IDP
IDP Overview
The IDP Framework for the district which is informed by certain responsibilities entrusted to district and local municipalities in terms of legislation. The Framework was prepared jointly by all the municipalities within the district, with the district municipality playing a leading role.
The Framework is binding on all the municipalities in the district.
Download all IDP Documents below:
IDP 2022-2023
Download all 2022-2023 IDP Below
Final 5th Generation IDP (2022-23 – 2026-27) May 2022
29.09 MB | 1409 downloads
Draft 5th Generation IDP (2022-23 – 2026-27)
25.31 MB | 2351 downloads
Draft 5th Generation IDP (2022-23 – 2026-27)
ACTION MINUTES RAADSNOTULE 24 MAART 2022
5.29 MB | 920 downloads
ACTION MINUTES RAADSNOTULE 24 MAART 2022
The objectives of the District’s Framework are:
- To serve as guiding model for integrated development planning by the CWDM & local municipalities.
- To involve and integrate all relevant role-players.
- To ensure that all the local authorities in the district fulfill the responsibilities entrusted to them by legislation in the form of powers & functions.
- To bring about cooperative governance in regional context and to align and coordinate development planning at local government level.
- To guide the modus operandi of local government, in particular with regard to aspects of integrated development.
- To ensure that the needs of communities & interest groups are identified, acknowledged and addressed.
- To ensure and coordinate the effective use of resources (financial, human & natural).
- To keep up to date with legislation.
- To ensure that the above-mentioned approved policy and strategies are taken into consideration in future development planning in the Cape Winelands.
- The municipality’s IDP Framework model stems from its mission to ensure a safe, prosperous and united Cape Winelands, where all its people enjoy high standards of living.
Public Participation
The CWDM recognises the need to maintain continual engagement with the public. The municipality requires the expertise and inputs of civil society to optimise the process of strategy development. The public also plays a vital role in the monitoring of municipal performance, and ensuring the accountability of the CWDM.
To integrate the public in the development and review of the IDP, the CWDM developed a Process Plan for public consultation. The plan specifies timeframes for the IDP annual review process, and identifies target groups to be consulted in civil society. The KPAs and KPIs are also published for public comment during the IDP review process.
A further development that facilitates an on-going liaison with the public is the development of Representative Forums for civil society. The Representative Forums will be launched and undergo training in 2004/2005. These Forums will unite various stakeholders and experts in different sectors, who will advise government on strategic areas.
The IDP Process
The IDP was reviewed after a detailed analysis of the changes in functions, demographics, resources and socio-economic profile of the district. A series of public meetings were held to discuss with communities their needs/priorities and strategies to address these needs.
Based on the enormous needs the CWDM adopted a strategic approach to prioritise needs and develop an IDP.
IDP Strategy
In terms of addressing the legacies that the CWDM has inherited the municipality adopted a two-fold strategy of providing Human Security and fostering development. This strategy envisages that vulnerable people are provided with basic services in order to fulfill the requirements of Chapter 2 of the constitution, and maximise efforts to reduce poverty in a sustainable manner.
Thus the key development tenet that underpins the CWDM’s IDP is its multi-focused strategy that is designed to foster sustainable development.
The strategy is based on:
(a) Human Security
In this regard there is recognition that sustainable human development is inextricably linked to human security. This includes the need to provide constitutionally mandated basis services such as human rights, income security, security of tenure, public safety, food security, security of basic services (water, sanitation, waste removal, household energy requirements, and access to other local government services in a non-discriminatory manner), education, as well as health care. Particular emphasis is placed on the rights of children, Section 28, to access such services. These services must be provided in a progressive manner.
(b) Development (Capital Formation and enhancing opportunities)
While facilitating and providing vulnerable communities with services to sustain basic human security, the CWDM simultaneously or successively facilitates economic growth and sustainable development.
In the context of the Cape Winelands these include:
- Capital Formation and Enhancement
- Opportunities
These programs are designed to progressively graduate poor people out of a life of poverty.
The programs include:
- Physical Capital Investment
- Provision of infrastructure and Land to facilitate and sustain economic growth.
- Human Capital Development
- These include building an appropriate skills base to sustain and enhance economic growth.
- Intellectual and Financial Capital Support
- Provide technical and financial assistance to emerging companies, with a specific emphasis on empowering groups and communities that were previously disadvantaged.
- Social Capital & Opportunities
- Increase access to existing opportunities, create new opportunities to improve and sustain livelihoods and economic growth.
(c) Empowering Processes
The CWDM recognizes that the improvement of human security and promotion of developmental objectives cannot occur without empowering processes ensuring high levels of community involvement. This must be provided in a manner that empowers people and community based institutions.
Key principles that underpin this approach includes:
- Access to information
- Transparency in governance
- Administrative justice
- Sound criteria for decision making
- Effective governance and oversight by elected officials and communities
- Efficient resource utilization and proper financial management
- Performance monitoring
- Ons Sê
The “Ons sê” model was developed by the CWDM to assist in weighting projects based on community needs.
The model is underpinned by the following factors:
- Integrated and single government to avoid duplication of services.
- Sustainable development principles.
- Development Strategy of CWDM – “Pro Poor Bias”
- Balancing investment with impact and recurrent requirements; which reduce contingent liabilities.
- Management and implementation capacity.
- Good governance
- Community Empowerment
- The model weights projects, from different perspectives (political, management and community) and provides a composite score. This approach has assisted the CWDM with balancing a strategic and project management approach.
IDP Review
Section 34 of the Municipal Systems Act requires municipal councils to review their IDPs annually. Integrated development planning is a dynamic, continuous process that must respond to changing circumstances, demands and municipal functions. The IDP annual review ensures that the municipality remains flexible and responsive to changes, without losing sight of the vision and long-term objectives of the CWDM. The review process also ensures that the municipality’s resources are directed at the delivery of projects and programmes that meet strategic development priorities and performance targets.
The needs reflected in the IDP are based on public participation inputs from all stakeholders in the five B-municipalities and provincial departments. In undertaking the review it has become necessary to revisit the original needs and objectives to determine how conditions might (or might not) have changed to influence the IDP.
The table below outlines the IDP annual review process undertaken between June 2004 and June 2005. It also illustrates the simultaneous alignment of the municipality’s budget and the new Performance Management System with the reviewed IDP, as well as the high level of public participation during the review process.
Alignment of IDP/Budget/Performance Management
During the IDP review process, both the performance (under the performance management system) and budget of the CWDM are simultaneously reviewed. Through this coordinated assessment, the IDP is aligned with the budget and delivery capacities of the municipality. In 2004 the process followed by the CWDM allowed for easy alignment of the IDP, budget and performance management.
The strategic approach adopted by the CWDM underpins the alignment which includes:
- Resource envelope must maximise strategic objectives of CWDM.
- Budget reflects the IDP with clear outputs and expenditure allocations.
- IDP Strategy and Budget is output and outcome focussed.
- In this context the IDP, Budget, PMS is inextricably linked.
Household and Business Perception Survey
In 2004, the Planning Implementation and Management Support Centre (PIMS) conducted an extensive survey of businesses and households in the CWDM area in support of the Performance Management System developed in 2003 and 2004. The survey measured the satisfaction levels of 1000 businesses and 1600 households with regards to service delivery in their area. Following a similar survey conducted in 2003, the 2004 survey reveals a three-year trend in perceptions of delivery-performance, and was extended to 2005. The survey provides a novel basis for the identification, comparison, and measurement of municipal delivery and specification of performance standards. It is also used to ascertain the technical support requirements of business and current status of the CWDM’s system of levy collection.
Strengthening Intergovernmental Relations
A key aspect of integrated development planning is the improvement of intergovernmental links and communication to enhance coordination and facilitate the sharing of best practices. In 2002/03, an IDP Managers Forum and a District Advisory Forum for Mayors were established for these purposes. These forums have met regularly over the past year. However, they have not yet been utilised to their full potential. This remains a challenge for 2006, but one that will be faced head on with the assistance of the Intergovernmental Relations Bill that identifies a process to facilitate intergovernmental co-operation. The cooperation the district municipality received from local municipalities during the IDP Hearings held in May 2005, formed a strong foundation for intergovernmental relations in future.
Contact us for more information:
Natalie Fortuin – IDP Coordinator
