This is the first phase in the final review of the current IDP, after June we will start the process of setting new goals as a council for the development of Kannaland and. The game plan referred to in municipal terms above is called the Integrated Development Plan of the Municipality. Section B: This section provides a situational analysis of the municipal area using available sources of statistical data, including the 2001 census and the 2007 community survey.
Section D: This section emphasizes the spatial realities of the municipal area. Section E: Discusses sector strategies and sectoral engagement. Being the poorest municipality of the Western Cape Limited bulk water storage capacity in the municipal area. Ensure sustainable livelihoods through the integrated development of all the assets of the Kannaland Municipality, including human capital, social capital, natural capital, physical capital, financial capital and political capital.
Informs other components of the municipal business process, including institutional and financial planning and budgeting; and. Promote the municipal area and ensure that provincial and national management departments take note of the existence of Kannaland as the poorest municipality in the Western Cape.
SITUATIONAL ANALYSIS
- EDUCATION 2001
- CRIME
- ECONOMIC OVERVIEW
- ECONOMIC CONTRIBUTORS
- EMPLOYMENT 2001
- LEVEL OF INCOME
- INFRASTRUCTURE
- WATER
- SANITATION 2007
- ENERGY FOR COOKING
- ENERGY FOR HEATING
- ENERGY FOR LIGHTNING
- HOUSING
- HOUSING
- FINANCE AND ADMINISTRATION
Workshops were planned, coordinated and presented in the five wards as indicated in the table below. The outcomes of these participation sessions were recorded and documented for further prioritization and strategizing with the Municipal Council, Departments, Sector Departments, Business, NGOs and all the relevant parties involved in the vision of the future of the Kannaland community. Agriculture followed by manufacturing continues to be the main driving forces in the local economy and opportunities exist to broaden this sector's contribution through joint programs with national \provincial sector departments.
This represents approximately a 12.30% increase in the total number of individuals and a 20.40% increase in the total number of households living in According to the 2008 Stats SA Community Survey, 7.4% of the population have no education at all, 31.1% have had some primary schooling, 6.8% have only completed primary schooling, and 27.48% have some secondary education. By analyzing the above, it is found that basic education is still compulsory in the Kannaland municipal area.
There is also a need for skills training and facilities to do this, whereas the municipality experienced an unemployment level of 4.24% in the year 2001, the 2007 percentage provides 3.58. is dependent on seasonal work and economically active, should not be isolated. Also added is a total number of individuals who receive no income and the % of the population who are dependent on some form of government subsidy to maintain a healthy life.
Apart from general assaults, drug-related crime in the Kannaland municipal area remains relatively stable. One reason for this can be attributed to the level of income and the fact that the majority of the population is dependent on public subsidies. Thorough community upliftment, local economic development, HIV/AIDS, equality, youth development and environmental and infrastructure planning are included in the IDP.
Although the provision of housing is not established as a municipal function in the Constitution of the Republic of South Africa 1996 (Act 108 of 1996), Kannaland, like municipalities throughout South Africa, still act as the humble agent in delivering homes to the poorest of the poor. Thus, in total, about 7% of the total population of Kannaland Municipality are awaiting entry into their homes. HIV/AIDS and tuberculosis can be considered the leading causes of death in communities across South Africa.
HIV/AIDS should therefore also be seen as one of the key issues to be addressed by this IDP. The increase in the number of orphans and projects, poverty will eventually force the government to spend more on social activities rather than on capital infrastructure, which drives economic development. The municipal area is served by one provincial hospital, which is located in the town centre. and apart from the Van Wyksdorp area, all other areas within the Kannaland Municipality's boundaries have access to a building clinic structure that operates on a daily basis.
COUNCIL AND COMMITTEES
ZOAR
CALITZDORP
KANNALAND SWOT ANALYSIS
SECTION C: STRATEGIC THRUSTS
NATIONAL AND PROVINCIAL PERSPECTIVE
Ensuring coordination and cooperation of various stakeholders in the delivery of development in an integrated and sustainable manner. Unlocking the development potential of the area, especially tourism and indigenous knowledge and mobilizing investments due to uniqueness. To ensure that everyone will be active in the economy and use technology to our advantage.
To attract and retain a highly skilled workforce and ensure that literacy and numeracy levels are above average. The three main driving forces for development within Kannaland municipality include Human Development, Economic Development and Sustainable Service Delivery. Human Development Education, Skills and Information Support, Social Development, Health & HIV Aids Sustainable Service Delivery Institutional, Municipal services at.
The relationship between the strategic objectives of Kannaland Municipality and those of Eden District Municipality and the provincial and national government is as follows.
2010/11 INTERVENTIONS
Infrastructural and
Financial Sustainability
SPATIAL DEVELOPMENT FRAMEWORK OF KANNALAND
Calitzdorp
Ladismith
Vanwyksdorp
Zoar
PHASES
POTENTIAL AREAS
Promotion of sustainable agricultural practices
Conservation of Natural Resources and Assets
Sustainable Resource Management
Adapting to Climate Change
SECTOR PLANS AND SECTOR INVOLVEMENT
Skills development should be seen as a priority, which has been emphasized in public participation processes. A study conducted by Kwezi V3 provided the following regarding solid waste in Kannaland Municipal Area. The municipality does not have fixed guidelines that would determine the level of equipment replacement - with the average age of the waste.
No official waste minimization strategies are carried out within the municipal area and need to be established. Van Wyksdorp needs a new landfill and the existing site must be allowed for closure. Although the Municipality has comprehensive by-laws, they do not address all their existing needs or those of the public and environment.
Registration of waste collection and disposal according to area, waste type and volume should be maintained and refined. Kannaland has a number of (identified) new and future developments that should be taken into account. Future water security was one of the main concerns during the public participation processes and the provision of bulk water supply systems is an important aspect that should be considered by Kannaland Municipality in the 2010/11 financial year and also requires a bulk water supply master plan. .
An important initiative to be considered by the municipality is the drafting of a road master plan. According to the assessment, the "poor" and "very bad" condition - both in surface and structure - are well above the maximum allowed. The most alarming thing is that the percentage that can be evaluated from "weak" to "very weak" exceeds the maximum allowed by 8%.
If the necessary funds are not provided to rehabilitate the network, the percentages will increase and will lead to the collapse of the network. It is recommended that an assessment of the unpaved roads in the municipal area be prepared per The first in a series of meeting between sector department and role players in Kannaland was held and sector department involvement will be clarified in future sessions, however, it should be noted that as a third generation IDP develops, councilors must take ownership of the process success.
FINANCIAL PLAN
PERFORMANCE MANAGEMENT
Anti corruption plan
It sets out how anyone can gain access to information held by the state with the aim of promoting transparency and good governance. It ensures that decisions affecting the public are made in a manner that is procedurally fair and gives people the right to request written reasons for decisions. The Public Finance Management Act (No. 1 of 1999) sets out requirements for the management of public finances at national, provincial and local levels.
Requires the municipality to develop an integrated development plan that includes an anti-corruption strategy. As part of the IDP, the municipality commits to developing and formally adopting an anti-corruption strategy.
LGTAS
Define requirements for handling public finances at the national, provincial and local levels. Planned intervention in IDPs. therefore requires the municipality to prepare an anti-corruption strategy to address prevention, detection and awareness. Prepare and implement their tailored return strategies to be included in IDPs and their budgets by March 2010.
It will be included in the final review of the IDP in May 2010 after completing the required participation process.). By July 2010, all municipalities will fully implement the national and their own turnaround strategy. Five strategic objectives have been identified as the key drivers of LGTAS to rebuild and improve the basic requirements for a functional, responsive, successful, efficient and responsible enterprise.
Ensure key administrative and institutional systems are in place and operational. Ensure that communities and other development partners are mobilized to work with municipalities in the delivery and development of services.
