CEDERBERG MUNICIPALITY CEDERBERG MUNISIPALITEIT

Transcription

1 Bestuurs-opsomming CEDERBERG MUNICIPALITY CEDERBERG MUNISIPALITEIT GEïNTEGREERDE ONTWIKKELINGSPLAN INTEGRATED DEVELOPMENT PLAN n Visionêre Munisipaliteit wat vir u werk A Visionary Municipality that works for you 1

2 Executive Summary The Integrated Development Plan is the overarching planning tool of the municipality. Its purpose is to inform the sector specific plans of the municipality by providing a high level planning logic, which guides operational and sectoral planning. This high level planning logic is presented through the Macro Strategy for the municipal area. Hard and soft investment options are recommended for the various communities in the area. The Provincial Growth and Development Strategy, as well as the Western Cape Spatial Development Framework inform these options. Infrastructure investment should primarily focus on the Elephants River development corridor (Citrusdal and Clanwilliam) and the tourism corridor on the West Coast (Elands Bay and Lamberts Bay). Infrastructure development (above the minimum service levels) in the minor towns and settlements, such as Graafwater, Leipoldtville, Paleisheuwel, Elandskloof and Wupperthal, should not be encouraged, and the focus should be on increasing the mobility of the residents through capacity building initiatives. Service backlogs still exist in the area, especially in the rural parts. The eradication of the bucket system is a very high administrative and political priority for the municipality. Approximately 300 households are still using the bucket system. Central to Cederberg Municipality s development challenges is the bulk service shortcomings. Although reticulation and distribution are sufficient from a service perspective, the bulk provision of water and sanitation are problematic. Funding support, either through long-term loans, private sector contributions, or grant funding will be of the utmost importance for growth in the area. From an institutional perspective the major challenge of the municipality is the recruitment and retention of skilled personnel. A significant percentage of critical positions are not being filled, which reduces service quality. Other critical institutional issues relates to administrative and financial systems, as well as insufficient office space. Die Geïntegreerde Ontwikkelingsplan is die oorkoepelende strategiese beplanningsinstrument van die munisipaliteit. Die doel van die plan is om sektor spesifieke planne en operasionele planne te rig deur n hoë-orde beplanningsbenadering. Hierdie hoëvlak beplanning word voorgestel deur die Makro Strategie vir die munisipale gebied. Harde en sagte investeringsopsies word voorgestel vir die onderskeie gemeenskappe in die gebied. Hierdie investeringsopsies is geskoei op die Provinsiale Groei en Ontwikkelingsstrategie, asook die Wes Kaapse Ruimtelike Ontwikkelingsraamwerk. Infrastruktuur spandering moet primêr gefokus wees op die Olifantsrivier ontwikkelingskorridor (Citrusdal en Clanwilliam) en die toerisme korridor aan die Weskus (Elandsbaai en Lambertsbaai). Infrastruktuur ontwikkeling (op n hoër vlak as die minimum dienstevlakke) in die kleiner dorpe in die omgewing, soos Graafwater, Leipoltville, Paleisheuwel, Elandskloof en Wupperthal moet nie ondersteun word nie, en die fokus moet eerder op opleiding wees wat die mobiliteit van inwoners kan verhoog. Diens agterstande bestaan nog in die area, veral in die landelike dele. Die uitwissing van die emmerstelsel is n hoë adminstratiewe en politiese prioriteit vir die munisipaliteit. Ongeveer 300 huishoudings gebruik steeds die emmerstelsel. Cederberg se grootste ontwikkelingsuitdaging is die huidige grootmaatdiens tekorte. Grootmaat water en sanitasie dienste is onvoldoende, ten spyte van redelike verspreidingsnetwerke. Eksterne befondsing deur privaat sektor bydraes, langtermyn lenings of regeringsfondse, is van uiterste belang om die grootmaatdiens tekorte aan te spreek. Vanuit n institusionele perspektief is die grootste uitdaging van die munisipaliteit die werwing en behoud van vaardige personeel. n Wesenlike persentasie kritieke poste is vakant en dit het n negatiewe invloed op dienslewering. Ander institusionele kwessies hou verband met administratiewe en finansiële stelsels, asook onvoldoende kantoorruimte. 2

3 Foreword by the Mayor For all the Cederberg residents, his or her community is very dear. For the Cederberg Municipal Council, and me, as Mayor, the well being of all our residents is close to our hearts. As local government, we have an obligation to develop our area in a sustainable manner, where everybody has access to opportunities. The Integrated Development Plan attempts to promote economic and social development, through investment in infrastructure and people. Long-term economic development will require determination, as unpopular decisions will have to be made with regard to infrastructure investment. Let our children be the judges for our decisions in the present. Development is not a task the Cederberg Municipality can attempt alone, and we therefore request private role-players, non-governmental organizations, community based organizations, the National and Provincial Government and the West Coast District Municipality to assists us with this enormous task. Finally, together we can make the Cederberg grow, if we work together in an integrated manner. Voorwoord deur die Burgemeester Vir almal wat in die Cederberg bly is sy of haar gemeenskap baie na aan die hart. Vir die Cederberg Munisipale Raad, en vir my, as Burgemeester, is almal se belange na aan die hart. As plaaslike regering het ons die verpligting om die gebied te ontwikkel op n volhoubare wyse, waar almal toegang het tot geleenthede. Die Geïntegreerde Ontwikkelingsplan poog om, deur investering in mense en infrastruktuur, ons gebied se ekonomiese en sosiale groei te bevorder. Langtermyn ekonomiese groei gaan vasberadenheid verg, en minder gewilde besluite sal geneem moet word. Laat ons nageslag ons egter beoordeel vir ons besluite vandag. Ontwikkeling is egter nie n taak wat Cederberg Munisipaliteit alleen kan aandurf nie, en ons rig dus ook die versoek aan privaat rolspelers, nieregeringsorganisasies, gemeenskapsgebaseerde organisasies, die Nasionale en Provinsiale Regering en die Weskus Distriksmunisipaleit om ons te help met hierdie enorme taak. Laastens, saam kan ons die Cederberg laat groei, as ons saamwerk op n geintegreerde wyse. Councillor S. Newman (Mayor) Raadslid S. Newman (Burgemeester) 3

4 Foreword by the Municipal Manager Cederberg Municipality has been faced with significant financial, administrative and infrastructural challenges over the past few years. While some of these challenges have been addressed, the majority still have to be grappled with. It is our believe, however, that through a concerted effort from all spheres of government, Cederberg Municipality can become an example of sustainable local government. The Integrated Development Plan aims to improve both the municipality, as an organisation, and the municipal area, as a gegraphical entity, over the long term through sustained strategic interventions. Based on both the input of the respective communities and existing local, provincial and national strategies, the Integrated Development Plan seeks to promote shared economic growth and equitable social access for all Cederberg s residents. At the centre of development in the area is the improvement of bulk infrastructure. Sufficient bulk infrastructure will enable and unlock the current economic potential which is constrained by service deficits. We implore all role-players to assist the municipality in developing the required bulk infrastructure in the medium term, in order to have sustainable economic growth in the long term. Finally, the Integrated Development Plan aims to put forth a shared agenda for growth in the area. We invite all agents of development to take our hand by focussing their resources and energy in the relevant localities as indicated in the Macro Strategy. Voorwoord deur die Munisipale Bestuurder Cederberg het die afgelope paar jaar groot finansiële, administratiewe en infrastrukturele uitdagings in die gesig gestaar. Alhoewel daar al van hierdie uitdagings aangespreek is, moet die oorgrote meerderheid nog aangespreek word. Ons is egter oortuig dat Cederberg Munisipaliteit n voorbeeld vir volhoubare plaaslike regering kan word, deur n gesamentlike poging van alle regeringsfere. Die Geïntegreerde Ontwikkelingsplan is gemik op die lantermyn verbetering van beide die munisipaliteit, as n organisasie, en die munisipale gebied, as n geografiese entiteit. Die plan is gebaseer op die insette van beide die onderskeie gemeenskappe, asook plaaslike, provinsiale en nasionale strategieë, en poog om gelyke ekonomiese groei en regverdige sosiale toegang te verseker vir al Cederberg se inwoners. Die kern van ontwikkeling in die gebied is die verbetering van grootmaat infrastruktuur. Voldoende grootmaat infrastruktuur kan die huidige ekonomiese potensiaal in die gebied ontsluit wat tans deur dienstekorte ondermyn word. Ons versoek alle rolspelers om die munisipaliteit te ondersteun met die ontwikkeling van hierdie infrastruktuur oor die medium-termyn, ten einde langtermyn ekonomiese groei moontlik te kan maak. Laastens poog die Geïntegreerde Ontwikkelingsplan ook om n gedeelde ontwikkelingsagenda vir die area voor te stel. Ons nooi alle ontwikkelingsagente uit om ons hand te vat deur hul hulpbronne en energie te fokus op die relevante areas, soos aangetoon in die Makro Strategie. G Matthuyse Municipal Manager G Matthuyse Munisipale Bestuurder 4

5 Vision and Mission Despite the hardships experienced by the municipality in the resent past, the municipality and council is dedicated to improving service delivery for all the residents of the area. Cederberg Municipality aims to achieve its vision: A Visionary Municipality that works for you through Reliable, sustainable service delivery Continuous service Maintenance Socially and environmentally responsible development Effective Planning and timeous implementation Involving communities and continuous participation Innovative Municipal Services solutions Providing an enabling environment Prioritising the needs of the disenfranchised Healthy inter-governmental relationship and cooperation Ensuring financial viability and economic growth and sustainability Visionary and competent management Creating a safe environment and by being A Leader in development and transformation A Client orientated institution A Preferred destination for all An Employer of Choice Visie en Missie Cederberg Munisipaliteit se Administrasie en Raad is verbind om dienslewering aan al die inwoners in die gebied te verbeter, ten spyte van die probleme wat die munisipaliteit in die gesig gestaar het die afgelope paar jaar. Cederberg Munisipaliteit streef om sy visie: n Visionêre Munisipaliteit wat vir u werk te bereik deur: Betroubare, volhoubare dienslewering Deurlopende diensonderhoud Sosiaal en omgewingsverantwoordelike ontwikkeling Effektiewe beplanning en tydelike implementering Gemeenskapsbetrokkenheid en deurlopende skakeling Innoverende munisipale diensoplossings Die skep van n bemagtigende omgewing Die prioritisering van die behoeftes van weerlose groepe Gesonde interregering verhoudings en samewerking Finansiële volhoubaarheid, ekonomiese groei en volhoubaarheid te verseker Visionêre en vaardige bestuur Die skep van n veilige omgewing En deur n Leier in ontwikkeling en transformasie n Kliënt-geörienteerde instelling n Voorkeur bestemming vir almal n Voorkeur indiensnemer te wees 5

6 Table of content Inhoudsopgawe Chapter 1 Hoofstuk 1 Introduction and overview Inleiding en oorsig 1.1 Introduction 1.1 Inleiding Legal context 1.2 Wetlike Konteks Macro Strategic Approach 1.3 Makro Strategiese Benadering Institutional Goals and Strategies 1.4 Institutionele Doelwitte en strategieë Sectoral Plans 1.5 Sektorale Planne IDP Review 1.6 GOP-Hersiening Local Economic Development 1.7 Plaaslike Ekonomiese Ontwikkeling Community Participation and Good Governance 1.8 Gemeenskapsdeelname en Goeie Regering 5 Chapter 2 Hoofstuk 2 Strategic Analysis Strategiese Analise 2.1 Introduction 2.1 Inleiding Overview of Towns 2.2 Oorsig van dorpe Demographic overview 2.3 Demografiese Oorsig Long Term Population Growth Langtermyn bevolkingsgroei Employment Indiensneming Employment sectors Indiensnemingsektore Income Inkomste Education Opvoeding Growth potential and human needs 2.4 Groei-potensiaal en menslike behoeftes Basic Services 2.5 Basiese Dienste Water Water Sanitation Sanitasie Waste Management Vullisbestuur Urban Roads Stedelike Strate Electricity Elektrisiteit Housing 2.6 Behuising Priority risks 2.7 Prioriteitsrisiko s HIV/Aids and TB 2.8 MIV/ Vigs en TB Primary Health Care 2.9 Primêre Gesondheidsorg High level environmental issues 2.1 Hoëvlak omgewingskwessies Ward Priorities 2.11 Wyksprioriteite Administrative Issues 2.12 Administratiewe Kwessies Financial Services 2.13 Finansiële Dienste 35 Chapter 3 Hoofstuk 3 Macro Strategy For Growth Makro-Strategie Vir Groei 3.1 Introduction 3.1 Inleiding Assumptions Aannames 39 6

7 Table of content Inhoudsopgawe Guidelines Riglyne Cederberg IDP and the Provincial Growth and 3.2 Cederberg GOP en die Provinsiale Groei en 41 Development Strategy (PGDS) Ontwikkelingstrategie (PGOS) 3.3 How to interpret and use the strategy 3.3 Hoe om die strategie te interpreteer en te gebruik Overall Strategy 3.4 Oorhoofse Strategie Soft Investment 3.5 Sagte Investering Economic Development: Priority Skills Development Ekonomiese Ontwikkeling: Prioriteit Vaardigheidsontwikkeling 49 to complement local industries ten einde plaaslike industrieë te komplementeer Economic Development: Priority Skills Development Ekonomiese Ontwikkeling: Prioriteits-vaardigheidsontwikkeling 50 in order to promote mobility om mobiliteit te verhoog Economic Development: Priority areas for enabling Ekonomiese Ontwikkeling: Prioriteitsareas vir jeug-ontwikkeling 51 the youth Economic Development: Tourism Development Ekonomiese Ontwikkeling: Toerisme Ontwikkeling en 52 and Business Development Besigheidsontwikkeling Social Development: Life skills, Youth Development Sosiale Ontwikkeling: Lewensvaardighede, jeug-ontwikkeling 53 and Social Ills en sosiale euwels Social Development: Improving the management Sosiale Ontwikkeling: Verbeterde bestuur van uiterste 54 of extreme poverty armoede Social Development: HIV / Aids Sosiale Ontwikkeling: MIV/ Vigs Hard Investment 3.6 Harde Investering Hard Investment: Social Development Harde Investering: Sosiale Ontwikkeling Hard Investment: Economic Development Harde Investering: Ekonomiese Ontwikkeling Economic Growth: Residential Development Ekonomiese Groei: Residensiёle ontwikkeling Economic Growth: Industrial / Retail and Tourism Ekonomiese Groei: Industriële / Sake en Toerisme ontwikkeling 62 Development Economic Growth: Transport Ekonomiese Groei: Vervoer 64 Chapter 4: Hoofstuk 4: Minimum Service Levels Minimum dienstevlakke 4.1 Introduction 4.1 Inleiding 66 Chapter 5: Hoofstuk 5: Operational Strategies Operasionele Strategieë 5.1 Introduction 5.1 Inleiding Business Principles 5.2 Besigheidsbeginsels Operational Strategies Operasionele Strategieë Chapter 6 Hoofstuk 6 Conclusion Afsluiting 87 Annexures Bylae Annexure 1: Detail 5 Year Strategies Bylaag 1: Gedetailleerde 5 Jaar Strategieë Annexure 2: Annual Plan 2006/2007 Bylaag 2: Jaarplan 2006/07 Annexure 3: Critical Projects WSDP Bylaag 3: Kritieke Projekte WDOP Annexure 4: Multi-Year Municipal Budget Bylaag 4: Meerjarige Munisipale Begroting 7

8 CHAPTER 1 INTRODUCTION AND OVERVIEW 1.1 Introduction This document, the Cederberg Integrated Development Plan, (IDP), constitute the primary strategic planning document of the municipality. The document has the following parts: Chapter 2: Strategic analysis This section focus on strategic issues within the Cederberg area Chapter 3: The Macro Strategy for growth This section gives the broad strategic direction for the region and seeks to unify all role-players in contributing to the development of the region Chapter 4: Minimum Service Levels This section focuses on the services that the municipality aims to provide to its clients. Chapter 5: Institutional Goals and Strategies This section focuses on the municipality as a organization, and its contribution to the macrostrategy for growth. Chapter 6: Conclusion 1.2 Legal context The IDP is compiled in terms of Chapter 5 of the Local Government: Municipal Systems Act (Act no 32 of 2000). According to the Act, an IDP is the single, inclusive and strategic plan of a municipality, which coordinates and guides development within the municipal area, which should include the following core components (Section 26): the municipal council s vision for the long term development of the municipality with special emphasis on the municipality s most critical development and internal transformation needs; an assessment of the existing level of development in the municipality, which must include an identification of communities which do not have access to basic municipal services; the council s development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs; the council s development strategies which must be aligned with any national or provincial sectoral plans and planning requirements binding on the municipality in terms of legislation; a spatial development framework which must include the provision of basic guidelines for a land use 1.1 Inleiding HOOFSTUK 1 INLEIDING EN OORSIG Hierdie dokument, die Cederberg Geïntegreerde Ontwikkelingsplan, , (GOP) is die primêre strategiese beplanningsdokument van die munisipaliteit. Die dokument het die volgende afdelings: Hoofstuk 2: Strategiese Analise Hierdie afdeling fokus op strategiese kwessies binne die Cederberg area. Hoofstuk 3: Die Makro Strategie vir groei Hierdie afdeling gee n uiteensetting van die breë strategiese rigting vir die area, en poog om alle rolspelers te koördineer. Hoofstuk 4: Minimum Dienste Vlakke Hierdie afdeling fokus op die dienste wat die munisipaliteit poog om aan die publiek te lewer. Hoofstuk 5: Institusionele Doelwitte en strategieё Hierdie afdeling fokus op die munisipaliteit as n organisasie, en die bydrae wat die munisipaliteit lewer ten opsigte van die makro-strategie vir groei. Hoofstuk 6: Afsluiting 1.2 Wetlike Konteks Die GOP word opgestel soos vereis in die Wet op Plaaslike Regering: Munisipale Stelsels (Wet no 32 van 2000) se Hoofstuk 5. Ingevolge die wetgewing is n GOP n enkele, inklusiewe en strategiese plan wat die beplanning binne die munisipale gebied koördineer en lei, en moet dit die volgende kern elemente bevat (Artikel 26): die munispiale raad se visie vir die langtermyn ontwikkeling van die munisipaliteit, met spesifieke klem op die munisipaliteit se mees kritieke ontwikkelings- en interne transformasie behoeftes; n evaluering van die bestaande vlakke van ontwikkeling in die munisipaliteit, wat identifisering van gemeenskappe wat nie toegang tot basiese munisipale dienste het nie, insluit; die raad se ontwikkelingsprioriteite en oogmerke vir sy verkose termyn, insluitend sy plaaslike ekonomiese ontwikkelings- oogmerke en sy interne transformasie behoeftes; die raad se ontwikkelingsstrategieё wat in lyn gebring moet word met enige nasionale of provinsiale sektorale planne en beplanningsvereistes wat ingevolge wetgewing bindend is op die munisipaliteit; n ruimtelike ontwikkelingsraamwerk wat voorsiening van basiese riglyne vir n grondgebruikbestuurstelsel vir 8

9 management system for the municipality; the council s operational strategies; applicable disaster management plans; a financial plan, which must include a budget projection for at least the next three years; and the key performance indicators and performance targets determined in terms of section Macro Strategic Approach In order to coordinate the functioning of all roleplayers within the area, a Macro Strategic approach is utilized. This approach is based on: The National Spatial Development Perspective (2003) The Western Cape Growth and Development Strategy (2006) The Western Cape Spatial Development Framework (2005) The fundamental principles of this strategic approach echoes that of the National Spatial Development Perspective, namely: PEOPLE, NOT PLACES 1.4 Institutional Goals and Strategies In order to implement the Macro Strategy, planning must be internalized within the municipality. These relate to the development priorities and strategies, as well as Council s operational strategies. Key Performance Areas In order to structure the internal goals and strategies in a meaningful manner, the following key performance areas are used: 1. Infrastructure and Basic Services 2. Financial Management and Viability 3. Institutional Development and Transformation 4. Local Economic Development 5. Good Governance 6. Spatial Planning 7. Intergovernmental cooperation These Key Performance Areas have been structured to link with the Department of Provincial and Local Government s guidelines regarding credible Integrated Development Plans. die munisipaliteit moet insluit; die raad se bedryfstrategieё; toepaslike rampbestuurplanne; n finansiёle plan, wat n begrotingsvooruitskatting vir ten minste die volgende drie jaar moet insluit; en die sleutelprestasie-aanwysers en prestasie doelwitte wat ingevolge artikel 41 bepaal is. 1.3 Makro Strategiese Benadering Ten einde alle rolspelers se werksaamhede binne die gebied te rig, word n Makro Strategiese benadering gebruik. Hierdie benadering is geskoei op: Die Nasionale Ruimtelike Ontwikkelingsperspektief(2003) Die Wes Kaapse Groei en Ontwikkelingstrategie (2006) Die Wes Kaapse Ruimtelike Ontwikkelingsraamwerk (2005) Die kern beginsel van hierdie benadering weerspieël dié van die Nasionale Ruimtelike Ontwikkelingsperspektief, naamlik: MENSE, NIE PLEKKE 1.4 Institutionele Doelwitte en strategieë Ten einde uitvoering te gee aan die Makro Strategie, moet daar binne die konteks van die munisipaliteit self ook beplan word. Bogenoemde doelwitte en strategieë verwys na die ontwikkelingsprioriteite van die Raad, asook die operasionele strategieë. Sleutel Prestasie Areas Ten einde die interne doelwitte en strategieë op n betekenisvolle wyse te struktureer, word die volgende sleutel prestasie areas gebruik: 1. Infrastruktuur en Basiese Dienslewering 2. Finansiële Bestuur en Volhoubaarheid 3. Institusionele ontwikkeling en transformasie 4. Plaaslike Ekonomiese Ontwikkeling 5. Goeie Regering 6. Ruimtelike Beplanning 7. Inter-regering samewerking Hierdie Sleutel Prestasie Areas is gestruktuureer om in te skakel met die Departement van Provinsiale en Plaaslike Regering (DPPR) se voorstelle rakende geloofwaardige geïntereerde ontwikkelingsplanne. 9

10 1.5 Sectoral Plans SUMMARIES ATTACHD AS ANNEXURES The IDP is the over-arching planning document, which guides the respective sectoral plans of the municipality. At the time of writing the status quo of the sectoral plans were as follows: 1.5 Sektorale Planne OPSOMMINGS AANGEHEG AS BYVOEGSELS Die GOP vorm die oorkoepelende strategiese dokument wat die onderskeie sektorale planne lei. Ten tye van die opstel van hierdie dokument was die vordering van die sektorale planne van die munisipaliteit as volg: Local Economic Development Strategy Spatial Development Framework Water Service Development Plan Integrated Transport Plan Disaster Management Plan Waste Management Plan In process Plaaslike Ekonomiese Ontwikkeling Strategie In proses In process Ruimtelike In proses Ontwikkelingsraamwerk In process Water Diens In proses Ontwikkelingsplan In process Geïntegreerde In proses Vervoerplan In process Rampbestuursplan In proses In process Afvalbestuursplan In proses The IDP is not the sum of the respective sectoral plans, but rather the high level guiding document for the respective sectoral plans. Alignment is achieved by high-level shared outcomes, guidelines and objectives. The IDP is subsequently more focused on strategy, rather than projects. Die GOP is nie die som van die onderskeie sektorale planne nie, maar eerder die hoë-vlak rigtingewende plan vir die onderskeie sektorale planne. Belyning en koördinering tussen die GOP en die onderskeie sektorale planne word bereik deur gedeelde hoë orde langtermyn-uitkomste, riglyne en doelwitte. Die GOP is gevolglik eerder strategie as projek georiënteerd. IDP SECTORAL PLANS SUPPORTING MACRO STRATEGY Water Service Development Plan Disaster Management Plan Integrated Transport Plan Financial Plan Spatial Development Framework Waste Management Plan Figure 1.1: The relationship between the Integrated Development Plan and sectoral plans Figuur 1.1: Die verhouding tussen die Geïntegreerde Ontwikkelingsplan en sektorale planne 10

11 1.6 IDP Review Section 34 of the Systems Act requires that municipalities annually review their IDP in terms of the progress made with regard to its Key Performance Indicators and if circumstances change significantly. In terms of this document, this implies the following: 1. Testing the macro-strategy against the current reality; 2. Measuring the performance related to the 5- year goals and strategies; 3. Measuring the performance related to the 1-3 year objectives and strategies; and 4. Setting new 1-3 year objectives and strategies based on the Macro Strategy and the longterm (5 year) goals and strategies. 1.6 GOP-Hersiening Artikel 34 van die Stelselswet vereis dat munisipaliteite hul GOP s moet hersien in die mate wat vordering gemaak is ten opsigte van hul Sleutel Prestasie Indikatore, asook indien omstandighede wesenlik sou verander. In terme van hierdie dokument behels hersiening die volgende: 1. Die toets van die makro-strategie teen die huidige realiteit; 2. Die meet van prestasie ten opsigte van 5-jaar doelwitte en strategieë; 3. Die meet van vordering teenoor medium termyn doelwitte; en 4. Die stel van nuwe 1-3 jaar doelwitte en strategieë, gebasseer om die Makro Strategie en die lang termyn doelwitte en strategieё. 2006/ / / / /11 BASE PLAN 5 Year Goals 5 Year Strategies KPI s Annual Plans 1-3 Year Objectives 1-3 Year Strategies KPI s Annual Targets Budget Other significant changes VISION 2011 Figure 1.2: Annual Planning as part of the IDP process Figuur 1.2: Jaarlikse beplanning as deel van die GOP-proses 11

12 1.7 Local Economic Development It is important to note that Local Economic Development is more than just a key performance area; the IDP in its entirety is aimed at improving local economic development. The Macro Strategy is utilizes a planning logic based on economic potential, thus all long term planning are geared at economic growth, either through infrastructure investment, or through investment in people. 1.8 Community Participation and Good Governance The municipality utilizes its ward-committees as the primary consultative structures with regard to planning. The committees convenes at least quarterly and has the following main functions: To assist the municipality in determining service problems; To assist the municipality in planning; and To monitor the municipality s progress. The ward committees were instrumental in the IDP planning process. Training and planning worksessions were held during June During this session the Ward Committee members were orientated regarding municipal functions and assisted in determining development priorities. 1.7 Plaaslike Ekonomiese Ontwikkeling Dit is belangrik om kennis te neem dat Plaaslike Ekonomiese ontwikkeling meer as net n sleutel prestasie area is, aangesien die GOP in geheel gemik is om die ontwikkeling van die ekonomie van die streek te bevorder. Die Makro-Strategie gebruik n beplanningslogika gebaseer op ekonomiese potensiaal, dus word langttermyn beplanning gerig op ekonomiese groei, óf deur infrastruktuur investering, óf deur investering in mense. 1.8 Gemeenskapsdeelname en Goeie Regering Die Munisipaliteit gebruik die wykskomitees as die primêre konsulterende struktuur vir beplanning. Die komitees kom ten minste kwartaaliks bymekaar en het die volgende funksies: Om die munisipaliteit te ondersteun in die bepaling van diensleweringskwessies; Om die munisipaliteit te ondersteun met beplanning; en Om die munisipaliteit se vordering te monitor. Die wykskomitees was instrumenteel in die GOP beplanningsproses. Opleiding en beplanningswerkswinkels is gehou gedurende Junie Tydens hierdie sessies is wykskomitee lede georiënteer ten opsigte van munisipale funksies en was hulle instrumenteel in die bepaling van ontwikkelings prioriteite. Figure 1.3: Ward committee orientation and participation Figuur: 1.3: Wykskomitee oriëntering en deelname 12

13 CHAPTER 2 STRATEGIC ANALYSIS HOOFSTUK 2 STRATEGIESE ANALISE 2.1 Introduction 2.1 Inleiding This section will give a strategic overview regarding the main development and service delivery issues within the area. Detailed analyses regarding specific issues can be found in the following plans: 1. Housing Development: Housing Plan 2. Infrastructure Capacity: Capacity Report, Water Service Development Plan, Integrated Waste Management Plan 3. Public Transport and related: Integrated Transport Plan 4. Land Reform Issues: West Coast Land Reform Strategy 5. Detail Spatial Issues: Spatial Development Framework 6. Detailed poverty issues: West Coast Poverty Alleviation Strategy 7. Environmental Issues: Western Coast Integrated Environmental Programme THIS CHAPTER IS NOT INTENTED TO PRESENT THE READER WITH ALL THE EXISTING INFORMATION FROM THE SECTORAL PLANS IT IS AIMED AT PROVIDING THE READER WITH STRATEGIC INFORMATION EXTRACTED FROM SECTORAL REPORTS AND STUDIES, AS WELL AS CONSULTATION WITH RELEVANT OFFICIALS Die afdeling sal n strategiese oorsig gee van die primêre ontwikkelings- en diensleweringskwessies binne die gebied. Gedetailleerde inligting rakende spesifieke kwessies kan in die volgende sektorale planne gevind word: 1. Behuising: Behuisingsplan 2. Infrastruktuur kapasiteit: Reserwe Bepaling, Waterdiens Ontwikkelingsplan, Geïntegreerde Vullisbestuursplan 3. Vervoer en verbandhoudende kwessies: Geïntegreerde Vervoerplan 4. Grondhervormingskwessies: Weskus Grondhervormingstategie 5. Gedetailleerde Ruimtelike Kwessies: Ruimtelike Ontwikkelingsraamwerk 6. Gedetailleerde Armoede verligtingskwessies: Weskus Armoede Verligtingstrategie 7. Omgewingskwessie: Weskus Geïntegreerde Omgewingsprogram DIT IS NIE DIE DOEL VAN HIERDIE AFDELING OM REEDS BESTAANDE INLIGTING VAN DIE SEKTORALE PLANNE WEER DEUR TE GEE NIE DIE AFDELING IS DAAROP GEMIK OM DIE LESER VAN STRATEGIESE INLIGTING TE VOORSIEN WAT AFGELEI IS UIT SEKTORALE VERSLAE EN STUDIES, ASOOK DEUR KONSULTASIE MET DIE RELEVANTE AMPTENARE 2.2 Overview of Towns 2.2 Oorsig van dorpe This section contains brief descriptions of the major towns in the region, based on the Growth Potential Of Towns In The West Coast: A Supporting Strategy For Urban Development (Prof. I Van Der Merwe, March 2006). Citrusdal Citrusdal originated as a service centre for the agricultural sector in the Upper Elephants River valley. The citrus industry is the main source of income in the town s hinterland. Because of the labour-intensive nature of the activity, the town experienced an influx of seasonal workers. Unemployment has increased along with a rise in population numbers. The local export economy is vulnerable to the fluctuating exchange rate of the Rand, and the concomitant decline in export value has negative implications for the economic base of the town. The nearby hot spring presents some Hierdie afdeling bevat kort beskrywings van die groter dorpe in die omgewing, gebasseer op die Groei Potensiaal van Dorpe in die Weskus: n Ondersteunende Strategie vir Stedelike Ontwikkeling (Prof. I van der Merwe, Maart 2006). Citrusdal Citrusdal het onstaan as n landbou-dienssentrum in die Bo-Olifantsrivier vallei. Die sitrus industrie is die hoofbron van inkomste in die omgewing. Weens die arbeids-intensiewe aard van die aktiwiteit, ervaar die dorp jaarliks n invloei van seisoenswerkers. Werkloosheid het toegeneem gepaardgaande met n groeiende bevolking. Die plaaslike uitvoer ekonomie is kwesbaar weens die veranderende wisselkoers van die Rand, en die gepaardgaande afname in uitvoer waarde het negatiewe implikasies vir die ekonomiese basis van die dorp. Die naby geleë warmbronne bied moontlike toerisme- en 13

14 tourism and recreation potential. However, only limited growth is expected here. Clanwilliam ontspannings-ontwikkelingspotensiaal. groei word egter hier voorsien. Clanwilliam Beperkte Clanwilliam originated as a central place town in an agriculturally orientated environment on fertile land and surrounded with abundant water resources. This town currently fulfils the function of main administrative town for the municipal district, as well as being a service and commercial centre for the surrounding population. There has recently been a growth in the town s population, but because of the lack of sufficient job opportunities, unemployment and poverty are limiting factors for significant economic growth of the town. The environment presents a diversified resource potential, i.e. the natural beauty of the Cederberg Wilderness area, the Clanwilliam dam, wild flowers, the rock art at Boesmanskloof and various heritage resources (e.g. near Wupperthal). Although the economic base of the town is embedded in the agricultural sector, tourism also became a growing component. Other sectors of the economy include light industries, especially with respect to the town s two most important export products, namely shoe making and Rooibos tea cultivation. Clanwilliam has good accessibility on the N7 route between Cape Town, Northern Cape and Namibia. The town has a sound infrastructure base that can support moderate development. With proper strategic planning and mutual co-operation between the various role-players moderate growth can be expected. Elands Bay Elands Bay is to a certain extent an isolated settlement, which can partly be ascribed to the fact that the access routes to the town are mainly gravel roads. The town thus functions as a low order service centre and holiday town that supplies mainly basic goods and services to its local inhabitants. There has been limited growth in the town recently. The fishing industry forms the main economic base, but it is showing a declining trend as a consequence of the quota limitations on fishing for the local community. Agriculture, especially potato farming, makes a steady contribution to the economy. The town has also become known as one of the surfing venues in the world. The economic contribution of the natural assets such as the coast and the rich sea resources cannot neutralise the high rates of unemployment and poverty in the town. Very little growth potential is evident and major Clanwilliam het onstaan as n sentrale plek in n landbou georiënteerde omgewing omring met oorvloedige waterbronne. Die dorp vervul tans die funksie van die hoof administratiewe dorp in die munisipale gebied, en is ook n landbou diens- en kommersiële sentrum. Daar was onlangs ook groei in die dorp se bevolking te bespeur, maar weens die tekort aan voldoende werksgeleenthede, beperk werkloosheid en armoede die ekonomiese vooruitgang van die dorp. Die omgewing het n diverse hulpbron potensiaal, o.a. die natuurlike skoonheid van die Cederberg Wildernis gebied, veldblomme, rots-kuns in die Boesmanskloof en verskeie erfenis hulpbronne (byvoorbeeld naby Wupperthal). Alhoewel die ekonomie gebaseer is op landbou word toerisme toenemend n groeiende komponent. Ander ekonomiese sektore in die area sluit ligte industrieë in, veral met verwysing na twee van die dorp se belangrike uitvoerprodukte, naamlik Rooibos tee en leerskoene. Clanwilliam het goeie toegang tot die N7 roete wat Kaapstad en Namibië verbind. Die dorp het n redelike infrastruktuurbasis wat matige ontwikkeling kan ondersteun. Deur goeie strategiese beplanning en samewerking tussen die onderskeie rolspelers kan matige groei verwag word. Elandsbaai Elandsbaai is n redelike geïsoleerde dorp, gegewe dat die toegangspaaie na die dorp grotendeels gruispaaie is. Die dorp funksioneer dus as n laer orde dienssentrum en vakansie-dorp wat hoofsaaklik goedere en dienste verskaf aan die plaaslike inwoners. Daar is tekens van beperkte groei in die omgewing. Die vis-industrie is die hoof ekonomiese sektor, maar as gevolg van wetgewing (kwotas) is hierdie bedryf aan die taan. Landbou, veral aartappel boerdery dra ook by tot die plaaslike ekonomie. Die dorpie het ook al bekendheid verwerf as een van die mees gesogte branderplankry bestemmings. Die ekonomiese bydrae van die natuurlike bates, soos die kus en die ryk see hulpbronne kan egter nie die hoë werkloosheid en armoede in dorp aanspreek nie. Die dorp het n baie beperke groei potensiaal en daar moet gefokus word op grootskaalse sosiale 14

15 social capital investment seems the appropriate option at this stage. ontwikkeling. Graafwater Graafwater is located halfway between Clanwilliam and Lamberts Bay, which results in a considerable leakage of purchasing power. The town originated as a railway station, but this function is no longer a driving force. No economic growth was observed here recently. Yet the population is increasing, many of who are seasonal workers on the surrounding farms. The absence of job opportunities is a limiting factor for economic growth. Although agriculture provides the economic base, this Sandveld town serves only as a service point for the most basic needs of the immediately surrounding farms. Rooibos tea and potatoes are the most important agricultural products. Major social capital investment is recommended. Lamberts Bay Lamberts Bay is a coastal town with its reason for existence linked to the fishing industry and the harbour. The building of a processing factory for fishmeal, lobster packaging and potato chips led to sound growth that makes a substantial contribution to the town s economic base. Although limited, the settlement has a fairly diversified resource base, and the main sources of income are the fish and lobster industry, the agricultural sector, the up-coast diamond industry and tourism. The potential for further development lies in projects that are being explored, such as the gas pipeline from a marine gas field up north, a sorting plant for diamonds mined along the coast to the north and an additional lobster-processing plant. The industrial sector of the town is well developed with good prospects for further expansion. The town s commonage is large enough to accommodate further spatial expansion. Population growth has risen at a steady rate in recent years. Because of the lack of sufficient job opportunities, however, unemployment levels remain high. The greatest asset of the town is its impressive coastline and unique Bird Island, which has considerable tourism potential that could be exploited further. (Unfortunately the latter resource is endangered by the invasion of seals). With the high demand for holiday houses and tourism, a reasonable degree of growth is expected here. Tourism and fishing will in the process have to Graafwater Graafwater is geleë tussen Clanwilliam en Lambertsbaai, wat tot gevolg het dat daar n wesenlike uitvloei van koopkrag uit die dorp is. Die dorp het ontstaan as n spoorwegstasie, maar hierdie funksie is lankal nie meer n dryfkrag vir die groei van die dorp. Geen ekonomiese groei is onlangs hier aangeteken. Ten spyte van laasgenoemde neem die bevolking steeds toe, meestal deur seisoenswerkers van die omliggende plase. Die tekort aan werksgeleenthede is n beperkende faktor vir ekonomiese groei. Alhoewel landbou die ekonomiese basis van die dorp is, voorsien die dorp slegs aan die mees basiese behoeftes van die omliggende plase. Rooibos tee en artapppels is die belangrikste produkte in die omgewing. Grootskaalse sosiale investering word aanbeveel. Lambertsbaai Lambertsbaai is n kusdorp wat deels ontwikkel het as gevolg van die visbedryf en hawe. Die bou van n verwerkings-aanleg vir vismeel, kreef-verpakking en artappelskyfies het tot ekonomiese groei gelei, wat n betekenisvolle bydrae gemaak het tot die ekonomiese basis van die dorp. Die dorp het n redelik gediversifiseerde ekonomie, ten spyte van die beperkte skaal daarvan. Die hoof-inkomste bronne is die vis-en kreef-bedryf, landbou en die diamant industrie (opwaarts teen die kus), asook toerisme. Die potensiaal vir verdere onwikkeling lê in projekte wat tans ondersoek word, soos die gas-pypleiding (vanaf n diepsee gasveld), n sorterings aanleg vir diamante, asook n verdere kreefverwerkingsaanleg. Die industriële infrastruktuur is goed ontwikkel met goeie vooruitsigte vir verdere uitbreiding. Die dorp se meentgrond is ook groot genoeg om verdere uitbreiding te akkomodeer. Die bevolkingsgroei het teen n bestendige koers gegroei oor die afgelope paar jaar. Werkloosheid bly steeds hoog as gevolg van die beperkte werksgeleenthede. Die grootste bate van die dorp is die indrukwekkende kus en die unieke Voël Eiland (ongelukkig word hierdie hulpbron bedreig deur robbe). Gegewe die hoë aanvraag vir vakansie huise en toerisme kan n redelike mate van groei hier verwag word. Toerisme en die visbedryf moet ontwikkel word op so n wyse dat beide sektore mekaar bevoordeel. 15

16 develop in a mutually supportive and synergetic way. Minor infrastructural investment is recommended. Wupperthal This picturesque place has been a Moravian mission station since The village today consists of an old thatched Church, a store, and terraces of neat thatched-roofed little cottages. Excellent velskoen (known throughout the country) are made and tobacco is dried and worked into rolls (roltabak). The other main products of the area are dried fruit, dried beans and rooibos tea. Since 1995 development aid to Wupperthal has come in the form of grants, interest free loans and donations from various sources. Among projects that benefited from these was a 4X4 route around the district, a caravan park, two guesthouses, the revamping of a tea production facility and a needlework centre. The water reticulation system was repaired and upgraded to help the farmers at the Martiensrust satellite station. Kleinskaalse infrastruktuur ontwikkeling word aanbeveel. Wupperthal Die skilderagtige dorpe was geskep as n Morawiese sendingstasie in Vandag betaan die dorpie uit n grasdak kerk, n winkel en terrasse met netjiese grasdak huise. Die dorpie is landswyd bekend vir sy veldskoene en roltabak word ook vervaardig. Ander produkte sluit droëvrugte, gedroogde bone en rooibostee in. Sedert 1995 het Wupperthal redelike ontwikkelingsteun ontvang in die vorm van projekbefondsing, rente-vrye lenings en skenkings van verskeie bronne. Van die projekte wat ontwikkel is, is n 4X4 roete, twee gastehuise, die opgradering van n tee verwerkingsfasiliteit en naaldwerksentrum. Die waterverspreidingstelsel is ook herstel en opgegradeer om die boere by Martiensrust satelietstasie te help. 16

17 2.3 Demographic overview 2.3 Demografiese Oorsig This subsection will focus on key demographic characteristics of the area. Hierdie onderafdeling sal fokus op sleutel demografiese eienskappe van die gebied Long Term Population Growth Langtermyn bevolkingsgroei Based on the growth rates below, the population is expected to increase to approximately people in 2020 (refer to the graphs below). This is approximately 18% more than the 2001 census figures. The possible implications of this projected growth is as follows: Given that the biggest growth will occur in the Black segment of the population, there has to be an increased effort to create employment opportunities, as this group frequently migrate in search of improved employment opportunities; An increase in indigent households over the long term, with significant financial implications for the municipality; Increase pressure on bulk services; and Increased pressure on government services, such as primary health care. Gebaseer op die groeikoerse in die onderstaande tabel sal die bevolking in 2020 ongeveer inwoners wees (sien onderstaande grafieke). Dis is ongeveer 18% meer as die 2001 sensus syfers. Die moontlike implikasie van hierdie verwagte bevolkingsgroei is as volg: Gegewe dat die grootste groei in die Swart segment van die bevolking sal wees, moet daar veral gefokus word op die skep van werksgeleenthede, gegewe dat hierdie groep grotendeels migreer op soek na beter werksgeleenthede; n Toename in deernis huishoudings oor die lantermyn, met merkbare finansiële implikasies vir die munisipaliteit; Toenemende druk op grootmaatdienste; en Toenemende druk op regeringsdienste, soos primêre gesondheidsorg. Period Black African Coloured White % 1.30% 0.60% % 1.00% -0.30% % 0.50% -0.60% Growth Rates based on the Provincial Growth and Development Strategy (December 2006) Groeikoerse gebaseer op die Provinsiale Groei en Ontwikkelingstrategie (Desember 2006) 17

18 Projected Population Growth , , , ,506 Black African Coloured White TOTAL Figure 2.1: Projected Population Growth Figuur 2.1: Verwagte bevolkingsgroei Population: % of total population % 90% 80% 78.28% 79.02% 77.65% 70% 60% 50% Black African Coloured White 40% 30% 20% 13.75% 13.10% 9.73% 10% 11.25% 7.97% 9.25% 0% Figure2.2: Expected population composition, Figuur2.2: Verwagte bevolkingsamestelling,

19 2.3.2 Employment Indiensneming Unemployment is the highest under the Black African group. This could be due to the following reasons: Seasonal migrant workers who remain in the area, despite having to be unemployed for a significant time of the year. In-migration from the Eastern Cape based on the perception that the Western Cape offers a better quality of life (note that the above reasons are not mutually exclusive). When unemployment is calculated without taking into consideration the not-economically active segment of the population, the average unemployment is 10%, which is significantly less than the provincial rate which is approximately 25% (Census 2001). The high percentage of non-economically active Whites corresponds with high incomes of this group. It suggests that a high percentage of White households need only one income earner. Werkloosheid is die hoogste onder die Swart bevolkingsgroep. Dit kan as gevolg van die volgende redes wees: Seisoenale migrasie-werkers bly agter in die area, ten spyte daarvan dat daar n groot deel van die jaar nie werk is nie. In-migrasie van die Oos-Kaap, waar die persepsie bestaan dat die Wes-Kaap n beter kwaliteit lewe bied (let daarop dat bogenoemde redes nie mekaar uitsluit nie). Wanneer werkloosheid bereken word sonder om die nie-ekonomies aktiewe deel van die bevolking in berekening te bring, is die gemiddelde werkloosheid 10%, wat minder as die provinsiale koers van 25% is (Sensus 2001). Die hoë persentasie nie-ekonomies aktiewe Blankes stem ooreen met die hoë inkomste van die groep. Dit suggereer dat n redelike persentasie Blanke huishoudings slegs een salaristrekker benodig. Figure 2.3: Employment status (Census 2001) Figuur 2.3: Indiensnemingvlakke (Sensus 2001) 19

20 Figure 2.4: Cederberg Employment compared to Western Cape (Provincial average)(census 2001) Figuur 2.4: Cederberg indiensnemingsvlakke in vergelyking met die Wes Kaap (Provinsiale gemiddeld)(sensus 2001) Employment sectors Indiensnemingsektore The most significant sector is agriculture (57%). All other sectors are significantly smaller employers than agriculture. This suggests a fairly undiversified economy, which is not beneficial on the long term, as it creates too much dependency on one industry. Given the predominance of agriculture at present, it is expected that this status quo will continue over the long term. Due to this, climate change can have a significant effect on the regional economy. Agriculture and agri-processing are also first and second industries (respectively). These types of industries add less value than service industries, such as tourism, financial service and other personal services. Male employment exceeds female employment only in the Agricultural and Manufacturing industries. All population groups are predominantly active in the agricultural sector, although the White and Indian groups are more dominant in the remaining sectors. Die betekenisvolste sektor is landbou (57%). Alle ander sektore is dramaties kleiner indiensnemers as landbou. Dit impliseer n redelike ongediversifiseerde ekonomie, iets wat nie gesond oor die lang termyn is nie, aangesien dit te veel afhanklikheid van een sektor skep. Daar kan verwag word dat hierdie stand van sake op die lang termyn sal voorduur. Om hierdie rede kan klimaatsverandering die gebied beduidend beïnvloed Landbou en landbou verwerking is onderskeidelik primêre en sekondêre industrieë. Hierdie tipe industrieë het minder waarde-toevoeging as diens industrieë, soos toerisme, finansiële en ander persoonlike dienste. Hierdie Manlike indiensneming is slegs meer in die landbou en vervaardigingsektore. Alle bevolkingsgroepe is hoofsaaklik betrokke by landbou, alhoewel die Blanke en Indiër groepe meer dominant is in die oorblywende sektore. 20

21 Figure 2.5: Employment by industry (Census 2001) Figuur 2.5: Indiensmening per sector (Sensus 2001) Figure 2.6: Employment by population group (Census 2001) Figuur 2.6: Indiensneming per bevolkingsgroep(sensus 2001) 21

22 2.3.4 Income Inkomste The area has a low average income level (R ), which can be expected given the high sector contribution of agriculture to the local economy. The White segment of the population has the highest income. This collates with the high percentage of non-economically active whites (40%). The Black segment of the population has the lowest income, with approximately 60% earning between R401-R800 (Note that the actual income could have increased from 2001). Diversification of the economy is required to increase the average income of the residents. There has to be an active drive to increase secondary (processing) and tertiary (service) industries. Die area het n lae gemiddelde inkomstevlak (R as gevolg van die hoë bydra van landbou tot die ekonomie. Die Blanke segment van die bevolking verdien oor die algemeen die hoogste inkomste. Dit stem ook ooreen met die hoë persentasie nie-ekonomies aktiewe blankes (40%). Die Swart segment van die bevolking verdien die laagste inkomste ongeveer 60% verdien tussen R401-R800 (Let daarop dat die werklike inkomste kon toeneem vanaf 2001). Diversifisering van die ekonomie is noodsaaklik om gemiddelde inkomste van die inwoners te verhoog. Daar moet aktief gepoog word om sekondêre (verwerkings) en tersiëre (diens) industrieë te ontwikkel. Figure 2.7: Income by Population group (Census 2001) Figuur 2.7: Inkomste volgens bevolkingsgroep (Sensus 2001) 22

23 2.3.5 Education Opvoeding In general, the area has a poor profile regarding education. Approximately 12% of the population has no schooling, while only 15% have completed Standard 10 (Grade 12). This has a negative effect on the overall economy, as skilled human resources are critical for economic development. From a strategic perspective, this state of affairs requires a targeted approach towards adult education in the short term. As a priority initiative, education related stakeholders should focus on improving the level of basic literacy (aimed at the section of the population with no schooling). Over the long term it is critical that school dropout rates are reduced and that the percentage of current learners who finish secondary schooling increase. Die area het n swak onderwysprofiel. Ongeveer 12% van die bevolking het geen onderrig, terwyl slegs 15% Standerd 10 (Graad 12) voltooi het. Hierdie stand van sake het n negatiewe invloed op die ekonomie van die area, aangesien vaardige menslike hulpbronne krities is vir ekonomiese ontwikkeling. Vanuit n strategiese perspektief benodig die area n gefokusde benadering jeens volwasse opleiding oor die kort termyn. As n prioriteits-inisiatief moet daar gefokus word om die basiese geletterheid te verbeter (gemik op die deel van die bevolking met geen skoolonderrig). Op die lang termyn is dit krities dat die hoeveelheid skoolverlaters verminder word en dat die persentasie huidige leerders wat sekondêre onderrig voltooi, verhoog. Figure 2.9: Education Levels (Census 2001) Figuur 2.9: Onderrigvlakke (Sensus 2001) 23

24 2.4 Growth potential and human needs 2.4 Groei-potensiaal en menslike behoeftes The following maps summarize the inputs from the growth potential study (Van der Merwe, March 2006) The Human Needs, Qualitative and Quantitative growth potentials are based on approximately 80 indicators covering a wide continuum of economic, social and environmental informants: Natural and Human Resources; Transportation and Infrastructural Services; Institutional and Commercial Services; Market Potential; Regional Vitality; Economic Structure; and Human Needs. Die volgende stel kaarte som die insette van die groei-potensiaal studie(van der Merwe, Maart 2006) op. Die Menslike Behoefte, Kwalitatiewe en Kwantitatiewe groei-potensiaal is gebaseer op ongeveer 80 indikatore wat n wye spektrum ekonomiese, sosiale en omgewings-indikatore insluit: Natuurlike en Menslike Hulpbronne; Vervoer en Infrastrukturele Dienste; Institusionele en Kommersiële Dienste; Markpotensiaal; Streeks-lewenskragtigheid; Ekonomiese Struktuur; en Menslike Behoeftes. Human Needs Menslike Behoeftes Medium Low / Laag Qualitative Growth Kwalitatiewe groei Medium Low / Laag Quantitative Growth Kwantitatiewe groei Medium Low / Laag Human needs and growth potential based on: Growth potential of towns in the west coast: A supporting strategy for urban development Menslike behoeftes en groei potensiaal gebasseer op: Groei potensiaal van dorpe in die Weskus: n ondersteunende strategie vir stedelike ontwikkeling Figure 2.10: Human needs, qualitative and quantitative growth Figuur 2.10: Menslike behoeftes, kwalitatiewe en kwantitatiewe groei The growth potential study also identified place identities for the different towns, based on the main characteristics of the towns (Figure 2.11). Tourism Die groei-potensiaal studie het ook die plek identiteit van die onderskeie dorpe geïdentifiseer (Figuur 2.11). Toerisme projekte behoort alreeds in die 24

25 projects should, from the inception phase, pay close attention to place identity. This will ensure a close fit between projects and the overall perception of the town. Critical to the development paths of the respective towns is the current economic base. Development initiatives should, ideally, build on the existing base, in order to: Exploit economies of scale; Optimize localized knowledge and skills; and Exploit existing perceptions (especially w.r.t tourism and branding). The investment types are also indicated below. Note that it is based on the provincial perspective and have been contextualized in Chapter 3 to link with the local priorities and development goals. konseptualiseringsfase die plek identiteit in ag te neem. Dit sal verseker dat projekte pas by die bestaande beeld van die dorpe. Dit is ook van uiterste belang dat die dorpe hul ontwikkelingsinisiatiewe skoei op die bestaande ekonomiese basis. Dit hou die volgende voordele in: Benutting van die verwante industrieë in die omgewing; Optimale aanwending van plaaslike vaardighede en kennis; en Benutting van bestaande perspesies (veral ten opsigte van tourisme en handelsmerke). Die ontwikkelingstipes word ook aangetoon. Let daarop dat dit gebaseer is op n provinsiale perspektief en dat dit in Hoofstuk 3 gekontekstualiseer word om te skakel met plaaslike prioriteite en ontwikkelingsdoelwitte. Bird Island Bird Island Voёl Eiland Voёl Eiland Tourism Tourism Fishing Fishing Toerisme Toerisme Visvang Visvang Sandveld village Sandveld village Sandveld dorpie Sandveld dorpie Agricultural service centre Agricultural service centre Landbou Dienssentrum Landbou Dienssentrum Rooibos tea, wild flowers and Rooibos tea, wild flowers and Cederberg Cederberg Rooibostee, blomme en Rooibostee, blomme en Cederberg Cederberg Infrastructure Investment Infrastruktuur Investering Major / Krities Minor / Minder Krities Surfing Surfing Branderplank-ry Branderplank-ry Fishing Fishing Recreation Recreation Visvang Visvang Ontspanning Ontspanning Agricultural service centre Agricultural service centre Tourism Tourism Landbou Dienssentrum Landbou Dienssentrum Toerisme Toerisme Citrus fruit and hot springs Citrus fruit and hot springs Sitrus vrugte en warmbron Sitrus vrugte en warmbron Social Investment Sosiale Investering Major / Krities Minor / Minder krities Agricultural service centre Agricultural service centre Tourism Tourism Landbou Dienssentrum Toerisme Landbou Dienssentrum Toerisme Place Identity Plek Identiteit Economic Base Ekonomiese Basis Investment options, place identity and economic base based on: Growth potential of towns in the west coast: A supporting strategy for urban development Investerings-opsies, plek-identiteit en ekonomiese basis gebasseer op: Groei potensiaal van dorpe in die Weskus: n ondersteunende strategie vir stedelike ontwikkeling Figure 2.11: Investment Options, Place identity and Economic Base Figuur 2.11: Investerings-opsies, Plek identiteit en Ekonomiese basis 25

26 2.5 Basic Services 2.5 Basiese Dienste This subsection will focus on the basic services provided by the municipality. The focus is on those services which are at present problematic. Hierdie onderafdeling fokus op die basiese dienste gelewer deur die munisipaliteit. Die fokus is veral op dienste wat tans as problematies ervaar word. 26

27 2.5.1 Water Water The municipality has indicated that all urban households have access to water on site. Backlogs exist in the informal area in Clanwilliam and rural areas. The most significant problems associated with water do not relate to access, but rather to bulk services. These full extent of water related issues are indicated in the Water Service Development Plan. Die munisipaliteit het aangetoon dat alle stedelike huishoudings toegang het tot water-op-perseel. Agterstande bestaan in die informele vestiging in Clanwilliam en landelike areas. Die mees kritiese probleme ten opsigte van water hou nie verband met toegang nie, maar eerder met grootmaat voorsiening. Die volle omvang van water verbandhoudende kwessies is aangetoon in die Water Diens Ontwikkelingsplan. Water: Current Problems Water: Huidige probleme Inadequate Inadequate water water source source Onvoldoende Onvoldoende bron bron Deteriorating Deteriorating ground ground water water quality quality Grondwater Grondwater kwaliteit kwaliteit verswak verswak Limited Limited Pumping Pumping Capacity Capacity Beperkte Beperkte pomp-kapasiteit pomp-kapasiteit Limited Limited access access to to water water Beperkte Beperkte toegang toegang tot tot water water No No back-up back-up borehole borehole Geen Geen bystand bystand boorgate boorgate Resource shortage / insufficiencies Hulpbron tekorte / onvoldoende hulpbronne Insufficient Insufficient water water (boreholes) (boreholes) Onvoldoende Onvoldoende water water (boorgate) (boorgate) Inadequate Inadequate source source Onvoldoende Onvoldoende bron bron Infrastructure deficiencies Infrastruktuur tekorte Figure 2.12: Current priority issues related to water-provision Figuur 2.12: Huidige prioriteitskwessies rakende watervoorsiening 27

28 2.5.2 Sanitation Sanitasie Access is still a problem regarding sanitation. An estimated 285 rural households still use the bucket system (this issue is currently receiving priority attention by the municipality). Bulk services are also critical. The most significant problems are experienced in Citrusdal and Lamberts Bay. A prioritized set of projects is indicated in Figure These full extent of sanitasie related issues are indicated in the Water Service Development Plan Toegang is steeds n probleem ten opsigte van sanitasie. n Beraamde 285 huishoudings gebruik steeds die emmerstelsel (hierdie aangeleentheid word tans as n prioriteit deur die munisipaliteit hanteer). Grootmaat dienste is ook krities. Die mees kritieke probleme word ervaar in Citrusdal en Lambertsbaai. n Stel geprioritiseerde projekte word aangetoon in Figuur Die volle omvang van sanitasie verbandhoudende kwessies is aangetoon in die Water Diens Ontwikkelingsplan. SANITATION SANITASIE Critical Critical (sewerage (sewerage operating operating at at twice twice design design capacity) capacity) Krities: Krities: funksioneer funksioneer teen teen dubbel dubbel die die ontwerp ontwerp kapasiteit kapasiteit Bucket Bucket system: system: hh hh Emmerstelsel: Emmerstelsel: hh hh Will Will require require sewerage sewerage works works in in long long run run Sal Sal oor oor langtermyn langtermyn rioolwerke rioolwerke benodig benodig Bucket Bucket system: system: hh hh Emmerstelsel: Emmerstelsel: hh hh Future Future problems problems foreseen: foreseen: Capacity Capacity Toekomstige Toekomstige probleme probleme voorsien: voorsien: Kapasiteit Kapasiteit Will Will require require sewerage sewerage works works Sal Sal rioolwerke rioolwerke benodig benodig in in toekoms toekoms 285 Households still using bucket system predominantly in rural areas 285 Huishoudings gebruik steeds emmerstelsel in landelike areas Overloaded Overloaded and and location location (under (under floodline) floodline) Oor Oor kapasiteit kapasiteit en en ligging ligging problematies problematies (onder (onder vloedlyn) vloedlyn) Figure 2.13: Priority issues regarding sanitation Figuur 2.13: Prioriteitskwessies rakende sanitasie 28

29 SANITATION: Priority Projects SANITASIE: Prioriteitsprojekte Priority Priority 3: 3: Upgrading: Upgrading: existing existing oxidation oxidation ponds ponds Opgradering Opgradering van van bestaande bestaande oksidasiedamme oksidasiedamme PRIORITY PRIORITY 1: 1: Eradication Eradication of of bucket bucket system system Uitroei Uitroei van van emmerstesel emmerstesel PRIORITY PRIORITY 1: 1: Eradication Eradication of of bucket bucket system system Uitroei Uitroei van van emmerstelsel emmerstelsel Priority Priority 4: 4: Construction Construction of of oxidation oxidation ponds ponds Bou Bou van van oksidamsiedamme oksidamsiedamme Priority Priority 2 2 Relocation Relocation of of existing existing plant plant Verskuiwing Verskuiwing van van bestaande bestaande aanleg aanleg Priority Priority 5 5 Construction of oxidation ponds Construction of oxidation ponds Bou Bou van van oksidasiedamme oksidasiedamme Priority Priority 6: 6: Upgrading Upgrading of of existing existing oxidation oxidation ponds ponds Opgradering Opgradering van van bestaande bestaande oksidasiedamme oksidasiedamme Figure 2.14: Priority Projects for the improvement of sanitation service Figuur 2.14: Prioriteitsprojekte vir verbetering van die sanitasie diens 29

30 2.5.3 Waste Management Afvalbestuur Although some operational problems exist with regard to refuse removal, most of the problems of this service relate to the waste management sites. The Municipality is currently finalizing its Integrated Waste Management Plan, which will focus on these issues in detail. Alhoewel daar operasionele probleme bestaan ten opsigte van die vullisverwyderingsdiens, hou die meeste van die probleme van die diens verband met die stortingsterreine. Die munisipaliteit is tans besig om sy Geïntegreerde Vullisbestuursplan te finaliseer, wat in detail sal fokus op die bestuur van afval binne die regsgebied. Waste Management Sites Vullis stortingsterreine Alternative Alternative Waste Waste site site required required Burning Burning of of waste waste problematic problematic Alternatiewe Alternatiewe terrein terrein benodig benodig Vullisverbranding Vullisverbranding problematies problematies Clanwilliam Clanwilliam Rural Rural Waste Waste site site over over water water source source Clanwilliam Clanwilliam Landelik Landelik Vullisterrein Vullisterrein oor oor waterbronne waterbronne No No formal formal site site Geen Geen formele formele terrein terrein Clean Clean up up and and Truck Truck Skoonmaak Skoonmaak van van dorp dorp en en voertuig voertuig Security Security at at waste waste site; site; industrial industrial waste, waste, hazardous hazardous waste; waste; digger digger loader loader Sekuriteit Sekuriteit Industriële Industriële vullis vullis Gevaarlike Gevaarlike vullis vullis Laaigraaf Laaigraaf Citrusdal Citrusdal Rural: Rural: Industrial Industrial Waste Waste Citrusdal Citrusdal Landelik: Landelik: Industriele Industriele vullis vullis Elandskloof: Elandskloof: Transport Transport to to Citrusdal Citrusdal waste waste site site Vervoer Vervoer na na Citrusdal Citrusdal stortingsterrein stortingsterrein Figure 2.15: Issues regarding waste management sites Figuur 2.15: Kwessies rakende vullisstortingsterreine 30

31 2.5.4 Urban Roads Stedelike Strate Urban streets are managed via a maintenance programme. According to the programme, the state of the roads were as follows: Stedelike Strate word bestuur deur middel van n formele onderhoudsprogram. Volgens die program is die stand van paaie soos volg: Ward 2 Ward 3 Ward 4 Ward 5 Citrusdal Clanwilliam Elands bay Graafwater Lamberts Bay Tarred Roads (surfacing) Geteerde Paaie (oppervlak) Very good / Baie Goed 12% 60% 52% 49% 52% Good / Goed 27% 28% 25% 35% 30% Fair / Gemiddeld 29% 11% 10% 16% 13% Poor / Swak 22% 0% 13% 0% 5% Very Poor / Baie Swak 10% 0% 0% 0% 0% Tarred Roads (structural) Geteerde Paaie (struktureel) Very good / Baie Goed 48% 82% 80% 84% 73% Good / Goed 31% 18% 14% 15% 24% Fair / Gemiddeld 11% 0% 2% 1% 1% Poor / Swak 8% 0% 3% 0% 0% Very Poor / Baie Swak 2% 0% 0% 0% 0% Km s of road in critical need of maintenance (surfacing) Km s wat dringend onderhoud benodig (oppervlakte) Current Projects Huidige Projekte Recommended Short/Medium Term Projects Voorgestelde Kort / Medium Termyn projekte 8 kms 0 km s 1 kms 0 kms 2 kms Resealing of critical sections Herseëling van kritiese dele R resealing (total for all) herseëling (totaal vir almal) Resealing of critical sections Herseëling van kritiese dele Resealing of critical sections Herseëling van kritiese dele Figure 2.16: Current state of urban roads Figuur: 2.16: Huidige stand van stedelike strate 31

32 2.5.5 Electricity Elektrisiteit The municipality distributes electricity in the towns indicated on the map below, the remaining towns and rural areas are serviced by ESKOM. While all formal urban households are covered by the service, approximately 400 informal households in Clanwilliam, and 20 informal households in Citrusdal area not receiving the service. Die munisipaliteit is verantwoordelik vir die verspreiding van elektrisiteit in die dorpe soos aangetoon in die onderstaande kaart. Die oorblywende dorpe en landelike gebiede word deur ESKOM gedek. Alle formele stedelike huishoudings het toegang tot die diens, met die uitsondering van 400 informele huishoudings in Clanwilliam en 20 informele huishoudings in Citrusdal. Electricity: Current Problems Elektrisiteit: Huidige probleme Households without access: Households without access: Informal Settlement = 400 Informal Settlement = 400 Huishoudings sonder toegang: Huishoudings sonder toegang: Informele Vestiging = 400 Informele Vestiging = 400 Households without access: Households without access: Informal Settlement = 20 Informal Settlement = 20 Huishoudings sonder toegang: Huishoudings sonder toegang: Informele Vestiging = 20 Informele Vestiging = 20 ESKOM Rural Distributor ESKOM Rural Distributor ESKOM Landelike Verspreider ESKOM Landelike Verspreider Own sub stations require upgrade Own sub stations require upgrade Increase ESKOM supply Increase ESKOM supply Eie substasie benodig Eie substasie benodig opgradering opgradering ESKOM toevoer moet verhoog ESKOM toevoer moet verhoog ESKOM Distribution ESKOM Distribution ESKOM Verspreiding ESKOM Verspreiding Own Distribution Own Distribution Eie Verspreiding Eie Verspreiding Figure 2.17: Current electricity Issues Figuur 2.17: Huidige kwessies rondom elektrisiteit 32

33 2.6 Housing 2.6 Behuising Housing is one of the most critical problems within the Cederberg region. Central to the housing issue in the Cederberg is insufficient bulk infrastructure. The housing need as identified in 2004 indicates that a backlog of +/ residential units exists within Cederberg. The current planned projects will provide 3221 housing units, but funding will only be approved after bulk infrastructure capacity is supplied. The lack in capacity prevented Cederberg to provide homes to beneficiaries. 1 According to investigations and research, Citrusdal is currently the only town within the Cederberg Municipality where a total number of 163 residential units might be constructed, without upgrades to the current bulk infrastructure capacity. A N4 Application for conditional approval was submitted during February 2006 and is currently being assessed by the Department of Local Government and Housing. Bulk infrastructure requirements are indicated below: Lamberts Bay bulk infrastructure requirements 1. Upgrade of Treatment works 2. New Sewerage Treatment Works 3. New Pump station 4. Upgrading of Water Network 5. Water Boreholes 6. Water Reservoir 7. Storm water Dam 8. Bus route R Clanwilliam bulk infrastructure requirements 1. New Sewerage Treatment Works 2. Upgrade of Water Network 3. Storm water Outfall Pipe 4. Bus route R Citrusdal bulk iinfrastructure requirements 1. Upgrade of Treatment works 2. New Sewerage Treatment Works 3. New Pump station 4. Water Boreholes 5. Water Reservoir 6. Upgrading of Water Network 7. Bus route R Behuising is een van die mees kritiese probleme binne die Cederberg streek. Die kern van die behuisingsprobleme in die Cederberg hou verband met onvoldoende grootmaat infrastruktuur. Die behuisingsagterstand soos geidentifiseer in 2004 toon n agterstand van ongeveer 4264 eenhede in die munisipale gebied. Die huidige beplande projekte sal 3221 eenhede verskaf, maar befondsing sal eers goedgekeur word nadat voldoende grootmaat dienste voorsien word. Die kapasiteitstekorte verhoed Cederberg om behuising te verskaf. Volgens onlangse ondersoeke en navorsing is Citrusdal tans die enigste dorp binne die gebied waar ongeveer 163 residensiёle eenhede opgerig kan word, sonder grootmaat opgradering. n N4 aansoek vir voorwaardelike goedkeuring is ingedien gedurende Februarie 2006, en word tans deur die Department van Plaaslike Regering en Behuising ondersoek. Grootmaat infrastruktuur behoeftes word hieronder aangetoon: Lambertsbaai grootmaat dienste tekorte 1. Opgradering van rioolwerke 2. Nuwe rioolsuiweringswerke 3. Nuwe Pompstasie 4. Opgradering van waternetwerk 5. Water boorgate 6. Water Reservoir 7. Stormwater dam 8. Busroete R Clanwilliam grootmaat dienste tekorte 1. Nuwe rioolsuiweringsaanleg 2. Opgradering van water netwerk 3. Stormwater uitloop pyp 4. Busroete R Citrusdal grootmaat dienste tekorte 1. Opgradering van suiweringswerke 2. Nuwe suiweringswerke 3. Nuwe pompstasie 4. Water boorgate 5. Water reservoir 6. Opgradering van water netwerk 7. Busroete R Cederberg Housing Plan 33

34 Housing Behuising Land use: Availability Grondgebruik: Beskikbaarheid Infrastructure insufficient Informal Settlement: 414 hh Infrastruktuur onvoldoende Informele nedersetting 414 hh Land belong to Church Grond behoort aan Kerk Bulk Services need to be upgraded Grootmaat dienste moet opgegradeer word Water Boreholes need to be identified Water boorgate moet geïdentifiseer word CLANWILLIAM CITRUSDAL LAMBERTS BAY HOUSING NEED HOUSING PROJECT TOTAL REQUIRED IN TERMS OF INDIVIDUAL SUBSIDY R 38,634, R 56,067, R 14,368, Bulk Services need to be upgraded Grootmaat dienste moet opgegegradeer word ELANDS BAY GRAAFWATER ELANDSKLOOF LEIPOLDTVILLE R 9,993, R 4,310, R 3,192, R 3,192, WUPPERTHAL R 3,192, PALEISHEUWEL R 3,192, Figure 2.18: Current housing priorities and issues Figuur 2.18: Huidige behuisingsprioriteite en kwessies TOTAL ,145,

35 2.7 Priority risks 2.7 Prioriteitsrisiko s The following risks (see figure below) were identified within the region. These should be considered during detail disaster management planning. The West Coast Disaster Management Framework has identified 4 priority risks in the West Coast District, namely: Fires N7 Floods Environmental Change The municipal area is especially vulnerable to all these risks. The management of these risks (and other identified risks) will be addressed in the municipality s Disaster Management Plan. Die volgende risiko s (sien onderstaande figuur) was geïdentifiseer binne die area. Hierdie risiko s moet oorweeg word tydens die rampbestuur beplanningsproses. Die Weskus Rampbestuur Raamwerk het 4 prioriteitsrisiko s vir die hele Weskus Distrik geïdentifiseer, naamlik: Brande N7 Vloede Omgewingsverandering (droogte) Die munisipale gebied is uiters kwesbaar teen al die bogenoemde risiko s. Die bestuur van hierdie (en ander) risiko s sal in detail aangespreek word in die munisipaliteit se Rampbestuursplan. Priority risks Prioriteitsrisiko s Marine Marine Related Related disasters, disasters, i.e. i.e. red-tide red-tide Kus Kus verwante verwante rampe, rampe, bv. bv. Rooigety Rooigety Significant Significant informal informal settlement settlement Groot Groot informele informele vestiging vestiging Access Access to to settlement settlement Toegang Toegang tot tot dorp dorp N7: N7: High High risk risk Road Road N7: N7: Hoё Hoё risiko risiko roete roete Small Small Informal Informal Settlement Settlement Klein Klein informele informele vestiging vestiging High High risk risk mountainous mountainous area area Hoё Hoё risiko risiko berg-gebied berg-gebied Long Long distance distance from from Moorreesburg Moorreesburg for for fire-fighting fire-fighting Lang Lang afstand afstand van van Mooreesburg Mooreesburg vir vir brandweerdiens brandweerdiens Figure 2.19: Priority risks in the area Figuur 2.19: Prioriteitsrisiko s in die gebied 35

36 2.8 HIV/Aids and TB 2.8 MIV/ Vigs en TB Most of the issues regarding HIV/Aids relates to access. ARV treatment is available in Citrusdal and Clanwilliam, making access from the surrounding towns problematic. Consultation with health professionals indicated that Clanwilliam and Citrusdal also require priority interventions, as the HIV/ Aids are most prevalent in these towns. Tuberculosis is also problematic in the area. The increase in Multi Drug Resistant Tuberculosis (MDR-TB) is of great concern. The following problems are experienced: Poor conversion and cure rates The management of TB Commitment of patients Increase in MDR-TB due to patient irresponsibility DOTS programme has too few volunteers No TB hospital in the region Die meeste kwessies rakende MIV/Vigs hou verband met toegang. TRV (Teen-retrovirale) behandeling is slegs beskikbaar op Citrusdal en Clanwilliam, wat toegang van ander dorpe problematies maak. Gesprekvoering met gesondheidspraktisyns het aangetoon dat Clanwilliam en Citrusdal ook prioriteits-intervensies benodig, aangesien die voorkoms van MIV/Vigs die grootste in hierdie dorpe is. Tuberkulose is ook problematies. Die toename in Weerstandbiedende Tuberkulose wek groot kommer. Die volgende probleme word ervaar: Swak konversie en genesing-koers Die bestuur van TB Toegewydheid van pasiënte Toename in Weerstandbiedende Tuberkulose as gevolg van die onverantwoordelikheid van pasiënte DOTS-program het te min vrywilligers Geen TB-hospitaal in die streek MIV / VIGS en TB HIV / AIDS and TB Transport Vervoer Tuberculosis Poor conversion and cure rates Swak oorskakeling en geneeskoers Management of TB Bestuur van TB Commitment of patients Toewyding van pasiente Increase in Multi Drug Resistant TB due to patient irresponsibility Toename in behandeling weestandbiedende TB as gevolg van pasiente onverantwoordelikheid DOTS programme has too few volunteers Te min vrywilligers vir DOTS-program Transport / Vervoer No TB-hospital in region (Malmesbury) Geen TB-hospitaal in streek (Malmesbury) Malmesbury Increase in no. of people willing to undergo testing Toename in individue wat gewillig is om getoets te word ARV treatment only available in Citrusdal and Clanwilliam Transport is problematic from other towns TRV behandeling slegs beskikbaar in Citrusdal en Clanwilliam Vervoer van ander dorpe is problematies Figure 2.20: HIV / AIDS and Tuberculosis Figuur 2.20: MIV / VIGS en Tuberkulosis 36

37 2.9 Primary Health Care 2.9 Primêre Gesondheidsorg Most of the towns are serviced by either a stationary or mobile clinic. The major problem associated with the service relates to the lack of sufficient personnel and the qualification of existing personnel. Communication problems are also experienced in some towns. The diagram gives a detailed lay-out of the major problems associated with the service. Die meerderheid van die dorpe word bedien deur n vaste of mobiele kliniek. Die mees kritieke probleme van die diens hou verband met die tekort, en vaardigheidsvlakke, van personeel. Kommunikasie probleme word ook in sommige van die dorpe ondervind. Die onderstaande diagram gee n uiteensetting van die hoof probleme wat met die diens geassosieer word. Primêre Gesondheidsorg Primary Health Care Q X Q X Q Q S Subsidized transport to Clanwilliam due to no doctor visitations Gesubsideerde vervoer benodig na Clanwilliam weens geen doktersbesoeke S Q S X Mobile clinics Issues: Coverage six weekly instead of once per month Q X Mobile Klinieke Kwessies: Dekking ses-weekliks in plaas van maandeliks S General Issues / Algemene Kwessies Availability of medication Besikbaarheid van medikasie Misuse of service by public Misbruik van diens deur publiek High staff turn-over undermines service delivery Hoё personeel omset ondermyn dienslewering Specialist services Spesialis Dienste Psychological services Sielkundige Dienste Figure 2.21: Primary Health Care Figure: 2.21: Primêre gesondheidsorg S Q X Lack of personnel Insufficient qualification Language (Xhosa) Tekort aan personeel Onvoldoende kwalifikasie Taal (Xhosa) 37

38 2.10 High level environmental issues 2.10 Hoëvlak omgewingskwessies The following diagramme illustrates the major environmental initiatives and sensitive areas within the area. For a detailed picture of environmental issues, the reader is referred to the West Coast Integrated Environmental Programme, available at the municipality, or at the West Coast District Municipality. Die volgende diagram toon die belangrikste omgewings-inisiatiewe en sensitiewe areas binne die gebied aan. Vir n gedetailleerde uiteensetting van omgewingskwessies word die leser verwys na die Weskus Geïntegreerde Omgewingsprogram, beskikbaar by die munisipaliteit of die Weskus Distriksmunisipaliteit. Sensitive Coastline Sensitive Coastline Sensitiewe Kusgebied Sensitiewe Kusgebied Jakkalsvlei Jakkalsvlei Greater Cederberg Biodiversity corridor Greater Cederberg Biodiversity corridor Groter Cederberg Groter Cederberg Biodiversiteits korridor Biodiversiteits korridor Increase in Clanwilliam Dam Increase in Clanwilliam Dam capacity capacity Toename in Clanwilliam Dam Toename in Clanwilliam Dam kapasiteit kapasiteit Verlorenvlei Verlorenvlei Cederberg Cederberg Wildernis Wildernis Area Area Cederberg Cederberg Wilderness Wilderness Area Area Elephants Elephants river river Olifantsrivier Olifantsrivier Figure 2.22: Major environmental initiatives and sensitive areas Figuur 2.22: Oorhoofse omgewings-inisiatiewe en sensitiewe areas 38

39 2.11 Ward Priorities 2.11 Wyksprioriteite The following priorities was listed at a training / planning session held with ward committee members during June Ward 1 Education and library services for farm schools and children Expansion of GOF activities to include all farms HIV/Aids awareness Farm evictions Ward 2 HIV/Aids awareness Skills development programmes Employment creation Recreational facilities and structured activities Ward 3 Recreational facilities and structured activities HIV/ Aids awareness Improved infrastructure and services Ward 4 Skills Development Recreational facilities and structured activities Improved services and infrastructure Secondary Rooibos products Ward 5 Alternatives for fishing Skills and leadership development programmes Infrastructure Recreational facilities and structured activities Ward 6 Church involvement in development Crèche Infrastructure and services Economic development opportunities Die volgende prioriteite is gelys tydens n opleiding/ beplanningsessie gehou met wykskomitee lede gedurende Junie Wyk 1 Opleiding en biblioteekdienste vir plaasskole Uitbreiding van GOF dienste om alle plase in te sluit MIV/Vigs bewusmaking Plaas onteienings Wyk 2 MIV/ Vigs bewusmaking Vaardigheidsontwikkeling Werkskepping Ontspanningsfasiliteite en gestruktureerde aktiwiteite Wyk 3 Onspanningsfasiliteite en gestruktureerde aktiwiteite MIV/vigs bewusmaking Verbeterde dienste en infrastruktuur Wyk 4 Vaardigheids ontwikkeling Ontspanningsfasiliteite en gestruktureerde aktiwiteite Verbeterde dienste en infrastruktuur Sekondêre Rooibos produkte Wyk 5 Alternatiewe vir visvangs Vaardigheid- en leierskapsontwikkeling Infrastruktuur Ontspanningsgeriewe en gestruktureerde aktiwiteite Wyk 6 Kerk betrokkenheid by ontwikkeling Crèche Infrastruktuur en dienste Ekonomiese ontwikkelingsgeleenthede 39

40 2.12 Administrative Issues 2.12 Administratiewe Kwessies The following administrative issues are experienced: Staff Shortages The municipality has a significant problem with the attraction of staff to fill critical vacancies. This issue is the most problematic regarding the Financial Service Directorate. This is partly because of the lack of skilled human resources, both locally and nationally. Die volgende administratiewe kwessies word ervaar: Personeel Tekorte Die werwing van personeel om kritieke poste te vul is n probleem. Dit is veral op die Finansiële Dienste Direktoraat van toepassing. Dit is deels as gevolg van die tekort aan vaardige menslike hulpbronne, beide op plaaslike vlak asook nasionale vlak. Induction The municipality has no formal induction programme. Centralized and decentralized induction processes are required. Centralized induction should focus primarily on transversal administrative and financial processes and protocols, while decentralized processes should be task/job specific. Skills Development Priority Skills required Basic computer literacy and language proficiency are critical general skills required. Specialist training is indicated in the Work Skills Plan (WSP). Managing skills development A comprehensive skills audit is required and a data basis should be developed which can record and track capacity building processes. The findings of a skills audit should be used to revisit the current structure and make amendments where required. This will also allow for the compilation and review of the Work Skills Plan (WSP). Training Centre The municipality should develop and manage a training centre. This centre will be used to host departmental training initiatives. This process is already underway and links with the WSP. Health and Safety Health and Safety committees should become functional as a matter of urgency. Said committees should also focus on the issue of HIV/Aids in the workplace and link with the appropriate structures dealing with HIV/Aids. The staffing the function is also critical, as there is no dedicated official at present. Induksie Die munisipaliteit het geen induksie program nie. Beide gesentraliseerde en gedesentraliseerde induksie prosesse word benodig. Gesentraliseerde prosesse moet fokus op transversale administratiewe en finansiële prosesse, terwyl gedesentraliseerde prosesse meer taak/pos ge-oriënteerde moet wees. Vaardigheidsontwikkeling Prioriteitsvaardighede Basiese rekenaar-geletterdheid en taalvaardigheid word benodig. Gespesialiseerde opleidingsbehoeftes word vervat in die Vaardigheidsontwikkelingsplan (VOP). Bestuur van vaardigheidsontwikkeling n Omvattende vaardigheidsoudit word benodig en n databasis moet ontwikkel word wat kan rekord hou van die vaardigheidsontwikkelingsproses. Die bevindinge van n vaardigheidsoudit kan gebruik word om die huidige struktuur te evalueer en die toepaslike wysigings te maak. Die oudit kan ook as n belangrike inset vir die opstel en hersiening van die Vaardigheidsontwikkelingsplan (VOP) dien. Opleidingsentrum Die munisipaliteit moet n opleidingsentrum as n prioriteit ontwikkeling en bestuur. Die sentrum sal gebruik word om, onder andere, departementele opleidingsessies te akkomodeer. Hierdie projek is reeds begin en geskakel met die VOP. Veiligheidskomitees Die skep van Beroepsveiligheids- en gesondheids komitees moet as n prioriteit aangespreek word. Hierdie komitees moet ook fokus op die kwessie van MIV/Vigs in die werkplek en deurlopend skakel met die toepaslike strukture wat die MIV/Vigs kwessie aanspreek. Die aanstel van n verantwoordelike persoon vir die 40

41 funksie is ook n prioriteit, aangesien daar tans geen verantwoordelikheid vir die funksie is nie. Communication External communication A communication strategy has been compiled. The following issues are critical w.r.t external communication: Quarterly feedback to all communities Utilization of ward committees as public liaison and monitoring structures Radio talk shows in order to reach the illiterate segment of the population Internal Communication Electronic communication should be improved between satellite and Head Office. There is currently a lack of sufficient information technology infrastructure. Call Centre A Call Centre is required where the public can access the standby-officials and services through a toll-free number. Currently emergency numbers and standby-officials are not sufficiently available. Record keeping should also be improved in order to enable the municipality to track its performance regarding feedback and reaction. The municipality s response is a major problem. As a possible solution, a centralized call centre could be considered in order to improve the administration of requests and responses. Kommunikasie Eksterne Kommunikasie n Kommunikasie strategie is opgestel. Die volgende kwessies is krities rakende eksterne kommunikasie Kwartaalikse skakeling met alle gemeenskappe Aanwending van wykskomitees as die primêre publieke skakeling en monitering strukture Radio-uitsendings om ook die ongeletterde segment van die bevolking te bereik. Interne kommunikasie Elektroniese kommunikasie tussen die hoofkantoor en die satelietkantore moet verbeter word. Daar is tans n tekort aan voldoende inligtings-tegnologie infrastruktuur. Skakel sentrum n Skakelsentrum word benodig waar die publiek deur n tolvrye nommer toegang tot bystand personeel kan verkry. Tans is nood-nommers en bystand personeel nie ten alle tye beskikbaar vir die publiek nie. Rekordhouding moet ook verbeter word om die munisipaliteit se reaksie ten opsigte van versoeke te kan meet. Die terugvoer / reaksie van die munisipaliteit moet ook verbeter word. As n moontlike oplossing kan daar ondersoek ingestel word na die ontwikkeling van n gesentraliseerde skakel-sentrum. Record Management At present, there is insufficient space and ITinfrastructure to provide the service in a satisfactory way. This issue is being partly addressed in the current budget. Office space The municipality is experiencing major operational problems due to the shortage of sufficient office space at the head-office in Clanwilliam. At least 10 additional offices are required in Clanwilliam. Expansion of the offices has been included as a project in the budget. Rekord Bestuur Daar is tans onvoldoende ruimte en informasie tegnologie infrastruktuur om die diens bevredigend te lewer. Hierdie probleem word egter gedeeltelik aangespreek in die huidige begroting. Kantoor-ruimte Die munisipaliteit ervaar ernstige operasionele probleme weens die tekort aan voldoende kantoorruimte in die hoofkantoor op Clanwilliam. Ten minste 10 addisionele kantore word benodig by die hoofkantoor. Uitbreiding van die kantoorruimte is as n projek in die begroting ingesluit. 41

42 2.13 Financial Services 2.13 Finansiële Dienste This section will focus on the problems experienced by the financial directorate of the municipality. General Issues Short Term financial viability Cash flow has improved due to: Successful budget implementation Improved debt collection Budget control measurement Financial discipline Intervention(s) Weekly cash committee meetings Organizational restructuring (Ingelozi) Change of culture Expand office space Communication Intervention(s) Management information Lack of planning meetings Informal communication Income Collecting of Debt Issue(s) / Problems Account integrity (data integrity) Required intervention Staff Training Cleaning Data (Main Office) Staff appointed Job rotation to reduce dependency on individuals (broaden duty sheets) Issue(s) / Problems Time-based accessibility (more time for public to pay accounts) Required intervention Awareness for paying accounts to illiterate persons Shift work (weekends) Issue(s) / Problems Physical Debt collection Hierdie afdeling fokus op die probleme wat deur die finansiële direktoraat van die munisipaliteit ervaar word. Algemene Kwessies Korttermyn finansiële volhoubaarheid Kontantvloei het verbeter as gevolg van: Suksesvolle begrotings-implementering Verbeterde skuldinvordering Begrotingsbeheer meganismes Finansiële dissipline Intervensies Weeklikse kontant komitee vergaderings Organisatoriese herstrukturering Verandering in Kultuur Uitbreiding van kantoor-ruimte Kommunikasie Intervensies benodig Beter bestuursinligting Meer en gereelde beplanningsvergaderings Informele gesprekvoering Inkomste Skuldinvordering Kwessie Rekening integriteit (data-integriteit) Benodigde aksie Personeel opleiding Suiwering van data (hoofkantoor) Aanstel van personeel Werk-rotering ten einde afhanklikheid van individue te verminder Kwessie / Probleem Tydgebaseerde toegang (tyd beskikbaar vir publiek om rekeninge te betaal) Benodigde aksie Bewusmaking (betaling) gemik op ongeletterde persone Skofwerk (naweke) Kwessie Fisiese skuld-invordering 42

43 Required intervention Independent service provider for debt collection Ledger Recons Issue(s) / Problems Long term management of reconciliations (control accounts) Correctness of subsidiary ledgers and general ledger (Capacity, information and training) Total system inefficiency People HR- shortage Resource Systems Input information Inter-departmental communication Accommodation Intervention(s) Organizational restructuring (Ingelozi) Change of culture Expand office space Credit Control Issue(s) / Problems Collecting of Debt Account integrity (data integrity) Physical Debt Collection Required intervention Staff Training Cleaning Data Staff appointed Expenditure Supply Chain Management No dedicated staff to drive AND operate office Risk Management Unreliable data Statutory information not supplied Issue(s) / Problems Unprofitability of resorts (long term) Required intervention Investigating PPP (Public Private Partnership) Issue(s) / Problems Fixed assets register (control mechanism for risk) Benodigde aksie Aanstel van onafhanklike diensvoorsiener vir skuldinvordering Rekonsiliasies Kwessies Langtermyn bestuur van rekonsiliasies (Kontrolerekeninge) Korrektheid van ondergeskikte kasboeke en algemene grootboeke (kapasiteit, inligting en opleiding) Totale ondoeltreffendheid van die stelsel Mense Menslike Hulpbronne tekort Hulpbronne Stelsels Inset inligting Interdepartementele kommunikasie Akkomodasie Benodigde aksies Organisatoriese herstrukturering Verandering van kultuur Uitbreiding van kantoorruimte Krediet beheer Kwessies Invordering van skuld Rekening integriteit Fisiese skuld invordering Benodigde aksies Personeel opleiding Skoonmaak van data Personeel aanstel Uitgawe Voorsieningskanaalbestuur Geen toegewyde personeel om kantoor te dryf en te bestuur nie Risiko bestuur Onbetroubaarheid van inligting Statutêre inligting kan nie voorsien word nie Kwessies Nie-winsgewendheid van oorde (langermyn) Benodigde aksie Ondersoek die daarstel van n PPV(Publiek Private Vennootskap) Kwessie Vaste bate register (kontrole meganismes vir 43

44 not undertaken Lack of Staff Low priority of management risiko s nie onderneem) Tekort aan personeel Lae prioriteit vir bestuur IT-Risk Management Issue(s) / Problems Computer Room (no backup) Security access point Disaster Recovery Plan No MSP (Master Systems Plan) Required intervention Master Systems Plan Accommodation Possible shared service (IT) Reporting And Policy Issue(s) / Problems Poor reporting due to staff shortage Required intervention Staffing Budgeting No budget office (HR) No permanent staff currently managed by external service provider (Ernest & Young) Information Technology Issues Dedicated IT office currently outsourcing service Basic network administration IT-Risk Management Computer Room (no backup) Security access point Disaster Recovery Plan No MSP (Master Systems Plan) Intervention Possibility of shared services with District Municipality Property Valuation Issue(s) / Problems Incorrect and incomplete property register Interim valuation (annual) not undertaken Intervention(s) General Register R made available for updating register (General evaluation, once every 4 year)) IT-Risiko Bestuur Kwessies / probleme Rekenaarkamer (geen backup ) Sekuriteitstoegangspunte Ramp herstelplan Geen Stelsel Meesterplan Aksies benodig Stelsel Meesterplan Akkomodasie Moontlike gedeelde dienste (IT) Rapportering en beleid Kwessie Swak rapportering (personeeltekort) Aksie benodig Aanstel van nodige personeel Begroting Geen begrotingskantoor Geen permanente personeel huidig bestuur deur eksterne diensvoorsiener (Ernst & Young) Inligtings-tegnologie Kwessie Toegewyde IT-Kantoor diens huidiglik uitgekontrakteer Basiese netwerk administrasie IT-Risiko Bestuur Rekenaarkamer (geen Backup ) Sekuriteitstoegangpunte Rampherstelplan Geen Stelsel Meesterplan Aksie Benodig Moontlike gedeelde diens met Distriksmunisipaliteit Eiendomswaardasies Kwessies Verkeerde en onvolledige eiendomsregister Tussentydse waardasie nie onderneem Aksies benodig Algemene Register R benodig vir opdatering van register (Algemene waardasie, een keer elke 4 jaar) 44

45 Human Resources Issue(s) / Problems Capacity issues remain a priority. Financial recovery of municipality will have little value if the capacity deficiencies are not addressed Intervention(s) Sustainability Action Plan and Implementation Framework Menslike Hulpbronne Kwessies Kapasiteitskwessies bly n prioriteit. Finansiële herstel van die munisipaliteit sal min waarde hê indien die kapasiteitstekorte nie aangespreek word nie Intervensie Volhoubaarheidsaksieplan en implementeringsraamwerk 45

46 CHAPTER 3 MACRO STRATEGY FOR GROWTH 3.1 Introduction The Macro Strategy aims to unify different roleplayers behind a comprehensive high order strategy in order to promote development within the region Assumptions The Macro Strategy is based on the assumptions of the National Spatial Development Perspective (NSDP), which is as follows: It is recognized that for the foreseeable future there will be many people living in localities that have limited potential to develop. It should be recognized that there are many more districts and provinces that are localities of low potential than there are localities of high potential. In order not to discriminate against people who are currently locationally disadvantaged, it is proposed that Government seek to: o Redress these inequities by maintaining the current distribution of fiscal resources to these areas, BUT that this investment is shifted into less fixed assets. This could mean that only a very basic level of infrastructural services is provided and that an additional amount of money (at least equal to current transfers) goes into: o Skills development; o Labor-market information; and o Other resources that will enable those living in these areas to become more mobile. Social investment should seek to exploit the local comparative advantages in order to give people the option of remaining in these localities if they so choose. However, it is assumed that given the low level of economic potential, many people will eventually move to areas of greater economic potential. 3.1 Inleiding HOOFSTUK 3 MAKRO-STRATEGIE VIR GROEI Die makro-strategie poog om verskillende rolspelers te verenig agter n omvattende hoё orde strategie ten einde ontwikkeling binne die streek te bevorder Aannames Die Makro Strategie is gebaseer op die aannames van die Nasionale Ruimtelike Ontwikelingsperspektief (NROP), wat as volg is: Daar word aanvaar dat in die voorsienbare toekoms meer mense in areas sal bly met beperkte ontwikkelingspotensiaal Daar moet aanvaar word dat daar meer distrikte en provinsies is wat areas van lae potensiaal is as wat daar areas van hoё potensiaal is Ten einde nie te diskrimineer teen mense wat huidiglik benadeel word deur die area waarin hulle hulself bevind nie, word voorgestel dat die regering: o Hierdie ongelyke aanspreek deur dieselfde verspreiding van finansiёle hulpbronne te behou ten opsigte van hierdie areas, MAAR dat hierdie investering minder gefokus is op vaste bates. Dit impliseer dat slegs n basiese vlak van infrastruktuur dienste voorsien word, en dat n addisionele bedrag (ten minste gelyk aan huidige oorbetalings) aangewend word vir: o Vaardigheidsontwikkeling o Arbeidsmark inligting o Ander hulpbronne wat mense in areas met swak ekonomiese potensiaal kan help om meer mobiel te word. Sosiale investering moet plaaslike kompeterende voordele bevorder ten einde mense die opsie te gee om in lae groei areas te bly sou hulle dit verkies. Daar word egter aanvaar dat mense, indien die opsie beskikbaar is, eerder na plekke met n hoёr ekonomiese potensiaal sal beweeg. 46

47 3.1.2 Guidelines Taking into consideration the NSDP based assumptions, the following strategic guidelines are also used as a basis for the Macro Strategy: In areas in which resource potential is medium to high, future economic growth should be carefully managed in order not to further exacerbate environmental vulnerabilities. The further concentration of people in need in areas of low potential should not be encouraged and where possible, people should be assisted through social investment to become more mobile so that they may choose to move out of such areas. Future economic growth should primarily be explored in those areas with a medium to high resource base and medium to high human need where there may be economic potential to be exploited. Economic activity should be encouraged and supported by infrastructure investment where there is already a medium to high level of economic activity and where (natural or human) resource potential is medium to high Riglyne Met bogenoemde aannames in ag geneem, word die onderstaande strategiese riglyne vervolgens gebruik as n basis vir die Makro Strategie: In areas met n medium tot hoё hulpbron potensiaal moet toekomstige ekonomiese groei versigtig bestuur word om nie omgewingsprobleme te skep of te vererger nie. Die konsentrasie van behoeftige mense in areas met lae potensiaal moet nie ondersteun word nie, en waar moontlik moet hierdie persone, deur middel van sosiale investering, meer mobiel gemaak word ten einde hulle die keuse te gee om plekke met lae ekonomiese potensiaal te kan verlaat. Toekomstige ekonomiese groei moet primêr gefokus wees in areas met n medium tot hoё hulpbron basis, asook plekke met medium tot hoё menslike behoeftes, waar daar ekonomiese ontwikkelingspotensiaal is. Ekonomiese aktiwiteit moet ondersteun en aangemoedig word deur infrastruktuur investering waar daar alreeds n hoё vlak van ekonomiese aktiwiteit is en waar die hulpbron potensiaal medium tot hoog is. 47

48 3.2 Cederberg IDP and the Provincial Growth and Development Strategy (PGDS) It is imperative that the Cederberg IDP is aligned with the Provincial Growth and Development Strategy, since this strategy will inform future budget allocations from National and Provincial Government. The Provincial space-economy is characterized by four significant spatial components which are key areas of economic and growth opportunity: Regional motors Regional development corridors Regional transport corridors Leader towns The Elephants River Valley has been identified as such a regional development corridor. The PGDS states the following in this regard (PGDS, p.36): N7 rail and road links to Northern parts of Province (Clanwilliam, Citrusdal and Vredendal). Accelerated growth potential: increased agricultural potential along Elephants River as well as tourism Possibility for urban development 3.2 Cederberg GOP en die Provinsiale Groei en Ontwikkelingstrategie (PGOS) Dit is noodsaaklik dat die Cederberg GOP strategies ooreenstem met die Provinsiale Groei- en Ontwikkelingstrategie, gegewe dat hierdie strategie die toekomstige begrotingstoekennings van die Nasionale en Provinsiale sal lei. Die Provinsiale Ruimtelike ekonomie word gekenmerk deur vier ruimtelike komponente wat sleutel areas is vir ekonomiese groei en geleenthede: Streeks groei-drywers Streeks ontwikkelingskorridors Streeks vervoer korridors Leier Dorpe Die Olifantsrivier vallei is geïdentifiseer as n streeksontwikkelingskorridor. Die PGOS sê die volgende in hierdie verband: N7 spoor en pad skakel met die Noordelike deel van die Provinsie (Clanwilliam, Citrusdal en Vredendal) Versnelde groei-potensiaal: Verhoogde landbou-potensiaal langs die Olifantsriver, asook toerisme Moontlike stedelike ontwikkeling Figure 3.1: Provincial Space Economy (Source: Provincial Growth and Development Strategy, 2006) Figuur 3.1: Provinsiale Ruimtelike Ekonomie (Bron: Provinsiale Groei en Ontwikkelingstrategie, 2006) 48

49 The settlement investment priorities in the Provincial Growth and Development Strategy (see table 3.1 below) have been contextualized within the Cederberg region. A similar logic has been used to define the Macro Strategy for the municipal area. Die vestigings-investeringsprioriteite soos vervat in die Provinsiale Groei- en Ontwikkelingstrategie (sien Tabel 3.1) is gekontekstualiseer binne die Cederberg Streek. n Soortgelyke beplanningsrasionaal is aangewend in die opstel van die Makro Strategie vir die munisipale gebied. Table 3.1: Settlement Investment Priorities (Source: Provincial Growth and Development Strategy, 2006) Tabel 3.1 Vestigings-investeringsprioriteite (Bron: Provinsiale Groei en Ontwikkelingstrategie, 2006) Town Investment Dorp Investering Betty s Bay Bredasdorp Brenton-on-Sea Caledon Franskraal Groot Brakrivier Hawston Herold s Bay Jacobsbaai Jamestown Keurboomsrivier Kylemore Langebaan Malmesburg Moorreesburg Social Investment Sosiale Investering Bitterfontein Botrivier Calitzdorp Clanwilliam De Doorns De Rust Doringbaai Dysselsdorp Eendekuil Elandsbaai Friemersheim Genadendal Goedverwacht Gouda Graafwater Social & Town Investment Sosiale en Dorpsinvestering Cape Town Ashton Beaufort West* Ceres Elim Franschoek Gansbaai George* Grabouw Hermanus* Kalbaskraa Klapmuts Knysna* Oudtshoorn* Paarl* Plettenberg Bay Leader Towns Leiersdorpe Cape Town Vredendal Vredenburg/ Saldanha Malmesbury Worcester Wellington Stellenbosch Hermanus Swellendam Mosselbay Beaufort West George Hermanus Knysna Oudtshoorn Paarl Minimal Investment Minimale Investering Aghulas/Struisbaai Albertinia Arniston Aurora Barrydale Bonnievale Buffelsbaai Citrusdal Darling Dwarskersbos Ebenhaeser Gouritsmond Greyton Hopefield Jongensfontein 49

50 3.3 How to interpret and use the strategy 3.3 Hoe om die strategie te interpreteer en te gebruik Project based planning is increasingly under scrutiny due to the linear dependency and strict causal relations implied in the approach. The Macro Strategy aims to unite role-players behind shared priorities in order to enable them to engage in detail planning within their respective mandates / roles. The Macro Strategy is therefore not project orientated, but attempts to guide role-players in terms of how they should contribute to the development of the Cederberg Municipal Area. The macro-strategy is essentially a tool to assist with the following: Assist the municipality, national and provincial departments and other role-players in defining projects for certain localities; Assist in project design for specific localities; and Assist in funding approval for specific projects based on their localities. The strategy consists of two different components, namely: 1. Soft Investment 2. Hard Investment Projek gebaseerde beplanning is toenemend onder kritiek as gevolg van die liniere afhanklikheid tussen onderliggende komponente, asook die onbuigsame oorsaak-gevolg verhoudings wat deur die benadering veronderstel word. Die Makro Strategie poog eerder om rolspelers te verenig agter gedeelde prioriteite ten einde hul eie detail beplanning beter te fokus. Die Makro Strategie is gevolglik nie projek georiënteerd nie, maar is gemik daarop om rolspelers te rig oor hoe om by te dra tot die ontwikkeling van die Cederberg Munisipale Area. Die Makro Strategie is in wese n hulpmiddel om rolspelers by te staan te opsigte van die volgende: Om die munisipaliteit, nasionale en provinsiale departemente en ander rolspelers te help om die toepaslike projekte vir sekere areas te definieer; Om projek ontwerp te spesifiseer vir sekere areas; en Om befondsing goedkeuring vir projekte te rig. Die strategie behels twee komponente, naamlik: 1. Sagte Investering 2. Harde Investering Soft Investment Soft Investment refers to investment in people (human capacity), rather than fixed assets. Soft investment has both an economic and social dimension. Economic Dimension The economic dimension of social investment relates to how government and other role-players can contribute to the improvement of the local economies by creating skills necessary for economic development, and improving the mobility of individuals in towns with low growth potential. Focus: Areas with growth potential (supplement local economy) Areas with low economic potential (improve mobility) Social Dimension The social dimension refers to improving the social Sagte Investering Sagte investering behels investering in menslike ontwikkeling, eerder as vaste bates. Sagte investering het beide n sosiale en ekonomiese dimensie. Ekonomiese Dimensie Die ekonomiese dimensie van sagte investering verwys na hoe die regering en ander rolspelers kan bydra tot die verbetering van die plaaslike ekonomieë deur vaardighede te vestig, asook om die mobiliteit van mense in plekke met lae groei potensiaal te verhoog. Fokus: Areas met groei-potensiaal (as bydraend tot plaaslike ekonomie) Areas met lae groei-potensiaal (verhoog mobilteit) Sosiale Dimensie Die sosiale dimensie verwys na die sosiale welstand 50

51 welfare of the marginalized and disenfranchised groups in the region. The focus of these strategies is primarily to improve access to social and welfare related services, such as welfare grants and life-skills development. Focus: Areas with high human needs and low economic potential Linked Departments The following departments have been identified as role-players relating to soft investment in the region: Department of Agriculture Department of Community Safety Department of Cultural Affairs and Sport Department of Economic Development and Tourism Department of Health Department of Social Development Western Cape Education Department Department of Land Affairs Hard Investment Hard investment refers to infrastructure development and the creation and/or establishment of fixed assets in certain localities. Linked Departments The following departments have been identified in being of importance relating to hard investment in the region: Department of Agriculture Department of Economic Development and Tourism Department of Environmental Affairs and Development Planning Department of Health Department of Local Government and Housing Department of Transport and Public Works Department of Land Affairs Social Dimension Similar to soft investment, hard investment has both social and economic dimensions. The social dimension of hard investment refers to the provision of an acceptable level of basic services in all localities. Focus: Not subject to growth potential but rather on current minimum service levels in localities Economic Dimension Economic hard investment relates to investment for urban expansion. This includes, for example, the extension of bulk infrastructure to accommodate van die benadeelde en gemarginaliseerde groepe in die omgewing. Die fokus van hierdie strategieë is primêr op die verbetering van toegang tot sosialeen welsynsverwante dienste, soos welsynstoelae en die ontwikkeling van lewensvaardighede. Fokus: Areas met hoë menslike behoeftes en lae ekonomiese potensiaal Belanghebbende Departemente Die volgende departemente is geïdentifiseer as belangrike rolspelers ten opsigte van sagte investering in die streek: Departement Landbou Departement Gemeenskapsveiligheid Departement Kultuursake en Sport Department Ekonomiese Ontwikkeling en Toerisme Departement van Gesondheid Departement Sosiale Ontwikkeling Wes Kaapse Onderwys Departement Departement van Grondsake Harde Investering Harde investering verwys na die ontwikkeling van infrastruktuur en die skep/ ontwikkeling van vaste bates in sekere areas. Belanghebbende Departemente Die volgende departemente is geïdentifiseer as belangrike rolspelers ten opsigte van harde investering in die streek: Departement Landbou Department Ekonomiese Ontwikkeling en Toerisme Departement Omgewingsake en Ontwikkelingsbeplanning Departement van Gesondheid Departement van Plaaslike Regering en Behuising Department Vervoer en Publieke Werke Departement Grondsake Sosiale Dimensie Soortgelyk aan sagte investering, het harde investering ook sosiale en ekonomiese dimensies. Die sosiale dimensie van harde investering verwys na die voorsiening van n aanvaarbare vlak van basiese dienste in alle areas. Fokus: Nie onderhewig aan groei-potensiaal, maar eerder aan huidige minimum dienstevlakke in areas Ekonomiese Dimensie Ekonomiese harde investering verwys na investering gemik op stedelike groei. Dit sluit byvoorbeeld die uitbreiding van grootmaat dienste om mark- 51

52 market driven residential development. Focus: Areas with growth potential gedrewe residensiële ontwikkeling te diens, in. Fokus: Areas met groei-potensiaal 52

53 3.4 Overall Strategy 3.4 Oorhoofse Strategie Holistically viewed, the Macro Strategy following aims: Soft Investment has the Uit n holistiese perspektief gesien, het die makrostrategie die volgende doelwitte: Sagte Investering Soft Investment aimed at improving the local skills base should be prioritized in Clanwilliam, Citrusdal, Lamberts Bay and Elands Bay. The rational is that, since these towns will be targeted for growth, the human resources have to be unlocked and strengthened to meet the demands of growth in the identified sectors (agriculture, industrial, retail and tourism). Soft Investment aimed at improving the mobility of residents should be targeted at Wupperthal, Graafwater, Leipoldtville, Paleisheuwel and Elandskloof, since these towns have insufficient capacity for growth, and subsequently insufficient capacity to absorb the local residents into their (respective) economies. Hard Investment Major Hard Investment should be focused in the towns of Clanwilliam and Citrusdal. These two towns have strong agricultural economies, with (proportionally) significant industrial, retail and tourism development potential. Infrastructure investment should be aimed at facilitating the growth in the agricultural sector, enabling industrial development, promoting retail and tourism. Minor Hard Investment should be supported in Lamberts Bay and Elands Bay. The type of investment should be linked to tourism development and the promotion of recreational residential development. It must however, be borne in mind, that the above does not imply that the minimum municipal services should not be provided to the current residents of all towns. Sagte investering gemik op die verbetering van die plaaslike vaardigheidspoel moet gefokus wees op Clanwilliam, Citrusdal, Lambertsbaai en Elandsbaai. Die argument is dat, gegewe dat hierdie dorpe geteiken word vir groei, die menslike hulpbronne ontsluit moet word, om die behoeftes, wat met die addisionele groei gepaard gaan te kan bedien. Sagte Investering gemik op die verbetering van die plaaslike gemeenskappe se mobiliteit moet gefokus word op Wupperthal, Graafwater, Leipoldtville, Paleisheuwel en Elandskloof, gegewe dat hierdie dorpe onvoldoende kapasiteit vir groei het, en dat daar dus onvoldoende kapasiteit bestaan om die plaaslike inwoners in die onderskeie ekonomieë te absorbeer. Harde investering Grootskaalse Harde Investering moet gefokus word op Clanwilliam en Citrusdal. Hierdie twee dorpe het sterk landbou-gebaseerde ekonomieë, met (proporsionele) sterk industriële, handel en toerisme ontwikkelingspotensiaal. Infrastruktuur ontwikkeling moet daarop gemik wees om die groei in die landbou-sektor te fasiliteer, asook om industriële ontwikkeling moontlik te maak en handel en toerisme te bevorder. Kleinskaalse Harde Investering moet ondersteun word in Lambertsbaai en Elandsbaai. Hierdie tipe investering moet gekoppel wees met toerisme ontwikkeling en die bevordering van ontspannings georiënteerde residensiële ontwikkeling. Daar moet in gedagte gehou word dat die bogenoemde nie impliseer dat die minimum munisipale dienste nie voorsien moet word aan alle inwoners in al die dorpe nie. 53

54 HIGH LEVEL STRATEGY FOR HIGH LEVEL STRATEGY FOR LONG TERM DEVELOPMENT OF LONG TERM DEVELOPMENT OF MUNICIPAL AREA MUNICIPAL AREA HOё-VLAK HOё-VLAK STRATEGIE STRATEGIE VIR VIR DIE DIE LANGTERMYN LANGTERMYN ONTWIKKELING ONTWIKKELING VAN DIE MUNISIPALE AREA VAN DIE MUNISIPALE AREA Hard Investment Hard Investment Major Investment Major Investment 1. Industry (agri- and other) 1. Industry (agri- and other) 2. Retail 2. Retail 3. Tourism 3. Tourism Residential Residential Development Development Hard Investment Hard Investment Minor Tourism Minor Tourism Orientated Orientated growth growth Harde Investering Harde Investering Beperkte Toerisme Beperkte Toerisme geörienteerde groei geörienteerde groei Harde Investering: Harde Investering: Grootskaalse Grootskaalse belegging: belegging: Industrieёl (agri- en verwant) Industrieёl (agri- en verwant) Handel Handel Toerisme Toerisme Residensiële Residensiële ontwikkeling ontwikkeling Soft Soft Investment: Investment: Skills Skills development development aimed aimed at at contributing contributing to to the the local local economy economy Sagte Sagte Investering: Investering: Vaardigheidsontwikkeling Vaardigheidsontwikkeling gemik gemik om om by by te te dra dra tot tot die die plaaslike plaaslike ekonomie ekonomie Soft Soft Investment: Investment: Skills Skills Development Development aimed aimed at at increasing increasing mobility mobility Sagte Sagte Investering: Investering: Vaardigheidsontwikkeling Vaardigheidsontwikkeling gemik gemik op op die die verbetering verbetering van van individuele individuele mobiliteit mobiliteit Figuur 3.2 Overall Macro Strategy Figuur 3.2 Oorhoofse Makro Strategie The subsequent sections will focus in detail on the following: Soft Investment: Economic Development Soft Investment: Social Development Hard Investment: Backlogs Hard Investment: Economic Growth Die volgende afdelings sal in detail op die volgende fokus: Sagte Investering: Ekonomiese Ontwikkeling Sagte Investering: Sosiale Ontwikkeling Harde Investering: Agterstande Harde Investering: Ekonomiese Groei 54

55 3.5 SOFT INVESTMENT 3.5 SAGTE INVESTERING SOFT SOFT INVESTMENT INVESTMENT Invest Invest in in People People SAGTE SAGTE INVESTERING INVESTERING Investeer Investeerin in mense mense People, not places Mense, nie plekke Skills development to complement town potential Vaardigheidsontwikkeling gemik op die bevordering van dorpspotensiaal Skills development aimed at improving mobility Vaardigheids-ontwikkeling gemik op die verbetering van mobiliteit Soft Investment relates to investment in people. From a strategic perspective, social investment has two components, namely: Soft Investment relates to investment in people. From a strategic perspective, social investment has two components, namely: Economic Development: Improving human capital in order to improve access to the local economy and increasing social mobility Economic Development: Improving human capital in order to improve access to the local economy and increasing social mobility Social Social Development: Development: Improving Improving quality quality of of life life Sagte Sagte Investering Investering verwys verwys na na menslike menslike ontwikkeling. ontwikkeling. Vanuit Vanuit n n strategiese strategiese perspektief perspektief het het sosiale sosiale ontwikkeling ontwikkeling twee twee komponente, komponente, naamlik: naamlik: Ekonomiese Ekonomiese Ontwikkeling: Ontwikkeling: Verbetering Verbetering van van menslike menslike vaardighede vaardighede ten ten einde einde toegang toegang tot tot die die plaaslike plaaslike ekonomie ekonomie te te verbeter verbeter en en mobiliteit mobiliteit te te verhoog verhoog Sosiale Ontwikkeling: Die verbetering van lewenskwaliteit Sosiale Ontwikkeling: Die verbetering van lewenskwaliteit 55

56 3.5.1 Economic Development: Priority Skills Development to complement local industries This strategy aims to create an improved human resource pool to: Enable growth in towns by increasing the amount of entrepreneurs Support growth in towns by providing more skilled human resources for existing businesses and industries Government departments, NGO s CBO s and private sector role-players should focus their capacity building programmes/projects (aimed at complementing the local economy) in the high priority towns. These programmes should, in the conception stage, consider the following: Creating linkages to local industries and business to absorb the newly created capacity. Create linkages to funding institutions to promote the development of new businesses with the newly created capacity Ekonomiese Ontwikkeling: Prioriteit Vaardigheidsontwikkeling ten einde plaaslike industrieë te komplementeer Hierdie strategie is daarop gemik om n verbeterde menslike hulpbron-reserwe te ontwikkel wat: Dorpe kan laat groei deur n toename in entrepeneurs Bestaande groei kan bevorder deur meer vaardige menslike hulpbronne aan die plaaslike besighede en industrieë te voorsien Regeringsdepartemente, NRO s GBO s en privaatsektor rolspelers moet hul kapasiteitsbou programme/projekte (die programme gemik op die bevordering van die plaaslike ekonomie) fokus op die hoë prioriteit dorpe. Hierdie programme moet reeds in die konsepsualiseringsfase aan die volgende aandag gee: Die skep van skakelinge met die plaaslike industrieë en besighede om die nuut geskepte kapasiteit te absorbeer Die skep van skakelinge met befondsingsinstellings ten einde die vestiging van nuwe besighede met die nuut geskepte vaardighede te bevorder Soft Investment: Economic Development Soft Investment: Economic Development Priority Skills Development in order to complement local industry Priority Skills Development in order to complement local industry Sagte Investering: Ekonomiese Ontwikkeling Sagte Investering: Ekonomiese Ontwikkeling Prioriteitsvaardigheidsontwikkeling ten einde plaaslike industrieё te komplementeer Prioriteitsvaardigheidsontwikkeling ten einde plaaslike industrieё te komplementeer T T T T B B B A A AA T T B T T B B Skills development: Tourism Vaardigheidsontwikkeling: Toerisme Skills development: Business and Entrepreneurial skills Vaardigheidsontwikkeling: Sakevernuf en entrepeneursvaardighede Skills development: Agricultural Vaardigheidsontwikkeling: Landbou T B A Rural Landelik AA T T B A High priority Hoё prioriteit Medium priority Medium prioriteit Low priority Lae prioriteit Linked Departments / Role-players Gekoppelde Departemente / Rolspelers Economic Affairs and Tourism Agriculture Labour Land Affairs Private Sector Ekonomiese Sake en Toerisme Landbou Arbeid Grondsake Privaat Sektor Figure 3.3 Soft Investment: complementing local industries Figuur 3.3 Sagte Investering: Bevordering van plaaslike Industrieë 56

57 3.5.2 Economic Development: Priority Skills Development in order to promote mobility This strategy is aimed at increasing the mobility of residents in towns where growth is limited or nonexistent. The purpose of the strategy is to provide people in low growth towns the opportunity (through increased skill and capacity levels) to change locality in order to have a higher quality of life elsewhere. Government Departments, NGO s, CBO s and other roleplayers who are involved with capacity building in towns such as Graafwater, Elands Bay, Leipoldtville, Wupperhtal and Elandskloof, should design their programmes in such a manner in which it creates linkages to areas where the skills that were created could be utilized in other words, mobility links should be build into programmes Ekonomiese Ontwikkeling: Prioriteitsvaardigheidsontwikkeling om mobiliteit te verhoog Die strategie is daarop gemik om die mobiliteit van die inwoners van dorpe met beperkte of afwesige groei, te verhoog. Die doel daarvan is om mense in lae-groei dorpe die geleentheid te bied (deur vaardigheidsvakke en kapasiteit te verhoog) om van ligging te verander en n beter kwaliteit lewe elders te kan bewerkstellig. Regeringsdepartemente, NRO s GBO s en ander rolspelers wat betrokke is by kapasiteitsbouinisiatiewe in dorpe soos Graafwater, Elandsbaai, Leipoldtsville, Wupperthal en Elandskloof, moet hul programme op so n wyse ontwikkel dat daar voorsiening gemaak word vir skakeling met areas waar die vaardighede wat oorgedra is, gebruik kan word m.a.w. mobiliteit-koppelings moet in sulke programme ingebou word. Soft Investment: Economic Development Soft Investment: Economic Development Priority Skills Development in order to promote mobility Priority Skills Development in order to promote mobility Sagte Investering: Ekonomiese Ontwikkeling Sagte Investering: Ekonomiese Ontwikkeling Prioriteitsvaardigheidsontwikkeling om mobiliteit te verhoog Prioriteitsvaardigheidsontwikkeling om mobiliteit te verhoog T T B T B T A T T A A T T B B AA Skills development: Tourism Vaardigheidsontwikkeling: Toerisme Skills development: Business and Entrepreneurial skills Vaardigheidsontwikkeling: Sakevernuf en entrepeneursvaardighede Skills development: Agricultural Vaardigheidsontwikkeling: Landbou T B A High priority A A Improve Mobility Verhoog Mobiliteit T T B B A A Hoё prioriteit Medium priority Medium prioriteit Low priority Lae prioriteit Linked Departments / Role-players Economic Affairs and Tourism Agriculture Labour Land Affairs Private Sector Gekoppelde Departemente / Rolspelers Ekonomiese Sake en Toerisme Landbou Arbeid Grondsake Privaat Sektor Figure 3.4: Soft Investment: Promoting Mobility Figuur 3.4: Sagte Investering: Bevordering van Mobiliteit 57

58 3.5.3 Economic Development: Priority areas for enabling the youth Youth development is critical for economic development. This is a long term strategy, which will not necessarily provide economic benefits in the immediate term. All areas in the municipality are equally important with regard to access to higher education and career guidance. Priority youth development (life-skills) are, however, higher priorities in: Elands Bay; Graafwater; and The rural area in the Elephants River Valley Ekonomiese Ontwikkeling: Prioriteitsareas vir jeug-ontwikkeling Jeug-ontwikkeling is krities vir ekonomiese ontwikkeling. Hierdie strategie is het n langtermyn fokus, en ekonomiese voordele sal nie noodwendig sigbaar wees op die korttermyn nie. Alle areas in die munisipale gebied word ewe belangrik geag ten opsigte van toegang tot hoër opvoeding en loopbaan beplanning. Prioriteits-jeugontwikkeling (lewensvaardighede) is egter n hoër prioriteit in: Elandsbaai; Graafwater; en Die landelike gebied van die Olifantsrivier vallei. Soft Soft Investment: Investment: Economic Economic Development Development Priority Priority Areas Areas for for enabling enabling the the youth youth Sagte Investering: Ekonomiese Ontwikkeling Sagte Investering: Ekonomiese Ontwikkeling Prioriteitsareas vir jeug-ontwikkeling Prioriteitsareas vir jeug-ontwikkeling Y H L H L H L H L H L Access to higher education Toegang tot hoёr opvoeding Career guidance Loopbaan beplanning Priority youth development: Life skills Prioriteit jeug-ontwikkeling Lewensvaardighede H L Y Y H L Rural Landelik High priority Hoё prioriteit Y H L Medium priority Medium prioriteit Low priority Lae prioriteit Linked Departments / role-players Welfare Cultural Affairs and Sport Education Higher educational institutions Gekoppelde Departemente / Rolspelers Welsyn Kultuursake en Sport Opvoeding Hoёr opvoedkundige instellings Figure 3.5: Enabling the youth Figuur 3.5: Jeug-bemagtiging 58

59 3.5.4 Economic Development: Tourism Development and Business Development The strategy entails the development of tourism related capacity (to complement the existing potential) and the access to business development funding. Tourism related capacity refers to skills required by the local tourism sectors, such as: Field-guides (eco-tourism areas) Hospitality related skills (coastal areas) Tourism Management (business management) Capacity initiatives should be linked to the place identity and/or existing tourism sub-sectors. Access to business development refers to funding for entrepreneurs / groups who want to start their own business with funding support from donor agencies. These should be focused primarily in the towns with higher growth potential Ekonomiese Ontwikkeling: Toerisme Ontwikkeling en Besigheidsontwikkeling Die strategie behels die ontwikkeling van kapasiteitsbou gekoppel aan toerisme (komplementerend tot die bestaande potensiaal) en die verbetering van toegang tot besigheidsontwikkelingsbefondsing. Toerisme verbandhoudende kapasiteit verwys na vaardighede benodig deur die plaaslike toerisme sektore, soos: Veld-gidse (eko-toerisme areas) Verblyf-verbandhoudende vaardighede (kus-areas) Toerisme Bestuur (Besigheidsbestuur) Kapasiteitsbou inisiatiewe moet gekoppel wees aan die plek-identiteit en/of bestaande toerisme subsektore. Toegang tot besigheidsontwikkeling verwys na die beskikbaarstel van befondsing aan entrepeneurs / gemeenskapsgroepe wat ondernemings wil begin met die ondersteuning van skenker-organisasies. Befondsing moet primêr gefokus wees op dorpe met hoër groei-potensiaal. Economic Development: Economic Development: Tourism Development and business development Tourism Development and business development Ekonomiese Ontwikkeling: Ekonomiese Ontwikkeling: Toerisme ontwikkeling en besigheidsontwikkeling Toerisme ontwikkeling en besigheidsontwikkeling T T B Bird Island Bird Island Voёl Eiland Voёl Eiland T T Sandveld village Sandveld village Sandveld dorpie Sandveld dorpie T T B B Rooibos tea, wild Rooibos tea, wild flowers and Cederberg flowers and Cederberg Rooibostee, blomme en Rooibostee, blomme en Cederberg Cederberg T T Tourism Development and Marketing Toerisme ontwikkeling en bemarking Access to business development funding Toegang tot sakeontwikkelingsfondse T B T T B B High priority Hoё prioriteit Surfing Surfing Branderplankry Branderplankry T T BB Medium priority Medium prioriteit Low priority Tourism development linked to Tourism development linked to place-identity place-identity Tourisme ontwikkeling gekoppel aan Tourisme ontwikkeling gekoppel aan plek-identiteit plek-identiteit T T B B Lae prioriteit Citrus fruit and hot springs Citrus fruit and hot springs Sitrus vrugte en warmbron Sitrus vrugte en warmbron Linked Departments / Role-players Economic Affairs and Tourism Agriculture WESGRO Regional Tourism Private Sector Gekoppelde departemente / Rolspelers Ekonomiese Sake en Toerisme Landbou WESGRO Streekstoerisme Privaat Sektor Figure 3.6: Tourism and business development Figuur 3.6: Toerisme en besigheidsontwikkeling 59

60 3.5.5 Social Development: Life skills, Youth Development and Social Ills This strategy focuses on three main components: Life Skills This component of the strategy refers to basic life skills, such as basic literacy, personal health and basic rights. Information related to government services are also a critical component of life skills in this context. Youth Development In this context youth development refers to life-skills for the youth, awareness regarding social ills (crime, substance abuse), and a focus on HIV/ Aids. Alcohol and Substance abuse Alcohol and substance abuse is prevalent in the area, and initiatives to raise awareness and improve access to rehabilitation should be prioritized in the indicated towns Sosiale Ontwikkeling: Lewensvaardighede, jeug-ontwikkeling en sosiale euwels Hierdie strategie fokus op drie oorhoofse komponente: Lewensvaardighede Hierdie komponent van die strategie verwys na basiese lewensvaardighede, soos basiese geletterdheid, persoonlike gesondheid en basiese regte. Toegang tot inligting rakende regeringsdienste is ook n belangrike komponent van lewensvaardighede in hierdie konteks. Jeug-ontwikkeling In hierdie konteks verwys jeug-ontwikkeling na lewensvaardighede vir die jeug, bewusmaking ten opsigte van sosiale euwels (misdaad, middelmisbruik), asook MIV/Vigs. Alkohol- en Middelmisbruik Alkohol- en middelmisbruik kom wyd deur die gebied voor, en aksies of programme gemik op bewusmaking en rehabilitering moet geprioritiseer word in die aangetoonde dorpe. Soft Investment: Social Development Soft Investment: Social Development Life Life skills, skills, youth youth development development and and social social ills ills Sagte Investering: Sosiale Ontwikkeling Sagte Investering: Sosiale Ontwikkeling Lewensvaardighede, Lewensvaardighede, jeug-ontwikkeling jeug-ontwikkeling en en sosiale sosiale euwels euwels A L L Y Y L L L L Y A Y Y A L L Life skills Lewensvaardighede Priority youth development Prioriteit jeug-ontwikkeling Alcohol and substance abuse Policing Awareness and rehabilitation Alkohol en middel misbruik Polisiering Bewusmaking en rehabilitasie L Y A Y Y L L L L Y L L A Y Y High priority Hoё prioriteit Medium priority Medium prioriteit Low priority Lae prioriteit Linked Departments / Role-players Social Development Education Cultural Affairs and Sport SAPS NGO s Figure 3.7: Social Development Figuur 3.7: Sosiale Ontwikkeling Gekoppelde Departemente / Rolspelers Sosiale Ontwikkeling Opvoeding Kultuursake en Sport SAPD NRO s 60

61 3.5.6 Social Development: Improving the management of extreme poverty The essence of this strategy is the improvement of the lot of the extremely vulnerable section of the population. This strategy focus on two main aspects, namely Access to welfare services (both the access of the recipient to the service and the availability of the service itself) Priority poverty alleviation Provincial Departments responsible for welfare should consider this strategy during the identification and planning of projects Sosiale Ontwikkeling: Verbeterde bestuur van uiterste armoede Die kern van hierdie strategie is die verbetering van die lot van die mees weerlose gedeelte van die bevolking. Die strategie fokus op twee komponente, naamlik: Toegang tot welsynsdienste (beide die toegang van die begunstigde, asook die beskikbaarheid van die diens per sè) Prioriteit armoede verligting Provinsiale Departemente wat verantwoordelik is vir welsyn moet hierdie prioriteite oorweeg by die identifisering en ontwikkeling van projekte. Sagte Sagte Investering: Investering: Social Social Development Development Improving the management of extreme poverty Improving the management of extreme poverty Sagte Sagte Investering: Investering: Sosiale Sosiale Ontwikkeling Ontwikkeling Verbeterde Verbeterde bestuur bestuur van van uiterste uiterste armoede armoede F F A F A F Access to Welfare services Mobility of service Mobility of beneficiaries Toegang tot welsynsdienste Mobiliteit van diens Mobiliteit van begunstigdes Priority Poverty Alleviation Food security Prioriteit Armoede Verligting Voedsel Sekuriteit A F A A High priority Hoё prioriteit All rural areas All rural areas Alle landelike areas Alle landelike areas A F Medium priority Medium prioriteit Low priority Lae prioriteit Linked Departments / Role-players Social Development Internal affairs NGO s Gekoppelde Departemente/ Rolspelers Sosiale Ontwikkeling Binnelandse Sake NRO s Figure 3.8: Improving the management of extreme poverty Figuur 3.8: Verbeterde bestuur van uiterste armoede 61

62 3.5.7 Social Development HIV / Aids This strategy focuses on two primary components: Priority awareness Increased access to service Role-players involved with the management of HIV/Aids should consider these priorities, as indicated below, when doing detailed planning. Clanwilliam and Citrusdal are priority areas for awareness and VCT initiatives, while access should be improved from the smaller towns Sosiale Ontwikkeling MIV/ Vigs Hierdie strategie fokus op twee primêre komponente: Prioriteitsbewusmaking Verbeterde toegang tot diens Rolspelers betrokke by die bestuur van MIV/Vigs moet die onderstaande prioriteite integreer in hul gedetaileerdel beplanning. Clanwilliam en Citrusdal is prioriteitsareas vir bewusmaking en VCT inisiatiewe, terwyl toegang verbeter moet word vanaf die kleiner dorpe. Soft Investment: Social Development Soft Investment: Social Development Critical HIV/Aids Interventions and access to services Critical HIV/Aids Interventions and access to services Sagte Investering: Sosiale Ontwikkeling Sagte Investering: Sosiale Ontwikkeling Kritiese MIV/Vigs intervensies en toegang tot dienste Kritiese MIV/Vigs intervensies en toegang tot dienste P A P A P P A P A A P A Priority intervention Awareness VCT Prioriteit intervensies Bewusmaking VCT HIV / Aids Service Access Improve transport to current ARV service points Expand existing ARV service points MIV/Vigs Diens toegang Verbeter vervoer na bestaande TRV dienspunte Brei bestaande TRVdienspunte uit P A Improve access from smaller A Improve access from smaller towns towns Verbeter toegang vanaf kleiner Verbeter toegang vanaf kleiner dorpe dorpe Linked Departments / Role-players Gekoppelde departemente / Rolspelers High priority Hoё prioriteit Medium priority Medium prioriteit Provincial Health Global Fund NGO s Provinsiale Gesondheid Global Fund NRO s Low priority Lae prioriteit Figure 3.9: HIV/Aids Figuur 3.9: MIV/Vigs 62

63 HARD HARD INVESTMENT: Investment in in places HARDE INVESTERING: Investering in in plekke 3.6 HARD INVESTMENT 3.6 HARDE INVESTERING Backlog Priority Agterstand prioriteit Development Priority Ontwikkelingsprioriteit 63

64 3.6.1 Hard Investment: Social Development Although the municipality has fairly high levels of basic services, the main problem relates to the provision of housing. Any form of large-scale housing provision, and the subsequent access to services cannot take place without major bulk service upgrades. This state of affairs also undermines the towns ability to grow naturally, through demand and supply mechanisms. The major constraint in upgrading bulk infrastructure is the enormous costs. As indicated in an earlier section, the cost of upgrading bulk infrastructure to enable the building of houses in the three largest towns are approximately R Considering the limited resources of the municipality, the major strategy in providing these bulk services over the medium term relates to fund sourcing and phasing of projects. In this regard, these strategies are put forward: 1. Active fund-sourcing from government and funding agencies on an administrative level. 2. Active fund-sourcing from government and funding agencies on a political level. 3. Manage private sector development in such a manner that the developer subsidizes the provision of the required bulk services. The next page indicates the priority bulk infrastructure projects required to improve the social welfare of the region by unlocking the service capacity of the municipality for new housing provision. (Also refer to Annexure 3 for a comprehensive extract from the Water Service Development Plan) Harde Investering: Sosiale Ontwikkeling Alhoewel die munisipaliteit n redelik hoё vlak van dienslewering vir bestaande vestigings het, is een van die grootste probleme die voorsiening van nuwe behuising. Grootskaalse behuisingsvoorsiening kan nie plaasvind sonder grootskaalse opgradering van grootmaat dienste nie. Dit ondermyn ook die onderskeie dorpe se vermoë om natuurlik te groei deur vraag-en-aanbod meganismes. Die grootste beperking betreffende grootmaat infrastruktuur opgradering is die enorme kostes. Soos vroeër aangetoon, word die beraamde koste vir grootmaat opgraderings in die drie grootste dorpe op ongeveer R bereken. Gegewe die beperkte hulpbronne van die munisipaliteit, is die kern strategie in die voorsiening van hierdie grootmaat dienste die verkryging van befondsing en strategiese fasering van projekte. Die volgende strategieë voorgestel: 1. Aktiewe fonds-verkryging van die regering en befondsings-agenskappe op n administratiewe vlak. 2. Aktiewe fonds-verkryging van die regering en befondsings-agenskappe op n politieke vlak. 3. Bestuur van privaatsektor-ontwikkeling op so n wyse dat die ontwikkelaar die voorsiening van die nodige grootmaat dienste subsidieer. Die volgende bladsy toon die prioriteit projekte (grootmaat dienste) wat nodig is om die sosiale welstand van die gebied te bevorder deur die dienskapasiteit van die munisipaliteit te verbeter. (Verwys ook na Bylaag 3 vir n omvattende uittreksel van die Water Dienste Ontwikkelingsplan) 64

65 CEDERBERG MUNICIPALITY PRIORITY BULK INFRASTRUCTURE FUNDING REQUIREMENTS CEDERBERG MUNISIPALITEIT PRIORITEIT GROOTMAAT INFRASTRUKTUUR BEFONDSING VEREISTES TOWN / DORP UPGRADE: EXISTING TREATMENT WORKS OPGRADERING BESTAANDE SUIWERINGSWERK NEW TREATMENT WORKS NUWE SUIWERINGSWERKE NEW PUMP STATION NUWE POMPSTASIE RISING GRAVITY MAIN STYGENDE GRAVITASIE HOOFPYP BUS ROUTE BUSROETE Citrusdal Infill Sites R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Citrusdal R R R R R Lamberts Bay R R R R 0.00 R Clanwilliam R 0.00 R R 0.00 R R Clanwilliam Emergency Project Graafwater R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Elands Bay Inadequate Inadequate No Investigation No Investigation No Investigation Elandskloof No Investigation No Investigation No Investigation No Investigation No Investigation Leipoldtville No Investigation No Investigation No Investigation No Investigation No Investigation Paleisheuwel No Investigation No Investigation No Investigation No Investigation No Investigation Wupperthal No Investigation No Investigation No Investigation No Investigation No Investigation Total R R R R R TOWN / DORP UPGRADE OF EXISTING WATER NETWORK OPGRADERING VAN BESTAANDE NETWERK ADDITIONAL WATER MAINS ADDISIONELE HOOFWATER TOEVOER BOREHOLES BOORGATE RESERVOIR RESERVOIR ADDITIONAL WATER PUMP STATION ADDISIONELE WATER POMP STASIE EXTERNAL WATER SOURCE EKSTERNE WATERBRON Citrusdal Infill Sites R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Citrusdal R R R R R 0.00 R 0.00 Lamberts Bay R R 0.00 R 0.00 R R R 0.00 Clanwilliam R R 0.00 R 0.00 R R R 0.00 Clanwilliam Emergency Project R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Graafwater Inadequate R 0.00 Inadequate Inadequate R 0.00 R 0.00 Elands Bay No Investigation No Investigation Inadequate R 0.00 Inadequate No Investigation Elandskloof No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation Leipoldtville No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation Paleisheuwel No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation Wupperthal No Investigation No Investigation No Investigation No Investigation No Investigation No Investigation Total R R R R R R 0.00 TOWN/ DORP STORMWATER MAIN OUTFALL PIPE STORMWATER HOOFPYP STORMWATER DAM STORMWATERDAM Citrusdal Infill Sites R 0.00 R 0.00 Citrusdal R 0.00 R 0.00 Lamberts Bay R 0.00 R Clanwilliam R R 0.00 Clanwilliam Emergency R 0.00 R 0.00 Project Graafwater R 0.00 R 0.00 Elands Bay No Investigation No Investigation ElandsklooF No Investigation No Investigation Leipoldtville No Investigation No Investigation Paleisheuwel No Investigation No Investigation Wupperthal No Investigation No Investigation Total R R Bron: Behuisingsplan Source: Housing Plan 65

66 3.6.2 Hard Investment: Economic Development Due to the bulk infrastructure backlogs economic growth in the region is severely undermined. For any long-term economic growth the upgrade of bulk services is a pre-requisite. For future growth of towns and their environs, as indicated in the following maps, it is therefore assumed that these bulk service deficiencies will be resolved. The proposed hard investment strategies are informed by the Western Cape Spatial Development Framework, and have been localized to take into consideration local issues and development priorities Harde Investering: Ekonomiese Ontwikkeling As gevolg van die grootmaat infrastruktuur agterstande word ekonomiese groei in die area ernstig ondermyn. Die opgradering van hierdie infrastruktuur is n voorvereiste vir enige langtermyn ekonomiese groei. Vir die toekomstige groei van die dorpe en hul omgewings, soos aangetoon in die volgende kaarte, word dit dus aanvaar dat die grootmaat tekorte aangespreek sal word. Die voorgestelde harde-investering strategieë is geskoei op die Wes Kaap Ruimtelike Ontwikkelingsraamwerk, en is gelokaliseer ten einde plaaslike kwessies en ontwikkelingsprioriteite in ag te neem. Hard Investment: Hard Investment: Major Investment Major Investment Harde Investering: Harde Investering: Grootskaalse belegging Grootskaalse belegging Tourism Development Area Toerisme ontwikkelingsgebied Hard Investment Hard Investment Minor tourism orientated growth Minor tourism orientated growth Harde Investering Harde Investering Beperkte toerisme georiënteerde groei Beperkte toerisme georiënteerde groei Linking Hard Investment with Western Cape Spatial Development Linking Hard Investment with Western Cape Spatial Development Framework Framework Koppeling van Harde Investering met die Wes Kaapse Ruimtelike Koppeling van Harde Investering met die Wes Kaapse Ruimtelike Ontwikkelingsraamwerk Ontwikkelingsraamwerk Development corridor Ontwikkelingskorridor Figure 3.10: Infrastructure spending aligned with Provincial Spatial Development Framework Figuur: 3.10: Infrastruktuur spandering belyn met die Provinsiale Ruimtelike Ontwikkelingsraamwerk 66

67 3.6.3 Economic Growth: Residential Development Note: The strategies indicated in this section are primarily applicable to the municipality. In other words, it refers to erven/housing developed by the municipality. Private developments are based on economic principles of demand/supply. In practice this implies that the economic viability of a development venture is determined prior to such a development. Given the above, the municipality should support these developments based on the findings of the respective impact studies which precedes such developments Ekonomiese Groei: Residensiёle ontwikkeling Nota: Die strategieë aangetoon in hierdie afdeling is hoofsaaklik gemik op die munisipaliteit. Dit verwys na erf/behuising ontwikkeling wat deur die munisipaliteit gedryf word. Privaat ontwikkelings is grotendeels gebaseer op die ekonomiese beginsel van vraag en aanbod. In die praktyk impliseer dit dat die ekonomiese volhoubaarheid bepaal is voor die aanvang van so n ontwikkeling. Met bogenoemde in ag geneem, moet die munisipaliteit hierdie ontwikkelings ondersteun afhangend van die impak-studies wat sulke ontwikkelings voorafgaan. Residential development is one of the most important drivers of growth. The lack of residential access undermines the growth of towns, as people have to locate elsewhere. For the purposes of future development, residential development is classified as follows: Future subsidized housing This relates to low-income housing development driven by government. The future development of this type of development should have some spatial logic, in order to prevent the creation of poverty pockets. Middle income development There is an increased demand for middle-income housing. This development type is associated with: o Medium density single residential housing o Group/Town housing o High density housing (flats, etc) The provision of this type of development should correspond to towns which have growing economies. High Income development This type of development is associated with: o High value primary dwellings (low density single residential; estates and related) o Second dwellings / leisure and/or recreation housing. This type of development should therefore be situated in areas with the appropriate tourism/recreation attraction. Residensiёle ontwikkeling is n belangrike stu-krag vir groei. Die tekort aan toegang tot behuising ondermyn die groei van dorpe, aangesien mense elders moet vestig. Met die oog op toekomstige residensiёle ontwikkeling word die volgende klasse gebruik: Toekomstige gesubsideerde behuising Hierdie tipe ontwikkeling hou verband met laeinkomste behuising ontwikkeling gedryf deur die regering. Hierdie ontwikkelingstipe moet binne die konteks van ligging gesien word, ten einde die skep van armoede nodusse te voorkom. Middel inkomste Ontwikkeling Daar is n toenemende vraag namiddel-inkomste behuising. Die volgende ontwikkelingstipes word ingesluit: o Medium digtheid enkel residensiële behuising o Groeps- en dorpsbehuising o Hoë digtheid behuising (woonstelle, ens.) Die voorsiening van hierdie tipe ontwikkeling moet ooreenstem met dorpe wat groeiende ekonomieë het. Hoë inkomste ontwikkeling Hierdie tipe ontwikkeling word geassosieer met: o Hoë waarde primêre wonings (lae digtheid enkel residensiël; landgoed en verbandhoudend) o Tweede huise en/of ontspanningsverwante behuising Hierdie tipe ontwikkeling moet gevolglik gefokus word in areas wat die toepaslike aantrekkingskrag het. 67

68 Hard Investment: Economic Development Hard Investment: Economic Development Residential Growth: Future Residential Development Residential Growth: Future Residential Development Harde Investering: Ekonomiese Ontwikkeling Harde Investering: Ekonomiese Ontwikkeling Residensiёle Groei: Toekomstige residensiële ontwikkeling Residensiёle Groei: Toekomstige residensiële ontwikkeling L L M L L H H L L MM HH Residential Growth New low cost housing development excluding current backlogs Middle Income residential development High income residential development Residensiële Groei Nuwe gesubsideerde behuising, uitgesluit huidige agterstande Middel inkomste residensiёle ontwikkeling Hoё inkomste residensiёle ontwikkeling L M H Tourism corridor Toerisme korridor L M M H Agri-industrial development corridor Agri-industriële ontwikkelingskorridor Linked Departments / role-players Future residential development not encouraged Future residential development not encouraged Toekomstige residensiële ontwikkeling nie ondersteun Toekomstige residensiële ontwikkeling nie ondersteun Gekoppelde Departemente / Rolspelers High priority Hoё prioriteit Medium priority Medium prioriteit Local Government and Housing West Coast District Municipality Private investors Plaaslike Regering en Behuising Weskus Distrikmunisipaliteit Private ontwikkelaars Low priority / low feasibility Lae prioriteit / lae wenslikheid Figure 3.11: Future Residential Development Figuur 3.11: Toekomstige Residensiële Ontwikkeling Hard Hard Investment: Investment: Economic Economic Development Development Residential Residential Growth: Growth: Bulk Bulk infrastructure, infrastructure, attractiveness attractiveness Harde Harde Investering: Investering: Ekonomiese Ekonomiese Ontwikkeling: Ontwikkeling: Residensiële Groei: Grootmaat dienste en aantreklikheid Residensiële Groei: Grootmaat dienste en aantreklikheid Bulk Infrastructure capacity to support residential growth Grootmaat infrastruktuur kapasiteit om residensiële groei te ondersteun B B A B S S A S S Tourism corridor Toerisme korridor BB AA BB S S A A A A S Increasing the attractiveness of towns by improving their appearance Verbeter die aantreklikheid van dorpe deur die voorkoms te verbeter Increasing the attractiveness of towns by improving the safety Verbeter die aantreklikheid van dorpe deur die veiligheid te verbeter High priority A S Hoё prioriteit Agri-industrial development corridor Agri-industriële ontwikkelingskorridor Linked Departments / role-players Local Government and Housing Public Works and Transport DBSA Gekoppelde Departemente / rolspelers Plaaslike Regering en Behuising Publieke Werke en Vervoer OBSA Medium priority Medium prioriteit Low priority / low feasibility Lae prioriteit / lae wenslikheid Figure 3.12: Bulk Infrastructure and Attractivness Figuur 3.12: Grootmaat dienste en aantreklikheid 68

69 3.6.4 Economic Growth: Industrial / Retail and Tourism Development The economic sectors of the region have been identified as: Retail; Tourism; and Agriculture. These sectors will therefore act as strategic directives for infrastructure and fixed asset development not related to residential development The municipality should create a conducive climate to support the economic sectors. The following is of importance: Long term support to the agri-industrial development corridor (Elephants River Valley) Long term support for the tourism corridor along the West Coast Ekonomiese Groei: Industriële / Sake en Toerisme ontwikkeling Die ekonomiese sektore van die area is geïdentifiseer as: Handel; Toerisme; en Landbou. Hierdie sektore moet gevolglik as strategiese rigtingwysers gesien word vir infrastruktuur ontwikkeling en vaste bate ontwikkeling wat nie gekoppel aan residensiële ontwikkeling is nie. Die munisipaliteit moet poog om n klimaat te skep wat bevorderlik is vir die primêre ekonomiese sektore. Die volgende is van belang: Lang-termyn ondersteuning aan die agriindustriële ontwikkelingskorridor in die Olifantsriviervallei Lang-termyn ondersteuning aan die toerisme korridor langs die Weskus Hard Investment:Economic Development: Hard Investment:Economic Development: Retail, Industry and Tourism: Business and Industrial Expansion Retail, Industry and Tourism: Business and Industrial Expansion Harde Investering: Ekonomiese Ontwikkeling Harde Investering: Ekonomiese Ontwikkeling Handel, Industrieë en Toerisme: Besigheids- en Industriële Uitbreiding Handel, Industrieë en Toerisme: Besigheids- en Industriële Uitbreiding B I I BB I I MM Increased availability of business site Vermeerder die beskikbaarheid van sakepersele Increased availability of industrial sites Vermeerder die beskikbaarheid van industriële persele Creating business site "stock Skep van sakeperseel voorraad Creating industrial site "stock Skep van industriёle perseel voorraad B I B B I I M Tourism corridor Toerisme korridor Agri-industrial development corridor BB II MM Market Infrastructure Mark infrastruktuur Infrastructure related to formal, semi-formal and informal markets Infrastruktuur verwant aan formele, semiformele en informele markte M Agri-industriële ontwikkelingskorridor High priority Hoё prioriteit Linked Departments / role-players Economic Affairs and Tourism Agriculture Public works and Transport Local Government and Housing Gekoppelde Departemente/ Rolspelers Ekonomiese Sake en Toerisme Landbou Publieke werke en Vervoer Plaaslike Regering en Behuising Medium priority Medium Prioriteit Low priority / low feasibility Lae prioriteit / lae wenslikheid Figure 3.13: Retail, Industry and Tourism infrastructure expansion Figuur 3.13: Handel, Industrieë en Toerisme infrastruktuur uitbreiding 69

70 Hard Investment: Economic Development Hard Investment: Economic Development Retail, Retail, Industry Industry and and Tourism: Tourism: Attractiveness Attractiveness Harde Harde Investering: Investering: Ekonomiese Ekonomiese Ontwikkeling Ontwikkeling Handel, Industrie en Toerisme: Aantreklikheid Handel, Industrie en Toerisme: Aantreklikheid I I B B B B T T T T Tourism corridor Toerisme korridor B B I I BB I I T T B B T T T T Attractiveness: Industry Aantreklikheid: Industrieë Attractiveness: Retail Aantreklikheid: Handel Attractiveness: Tourism Aantreklikheid: Toerisme Quality of place specific services in industrial areas Kwaliteit van plekspesifieke dienste in industriële areas Attractiveness of service package in CBD's Aantreklikheid van dienste in sake gebiede Quality of service in relation to tourism Kwaliteit van dienste ter ondersteuning van toerisme Agri-industrial development corridor Agri-industriële ontwikkelingskorridor High priority Hoё prioriteit Linked Departments / role-players Economic Affairs and Tourism Agriculture Public works and Transport Local Government and Housing Gekoppelde Departemente/ Rolspelers Ekonomiese Sake en Toerisme Landbou Publieke werke en Vervoer Plaaslike Regering en Behuising Medium priority Medium prioriteit Low priority / low feasibility Lae prioriteit / lae wenslikheid Figure 3.14: Retail, Industry and Tourism increasing attractiveness Figuur 3.14: Handel, Industrieë en Toerisme verhoogte aantreklikheid 70

71 3.6.5 Economic Growth: Transport Transport creates economic opportunity and growth through improved access. The most critical transport link in the Cederberg Municipal Area is the N7 which connects the Western Cape with the Northern Cape. This road carries significant volumes of traffic and has a high accident frequency. Major transport initiatives required to stimulate growth in the area are: Improving the N7 Improving the access to the tourism corridor from the south Clanwilliam town centre and industrial access Public transport is also part and parcel of the overall transport system active in the region. Public transport should promote the mobility of all residents in the region, especially those residents living in areas with low growth potential. Public transport improvements include: Development of taxi routes (operators) Development of public transport infrastructure (taxi-ranks) Ekonomiese Groei: Vervoer Vervoer lei tot ekonomiese geleenthede en groei deur verbeterde toegang. Die belangrikste vervoerskakeling in die gebied is die N7 roete wat die Wes Kaap met die Noord Kaap verbind. Die pad dra hoë verkeersvolumes en het n hoë ongeluksyfer. Grootskaalse vervoer inisiatiewe wat kan bydrae tot groei in die area sluit in: Verbetering van die N7 roete Verbetering van toegang na die toerisme korridor vanaf die suide Clanwilliam dorpskern en industriële toegang Publieke vervoer is n belangrike deel van die algehele vervoerstelsel in die gebied. Publieke vervoer moet die mobiliteit van al die inwoners in die gebied bevorder, veral die inwoners van dorpe met lae groei. Verbetering van publieke vervoer sluit in: Ontwikkeling van taxi-roetes (operateurs) Ontwikkeling van publieke vervoer infrastruktuur (staanplekke) Hard Investment: Economic Development: Hard Investment: Economic Development: Transport Transport Harde Investering: Ekonomiese Ontwikkeling: Harde Investering: Ekonomiese Ontwikkeling: Vervoer Vervoer Improve infrastructure Verbeter infrastruktuur Improve access Public transport Verbeter toegang tot Publieke Vervoer Tourism corridor Tourism corridor Toerisme korridor Toerisme korridor Improve physical mobility Verbeter fisiese mobiliteit Linked Departments / role-players SANRA Public works and Transport WCDM Agri-industrial development Agri-industrial development corridor corridor Agri-industriële ontwikkelings Agri-industriële ontwikkelings korridor korridor Linked Departments / role-players SANPA Publieke werke en Vervoer WCDM High priority Hoё prioriteit Medium priority Medium prioriteit Low priority / low feasibility Lae prioriteit / lae wenslikheid Figure 3.15: Transport Figuur: 3.15: Vervoer 71