Dear Hermanus Ratepayers,
At the HRA Annual General Meeting on 7 March 2024, new office bearers were elected to lead the Hermanus Ratepayers Association (HRA) in a process of renewal. The elected members had their inaugural meeting on 18 March 2024, where I was elected as the chairperson. All members indicated their areas of expertise and interest. Subsequently, further members were co-opted onto the HRA, resulting in a new HRA Executive Committee (EXCO) comprising the following members:
- Ken Briggs (Chairperson): Ken has had an association with Hermanus his entire life but moved permanently to Hermanus Heights in 2021. He is a development economist with over 35 years of experience and is currently the managing director of a boutique management consulting firm specialising in economic development.
- Russel Schierhout: Russel retired to Hermanus Heights in 2017 after a 36-year corporate career with Standard Bank (4 years) and BHP Billiton Limited (32 years), specialising in banking and treasury.
- Tobie Louw: Tobie is a professional engineer with 43 years of experience in consulting and engineering businesses, specialising in major urban infrastructure provision. He has extensive experience in bulk water infrastructure and contract management. He previously served as the financial director of the Hermanus Special Ratings Area (HSRA) and has a special interest in the conservation of our fauna and flora. Tobie lives in Fernkloof.
- Martin Barnard: Martin moved to Hermanus in 2016 after an international career spanning 22 years at a senior level in the gas and oil industry. His strong marketing and sales background led him to the local real estate industry.
- Aloma Jonker: Aloma has had a diverse career, from starting in public relations and marketing to being an investment analyst and forming her own financial public relations and business consulting firms. She is passionate about balancing growth and preserving the natural beauty that makes Hermanus desirable.
- Delia Scott: Delia has had a diverse career, initially working as an international property consultant, then becoming a presenter of arts programs on radio, later serving as a committee member for Michaelis Art Gallery, and fundraising for the Cape Town Philharmonic Orchestra. She is on the executive of the Overstrand Arts Kunste (OAK) society.
- Ian Paterson: Ian is the managing partner of a leading futures, strategy, human resources, and organisational design consultancy. Ian is also a philatelist with a specialised interest in history and the preservation of heritage. Ian has owned property in Voelklip for the last seven years and recently became a permanent resident.
At the inaugural meeting of the new HRA committee, it was agreed to hold a strategy session to develop a way forward for the HRA. Before developing its strategic direction and focus areas, the newly formed HRA sought to understand its members’ views. To gain insight, a simple survey was sent to all HRA members. The “Glad, Sad, and Mad” survey results confirmed the following perspectives:
- Glad: The Overstrand Municipality (OM) performs its functions well and provides good reactive communication.
- Sad: The OM lacks strategic thinking, focusing on day-to-day operations with inadequate proactive communication.
- Mad: Financial pressures on the OM constrain its ability to undertake operational functions, and employment costs grow while operational budgets decline.
- Concerns: The influx of people into the area, coupled with high levels of unemployment, increases crime, vagrancy, and other social challenges.
In May 2024, the newly appointed EXCO committee held a strategy workshop with key stakeholders and an address from the mayor, Dr. A Rabie, on the role of the HRA and the OM strategic vision. The mayor affirmed the OM’s willingness to work with and listen to the HRA. The following characteristics and forces shaping the future of Hermanus were identified and discussed:
- Demographic Shifts: Hermanus is increasingly impacted by demographic shifts, including immigration of job seekers and “semigration” by professionals and retirees. These shifts have been exacerbated since COVID-19. Promoting Hermanus as a lifestyle destination brings growth but also pressures on infrastructure, services, natural resources, and the environment, as well as social and economic challenges.
- Infrastructure Challenges: Hermanus will struggle to cope with growth due to limitations on its infrastructure and service delivery.
- Financial Constraints: Financial constraints due to declining municipal budget allocations impede the OM’s ability to deliver infrastructure and services. This forces upward pressure on rates, taxes, and service delivery charges. Alternative service delivery and funding models, emphasizing partnerships with the private sector, will be necessary.
- Climate Change: Climate change impacts, such as changing weather patterns and severe events, damage infrastructure and personal property.
- Vision for Hermanus: The need to develop a vision with future scenarios for Hermanus and the role the HRA could play in facilitating such a process.
- Political Shifts: Political shifts at national and local levels could dramatically impact governance and policy, affecting the socio-economic environment and the lives of Hermanus communities. Proactively addressing social inequality is essential to ensure Hermanus remains a just, equitable town.
- Technological Change: New technologies are rapidly changing the environment, requiring adaptation. These can improve efficiencies and reduce costs but also reduce employment opportunities, increasing socio-economic challenges.
- Alternative Energy: Increasing reliance on alternative energy sources, such as wind and solar energy, offers opportunities for resilient, sustainable power solutions for Hermanus. However, off-grid alternative energy sources reduce the OM’s revenue base from electricity distribution, forcing increased charges and alternate revenue sources.
During the strategy session, it was confirmed that the HRA should focus on:
- Providing Strategic Support: Listening, understanding, and responding to ratepayers’ issues and concerns.
- Oversight Role: Ensuring the OM:
- Applies good governance and prudent financial management, ensuring “value for money.”
- Responds to the needs of the community.
- Provides effective and efficient service delivery.
- Preserves our unique environment.
- Ensures appropriate and sustainable development.
- Improving Communication: Two-way communication between the community and OM through regular and structured interaction at both executive and operational levels, providing regular feedback and pertinent information to ratepayers and the community.
The strategy session also confirmed that the HRA would not:
- Broad Focus: Strive to be “everything to everyone,” but focus on issues where it can make an impact and that match the expertise and competencies within the HRA executive.
- Micro-Monitoring: Micro-monitor the OM or second-guess every decision, but focus on key issues pertinent to the majority of HRA members and the community.
- Direct Engagement: Engage directly in matters addressed by other community bodies, though it will have a voice and support appropriate bodies in their endeavours, such as safety, security, and crime prevention (addressed by the Community Safety Forum and HPP), baboon control and protection (addressed by HBAG), and cliff path extension matters (addressed by the Cliff Path Action Group).
- Areas of Impact: Engage on issues where it cannot have a real impact or make no meaningful contribution, instead playing an information dissemination and awareness function.
During the first full meeting of the new HRA Committee (EXCO) on 13 May 2024, the new portfolios were developed based on matching functional requirements with the available capacity and interests of individual members. Francois Huysamen was co-opted onto the EXCO to provide Information Systems and technical back-office support. The following portfolios emerged:
- Local Economic Development Portfolio (Ken Briggs): Focusing on creating work opportunities and improving the way of life for our communities through appropriate business development, ensuring that economic growth does not come at the expense of our natural environment.
- Communications Portfolio (Russel Schierhout): Ensuring factual and verified information dissemination and growing the membership database by encouraging public participation in community matters.
- Infrastructure Services Portfolio (Tobie Louw): Maintaining a close relationship with the relevant directorate at Overstrand Municipality and keeping ratepayers informed about infrastructure developments.
- Safety and Security Portfolio (Deon de Kock): Monitoring safety and security matters, liaising with SAPS, local law enforcement, traffic, fire departments, and other security organisations, and participating in the local Community Policing Forum.
- Conservation and Environment Portfolio (Aloma Jonker): Ensuring the natural beauty and unique character of Hermanus is preserved amidst development pressures.
- Land Use and Development Portfolio (Martin Barnard): Ensuring compliance with building regulations and zoning requirements to manage growth and its impact on property utility and market prices.
- Public Relations Portfolio (Delia Scott): Publicising the work of the HRA and attracting new members through news snippets and letters.
- Heritage and Aesthetics Portfolio (Ian Paterson): Ensuring the heritage and aesthetics of Hermanus are preserved amidst growth and development.
- Technology and Information Systems Portfolio (Francois Huysamen): Providing technological back-office support to the HRA and monitoring technological developments within the OM.
The HRA has recently provided detailed comments on the Integrated Development Plans (IDPs) and the budget and started actively participating in the ward council structures. We have developed a new HRA website with a user-friendly payment portal. The current focus is on developing the membership base, communicating the purpose and functions of the HRA, and activating the portfolio structures.
We are aware of the new oversight body OCAN, formed to collectively address Overstrand-wide issues across all 14 wards. The HRA is not
affiliated with OCAN; our objectives and domain are specific to Hermanus Ward 3. We will liaise with OCAN and other organisations to avoid overlap and duplication of effort.
In conclusion, increasing membership is critical to ensure the HRA becomes a relevant representative body for Hermanus ratepayers, providing a strong base to engage with and lobby the OM. We look forward to providing support to the Hermanus Ratepayers to ensure our community receives the recognition and services it deserves.
Please do not hesitate to contact us if you wish to find out more about the HRA.
Ken Briggs (HRA Chairperson)
