I am very proud to present you with the Fifth Generation (2022 - 2027) Integrated Development Plan (IDP) of Bergrivier Municipality. Our focus is to ensure Bergrivier Municipality works for the poorest of the poor so that all communities within our municipal area may prosper and live in a dignified manner.

This IDP is user-friendly and for the benefit of all our communities. We based our strategic planning on indepth research on the current situation and we would like to thank our colleagues from Provincial Government for collating reliable updated statistics that formed the baseline in profiling the Bergrivier community. We appreciate their support and expertise. We had extensive public participation to acknowledge and understand the real developmental needs in our communities and used the information collated to inform our strategic direction, planning and budget.

Bergrivier Municipality is proud to be known for our innovative partnerships with different stakeholders to really ensure maximum co-operation and focused, seamless development throughout our area. We are committed to continuing to work seamlessly with Provincial and National Government to improve the lives of our citizens. We align our strategic plans with the National Development Plan 2030 (NDP) and the Provincial Strategic Plan (2019 – 2024).

Following this, I truly feel that we epitomise the working partnership between the community, municipal council and administration as envisaged by the Local Government Systems Act and which is depicted below:

Our partnership has gone from strength to strength, and I would like to express my sincerest gratitude to all our partners for the energy and dedication that they expend on working with us to make this partnership a success. It is only through working together that we can ensure the sustainable development of our municipal area and we look forward to more joint planning and implementation in the future. We are truly better together. During the next few years, we will focus on the sustainable development goals (SDG’s) and implementing sustainable solutions throughout our communities.

Our logo “We serve with pride” indicates that we are proud to be part of your lives and that we want to work humbly together to serve all our communities and deliver services in a manner that shows that we are proud to be a part of Bergrivier Municipality. We stand by our vision: “Bergrivier! A prosperous community where all want to live, work, learn and play in a dignified manner.”

I am honoured to be the Executive Mayor of Bergrivier Municipality and proud to present the Fifth Generation Integrated Development Plan (IDP) for the period 2022 – 2027. According to the Western Cape Government Regional Socio-Economic Profile (SEP 2022) Bergrivier Municipality caters for an estimated 75 484 people which equates to 18 497 households. In spite of our daunting economic challenges our modus operandi has always been based on openness and equality as is evident by the basic service delivery accessibility figures:

• Water 99.3%

• Refuse removal 77.7% (22.3%: agricultural land and Moravian Church property)

• Electricity 96.4%

• Sanitation 96.9%

• Housing 95.1%

Our IDP is built on the strengths of the preceding ones, it is externally focussed and driven by community needs. In order to uphold our vision: Bergrivier - A prosperous community where all want to live, work, learn and play in a dignified manner; we have once again refined our strategic goals and objectives to continue making the biggest possible impact on economic and social development while we endeavour to strengthen relationships and the sense of solidarity among our community for the next 5 years.

Bergrivier Municipality and its community has endured one obstacle after the other; COVID-19 and its effects that lingers on, increasing debt burden, high inflation, water restrictions, power outages and more; and yet we rise to each occasion and face it head on. The obstacles are challenging but it has taught us how to adapt, very often we have to make the difficult decisions, but we always endeavour to provide the best services for the sake of the community.

The Bergrivier winning formula = process excellence + accomplished team + true partnerships. To that I take this opportunity to convey our sincerest appreciation to our partners, stakeholders, community and ward committee members for their willingness to participate and their valuable contributions. A special vote of thanks to the Council of Bergrivier, Municipal Manager, Senior Management and all the staff for their tireless support and hard work, your passion to improve the lives of others is admirable.

All glory to God.

ALDERMAN RAY VAN ROOY

EXECUTIVE MAYOR

Sections 40 and 41 of the Constitution require the three spheres of government (National, Provincial and Local) to co-operate with one another and adhere to the principles of co-operative government and inter- governmental relations.

Section 152 (1) of the Constitution sets out the objects of local government namely:

• To provide democratic and accountable government for local communities;

• To ensure the provision of services to the communities in a sustainable manner;

• To promote social and economic development;

• To promote a safe and healthy environment; and

• To encourage the involvement of communities and community organisations in the matters of local government.

Municipalities must therefore give effect to their developmental duty which requires them to structure and manage their administration, budgeting and planning processes in a manner that gives priority to the basic needs of the community whilst promoting social and economic development of the community. Municipalities must also participate in National and Provincial Development Programmes (Section 153). The powers and functions of municipalities are set out in Schedules 4B and 5B of the Constitution, and the application of these schedules to Bergrivier Municipality is elaborated on under Chapter 8 of this document.

The Integrated Development Plan (IDP) is a process and a plan that is undertaken in terms of legislation and within the parameters of National, Provincial and District planning frameworks. The integrated development planning process is a consultative process that solicits input from a wide range of stakeholders including communities, community organisations, business sectors, relevant departments from the various spheres of government and departments within the municipality.

The IDP process aims to identify and prioritise community needs – and therefore municipal needs - and integrate them into a singular local level plan which indicates how municipal resources will be allocated to address these needs over the five-year cycle of the IDP.

The IDP also identifies critical development needs which fall within the functional mandate of the West Coast District Municipality, National and Provincial Government Departments and their public entities and indicates how these needs will be addressed in the short, medium and long term (where information is available) within the municipal area of jurisdiction and how these plans will align to municipal planning.

IDP’s for the term of office of the newly elected municipal councils that commence in November 2022, are referred to as the 5th generation IDP as it is the fifth IDP cycle since 2000. The essence of the 5th generation IDP is that it is a:

“Single window of co-ordination” for:

• Internal relationships within municipalities;

• Relationships between local and district municipalities, neighbouring municipalities and other spheres of government; and

• Relationships between local municipalities, other key stakeholders and the broader community.

The following diagram indicates the lifespan of the 5th generation IDP, the way it will be reviewed and the stage in the process reflected by this document.

It should be emphasized that, due to the election date in November 2022 and the subsequent uncertainties of the exact election date prior to the announcement of the date, Council took a resolution to adopt the predecessor’s IDP with amendments. The 2023/24 review process is therefore a review of the amended IDP in 2022/23 financial year.

Integrated development planning is regulated by Chapter 5 of the Municipal Systems Act, 2000 (Act 32 of 2000). This Chapter must be read together with Chapter 6 which regulates Performance Management as well as the Municipal Planning and Performance Management Regulations.

The main provisions of Chapter 5 (Integrated Development Planning) are set out below:

• Municipalities must undertake developmentally orientated planning to ensure that they strive to achieve the local government objects as set out in Section 152 of the Constitution;

• Municipalities must work together with other organs of state to contribute to the progressive realisation of the fundamental rights to environment, property, housing, health care, food, water and social security as well as education, as contained in the Bill of Rights, Chapter 2 of Constitution.

This IDP is compiled in terms of the following key legislation:

• The Constitution of the Republic of South Africa, 1996 (the Constitution).

• The Local Government: Municipal Systems Act, 2000 (Act 32 of 2000) (Municipal Systems Act) read together with the Local Government: Municipal Planning and Performance Management Regulations, RGN 796, 2001 (Municipal Planning and Performance Management Regulations); and

• The Local Government: Municipal Finance Management Act, 2003 (Act 56 of 2003) (MFMA).

The development priorities of Bergrivier Municipality are based on:

• Municipal frameworks and sector plans which have been approved by the Municipal Council (See Chapter 7);

• Existing programmes, systems and by-laws (See Chapter 7 and 8);

• A Mayoral Committee and management strategic planning session held each financial year.

• The outcomes of the ward committee planning sessions, town-based meetings and IDP representative forum meetings that were scheduled as part of the IDP public participation process (See Chapter 5);

• Strategic planning sessions of all the Directorates held during each financial year and developed with full cognisance of the developmental needs of the public and institutional needs of the Municipality; and

The core values of Bergrivier Municipality are:

• We are all part of Bergrivier Municipality;

• We strive to render good service to ensure that all people can live together in a dignified manner;

• We are unashamedly pro-poor;

• We are ethical;

• We believe in good relationships;

• We believe in close innovative partnerships;

• We believe in social and economic development of the area;

• We are disciplined;

• We care about our work and our colleagues; and

• We serve with pride.

Bergrivier Municipality is committed to creating an enabling environment conducive to economic growth, attracting investment and creating local jobs to alleviate poverty. In the context of this strategic goal, the following strategic objectives have been identified:

Strategic Goal: Facilitate an enabling environment for a diversified economy and growth to alleviate poverty.

Bergrivier Municipality is committed to ensuring that all governance practices are continuously in place and that all who live in Bergrivier Municipality receive value for money. In the context of this strategic goal, the following strategic objectives have been identified:

Strategic Goal: Strengthen financial sustainability

Bergrivier Municipality is committed to ensuring that all governance practices are continuously in place and that all who live in Bergrivier Municipality receive value for money. In the context of this strategic goal, the following strategic objectives have been identified:

Strategic Goal: Ensure good governance

Bergrivier Municipality is committed to ensuring that all inhabitants of Bergrivier have access to equal basic services and a high level of basic services, infrastructure development and sustainable maintenance that will contribute to the socio-economic growth of the municipal area. In the context of this strategic goal, the following strategic objectives have been identified:

Strategic Goal: Sustainable service delivery

The IDP process aims to identify and prioritise community and municipal needs and integrate them into a singular local level plan which indicates how resources will be allocated to addressing these needs over the cycle of the IDP. The IDP therefore also acknowledges and identifies critical development needs which fall within the functional mandate of the West Coast District Municipality, Western Cape Provincial Government and National Government Departments (and their Public Entities) and indicates how these needs will be addressed in the short, medium and long term (where information is available) by all involved and how they align to municipal planning.

This IDP aligns to Global, National, Provincial and District Planning Frameworks, the most significant being the following:

Bergrivier Municipality is committed to ensuring to be the leader in creating integrated communities with emphasis on high level education for all, and a safe and healthy life environment, by fostering innovative partnerships with all relevant stakeholders and facilitate a better community for all. In the context of this strategic goal, the following strategic objectives have been identified:

Strategic Goal: Empowering people through innovation.

The following table is an overview of the alignment of the strategic goals of Bergrivier Municipality with the National Development Plan, the Western Cape Provincial Strategic Plan and the West Coast District Municipality.

The IDP of Bergrivier Municipality aligns to the strategic direction of the West Coast District Municipality (WCDM) as set out in its IDP and SDF. WCDM’s vision, mission and strategic objectives are set out below.

The vision of the West Coast District Municipality is:

"A quality destination of choice through an open opportunity society."

The mission of the West Coast District Municipality is:

“To ensure outstanding service delivery on the West Coast by pursuing the West Coast District Municipality’s strategic objectives”.

The strategic objectives of the West Coast District Municipality are:

1. To ensure the environmental integrity of the district is improved.

2. To pursue economic growth and the facilitation of job opportunities.

3. To promote the social well–being of residents, communities and targeted social groups in the district.

4. To provide essential bulk services to the district.

5. To ensure good governance and financial viability

Furthermore, the West Coast District Municipality has several regional strategies which Bergrivier Municipality recognizes in the planning process. These regional strategies are:

• Regional economic development strategy;

• Tourism strategy;

• Integrated environmental strategy;

• Estuary management plan;

The process to develop a One Plan for each District also needs to be emphasized. All local municipalities in the West Coast played a pivotal role in the drafting of the Joint District Management Implementation Plan. The objectives of the DDM are to:

• solve the silos at a horizontal and vertical level;

• maximise impact and align plans and resources at our disposal through the development of “One District, One Plan and One Budget”;

• narrow the distance between people and government by strengthening the coordination role and capacities at the district level;

• ensure inclusivity through gender-responsive budgeting based on the needs and aspirations of our people and communities at a local level;

The Western Cape Government’s specific approach to the DDM is called the Joint District and Metro Approach (JDMA). The JDMA envisages for the three spheres of government to converge, using Intergovernmental Relation-engagements, to develop similar Western Cape strategic, development and planning priorities with aligned budgets and accelerated implementation for service delivery. The JDMA -

• is a geographical (district) and team based, citizen focused approach;

• has the output of a single implementation plan to provide planning and strategic priorities, developmental initiatives, service delivery and capacity building;

• has the desired outcome of improving the living conditions (lives) of citizens;

• has a horizontal interface (between provincial departments) and a vertical interface (National, Provincial and local government spheres);

The West Coast Development Implementation Plan cannot and does not replace existing prescribed development, departmental strategic and annual performance plans that each government sphere, department and state entity is responsible for. It is rather informed by these plans and once adopted it will guide the review of these plans and budgets. The plan will not necessarily detail or cover the full range of responsibilities that each sphere, department and entity must execute. It focusses on the major commitments and changes required to catalyse and advance socio-economic transformation.

The plan is also not a simple summation of entity plans but a strategic collaboratively synthesised plan that articulates development outcomes, targets and commitments. It is not in the same form or detail as existing long-term plans (sector plans, IDPs, PSPs or GDSs) and does not play the same role as these plans. It is an intergovernmental framework not belonging to any sphere or department. It is in the form of an intergovernmental and social compact that sets the broad direction, targets and synergies to inform all planning.

It is always important to read and understand investment in the Bergrivier Municipal Area by the national and provincial governments in the context of the district. The following is an overview of the public sector investment in the West Coast District:

The following table and figures indicate provisional National and Provincial Department investment in the Bergrivier Municipal Area:

The following table is an overview of the transfers and allocations to Bergrivier Municipality over the next 5 years:

The following is an overview of the planned infrastructure investment in the Bergrivier Municipal Area:

i. Western Cape Provincial Treasury

The following investment from Provincial Treasury is made in Bergrivier Municipality:

Outstanding issues that remain for future engagements include:

• The financial model for local government that is outdated and needs to be reviewed;

• Impact of Eskom on local government in terms of loss of income, cost to deliver alternative energy, environmental impact and NERSA tariff increases with a subsequent decrease in profit for municipalities to cross-subsidise other services;

• Rendering of services at a loss, such as housing delivery, NATIS services;

ii. Department of Agriculture

Outstanding issues that remain for future engagements include:

• Sourcing of land for small scale farmers;

• Smart gardens to be implemented;

• Eviction from farms are becoming a serious burden for municipalities and the implications thereof need to be addressed.

iii. Department of Transport and Public Works

Outstanding issues that remain for future engagements include:

• Ablution facilities at the river mouth in Laaiplek are not being maintained and cleaned;

• With the new developments at Winkelshoek, considerable pedestrian crossings take place over the N7. A crossing is urgently needed;

• Bergrivier Municipality is one of the best performing municipalities in the EPWP programme and a bigger allocation is required;

iv. Human Settlements

Outstanding issues that remain for future engagements include:

• The growing back yard dwellers population is becoming a serious concern, especially as legislation prevent a municipality from providing more than one connection to an erf. Even if a system can be implemented, Bergrivier Municipality would not be able to afford to provide these services;

• Need for housing for farm workers;

• Housing for elderly in Bergrivier Municipal Area;

v. Department of Economic Development and Tourism

Outstanding issues that remain for future engagements include:

• The strategy to develop Porterville as a tourism destination of choice needs to be supported. Over and above the upgrade of the main road, the upgrade of the market square with new tourism office will lead to a new feel of the town.

• The assistance of the department with an investment strategy is required;

• The implementation of the Small-Town Regeneration Programme will require a multi-dimensional approach with the involvement of several stakeholders, national and provincial.

vi. Department of Social Development

Outstanding issues that remain for future engagements include:

• The establishment of a night shelter in Piketberg;

• Rising levels of domestic violence in all the towns;

• Housing for the elderly

vii. Department of Health Services

Outstanding issues that remain for future engagement include:

• Waiting rooms at clinics completely inadequate;

• Clinic facilities in Goedverwacht and Wittewater to be upgraded;

• Ambulance services to be increased;

• Better access to health care facilities for farm workers;

viii. Department of Education

Outstanding issues that remain for future engagement include:

• Bergrivier Municipal Area is the only area without a tertiary institution in the West Coast;

• The outcome of the current curriculum does not address the needs of the labour/employment market;

• Absenteeism of learners in Steynville Primary and Secondary Schools is a serious problem;

• The urgent need for a new school in Piketberg with overcrowding in Steynville Primary and Secondary School leading to poor results and accompanying social problems;

ix. Department of Cultural Affairs and Sport

Outstanding issues that remain for future engagement include:

• The establishment of an Arts and Craft Centre in Porterville;

• A cultural centre in Piketberg to empower the youth in dance, music and drama;

• Infrastructure, public ablution facilities and rest rooms for the players are needed at the sport ground in Wittewater;

• Request DCAS to support Local Sport Councils with funding, training and empowerment, especially in turf management, facilities management and event management;

x. Department of Community Safety

Outstanding issues that remain for future engagement include:

• Numerous complaints are being received from the public on the role state prosecutors play. It appears cases have easily been withdrawn being counterproductive to the work of law enforcement agencies;

• There is an urgent need to fund material and equipment with specific reference to cameras;

• The SAPS services in Velddrif is inadequate and did not increase with the exponential growth in the population.

xi. Department of Local Government

Outstanding issues that remain for future engagement include:

• Funding is required for the rehabilitation of landfill sites;

• Functional boundaries of SAPS, Justice, Health, Social Development etc differ from the municipal boundaries making intergovernmental relation complex;

• Decision regarding Fire Services is urgent;

• Active participation in the Small-Town Regeneration Programme will be required.

The above discussion depicts how the Municipality’s development priorities relate to specific sector plans, frameworks and programmes. In some cases, a development priority addresses more than one sector plan, framework and programme. This overlap occurs because of an integrated approach to the development of plans. The following table reflects the inter-relatedness between the municipal sector plans, frameworks and programmes.

Bergrivier Municipality is situated in the West Coast District of the Western Cape Province. The Municipality is bordered to the north by Cederberg Municipality, to the west by Saldanha Bay Municipality, to the south by Swartland Municipality and to the east by Drakenstein and Witzenberg Municipalities.

The Municipality covers a geographic area of approximately 4 407, 04 km2 and is geographically diverse. It includes 9 urban settlements, approximately 40 kilometres of coastline and a vast rural area. The main urban settlements that constitute the Municipality are: Piketberg which is the administrative seat, Porterville, Velddrif (which includes Port Owen, Laaiplek and Noordhoek), Dwarskersbos, Eendekuil, Aurora, Redelinghuis, Goedverwacht and Wittewater. The latter two are Moravian settlements on private land.

This Chapter provides an overview of the current state of development within the Municipality and includes a demographic, social, economic and environmental profile. A profile of the community’s access to basic services, including housing, is also included. This overview is important as it provides a baseline that needs to inform future planning and needs to ensure that the major challenges are being addressed.

Most households in Bergrivier area reside in formal dwellings (91,6 %) whilst 10 % of the households reside in either in informal, traditional and other dwellings in 2022. Access to formal dwellings increased by 16,1 % from 15 193 households in 2011 to 17 579 households in 2022 and by 19,7 % across the District over the same period.

Housing is a concurrent National and Provincial competency in terms Part A of Schedule 4 of the Constitution. Section 10 of the Housing Act, 1997 (Act 107 of 1997) sets out the responsibilities of municipalities in relation to the provision of housing. Housing is included in this section as a basic service as there is a direct correlation between the provision of basic services and housing. This correlation makes it a complex function that relies on high levels of cooperation between the Municipality and the Provincial and National Departments responsible for Housing. However, it needs to be emphasized that the municipality is only the implementing agent regarding housing and the management thereof. The table below provides an overview of these roles and responsibilities.

There is a need for housing throughout the Municipal Area. The tables below indicate the housing needs per town as reflected by the Municipality’s Housing Waiting List as of February 2022 as well as the housing needs per financial year since 2013.

FIGURE 7: BERGRIVIER MUNICIPALITY HOUSING WAITING LIST AS AT FEBRUARY 2022

FEBRUARY 2022

The Municipal Council approved a 10-year Human Settlements Pipeline in August 2018, which indicates how these backlogs will be jointly addressed over the next five to ten years, by the Municipality and the Provincial Department of Human Settlements. It is part of the municipality’s strategic intend to provide a number of housing opportunities in the 3 major towns, namely Porterville, Velddrif and Piketberg, as well as in the smaller towns such as Eendekuil, Aurora and Redelinghuys. Where necessary and feasible, and within the available resources, suitable land must be secured, and the provision of bulk services must be done on a proactive basis.

BULK INFRASTRUCTURE

The following table is a visual presentation of the bulk capacity constraints in Bergrivier Area (with the following legend:

Demographics is broadly defined as the study of population dynamics that include number of people living in an area, number of households, birth and death rates, migration patterns, age, race, gender and life expectancy. It is important to understand the profile of a community as it forms the basis of the socio-economic reality of the area.

Various sources of statistics have been used as the statistics of 2011 conducted by Statistics South Africa is outdated. Where statistics have not been available for specific aspects, StatsSA is still used. The sources are predominantly the MERO (Municipal Economic Review Outlook)-2022-report, the Social Economic Profile (SEP) compiled by the Western Cape Government and various other resource material such as IHS Markit. In general, the use of official data/statistics is always preferred. However, in most countries and especially developing countries including South Africa data/statistics on a local or sub-national level is very limited. On the other hand, the demand for such local or sub-national level data/statistics has been increasing dramatically. This demand/supply imbalance created a vacuum that several private sector actors started exploiting. To this end several local or sub-national level data/statistics are now available as supplied by private sector institutions. However, these are deemed non-official since these datasets are not sanctioned by the National Statistics Office. This by no means should detract from the credibility and/or reliability of these datasets. Not being deemed official does not necessarily suggest that the datasets should not be used. It can be argued that given the wide use of the datasets there is value in using the datasets. It must also be stated that these private institutions have taken great care in their methodologies and do make use of best-practice methodologies. Analyzing and working with the datasets also points to credibility and reliability. The datasets are also frequently updated and modified further enhancing credibility and reliability. In essence, the use of official and non-official datasets as compliments should yield very useful information.

The public participation strategy of Bergrivier Municipality is based on the definition of a Municipality as contained in Section 2 of the Municipal Systems Act that states that a municipality consists of:

• The political structures of the municipality (Council);

• The administration of the municipality; and

• The community within the municipal area.

A municipality functions in its geographic area in accordance with the political, statutory and other relationships between its political structures, political office bearers, administration and its community. This relationship can be depicted as follows:

The mechanisms for public participation comprise of:

• Sector engagements

• Ward Committees

• Public meetings

• IDP Representative Forums

The community participation process to develop the Fifth Generation IDP took place in accordance with a Process Plan that was approved by the Municipal Council in August 2021 in terms of Sections 21(1) (b) and 53(1) (b) of the MFMA read together with Sections 28 and 34 of the Municipal Systems Act. It was further amended in May 2022 to make provision for the adoption of the predecessor’s IDP with amendments. A Time Schedule of Key Deadlines is also approved on an annual basis determining the schedule of the annual review of the IDP and the compilation of the related budget. The IDP and budget processes are two distinct, but integrally linked processes which must be coordinated to ensure that they consistently align to one another.

The Time Schedule of Key Deadlines makes provision for public participation mechanisms and procedures to allow the public to provide input into the IDP as outlined above. The following figure outlines the schedule of meetings to be held every financial year of the 5th Generation IDP and provides an overview of the rhythm of the IDP:

As stated in Chapter 5, a thorough process has been followed over the last financial years to identify the needs as expressed by the communities in Bergrivier. This is predominantly done through regular ward committee meetings, with specific reference to the ward committee meetings in September of each financial year. The public participation process is further enhanced through public meetings in each town on a bi-annual basis following the ward committee meetings as to ensure that members of the public have equal and open access to providing inputs. The bi-annual IDP Forums also provide a platform for inputs.

Another important process of consultation is contained in the strategic planning session of Council on an annual basis. The Council of Bergrivier conducts on an annual basis a strategic session as to ensure that political direction and mandate is given to the administration in the implementation of the IDP.

The macro-structure for the organisation was approved by the Executive Mayoral Council on 15 October 2022 and served as the basis for the micro-structure. The micro-structure was submitted to Council for approval in January 2023. The new structure makes provision for 4 Directorates, namely Finances, Technical Services, Corporate Services and Community Services. This structure excludes the Office of the Municipal Manager.

The municipality currently employ 380 employees (425 approved permanent posts) and the total vacancy rate inclusive of funded posts is 10.59 %. The total staff turnover rate for the financial year to date is 3.15 %.

According to Section 2(b) of the Municipal Systems Act, a municipality comprises its political structures, administration and community.

The Constitution requires the Municipality to encourage the participation of community members and community organisations in the matters of local government. The Community play an integral role in municipal processes and decision making and the challenge is to find the most effective method of implementing two-way communication and interaction.

The Municipality’s principle structures are Ward Committees, the IDP Representative Forum and Sector Engagements. Chapter 5 explains how these forums are utilised for the IDP process.

• WARD COMMITTEES

Ward Committees are appointed in terms Sections 72 -78 of the Municipal Structures Act and is the communication channel between the Municipality and the Community. Although ward committees are not political structures, it is coupled to the term of office of the Municipal Council. In February 2022 new ward committees were elected. Ward Committees are elected on a sector basis which may include geographic sectors. The diversity of sectors within wards results in the composition of the different Ward Committees differing from ward to ward. Sectors include but are not limited to Ratepayer organisations, Agriculture and agriculture subsectors, organised business, Small businesses, Health, Religion, Community Police Forums, Youth, Social development, Education and training, Sport, Tourism and Women’s organisations.

• IDP REPRESENTATIVE FORUM

On 28 August 2013, the Municipal Council approved the establishment of an IDP Representative Forum in terms of Section 15 of Municipal Planning and Performance Management Regulations. The IDP Representative Forum comprises the following:

• Two ward committee members from each Municipal Ward;

  • One representative from the West Coast District Municipality;

  • The Executive Mayor, Speaker, Portfolio Committee Chairpersons and two additional councillors from the other parties represented on Council;

Sector engagements take place on an on-going basis. The Municipality is divided into the following 14 Sectors:

• PUBLIC MEETINGS

Public meetings take place at least twice per annum in each town. Additional meetings take place as and when required, such as housing meetings etc.

The role of the municipality in the fulfilment of the IDP is important. The municipality plays primarily the role of the enabler and facilitator to ensure that the vision, strategic goals and strategic objectives are being fulfilled. It is therefore imperative that the municipality has the ability, capacity and resources to ensure the systematic implementation of the various programme identified in the IDP.

The purpose of this chapter is to outline the organisational structure and various sector plans and frameworks to implement the programmes of the IDP.

The housing strategy and revised pipeline (2018-2028) was approved by the Executive Mayoral Committee in 2021 with the understanding / consideration of the following:

• that the framework for the proposed integrated housing strategy and policies is approved;

• that approval is given for scheduling projects over the MTEF and beyond;

• that the Municipal Manager and the Director of Community Services are authorized to initiate the housing buy-out negotiations of Mooiplaas (Piketberg) and Uitvlug (Porterville) and to conclude a land availability agreement, subject to future project approval by the province which will also have to provide for buying the land;

• that Mooiplaas will be the priority, as the largest percentage of people are on the Piketberg waiting list;

• that the submission of project initiation documents for (Piketberg 156) and (Porterville 171) are supported by Council;

• That the administration continues to identify an additional piece of land in Piketberg so that a short-term housing project can be launched;

• that additional studies are done regarding FLISP housing along N7 (46) and Watsonia, Piketberg (50) and that a complete report is submitted to the Council as soon as possible;

• that approval for the concept of a large project (+ 2 500 units) in a mixed development across the three major towns (Piketberg, Velddrif and Porterville) and scheduled over a period of 10 years, and as a catalyst project registered at the Province.

DECEMBER 2022

The Municipal Council approved a 10-year Human Settlements Pipeline in August 2018, which indicates how these backlogs will be jointly addressed over the next five to ten years, by the Municipality and the Provincial Department of Human Settlements. It is part of the municipality’s strategic intend to provide a number of housing opportunities in the 3 major towns, namely Porterville, Velddrif and Piketberg, as well as in the smaller towns such as Eendekuil, Aurora and Redelinghuis. Where necessary and feasible, and within the available resources, suitable land must be secured, and the provision of bulk services must be done on a proactive basis.

The Municipality adopted a Water Services Development Plan (WSDP) for 2017 - 2022 in terms of the Water Services Act, 1997 (Act 108 of 1997). The overarching objectives of the WSDP are:

1. “To provide for the housing needs of the residents of Bergrivier in a continuous and sustained manner by timely future planning while preserving its distinctive character;

2. To, in co-operation with other role-players, provide the residents of Bergrivier with a healthy economic basis and create a quality environment by sustained planning and in doing to so create job opportunities as well as to promote the expansion of tourism;

The Municipality approved the Integrated Transport Plan (ITP) for 2019 - 2024, but its needs are incorporated into the West Coast District Municipality Integrated Transport Plan which is currently under review. The Table below sets out the current needs for Bergrivier Municipality.

One of the most important additional aspects of the transport plan is the need to enhance mobility of the residents within the major towns between the residential areas and the central business district.

The Municipality has several high-level frameworks and sector plans that must be read in conjunction with the Fourth Generation IDP. These are frameworks and plans that are required in terms of legislation. The table below provides an overview of these frameworks and plans and the status thereof.

In addition to the above, the Municipality has several master plans and operations and maintenance plans (Standard Operating Procedures).

The following is a short description of each sector and/or framework. Each sector plan is available on request:

The 4th generation Integrated Waste Management Plan (IWMP) was approved by Council in terms of NEMA: WA on condition that comments be obtained from the Department of Environmental Affairs and Development Planning (DEADP). These comments led to a revision that was completed.

Training on Integrated Pollutant and Waste Information System (IPWIS) has been done by the Department of Environmental Affairs in April 2015 as all waste types and quantities must be reported online in accordance with the Waste Information System regulations. Emphasis is placed om the appointing of a full time Waste Officer to comply with the National Environmental Management: Waste Act, 2008 (NEWMA), (Act 59 of 2008). The municipality installed weigh bridges in Piketberg and Velddrif MRF’s to determine quantities. Integrated Waste by-laws were renewed in 2021 to aligned with (NEWMA).

Council adapted an Integrated Coastal Management Plan in November 2019. The Bergrivier Local Municipality Second Generation Coastal Management Programme, 2019 – 2024 provided by the consultant CES - Leaders in Environmental and Social Advisory Services (appointed by WCDM) on 22 Augustus 2019.

The Municipality develops and maintains its infrastructure in accordance with Master Plans and Operations and Maintenance Plans. The Municipality has the following Master Plans and Operations and Maintenance Plans (Standard Operating Procedures) in place. (The information received from the Electricity Master Plan process was not complete and not added to the IMQS system. A process has started to update masterplans and will commence during 2023. The IMQS system, desktop version is not supported anymore and will have to migrate to a cloud hosted version.)

DBSA has allocated money to revise all outdated master plans in 2023.

A comprehensive Economic Development Strategy was approved by Council in 2021 and an Economic Recovery Plan due to Covid-19 was also developed and approved. Both strategies have been incorporated to ensure a single approved strategy.

The purpose of LED is to enhance economic growth to ensure an improvement in the quality of life for all its residents firstly and secondly to enhance the revenue of the municipality. It is a process where the public sector, business and non-governmental sector collectively apply focussed attention and energy to create an environment conducive for economic growth and employment generation and improve the sustainability of the local economy based on a local competitive and comparative economic profile.

One of the national perspectives for economic development is the distinction between the First Economy, the Second Economy and the Third Economy and as LED is a mechanism to reduce poverty systematically through all these 3 levels, clearly defined short term to long term interventions are required. It will also be critical to clearly identify the beneficiaries per strategy as the focus will necessarily have to be on all levels: from SMME development, enterprise development, a focus on ensuring that no retention on existing businesses occurs and to direct job creation.

The main objectives of the LED strategy are therefore:

The Municipality is participating in the Department of Environmental Affairs and Development Planning (DEADP) Municipal Support Programme and has been assisted to develop a Climate Change Adaption Plan (CCAP).

The Plan identifies 5 intervention areas namely;

1. Mainstreaming of climate change adaptation into municipal governance;

2. Climate resilient low-income housing;

3. Storm water management;

4. Conservation of natural resources; and

5. Agriculture.

Other matters aligning climate change with infrastructure development, resonates on the completion of the Bergrivier Electricity Master Plan funded by Provincial Government, the Integrated Transport Plan and the Integrated Waste Management Plan, with a focus on reduction of waste transport, contribute to managing climate change matters.

1. MAINSTREAMING OF CLIMATE CHANGE ADAPTATION INTO MUNICIPAL GOVERNANCE

1. CLIMATE RESILIENT LOW-INCOME HOUSING

1. STORM WATER MANAGEMENT

1. ALIEN VEGETATION REMOVAL

1. AGRICULTURE

THE EMPLOYMENT EQUITY PLAN

The Employment Equity Act, 1998, (Act 55 of 1998) requires the Municipality to develop an Employment Equity Plan. The Employment Equity Plan must comply with the requirements set out in section 20 (1) of the Act. The Employment Equity Act (EEA) makes it compulsory for designated employers to implement affirmative action (AA). The Municipality is a designated employer and is therefore required to employ, train and retain the services of employees belonging to designated previously disadvantaged population groups.

The objectives of the Employment Equity Plan are to:

1. “Promote equal opportunity and fair treatment in employment through the elimination of unfair discrimination;

2. Promoting diversity and respect for all employees;

3. Identify training and development needs, and to develop and encourage skills development for all our staff in keeping with functional and strategic requirements;

4. Make a positive contribution to the affirmation of historically disadvantaged individuals in a meaningful and constructive manner; and

5. Achieving equitable representation of all demographic groups at all levels and in all categories of the workforce as ultimate tangible objective.”

The Municipality’s goal is to achieve a workforce profile that is broadly representative of the Western Cape people by the end of October 2024, and this is done through the setting of numerical goals. The following table sets out the Municipality’s Employment Equity goals:

The complete Employment Equity Sector Plan is available as electronically.

THE WORKPLACE SKILLS PLAN

To empower its employees and enhance its human capital, the Municipality provides various learning and development opportunities for employees and councillors. The Municipality develops a Workplace Skills Plan (WSP) annually and the plan with implementation reports are annually submitted to the Local Government SETA.

The Training Committee is functional, and the municipality participates in the shared training programmes that are facilitated across the District. The municipality annually provides for bursaries for employees and also participates in the Provincial Treasury Capacity Building programme. The complete Workplace Skills Plan is available electronically.

The municipality as the enabler and facilitator of the Integrated Development Plan needs to plan programmes and projects for the period 2022 – 2026. These plans must be linked to the strategic goals and objectives as outlined in Chapter 2 and must ensure that the identified goals and objectives are being reached. These programmes/projects can at the time of drafting the IDP either be funded or unfunded but needs to be incorporated into the IDP to ensure that the planning process is complete. Funding for the unfunded programmes/projects necessarily needs to be sourced.

This chapter is an overview of the focus areas per directorate linked to the identified strategic goals and strategic objectives. The purpose of this chapter is therefore to give an overview of the intended programmes for the period 2022 – 2027.

The strategic goals and objectives for the IDP of the 5th Council of Bergrivier Municipality have been redrafted as to ensure a more focussed approach and to enhance integrated planning and development within the organisation as well as with other spheres of Government. The table below provides an overview of the goals and strategic objectives. The alignment of the Municipality’s strategic goals and objectives to the National and Provincial planning framework will be demonstrated in Chapter 3.

The following are the strategic goals and objectives of Bergrivier Municipality.

The following is an in-depth discussion on the planned functions and activities aligned with the strategic goals and - objectives:

STRATEGIC OBJECTIVE 1: BUDGET STRATEGICALLY

INTRODUCTION

The Municipality’s ability to render quality services is inextricably linked to its financial viability. Revenue is derived from three sources, namely: property rates, municipal service charges and government grants and subsidies. Property rates are payable by all property owners within the Municipal Area and service charges are payable by all consumers of services such as water, electricity and refuse removal. This source of revenue funds the bulk of the Municipality’s operational costs and we are thus dependent on the consumer fulfilling their obligations if we are to provide value for money services.

CHALLENGES

STRATEGIC OBJECTIVE 1: CREATE AND EFFICIENT, EFFECTIVE, ECONOMIC AND ACCOUNTABLE ADMINISTRATION.

A well-managed and resourced institution is the foundation of good service delivery and there needs to be adequate office space, human resource capacity, equipment, fleet and technology to enable the municipality to provide quality value for money services and high standards of customer care.

THE MUNICIPAL ADMINISTRATION

DEVELOPMENT PRIORITIES

• INFORMATION AND COMMUNICATION TECHNOLOGY

ICT plays a vital role in the acceleration of the flow of information and knowledge between local government and citizens. The same can be said with regards to the promotion of the effective and efficient interaction between local government and citizens. It is for this reason that ICT within the municipal context has enjoyed great interest from Management. It has matured from being operational focused to enhancing Service delivery through various platforms. The greater attention is evident from the governance of ICT to the policies and applications that are in operation.

Some of the goals of IT include:

• Ensure stakeholder value of business: This is to ensure that municipal systems are aligned with ICT Strategy and or is aligned to the IDP.

• Managed Business risk (safeguarding of assets including information). Provide security of information, processing infrastructure and applications

• Ensure compliance with external laws and internal policies.

• Create a customer-orientated service culture. Ensuring adequate use of applications, information and technology to enable service delivery using ICT.

Both the enabling of participatory governance as well as the interpretation of large amounts of collected data require the existence and development of an extensive, robust and scalable ICT infrastructure. The complete sector plan for ICT is available electronically.

• RECORDS AND ARCHIVES

Records Management is a process of ensuring the proper creation, maintenance, use and disposal of records to achieve efficient, transparent and accountable governance. Sound records management is a collective responsibility which all staff members have an equal obligation to maintain.

Records management can only be effective and efficient if:

• Records are considered a business process designed to support business objectives;

• Records are considered a resource and are utilised fully and cost effectively to realise business objectives;

• A record management culture is created and maintained which will facilitate efficient and timely decision making.

• All users are aware of the policies, procedures and tools for managing records. The full co-operation of users is necessary to file documents into the filing system and to protect records against loss and damage.

• COMMITTEE AND SECRETARIAL SERVICES

Several structured and scheduled meetings take place during every financial year and include:

COUNCIL MEETINGS

• Section 37(c) of the Municipal Structures Act requires Municipal Councils to meet quarterly (minimum of 4 meetings), but the Bergrivier Municipal Council meet almost monthly (ordinary and special) during the year.

• The absenteeism of Councillors is reported to the Speaker monthly by the Manager: Administration

• The Speaker is the Chairperson of the Council enforcing the Code of Conduct for Councillors.

EXECUTIVE MAYORAL COMMITTEE MEETINGS

• The Mayoral Committee meets twice a month (Ordinary and Special). All reports required in terms of legislation are submitted timeously.

• The Executive Mayoral Committee function within the delegated powers of council.

PORTFOLIO COMMITTEE MEETINGS

• Portfolio Committees appointed in terms of Section 79 & 80 of the Municipal Structures Act, 1998, (Act 117 of 1998) are Corporate – and Economic Development, (Sections 79), Community, Financial and Technical (Section 80) Services Portfolio Committees, which are chaired by the Deputy Mayor and members of the Mayoral Committee.

• The remaining members of these Committees comprise of other Councillors.

• Portfolio Committees have no powers and may only make recommendations to the Mayoral Committee.

AD-HOC COMMITTEE MEETINGS

• Performance and Audit Committee meets quarterly.

• Risk Management Committee meets quarterly.

• Municipal Public Accounts Committee meet twice a year.

LABOUR FORUM MEETINGS

• Labour Forum Committee meets every second month irrespectively whether formal or informal meetings.

• Training Committee meets every second month irrespective whether formal or informal meetings.

• Occupational and Health Committee meets every second month irrespective whether formal or informal meetings.

SENIOR MANAGEMENT MEETINGS

• Formal Senior Management Meetings take place two weekly and is chaired by the Municipal Manager with the Directors.

• Informal meetings are held every two weeks.

COMPILATION/DISTRIBUTION OF AGENDAS AND MINUTES OF ALL COUNCIL MEETINGS

AGENDAS

All the agendas for all council meetings (including committee meetings) are generated electronically and distributed to the Councillors and members not less than three days prior to the scheduled meeting.

MINUTES

• Minutes are distributed electronically at least within 7 days after each meeting.

• All approved Council and Mayoral Committee minutes are signed by the chairperson and placed on the municipal website.

NOTICES OF ORDINARY AND SPECIAL COUNCIL MEETINGS

Notices in terms of Section 19 of the Local Government: Municipal Systems Act, Act 32 of 2000 of Council meetings (Ordinary/Special) are advertised in the printed media as well as on the municipal website at least 7 days prior to all meetings.

According to the National Framework for Local Economic Development (2006) the Municipality’s primary role is to create an environment where the overall economic and social conditions of the Municipality are conducive to the creation of employment opportunities, which is being done through the provision of bulk and service infrastructure and the provision of good value for money services. The financial viability of the Municipality, good governance and a developmentally orientated accountable administration also play a key role. Local economic development is not the responsibility of any singular sphere of government or department within government or sector and success will only be achieved through the combined efforts of all role players.

CHALLENGE

The local economy of Bergrivier municipal area is in decline, and a dire need for local economic development was expressed. The dire need for local economic development was reiterated during the IDP Public Participation Process as job creation and poverty alleviation was expressed. The declining local economy impacts on local businesses, and many find it increasingly difficult to survive which in turn impacts negatively on the social conditions of our Community where unemployment and poverty are rife. The economic decline was exacerbated by the Covid-19 lockdown regulations leading to some businesses closing. This economic decline also affects the financial viability of our Municipality as the bulk of our service rendering is funded by the income received for property rates and service fees. Many of the Municipality’s consumers are unable to pay for their rates and services, while others are subsidised through indigent grants.

In May 2015 Council approved a Local Economic Strategy which led to the establishment of the Bergrivier Economic Development Forum. This forum is a collaborative platform between the private and public sector. In 2019 Council approved the establishment of an Economic Development Portfolio as to mainstream the work of the Department of Strategic Services. Considerable work was done by the Portfolio committee and an updated Economic Development Strategy was approved in 2019 as well as an Economic Recovery Plan in 2021. Both these strategies have been combined since as to ensure a single strategy. The major focus is on agriculture, tourism and the development of enterprises.

However, as local economic development needs to take place on a multi-dimensional level, the following strategic objectives and projects have been identified to ensure that the strategic goal is reached.

STRATEGIC OBJECTIVE 1: IMPROVE THE REGULATORY ENVIRONMENT FOR EASE OF DOING BUSINESS.

Preferential Procurement Policy and Strategy

The municipality will, whenever the procurement of goods and services arise, apply the constitutional imperatives governing supply chain management in terms of Section 127 of the Constitution in relation and alignment to Section 152 and 153 of the Constitution, as well as the National Development Plan. This will enable the municipality to give effect to Section 152 and 153 of the Constitution and in doing so, the municipality will explore all possible avenues of procurement strategies before any commitment for any procurement process will be authorized. The municipality will also ensure that all envisaged expenditure after the budget has been approved, will be populated in the various departments’ procurement plans. No procurement process will be allowed outside of the authorized signed off procurement plans of the municipality as this ensure that all procurement expenditure is aligned to a procurement strategy.

STRATEGIC OBJECTIVE 2: PROMOTE TOURISM.

INTRODUCTION

Bergrivier Tourism Organisation (BTO) and its affiliate local tourism offices manage the local tourism function on behalf of the Municipality. The Municipality makes an annual contribution to their operational costs and to enable them to implement their Tourism Strategy.

CHALLENGES

• Insufficient funding;

• Limited tourism skills and qualifications in the area;

• Lack of marketing support from the District Tourism office; and

• Language barrier for visitors.

DEVELOPMENT PRIORITIES

• Lack of interest in tourism from local communities;

• Staff development and training;

• Promote Bergrivier to domestic and international travel trade and media; and

• Increase number of events in our region.

STRATEGIC OBJECTIVE 3: ALLEVIATE POVERTY THROUGH JOB CREATION IN MUNICIPAL DRIVEN PROJECTS AND PROGRAMMES.

1. Bergrivier Economic Development Forum

The municipality focused on establishing and improving relationships with the business sector to maximise Corporate Social Investment (CSI) potential. This was done through establishment of the Bergrivier Economic Development Forum on 5 November 2015 and the Forum had two major sessions since 2015 focussing on the main pillars of the economy in Bergrivier Municipal Area and on tourism. No meetings took place due to the Covid-19 pandemic and future Forum meetings are envisaged.

1. SMME Support

The capacity of SMME’s must be stimulated to enable them to play a meaningful role in the economy. This can be achieved through the assistance of key role players such as the Department of Trade and Industry, SEDA, SEFA and other stakeholders who have programmes that the centre and municipality can tap into. SMME’s have also been organised into their own structure in Piketberg, Porterville and Velddrif and these structures will be duplicated in the smaller towns. A range of projects have already been identified in empowering SMME’s and will be rolled out on an annual basis, with specific reference to the programme in Velddrif. One of the outcomes of the SMME training programme is the need for informal trading space and the first phase of funding has been granted from RSEP to develop units.

1. Strategic LED Partnerships

Local economic development is dependent on the combined vision and actions of all stakeholders, and it is essential that partnerships are established, and that the municipality participate in all available forums to capitalise on available opportunities such as the Saldanha IDZ.

1. Laaiplek Harbour

For the development of the Laaiplek Harbour, the Department of Agriculture, Forestry and Fisheries commissioned a Harbours Study which identified Laaiplek Harbour as a harbour with economic potential. Optimal use needs to be made of potential opportunities arising from this. (On-going)

1. Velddrif Precinct Plan

The Department of Rural Development and Land Reform assisted the Municipality with the development of a Precinct Plan for Velddrif which has been finalised and which will require implementation. Funding will have to be sourced for the implementation. There is an alignment between the Precinct Plan and the proposed Harbour Development referred to above.

1. Porterville CBD Precinct Plan

The Municipality has developed a Precinct Plan for Porterville CBD, which will also require implementation. Funding will have to be sourced for the implementation, especially for the regeneration of the main road and the upgrading of the market square as the catalysts for investment.

1. Piketberg Precinct Plan

The Department of Rural Development and Land Reform assisted the Municipality with the development of a Gateway and Central Integration Zone Precinct Plan for Piketberg which has been finalised and which will require implementation. As already outlined, Piketberg was chosen as one of the 3 national pilot projects in the Small-Town Regeneration Programme and the intention is to source funding through this programme for the Piketberg Precinct Plan.

1. Strategic partnerships with investors

One of the key programmes is the development of strategic partnerships with investors to ensure that investors employ local people and offer business opportunities to local people, especially SMME’s. Investors can also include investing in the skills development of the local youth and unemployed.

STRATEGIC OBJECTIVE 4: ENSURE ALL POLICIES AND SYSTEMS IN BERGRIVIER MUNICIPALITY SUPPORT POVERTY ALLEVIATION.

1. Job Creation

The municipality create jobs firstly through optimal use of the EPWP Programme. The Municipality will receive R 1 601 000 for the EPWP Programme for 2022/23. There are sub programmes to the EPWP Programme, and the Municipality is using the infrastructure and environment and culture sub programme. The Social subsector will also be utilised in the financial year to assist with law enforcement.

1. Community Workers Programme

The second programme for job creation will be through the Community Workers Programme. Bergrivier Municipality has been selected to employ 500 people from the poor communities to work 3 days per week for R 86/day. The ward committees will be used to assist in the identification of potential opportunities for temporary employment and to recruit from the poorest of the poor. Training will also be provided as per sector.

1. Food security

Although food security is not per se the mandate of local government, the municipality is seeking investors to drive a programme ensuring that all residents have access to food security, necessarily amongst the poorest of the poor. The Department of Agriculture also plays a pivotal role in assisting communities with growing their own food.

STRATEGIC OBJECTIVE 5: ATTRACT INVESTMENT THROUGH CATALYTIC INFRASTRUCTURE.

Small Town Regeneration Programme

INTRODUCTION

See discussion on the Small-Town Regeneration Programme: Par 8.2.1.5

Smart City Framework

INTRODUCTION

The “smart city “concept necessitates smart infrastructure. A comprehensive 4IR ecosystem containing essential elements such as people, governance, environment, economy, mobility and living conditions within a certain geographical sphere requires sustainable development. The development and implementation of a “smart city” requires substantial financial investment. Co-operation between public, private sectors and civil society is therefore inevitable.

CHALLENGES

• Governance – flexibility;

• Economy – unemployment, economic decline, loadshedding;

• Environment – energy saving holistic approach to environmental and energy issues should be followed, climate change;

• People – unemployment, social cohesion, poverty, ageing population, cyber security; and

DEVELOPMENT PRIORITIES

• Develop a Master Plan for “Smart Cities” in Bergrivier Municipal Area;

• Attract investment opportunities for purposes of creating a 4IR “bubble of life”; and

• Development and installation of smart infrastructure.

STRATEGIC OBJECTIVE 1: PROMOTE HEALTHY LIFESTYLES THROUGH THE PROVISION OF SPORT, RECREATIONAL AND OTHER FACILITIES AND OPPORTUNITIES.

SPORT DEVELOPMENT AND FACILITIES

Each town has sport facilities which are managed by Local Sports Councils who, are also responsible for sports- development. The Municipality supports these Sports Councils through an annual grant and maintains and upgrade the facilities on an on-going basis.

Sport infrastructure is provided through the Municipal Infrastructure Grant (MIG) as well as funding from the Western Cape Provincial Department of Cultural Affairs and Sport. In terms of MIG, municipalities are required to allocate 5 % of their allocation to the development of sport facilities.

DEVELOPMENT PRIORITIES

Implementation of the Sport Infrastructure Master Plan

A consultant was appointed to draft a Sport Infrastructure Master Plan and the consultation with the local Sport Councils and councillors have already commenced. This process was concluded during August 2022.

The full capital program is contained in Chapter 10, but the most significant capital development priorities are indicated on the table below:

HOLIDAY RESORTS

The Municipality has holiday resorts in Laaiplek and Dwarskersbos, which need to be always maintained at a high standard as they contribute to local tourism.