Vision & Mission
Hessequa has the history of a municipality that aims to be an excellent local government. As communities suffer the negative effects of very real economic strain, the municipality finds itself in a place where the sustainability of our budgets is becoming a very real challenge. Within this context, the 4th Generation Integrated Development Plan played an immensely important role to keep decision making objective.
The IDP facilitated the development of a set of strategic objectives and a roadmap at the hand of pre-determined objectives to ensure that focused impacts can be made in the coming 5 years. At the hand of area based planning methodologies the IDP has restructured planning in such a way that the reader will be able to see exactly what will be happening in his/her community within the coming years. This was strengthened by the commitment of council to approve a three year budget. This allows for the improvement of all processes that influence service delivery to the public and can the way forward be communicated better to all communities.
The newly elected ward committee structure ensures the relationship with all communities, as we are committed to the inclusion of residents in municipal processes. Several representative platforms are also included in the ward committee structures.
However, it is important to note that Hessequa is experiencing serious pressure on its sources of income together with rising cost factors. Objective planning needs to be continued throughout the cycle of the 4th Generation IDP, together with proper monitoring of progress on goals as provided in the National Development Plan and the Hessequa Long Term Financial Plan. The management of organisational performance in delivery on the goals set out in the IDP is of utmost importance to ensure the continued delivery of services to our communities in a manner that enhances their quality of life.
The IDP started to facilitate a renewed process of joint planning with all spheres of government to ensure that people are placed first when it comes to client services. Pro-active action plans are formalised to limit the impact of disasters on our residents and all of these strategic issues find their origin in the IDP.
One fact continues to surface in the content of the IDP and it tells us that our future is in the hands of all. Communities need to pick up their responsibility to join government forces and make the Hessequa dream a reality. The diverse nature of the Hessequa region is an asset and it needs to be considered something to be proud of. As Hessequa Municipality reaches for new heights, we look forward to a strengthened commitment of accountability to communities.
Residents of the Hessequa municipal area, Tourists, Investors and all readers of this document, please allow me to share with you a brief overview of what this 2017 to 2022 document involves.
In my capacity as Executive Mayor, I am assigned the responsibility of managing the preparation of the Integrated Development Plan and can I confirm that we adhere to the process of compiling this document as captured in the municipal system act (Act 32 of 200) section 25. This is thus the principal strategic document of the new council that was elected in August 2016. This municipality will under my leadership strive to give effect to the Integrated Development Plan and conduct its affairs in a manner that is consistent with the plan, which guides and informs all planning, budgeting, management and decision-making in a municipality, as stipulated in section 36 of the Municipal System Act.
In terms of our vision, A Caring, Serving and Growing Hessequa, we added some “colour”, this is to visually emphasise and recognise our people and their Social, Economic and Environmental well-being within the vision.
Infrastructure development and sustainability of municipal services is a critical factor in the development of this Integrated Development Plan. The review of our Spatial Development Framework allows for better managing of the spatial environment and enhance social partnerships and bringing private sector closer to the poor. Support from National and Provincial Government is critical to improve the safety and well-being of our communities and will we make use of each and every platform to present the needs of the Hessequa people to the different role-players at all levels.
Human Settlements and Disaster Management needs better public partnerships and community involvement. A new approach is needed to improve the access to adequate housing and disasters like fires in our area. Landfill sites and water storage is also a major challenge for us, but will we manage the situation with special projects and strategies. Backyard dwellers are a priority and better understanding and research is needed to determine what support could be provided to families living in these conditions as they wait to be benefit from housing subsidies. The list goes on and on but with proper consultation, support from all stakeholders and a positive approach Hessequa can continue to improve and live up to our vision.
The document also reflects the diverse nature of all our towns, their access to services and their development priorities. The vast geographical layout of our municipal region adds a unique challenge to improve all our service standards. Public participation and improved communication need to break the barrier informing all residents, including rural areas, of short and long term projects. We will strive to bring services closer to all residents as we do care, serve and actively grow our beautiful Hessequa region.
Executive Mayor, Clr. G Riddles
|#||Department||Directorate||PDO List||5 Year Achievements|
|1||Housing||Director: Community Services||Addressing Housing need of more Beneficiary Categories||Back-yard Dwellers, GAP Planning, Emergency Housing|
|2||Community Safety||Community Safety Services Development||Fire Safety Service, Law Enforcement Expansion|
|3||Social Development||Social Development Strategy Development and Implementation||Expanded funding, Coordination of Integrated Initiatives, Drug Related Action Plans, ART Action Plans, Support to ECD Facilities|
|4||Human Resource||Director: Corporate Services||Personnel Development and Improved Management||Planned Skills Development Interventions, Organisation Review|
|5||Property Administration||Effective Utilisation of Municipal Properties||Investment and development, Access to Facilities, Development of Municipal Facilities|
|6||ICT||Systems and Governance Improvement (ICT)||Enhanced Systems for e-Government services|
|7||Libraries||Continued Delivery of Public Library Service||Expanding e-Services and information access|
|8||Town Planning||Director: Development Planning||Secure and Improved Spatial Planning Service||E-Systems, Security of Information, Review of Service Standards, Capital|
|9||Building Control||Responsive Development Planning||E-Systems and Revised Service Standards|
|10||Environmental Management||Environmental Planning and Management||Equipment and Personnel, Alien Vegetation Eradication, Waste Management, Water Source Management|
|11||LED||Implementation of Economic Development Strategy||PPPFA, Opportunities to develop economy, Incentive Policy / Framework|
|12||Income||Director: Finance||Revenue Enhancement and Management of Properties||Policy Review in terms of Sale of Investment Properties / Land|
|13||Income||Affordability Review of Tariffs and Poor Household Support||Review of Tariff and Cost of Maintenance, Review of Indigent Policy|
|14||Supply Chain Management||Efficient Procurement Processes||PPPFA Implementation|
|15||CFO||Sustainable Financial Management||Income Generating Investment Principle, Review of Financial Plan|
|16||Repairs & Maintenance||Director: Technical Services||Efficient Service Delivery within Service Standards||Review of Service Delivery Standards vs Cost of Service Delivery|
|17||Project Planning & Management||Expansion of Externally Funded Programmes||EPWP, MIG Infrastructure, MIG Sport Projects /|
|18||Project Planning & Management||Development and Improvement of Project Planning and Management||Project Design Timeframes – What can be done?|
|19||Electro-Mechanical Services||Renewable Energy Planning||Design and Development of a Framework for Renewable Energy / All Resources|
|20||Sanitation & Open Space Management||Parks and Open Space Planning and Development||Standard of Open Spaces and Investment Planning, Long Term Waste Management|
|21||Internal Audit||Municipal Manager||Enhanced Assurance||Institutional Assurance Systems Development|
|22||Strategic Services||Risk Mitigation Improvement||Institutional Action & Reporting|
|23||Strategic Services||Integrated Planning||Data Integrity and Quality Standards for Information Systems|
|24||Strategic Services||Formalised & Improved Public Participation||What outcomes is required – operational resources – CDW’s / Information Officers|
|25||Strategic Services||Strengthened Oversight||Control Indicators – Compliance, Governance Maturity, Service Delivery|
|26||Strategic Services||Improved Performance||Individual Performance Management|