MAIN AIM OF THE FIRST (2018/19) IDP REVIEW

The Fourth-Generation IDP and subsequent annual reviews provide an opportunity to strengthen integrated planning, budgeting and implementation between all spheres of government and the private sector in a meaningful way that will contribute towards sustainable municipalities. Through it, municipalities will have to ensure that proper alignment between the IDP and the budget is achieved whilst taking into consideration spatial targeting in order to move towards sustainable development that is aligned with all sector plans.

The Mossel Bay Municipality is in the fortunate position of enjoying political stability because of a smooth transition of political power after the 2016 Local Government Elections. The development trajectory that is envisioned and captured in this strategic plan is therefore a refinement of the development course that begun with the adoption of the third-generation IDP.

Therefore, the fourth-generation IDP and subsequent annual reviews that will follow is not tailored to completely change or interfere with the Municipality’s long-term development trajectory, but will rather bring to fruition the implementation of projects and programmes that support the socio, economic and infrastructural development growth path envisioned for
Mossel Bay and its people.

The 2018/19 first review of the fourth-generation IDP provided the Municipal Council with the opportunity to do the following:

 To reflect and report on progress made with respect to the implementation of five-year IDP;
 Make adjustments to the strategy in the five-year IDP necessary because of changing internal and external
circumstances that impact on the appropriateness of the IDP;
 Determine annual targets and activities for the next financial year in line with the five-year strategy;
 Inform the Municipality’s financial and institutional planning and the drafting of the annual budget;
 To reaffirm Councils strategic development objectives and medium-term service delivery agenda;
 To review the prioritisation of key projects and programmes per ward through meaningful public participation;
 To ensure that limited resources are channelled to critical projects that will leverage economic growth;
 To ensure that all programmes and projects are in line with the strategic vision of the municipality;
 To reflect on the major risks and challenges that threatens the sustainability of the Municipality; and to plan
and prioritise accordingly to ensure optimal utilisation of resources for greater impact.
 To review the Municipality’s Spatial Development Framework and key sector plans to ensure optimal and
effective utilisation of available pockets of land and to spatially reflect all planned development in the IDP.
 Determine Key Performance Indicators and Performance Targets linked to the execution of five-year IDP.

OVERVIEW OF MOSSEL BAY’S SWOT ANALYSIS

Municipalities operate in an ever-changing environment which poses unique challenges that have an impact on the day to day running of a municipality. The Council and Administration of the Mossel Bay Municipality have a clear understanding of the negative and positive impact that the external environment has on the Municipality’s capacity to deliver and maintain service standards.

The SWOT analysis intends to give a brief overview of the municipal environment. The Municipality through the implementation of its Integrated Development Plan will capitalise on its strengths, compensate for its weaknesses, exploit opportunities and will strive to contain or reverse its threats.

Strengths

 Relatively low crime rate
 Close proximity to airport and National Road
 Desalination Plant and PetroSA synthetic fuels plant
 PetroSA corporate social responsibility investments
 Garden Route holiday Mecca with Blue Flag beaches
 Moderate climate and good tourism potential
 Good service standards, infrastructure, sport facilities
 Good medical facilities and good schools
 Financially viable, administrative sound municipality
 Stable political environment and good governance
 Functional Ward Committee System
 Established and functional municipal call centre
 Good public participation and stakeholder track record
 Rail network and fishing industry
 Community Work Programme Implementation (CWP)
 Functional Thusong Service Centre
 Community broadband (Wi-Fi)
 Middle-income housing delivery
 Established annual festivals and events
 Municipal-funded cleaning project / initiative

Weaknesses

 Gravel roads in rural areas
 Some roads not in good condition; potholes
 Louis Fourie Road limited traffic mobility capacity
 Inadequate storm water drainage in some areas;
 Frequent sewerage blockages
 Ageing electricity infrastructure
 Lack of available and suitable land for low cost housing
 Growing backyard dwellers and informal settlements
 Far from major markets (Cape Town and Port Elizabeth)
 Port too small for export and larger cruise ships
 Dwindling Central Business District with limited parking
 Limited public transport options
 Limited schools result in overcrowding
 Prevailing social ills and increasing school drop outs
 Illegal operation of taverns and lack of enforcement of
liquor bylaw and licensed tavern operating hours
 Limited access to health facilities & services in rural areas
 Depleted Lifespan of PetroSA landfill site
 Limited sports and recreational facilities in previously
disadvantaged areas.

Opportunities

 Many LED development opportunities
 Upgrade Point area and lighthouse as tourism icon
 Poultry Value Chain Project
 Exploit township tourism potential through
development and packaging a tourism route
 Capitalise on Tarka Festival potential to grow
 Port development (waterfront)
 Improve public transport (tram Service)
 Pinnacle Point archaeological discoveries (WHS)
 Capitalising on the EPWP job creation opportunities
 SMME development through expansion of BEE Hives
 Expanding of Community Work Programme (CWP)
 Expanding of Thusong Service Centre (Phase 2)
 Community broadband (Wi-Fi) enhance and expand
 Regional landfill-site development coupled with waste
minimisation and waste-to-energy initiatives
 Revitalising sport facilities to be multipurpose driven
 Develop one major multipurpose sport stadium
 Middle-income housing at Dias Beach Precinct
 Adopt and implement safety plan with focus on
community policing and neighbourhood watches

Threats

 Eskom electricity price increases
 Increase in crime and limited capacity of SAPS
 HIV/AIDS pandemic
 Drug and human trafficking
 Escalating unemployment and poverty
 Increasing Government Grant Dependency
 Climate change, rising sea levels, droughts, veld-fires
 Dwindling marine sources and restrictive fishing quotas
 Uncertain future prospects of PetroSA
 Increasing population vs ability to pay for services
 Decline of Central Business District
 Immigration from other provinces
 Illegal occupation of municipal land (Squatting)
 Illegal dumping of refuse and biological substances
 Illegal and violent public protests (vandalism of property)
 Residential areas settled in low flood line areas
 Erosion of dunes along coastal periphery
 Frequent floods in Southern Cape and Landslides
 Affordability of houses influences the attracting of
suitable candidates

Read the document here:

https://www.mosselbay.gov.za/download_document/6323

https://www.mosselbay.gov.za/resource-category/integrated-development-plan?page=full