Affairs and Development Planning (DEA&DP) 

supported programmes 

Estuary Management Plan for the Duivenhoks Estuary 

This estuary was identified by both National as well as Provincial government as a priority 
estuary which needed an Estuary Management Plan. As a result the WESTERN CAPE 
GOVERNMENT in collaboration with Hessequa Municipality are in the process of developing 
an Estuarine Management Plan for the Duivenhoks in accordance with the National 
Environmental Management: Integrated Coastal Management Act (No. 24 of 2008) and the 

National Estuarine Management Protocol. The process was started in 2017 and is ongoing. 

Coastal Management Lines 

The Western Cape Government is under obligation to protect and preserve the inherent value 
of the Western Cape’s coastal zone. This implies that it has the responsibility to arrest on- 
going degradation driven by uninformed decision-making or irresponsible development, 
whilst promoting development that is responsive to the dynamic nature and risks associated 
with the coastal zone. One of the key mechanisms through which this task is to be performed, 
is the delineation of coastal management set-back lines. These lines demarcate areas along 
the shoreline that are considered either too risky for development (i.e. coastal processes pose 
a risk to properties or people), or considered sensitive from a social or biophysical point of 
view and therefore worthy of conservation and preservation. Following similar delineations 
for the West Coast and Overberg Districts, a process was undertaken to determine a coastal 
management line (CML) for the Garden Route District as per the provisions of the National 
Environmental Management: Integrated Coastal Management Act, 2008 (Act 24 of 2008). This 

line takes into consideration: 

e Coastal risks such as long-term erosion trends, sea level rise and storm surges 
e The littoral active zone 
e Sensitive coastal vegetation, especially coastal vegetation identified as being 

provincial conservation importance 


e Areas of particular coastal quality or value such as primary dune systems and steep 
coastal cliffs 
e Protected areas 
e Flood risks and the estuarine functional zone around estuaries 
The line demarcates a zone along the shore seawards of which intensification of development 
should not be allowed. This is an ongoing process and will be included in the Garden Route 

Coastal Management Programme as well as that of the Hessequa Municipality. 

Coastal Access 
With increasing population growth and visitor numbers within coastal cities and towns, it is 
vital that coastal access is sufficient and easily and equally available to all who wish to enjoy 

this natural public resource. 

Historically, the provision of coastal access in South Africa has been inequitable. Both physical 
access as well as access to resources was denied to most South African citizens. The National 
White Paper for Sustainable Coastal Development (DEAT, 2000), detailed the national intent 

to redress this imbalance and details specific management goals as follows: 

e “to ensure that the public has the right of physical access to the sea, and along the sea 
shore, on a managed basis; 
e to ensure that the public has the right of equitable access to the opportunities and 
benefits of the coast, ona managed basis; 
e to preserve, protect or promote historical and cultural resources and activities of the 
coast; and 
e to ensure that the State fulfils its duties as the legal custodian off all coastal State 
assets on behalf of the people of South Africa.” 
These goals were later enacted via the National Environmental Management: Integrated 
Coastal Management Act, 2008 (Act No 24 of 2008, as amended) (ICM Act) cementing the 
South African public’s right to access the coastal zone. As part of the larger project to 
determine coastal management lines as well as development setbacks for the Garden Route 
District, being undertaken by the Western Cape Government, a smaller coastal audit 
undertaken. This audit includes existing and historic coastal access land and admiralty reserve 

and included recommendations in respect to land that could be designated as coastal access 


land. This audit is in support of the Garden Route District Municipality as well as the Hessequa 
Municipality. This is an ongoing process and will be included in the Garden Route Coastal 

Management Programme as well as that of the Hessequa Municipality. 

Climate Change Strategy 2016 

This document is in line with the provincial climate change strategy and objectives. The 
Western Cape is at risk from projected changes in rainfall patterns and warming induced by 
changes in the global energy balance and atmospheric water balance. Hessequa will therefore 
be affected by climate change in the foreseeable future. Climate change is caused by human 
activities resulting in the rise of greenhouse gas concentrations in the atmosphere, in turn 
increasing the average temperature of the atmosphere. Within the municipal area there are 
a number of green economy initiatives that aim to ensure sustainable natural resource 
utilisation as well as programs that actively combat the effects of climate change, this 

document seeks to act as a synopsis of these initiatives. 
Hessequa Climate Change Adaptation Plan 

This document is in line with the draft climate Change Adaption Plan of the Garden Route 
Municipality and was developed in partnership with the Climate Change Sub Directorate of 
the Western Cape Department of Environmental Affairs and Development Planning as part of 
the Climate Change Municipal Support Programme. This plan is a first step that aims to create 
an enabling environment which will support a district-wide and a coordinated response to 
climate change in the Garden Route. Hessequa Municipality assisted in the collation of the 
draft climate Change Adaption Plan of the Garden Route Municipality and features as a 

Section within. 

Witsand Dunes EMP and Rehabilitation Plan 

“The purpose of the Environmental Management Plan (EMP) is to translate recommendations 
identified from the Interim Report and Background Situation Report and the specifications for 
“good environmental practice” into a contractual environmental specification for application 

during construction and stabilisation. The EMP provides specifications that the Contractor 


Shall adhere to, in order to minimise adverse environmental impacts and optimise 
opportunities associated with construction activities. This document further includes the 
Stabilisation specifications for the construction and stabilisation of dunes, as stated in the 

Background Situation Report.” 

Lappiesbaai Management Plan 

The Hessequa Municipality appointed the CSIR to update the 1993 Management Plan for the 
sandpit east of the Goukou Estuary Mouth, the Lappiesbaai public beach and the fore dune 
located seaward of the houses east of the parking area (CSIR, 1993). Where-as the study area 
for the 1993 Management Plan included the fore dune area between the Goukou Estuary 
mouth eastwards to the municipal parking area at Lappiesbaai, the focus of the updated 
report is the buffer dune located seawards of the public parking area, restaurant and the eight 
privately owned houses located directly to the east of the parking area. The study area 

comprises of a total alongshore distance of approximately 400m. 

Breede Estuary Management Plan 

Design process of the Estuary Management Plan included the finalization of a Situation 
Assessment Report (SAP), public consultation process and an evaluation of the SAP. After 
finalization of objective (Situation Assessment Report), the following stage (Objective 2) was 
to produce an Estuary Management Plan for the Breede River Estuary. The Estuary 
Management Plan culminated from various stakeholder and authority engagements, and the 
Situation Assessment Report. The proposed Estuary Management Plan must be seen as a 
living document that must be adapted as new information becomes available and or 
management priorities change. The management of the estuary is in accordance to the 

Estuary Management Plan. 

Goukou Estuary Management Plan 

The C.A.P.E. Estuaries Programme was developed to ensure the conservation and sustainable 
utilisation of the estuarine biodiversity in the Cape Floral Region (CFR). The Programme 
follows a strategic, integrated approach to estuarine management. Cooperative governance 
is seen as a key requirement for the success of the project. The National Estuarine 

Management Protocol (NEMP) (as in the National Environmental Management: Integrated 


Coastal Management Act [No. 24 of 2008]) is the recommended approach for establishing 
broad alignment of estuarine management on a national and regional scale. The management 

of the estuary is in accordance to the Estuary Management Plan. 

Gouritz Estuary Management Plan 

Enviro-Fish Africa (Pty) Ltd. (EFA) has been contracted to address the development of an 
Estuary Management Plan, based on a Generic Estuary Management Plan Framework 
developed in terms of the NEMP, for the Gouritz Estuary. This report follows on from the 
Situation Assessment or State of Play Report (EFA 2008) and fulfils the requirements of 
Objective 2, namely the development of an EMP for the Gouritz Estuary. The management of 

the estuary is in accordance to the Estuary Management Plan. 

Informed Decision-Making for Building Control/Town Planning & Technical Department 

This booklet was compiled by the Environmental Section of the municipality to explain the 
EIA process and the EIA Regulations to the Building Control, Town Planning and Technical 
Department. Environmental Impact Assessments (EIAs), are a key tool in effective 
environmental management. Section 24 of the Constitution of the Republic of South Africa, 
1996, calls on the State to secure everyone the right to an environment that is not harmful to 
health or well-being. An important component of ensuring a healthy environment is in 
understanding the impact of human activities on the environment and the health and well- 
being of those who live in and depend on that environment. The document act as a guiding 

document for informed decision-making & activities pertaining to listed activities. 

Indigenous Vegetation Information & Management Guideline 

Section 3 of the National Forests Act of 1998, (Act No. 84 of 1998) stipulates that natural 
forests may not be destroyed. Section 7 of this Act also states that trees in a natural forest 
may not be cut, destroyed, pruned or damaged without a licence. For this reason the 
Environmental Section of the municipality compiled this booklet to inform other department 

in the municipality about indigenous vegetation management. 

Hessequa Biodiversity Sector Plan 
The Biodiversity Sector Plan provides planners and land-use managers with a synthesis of 
biodiversity related information that should be integrated into land-use planning and 

decision-making. By identifying those sites that are critical for conserving biodiversity, this 


Biodiversity Sector Plan supports ‘mainstreaming’ or the proactive consideration of 
biodiversity in planning and decision-making. Mainstreaming is crucial to overcoming the 
misconception that we need to choose “either conservation or development”, and for 

ensuring sustainable development. 

Hessequa Reserve Management Plans 

There are 6 individual reports compiles for 6 of the 8 nature reserves. The focus of the reports 
is to provide guidelines for veld management and infrastructure management. The report is 
intended to be a “hands-on” practical guideline for the management of the reserves 
irrespective of who will do the work. It will also serve to guide annual financial planning for 
the reserves, and the use thereof will ensure continuity of management actions, irrespective 
of who the management authority is at the time. Refer to the six (6) management plans 
attached: Gouritsmond Commonage, Pauline Bohnen Nature Reserve, Werner Frehse Nature 
Reserve, Witsand Nature Reserve, Skulpiesbaai Nature Reserve and the newest addition, 

Jongensfontein Nature Reserve. 

Lower Breede River Conservancy Trust (LBRCT) 

Hessequa Municipality and Swellendam Municipality have a Service Level Agreement (SLA) 
with the LBRCT regarding the control of recreational activities on the estuary. The SLA 
stipulates that both municipalities will annually contribute an equal amount to the LBRCT for 

the management of the estuary. 

Hessequa Environmental Policy 
This policy aims to serve as an over-riding consideration with regard to municipal strategic 
goals as far as environmental management issues are concerned. The purpose of this policy 

is to interject key environmental principles into the activities of Hessequa Municipality. 
The principles are: 

e The minimize its impact on the biophysical environment and strives to reduce its 
e ecological footprint on the environment 

e To have a positive impact on the quality of life of all citizens 

e Ensures the sustainability of all developments within the municipal area 

e Strives for a greater equity in the distribution of and access to resources 


e Fora sustainable use and protection of natural resources where mandated to do so 
e co-operate with other state organs where co-operation is required 

e The policy was accepted by Council towards the end of 2015. 

Hessequa Environmental Education Strategy 2016 

Strategy was compiled to give direction to the environmental education initiatives and 
activities of the municipality. Awareness raising encompasses most of the service delivery 
objectives of the municipality such as water and waste management and this strategy aims 

to act as overarching document. 

#100000TreeCampaign - 

#100000TreeCampaign” is an environmentally friendly initiative which was established by 
Hessequa Municipality with the goal of creating a sense of belonging and wellbeing for all 
citizens in our area. The municipality therefore encourages community involvement in making 
Hessequa 110% green. Through this campaign the municipality also aims to facilitate the 
restoration of ecosystems which underwrite the health and livelihood of these communities. 
Remember “Hessequa” stands for: “The prosperous tribe which comes from the place of the 
trees” With these goals in mind, the municipality already have partnered up with Coast Care, 
the Expanded Public Works Programme “EPWP” and Department of Agriculture to 
successfully implement the “#100000 Tree Campaign”. National Department of 
Environmental Affairs and Tourism strives to provide strong leadership for promoting 
sustainable coastal development. Functions such as these are mainly achieved through Coast 
Care which have undergone a signed partnership agreement involving the public and private 
sectors which aims for coastal development that promotes social equity through enhancing 
livelihoods of poor coastal communities and a healthy coastal environment for the benefit of 
present and future generations. As a partner in this campaign, EPWP can offer income and 
poverty relief through temporary work for the unemployed to carry out socially valuable 
activities. EPWP is focused on community projects more specifically job creation, 
beautification of the environment and creating a culture of cooperation amongst the 

communities of Hessequa. 


The Department of Agriculture has already provided the municipality with a significant 
amount of trees for the area, however Working for the Coast sponsored 3000 trees towards 
the tree campaign. In total more than 10 000 trees has been planted in the area making our 
goal a bit more achievable. It is crucial to know the significance of trees. Since the beginning, 
trees have supplied us with two of life's essentials, food and oxygen. As we evolved, they 
provided additional supplies such as shelter, medicine, and tools. Today, their value continues 
to increase and more benefits of trees are being discovered as their role expands to satisfy 

the needs created by our modern lifestyles. Trees reverse 

the impacts of land degradation and provide food, energy and income, helping communities 
to achieve long-term economic and environmental sustainability. Trees also filter the air and 
help stave off the effects of climate change. Further benefits that trees provides are cleaning 
the soil, controlling of noise pollution, slowing down storm water runoff, act as a carbon sink, 
provide shade and cooling,acts as wind breaks, controls soil erosion and increasing your 
property values. The Municipality is grateful and appreciates our partners who share our 
vision in creating a greener future. The goal is to plant 100 000 indigenous trees and/or fruit 
trees. It’s a large number, but it’s possible with the assistance of the community. Every tree 
brings us closer to protecting and conserving indigenous vegetation in the Hessequa region 
for future generations. The municipality therefore encourages our citizens living in and 
around Hessequa to Help us Plant 100 000 trees. For the public to join the campaign and make 
Hessequa 110% green they can kindly visit the official #100000TreesCampaign website, 

accesses via www. 

Greenest Municipality Award 

Hessequa Municipality won the 2015 and 2016 Greenest Municipality Award for the Western 
Cape which is hosted by the Western Cape Government. The implication is that Hessequa 
Municipality, although not perfect is the greenest and cleanest municipality in the Western 
Cape. In 2017 Hessequa Municipality came third in the National Greenest Municipality 


Awareness Campaign 

Various awareness materials were developed for distribution amongst the public including: 

a. Posters 


b. Pamphlets, and 

c. Promotional Materials 

d. Puppet shows 

Themes vary from wetlands, coastal management, waste management and fire management. 
e. Exhibitions at various environmental events 

f. Wessa Beach Stewards EE Program 

Gouritz Cluster Biosphere Reserve (GCBR) 

The GCBR was established in 2011 and finally designated by UNESCO in 9 June 2015. It is a 
community based initiative that aims to protect and restore the natural environment of the 
Gouritz catchment. Hessequa Municipality is affiliated with the GCBR and are one of the main 

contributing municipalities. The GCBR proposed the following projects for 2020: 

- Fix and Save community-based water conservation leak repair project — 
e Project Budget & Implementation 
Estimated project budget (2020): R728,625.00 
Environmental Protection and Infrastructure Programmes approved budget from 
the Department of Environmental Affairs, Forestry & Fisheries: R10,000,000.00 
Project implementation: Appoint a specialist service provider to establish a 
community-based water conservation leak repair project 
- Implement an invasive alien plant control project in the catchment area of the Olive 
Grove water supply dam 
e Project Budget & Implementation 
Estimated project budget: R600,000.00 
Environmental Protection and Infrastructure Programmes approved budget from 
the Department of Environmental Affairs, Forestry & Fisheries: R10,000,000.00 
Project implementation: Local contractors must be employed to implement the 
- Implement an invasive alien plant control project in the catchment area of the 
Gouritsmond water supply dam 

e Project Budget & Implementation 


Estimated project budget: R600,000.00 

Environmental Protection and Infrastructure Programmes approved budget from 
the Department of Environmental Affairs, Forestry & Fisheries: R10,000,000.00 
Project implementation: Local contractors must be employed to implement the 


- Establish two small-scale community-based vegetable tunnel farming projects 

Project Budget & Implementation 

Estimated project budget: R400,000.00 

Environmental Protection and Infrastructure Programmes approved budget from 
the Department of Environmental Affairs, Forestry & Fisheries: R8,000,000.00 
Project implementation: Appoint a specialist service provider to establish two 
sustainable vegetable tunnel project that includes accredited training, mentorship 

and the equipment. 

- Compilation of an invasive alien plant monitoring, control and eradication report 

Project Budget & Implementation 

Estimated project budget: R90,000.00 

Environmental Protection and Infrastructure 

Programmes approved budget from the Department of Environmental Affairs, 
Forestry & Fisheries: R10,000,000.00 

An invasive alien plant specialist (consultant) must be appointed to compile the 

All municipal properties must be included in the report 

The report must comply to the Department of Environmental Affairs, Forestry & 

Fisheries guidelines 

- Compilation of an Integrated Municipal Property Management Strategy Report 

Project Budget & Implementation 

Estimated project budget: R500,000.00 

Environmental Protection and Infrastructure 

Programmes approved budget from the Department of Environmental Affairs, 
Forestry & Fisheries: R10,000,000.00 

A specialist consultant must be appointed to compile the strategic report 


All municipal properties must be assessed to determine what the best land use 

options for each property is. 

The report must also identify potential projects that can be implemented on each 

property (community based agri business, housing development etc.) 

- Compilation of an Integrated Water Strategy Report 

Project Budget & Implementation 

Estimated project budget: R400,000.00 

Environmental Protection and Infrastructure 

Programmes approved budget from the Department of Environmental Affairs, 
Forestry & Fisheries: R10,000,000.00 

A water resource management specialist (consultant) must be appointed to 

compile the strategic report. 

- Compilation of an Environmental Management Framework report 

Project Budget & Implementation 

Estimated project budget: R500,000.00 

Environmental Protection and Infrastructure 

Programmes approved budget from the Department of Environmental Affairs, 
Forestry & Fisheries: R10,000,000.00 

An Environmental Management Framework (EMF) specialist (consultant) must be 

appointed to compile the report according to the 2010 EMF Guidelines. 


Information & Communication Technology 


Hessequa Municipality has a functional ICT unit consisting of 4 x permanently appointed staff 
members task to maintain and support users on the network across the region. All ICT related 
Services and Systems are governed by the Hessequa ICT Steering Committee, under 
leadership of the Municipal Manager. The ICT Steering Committee is properly mandated with 
an approved industry standard ICT Charter as prescribed by the Governance Framework. All 
Directors including the ICT Manager are fulltime members of the ICT Steering Committee with 
adhoc representation of line managers as and when needed. The ICT Steering Committee 
oversees, monitors and directs all ICT related initiatives to ensure on going alignment with 

Strategic Directives as stated in the IDP. 

This table is solely noted as a high-level overview as a summary, with more detail around it 
provided in the sections below — it is here as the core item to this section, to provide a 

consolidated view around the initiatives, as born through the IDP objectives. 

IDP Objective [2017 - 2022] ICT Initatives [2017 - 2022] 


1. Good Governance 

Table: ICT and IDP Alignment. 

Situated in the rural part of the Province one of the main challenges for Hessequa Municipality 
is connectivity. The Hessequa Municipality support WC & Local Government Broadband 

Implementation Strategy and actively participates in all workgroup discussions to drive 


interconnectivity between all Municipalities in the Gardenroute region and across the 


Hessequa Municipality considers it a priority to remain aware of the longer-term strategies to 
bring connectivity to all governmental buildings and all households, business benefits and ICT 

Shared Services and will actively pursue compliance with all such directives. 
Key ICT focus areas for the short to medium term (5-year IDP cycle) are: 

e ICT Governance Implementation 

e mSCOA Readiness and implementation; 

e Completion of an Integrated RF Network & telephone Solution; 

e Continuing the upgrade and refresh of municipal ICT Infrastructure; 

e Ongoing strategic analysis of business systems and Processes to ensure optimal 

efficiency and productivity. 

The value of Technology to meet various IDP objectives will be further defined as per the 
people internally at Hessequa Municipality, and their understanding of how technology 
could/should/would be levered to achieve the required outcomes. Technology is rapidly 
evolving to solve many problems while too achieving meaningful results. It’s difficult to 
predict what the future holds, but we do know the foundation as informed through this 

strategy would be adequate for Hessequa to either 
(a) realize the required outcomes, or 
(b) pivot towards meeting required outcomes. 

Irrespective of what Technology is in place, if Governance is not adequate, Risk is not 
managed, and Compliance is not measured, it would translate to unsatisfactory results across 
various areas of IT and the Business respectively and collectively. Pursuant to the above as 
noted by Hessequa Municipality, the outcomes required seeks to collectively and holistically 

deliver on and speak to the official items listed in the ICT Strategy as: 

- Improving the image of the Municipality, 
- Improving the ICT function, 

- Improving Audit Report (Risks), 

- Upgrading ICT Infrastructure, Networks, 


- Upgrading end-user environments, 

- Upgrading systems (mSCOA readiness), 

- Ensure ICT project alignment with IDP. 

- Presentations on Directives and initiatives from Provincial and National Government 
and internal alignment strategies 

- The ICT Governance Framework guides the ongoing alignment procurement, 
execution; implement and disaster recovery of all ICT related initiatives in 

collaboration with lines of business, etc. 

Library Services 

In the Hessequa Municipal district there are a total of 14 service points consisting of 9 
libraries, 4 mini-libraries and 1 satellite library. The Library Service provides free services and 
resources to the community of Hessequa, this includes internet and computer access. A varity 
of printed, audio and visual material is made available to meet the informational, educational, 

cultural, recreation and personal needs of community at large. 

Hessequa Library Service endorses the vision of the local govering body and Provincial Library 
Service by striving to act as agents and to continuously promote through outreach activities 
and awareness capaings life long learning. These information hubs are continuously 

developed so as to be relevant and current in the diverse needs of our users. 

- Access to printed, audio 

Albertinia Library and visual material Free wi-fi access 

Bietouville satellite | - Outreach and awareness 
library activities 
Brakfontein - Assistance with research 
Library and information needs 

- Photocopy and scanning 

Duivenhoks Library services 


- Free computer and 

Gouritsmond Library internet access 



Protea Library 
Riversdal Library 
Slangrivier Library 

Stilbaai Library 

Vermaaklikheid Mini- 
Vondeling Mini-Library 
Designated space within 
Riversdal Library has 
been identified to establish a 
library for the blind. Equip 
Riversdal library with visual 
and physical material to assist 
the visually impaired and blind 
to use the library and its 
Riversdal Library Library for the Blind services 
Construction of a new library 
for the community and 
Riversdal Library New Library: Kwanokuthula | surrounding areas. 
Upgrade of Heidelberg Library 

Heidelberg Library Upgrade (expanding). 


Regional Waste Management 

Amount Disposal Site 
Removed ( 

2151 Steynskloof Disposal Site -Riversdale 

Steynskloof Disposal Site -Riversdale 
204 Steynskloof Disposal Site -Riversdale 
2199 Diepkloof landfill Site Heidelberg 
186 Steynskloof Disposal Site -Riversdale 
615 Steynskloof Disposal Site -Riversdale 
4515 Steynskloof Disposal Site -Riversdale 
690 Diepkloof landfill Site Heidelberg 
1737 Steynskloof Disposal Site -Riversdale 
174 | Diepkloof landfill Site Heidelberg 

Disposal Volume per month ( Tonnage) 
See Riversdal 
See Melkhoutfontein 
See Melkhoutfontein 

13 92 


Development Strategies 

e Promote Recycling And Green Initiatives 
e Uninterrupted Waste Service 
e Waste Awareness Campaigns 
e Waste Collection And Storage 

e Management Of Landfill 
Introduction to Waste Management 

The SA Constitution states that the people of South Africa have the right to an environment 
that is not detrimental to human health and Local Government is assigned the responsibility 
for refuse removal, refuse dumps and solid waste disposal. Therefore, all the towns in the 
municipal area have a solid waste programme in place and all households are serviced once 
a week and all businesses at least three times a week. Recycling at source is encouraged 

throughout the area. 

The Waste Management goal is to optimize the waste management strategy to ensure 
continuous cost effective services by also encouraging waste minimization and recycling 
activities to enhance in proper management services. Hessequa Municipality has also 
adopted its Green Vision to be a Zero Waste Society by 2020 and since 2008 been in 
partnership with a private concern for the recycling of all waste. The Hessequa Integrated 
Waste Management plan was completed and reviewed currently awaiting approval by the 
department of Environmental Affairs Western Cape Province. 

Regional Waste Facility 

As all waste facilities in Hessequa will need to be rehabilitated in the medium to long term, 
the need for waste to be moved to a regional waste facility is a growing concern. Currently 
waste from Gouritsmond already travels to a regional facility of PetroSA, however if all waste 
should be moved to a similar facility the cost of the service will have a very big impact on the 

residents of Hessequa. 


Hessequa Municipality identified the need for “waste to rail” as part of the rail revitalisation 
program that is driven by the provincial government. Few details are currently available, but 
this remains a major risk to service delivery that is being caused by the compliance to 

environmental regulations. 


Hessequa COVID-19 Response 

The global pandemic of coronavirus disease 2019 (COVID-19) was first reported on 31 December 2019 
by the World Health Organization country office following a cluster of pneumonia cases in Wuhan City, 
Hubei Province of China. South Africa went in a lockdown at midnight on 26 March 2020. The purpose 
of the lockdown was to delay the spread of the virus and prevent a huge surge of infections. 

Summary of Levels: 

wW f @GPresidencyZA | www 

Drastic measures 
to contain the 
spread of the 

virus and 
save lives. 

National government has made available more than R5 billion in support to municipalities to assist 
them in responding to the COVID-19 pandemic in the 2019/20 municipal financial year. This support 
is assisting municipalities to provide additional access to basic services for vulnerable communities 
during the lockdown and to sanitize public transport facilities as the economy undergoes a phased re- 

National Treasury has granted approvals that funds transferred to municipalities but not contractually 
committed can be reallocated to be used to respond to the COVID-19 pandemic. These reallocations 
approved in terms of section 20(6) of the Division of Revenue Act, 2019, include: 

e R2.4 billion in Urban Settlements Development Grant allocations to metropolitan 
municipalities. These funds will be used for providing water and sanitation, mainly in under- 
serviced informal settlements and to cover the increased costs of more frequent waste 
management and other services. 

e R1.5 billion in Municipal Infrastructure Grant allocations can be reallocated for the provision 
of water and sanitation, including where urgent maintenance is needed to restore the 

functionality of water infrastructure. 


e R970 million in Public Transport Network Grant allocations may be reallocated, mainly for 
Sanitisation of public transport facilities. 

e R306 million in the indirect Regional Bulk Infrastructure Grant was reallocated at the end of 
the 2019/20 national financial year and transferred to Rand Water to fund the roll-out of 

water tanks to supply communities without reliable access to water services. 

Hessequa municipality are doing everything possible to ensure that the sustainable delivery of basic 
services to all residents, institutions and businesses continues in our municipal space. The municipality 
approved their COVID 19 Workplace Policy on the 24 April 2020. 

This Policy provides guidelines for the management of the workplace in the COVID-19 period until an 
approved vaccine or treatment is available and available to all members of the public and employees 
of the Municipality as directed by the Minister of Health or other Governmental directive. Personal 
workplace behaviours need to be adjusted and implemented until such time as the COVID-19 
pandemic is considered under control and manageable. This policy will remain in place and will be 
amended from time to time as directives from the Department of Health and/or Department of Labour 
directs otherwise, at which time this policy will be reviewed, in consultation with organised labour 
under the auspices of the Local Labour Forum. 

It is now common knowledge that the workplace environment must change in order to safeguard 
employees and members of the public from exposure to and possible infection of the COVID-19 virus. 

The World Health Organisation and the National Department of Health and Provincial Departments 
of Health will, in the coming months and years, provide guidance regarding key preventative measures 
for safe social and workplace interactions. 

All the prevention and protection measures listed in this policy is subject to the successful 
procurement of the respective items. It is noted that the worldwide limit of PPE stock is impacting on 
the national provision of PPE items. 

It is also noted that National Treasury have centralised the procurement of PPE in order to ensure 
that critical PPE stock reach Very-High risk and High-risk frontline healthcare workers in geographic 
areas where the pandemic requires urgent intervention. 

Should any PPE item listed in this policy not be available to a staff member, an individual assessment 
will be done in conjunction with the Director of the affected Directorate. 

There are key recommendations and protocols that are already known and recommended, such as 
social distancing; handwashing hygiene; wearing masks; additional protective equipment and 
clothing; and sanitising protocols. 

Social distancing protocols are the most effective deterrent to combat the spread of the virus. 

Proximity to others 

No more than 50 employees may gather at any time. In addition, the following measures are to be 
implemented at the workplace. 



There should at least be 1,5 metres distance between people when interacting with each other. This 
must be the case at the workplace as well where possible. For office bound employees this will be 
easier to achieve as most employees operate from their own workstation where there is at minimum 
a 1,5 metres distance between workstations. When approaching an employee in that employees’ 
workspace the person entering the workspace must remain at least two metres from the employee. 
There must be a marker that indicates where the person should not proceed beyond. 

Meeting rooms 

In boardrooms the person sitting at a chair at the boardroom table is considered a workstation and 
the 1,5 metres distance must be maintained. All boardrooms must have paper towels and at least one 
Sanitiser dispenser. 

Operational Working Teams 

When employees gather for work in the mornings and afternoons, they must maintain the 1,5 metres 
distance from each other. When the work-teams split up into their respective work-teams they may 
not be able to maintain the required 1,5 metre distancing as they perform functions that are by its 
nature not individual but require teamwork, where they often must work closely together. This can 
not be avoided. 


Handshaking in the tradition way is for the immediate future not permitted at the workplace. 
Employees may, if deemed essential use the elbow technique, although for the current stage of the 
pandemic, this is also not encouraged as it violates the 1,5 metres distancing requirement. A mere 
verbal acknowledgement should be encouraged. 


Hugging others, like handshaking is a natural and very instinctive human instinct. This can not be 
allowed at the workplace for the immediate period. Employees are not to hug other employees or 
members of the public at the workplace. 

Seating arrangements 

All seating arrangements for meetings must comply with the 1,5 metres distancing requirement. This 
applies to halls, meetings, training settings, etc. A seat must be regarded as a workstation. At any 
event other than a meeting in an office, there must be paper towels available and at least one hand- 
Sanitiser dispenser. 

Regular handwashing remains a key factor in keeping the virus from spreading. The recommended 
time and method of handwashing must be followed. 

Handling Documents 

For employees handling high volumes of documents they must be encouraged and given the 
opportunity to regularly wash their hands. 

Working with tools 

Employees working with tools that are shared should ensure that they regularly wash their hands. 


Masks must be made available to all employees. 

Common Areas 

It is highly recommended that all employees wear masks as advised by the WHO and the Department 
of Health. There are common areas at work, such as corridors, toilet facilities, boardrooms, etc. It is 
required that employees wear masks in these common areas. 

Personal Workstation 

Once an employee is in her/his private workstation, then the mask is no longer required. It is at the 
discretion of the employee and how she/he manages her/his own workstation whether persons 
entering the workstation should wear a mask or not. There is a responsibility upon the owner of the 
workstation to manage interaction in the workstation. 

Employees in the field 

Employees that work “outside”, must always wear masks, especially when interacting with members 
of the public. 

At-Risk employees 

There are employees who are more vulnerable to exposure to the virus than other employees. These 
employees must always be supplied with and wear masks. 

At-risk employees 

Employees identified as “at-risk” employees must be issued with and wear additional protective 
equipment and clothing. 


All employees in this category must wear masks. 


All employees must wear protective goggles. 


All employees must wear gloves. 

Protective Overalls 

Sanitation employees must wear additional protective gowns or coats. 
Temperature Checks 

All staff designated as “at-risk” must be checked prior to the start of the workday with a temperature 
checking device to ascertain whether she/he is within the normal body temperature range before 
assuming duty. 

Office-bound and other employees 

Office-bound employees that work with high-volume documentation and/or money may choose to 
wear protective clothing such as an apron and/or gloves. 


Tools and Equipment 

Tools and equipment used and shared must be wiped clean with a disinfectant cloth after every 


All municipal vehicles must be issued with a sanitiser dispenser and a disinfectant cloth. Prior to 
handing the vehicle over to another user the current user must wipe the steering wheel and other 
areas with the disinfectant cloth. Prior to the new user driving the vehicle she/he must apply sanitiser 
to her/his hands and wipe the steering wheel and gear-lever, etc. with the disinfectant cloth. 

Prior to entering a workplace each employee and visitor is required to apply sanitiser to her/his hands. 
Document handling 

Recycling of envelopes must be stopped until advised otherwise. Envelopes must be disposed after 
single use. Employees are encouraged to use hand sanitiser regularly. 

Office equipment 
Photo-copy machines 

All office equipment must be wiped clean with a disinfectant cloth regularly, preferably after each use 
by the person last using it. A disinfectant wipe/cloth must be made available at each office machine 
such as photo-copying machines. 

Biometric Attendance Scanners 

At each biometric scanner a disinfectant wipe must be made available to allow each employee to wipe 
her/his finger before and after the scan. 


Where computers are shared a disinfectant wipe must be available for the user to wipe the keyboard 
prior to use and again after use. Employees are encouraged not to share their computers with others 
and always keep their keyboards clean. 

Employees are responsible for the regular cleaning and disinfecting of their office telephones. 
Door handles and floors 

Where possible and where there is no security or confidentiality risks, doors should remain open. The 
cleaning staff will increase their efforts to regularly disinfect door handles and floors. 

Personal Workspace 

Each employee is responsible for keeping her/his own workspace clean, disinfected and tidy. Each 
employee is also the master of his own workspace and can determine what protective measures other 
employees must adhere to prior to entering her/his workspace - within reason. 


Support Programs to Hessequa Community: 

Due to the rapid changing regulations within an active disaster period, the IDP highlights the need for 
Support programmes to people and institutions in need as a result of the current state of disaster in 
South Africa. 

Critical Support Initiatives that are supported or implemented, but not limited to, are: 

- Food parcel initiatives in collaboration with other institutions 

- Food security initiatives in collaboration with other institutions 

- Expansion of access to basic services in informal settlements 

- Special payment arrangements in terms of municipal accounts 

- Special law enforcement initiatives 

- Special decontamination initiatives for public spaces 

- Economy Support Strategy that is being developed and to be submitted to Council 

Please be aware that these initiatives and policy principles are temporary in nature and will change as 
the national state of disaster is changing. These initiatives reflect the basic support at time of 
submission of this document to Council in May 2020 and will be reviewed in the coming financial year. 


Section 3 — Operational Strategies 

Operational Strategy ..........sesessesesoecesoscesoccoesoscoesoscoesoscesoscesesoecesocoesosoesosoesosoesosoesosoesosoeseso 140 
Integrated Infrastructure Overview .........ceccccccececcccecsceccccccsceccecccsceccececscescececsceseccecscecess 141 
Hessequa Water Master Plan .......sseseseesesoscsesescesescesescecesosoesoccesosoesosoesosoesosoesosoeseececesoeoee 146 
Status Of Sector PIONS ucirrirsiesiiriririnin nior EE EEEN 154 
Municipal Infrastructure Grant (MIG) Project Pipeline. .........ccsccecceccecceccecceccsccecceccsccsceece 157 
3 Year Capital Expenditure Planning .......csccccececcecscsceccccscsceccccecsceccececsceccececscescccecscecescecs 158 
TOWN Development Strategies ........ccccccccecescccecscsccccccscsccccecsceccccccecscescecccscescececscesescececes 164 
AIDEI O osie E E E E E A AA E ER 165 
GO SON aE EE A T E E E E 171 
Jongen Onte errs renin n nara EEEE EEEE EEEO ENO TERN 183 
Meikhoutfonteill srisrrssiovisrrri rniii tirrin ne nE NTE TEENE ETE T ia 188 
SEMICON aerea a E EE A E E E E EEEE 204 
W SONO ee E E E S 212 


Operational Strategy 

This section in the IDP provides the detail of all the unique towns as described in previous 

section of the document. Hessequa is a diverse region with communities that have unique 

developmental needs. 

The following diagram explains the planning methodology that starts with the Vision of 
Council. The vision then provides the framework for the regional strategies to be formulated, 
which in turn transfers the operational strategies for each town in the Hessequa region. To 
mention an example, Council has a vision of a zero waste municipality. One of the key regional 
Strategies is recycling. However, currently recycling is not implemented in all towns as the 

operational cost is not sustainable for the delivery of the service in all towns. 



This approach provides the potential for efficient service delivery in each town. Hessequa 

cannot implement a “one-size-fits-all” approach when it comes to the developmental needs 

of communities. 

The following components in this chapter highlights the unique demographic compilation of 
each town, the service delivery levels and the development priorities that has been identified 

during the IDP and SDF public participation process. 


On the next page the summary of the capital medium term expenditure is summarised by 
Ward and sorted from largest to smallest investment by each financial year for the 

expenditure period of 2017 — 2020. 

Integrated Infrastructure Overview 

This section of the document provides an overview of the infrastructure needs of Hessequa 
Municipality. This overview is given in a broader context with consideration of economic, 
developmental and human settlement related factors. The following are the main factors that 

are considered: 

e the status of infrastructure - listed per town and per service; 

e aspatial and economic perspective of each town to provide context; 

e alist of all possible major projects and funding source where known; 

e a high level assessment of the financial capacity of the municipality with regards to 

capital projects. 

The ultimate goal is to put the municipality in a better position to do 3 - 10 year budgeting 
and to ensure that the most critical and beneficial projects are addressed. Against the 
background of limited funding (the limited ability to take up loans and a finite extent of MIG 
funding), the municipality must ensure that it possesses a good understanding of all the most 

prominent infrastructure needs and risks. 

Hessequa Municipality (HM) is a Category B municipality, meaning the municipality shares 
executive and legislative authority with the Garden Route Municipality, within whose 
jurisdiction it falls. The Municipality covers an area of 5733km and is not densely populated. 
In 2011 the population in Hessequa was 52 642 people, approximately 0.9% of the Province’s 
population. The current (2014) population of approximately 55 563 (extrapolated from 2011 
Census) is scattered throughout the municipality in towns, villages and non-urban areas gives 
Hessequa a rural character. The N2 is the main traffic route through the Municipality. The 
distance between the west and eastern boundaries of the Municipality measured along the 

N2 is 130km. 

Based on information data from the 2001 and 2011 Census results, an Annual Average Growth 

Rate of 1.8 % was determined for Hessequa Municipality. The GPS classifies the Municipality 


as having medium growth potential. Hessequa Municipality consists of the following 10 


e Riversdal; e Witsand; 

e Heidelberg; e Jongensfontein; 

e Albertinia; e Melkhoutfontein; 

e Stilbaai; e Non- urban towns including 
e Slangrivier; Vermaaklikheid and Garcia. 

e Gouritsmond; 

According to the Growth Potential of Towns study, the towns in Hessequa are classified 
mostly as having medium growth potential, only Stilbaai have high potential while socio 
economic need is seen as being very low to medium. A summary of the spread of towns can 

be seen in the table on the following page. 

me ee e 

| Slangrivier 
ka Witsand 
Gouritsmond Albertinia Riversdal 
"o Jongensfontein Heidelberg wa 

It should be noted that the Growth Potential Study explicitly recognises that past and current 

growth development potential is not necessarily indicative of future growth potential, 


particularly where a settlement contains latent development potential that is either unknown 

or unrealised. 

To understand the investment needed in each town, to accommodate the potential growth, 

the following table summarises the infrastructure readiness and capacity to accommodate 


©Bulk OWTW 
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Riversdale CP awe Mater Perea 
water storage 
© Reservoir 
©Bulk | OWTW 
Supply ©Bulk Supply 
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Heidelberg SUSE SEN Stormwater R Electricity 
water storage 
© Reservoir 
©Bulk | © WTW 
Supply © Bulk Supply 
Still Bay i raw | @ Pumping R Electricity 
water capacity Stormwater 
© Raw water 





© WTW 

© Bulk Supply 

Jongensfontein | water © WWTW Stormwater R Electricity 

source © Reservoir 

| o 

© Raw 

6 Bulk 

© Raw © WTW 
water © Bulk Supply 
© Reservoir 

© Raw | © WTW 

© Bulk Supply © wwrw | Stormwater 

© Reservoir 

© Raw © WTW 



© Bulk Supply © Stormwater 
source WWTW 

© Reservoir 





Stormwater Pl Electricity 

R Electricity 

R Electricity 

© Raw 


© Raw 


© Raw 


© WTW 

© Bulk Supply 

© Reservoir 

© WTW 
© Bulk Supply 

© Reservoir 


© WTW 
© Bulk Supply 

© Reservoir 


Stormwater |F Electricity 
Stormwater | 5 Electricity 

Stormwater | 5 Electricity 

As it can be seen in the table above, the Hessequa Municipality do need to invest in 

infrastructure in an environment where there is human growth, albeit it being marginal, but 

also ensuring that sustainable service delivery can be ensured by income generating 

investment. The individual development strategies for each town will follow in the next 

section of the IDP. 


Hessequa Water Master Plan 

GLS consulting engineers (GLS) were appointed to update the master plan of the water 
distribution system for Hessequa Municipality (HM). 

The project entails the updating of computer models for the water systems in Hessequa, the 
linking of these models to the stand and water meter databases of the treasury’s financial 
system, evaluation and master planning of the networks and the distribution of potable water 
within the HM area. 

The existing computer model of the existing water supply system was updated with the latest 
as-built information, using the water distribution system optimization program (WADISO) SA 
software. The model is complete, detailed, and geographically accurate, and can therefore 

also serve as the GIS “as-built” record of the system. 

Water treatment plants 

Raw water from the | Town Capacity 

various sources in HM is 
Albertinia 2,07 M&/d 
supplied to the following 

WTPs where it is treated: 2,33 M£/d 


“~ p 



The water distribution system in Gouritsmond is operated as one zone and is supplied from a 

0,8 M£ reservoir via a booster pump, which regulates the residual pressure in the system. 

The water distribution system in Heidelberg is operated in three zones. There are 2 sets of 
reservoirs and 1 zone is supplied with water directly from the Overberg Water Duiwenhoks 

water scheme. 

The new 1,0 M£ Heidelberg reservoir to the north of the town and the 1,5 M£ Uitkyk reservoir 
to the south of the town is supplied with bulk water directly from the Duiwenhoks water 

scheme through a 200 mm R bulk pipeline. 

From the 1,0 M£ Heidelberg reservoir water is distributed to the Heidelberg reservoir zone 

and from the 1,5 M8 Uitkyk reservoir water is distributed to the Uitkyk reservoir zone. 

The Heidelberg direct supply zone is supplied with water directly from the 200 mm R bulk 

pipeline from the Duiwenhoks water scheme. 

The distribution system in Jongensfontein is supplied through two 0,35 M£ reservoirs and a 

0,45 M£ balancing tank. This system is operated as one distribution zone. 

The two 0,35 M£ reservoirs are supplied with water from the Jongensfontein WTP through 

the Jongensfontein bulk pump station (PS) and dedicated 100 mm @ rising main. 

The distribution system in Melkhoutfontein is operated in two distribution zones. The low 
level reservoir is supplied from the 1,9 M£ low level reservoir and the high level reservoir zone 

is supplied from the 0,5 M£ high level reservoir. 

The 1,9 Mg Melkhoutfontein low level reservoir is supplied with water from the 
Melkhoutfontein bulk PS through a dedicated 150 mm @ rising main. From the low level 
reservoir water is pumped through a 110 mm Ø rising main to the 0,5 M£ Melkhoutfontein 

high level reservoir. 



The water distribution system in Riversdale is operated in four distribution zones. 

The low level reservoir zone is supplied with water from the 5,9 M£ low level reservoir 
(situated next to the Riversdale WTP) and supplies the lower laying areas on the eastern side 

of the railway track. The railway track separates the low level zone from the other two zones. 

From the low level reservoir water is pumped to the 2,0 M£ and 2,5 M£ middle level 

reservoirs. These reservoirs supply the middle level reservoir zone. 

From the middle level reservoirs water is pumped to the 1,1 M£, 2,0 M£ and 3,0 M£ high level 
reservoirs. These reservoirs supply the high level reservoir zone, which mainly consists of 

Kwanokuthula, Moreson and the Slagkop industrial area. 

The relatively small high level booster zone is supplied with water from the high level 

reservoirs via a booster pump. 

The Slangrivier water distribution system is operated as a single pressure zone supplied from 

the main 0,5 M£ and 0,8 M£ reservoirs. 


The water distribution system is operated in several zones. The operation of the Stilbaai 
distribution system varies over the year because of its nature as a holiday town. This analysis 
was only done for the peak month of the year, and the zones are a portrayal of how the 

system is operated under these peak demand conditions. 

Stilbaai East: 

Water is pumped from the Olive Grove WTP via a booster pump directly to the 0,6 M£ Stilbaai 
East and the 1,2 M£ Dunes reservoirs in Stilbaai East. The Stilbaai East and Dunes reservoir 
zones are supplied from the respective reservoirs. The 0,6 M£ Preekstoel reservoir is used as 
a balancing tank for the Dunes reservoir zone. 

The Dunes booster zone is supplied with water from the Dunes reservoir via the Dunes 
booster PS and the East booster zone is supplied with water from the East reservoir via the 

East booster PS. 


Stilbaai West: 

Water is pumped from the Grootsandfontein PS to the 0,5 M£ Toerelle reservoir. 

Grootsandfontein PS. 
The Platbos reservoir zone is supplied from the Platbos reservoirs, with a total capacity of 6,8 
M£. The Platbos reservoirs can be supplied with water from the following water sources: 
e Water is pumped from the Olive Grove PS to the Olienhoutfontein booster pump, from 
where water is pumped to the Platbos reservoirs. 
e Water is pumped from the Grootsandfontein pump station to the Platbos reservoirs. 
e The Platbos reservoirs are filled through the Platbos borehole, which is situated close 
to the reservoirs. 
e The Platbos reservoirs are filled through the Attie Nel borehole via the network when 

low demand conditions occur. This borehole is situated near Strandloperkruin. 

The Platbos booster zone is supplied with water from the Platbos reservoirs via the Platbos 
booster pump station. This distribution zone includes 18 plots. 

The 0,6 M£ Stilbaai West reservoir and the Harbour fountain (via the Harbour booster pump) 
supply the Stilbaai West reservoir zone. The Stilbaai West reservoir zone is however currently 
supplied with water from the Platbos reservoir zone through a pressure reducing valve (PRV), 
situated downstream of the Stilbaai West reservoir. 

The Golfpark booster zone is supplied via the Platbos reservoir zone through a booster pump. 
The 0,2 M£ Bosbokduin reservoir is filled through the Platbos reservoir zone via the network 
and supplies the Bosbokduin reservoir zone. An area of the Bosbokduin reservoir zone is 
supplied via the Bosbokduin booster pump to increase residual pressure. 

The Bokmakierieduin reservoir is filled through the Platbos reservoir zone via the network. 

This reservoir supplies the Bokmakierieduin booster zone via a booster pump. 

The water distribution system in Witsand is supplied through three reservoirs with a 

combined capacity of 4,56 M£. The system is operated as one zone. 



The reservoir storage Town Capacity 
volumes for the systems: Abedini 3,80 Me 
Gouritsmond 0,80 M£ 
Heidelberg 2,25 Me 
Jongensfontein 1,15 M£ 
Melkhoutfontein 2,40 M€ 
Riversdale 16,52 M£ 
Slangrivier 1,26 Me 

Stilbaai 10,52 M£ 

Witsand 4,56 Me 

Total Capacity 43,26 ME 


The total length of pipelines in the HM supply system amounts to 338,23 km. 

Replacement value 
The year 2019/20 replacement value of the system (excluding raw water storage dams, water 

treatment plants, control valves and other small components) is estimated as follows: 

Albertinia R 96,0 million 
Gouritsmond R 31,6 million 
Heidelberg R 78,7 million 
Jongensfontein R 36,1 million 
Melkhoutfontein R 30,1 million 
Riversdale R 190,8 million 


Slangrivier R 40,1 million 

Stilbaai R 253,8 million 
Witsand R 48,2 million 
Total R 785,7 million 

Present water demand 

The analysis of the meter reading data from the municipal treasury data as well as bulk water 
meter reading data indicated that: 

The present annual total water demand (TWD) supplied from April 2018 to March 2019 is 3 
480 140 k£ (bulk water input from the WTPs) which equates to an AADD of 9,5 M£/d. 

The present water sold to consumers during the same period is 2 673 658 k£. 

The non-revenue water (NRW) is therefore 806 482 k£, or 23,2% of total bulk water input. 
For planning and evaluation purposes, the UAW figures were rationalised on a regional 
(wider-area) basis, as allowed by the sensibility of the results. After allowance was made for 
unmetered consumers and faulty bulk meters in the area, an UAW figure of 22% in Albertinia, 
21% in Gouritsmond, 6% in Heidelberg, 43% in Jongensfontein, 35% in Melkhoutfontein, 7% 
in Riversdale, 15% in Slangrivier, 29% in Stilbaai and 7% in Witsand were applied for modelling 
purposes of the existing system. 

The present water demand used for modelling of the existing HM water systems equates to 

an AADD of 9,15 M@/d. 

Future water demand 

With all vacant erven within the municipality occupied and the municipal wide unaccounted 
for water figure for HM reduced, the AADD of the existing HM could increase from 9 149 k&/d 
to 14 198 k@/d. In addition to this it is estimated that the future developments can contribute 
a further 8 979 k€/d, bringing to 23 177 k€/d the total future AADD for the HM reticulation 

system for which this planning study was performed. 

Required works 
An extended computer model representing the future scenario was set up to plan and size 
the components of the future water supply system. 


The major new components of the future system with the highest priorities are summarized 


Incorporate boreholes 39, 46B & 46C in the existing water network 
Riversdale bulk water augmentation (phase 1) 

Stilbaai bulk water augmentation (phase 1) 

Albertinia network reinforcement (phase 1) 

Witsand pressure augmentation 

Platbos reservoir zone: Network reinforcement (phase 1) 
Heidelberg reservoir zone: Network reinforcement 
Jongensfontein pressure management 

Riversdale ML reservoir zone: Network rezoning 
Additional reservoir capacity at Stilbaai West 

Implement West booster PS 

Heidelberg bulk water augmentation (phase 1) 
Decommission Preekstoel reservoir 

Additional reservoir capacity at Toerelle reservoir site 

The total cost (year 2019/20 value) for the required works is estimated at R348,6 million 

(including P&G’s, contingencies and fees, excluding VAT). This total can be broken down as 


Water reticulation network R 76,9 million 
Bulk supply pipelines R 44,4 million 
Additional pump capacity R 18,0 million 
Additional storage capacity R 74,5 million 
Water demand management R 3,9 million 
Water treatment plants R 130,9 million 
Total R 348, 6 million 

The capital investment of R 348,6 million is required over time to increase the system capacity 

from the present AADD of roughly 9,15 M£/d, to the future horizon of 23,18 M£/d AADD. 


Tables HEW6.4a & HEW6.4b also gives an indication of when the works are required. The 
required expenditure should be phased to remain in line with the increase in AADD. 
The proposed projects with the highest priority in the HM system are included in Table 

HEW6.4c. The estimated cost of items required within the next 3 years is + R58,50 million. 

The required capital expenditure for these priority water infrastructure projects is as follows: 
> R19,0 million for the 2020/21 financial year 
> R19,9 million for the 2021/22 financial year 
> R19,6 million for the 2022/23 financial year 

Total costs associated with the proposed master plan for the water system for the next 25 to 
35 years, amounts to R 348,593 million. The total cost excluding upgrades to WTPs amounts 
to R 217,709 million 

The master plan implementation at cost of R 217,709 million (excluding WTP upgrades) will 
increase the HM system capacity from its present AADD of 9 149 k£/d to the future AADD of 
23 177 k€/d. This amounts to an implementation unit cost of R 15 520 R/k£/d. 


Status Of Sector Plans 



Human Settlement 26 Not Yet Financial assistance for 

Plan November Full revision of Plan 
Air Quality July 2013 Process, will be No support required, the 
Management Plan completed by 30 June municipality have a SLA 

2019 with GRDM 

Disaster Management May 2016 Draft to be tabled in 
Plan May 2020 

Spatial Development Mei 2013 Reviewed in 2017 

Integrated Waste 2014 Reviewed in 2020 
Management Plan 

Local Economic 2013/2014 Draft tabled to PC in | Support required from 
Development September 2018 and | various provincial 
Strategy final document still | departments on specific 
needs to be programmes regarding 
workshopped and financial and non- 
taken through a public financial assistance for 
participation process implementation. 
prior to tabling thereof 

to Council for 


Water Services 2012 The Municipality 
Development Plan budgeted for the 
upgrade of the Water 



Management System 

Storm Water Master 

Plan (Infrastructure 

Growth Plan) 

Integrated Transport 


Sewer Master Plan 

Growth Plan) 





Services Development 

Plan in the 2019/20 
financial year. 

The Provincial 
Department is in the 
process to _ assist 
Municipalities through 

the (Rural 

Roads Asset 
Management System). 
The programme is 
currently in the second 
phase of the project 
and will be completed 
in 2019/20 financial 


Reviewed in 2020 

The upgrading of the 
Integrated Transport 
Plan for all 
Municipalities is 
coordinated by Garden 

Route District 


Reviewed in 2020 




Electrical Master Plan 

Workplace Skills Plan | WSP 

30 April 2019 

State of The 
Environment Report 
Air Quality 
Management Plan 

Reviewed in 2018 

Next date for 


2020/2021: 30 April 

Reviewed in 2015 

Revised with a 2019 — 
2023 Vision 

Review in process 


Municipal Infrastructure Grant (MIG) Project Pipeline 

Project Description 2019/20 2020/21 2021/22 2022/23 

ee me 
a a 
pam pw o 

Upgrading of Sewerage works - Phase 3 - R/D - Counter Funding 

Bulk Services for New 548 Infrastructure Low Cost Housing - 

951 454 8 148 546 o 

349 707 

343289 Upgrading of Sewerage works - Phase 3 - R/D o 6 029 254 14 886 690 


211880 Upgrading of roads and stormwater in Slangrivier 7 533 685 ee 

211755 Bulk Water Melkhoutfontein 550 housing project. 909 588 Pf fp 

eee Eee eee eee 
3 Year Capital Expenditure Planning 

FINANCING 105 121 339 69 578 500 63 496 200 

MORRO 1944993 7523300 7900300 
2-EXTERNALLOAN 302345 920850 4130500 
OWNCAPTAL, = 82939 2068 5:2844 150 49205300 
POW-Drught O O 0 
2008600 13673380, 14232900 

re rn) 

NERO 2000000 

OME 000000300000 
BB 00088 000. 
PUB 0000 
e ) 
TOA 0g 128 39968578500 63496200. 


nT 735692— 12025241 1611700 
5073392170100 852000. 
255635380000 1635000. 
11918953 3568800, 1673500. 
a E T F 
73500 T 

028350 186500, 250000 
Waras ar ze 00 7500 
Wado 53680 11000, 310000. 
Waat O 
Warde78 48061 380158905915 161-200, 
Waras gt 700 3628300, 1980000 
Wards59 0 78 
Waat gt? 8288800 12357500 

HO 20040250 23.078.500 23.860 300 
Ward68 S D D 
105 1213386957850) 63496 200 


‘Abeta 8083 88Z CT TAOION 852000 
Heidelberg SSS 84736100 «— 205 000. 
baz 3500, 135850 

Riversdal 89 17 655 959 16 460 200 
Stilbaai 88 470 841 18 179 041 13 924 200 
Jongensfontein T ff 388 565 390 000 1 635 000 



Goutsmond BBB 300005 000. 
Slangrivier O 6060 3203800, 70000 

Hessegua 19457250 23188500 23630 
1051213999578 500 6346200. 

For detail about specific capital projects being planned for each town, please refer to the following section, Town Development Strategies. 

Capital Projects Benefitting and Alllocated to Hessequa Region (Only projects lareger than R20 000 included) 

"12 Markof cemeteries :Graves-Hessequa l H HQ 70000 90000 
43 Upgrading of old Cemeteries -Hesseqa = HQ | WQ 20000 2000 
48 Fencingotcemeteres 000 OOA y O 
“Ad Fencing of play parks - Hessequa —— — OOOO OHOOHO 70000 7000 
43 Park Benches -Hessegua 0 HOH w0 
44 Upgrade of playparks -Hessequa — HQ | WQ 100000 100000. 200000 
45 Imigation of parks & open spaces-HQ HQ | WQ 3000. 50000. 60000 
46 Signage boards - public paces-HQ —— HQ WQ 2000 35000, 40000 
54 Upgrading of Bluefiag facilties - Hessequa HQ WQ 120000, 120000 
5.30 Vantage points - Lifesavers-HQ 0 H H 0o 
“65 Sportield Lighting-ĦQ O QOO 0000 400000. 
8.26 Electricity Network - Low Cost Housing-HQ HQ WQ 20000 o 


ME Terety-H2 80D 50000 
829 Elly Load ContolSysiem-HWQ PQ HQ 4000000 30000 
9A | Rural Refuse Containers Depots -HQ Wa WQ. tooo, 100000 10000 
402 Upgradigof Roads -Ha OQ HQ 500000. 5000000, 
403 Trafic Calming Techniques -HQ Ha HQ 18000 150000 15000 
11.5 Flow meter - Sewerage - Hessequa HQ HQ | 200000 300000 
11.145 Laboratory Equipment -HIQ o | HQ O HQ 100000100000 
142.4 Water meters - Hessequa HQ HQ 250000 250000 250000 
12.5 | Water Specials -HIQ 0 HQ 100000 50000 
126 [Teemeticsystem-Hesga |m |m j owo 
4210 | Water Securty Measures -HQ HQ HQ 1980000. 1000000 1000000 
42M Laboratory Equipment- Water 0 Q HAS 460000, 150000 
“72.14 Lighting requirements atWTW-HA 0 a a awo 
= 13.4 Burglar Bars - groundfloor - Civic Centre - R/D | HQ | HQ | 55000) fF 
“136 Fre Staton -Averina -Fre HW. H00 
137 [Upgrade Fre Sion -SBF |j] CR 
441| 1X Seamer -Assets -Fiane © a a Boo 
142 2X Desktop computers nine vending -Income -Franee ha Wa OO O ao 
“444 2X Laptop- Income - Finance (mtem) 0 a Wa aoo O 
-146 |X Routemaster Handheld - ncome -Frans | mo [moj | sw 


14.10 4x Thermal Token Printers -Income-Finance HH 2. 000 

14.12 Main Frame Computer System-Finance = HQ HQ 10000000 10000000 
14.16 | 17 X Laptops - MMO - Councelors HQ HQ 
14.24 LCD Screens - ICT - Store Items HQ HQ 000 
14.26 1X Raised FloorsSeRoom-ICT HQ HQ 40000 
14.27 1XHyperConvergeSever-ICT HQ HQ, 820000 | 
14.31 2xLaptops-Admin Committee Clerks-Corporate QM 82000 
45.7 2xDeskwithdrawer(Raadslede) =H A 0000 
_ 15.10 Occupational Safety Equipment-HR-HQ HQ HQ | 20000, 23000 25000 
15.14 Klankstelsel virRaadsaal-Admin HQ HQ 800000 
15.38 Matrasses - Disaster Management = HQ HQ | 20000, 20000 | 
15.39 | Blankets - Disaster Management HQ WQ | 20000200000 
15.40 1 X Cabinet Server Room -ICT 80000 
45.53 | 1X Franking Machine -Admin = HQ 
15.80 2X Office Carpet - Public Works-RD CCQ’ 000 
145.84 New carpets - Mayors office & Councillors - Civic Centre | Ha WQ — 10000) O 
1469 Ride-on Broom-HQ S OA ų 5000 
46.11 Industrial Chippers - Refuse-ĦQ HQ HA 500) 
16.14 4X4 LDV - Environmental Management-HQ = WQ, 50000 | 
20.48 TarCutter-PublicWorks-HQ HQ HQ 
20.19 | Tar Spout (200L) - Self Heating - P/Works - H/Q = HQ HQ 17000 
20.36 30 X Fault Indicators - Electricity-ĦQ HQ A 120000 
20.38 Walkie-Talkie Radios - Electricity - Hessequa HQ HQ 55000 55000 60000 
20.39 New Road, info and street Signs - Trafìe — | HQ WQ — 150000, 150000, 170000 
2040 Hoses-Fire = HOU HQ 20000, 2000, 20000 
20.41 5x Breathing Apparatus with back plate -Fie | HQ WQ 50000, | 50000 


20.43 5x PASS Devices - Fire HQ HQ 20000 25000, 
20.45 5x Hose Dividres -Fie 0 QOH 2000 20000 
20.46 2x Nozzles - Fire HQ A 25000 
20.48 5x Halligan Tool - Fire HQ HQ 5000800000 
20.51 Two Way Radio Devices - Protection Services HQ HQ 30000 
20.59 1x Motor Boat- Environmental -HQ QQ 75000 
20.70 Emergency Generators for critical plants - Electricty -HQ HQ Wa 700000 7000 
20.74 30X Fire extinguishers -vehicles-HO HQ aw 
20.97 1 x High Angle Rescue Set- Fire HQ o wooo 
20.103 RadoNework-Fre = 00000 
244 Refuse Compacter-HQ 2 ü Q H 


these images reflect the discussions about 

jpation process 


(GPS coordinates: 34.2051 S, 21.5742 E). 
General Overview 

The data in the table below shows that the population of Albertinia, Census of 2011 
information and projections for the year 2016 based on the growth rate between 2001 and 


Category 2011 Census Data Projections for 2016 
(based on 2001 and 2011 Census 


Female Total 

Age Group 
10 - 14 

266 309 

251 258 
268 249 
244 252 
229 267 
259 265 
179 168 
228 239 

270 300 

40 - 44 
60 - 64 

3092 3578 6961 

From the data in the table for the census of 2011, young people make up 24,5% of the total 

212 229 

178 185 

173 174 

136 273 155 
387 680 360 


6372 3382 

population of Albertinia, the working age a percentage of 64.8%. The Dependency ratio is 54,4 

and the Sex ratio is 94.2. The population density is 1106 persons/km? 


Education information: Population Groups in 


Group Percentage 

Group Percentag 
e Black African 10,6% 

No Schooling 5, 6% 

Coloured 68,5% 
Some Primary 20,7% 
Some Secondary 39% Indian/Asian 0,3% 
Matric 23,3% 20,1% 
Higher Education 4,4% 

Municipal Services: 

Progress has been made in extending basic household services in Albertinia with 75,5% people 

having access to tap water inside their homes, 98.2% have access to electricity and 95,5% 
have access to a flush toilet (connected to sewerage system). 99.3% of the resident’s refuse 

is removed once a week by the municipality. 

Other facts: 
> 76,5% households have no internet access 
> 9.4% households have no income 
> 2% earn between R1 and R4800 per month 
> 18.6% households own a computer or laptop 
> 98.7% formal housing 


Challenges: Safer environments remain a challenge, slow response times to fire emergencies 
and ambulance services along with the following inputs were recorded during pubic 


o Municipality must appoint a Town Manager for Albertinia 

o Roads in the new housing area are problematic during wet conditions and storm water 
problems are also increasing. 

o All homes should be connected to the sewerage system. 

o A district rehabilitation center in Hessequa. 

o People are selling their RDP homes, better training projects and information should be 
available to new home owners 

o GAP housing project for Albertinia for people that don’t qualify for the low income 
government subsidy 

Oo Spaza shops registrations and Operating times should be monitor by onsite visits 

O Speed bumps policy should be developed and implemented by council 

o Library times should be reviewed, it should be open on Saturday’s 

o Youth Centre / Facilities for youth should be establish 

o LED projects should be supported financially by the municipality 

o More Parking area’s in the town near the shops 

Development Priorities 

- Management of Town 

o Pro-active service delivery — it is not acceptable that a resident should first 

complain before something will be done. —- Commment from local personnel 
= Issues reported are open manholes, fire hydrants damaged or open, 
overgrown vacant land 

o Town Manager should be appointed again 

o Inform relevant committees or residents concerning projects that will disrupt 
services / daily activities of residents 

o Technical Supervisor should attend ward committee meetings — assist in 
communication, excuses of overtime is given. 

o Cemetary that is invaded by livestock, no fences / fences are broken 

Stormwater fall-in openings are too big — children climb in it — grids should be 

In terms of planning for the town, the spare capacity of all bulk services should 
be known before future developments are done. 

Management of Home Shops by regular visit and placement of Rubbish Bins at 
each location 

Keep Albertinia Clean Campaign can be launched 

Small Contractors who cleaned communities worked very well in the past — to 
be done again 

Development of Open Spaces that are child friendly — also suggested to be lit 
by night 

Trees should be pro-actively managed and more to be planted as well 
Kabeljou Street drainage project not successful and creating serious challenges 

to residents affected. 

Health & Emergency Services 



Possible extionsion with mobile or sattelite service closer to community — as 
indicated on map at #1/#2 

Resident Doctor to be appointed at local clinic to improve waiting times 
Unavailable ambulance service 

Development of Home Care program that was good — Support communities by 

enhancing this program 

Illegal Activities 




Rubbish is being dumped just outside of town at area indicated by #3 on the 

Sand is also removed from this area 

Rubbish is also dumped in open area behind Trevor Waterboer Street — Bushes 
south of #1 

Vendor in Grootfontein Street selling bad/invalid goods to community 

Sewerage Reticulation 

Planned phases of sewerage reticulation to be completed 


o Possible contamination of ground water at this point in time as septic tanks are 
Informal Trading Location 
o The need for an informal trading location is identified and suggested at area 
#2 as marked on the map 
o New one should be located at transport pickup point 
Water Security 
o Albertinia uses groundwater sources and poses a risk to future development 
as there is no certainty as to the volume it can provide. 
o Albertinia should be prioritised for water harvesting from roofs in the form of 
the water tank project that the municipality procures annually. 
Fire Safety Services 
o Fire services are a major threat to the community as there are various informal 
structures in Albertinia. 
o Awareness campaigns should be launched where communities can be made 
aware to understand what the can and cannot do in the case of fires. 
Transport Plan 
o Town centre is a major problem for large vehicles, especially during peak 
farming seasons — harvesting & sowing 
o The intersections in the centre of the town should be redesigned to 
accommodate the large vehicles that does pass through the town on a daily 
o Furthermore there is no reserved area that provides access to a taxi operator 
at bus shelter at point marked as #1 on map. 
o The entrance to Albertinia from the east, known as “outuin pad” should be 
surfaced / Tarred 
Spatial Development 
o Albertinia has serious challenges in terms of future development — urban edge 
is locked by private land owners. Basically Albertinia can only grow towards 
the west and this causes a ribbon development that is not wanted and against 

good development practices 


o Private land in the centre of town known as the “Kleinhoewe” are ideal for 
future development. Area marked SB2 on the map 

o Densification principle can also be applied with relative ease in Albertinia as 
erven are large enough to be subdivided. 

o Open Area next to school can be used as in-fill site for housing 

- Social Challenges 

o Concentration of drug related activities in Trevor Waterboer Street 

o There are many houses that are not occupied and poses problem to 
community. Why are these structures not given to beneficiaries? 

o Many houses are informally being sold as well 

o Youth Development initiatives — Need a Thusong Centre 

o Children are not attending school — Where can it be reported 

Capital Expenditure Framework (Only larger than R20 000 displayed) 

Budget Budget Budget 
hee EEE 
Project description 
528 | ReaningBlods-Preisool— | 2 | ww) | 

8.20 | MS Matoppo (MP 52) |2| | soo] 
8.31 | UPGRADE SUPPLY CABLETOS | 2 | 85000) | | 

8.37 | STILBAAI 

8.38 | REPLACE MV CABLE BETWEEN | 2 | 140000) | | 
8.62 | RING MAIN UNIT RMUGMTR& | 2 | 550000] | 

Upgrading of existing Sewerage Infrastructure ( GLS) 1 460 000 750 000 750 000 
11.1 | - Albertinia 
a MAIN WATER SUPPLY - A/B EJ 870 412 aa 
= Curtains - Theronsville Community Hall - Albertinia 50 000 rt 

16.1 | LDV - Public Works -AB | 2 | ooo] | 

a 4X 4 LDV - Water - A/B ei 450 000 i 

20.4 | Walk behind lawn mower - Parks-AB | 2 | | | 82000 

E Fire Hydrants - Albertinia - Fire 50000) 50000] 70000 
ci 1 X Jackhammer Cemetery - AB CTE 40 000 a 



(GPS coordinates: 34.2051 S, 21.5742 E 
General Overview 

The data in the table below shows that the population of Gouritsmond, Census of 2011 
information and projections for the year 2016 based on the growth rate between 2001 and 


Category 2011 Census Data Projections for 2016 

(based on 2001 and 2011 Census 



From the data in the table for the census of 2011, young people make up 19,6% of the total 
population of Gouritsmond, the working age a percentage of 59.2%. The Dependency ratio is 

68,9 and the Sex ratio is 94. The population density is 159 persons/km? 

Population Groups : Education information: 
Group Percentage 
Black African 5,3% 
Coloured 54,5% 
Indian/Asian 0,4% 
White 39,5% 
Other 0,4% 

Municipal Services: 

Progress has been made in extending basic household services in Gouritsmond with 98,5% 

people having access to tap water inside their homes, 98.5% have access to electricity. The 

ongoing concern is with the low percentage of Highest Educational Level (All Ages) 
50.2% households that is not connected to the a 
No Schooling n 
sewerage system. 98.5% of the resident’s refuse 
some may 
is removed once a week by the municipality. Completed umm 
Other facts: Secondary 
T O 
> 72,3% households have no io rs 


internet access 
10% 2055 30% 

Statistics South Africa 


> 7.8% households have no income 


> 1,5% earn between R1 and R4800 per month 
> 31.6% households own a computer or laptop 

> 98.5% formal housing 


o Municipality must appoint a Town Manager 

o All households should be connected to the sewerage system and/or lower cost for 
those not connected to the system. 

o Public Transport System 

o A Plot for a clinic 

o School for Bitouville 

o Community Hall for Bitouville 

o The upgrading of the sport ground 

o Roads in the area needs to be paved and maintenance should take place were needed. 

o Bitouville only have the municipality's office as an electricity pay point, it becomes 
problematic over weekends when the office is closed. 

o Fencing and upgrading of the play park 

o Youth Centre / Facilities for youth should be establish 

Development Priorities 

- Water Security and Management 
o Gouritsmond has a history of water problems 
o New development will place load on strained sources and bulk provision 
o Principle of preparing Bulk Infrastructure first, then development can be 
o Principle of Sustainability 
o Management of water pipeline 
o Reservoir capacity should be expanded 
- Open Land & New Development 
o Open areas for development — See map for change to Medium Density / 

Retirement development on North Eastern side of town. 



Business zones should strictly adhere to conditions 
The character of Gouritsmond should be kept as new developments are 

Limiting of building height 

Coastal Route 


Development of Coastal Route to Stilbaai would be a major benefit to area 

Natural Assets 





River and natural resources are the assets that makes Gouritsmond 
Should be well managed and use should be strictly regulated 
Bird watching a potential attraction 

Listed plant species can be developed 

Solid Waste Management 



Facility is not on standard 

Neighbouring communities also come and dump rubbish — Vleesbaai & 

Facility is also not well managed 

Recycling is not done in Gouritsmond — Municipality should consider 
expanding the service in the future 

In the past there was processing done of all plant matter from the refuse site 

— not done anymore 

Sea Front Development 




Sea front in desperate need of development 
Facilities at main beach in critically poor condition 
Proper parking and ablution facilities should be developed on site as indicated 

on map 

Day Visitors Facilities 



Development of Seesigweg to better manage day visitors 

A walking trail can be developed as part of the Seesigweg development 
Provide sufficient facilities for day visitors 

Regulating access of busses should also be done 

Major disruption to residents with property in the area 

Council should manage the current situation by providing a usefull solution 


- Season Management 


Law enforcement is needed during holiday seasons 

- Sewerage Reticulation Backlogs 


Connecting of all households to proper sewerage reticulation system 

- Electricity and Alternative Energy 



Exsiting electricity network is old and energy services fluctuates in delivery 
Solar water heaters do work — especially in the summer 

All roof based solar units impacts the easthetic character of the town 
Principle of more efficient use seems to be currently the most viable option 
instead of self generation 

Building regulations can implement new developments with energy efficient 

Use of gas has increased 

Also investment in more efficient technology has been the approach by 

residents (Induction stoves, LED Ligthing) 

- Management of Town 




The umbrella organisation must actively function in the yearly revision of the 
Gouritsmond parts of the IDP (it includes the ROR). 
Emergency services: 
= Fire safety services a critical risk to Gouritsmond 
= Ambulance response times are a major threat to patients 
Coastcare Projects — will it continue — was a valuable contribution 
Community is willing to work with municipality 
Drainage of ground water a problem in specific areas as indicated on map — 
this issue should be considered before any development is allowed on the west 
side of town 
Road surfaces are a major problem in Gouritsmond (Bitouville) 
Sport facilities should be upgraded and developed 
Card Payment facilities 

WIFI for residents 

- Road Safety 


O Speed reducing measures must be implemented on the current provincial 
Voortrekkerweg to force vehicles to reduce speed. 

o The existing walkway from Tolbosroad in Bitouville to the Gouritsmond library 
must be improved and resealed to a standard that enable prams with small 
wheels to easily be pushed on it. 

o A proper walkway from the caravanpark to the beach as indicated on the ROR 
must be established and maintained. 

o Street lighting in Bitouville must be improve to enlighten current dark areas. 

o A Gouritsmond sidewalkplan must be developed and implemented to ensure 
that persons can get out of the road when cars and/or bikes are approaching. 

o A bypass road from the graveyard to the motorgate must be investigated This 

road can also act as a fire break. 

Capital Expenditure Framework (Only larger than R20 000 displayed) 

ecm | | 
Project description 2020/2021 — m 
| 7.2 | Smali tidal pool - Gouritzmond | 1 | 100000] 

oe a 
8.60 | MV CABLE BETWEEN MAINSUB | 1 | 88500] J | 
8.61 | MV CABLE BETWEEN MAINSUB | 1 | 6oooo]) | | 


clei A of Sewer Infrastructure (Unserved 1500 000 
11.16 | Erven) - 

o_o aa 1 
18.1 | Fencing of Bitouville Kleuterskool - Gouritsmond | 1 | 100000] 100000; 
20.65 | 10 X FIRE HYDRANTS - GOURITSMOND -FIRE | 1 | 35000} | | 



(GPS coordinates: 34.0825 S, 20.9393 E). 
General Overview 

The data in the table below shows that the population of Heidelberg, Census of 2011 
information and projections for the year 2016 based on the growth rate between 2001 and 


Category 2011 Census Data Projections for 2016 based on 

2001 and 2011 Census data 



212 296 

236 432000 233 278 

173 192 202 

a p œ e 
3947 4313 8260 4318 4705 90233 

From the data in the table for the census of 2011, young people make up 25,2% of the total 

population of Heidelberg, the working age a percentage of 65.2%. The Dependency ratio is 

53,4 and the Sex ratio is 91.5. The population density is 349 persons/km? 


Population Groups : Education information: 

Highest Educational Level (All Ages) 

Group Percentage 
Mo Schooling = 
Black African 9,3% Some Pima D 
Primary E; 
Caouner E232 e ESS 
Other 1% = 
Education i) 
; 0% 10% 20% 30% 40% 50% 
White 14,4% Statistics South Africa 

Municipal Services: 

Progress has been made in extending basic household services in Heidelberg with 76,7% 

people having access to tap water inside their homes, 97.2% have access to electricity. 90.5% 
Households is connected to the sewerage system. 94% of the resident’s refuse is removed 

once a week by the municipality. 

Other facts: 
> 65,9% households have no internet access 
> 9.3% households have no income 
> 2,7% earn between R1 and R4800 per month 
> 24.5% households own a computer or laptop 
> 88.7% formal housing 


o Municipality must appoint a Town Manager 

o Youth Centre / Facilities for youth should be establish 


o Upgrading of Streets and storm water 

o EPWP projects to be more skill developed projects 

o A Housing official situated in Heidelberg to service Heidelberg and Slangrivier 

Oo Support for LED projects 

o Fire rescue response time is slow 

o No doctor at local clinic 

o Transport for patients from the hospital in Riversdale. 

Development Priorities 

- Industrial Area Development 




Land for Industrial Development identified across the N2 from Kairos 
Industrial Development should not be in the town centre as it is currently laid 
out in die SDF 

Council should develop incentives for investors — This is a common theme 
throughout towns, Focus on individual investment opportunities instead of a 

ineffective policy that tries to generalise incentives 

- Residential Development 



Sewerage connection backlogs to be addressed 

Housing need still growing — growth is inevitable — prepare pro-actively 
Growing need in non-indigent household demographics 

Mixed use — GAP / Rental Units — should be considered in near future designs 
Area for new Housing — Across N2 from Kairos 

Area on South Eastern periphary can be used for Housing, but not first option 
for community, people are removed further from job opportunities and 

municipal service desk 

- Social Development through Spatial Design 


Business Park at Diepkloof is major development initiative for Heidelberg. It is 




Other open areas in Diepkloof should be used for in-fill sites and focus on 
mixed / GAP / Rental Units. 

A new standard should be set for parks that are fenced with long lasting 
material and proper lighting during night. The open areas should also be in 
plain sight for all around it. Furthermore the possibility of only having one 
entrance and no gates should be investigated as is done in other parts of the 

Open Air Gym can also be considered for youth support and promoting healthy 


Available Land 

Heidelberg is the town with the most land available within the urban edge 
Land Audit should indentify available land owned by Government with 
indications of services available 

Land across from Show Grounds can also be used for future development 
Maps of State owned land to be made available to Residents and Ward 


Upcoming Farmers 


Land should be considered and made available with better access to water, as 
there are current practices of livestock within the urban edge that should not 
be done 

Use land audit outcome to plan with upcoming farmers for possible relocation 
The integrated initiative with various departments concerning the agri-centre 

is Supported 

Old Duivenhoks Camp Site 



Use of this land is dependent on stabilisation of river bank 
Council should consider the use of this land for community development 


Commercial Development 

o Ward Committee members support business development initiatives that is 
locally owned. 


o ASLA — Local Social Responsibility initiatives by ASLA — progress and what are 
the planned initiatives 
o Small Contractors used by ASLA should be monitered more closely by 
Municipality as standards of service are challenges by the work relationship 
that ASLA implements. 
o Complaints of unfair demands 
o Can also cause indirect threat of poor quality work inside houses that can be 
detrimental to residents later during occupation of the house. 
- Primary School Structural Integrity 
o Complaints to discuss the state of the interior of the De Waalville Primary 
School building. Exterior is maintained, but the wooden interior is 
- Listed Activities 
o Listed activities is reported to take place within the river bed on the easterly 
side of Heidelberg. — Refer to map above. 
- Thusong Centre 
o The need for a Thusong Centre is identified and supported by the Ward 

Capital Expenditure Framework (Only larger than R20 000 displayed) 

tamem — i 
Project description 2020/2021 B — 
eoo] | 

ee a O 
26 | BUSINESSHUB-HB | 5 |10000] | | 
| 4.9 | New Playpark, Robinsonsingel - Heidelberg |459| | 80000] 
| 7.1 | Upgrading swimming pool & floor - Heidelberg | 9 | 100000] | 
| 8.2 | Refurbishment of sub-stations - Heidelberg | 45 | | 150000 | 150000 

RA Uys Street + Replace balance Uys Street OH as o 1 375 000 
MV retic MS Krag Stasie & RMU Niekerk Str, incl 
Replace OH lin between RMU Uys Street & PMT 

8.49 |MOVEHV&LVLINEUNDER |45 | 300000) | | 
8.50 | REPLACE OLD POLECASINGAT |45 | 300000) | | 
8.51 | MOVE 11KV OVER HEADLINE |459| 250000] | | 
8.53 | MV RETIC BETWEEN MSTOMLI |45 | 420000) | | 


ere a 
Project description 2020/2021 | 2021/2022 | 2022/2023 
| 8.63 | REPLACE CABLE BETWEEN BUI |45| 820000; | | 
| 8.66 |MSPENTZSTRAAT315KVANEW |45 | 500000] | 
| 8.67 |MSVANRIEBEECKSTRAAT315 |45 | 500000] | 
| 8.68 |NEWSF6GASEAUTORECLOSE |45 | 275000] | 
| 10.10 | Upgrading of Roads & Stormwater - H/B - Joe Slovo | 4 | ‘07850; =| 
| 10.13 | Upgrading of Roads & Stormwater -H/B | 5 | 424950; | ooo 
| 10.17 | Upgrading of Roads & Stormwater-Wyk9-HB_ | 9 | 803680; | | 
10.19 | Bus shelter- Diepkloof | 5 | 50000] | 
11.3 | Replacement of Pumpstation Equipment -H/B | 45 | 80000] -| -~ 
11.10 | Upgrading of sewerage system -HIB | 9 | 1425000} 500000] 
11.18 | Additional Toilets - Dollar Square - Heidelberg | 5 | 50000; | 

_ of Water Infrastucture - GLS Report - EE 1130000 | 500000 | 3000000 

Fencing of new extention behind Diepkloof - H/B 250 000 E 

Curtains for Duivenhoks Community Hall - 
15.54 | Heidelberg a 25 000 25 000 

16.2 | LDV -Sewerage -HB || | 30000] 
164 | LDV- Electricity-HB | ooo] | 

1 400 000 

16.8 | Multi-purpose Loader - Public Works -HIB |45| DE 
16.17 | LDV- SEWERAGE -HB |45 | sooo] J 
| 18.2 | Upgrading of Neskuikentjie Heidelberg | 4| | | 220000] 
| 20.5 | Walk behind lawn mower - Parks -HB |485 | 300] | | 
20.61 | 20 X FIRE HYDRANTS - HEIDELBERG -FIRE | 45 | 70000; | | 



(GPS coordinates: 34.4256 S, 21.3357 E). 
General Overview 

The data in the table below shows that the population of Jongensfontein, Census of 2011 
information and projections for the year 2016 based on the growth rate between 2001 and 


Category 2011 Census Data Projections for 2016 based on 

2001 and 2011 Census data 

From the data in the table for the census of 2011, young people make up 4,8% of the total 
population of Jongensfontein, the working age a percentage of 44.2%. The Dependency ratio 

is 126,1 and the Sex ratio is 83,9. The population density is 151 persons/km72 

Population Groups : Education information: 
Highest Educational Level (All Ages) 

No Schooling 

Some Primary 



Black African 3,4% 
Coloured 2,8% 
White 98,3% 

Municipal Services: 

Progress has been made in extending basic household services in Jongensfontein with 98,9% 

people having access to tap water inside their homes, 100% have access to electricity. 61% 
Households is connected to the sewerage system. 98.9% of the resident’s refuse is removed 

once a week by the municipality. 

Other facts: 
> 36,4% households have no internet access 
> 4,3% households have no income 
> 0% earn between R1 and R9600 per month 
> 64,7% households own a computer or laptop 
> 97.3% formal housing 


o Municipality must appoint a Town Manager for Jongensfontein and Stillbay 
o All households should be connected to the sewerage system and/or lower cost for 
those not connected to the system. 

o Upgrade of water and sewerage plants 


o Upgrade streets and facilities 

o Road signs for the town 

Development Priorities 

Strand Street as key priority to the appearance and functionality of the town during 
holiday season 

? Spending of Flood Funds to be summarised and information shared with 
Jongensfontein community 

When priority road / stormwater upgrades are done, it is important to consult and 
work with the local community as they are residents in the community and are more 
knowledgable about critical issues experienced during the year than the municipal 

? After the upgrades that was done at the Jongensfontein waste water plant, have the 
processing capacity been increased, if so could the usage figures be made available so 
the community are aware of the status quo concerning the capacity of the plant. 
Community is very active in the development and maintanance of various open spaces 
in the community. Please work with the local residents to ensure that value is added 
to existing initiatives. 

Water security is a major concern as dam levels reached critical low levels shortly 
before the holiday season started. 

o Outflow of water is being measured, but the inflow is not measured. This is a 
major uncertainty that needs to be addressed as it consumption levels cannot 
be managed in accordance with inlet flow. 

o Development initiative is currently at the Development Planning Directorate 
of the Municipality 

o ?Feedback concerning the process will be appreciated 

o Development and management of the open space to be done by the 
community themselves, however, it is in the interest of the municipality to 

provide the needed support for the initiative 

Renewable Energy in Jongensfontein 

Previous rebates empowered communties to invest in renewable energy solutions 


Maintenance and support is not readily available after industry has contracted after 
rebates has been taken away 

Maintenance costs are to be considered and can be expensive 

Few people have made investments in lighting solutions 

Renewable energy seem to make sense for the consumer to manage his own use. 

On municipal level it is not yet a feasible investment 

Wind Energy generation is not an option in Jongensfontein as a result of the corrosion 
factor that is extremely high in Jongensfontein 

Municipality is not ready to accommodate any feed back into their grid 

Subsidies will be needed to assist investors if the renewable energy footprint is to be 


Municipal Law Enforcement 

Roaming “hawkers” / informal traders are causing a problem in Jongensfontein 
If they have a permit, they do not adhere to specifications that they are not allowed 
to send people into properties. 
Various issues are experienced, not just the hawkers. Other non-enforceable by-laws 

o Dogs on beaches 

o Public nuisances 

o Fireworks 

o Fires 

O“ Etc. 
No municipal law enforcement is present in the area and therefor any by-laws cannot 
be enforced 
Request that a municipal law enforcement officer be made available durign holiday 

season for Jongensfontein 


Capital Expenditure Framework 

el amem elinan a 
Project description 2020/2021 mna IN 
| 5.4 | Upgrading of Ablution Facilities - Jongensfontein | 3 | 100 000 

er ee e 
| 5.13 | Replacing window frames with aluminium -JFTN | 3 | | 100000 | 130000 
| 5.14 | New thatch roof chalets - Jongensfontein | 3 | 150000| 120000) 
| 5.24 | New Playpark - Jongensfontein =| 3 | | | 85,000 
5.26 | New Curtains - Jongensfontein | 3 | 50000] | 

5.32 _| New thatch roof at Blue Flag beach - Jongensfontein | 3 | | esoo] 

8.21 | MS Rowweklip 2 (MP 6.3.9) - JFHT 3 | | | 720000. 
14.13 | Standby pump for irrigationsystem sewer dams - Jt. | 3 | 30000) | 
12.12 | Upgrading of water purification works-JFTN | 3 | | 50000} 50000 
15.5 | Bed and Base sets - Chalets Jongensfontein | 3 | 3oooo| 30000; 
15.18 | Fridges - Jongensfontein =| 38 | | æ] _ 
16.15 | Double Cab Truck Tipper - Public Works -JFN | 3 | | | 60000] 



(GPS coordinates: 34.3273 S, 21.4203 E). 
General Overview 

The data in the table below shows that the population of Melkhoutfontein, Census of 2011 
information and projections for the year 2016 based on the growth rate between 2001 and 


Category 2011 Census Data Projections for 2016 based on 2001 
and 2011 Census data 


ee fas js e o o 
1243 1290 2533 1360 1407 2767 

From the data in the table for the census of 2011, young people make up 28,4% of the total 

population of Melkhoutfontein, the working age a percentage of 67.5%. The Dependency 

ratio is 48 and the Sex ratio is 96.2. The population density is 2710 persons/km? 


Population Groups : Education information: 

Group Percentage Group age 
Black African 2,7% No Schooling 4% 
Coloured 36,1% Completed 14,3% 
l Primary 
White 0,8% 
Matric 15,9% 
Higher 0,4% 

Municipal Services: 

Progress has been made in extending basic household services in Melkhoutfontein with 73,5% 

people having access to tap water inside their homes, 91.7% have access to electricity. 85.7% 
households is connected to the sewerage system. 99% of the resident’s refuse is removed 

once a week by the municipality. 

Other facts: 
> 72,3% households have no internet access 
> 7.8% households have no income 
> 1,5% earn between R1 and R4800 per month 
> 31.6% households own a computer or laptop 
> 98.5% formal housing 


o Emergency Fire and Ambulance services slow response 


o Youth Centre / Facilities for youth should be establish 

o Roads in the informal settlement needs to be paved 

o The electricity tariffs are very high and the municipality should explain the sudden 
change is tariffs. 

o GAB housing project for Melkhoutfontein for people that don’t qualify for the low 
income government subsidy 

o Plots should be sold to residents of Melkhoutfontein 

o Building plans are too expensive, need assistance from municipality 

Oo Speed bumps in Melkhoutfontein 

o More toilets in the informal settlement 

o Pipe water in the yards for households in the informal settlement 

Oo Spotlight at the entrance of the informal settlement 

o Municipal / Community facilities are very expensive for functions and facilities are not 

in the same conditions. 

Capital Expenditure Framework (Only larger than R20 000 displayed) 

eating SSS 
2020/202 al = 
Project description 

1.6 | EXTENTION OF CEMETARY -S/B |13 | 200000] | 
Development "Tuin op die Brak" - S/B / 1 | 25000] 30000) | 
5.6 | Upgrading of Ablution Facilities -Preekstoel | 1 | 150000 50000) 
| 5.9 | New gate for entrance- Preekstoel SB | 1 | | 300] | 
5 e pt ess 

New stairs (recycled plastic) o beach to 
85 000 
5.15 Ellensrust 

| 5.16 | Sprinkler System-Ellensrust_ | 1 | | | 150000) 
| 5.17 | New curbing next to tar road - Ellensrust | 1 | | | 100000) 
5.18 | Sprinkler System-Preekstoel | 1 | | | 150000) 
5.19 | Upgrading of chalets - Ellensrust | 1f | | 30000] 
5.20 | Upgrading of chalets-Preekstoel | 1f | | 20000] 
5.21 | New centralised Braai facilities - Ellensrust | 1 | | | ©5000) 
5.22 | New Playpark - Ellensrust | 1 | ooo] | 
5.23 | New Playpark - Preekstoel =| ot | | o0] | 
5.25 | New curtains - Ellensrust | 1 | 4000| 40000) | 
5.27 | New stairs Beach to Preekstoel | 1 | | 180000] | 
5.28 | Retaining Blocks - Preekstoel | 2 | 60000) | | 


Road/Welcome Signs : Ellensrust, Jongensfontein & 13 30 000 30 000 
0.29 | Preekstoel 

Upgrading of Sportsfields - Melkhoutfontein (Ref 
271051 1 3 500 000 
Upgrading of Sportsfields - Melkhoutf. - Counter 
6.4 | Funding (Ref 271051 1 1000 000 | 2000 000 

Upgrading of network - Stilbaai - West/East 13} | 8000) | 

Upgrading Network - 185mm? Cable SS Plattebosch 

P pa p a 
8.15 | Replace MV OH Line in Bosbok Aave |13| f f 80000 
8.16 | Undermikwood ring (MP 53.14) F433 | f 360000] 
13 | | 5o00] | 
818 | RMU Azalea Str (MP 53.2) F138 | | f 5300 
13 | 175000} 

8.33 | SERVICE OF 11STANDS-MHFT f 1 | 2000| | 

13 | soo] | 
836 | CABLE BETWEEN OHLINE&M |13| 70000) f 
13 | 55000] | 
840 | RINGBETWEENPMT7&ROOI | 13 | 95000) | 
846 | MS NAUTILUS (MP 5.25) f|% | 700000] | 
8.47 | MS VAN WYK STR (MP 52) |48| 400] | | 
848 | MSCRUSTTOMSSSX(MP_ f1 | ewoo] f 
RMU PALING STREET (MP 5.3 13 | 420000) — | 

8.59 | CABLE BETWEEN MAIN INTAKE | 13 |20985000] | 
Westly road bypas (Development) - S/B 1,3 
10.5 | Upgrading of Roads & Stormwater - MHFT -SB | 1 | 351640] | 
10.6 | Upgrading of Roads & Stormwater - S/B East | 1 | 205810] | | 
PAE a E a a 
10.8 | S/B 

10.9 | Upgrading of Roads & Stormwater - SB West | 3 | 1462670) | 
JS) [euro | | w 

11.2 | Bulk Sewer Upgrade phase 1 ( GLS) - Stilbaai | 13 | | | 1.485000 
11.9 | UPGRADE SEWERAGE WORKS- RID | 1.3 [2176n] fJ | 
$ nr ae 

New Sewerage line 11 erven - Melkhoutfontein 1 200 000 a 

New Water Networks Distribution - GLS - S/B 1,3 | 6482406 | 1000000 | 1000000 

12.1 | New water infrastructure for 11 new erven at 

Upgrading of Toilet faciities: Julie se Baai - S/B c4 ff | 250000 

Pa Matrasses, Beds & matras covers - Ellensrust aal o o 20 000 
6 Stoves - Preekstoel 1,3 20 000 


19.2 Tables & Chairs - Preekstoel 1, 20 000 

à 3 
8 Matresses & Beds - Preekstoel 1,3 25 000 
i Notices boards - Library - Stilbay a O 20 000 
15.6 | 25 x Wooden tables - steel frame Melkhoutfontein I 50 000 
6 | Community Hall - SB 
Ei Tiling of floor - Melkhoutfontein Community Hall - SB S oo 100 000 
pi Curtains - Community Hall - Stilbaai asf fo 65 000 
i Stage Curtains Community Hall- Stilbaai EOT 39 000 

LDV-Sewerage-SB || ooo] | 
Double Cab Truck Tipper - Public Works-SB_ | 13 | 600000; | 

| 46.7 | Multi-purpose Loader - Public Works - S/B 13 | 140000) | 
La Tractor - Parks - S/B 
| LDV - Water - S/B 
Burglar proofing at S.A.P.S Municipal building - 13 

650 000 

350 000 

| 48.6 | NEW TOILETS AT TENNIS CLUB - S/B 120 000 
Museum - Cradle of Human Culture - Stilbay 2 000 000 

Infrastructure Low Cost Housing - MHFN (Ref EW 305 704 | 7644 096 

Infrastructure Low Cost Housing - MHFN - Counter EN 

19.2 | Funding (Ref 349707) 1 1 762 145 

Walk behind lawn mower - Parks - S/B 30 000 
Walk behind lawn mower - Parks - MHFT ia. | 

ka Fire Hydrants - Stillbaai - Fire Ea 50 000 

32 000 

50 000 70 000 

35 000 

ka 1 X Jackhammer Cemetery - Mftn 





(GPS coordinates: 34.0825 S, 20.9393 E). 
General Overview 

The data in the table below shows that the population of Riversdal, Census of 2011 
information and projections for the year 2016 based on the growth rate between 2001 and 


Category 2011 Census Data Projections for 2016 
(based on 2001 and 2011 Census data) 
Age Group Male Female Total Male Female Total 


mo o o 
mo o 
mmo o 
mo ow 


70 ae 



16172 8366 z 17666 

From the data in the table for the census of 2011, young people make up 25,7% of the total 

population of Riversdale, the working age a percentage of 66.1%. The Dependency ratio is 

51,3 and the Sex ratio is 89.7. The population density is 161 persons/km? 

Population Groups : Education information: 

Highest Educational Level (All Ages) 

No Schooling Es 
Some Primary M 


Coloured 75,2% 

Municipal Services: 

Progress has been made in extending basic household services in Riversdale with 87,3% 

people having access to tap water inside their homes, 97.8% have access to electricity. 90.8% 
Households is connected to the sewerage system. 94.1% of the resident’s refuse is removed 

once a week by the municipality. 

Other facts: 
> 70% households have no internet access 
> 6.9% households have no income 
> 1,9% earn between R1 and R4800 per month 
> 25.4% households own a computer or laptop 
> 93.3% formal housing 


o Improve fire rescue response time 

o Upgrade streets and storm water 

o LED projects to increase job opportunities 
o Upgrading of Kwanokuthula sport grounds 
o Stairs for residents in ward 8 

o Play parks must be secured 

Oo Support for ECD facilities 

o More environmental cleaning projects 

o Increase the indigent amount 


Development Priorities 

- Open land 
o Ward 6 has limited opportunities in terms of expansion 
= River forms natural border on north east 
= Open areas of land should be used wisely 
= Residents of Ward 6 are far from economic activity 
= De Mist Swimming Pool open space could be used for commercial or 
housing purposes 
= Development should benefit local residents — Linked to Economic 
o Ward 7 does have some potential to expand 
= North western side has room for expansion 
o Ward 8 does have potential to expand 
= Key areas for development should be land next to N2 along Jakkalskop 
= Land around Airstrip should be considered for various uses — carefull 
not to remove residents further from economic activity 
- Backyard Dwellers 
o Back-yard structures are a major challenge 
o Council should develop a pro-active support plan for these households 
o Itisthe “temporary” place where people are waiting for houses 
o There is an immense need as it causes health and safety risks 
- Kwanokuthula 
o Development of Kwanokuthula should be done in an integrated manner 
o Commercial development should be provided for 
o School should be built as part of an educational development next to the 
o Lukhanyo should also be extended as the need is much bigger 
o Day Care facilities should also be included 
- Industrial Development Principle 
o Industrial area should be expanded and keep job opportunities close to 



o Give incentives for industrial investment, provide land — long term lease 
o Relocation is not a feasible option at the moment 
- Housing Alternatives 
o Low cost housing can continue as solution 
o The need for alternative housing solutions are immense — mixed use / rental 
units is a major need — everyone cannot afford to buy a house. 
o Land is limited and should densification solutions be proposed 
o Alternative building styles should also be considered and planned for. 
o Create communities that is integrated and provide room for open spaces, 
commercial activity, social activity, social support services like daycare etc. 
- Commercial Development 
o Focus on Commercial Centre and development in town should be planned 
o Keep business “In” town and not move to the periphery 
o Jurisch park can be utilised to move business closer to N2 
o Commercial development initiatives that includes PDI’s should be considered 
for developments on open land in Wards 6 and 8 
o Potential Economic Node developments identified in map with red asterisks — 
Barnes Street, De Mist open area and open space between Aloeridge and 
- Safety Services 
o Fire services response times are a major threat to safety of households 
o Risk is escalated by vast number of informal structures in back-yards 
o Should be seen as critical priority by Council 
- Water Security 
o Riversdale is dependent on Korrente Irrigation Board for water supply 
o Impact of future development on bulk water provision 
o Studies should be made known and Council should plan accordingly 
- Youth Development 
o Youth development initiatives should be supported and expanded on 
o Facilities should be used to give access to youth development initiatives 

- Sport Facilities 


o Management and maintenance of sport facilities 
o Access to facilities during the day with initiatives can give much needed social 
support to communities and schools who cannot afford expensive training 
- General Development Needs 
o Roads 
= Pavement of roads in previous housing projects 
= Plan with specific investments and timeframes should be developed for 
each affected community in every ward 
= Labour intensive methods should be used 
O Speed Bumps 
= Should be planned and considered by Ward Committees 
= Specific request can be forwarded, but plan should be agreed upon 
= Noted requests for Marsh and Thembani streets in Kwanojuthula 

Capital Expenditure Framework (Only larger than R20 000 displayed) 

Budget Budget Budget 
2020/202 | 2021/202 | 2022/202 
Project description 1 2 3 
Upgrading of fencing / enterance gates - Riversdale 67.8 80 000 
1.4 | Cemetary 

100 000 
1 150 000 
7 515000] 

3. 250 000 

250 000 

200 000 
910 000 


| | 2.1) 
Retic between SS Heese Str RMU Versveld (MP 
10 | 5.3.7) 
Retic between SS Louwrens & RMU Osler (MP 
11 | 5.3.11) 
| (MP 
1 ) 

RMU Slagkop (MP 5.3.6) 

MV kabel tussen Gazania straat en Lanoria straat 

Transformators herstel kragstasie bystand masjiene 
Replace MV ring switches Lady Smit substation 


| 8.43 | SS HOSPITAAL (MP 5.2.2 

8 | Retic RMU takkieskloof RMU Bauhinia (MP 5.2.7 

170 000 
315 000 


290 000 
150 000 

8. 5) 

1 w 
8.43 ) 


feo TEESE 
2020/202 ~~ e 
Project description 

reas [MSLEROUXAMU(MPS315—— | 7| aso o 

8.54 | RMU IXIA STREET (MP 5.34 | 7 | 32000] | | 
8.55 | RETIC FROMRMU IXIA TORMU | 7 |10750000] | | 
8.56 | RETICSSPAUWST-RMUTA | 7 | 20000] | | 
8.57 | SS MAIN RETICULATIONTOM | 7 | 70000 | 
| 8.65 | RETIC BEWEEN SS HOSPITAL & KRAGSTASIE (M | 7 | 90000] ù| | 

Upgrading of Roads & Stormwater - Wyk 6 - R/D e 698 500 E 
$ Upgrading of Roads & Stormwater - Wyk 7 - R/D ES 1 136 550 
Ki Upgrading of Roads & Stormwater - Wyk 8 - R/D Ea 407 290 pf 
Upgrading of Sewerage works - Phase 2 - R/D (Ref 678| 55128868] =f 
313781 6,7,8 | 5512 896 
pi Upgrad. Sewerage works-Phase 2-R/D-Counter re Pe ee 
11.7 | Funding (Ref 313781 6,7,8 | 3880 134 | 7 708 705 
Upgrading of Sewerage works - Phase 3 - R/D (Ref sal | some 14 232 
11.8 | 343289 a 6 029 254 900 

12.4 | Water Network Reinforcement GLS - Riversdale 1430000} 500000) 500000 


Fencing of Locomotive - Riversdal 678) | 75 000 Lo! 

44 3 X Laptops UBM & Speaker Office 42 000 i | | 

"© | 4 x Fibre Link Council Chambers Upgrade - ITC 30 000 ae 

2 2 x Fibre Channel Brocade Switches - ITC cy 520 000 fr st | 

550 Plastic chairs - Burgersentrum- Riversdal 678; o 45000 | 45000 

5 7 | 1X Gas stove with Electric oven & hob - 6.7.8 25 000 
Burgersentrum - Riversdal 

5 : Traffic & Advertising signs Main Road - Riversdale 6,7,8 


Walk behind lawn mower - Parks - R/D 30 000 

Wacker - Electricity - R/D ers 


35 000 

Tuerm Sos 
82 masemo vanao fora) | a 
A5 pnmum ere oon] ao 
A arenans merae |era non 


70 000 

No No 
o Sjn Olo © 
No No 

Budget Budget Budget 
E G a i 
Project — 

| 07 | Tools- Pubicwors Public Works 50000 woj 

Storage Container Thusong Centre - RD Pee 60 000 


(GPS coordinates: 34.1447 S, 20.8635 E). 

General Overview 

The data in the table below shows that the population of Slangrivier, Census of 2011 
information and projections for the year 2016 based on the growth rate between 2001 and 


Category 2011 Census Data Projections for 2016 
(based on 2001 and 2011 Census 

1644 1636 

From the data in the table for the census of 2011, young people make up 28,5% of the total 
population of Slangrivier, the working age a percentage of 65.5%. The Dependency ratio is 

52,8 and the Sex ratio is 100.2. The population density is 265 persons/km? 


Population Groups : Education information: 

Group Percentage 
Coloured 96,0% 

No Schooling 4,5% 
Indian/Asian 0,7% 

Completed Primary 12,4% 
White 0,7% 

Matric 12,2% 

Higher Education 0,6% 

Municipal Services: 

Progress has been made in extending basic household services in Slangrivier with 67,9% 

people having access to tap water inside their homes, 97.4% have access to electricity. 75.9% 
of households is connected to the sewerage system. 96.8% of the resident’s refuse is removed 

once a week by the municipality. 

Other facts: 
> 91,6% households have no internet access 
> 82% households have no income 
> 5,2% earn between R1 and R4800 per month 
> 6,8% households own a computer or laptop 
> 84.3% formal housing 



Community hall (kitchen) to small please upgrade 

Library hours to be increased 

Emergency response time 

Youth projects for the young people 

Street lights must be improved and implemented 

Post take time to get to residents, slow post system 

Entry to Slangrivier, to be improved (lights and Slangrivier sign) 

EPWP projects for the area. 


Street and stormwater upgrades. 
Households that are included in new Urban Edge 

o “dorp stigting” should be planned and registered at the SG Offices for: 

= DekKloof 
= Malgas 

o Sewerage Services Planning and Funding Applications 

o Stormwater & Roads Planning and Funding Applications 
Planning for Households that are excluded in new Urban Edge 

o Bokkieskraal, Klipkrans, Fahmied’s, Jacobs’e? — Need to be clarified — Housing 

possibly investigate 

o Consultations with all affected parties should be held 

o Humans Settlement Planning should include planning for these residents 
Relocation of Pig Pens 

o Property Management should plan for alternative solution and support to 

relocate the Pig Pens next to Sport facility 

Management and Expansion of Historic and Current Cemeteries 

o Cemeteries to be included in Urban Edge for management by Municipality 

o Extension of cemetery next to school should be considered and planned 
Commercial Land Development 

o Commercial land use should be central and included as such in the SDF 
Services and Industrial Development 
o Services and Industrial land use should be located on periphery of town and 

located next to the open land at the Sport Facilities. Towards the North West 

of the urban edge 


Capital Expenditure Framework (Only larger than R20 000 displayed) 

Project description 2020/2021 | 2021/2022 | 2022/2023 
Development of Sportgronds - Slangrivier (Ref 4 3 500 000 
Development of Sportgronds - S/R - a oa | 

6.2 | Counter/Funding (Ref 271190 4 1000 000 | 2 000 000 

| 92 | Ablution Facilities - Landfill sites - SR 100000) = =6| si 
Upgrading of Roads & Stormwater - S/R 820 690 i i 
Replacement of Pumpstation Equipment - S/R 4 100 000 a 

PRESERVIORROOF-SR_ | 4 | 28000 | 
5x Curtains / blinds -Library-Slangrivier | 4 | | 30000) 
|| 1400000} 

e di 40000 | oo 

: ee 



[High Pressure Spout - Sewerage - Slangrivier | 4 | 140000] | 


Suction Tanker - Sewerage - S/R 



(GPS coordinates: 34.3671 S, 21.4245 E) 
General Overview 

The data in the table below shows that the population of Stilbaai, Census of 2011 information 

and projections for the year 2016 based on the growth rate between 2001 and 2011. 

Category 2011 Census Data Projections for 2016 based on 
2001 and 2011 Census data 

1562 847 1104 1953 
1545 1965 3510 1690 2144 38340 

From the data in the table for the census of 2011, young people make up 7,5% of the total 

population of Stilbaai, the working age a percentage of 48,1%. The Dependency ratio is 108,1 

and the Sex ratio is 78,8. The population density is 138 persons/km7? 


Population Groups : Education information: 

Group Percentage Highest Educational Level (All Ages) 


Mo Schocokhng 

Black African 3,5% ama Pikan 

Lam Aree ae bel 

Coloured 3,2% decendar 


Other 0,8% Education 

White 92,3% 

Municipal Services: 

Progress has been made in extending basic household services in Stilbaai with 98,8% people 

having access to tap water inside their homes, 99.1% have access to electricity. 99,1% 
Households that is connected to the sewerage system. 98.1% of the resident’s refuse is 

removed once a week by the municipality. 

Other facts: 
> 47,1% households have no internet access 
> 10.2% households have no income 
> 0,6% earn between R1 and R4800 per month 
> 57.9% households own a computer or laptop 
> 98.8% formal housing 


o Upgrade water and sewerage plants 

o Maintenance on municipal infrastructure 


Development Priorities 

- Introduction from previous engagements 
o 163 Inputs towards Vision, Trends and Contraints 
o Summarized in 39 Generic Inputs 

o 15 most repeated inputs: 

Geballanseerde Ontwikkeling 

Lewenstyl Bestemming 

Beperkte Ontwikkeling 

Bewaring en Bestuur van Sensitiewe Ekologiese Stelsels 
Behoud van Dorpskarakter as aftreedorp en rustige 

Ontwikkeling van Rekreasie en Sport Fasiliteite 

Investering in Infrastruktuur 

Veilige Omgewing 

Tariefstrukture wat ontwikkeling sal toelaat 

Gefokusde Sake ontwikkeling 

Toerisme Fokus vir ekonomiese groei 
Sosio-ekonomiese ontwikkeling en bevordering 
Gebrek aan Gesamentlike Visie 

Min permanente inwoners 
Gereedheid om Ontwikkeling te kan ontvang en bestuur 

Discussions summary: 

- There has been a change in the attitude of most residents towards a positivity 
regarding growth. 
- Growth is inevitable and the focus should be on managing the growth to protect what 

is important to the residents 


When a critical mass of development is reached the element of crime will also 
manifest, therefore development should be strictly managed and guided towards a 
common goal of maintaining the “ambience” and “free” characteristics of the town. 
Heritage Assets 
o Lappiesbaai area and face of the community 
o “Wes-strand” homes and view from harbour towards the river mouth 
o Wildlife within urban areas should be seen as an heritage asset. Maintain and 
develop green corridors throughout the urban layout and development of the 
Natural water sources are at Medium risk for salt water intrusion of aquifers 
Infrastructure to be expanded before development is allowed 
o To what extent has research shown the availibility of water from existing 
o Regulations regarding water being stored on site at new homes should be 
o Road infrastructure should receive serious consideration for more efficient 
= Circles should beconsidered at the following intersections from the 
Main Road West: 
e Sterretjielaan 
e Jongensfontein Road 
e Fynbos Centre 
e Kloof Street 
e Bridge / Main Road East & West 
= Tarring of Osler Street in full 
Renewable Energy 
o It will require change in consumption patterns of residents 
o Investment in more energy efficient home appliances should also be 
considered and causes a larger financial investment. 
o Ifthe municipality can accommodate the feed from home generation back into 

the grid it would be well received. 




Even if it can only “zero” the users consumption account. 
Municipality can consider stronger regulations in terms of renewable resource 

use within new developments 

Business Centre Expansion 



Business Centre is in need of expansion — current Service Trade (Steyns) in 
town centre are causing problems — Where should it go? 

Suggestions of developing town centre towards harbour area and Services 
Trade on piece of land across cemetary and Municipal Buildings — Refer to Map 

Also a possible space for extension of the cemetary 

Harbour Future and Possible Development 



Suggestions of a yacht marina development 

In depth studies in terms of harbour placement should be done before any 
major investments are made — Stellenbosch University 

Small and tasteful waterfront development would be ideal for the harbour and 
Stilbaai as a tourism destination 

Any development should be done on the basis of Long Term Leases and not 
privatisation of the land. This would ensure that the control of the types of 
development and investments are maintained 

Mr Francois Gerber provided documentation concerning a Spatial and 
Economic Development Plan (SEDP) for the harbour has been provided to Mr 
Hendrik Visser 

Mr L de Villiers committed to source the documents and together with related 
maps of the days discussions, provide a CD with all information to everyone 

It is important to note that a formal response to the SEDP should be compiled 
by the Municipality, together with the Stilbaai community, before end 
February 2016. 

Safety issues relating to Building Contractor workers are a problem. Known cases of 
burglary directly as a result. 

Communication with Stilbaai community should be transparent and pro-active. 

Include as many as possible stakeholders in the process to eliminate as much as 

possible negative perceptions within the community. 


- Principle of Capital contribution calculator is supported 
- Landing / Airstrip 
o Sub-divide the airstrip from the Pauline Bohnen Reserve 
o Possible expansion rather towards the neighbouring erf, refer to map 
O Suggestions to move the access road also towards the area of Julie-se-Baai, 
instead of going through the reserve 

Capital Expenditure Framework (Only larger than R20 000 displayed) 

Budget Budget Budget 
2020/202 | 2021/202 | 2022/202 
Project description 1 2 3 

| 4.6 | EXTENTION OF CEMETARY -SB | 4.3 | 200000) | 
Development "Tuin op die Brak" - S/B / 1 | 25000) 30000) | 
| 5:6 | Upgrading of Ablution Facilities - Preekstoel | 1 | 150000 sooo] 
5.9 | New gate for entrance- Preekstoel SB | 14 | f oo| 

Upgrading of Ablution facilities - Ellensrust S/B 20000; | | 

New stairs (recycled plastic) Lappiesbaai beach to 
1 85 000 
5.15 | Ellensrust 

5.16 | Sprinkler System-Ellensrust_ | ot | | | 150000) 
| 5.17 | New curbing next to tar road - Ellensrust | 1 | | | 100000 
5.18 | Sprinkler System-Preekstoel |1 | | 150000) 
5.19 | Upgrading of chalets - Ellensrust |1| | | 30000] 
5.20 | Upgrading of chalets-Preekstoel | 1f | | 20000] 
5.21 | New centralised Braai facilities - Ellensrust | 1 | | | 65000) 
5.22 | NewPlaypark-Ellensrust | 1 | ooo] | 
5.23 | New Playpark - Preekstoel | ot | | o0] 
5.25 | New curtains - Ellensrust | 1 | 4000| 40000) | 
5.27 | New stairs Beach to Preekstoel | 1 | | 180000] | 
5.28 | Retaining Blocks - Preekstoel | 2 | eooo] | | 

Road/Welcome Signs : Ellensrust, Jongensfontein & 13 30 000 30 000 
0.29 | Preekstoel 

Upgrading of Sportsfields - Melkhoutfontein (Ref 
53 lame Rt asooo, | 
re Upgrading of Sportsfields - Melkhoutf. - Counter + aa aa | 
6.4 | Funding (Ref 271051) 1 | 1.000000 | 2000 000 
| 8.13 | Upgrading of network - Stilbaai - West/East | 13 | | 800000] 
Upgrading Network - 185mm? Cable SS Plattebosch 
e563 MPS jezo | 
8.15 | Replace MV OH Line inBosbokAve |13 | | a000 
8.16 | Undermilkwood ring (MP 5.3.14) |13| | 860000) | 
| 8.17 | RMU Prinsloo, RMU Hoofweg Wes 4 (MP 5.3.15) | 13 | | 585000] 
13 | J | 53000 
13 | 175000] | 


e| carte A 
2020/202 | 2021/202 | 2022/202 
Project description 1 2 3 
8.33 | SERVICEOF11STANDS-MHFT | 1 | 2000| ù| | 
8.35 | UPGRADE SECTIONSOHLINE |13| sooo) ù| | 
13 | woo) | 
839 | SS-2-RMU 23 -UITSGST_ | 13 | oo] | 
13 | 95000) | 
846 | MSNAUTILUS (MP 5.25) | 43 | 700000} | 
13 | 420000) | 
848 |MSCRUSTTOMSSSX(MP | 14,3 | ewoo] | | 
13 | 420000; 

8.59 | CABLE BETWEEN MAIN INTAKE | 1,3 | 2095000] | _ | 
Westly road bypas (Development) - S/B 1,3 
| 10.5 | Upgrading of Roads & Stormwater-MHFT-S/B_ | 1 | 361640] | 
10.6 | Upgrading of Roads & Stormwater -SB East | 1 | 25810] | 
PAE a E 
10.9 | Upgrading of Roads & Stormwater-S/BWest_ | 3 |14682670] | 
n | A E 

11.2 | Bulk Sewer Upgrade phase 1 ( GLS) - Stilbaai | 143 | | [1485000 | 
11.9 13 [2176n] | 

ms Upgrade Existing Gravity - S/B 

New Gravity Distribution - GLS Development - S/B 
New Sewerage line 11 erven - Melkhoutfontein 

New Water Networks Distribution - GLS - S/B 


„ò | 1765800) 720000] 1000000 

3 320 000 1 370 000 

6 482 406 | 1000000 | 1000 000 




New water infrastructure for 11 new erven at 1 


Upgrading of Toilet faciities: Julie se Baai - S/B 

Matrasses, Beds & matras covers - Ellensrust 

20 000 

20 000 
Stoves - Preekstoel 
Tables & Chairs - Preekstoel 20 000 
Matresses & Beds - Preekstoel 1 25 000 
4 Notices boards - Library - Stilbay 13) 
15.6 | 25 x Wooden tables - steel frame Melkhoutfontein 
1 50 000 
Community Hall - SB 
E Tiling of floor - Melkhoutfontein Community Hall - SB 1 pf 100 000 

Curtains - Community Hall - Stilbaai 65 000 






20 000 

œ l O1|/cCo O1 Oo O1 Oo NIN 

Budget Budget Budget 
es w a 
Project Peere r 

ka í L157 | Stage Curtains Community Hall- Stilbaai = Curtains Community Hall- Stilbaai 35000 000 

aeea e 
16.5 | Double Cab Truck Tipper - Public Works -SB | 13 | 600000; f | 
16.7 | Multi-purpose Loader - Public Works -SB | 1.3 | 1400000; | | 

í Tractor - Parks - S/B 13] 650 000 i 
Burglar proofing at S.A.P.S Municipal building - 
Stilbaai 1,3 30 000 

18.6 | NEW TOILETS AT TENNIS CLUB-SB | 3 | 120000) | | 
18.7 | Museum - Cradle of Human Culture - Stilbay | 1,3 | 2000000; | | 

Infrastructure Low Cost Housing - MHFN (Ref 

19.1 | 349707 E 395 704 | 7 644 096 aa 
Infrastructure Low Cost Housing - MHFN - Counter 1762 145 

19.2 | Funding (Ref 349707 

| 20.2 | Walk behind lawn mower - Parks-SB_ | 1.3 | sooo] | 
| 20.3 | Walk behind lawn mower-Parks-MHFT | 1 | | | 82000 

Ls mma te || ae 
if eatcemmmcminnirenen| +) | wel 
77” neea al e 
Haea aa N A ee 



(GPS coordinates: 34.3968 S, 20.843 E) 
General Overview 

The data in the table below shows that the population of Witsand, Census of 2011 information 

and projections for the year 2016 based on the growth rate between 2001 and 2011. 

Category 2011 Census Data Projections for 2016 

(based on 2001 and 2011 Census 


From the data in the table for the census of 2011, young people make up 4,7% of the total 
population of Witsand, the working age a percentage of 66.2%. The Dependency ratio is 66 

and the Sex ratio is 109.8. The population density is 119 persons/km7? 

Population Groups : Education information: 


Group Percentage 

Black African 9,7% Some Secondary 
Coloured 2,2% Matric 

Higher Education 
White 87,2% 

Municipal Services: 





Progress has been made in extending basic household services in Witsand with 98,8% people 

having access to tap water inside their homes, 98.8% have access to electricity. The ongoing 

concern is with the low percentage of 22.7% households that is not connected to the 

sewerage system. 99.4% of the resident’s refuse is removed once a week by the municipality. 

Other facts: 

> 38,9% households have no internet access 

> 6.8% households have no income 

> 0% earn between R1 and R4800 per month and 1,7% between R4,801 and 

> 62.9% households own a computer or laptop 

> 98.3% formal housing 


o Municipality must appoint a Town Manager 


o All households should be connected to the sewerage system and/or lower cost for 
those not connected to the system. 

o Public Transport System 

o Encouragement of owners with vacant stands to develop their stands by building 
residences and not let the land stay empty 

o Upgrade water supply 

o Upgrade caravan parks 

Development Priorities 
Desired Future Discussion 

- Witsand is a unique, basically crime-less haven —Strength 
- Desired future then should maintain crimeless character 
- Major development for masses not an option 
- Strengthen permanent residents in the retiree demographic 
- Strengthened Support Services to aging population 
- Being a place where younger generation visitors and home owners can enjoy their 
- Witsand should develop, but on specific conditions 
o Development that suite the lifestyle of current residents and holiday home 
owners — See suggestions for short term initiatives 
o Not atthe cost of the existing economic relationship between Slangrivier and 
o Not at cost of the natural resources and peaceful destination that Witsand is — 
Don’t make it a Knysna 
- Municipal Services Infrastructure should be upgraded BEFORE new development are 
allowed. — New development should not place current home owners in worse 
position. People come to use their investment for 6 weeks in a year and then they 
cannot enjoy the services that they are paying for — Water issue, case in point. 

- A place with more recreational activities for holiday visitors and permanent residents 
Trends that are experienced: 

- Regulation on the use of natural resources are counterproductive to the desired future 


- Consultative sessions with regards to use of natural resources are not having any 
effect on outcomes 

- More holiday homes are being established through either sales / new properties 
Limitations to reaching Desired Future 

- Load on aging infrastructure during peak season time is a risk to sustainability 

- Under capacitated municipal staff establishment to maintain Witsand as a town 
Short Term Initiatives and Proposed Projects: 

- Consultations to include holiday home owners to discuss their desired future 
- Consultations with transport providers to understand the travelling need of people 
working in Witsand 
- Projects: 
o Tennis Court 
O Squash Court 
o Possible space for a small Golf Course 
o Ablution Facilities for Kite-surfing visitors 
- Better law enforcement during peak holiday season on beaches and public access day 
visitor facilities 

- Surfacing of Road from Slangrivier to Witsand Road 
Renewable Energy: 

- Witsand is positive to invest in renewable energy — Specifically if Municipal network 
can accommodate systems that allow for generation and feed to the municipal grid. 

- Witsand would not mind to be known as a “green” town as it can be beneficial to 
residents and the municipality 

- Possibility of developments also looking at water usage changes 

- Consumer usage patterns plays an important role to prepare and allow residents to 
adapt to renewable energy solutions 

- Renewable energy solutions can be established through “incentives” / “regulatory” 
requirements for new developments 

- Municipal Tariff Structure should accommodate renewable resource use. 


Urban Edge: 

- Important principle that Urban Edge should guide planning of bulk infrastructure 

- Expansion of urban edge can only be done if services are available 

- Another principle is that land should be ready for development to be included. If 
owner of bordering land have no intention to develop as part of an urban space, then 
it should not be included as it has possible tax implications linked to land use and rights 
given to a property. 

Capital Expenditure Framework (Only larger than R20 000 displayed) 
Budget Budget Budget 
2020/202 | 2021/202 | 2022/202 
Project description 1 2 3 

Upgrading of Fencing - Weskamp - W/S E 
Al 80 000 
5.7 | Building of braai facilities- Middelkamp W/S E 



Goeverment Jettie - Witsand 
MV retic between Barracouta St and Sub 7 (MP 

— | 25000) 

150 000 


150 000 
Ablution Facilities -Landfilsites-WS | 4 | 100000] 

-i Upgrading of Roads & Stormwater - W/S 425 460 
Upgrading of Main Water Supply (GLS REPORT) - 500 000 950 000 250 000 

Network reinforcement (phase 1) - GLS - W/S p 

12.7 4 
13.5 | EATING AREA FOR WORKERS - W/S 4 | 322953 




Oo O1 

8 | Blinds - De Duine Community Hall - Witsand 
30000} 30000] 40000 



LDV - Public Works - W/S 
Fire Hydrants - Witsand - Fire 



Section 4 —Inter-Governmental & Civil 
Society Planning 

Supported Development Initiatives .........cceccccccececcccecsceccccecsceccccecscsceccececsceccececsceseccececes 218 
Stellenbosch University Memorandum of Understanding .........ccccccsceccececsceccccecsceccccececes 218 
Biodiversity And Ethnobotanical Assessment Of Erf 657, StillDAy........cscceccccccscereccecececees 221 
Blombos Cave Initiative for Recognition as International Heritage Site..........cccccccccscerees 222 
Agri Worker Household CensuS.........scccccceccccecsceccccccsceccccecsceccccecsceccccecscscescecccscescccccscececs 225 
Services to Rural Residents secccwenaaacsactstectwaseresat eeteorwes dexetea E EEES 237 
Joint Planning lnitiativeS...........seseesesesoesesoecesoccesoscesoscesosoecesoeoesoecesoccoesoscoesosoesoscoesosoesesceoee 238 
Strategic Integrated Municipal Engagements: .........ccccescccccsceccccccecsceccececsceccccecsceccccececes 252 
Technical Integrated Municipal Engagements (TIME):......csccccsscsccccesssccccesceccccescecsecescece 254 
Public Expenditure On INfr€Structure........ccccccccececcccccsceccccccsceccececsceccccecsceccccecsceccccecscecess 256 
Municipal Support Projects ........ccccececcccccececcccccsceccccecsceccccecsceccececsceccececsceccececsceseccecscecess 257 
Gouritz Cluster Biosphere RCSCIVEe........c.cececcccececcccccsceccccccsceccccecececcccececscescececscesescecscecess 257 


Supported Development Initiatives 

Through leadership and vision of Council and Senior Management, Hessequa makes optimal 
use of opportunities for development not only as proposed or funded by National or 

Provincial Government Departments, but also initiatives which is born from civil society. 

The Hessequa Council identified and prioritises any support to development initiatives in the 
Hessequa region as far as legislation and resources allow. The following section reflects the 

current status of various interactions with Universities, Municipalities, Governments, etc. 

Stellenbosch University Memorandum of 

In 2015 the Western Cape Provincial Government Treasury and the Stellenbosch University 
(School of Public Leadership) collaboratively initiated the development and establishment of 
a public sector innovation eco-system focussed on finding innovative solutions to the complex 

or “wicked” problems communities, government and municipalities face. 

These complex or “wicked” problems could not be solved in the normal way and the current 
solutions are proving inadequate. This programme was called the “Innovation Helix” 


Each Innovation Helix is established as a Social Lab (also known as living or thinking labs in 
scientific literature). These Social Labs creates the space where prototypes can be developed 

using social and open innovation and co-creation and co-production methodology. 
The programme had specific critical elements that it had to comply with, namely: 

1. Collaborative, co-production, co-creation of shared and public value: An eco-system 
approach is necessary. The innovative solutions are found in the nexus between the 

community, civil society, academia, public sector and the private sector. 

2. Applying Design Thinking methodology: To facilitate the innovation process, the 
design thinking methodology is applied. This starts with the problem of the customer, 

not with the solution. Through a highly emphatic process of engagement, the problem 


is analysed from a systems perspective and the solution is designed and developed 

through iterative cycles of experimentation. 

3. Experimental and innovative: It was accepted and declared that the current 
approaches and solutions are not adequate anymore in the face of the increasing 
complexity of the challenges government and society are facing. The Social Lab is 
therefore experimental in nature with the aim of prototyping and testing new 
solutions. Even the concept of the Social Lab is experimental with the aim of 

replication facilitating co-learning in different municipalities and sectors. 

4. Multi-sector and trans-disciplinary focus: Innovative solutions lies in the nexus 
between sectors and disciplines. The programme creates a platform to facilitate smart 
collaboration, co-creation, co-production by multiple stakeholders, breaking down the 


5. Breaking silos requiring trans-department and municipal approach: It was recognised 
that the silo’s created within and between national, provincial, district and local 
municipal government, had to be transcended. The programmes are therefore 
designed to transcend these silos and integrate the initiatives of the different 

departments, civil society, business and the local community. 

6. Municipal centric models: Through research done by the School of Public Leadership, 
it is clear that new and innovative municipal centric business models must be 
developed. Class B municipalities are in eminent financial meltdown and it is critical 

that this 

7. Action based and prototyping approach: It is clear that we do not have the solutions. 
The program is therefore biased towards action, experimentation and action learning. 
Based on the assumption that we do not have the solution beforehand, we become 
advisors (not expert consultants) to the process that co-create and co-produce the 


It was clear from the design and initiation of the programme, that the approach had to be 
innovative and that the only way we could achieve this is by making an experiment of the 

innovation methodology. 


Hessequa Municipality Innovation Helix (Social Lab) projects being supported 

Name Witsand Solar Desalination Plant 
A solar desalination plant was established. 

Rural Mobility Project 

Concept note completed. The Inter-municipal forum 
established. Funding submission to PRASA and National and 
provincial Deparments of Transport. 

Description This is a multi-disciplinary project in collaboration with the 
PRASA, SU Engineering Chair. This project integrates 
different municipalities across the region from Worcester to 
Hessequa to Mossel Bay and then in the next phase to 
George and Oudtshoorn to re-establish mobility primarily 
using the rail and Transnet infrastructure 

The municipalities on the corridor need to be contracted to 
participate in the forum. Funding to be contracted with the 

Dept. of Transport and Prasa. 

The Gouritz Cluster Biosphere Reserve (GCBR) Tourism 


the Gouritz Cluster Biosphere Reserve as World Heritage 

Site and the municipalities of Hessequa, Prins Albert and 
Mossel Bay. The municipalities will be expanded to include 

Oudtshoorn, Kannaland, George and Swellendam. 

o This is a destination tourism programme in partnership with 

Description Several projects to be incubated was identified and 
approved by the council. This must now be initiated. 
Succession Contracting to proceed to next phase must be concluded. 


Name The Transactional Energy Economic Model 

As an outcome of the 2014 Energy Summit we hosted in 
Hessequa, with the participation of Saldanha Bay, City of 
Cape Town, Green Cape and other municipalities and 
private sector, we have identified a proof-of-concept to 
establish an alternative business model with embedded 
energy generation, smart grids and smart storage. 
Description The policy framework has been changed and this allows for 

this project to be incubated. 

Succession Contracting to proceed to next phase must be concluded. 

Name Local and Community Development projects (10+1) 

The research on these projects for incubation was 
completed and the report was compiled and submitted for 
the funding that was approved. 

Description Several projects to be incubated was identified and 

approved by the council. This must now be initiated. 

Succession Contracting to proceed to next phase must be concluded. 

Biodiversity And Ethnobotanical 
Assessment Of Erf 657, Stillbay 

This study was commissioned by the Still Bay Interest Forum (SBIF) to help them and the 
Hessequa Municipality formulate a strategic plan for a municipally-owned property, Erf 657, 
near the centre of Still Bay on the Cape south coast. The aim of this study was to determine 
the biodiversity and ethnobotanical importance of this erf, in both a local and regional 
context, and to recommend ways in which this property could best be used in a sustainable 
manner. In this study, we report the findings of a survey of the property to document the 

flora, vegetation, and ethnobotanical richness of these biodiversity components. The 


potential uses of the site, bearing this ethnobotanical knowledge in mind, is explored as 


a) the potential of the site to showcase the significance of the Cape south coast to the 

survival and cognitive development of the first modern humans; 

b) the potential of the site to preserve the rich ethnobotanical knowledge of the Cape 

south coast’s local people; and 

C) tapping the tourism potential of wild food cooking, indigenous knowledge and 


The report suggests various initiatives and management plans to be developed. 

Blombos Cave Initiative for Recognition as 
International Heritage Site 

The Municipal council is positive about the process for the proposed Nomination of Blombos 

Cave. There are good relations between the people in Hessequa Municipality. 

e The municipality is currently engaged with private land owners who own the land 
adjacent to the Blombos museum to do an exchange of land for the expansion of 
the museum. There are currently many enquiries to visit Blombos Cave, so the 
expansion of the museum will be good. 

e Blombos Cave will be incorporated into the next Integrated Development Plan 
and Spatial Development Plans. There needs to be a clear link between the IDP, 
SDF, the Tourism Management Plan and the budget so monies can be made 
available for Blombos Cave in the future. 

e The outcomes of the process are in the SDF, but the economic spinoffs have not 

been elaborated yet, for example the tourism. 

The idea exists to mimic the Blombos Cave to give people an idea of what it looks like. The 
Municipality would like to have the Blombos exhibition that is now at Spier Vineyard to be 

hosted at the Blombos Museum. 


The Still Bay area has a rich cultural landscape. There are fossil track ways in the dunes east 

of Still Bay with signs of Mega fauna that once lived in the area. There is also the Gourikwa 

Nature Reserve and Hessequa Municipality supports them to preserve the archaeology, such 

as the fish traps and the stone age artefacts. 

e Still Bay is part of the route from Riversdale to Mossel Bay. In addition, there are 

four nature reserves and 1 marine reserve, SO there are many tourism 

opportunities that include cultural and natural features. 

° It is possible to take people to the shell middens to give people a sense of place. 

There is the opportunity to create a modern analogy and tell stories about the 

site and involve the indigenous community. 

There are plans to excavate at Blombos Cave in 2019 again. Currently 27% has been 


Threats to Blombos Cave: 

The sandbagging can cause damage when removed again. Geotextile is used to seal 
the cave and create a more favourable climate. The sections are in good condition, 
but are vulnerable to collapse if the cave is entered by persons unfamiliar with 


There was a break in, in January 2016 and as a result a structure has been put in front 
of the cave to prevent entering. Most people access the cave through the CapeNature 
Reserve. People even cut the wire to enter. More protection and surveillance are 
required. Ideas exist to establish a check-in point at the CapeNature reserve during 

weekends. This would be a cubicle with someone in it guarding the access. 

There is also access along the coast, and this has been increasing in the last 2-3 years. 
However, this access is hard to control due to the right for coastal access as per the 
Integrated Coastal Management Act (ICMA). There are ideas to put camera’s up at 

the cave. 

Rooikrans (Acacia cyclops) is an alien invasive species that needs to be eradicated. 

The landowners need support from the municipality to achieve this. 


Future research planned 

3.1. Funding has been secured for research on DNA sampling from evidence in the cave, 

eg bones and then to match it with people living in the surrounding area. 

There will be research undertaken on climate reconstruction that will be relevant to 

the current climate change that is happening. 

There will be research on the neurobiological processes to understand what is 
happening in the brains when making the tools that aided the technological 


Management Authorities 

Guy Thomas gave a presentation on the proposed Management Authorities and the 

various actions and responsible agents for each Advisory Committee. 

The site advisory committees can likely get further funding through the Municipal 
Systems Act. The SAC (Site Advisory Committee) can be included as a part of the 

functions under the IDP and SDP. 


Agri Worker Household Census 

The information in this section containing agri worker information was sourced out of the 
publication by the Western Cape Department of Agriculture. The full document is available on 

the municipal website. 

The agriworkers household census in the Western Cape province commenced in 2014. It is 
important to note that this study is not a random sample of households but a census of 
agriworkers’ and their households. This report encompasses data from all areas within the 
various district municipalities in the Western Cape, comprising the Cape Metro, Cape 
Winelands, Central Karoo, Eden, Overberg and the West Coast. Farmers in each area were 
informed of the study through departmental/community representatives and farm related 


General Population & Household Analysis 

The table below shows the total number of individuals and households surveyed during the 
data collection process from the regions within the Western Cape which are Cape Metro, 
Cape Winelands, Central Karoo, Eden, Overberg and West Coast. It also shows number of 
survey points as well as the number of households surveyed and number of people covered 
by the census. A survey point in most cases covers multiple farms as commercial farmers 
generally have multiple holdings. It was for ease of access that farmers brought agriworkers 

to one point to be surveyed. 

The total number of survey points were 1196 covering an estimated 2991 farms. Compared 
to the other regions, Cape Winelands had the highest proportion of farms interviewed 
(34.7%). The lowest proportion of farms surveyed within the regions were recorded from 

Cape Metro (3.0%). 

The number of total households surveyed for this census was 11,028. By regions, Cape 
Winelands had the highest proportion of households surveyed (52.1%) and Cape Metro 

recorded the lowest proportion of households surveyed within the province (3.0%). 


The number of people surveyed was 42 982 with Cape Winelands recording the highest 
proportion of agriworkers surveyed (51.1%). Central Karoo had the lowest proportion of 

agriworkers surveyed (1.3%). 

Number of farms surveyed 


415 34.7% 1038 5750 52.1% 21968 51.1% 
62 5.2% 155 189 1.7% 566 1.3% 
132 11.0% 330 981 8.9% 4126 9.6% 
176 14.7% 440 1191 10.8% 4572 10.6% 
375 31.4% 938 2583 23.4% 10512 24.5% 
1196 1196 2991 11028 11028 42982 42982 

Access to Vital Documents 

Most of the households needed assistance with obtaining an ID documents (939). Garden 
Routehad the highest proportion of households that required this document (39.0%), 
followed by West Coast (27.7%). The two least required documents in the province were 
passports (164 households) and death certificates (149 households). Garden Routerecorded 
the highest proportion of households in need of assistance for passports (52.9%) while the 

West Coast recorded the highest proportion of households that needed assistance in 

obtaining death certificates (38.9%). 


ID Birth Marriage Death Passport Resident 
certificat certificat certificat permit 
e e e 
Cape Metro — 1.1% 0.7% 0.8% 0.0% 0.0% 0.0% 
24.8 22.9% 13.2% 20.8% 26.2% 17.8% 
Central Karoo 3.0% 3.9% 7.8% 13.4% 12.8% 6.3% 
39.0 49.2% 50.6% 24.8% 39.6% 52.8% 
(Overberg — 4.5% 3.2% 2.3% 2.0% 4.9% 1.3% 
27.7 20.1% 25.3% 38.9% 16.5% 21.9% 
Province (n) 939 537 257 149 164 320 
39.7 22.7% 10.9% 6.3% 6.9% 13.5% 

Dwelling Infrastructure 

Seventy eight percent (78.0%) of agriworker households reported being situated on the farm. 
Of the various types of agriworker dwellings ‘on the farm’, the data showed that 7482 (91.1%) 
household dwelling structures on the farm are brick houses. Informal dwellings (2.3%) 
followed by RDP (1.6%) and mud houses (1.0%) were other types of structures that agriworker 
households based on farms lived in. When compared to ‘off farm’ dwelling types it was found 
that brick structures dropped considerable to 47.5% and informal dwellings increased to 


The results indicate that the main source of electricity for all agriworker households is from 
the mains (94.0%) and electricity is also the main source of fuel used for cooking and lighting. 
In terms of source of water, the results indicate that 8644 (79.2%) of households in the 
Western Cape have access to piped water inside the house. Of this number, 55.7% are found 

in the Cape Winelands region. “Piped tap water on site” is the next most popular source of 


water across all agriworker households that participated in the census (1588, 14.6%). Less 

popular sources of water include flowing streams, dams or pools and boreholes. 

A total of 6522 (60.9%) households indicated that their refuse was removed by the farmer 
while 1736 (16.2%) households said that they were responsible for the removal of their own 
waste followed by the remaining 2447 (22.9%) households that cited the municipality as being 
responsible for removing refuse. Most 9553 (88.1%) of the households also indicated they 
had access to flush toilet/s on the premises. Despite this 448 households indicated that they 
had no toilet facilities; 31.9% of which are located in the Cape Winelands, 31.0% in the Garden 

Routeand 22.8% in West Coast regions. 

Access to Education 

Across the regions, 11 287 (26.26% of the population) of those surveyed were attending 
school. The Cape Winelands, having the biggest population of all regions, recorded the highest 
proportion of all school-going children in the province (52.5%). The lowest proportion of those 
surveyed attending school in the province was recorded in the Central Karoo and Cape Metro 
region with 0.7% and 3.1% respectively. This is in line with their population sizes. In total 8.9% 
of children that are of school going age are currently not attending school. Non-attendance is 
the greatest problem in the West Coast region (36.7%), followed by Cape Winelands (27.5%) 
and Garden Route(13.1%). The main reasons at a provincial level that are driving absenteeism 
are: Not wanting to study (26.6%), No money for fees (23.2%), Pregnancy (10.5%) and feeling 

that Education is Useless (10.0%). 

Most of the children at the creche level travelled less than 3km to school followed by the 
children in the primary school, while those learners who travel a distance of 10 or more km 
was highest among the high school students. The results also showed that, 2719 learners 
across the province required assistance with school uniforms followed by assistance with 
school fees (1841). Vocational skills and development FET’s were indicated as areas where 

least assistance was needed among the respondents. 

Education related assistance 
The table below indicates the forms of education related assistance that respondents 
indicated are required by households. Respondents could indicate more than one item that 

they required assistance in. 


School School Scholar Career 


fees uniform transport guidance 

2% 3% 2% 2% 3% 

62% 59% 56% 62% 44% 

1% 1% 1% 1% 0% 

16% 10% 11% 16% 32% 

9% 10% 11% 9% 8% 

10% 18% 20% 10% 13% 

782 1841 2719 943 485 

9.5% 22.3% 33.0% 11.4% 5.9% 

Access Special Vocationa Developmen Short 

to educatio | skills t (FETs) course r 
bursarie n needs S 


2% 2% 0% 12% 1% 2% 
49% 54% 76% 0% 76% 82% 
0% 0% 0% 0% 0% 0% 
26% 30% 24% 0% 12% 2% 
9% 8% 0% 41% 6% 2% 
14% 6% 0% 47% 4% 11% 
684 334 157 58 201 45 
8.3% 4.0% 1.9% 0.7% 2.4% 0.5% 

The results showed that, 2719 of the respondents indicated their need for assistance with 

school uniforms followed by assistance with school fees (1841). Vocational skills and 


development FET’s were indicated as areas where least assistance was needed among the 
respondents. Relative to the other regions, respondents from Cape Winelands expressed the 
greatest need for assistance across all the types of educationally related assistance, short 
courses 76.0%, vocational skills 76.0%, scholar transport 62.0%, assistance with school 
uniform 56.0%, 59.0% for school fees and 62.0% for feeding assistance. This was expected 
given the high proportion that Cape Winelands contributed to the overall census population. 
Following similar trends in previous tables, the Cape Metro and Central Karoo regions 

reported the lowest proportions of educationally related assistance needed. 

Healthcare services 

The common health service that was requested by the agriworkers was the road to a health 
card (5009, 59.2%). The highest numbers for this required service were recorded in the Cape 
Winelands (51.1%). Assistance with medication and medical check-ups was also popular with 
the highest percentage coming from Garden Route(41.4% and 42.5% respectively). The health 
care services that were least required were rehabilitation, assistive devices and height/weight 
measurements. Central Karoo also did not record any people requiring assistance with 
assistive devices, school feeding programme, immunisation and height/weight measuring and 

rehabilitation services. 

The health services required by female agriworkers in the Western Cape province were also 

captured in the census. Table below shows the results from the data collected. 

The data revealed that, there is high need for pap smear services by women within all regions. 
This service had the highest number respondents in the West Coast region (34.5%), followed 
by Cape Winelands (23.2%). Prevention of mother-to-child transmission of HIV (PMTC) and 
Pre/Post-natal health care were relatively less requested services. PMTCT was mostly 

requested for in West Coast (42.6%), Central Karoo had the least response for needing the 

services of PMTCT (1.1%). 


PMTCT Pre/post- Pap smear Family 
ee natal planning 
Cape Metro — 5.3% 6.4% 4.6% 7.2% 
Cape Winelands 9.5% 10.2% 23.2% 20.6% 
Central Karoo 1.1% 2.7% 3.8% 3.0% 
Eden 22.1% 19.3% 12.8% 14.2% 
(Overberg — 19.5% 17.6% 21.2% 15.5% 
West Coast — 42.6% 43.9% 34.5% 39.5% 
Province (n) 190 187 1245 529 
Province (%) 8.8% 8.7% 57.9% 24.6% 

Results from the table below shows healthcare assistance required by the children within the 
areas of study. The results show that learner support was the highest required service across 
all categories with Garden Routerecording 34 (75.6%) cases. Garden Routealso recorded the 
highest number of children with need for health care assistance in audiologist (60.0%), 
occupational therapy (60.0%) and physiotherapy (51.9%). West Coast however recorded the 
second highest percentage (33.3%) for children in need of assistance with speech therapy 

after Garden Route(59.3%). 

Healthcare assistance required by children 


Occupational Physiotherapy 

Speech Audiologist 


therapy therapy support 
3.7% 10.0% 10.0% 7.4% 4.4% 

Not Asked Not Asked Not Asked Not Asked Not Asked 
3.7% 0.0% 0.0% 0.0% 4.4% 
59.3% 60.0% 60.0% 51.9% 75.6% 
0.0% 0.0% 0.0% 0.0% 0.0% 
33.3% 30.0% 30.0% 40.7% 15.6% 

27 30 20 27 45 

20.1% 13.4% 18.1% 30.2% 

Agricultural Skills Desired 

The table below shows the different skills agriworkers desire to have. The data shows that 
majority of the agriworkers within Western Cape have the desire to be a supervisor (2484, 
20.3%). The region with the most people who desire this agricultural skill (supervisor) is Cape 
Winelands region (58.7%). Many agriworkers also have a desire for obtaining tractor driver 
Skills, a total of 2244 have indicated an interest in these skills across all regions. Cape 
Winelands also had the highest proportion of people with the desire for tractor driver skills 
(52.1%). Many respondents in the province also desired manager skills (1076, 8.8%), general 
farmworker skills (1829, 15.0%), administration skills (1185, 9.7%) and section leader skills 

(1195, 9.8%). The least desired skill was animal production (456 , 3.7%). 


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3.8% 2.4% 3.3% 1.6% 2.4% 4.2% 1.1% 1.9% 2.4% 
63.3 52.1 36.4 54.2 61.7 54.7 58.7 55.6 Salen 
% % % % % % % % % 
1.1% 2.5% 3.9% 1.9% 0.8% 3.5% 2.2% 2.3% 2.5% 
7.3% 13.8 32.2 14.7 16.9 121 12.9 12.2 16.5 
% % % % % % % % 
6.0% 7.0% 5.7% 5.1% 7.3% 12 A 9.7% 10.2 8.9% 
% % 
18.5 22.1 18.4 22.6 10.9 13.3 155 17.9 18.5 
% % % % % % % % % 

Province (n) 1829 2244 456 965 791 1195 2484 1185 1076 
15.0 184 3.7% 7.9% 65% 98% 20.3 9.7% 8.8% 
% % % 

Social Grants 

The following table details the various social grants currently received by households. These 
include social grants such as disability, foster care and old age pension. The data shows child 
support as the most received social grant with 5173 households receiving one or more child 
support grants. This represents 46.9% of all households captured in the census. This is 
followed by the old age pension accounting for 1082 households indicating that they have 
received this social benefit. The war veteran, social relief and indigent roster social grants 
make up the lowest proportion of social grants received with 53, 56 and 49 people receiving 
these respectively. These were mainly found in the Garden Route. Overall, 6333 of the 11028 
households (57.3%) captured in this census receive one of more social grants indicating a 

substantial dependence on social assistance within this population group. 


2.9% 2.1% 1.5% 1.7% 2.5% 0.5% 1.4% 0.0% 0.0% 0.0% 
48.6 43.1 30.7 41.55 445 76.2 569 208 28.6 22.4 
% % % % % % % % % % 
1.3% 2.0% 0.7% 2.0% 1.7% 0.5% 0.2% 1.9% 1.8% 2.0% 
10.0 11.6 182 12.9 9.2% 45% 2.9% 18.9 12.5 18.4 
% % % % % % % 
14) 14:4) 248 1/176 286 144 125 43-4 1/429 146.9 
% % % % % % % % % % 
25.8 268 24.1 244 13.4 40% 262 151 143 #42410.2 
% % % % % % % % % 

67.0 14.0 1.8% 4.6% 1.5% 2.6% 6.3% 0.7% 0.7% 0.6% 

% % 

Years working and living on farm 

Table below also shows the proportion of households containing members who have worked 
on the farm for a given number of years. The data shows that, most of the respondent 
households have members who have worked for more than 10 years on the farms (1811, 
38.4%). West Coast recorded the highest proportion (in the province) of households with 
members who have worked for more than 10 years (1004, 55.4%), while Central Karoo 
recorded the lowest proportion (2.1%). There was no data for Cape Winelands as this question 

was not asked in the first phase of the census. 


more than 
10 years 
5.8 510 4.4 6.8 7.5 

Not Asked NotAsked NotAsked NotAsked Not Asked 
8.2 5.6 5.9 3.4 2.0 

15.9 17.1 12.5 16.6 14.1 

10.1 15.3 17.1 19.2 21.1 

60.1 56.3 60.0 53.9 55.3 

466 496 473 733 1765 
11.8% 12.6% 12.0% 18.6% 44.9% 

Methods of Communication 

The table below reports on the number of agriworker households that listen to the radio 
across the region of study for this report. The number of households that reported listening 
to the radio were 6406 (58.06% of all households) with KFM and RSG being the most popular 
radio stations. Most respondents listened to the radio during the evening 3064 (47.5%) and 
morning 2029(31.5%). 

morning midday afternoon evening 

23 33 2.2 2.60 
54.1 44.5 45.5 54.9 
1.2 0.9 39 25 
9:2 55 6.7 12.2 
9.3 9.7 12.8 11.1 
24.1 36.0 28.9 16.6 
2029 866 492 3064 
31.5% 13.4% 7.6% 47.5% 


Table below shows the channel of communication used by the agriworker households. The 
most common methods of communication used are cell phone calls, cell phone sms, word of 

mouth and messages from the farmer. 

The most popular communication method is cell phone sms with 4490 (29.5%) households 
preferring this method. The highest number of households using this method of 
communication were recorded in Cape Winelands 3306 (73.6%), and the lowest in Central 

Karoo 36 (0.8%). 

The preferred channel of communication by agriworker households is shown in Table 42 
below. The preferred channels of communication were in line with that currently used by 
households with several respondents also indicating their preference for cell phone calls 
(1781, 19.7%), word of mouth (1453, 16.1%) and from farmer (1680, 18.6%). The least 

preferred channel of communication was by union/association/forum (23, 0.4%). 

Social services required 


Foster care 

28. 2d Nl S251) VOD 2S Or ors 9 Ta S050 

8% 8% 8% 

7% O0% 9% 9% 5% 6% 


Services to Rural Residents 

Hessequa recognises the responsibility as local government to provide services to all residents 

within the municipal region and are a strategy proposed to address basec services backlogs 

that might exist. Due to the spatial nature of Hessequa as a region and not just a single town, 

the implications of it should be recognised and considered within a strategy. The following 

diagram represents the core 
of the proposes strategy that 
will need to be implemented 
by various — role-players, 
including land-owners in the 

rural areas. 

Hessequa is in continuous 
discussions with various role- 
players which include the 

Department of Rural 

e Households within Urban Edge 
e Highest Density 

e Rural Communities 
e <500 Households — Outside Urban Edge 

e Rural Households living on farms 
e Extremely low density 

Development and Land Reform, Provincial Department of Local Government and the Garden 

Route District Municipality. 


Joint Planning Initiatives 

Lead PSG Linkage | Proposed JPI | Supporting Latest Update From Leading | Latest Update from 

Department Projects Departments | Department/Municipality Supporting 
/ Department/Municipality 
JPI PSG 1: Create | Creating DEDAT provided the | 13/10/2016 
1_018 opportunities | opportunities DoA municipality with a written | No formal 
growth and | for Hessequa response on their request | correspondence from 
jobs agriprocessing | Municipality | for support fora commercial | DOA to Hessequa 

1. Bulk | Garden Route | mill on 12 May 2016. Municipality in this regard 

Infrastructure Municipality - A Written confirmation 

on  unserviced | DLG would have been sent. 
land; DRD&LR 
2. Commercial | DWS 



1 018 


PSG 1: Create 





tourism base 
1. Unlocking 

2. Accessibility 
to coastal site 
3. Mountain 
biking events: 
accessibility to 
private land 
4. Branding the 





The DEDAT stated that at the 
Provincial LED Forum held 
during the month of August 
2015, municipalities 
(including Hessequa 
Municipality) were 
requested to look at the 
projects emanating from the 
JPls within their specific 
municipal areas that were 
being led by DEDAT, and 
prioritise certain projects 
and provide DEDAT with an 
indication of specific areas of 
Support needed in order to 
take said prioritised projects 



no update from leading 
department - Local visit by 
Dept of Sport & Cultural 
Affairs concerning the 

Blombos Caves, They 
communicated that the 
Department appointed a 
Service provider to 
develop Blombos 
Management Plan as part 
of World Heritage 
Nomination. No further 

feedback received again. 

JPI DEDAT PSG 1: Create | Efficient use of | DoE The DEDAT stated that atthe | 13/10/2016 
1_033 opportunities | municipal and | DEDAT Provincial LED Forum held | meeting did not take place 

growth and | Educational Hessequa during the month of August | on the 26 August 2016 

jobs Facilities for | Municipality | 2015, municipalities 

skills DoTP (including Hessequa 
Development (Premier Municipality) were 
Programmes. Skills Team) | requested to look at the 
1. WCED projects emanating from the 
Establishment JPls within their specific 
of Satellites municipal areas that were 
2. Use of being led by DEDAT, and 
"WEBCAM" - prioritise certain projects 
Broadband and provide DEDAT with an 

indication of specific areas of 

support needed in order to 

take said prioritised projects 





PSG 1: Create 





Develop a 
Strategy to 
address learner 
drop out 
1. Community 
involvement in 

2. Parent 
awareness on 
importance of 
education for 

oF Parent 
involvement in 
4.Door to door 
between WCED 
and DSD. 





No further request for | 13/10/2016 

updates on Progress and or | Garden RouteMeeting for 
feedback was provided to | Social Cluster JPI's to be 
the Municipality to date. compacted - Awaiting 
further discussions in this 
regard. To be presented 
by Garden RouteDM at JPI 


5. After Care 






PSG 1: Create 





Youth Safety 

1. Youth 
Involved in 

2. Youth in 
3. Youth 

4. Safer School 

5. Road Safety 
6. EPWP 






Update 31July 
Number of Youth trained at 
CA and monetary value 
10 youth - R 180,000 
Number of Youth trained at 
WK and monetary value 
9 youth - R 31,680 
Number of Youth on the 
YWP and monetary value 
2015/2016: 14 youth on the 

YWP at R 274,260. 

2016/2017: 29 youth on the 

YWP at R 227,244 
Number of YSRP funding and 
monetary value 
-Number of Safety Kiosks 
and monetary value 
1X R53,300 

The Municipality has an 

work done 



the good 



PSG 4: Enable 

a resilient, 






Housing Hessequa 
Province Municipality 
together with 




existing MOU on Chrysalis ; 
Wolwekloof and Kiosks 
Programmes and the 
placemen of interns from 
Chrysalis and Wolwekloof is 
on going 

Number of matching grants 
for special projects 

R2, 500.00 

3 October 2016: DHS 
Communicate with mun - 
can we take this off as it has 
been addressed. 
The municipal pipelines, as 

presented at PPC - will be 



living should consider communicated to the Mun, 

environment | alternatives in during Oct/Nov 2016 (as per 

terms of annual process) 

Consider how to 

manage the 

issue of 


service site vs. 

Enhanced Sites. 




PSG 4: Enable 
a resilient, 
quality and 


Enhance the 
development of 

bulk water 

supply in 

1.  Kristalkloof 
Dam - will assist 
farmers and 

2; National 
Department of 
Water affairs to 
be brought on 





1&2) To enhance the bulk | Noted 

water supply in Riversdale, 
especially for emerging 
farmers etc. and other areas 
- A study is required to 
investigate best options for 
bulk water developments in 
all areas, and options can 
include assistance from 
stakeholders, e.g. Overberg 
Water. Mun did not apply 
for DWS RBIG funding - DWS 
indicated that there is not 
funding available for new 
registrations, however an 
ACIP grant of approx. R3.5m 
was approved by DWS. 
Meeting was arranged to 

discuss the information and 

2016 | 13/10/2016 


way forward re DLG support. 

3) For Witsand's water, a 
meeting was held in Nov 
2015 with DBSA, Overberg 
Water, DLG and Mun. 
Application was submitted 
for assistance from DBSA 

and cooperation with 

Overberg Water, awaiting 

DBSA feedback. (additional 

initiative - WIP) 



PSG 4: Enable 
a resilient, 
quality and 


Revitalization of | Transnet 


L; Consider 
broadening the 
current use of 
the rail 
2. Linkage to 
of bulk 



3. Consider 

cycling lanes 





A rail status quo study has 

been completed which 
incorporates a Rail 
Framework that identifies 
potential rail opportunities 

in the Province. 

financial year will see the 

completion of the Rail 

Implementation Plan, 
developed in collaboration 

with key rail stakeholders. 

The PPTIF will guide whether 

this intervention will be 

supported. The PPTIF is in 

draft form and once 

approved will identify 

Could the draft document 
please be forwarded to 

Hessequa for perusal. 

priority municipalities and 


PSG 4: Enable Sept 2016 | 13/10/2016 
a resilient, | Infrastructure Hessequa 

sustainable, | to unlock | Municipality | Currently the HSP is being 

quality and | housing developed for additional 

inclusive development subsidised housing delivery. 

living Recent and current projects 

environment exist for bulk services, e.g. 

bulk sewer and water 

Capacity in various areas. For 


safety and 

social ills 


1. Youth 

2. Reduce 

3. Implemented 
life Skills 
4. Access to 



Schools Health | Municipality 


bulk water - refer to 

JPI1_088 above. 

The IGP was updated and 

expanded with a financial 

section included. 


Last Social Cluster meeting 
took place in May 2016. The 
cluster is identifying 
collective indicators that can 
be used to track progress 
and to ensure that all 
projects done are aligned 
with each other. Next 
meeting is 14 Sept 2016 

Locally the last meetings 

took place on 18 Feb 2016 



D: Peer 

6. Integrated 
school health 



and 19 May 2016. Items 
looked at included looking 
at including services of 
School Health Nurse with 
the MOD program. The 
youth clinic is active in 
Albertinia and Riversdale, 
but struggling to start in 
Heidelberg. There was no 

quorum for the meeting that 

was planned for 18 Aug 

2016, so it was postponed. 

Strategic Integrated Municipal 

In preparation for the Provincial Planning Process, the Department of Local Government 
conducted an assessment of the 4th Generation Integrated Development Plans (IDPs), first 
review of the IDPs as well as risks and challenges identified during strategic and technical 

integrated municipal engagements. 
Platforms were created for municipalities to raise their issues: 
Garden Route District and the Local Municipalities including Hessequa 

% To revitalise the economy, the region’s tourism potential needs to be enhanced by 
diversifying the tourism sector as well as harnessing and cultivating tourism assets 
such as heritage, sport and the natural environment. Climate change resilience is 
essential to conserve this natural environment. Community safety has been identified 
as a critical sub-theme for development considering the correlation between crime 
and economic growth. As a way of growing the economy, there is a need to leverage 
and build upon existing economic assets in the region such as George Airport, the oil 
and gas sector (PetroSA) and the existing Mossel Bay Port and Harbour. In order to 
achieve the desired socio-economic development, resources and knowledge need to 
be mobilized, where both the private sector and civil society need to be involved in 

the development processes. 

% There is a need to explore solutions on waste to bio fuels and green energy for the 
region and province at large as the process for the regional landfill site in Mossel Bay 
approaches finalisation. There is also a need for bulk infrastructure service delivery on 
waste management, water and sanitation, alternative energy and integrated roads 


% The utilisation of new technologies to enable a smart region is required to connect 

cities and citizens as a medium to maximise service delivery. Smart urban and 


transport planning linked to the 4th Industrial Revolution can improve living spaces 

and make mobility affordable and enabling an inclusive society. 

While there is a need to embed good governance through integrated service delivery 
it is noted that there is a lack of coordinated implementation strategies and focused 
funding and budgeting in government programmes which means that opportunities 
for collaboration, joint planning and budgeting are often unrealised. Leadership 
capabilities must improve and a competent and capacitated workforce needs to be 
built at all municipalities in the region. The relevant stakeholders must be identified 

to ensure collaboration and impact in joint planning exercises for the region. 


Technical Integrated Municipal 
Engagements (TIME): 


The embedding of good governance as articulated in the Provincial Strategic Plan across the 
provincial and local government sphere is a requirement towards the achievement of 
national, provincial and local government developmental objectives. The Western Cape 
Government (WCG) in partnership with Municipalities aims to progressively improve the state 

of governance to ensure sustainable and optimal service delivery to communities. 

The Technical Integrated Municipal Engagement (TIME) as part of the Western Cape IWP is 
focused on embedding good governance practices towards the achievement of these 
objectives. The TIME engagements are technical in nature and bring together provincial 
departments, municipalities and other relevant stakeholders to focus the collective attention 
on the identification of solutions, synergies and opportunities for partnership as well as the 
development and implementation of a collective action plan per municipality to address key 

challenges and emerging risks. 

The objective of the TIME engagement is to; 
% promote excellence in governance practices; 
% identify key municipal governance challenges and risks; 
% identify solutions, synergies and opportunities for partnership; and 
% crafta integrated action plan between Municipalities and WCG that enables maximum 

citizen impact 

Key Priorities for 2020 and beyond 

Value based leadership (Political and Administrative); a priority for sustainability and 
improved public value creation 

Setting the tone at the top; promoting a culture of accountability and ethical behaviour 

Strengthening of political and administrative interface 


Integrated Management: Policy Alignment, Monitoring and Evaluation, Integrated planning 
and budgeting, Spatial Governance and Alignment, Integrated planning between Provincial 

and Local Government and Partnering and Partnerships 


Public Expenditure on Infrastructure 

For Hessequa Municipality, a total of 8 infrastructure and/or capital investment projects 
with a total budgeted value of R213,420 million are planned by Provincial Departments for 
the MTEF period 2020/2021 — 2022/2023, as set out in more detail below. 

Summary: Infrastructure Projects in Hessequa Municipality 

Department Number of Value 
New Upgrades, Infrastructure | Total Value 
Infrastructure Additions, transfers & 

Maintenance, | 

Education i gl | 60000 
Environmental Affairs F 9700 
& Development 
Health 1300 
Human Settlements — i I O I Z 97420 
social Development 0 
Transport & Public 45000 
re ee S 
Total MTEF Period 67700 78720 213420 

List of Provincial Infrastructure Investment Projects in the Hessequa Municipality for the MTEF period 2020/21 - 2022/23 

Schools _ additions 
Schools assets 

Health one eae eral Albertinia - Albertinia | Health AR Non Infrastructure 300 
Clinic - HT - NHI Ee eae eral 

Health CH8301 40 : Riversdale - Kadd Technology | Non Infrastructure 1000 
Riversdale Hospital - HT - General 
maintenance (Alpha 
Human Hessequa: Kwanokuthula: Municipal project: | Infrastructure 4500 
Settlements Planning 75 Sites - UISP Stages | Services transfers - Capital 
& 2 
Settlements Services - UISP Stages 1 & 2 Services transfers - Capital 
Human Hessequa: Slangrivier: - 75 T/S - Municipal project: | Infrastructure 11440 
Settlements IRDP Top Structures transfers - Capital 

Human Stilbaai Melkhoutfontein (600) Municipal project: | Infrastructure a 42500 32500 76200 
Settlements Planning transfers - Capital 

Environmental Grootvadersbosch Internal Road | Nature Reserves Upgrades and 4500 
Affairs and Upgrade additions 
Planning (Cape 
Environmental Grootvadersbosch Campsite Nature Reserves Upgrades and 5200 
Affairs and Upgrade additions 

Planning (Cape 

Transport and C1124 PRMG Reseal Resealing Refurbishment and 45000 45000 
Public Works Herbertsdale Albertinia Gouritz rehabilitation 

TOTAL P| 88140 | 117780 | 62500 213420 

*All amounts rounded to R'000 


Municipal Support Projects 
Gouritz Cluster Biosohere Reserve 

Hessequa Municipality recognises the importance of private institutions which contributes to the 
developmental goals of Council, but also of the Province and of the National Development Plan. The 
Gouritz Cluster Biosphere Reserve is an instution which drives environmental projects in and around 
the Hessequa region to manage the whole Gouritz Cluster Biosphere (GCBR). They apply for funding 
from various sources and is an important role-player in terms of environmental management. 

The following projects are recognised in the IDP of Hessequa Municipality that is implemented and 
managed by the GCBR in and around the Hessequa region: 




Implement an invasive alien plant control project along the open river and “leivoor” system 
that transports water from a spring in the Swartberg to Prins Albert 

Establish a small-scale community-based vegetable tunnel farming project on the Treintjies 
Rivier farm 

Establish a small-scale community-based vegetable tunnel farming project in Prins Albert 
Establish a small-scale community-based vegetable tunnel farming project in Klaarstroom 
Compilation of an invasive alien plant monitoring, control and eradication report 
Compilation of an Environmental Management Framework report 

Compilation of an Integrated Water Strategy report 

Compilation of an Integrated Municipal Property Management Strategy report 

Details of these project plans have been submitted to the Hessequa Municipality. All of their initiatives 
are to enhance and maintain the Gouritz River and areas affected by the management thereof. The 
Gouritz River forms the easterly border of Hessequa Municipality.