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INTEGRATED DEVELOPMENT PLAN

ANALYSIS. STRATEGY. PROJECTS. INTEGRATION. APPROVAL. UMGUNGUNDLOVU DISTRICT MUNICIPALITY. INTEGRATED DEVELOPMENT PLAN. SUPPORTED BY THE IYER ROTHAUG / LINDA MASINGA PROJECT TEAM. PREPARED BY:. THE UMGUNGUNDLOVU IDP SUPPORT TEAM Contact Person: Ms Buhle Ally – IDP Manager

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INTEGRATED DEVELOPMENT PLAN

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  1. ANALYSIS STRATEGY PROJECTS INTEGRATION APPROVAL UMGUNGUNDLOVU DISTRICT MUNICIPALITY INTEGRATED DEVELOPMENT PLAN SUPPORTED BY THE IYER ROTHAUG / LINDA MASINGA PROJECT TEAM

  2. PREPARED BY: THE UMGUNGUNDLOVU IDP SUPPORT TEAM Contact Person: Ms Buhle Ally – IDP Manager Tel. no: 033 – 897 6700 Supported by: Municipal Officials Iyer Rothaug Assisted by: Linda Masinga  Urban-Econ Multi-Consult GAEA Projects Geodynamic Systems 25 April 2002

  3. FORWARD FORWORD BY THE MAYOR OF UMGUNGUNDLOVU (TO BE INSERTED IN FINAL APPROVED REPORT)

  4. TABLE OF CONTENTS

  5. 1. INTRODUCTION

  6. 1. INTRODUCTION 1.1 BACKGROUND 1.1.1 THE CONTEXT OF THE PLAN Local government elections and the implementation of local government legislation, most notably the Municipal Systems Act, No 32 of 2000, has resulted in the restructuring of local government. New municipal entities have replaced previous Regional Councils and associated Sub-regions. The restructuring includes new boundaries as a result of the Municipal Demarcation process, as well as new roles and responsibilities within the general ambit of fostering developmental local government. As a result of local government restructuring within the KwaZulu Natal midlands region, the newly formed Umgungundlovu District Council (DC22) was created. The Umgungundlovu Municipality is responsible for and represents the major portion of the previous iNdlovu Regional Council and is an amalgamation of several of the previous sub-regions. The current ethos which drives municipal restructuring, and now functioning, is ensuring responsive and developmental local governance. A shift from traditional administrative functions, with minimal development intervention, characteristic of the past, to a proactive deliverer of services is a fundamental change confronting most municipalities. In achieving such, integrating development need, forward planning and strategy with municipal budgeting is an essential ingredient in pursuing developmental local government. It is mandatory through the Municipal Systems Act, that Integrated Development Plans (IDPs) be prepared.

  7. Phase 1: Analysis Assessment of existing development Priority issues or problems Phase 2: Strategies The vision, Objectives, Strategies, Identified projects Performance indicators, Project outputs, targets, Project related activities and time schedule, Cost and budget estimates Phase 3: Projects Phase 4: Integration Sectoral Programmes , 5 year capital investment programme, Integrated Spatial Development Framework, Institutional plan Phase 5: Approval 1.2 THE PLANNING PROCESS • 1.2.1 OBJECTIVES OF THE IDP PROCESS • The terms of reference for the IDP established by the uMgungundlovu District Municipality sets out the following key objectives: • To complete an IDP in terms of current legislation, most notably the Municipal Systems Act; • To prepare such a plan through a process of public participation; • To ensure the creation of a strategic instrument that guides planning, budgeting, management and decision making within the municipality; • To pursue integrated development in taking up the challenge of preparing an IDP; • To ensure that the IDP is driven by an understanding of the issues and challenges confronting the district and to respond in a manner which establishes a strategic framework comprising of an appropriate vision, strategy, sectoral programmes, performance indicators, all underpinned by an appropriate financial framework. 1.2.2 THE IDP PROCESS IN THE UMGUNGUNDLOVU DISTRICT COUNCIL The project Terms of Reference and Process Plan prepared by the Umgungundlovu District Municipality sets out clearly the project methodology based on the IDP guidelines. The diagram on the right identifies the key elements of the methodology and the expected outputs per phase. Importantly, this report represents Phase 4 of the IDP and is intended to serve as a consolidation of the process reflecting the key outcomes of the earlier phases.

  8. 1.3 USING THE IDP SECTION 1 - INTRODUCTION 1.3.1 THE IDP AT A GLANCE The IDP documents a process which has evolved over several months. This process comprised of technical phases of study coupled with an extensive participation process. The IDP in its entirety however, represents more than what can be captured on paper. As a point of departure therefore, this document must be viewed as a synopsis and is not intended to serve as a comprehensive record of the IDP. This IDP is a living plan! In taking development forward within Umgungundlovu, it is necessary to provide a synopsis of the key processes that emerged through the IDP. This document serves that purpose. It is structured in a succinct and graphic manner drawing from the various phase reports established through the process. Emphasis has been placed on issues needed to facilitate development. The bulk of the report therefore is focused on THE STRATEGIC PROGRAMME which represents the integration and backbone of the IDP and provides useful information in facilitating delivery.It is envisaged that this section of report becomes the day to day working plan for the district municipality. It is important that it is read in conjunction with the more detail phase reports. These reports are attached as annexures and provide greater technical detail and background. The overall structure to this report is indicated in the diagram on the right. INTRODUCTION PURPOSE OF IDP PLANNING PROCESS 5 THIS SECTION PROVIDES BACKGROUND TO THE IDP PROCESS SECTION 2 – CURRENT REALITY FINANCIAL ENVIRONMENT ECONOMY THE PEOPLE OF THE DISTRICT LOCAL MUNICIPALITIES SPATIAL FEATURES 9 CURRENT REALITY STRATEGIC ISSUES THIS SECTION PROVIDES AN OVERALL UNDERSTANDING OF THE DISTRICT SECTION 3 – THE STRATEGIC FRAMEWORK PROJECT FUNDING STRATEGY OBJECTIVE GUIDING PRINCIPLES APPROACH VISION THE ISSUE 27 THE STRATEGIC PROGRAMME UNPACKING THE ISSUES THIS SECTION REPRESENTS THE INTEGRATION PHASE OF THE IDP SECTION 4 – THE IMPLEMENTATION FRAMEWORK SPATIAL FRAMEWORK INSTITUTIOSTRATEGY FINANCIAL STRATEGY 117 THE IMPLEMENTAT. FRAMEWORK THIS SECTION PROVIDES THE CONTEXT AND FRAMEWORK FOR DELIVERY SECTION 5 – PUTTING IT ALL TOGETHER THE PUTTING IT ALL TOGETHER 5YR CAPITAL PROGRAMME 5 YR OPERATIONAL PLAN 137 THIS SECTION CULIMINATES IN MANAGEMENT PROGRAMMES AND PLANS

  9. 2. THE CURRENT REALITY

  10. 2.1 INTRODUCTION • 2.1.1 THE CURRENT REALITY • This section of the report present an integrated analysis of the District. It draws primarily from the body of work established in Phase 1 of the process. Key issues addressed within the section include: • a description of the key spatial features at a district scale to assist in orientating the reader of the broad background and issues impacting on the district. • An overview of the local municipalities within the district providing pertinent information on each of the municipalities and indicating a generalised comparison of key developmental and socio-economic issues between municipalities. This assist in orientating the reader on where development pressures and needs occur. • A description of socio-economic profile of the district which provides an understanding of the people of the district. • Importantly, this section of the report contains an overview of the districts economy and highlights key issues within the economic sector. • A broad description of the state of environment, • And overview of the institutional structure of the district is provided to ensure that an understanding of the context within which development is to be pursued. • Lastly, this section of the report concludes with an identification of the key strategic issues emanating from the detail anlysis and participation process. 2.1.2 THE DISTRICT AT A GLANCE Collectively Umgungundlovu accounts for approximately 9 190 km2 of land area with an estimated population of 872 612. The study area represents a diverse range of settlement including major urban centres, secondary and local centres as well as semi-rural and rural residential settlement. Consequently a diverse range of development needs exists across the district. Key urban and population centres located within the district include Pietermaritzburg, Howick, Mooi River, Richmond, Camperdown, Impendle, Vulindlela, Table Mountain and Etsheni. The study area is predominantly agricultural with urban activities based within the major centres. A rich natural environment and rural landscape contribute to a scenic environment synonymous with this part of the province. A key provincial feature located within the district is the National Road 3. Located centrally within the district and traversing the entire length of the district, the N3 offers substantial opportunity as a development corridor of national significance.

  11. 2.2 KEY SPATIAL ISSUES & TRENDS PRIME LOCATION OF DISTRICT WITHIN THE REGIONAL AND PROVINCIAL CONTEXT Accommodates major movement systems which provide prime linkage to the country as a whole and to adjacent Districts. PRIME LOCATION OF DISTRICT There is a need to maximise on development opportunities emanating from the prime connectivity of the district with markets, places and people. SIGNIFICANT AGRICULTURAL PRODUCTION AND OPPORTUNITY Large areas of the district are devoted to agricultural production. There is at the same time a decrease employment levels within this sector and a threat to natural environment. ECONOMIC DEVELOPMENT OF CENTRAL PORTION OF DISTRICT Relative concentration of opportunities in District found in central area which results in population migration and pressures on the central area suggesting a strain on local social and physical infrastructure DOMINANCE OF THE PIETERMARITZBURG COMPLEX High concentration of social and economic infrastructure exists within the PMB complex resulting in a development imbalance within the District. HISTORICAL FRAGMENTED AUTHORITY STRUCTURE Institutional restructuring requires greater levels of cooperation at a local government level in order to address the inherited fragmented authority structure and consequent even development pattern.

  12. LACK OF SOCIAL AND PHYSICAL SUPPORT STRUCTURE Inadequate levels of service and social facility provision to sustain viable communities exists within major portions of the district. POPULATION CONCENTRATION AND DEVELOPMENT PRESSURE A loss of bio-diversity and threat to natural systems is evident through the in migration experienced within the district particularly within the central area. HIERARCHY OF DISTRICT LINKAGES There is potential for additional economic development and improved integration with adjacent areas through maximising on linkages.Potential for additional linkages and upgrading of existing exists. EXISTING SETTLEMENT HIERARCHY Basic structure comprising of key centres and access routes are in place in central portions of district, however there are gaps in the provision of centres within certain area removed from the central axis. UNCONTROLLED / DISPERSED HUMAN SETTLEMENT As a result of historical factors, in-migration, uncoordinated and uncontrolled development, settlement patterns are characterised by low density dispersed settlement and peripheral sprawl. THREAT TO NATURAL SYSTEMS Intensification of development, both formal and informal places increases threat on the natural environment which is exacerbated by intensive agriculture and uncontrolled settlement. 2.2 KEY SPATIAL ISSUES & TRENDS

  13. 2.3 THE LOCAL MUNICIPALITIES • 2.3.1 DISCRIPTION • The Umgungundlovu District contains seven local municipal entities as reflected in the adjacent map. These include: • KZ221 – Umshwati • KZ222 – Umgeni • KZ223 – Mpofana • KZ224 – Impendle • KZ225 – Umsunduzi • KZ226 – Mkhambathini • KZ227 – Richmond • Representing an amalgam of former TLC area, agricultural landscapes, small towns and tribal areas, development intensity and need varies across these municipalities.

  14. 2.3 THE LOCAL MUNICIPALITIES 2.3.2 POPULATION DISTRIBUTION Umgungundlovu currently has a population of 872 612 people. Msunduzi is home to the largest portion (60%) of the district due to the number of firms, turnover generated within the locality and high wages and salaries, whilst Mpofana has the smallest population (3%) of the district as illustrated in the table below and the Diagram on the right. The population of Msunduzi is mostly urbanized in contrast to the population of the other local councils that tend to locate in traditional settlement areas, smaller villages and small dispersed settlements on commercial farms. It must be noted that the above population figures are based on the results of the 1996 Census and is in some cases disputed. Local municipalities indicate that population figures are considerably higher. However these represents the most reliable statistics currently available. As and when, more updated and accurate statistics become available the above table and accompanying diagrams should be updated. Extending development dividends to people removed from the developed centres must be considered.

  15. 2.4 THE PEOPLE OF THE DISTRICT 2.4.1 GENDER DISTRIBUTION 2.4.2 AGE PROFILE As is the trend in South Africa in general, the population is characterised by a larger female population as illustrated in diagram above. The district has a very youthful population in the 0 to 4 and 5 to 19 year age groups as indicated above. The percentage of the population in the 0 to 19 years age group in Impendle (53%), uMshwati (48%), Mkhambathini (47%), Richmond (46%) and Mpofana (46%) is high and suggests a greater need to invest into certain social infrastructure and that a large percentage of the population will enter the job market. A large proportion of the population in the sexually active age groups also indicates areas where the AIDS epidemic could potentially have a great impact. The population in Msunduzi and uMngeni can be viewed as more mature, and it can be expected that priorities in these areas may differ. Gender equity, How do we facilitate this? What are the implications in planning for a younger population? Jobs, education, facilities?

  16. 2.4 THE PEOPLE OF THE DISTRICT 2.4.3 LEVEL OF UNEMPLOYMENT WITH THE DISTRICT 2.4.4 HOUSEHOLD INCOME Levels of unemployment in the district are high particularly in Impendle (52%) and uMshwati, Msunduzi and Richmond at 39%. The lowest unemployment figures are recorded for Mpofana, which may be due to the absence of major traditional settlement areas within the local council area.However this figure in the case of Mpofana, being based on the 1996 Census, has been suggested to be substantially different currently due to the recent closure of a number of firms within Mooi River. The diagram above illustrates the low household income figures of the district such that in a number of areas close to 70% of households have income of less than R1 500 per month which is substantially below the household subsistence levels. Creating jobs must be a priority ! Investigate strategies targeting income generation

  17. 2.5 THE ECONOMY OF THE DISTRICT 2.5.1 ECONOMIC STRUCTURE AND PERFORMANCE The largest contributor to the gross geographic product (GGP) is the former Pietermaritzburg Magisterial District contributing 75.1% to total GGP. This is a result of the concentration of the district’s economic activity in the area. Impendle contributes the least (0.4%) to total GGP which is an indication of the low levels of economic activity in the subregion which is largely rural. In terms of economic sectors, the manufacturing sector is the largest contributor (22.2%) to GGP of the economy. Manufacturing activity is largely concentrated around Pietermaritzburg, where dominant clusters include shoes, leather, aluminium products, chemical, food and furniture. The agricultural sector contributes 12.4% to the economy of the district and it is significant considering that the national and provincial contributions of this sector range at 5%. Commercial agriculture is dominated by sugar cane farming, animal products and forestry and in contrast agriculture in the rural settlements of the former Zululand areas takes place at a consumption level (with some contribution to household incomes). The trade sector’s contribution is significant, contributing 19.3% to GGP of the district while at the provincial level the contribution of this sector is lower at 16.5%. NOTE: GGP is a means of measuring the output or the performance of an economy defined as the total value, at factor cost, of final goods and services produced within a geographic area in a given year, by local as well as foreign firms. [1] The GGP information is currently only available on a Magisterial District level and therefore the majority of tables and diagrams following in this section reflect the key magisterial districts located in the uMgungundlovu District Municipality.

  18. 2.5 THE ECONOMY OF THE DISTRICT 2.5.2 GGP GROWTH TREND 2.5.3 EMPLOYMENT BY SECTOR The GGP growth trend from 1972 to 1997 for uMgungundlovu and KwaZulu-Natal of 2.4% and 2.3% respectively indicates that the district’s and the province’s economies are strongly related. The diagram above illustrates that the largest percentage of the district’s labour force is employed in the agricultural sector, particularly in Mkhambathini, uMshwati, Richmond and Impendle. It is in Msunduzi and uMngeni where agricultural sector is not a dominant employer. The dominant employers in Msunduzi and Mngeni are social services (23%) and manufacturing (15%) and private household (17%) and social services (15%), respectively. Economic development and growth strategies must extend across boarders ! Is greater diversification of employment required within the municipality?

  19. 2.6 THE ENVIRONMENT 2.6.1 ENVIRONMENTAL NEEDS IDENTIFIED • Protect and conserve the natural environment. A limited amount of environmentally sensitive land has been formally conserved. There is a need to rely on the co-operation of private landowners, particularly as valuable natural areas are often found on privately owned land. • Ensure sustainability (adopt an environmental management plan for the region) • Incorporate environmental aspects into strategic planning. • Assess in detail the effect of development on the environment and consider the opportunities and constraints, which the environment places on development. • The region includes the critical upper catchment areas, including those of some of KwaZulu Natal’s most important rivers. It is crucial that proper catchment management plans are drawn up and implemented in order to ensure the sustainable use and management of these areas.

  20. 1. Current functional structure of the uMgungundlovu District Municipality was designed primarily for a project funding institution, viz. the JSB and Regional Council. In order to achieve its developmental mandate this structure will need to be revised. 2. A proposed revision of the functional structure is available, but uncertainty regarding functions and powers may delay the implementation thereof. 3. Clarity on the division of functions and powers needs to be established in order for the functional structure of the Municipality to be finalised. 4. Recommendations are currently being awaited from the Demarcation Board regarding the allocation of functions and powers. 5. Key requirements for the transformation of the District Council were indicated in the Amalgamation Plan. It is anticipated that funding for a number of listed requirements will not be made available. 6. Uncertainty relating to functions and powers impacts on the morale of staff who have now gone through several transformation processes. 7. The Municipality is set to move offices in the near future which may impact on its delivery of services. 8. The registry system of the municipality is outdated and requires revision to bring it in line with the requirements of the Registry Act. 9. The establishment of a district-wide IT system is under consideration. The need and practicalities relating to the implementation of such a system needs to be investigated. 10. It must be ensured that the procurement policy of the Municipality is in line with national requirement. The procurement policy must support the principles of affirmative action and Black Economic Empowerment. 11. The uMgungundlovu District Municipality will need to develop a range of by-laws relating to its allocated functions. The budget and capacity to develop these currently does not exist. 12. There exists substantial requirements for corporate marketing and awareness programmes to establish the District Municipality as a new authority. The council lacks funding to achieve this. 13. The impact of HIV/AIDS specifically on the staff of the Municipality needs to be considered and planned for. 14. The integration of the Employment Equity Act and the Skills Development Act on the human resources function of the uMgungundlovu District Municipality should be considered. 15. The implications of the Information Act on administrative processes of the Municipality needs to be considered. 16. The development of the skills of the staff of the Municipality is viewed as a key issue to be addressed in future planning activities. These skills must specifically relate to the developmental goals which the council will identify. 2.7 THE DISTRICT MUNICIPALITY 2.7.1 KEY INSTITUTIONAL ISSUES

  21. 2.7 THE DISTRICT M 2.7.2 KEY INCOME RELATED ISSUES SOURCES OF INCOME 2001/2002 BUDGET • A need exists to develop a comprehensive strategy for maximising the levy income of the Council, this should include: • considering the relevance of the current levy structure established in 1991; • identification and registration of levy payers; • managing the levy payers database and ensuring that information on which levy payments are based are updated. • In considering the role of the District Municipality on economic development, and its investment in this, the impact of such programmes on levy income must be understood and considered. • The future allocation of the equitable share to District Municipalities should be resolved by National Treasury to enable these municipalities to budget accordingly. • Legal support required for the collection of outstanding levels is expensive and provision should possibly be made to undertake this function internally. • The reliance of the District Municipality exclusively on the levy income and conditional grants and other creative approaches to obtaining development funds should be investigated. • Although the Municipality have the option for gearing further loan funding this is not viewed as a viable alternative at present. • The Structures Act makes the District Municipality responsible for a number of unfunded mandates. Clarity is required as to where funding for these functions should be sourced. • The allocation of conditional grants are currently done on a project-by-project basis. Historically allocations to Sub-Regions was based on the percentage of the population of the Regional Council residing in the Sub-Region. Alternative approaches to the allocation of this funding needs to be considered (see DC22 IDP for proposals in this regard). • Other sources of funding for capital development is available through the housing and land reform programmes. The approach to be followed to securing such funding from the relevant departments is, however, unclear. EQUITABLE SHARE ALLOCATION FOR UMGUNGUNDLOVU

  22. 2.7 THE DISTRICT MUNICIPALITY 2.7.3 KEY EXPENDITURE RELATED ISSUES The National Treasury has established limits to the increase of categories of expenditure which needs to be considered in future financial planning. These limits were not considered by the District Council in establishing the 2001/2002 budget (specifically referring to the increase in operational expenditure). The National Treasury recommends that 60% of levy income of District Councils be spent on capital development. The 2001/2002 budget makes only limited allowance for expenditure on capital development projects. No funding has been allocated by the District Municipality for fulfilling new functions as allocated to it in terms of the Structure Act. Fire services are the exception. The inability of the District Municipality to fund the operation and maintenance of previously developed projects is an issue of concern. The future ability of the District to achieve this is also seriously questioned in the light thereof that no income is generated from these projects Future expenditure budgeting will be guided by a clear vision of the funding responsibility of the District Municipality regarding the newly allocated functions. At present no framework for establishing such budgets exists.

  23. PHASE 1 A: SECTORAL ANALYSIS / STATUS QUO KEY ISSUE 1 KEY ISSUE 2 KEY ISSUE 3 KEY ISSUE 4 PHASE 1 B: INDEPTH ANALYSIS / INTEGRATION REPORTS WORKSHOP 1 WORKSHOP 3 WORKSHOP 2 WORKSHOP 4 2.8 THE STRATEGIC ISSUES THE STRATEGIC ISSUES PROVIDE A VITAL LINK AND REPRESENTS THE ‘CROSS-CUTTING” DIMENSIONS THAT EMERGE FROM THE ANALYSIS PHASE AND PROVIDE THE FRAMEWORK AROUND WHICH STRATEGY FORMULATION OCCURS. THE PROCESS TO ACHIEVING THESE HAS BEEN PARTICIPATORY INVOLVING STAKEHOLDERS FROM THE DISTRICT. THE DIAGRAM BELOW INDICATES THE PROCESS ADOPTED. THE STRATEGIC ISSUES ARE PRESENTED IN THE SUBSEQUENT PAGES. SECTOR REPORTS REP. FORUM MEETING 1 BREAKAWAY GROUPS KEY ISSUES CONSOLIDATED PHASE 1 REPORT REP. FORUM MEETING 2 STRATEGIC ISSUES INTEGRATION REPORTS APPROVAL BY COUNCIL ENDORSEMENT

  24. LAND REFORM & HOUSING A FOCUS ON RURAL PEOPLE ACCESS TO INFRASTRUC-TURE ENVIRONMENT SUSTAINABILITY GENDER EQUITY STRATEGIC ISSUE 70% of the rural population of the district resides on Ingonyama land and the remainder can classified as farm workers or farm residents. Limited development serving these groups has occurred in the in the past. Service delivery in these areas are ad hoc and uncoordinated. A low level of tenure security experienced by both groups. Housing and land reform activities to date has not been successful in addressing the needs of the majority of the population of the district. However, housing and land reform provides a key opportunity for obtaining development funding and therefore promoting development. A large proportion of the district population does not have access to appropriate and affordable levels of infrastructure. This impacts on general levels of health and welfare. In areas where infrastructure does exist it is often not maintained. There exists a general lack of awareness regarding the environment within the District and specifically as it relates to development activities within the district. Key environmental issues facing the District in this regard includes solid waste management, water pollution and catchment degradation. Due to a variety of reasons viz. how society defines roles, socially constructed attributes associated with being male/female etc. there generally does not exist equity in development processes. This lack of equity impacts on all levels of development, from the management of development to the beneficiaries of development. STATEMENT OF ISSUE

  25. FOCUS ON THE YOUTH EDUCATION ADDRESSING HEALTH AIDS SPORT & RECREATION ART & CULTURE STRATEGIC ISSUE Statistics indicate that a high proportion of the uMgungundlovu population (approx. 50%) falls within the 0 to 19 years age category. No specific focus has previously been placed on planning with needs of this group in mind. This group represents those most vulnerable to the AIDS pandemic, unemployment and other social ills. Redirecting development spending to target this group will be an investment in the future. Education is referred to in its wider context to include school-based education, literacy and life skills training and specialised education (e.g. tertiary education). The access of communities to appropriate and high quality education is limited, this impacting directly on social and economic development. . Various factors impact on general health conditions of the population of the district including poor sanitation, lack of access to water, epidemics such as AIDS and cholera, limited health facilities and others. The HIV/AIDS epidemic affects all sectors of society within the District. As there is currently no cure for HIV/AIDS it will continue to also impact negatively on all development sectors, i.e. social, economic, infrastructure and welfare sectors. The current uncoordinated approach to addressing the predisposing factors and symptoms of the disease is a concern. At present sport and recreationis not provided the prominent place which it deserves in development policies. This sector can contribute to educating the youth, building a sense of community and in the medium to longer term reducing crime levels. Lack of facilities is a major constraint in this sector and in many cases facilities that exist are inappropriate. At present arts and culture is not provided the prominent place which it deserves in development policies. This sector can contribute to educating the youth, building a sense of community and promote economic development. Lack of facilities is a major constraint in this sector and in many cases facilities that exist are inappropriate. STATEMENT OF ISSUE

  26. UNEMPLOYMENT INVESTMENT DISASTER MANAGEMENT CRIME POVERTY ALLEVIATION STRATEGIC ISSUE Unemployment levels are generally high ranging from 52% in Impendle to 39% in uMshwati, Msunduzi and Richmond respectively. Unemployment will impact on development in a number of ways, viz. it impacts on affordability levels of services, the access of communities to services, levels of crime, general health and welfare etc. Attracting investment to the region is essential for ensuring sustained economic development. Levels of investment is, however, low which is attributed to a number of reasons. Attracting investment will require a sustained effort from all stakeholders within the municipality. The District is faced by a wide variety of disasters the extent of which differs substantially. At present disaster management in the district is uncoordinated and the only substantial capacity exists with the Msunduzi Municipality. This impacts substantially on the ability of the District to fulfill its role in terms of disaster management. Crime and security is within the South African context an issue impacting negatively on all sectors of society and therefore also on most development activities. Failure to address the issue of crime/security will impact negatively on the Integrated Development process and future initiatives of the District. Poverty is a multi-faceted problem which requires a multi-pronged approach for its eradication. Although poverty alleviation is the focus of activities of various departments these initiatives are said to have had limited success to date. Lack of coordination is often indicated to be a key contributor to the lack of success. STATEMENT OF ISSUE

  27. 3. THE STRATEGIC PROGRAMME

  28. 3.1 THE INTRODUCTION ABOUT THE STRATEGIC PROGRAMME • The Strategic Programme represents the backbone of the IDP. This programme indicates how the District Municipality sees development within its area unfolding over the next 5 years (2002 – 2006), but specifically for the remainder of the term of the current Council. The Strategic Programme for uMgungundlovu was developed with the full participation of all stakeholders through a series of Representative Forum meetings and focussed workshops (a workshop on each of the Strategic Issue). • The Strategic Programme achieves the following: • through the Vision and Mission: it focuses all activities of the District to achieving one common vision accepted by all stakeholders within the Municipality; • through the Objectives: it sets the broad Key Performance Indicators (KPIs) for the Council and it’s officials also focussing the efforts of the Municipality on achieving these specific objectives. • through the Strategies: it indicates how the Council, over the next five years, will set out firstly to achieve its objectives and ultimately its vision; and • through the Projects: it provides substance to the strategies by indicating the activities and projects relating to each strategy which the Council will set out to implement. On the basis of the above the Strategic Programme section of the IDP is divided into three sections. The Introduction – The remainder of this section explains the approach taken to the development of strategies and the identification of projects. The Vision and Mission – Which clearly states the direction in terms of which the Council wishes to develop over the next 5-years and thereafter. Unpacking the Strategic Issues (Integration Reports) – Focussing on those issues identified in Phase 1 of the process it sets out to develop the approach which the Municipality and Stakeholders will take to addressing the Strategic Issues. It identifies and summarises each of the Strategic Issues, it identifies the resources available for addressing the strategic issue, it sets objectives and strategies and then finally provide an overview of identified projects related to each of the strategic issues

  29. 3.1 THE INTRODUCTION DEVELOPING THE STRATEGIC PROGRAMME • The diagram reflects the approach adopted to developing the strategic programme for the uMgungundlovu District Municipality. A key feature of the approach was that the development of strategies was not done in isolation, but with due consideration of the vision, objectives, resources available and the decision-support framework (or implementation framework). The steps included: • Step 1:  Strategic Issues:  As identified in Phase 1 of the IDP process • Step 2:  Vision and Mission:  Developed at a RF meeting based on the strategic issues identified. • Step 3:  Considering the Decision Support Framework:  This includes consideration of the Spatial Development Framework, the Planning Standards,, the financial strategy and the institutional strategy. • Step 4: Working objectives:  Developed through focussed workshops with the Technical Team and approved at a RF meeting.  These reflect the performance indicators for the 5-year planning period for each of the strategic issues identified.  • Step 5:  Resource Framework:  This step identified specifically human and financial resources available for addressing the various strategic issues.  All relevant government departments were approached to determine the extent of funding available. • Step 6: Developing the strategies: Developed in focussed work-shops.  Following the generation of alternative strategies in the focussed workshops the final strategies to be implemented were selected. • Step 7:  Projects:  Projects were identified in Technical Team meetings, RF meetings and focussed workshops.

  30. 3.2 THE VISION AND MISSION UMGUNGUNDLOVU DISTRICT MUNICIPALITY WILL EVOLVE INTO A VIABLE AND DYNAMIC METROPOLITAN AREA INCORPORATING THE CAPITAL OF KWAZULU-NATAL WITH A VIBRANT ECONOMY, INTEGRATED SERVICE DELIVERY AND IMPROVED QUALITY OF LIFE FOR ALL ITS PEOPLE. The Mission established to guide the activities of Council in achieving the vision states that: THE UMGUNGUNDLOVU DISTRICT MUNICIPALITY WILL THROUGH SOUND GOVERNANCE AND COMMUNITY PARTICIPATION ENSURE THE PROVISION OF EQUITABLE AND SUSTAINABLE SERVICES AND ECONOMIC GROWTH

  31. 3.3 GUIDING PRINCIPLES DEVELOPMENT PRINCIPLES AND VALUES • As far back as March 2001 the District Municipality established a basic set of principles and values to be adhered to in the implementation of it’s strategic programme. The principles and values to be adhered to are listed below. • In all of our actions the District Council and its staff will: • Maintain customer focus and strive for quality, effectiveness, efficiency and sustainability in the delivery of all our services; • Develop a high performance and excellence culture based on innovation and development; • Undertake the responsibility with stewardship and play a leadership role on issues of importance to the District; • Actively seek and forge mutually beneficial partnerships with all its stakeholders; • Communicate effectively with all local municipalities and the broader community; • Act with respect, honesty, trust and empathy; • Render services with utmost diligence and professionalism and without fear or prejudice; • Promote ongoing development of management and adaptable skills to cope with changes in the environment and customer expectations; • Advocate on behalf of our District’s needs and expectations with other spheres of government and development agencies; • Ensure equity, equal opportunities and social justice in all programmes and deliberations; and • Be inclusive, transparent, accountable, and act with integrity.

  32. 3.4 UNPACKING STRATEGIC ISSUES The “unpacking” of the Strategic Issues in this section represents the integration of the products and processes of Phase One to Phase Three of the IDP process. It focusses and is structured around the 15 key issues (+ 6 sub-issues for engineering services) identified in the Phase 1 Analysis. The issues are reflected on the next page. The analysis of each strategic issue is divided into four components. The four components are each reflected on a slide. The components are: 1) Issue Analysis: This sheet presents an overview of the Strategic Issue, including a summary issue statement, a listing of causes and effects, the desired outcome in terms of this issues, the resources available for addressing the issue and lastly an indication of the strategies. 2) Approach: On this sheet the approach of the District Municipality is discussed in broad terms. Specific goals to be addressed through the activities relating to this issue is formulated and the approaches to achieving these goals are discussed. 3) Objectives (KPIs) and Strategies: This sheet sets basic objectives (KPIs) for each of the Strategic Issues and link the strategies to these. An indication is provided of the projects/activities identified to address the issue. 4) Projects: The last sheet(s) lists the projects identified relating to each of the strategic issues. The basic information on projects reflected in this section includes project number, project name, type of project, funding responsibility, budget requirements and timeframes. More detailed information relating to each of the projects is reflected in the Phase 3: Projects Report contained in Annexure 5. • It is important to note that in order to develop a better understanding of the projects identified these have bee categorised in terms of projects and activities. Various types of projects and activities have also been identified. This is reflected in the project lists attached. • PROJECTS • ·Planning project: A planning project will be a project aimed firstly at the more detailed analysis of a specific issue or issues, followed by the identification of key activities or projects (institutional or capital) to be implemented. • · Capital project: A capital project for the purpose of the IDP will be projects requiring substantial investment (either by the District or other stakeholders) and would usually result in the establishment of an asset, i.e. infrastructure development, a landfill site, a tourism facility etc. • ·Institutional project: An institutional project will primarily be a project of an administrative or facilitative nature. Such projects will be aimed at establishing or increasing the capacity of the District to perform specific functions. Although the cost components of institutional projects will generally not be high it may have a long term impact where new positions or structures are created. • · • ACTIVITIES • ·Promotion activity: In terms of the strategic framework developed by the District strategic decisions were taken regarding approaches to be adopted to addressing key issues. As the District does not assume direct responsibility for some of these functions it can only focus on promoting the accepted approaches. These activities are referred to as “Promotion Activities”. • ·Coordination activity: In terms of the allocation of functions and powers, and the interpretation of the District thereof, the District assumes a major role in the coordination of projects and activities. A number of specific such coordination activities relating to the various strategic issues have been identified. • Institutional activity: This represents an ongoing facilitation or administrative activity of the District to be integrated into the day-to-day management and operation.

  33. 3.4 UNPACKING STRATEGIC ISSUES

  34. 3.4.1 LAND REFORM AND HOUSING

  35. 3.4.1.1 ADDRESSING THE ISSUE • OVERVIEW OF APPROACH • The District views development processes as an important tool for ensuring the continued redistribution of resources (specifically land) to previously disadvantaged groups. The contribution which subsidies relating to land reform and housing processes can make to capital development and investment is acknowledged. The District wishes to promote (1) the effective and sustainable utilisation of the subsidies and (2) access for all communities to such subsidies. • BASIC GOALS OF THE APPROACH • In developing the strategies for addressing the issue a number of basic goals to be achieved have been established. These goals include: • to integrate the activities of all stakeholders relating to land reform and housing; • to ensure the access of all to subsidies relating to these programmes; • to ensure the equitable distribution of subsidies to all areas; and • to develop efficient processes for the delivery of land reform and housing. • APPROACH TO ACHIEVING THE GOALS: • The strategies and projects identified overleaf were formulated with a view to achieve each of the above goals. In summary the following approach will be adopted to achieving the goals, viz. • The District Municipality will fulfill the role of coordinator of land reform and housing activities. For this purpose a Housing and Land Reform Steering Committee will be established on which all key stakeholders in these processes will be represented. The Steering Committee will guide implementation in the District, supporting the activities of local municipalities. The Steering Committee will also be responsible for the prioritisation of projects where funding is limited and the development of a land reform and housing programme. The housing and land reform processes in the various local municipalities will be monitored and where necessary the Steering Committee will intervene to ensure efficient delivery. To ensure access for all to subsidies the District will through information programmes ensure that all communities understand and are in position to access the available subsidies. An information programme relating to the Land Redistribution for Agricultural Development Programme will be the first step in achieving this. Achieving the equitable distribution of subsidies is addressed by the District through the establishment of a basic objective to ensure that 50% of allocated housing subsidies relate to rural areas. This objective is aimed at ensuring the provision of housing (and infrastructure) in areas outside of formal urban areas where in the past an urban bias has been adopted. As land reform and housing processes are complicated the District will continue to endeavor to contribute to these processes rather than delay such processes. For this purpose clear mechanisms for processing housing, land redistribution, LRAD, ESTA and LTA related applications will be established as an urgency. The availability of clear planning and land use management guidelines to support the activities of implementing agents will be essential. Close coordination between the District and the Department of Local Government and Traditional Affairs will contribute to this.

  36. OBJECTIVE(S) STRATEGIES PROJECTS Institutional structuring for delivery • Establish Land Reform and Housing Steering Committee • Develop a Land Reform and Housing Information Programme (1) Establish 4000 housing opportunities p.a.annum (50% located in the rural areas) (2) Approval and implementation of LRAD Subsidies (by 2005 1000 small scale farmers p.a.) District-wide integrated housing delivery • Identify and prioritise projects • Establish mechanisms for allocation of funding • Programme for developing Land Use Management Systems Land reform implementation for sustainability • Information programme on LRAD • Finalisation of existing projects • Develop mechanisms for supporting LTA and ESTA processes 3.4.1.2 OBJECTIVES, STRATEGIES + PROJECTS

  37. 3.4.1.3 PROJECTS PROJECT LIST STRATEGIC ISSUE 1: LAND REFORM AND HOUSING

  38. 3.4.2 A FOCUS ON RURAL PEOPLE

  39. 3.4.2.1 ADDRESSING THE ISSUE • OVERVIEW OF APPROACH • As the majority of rural residents of the uMgungundlovu District Municipality resides on Ingonyama Trust Land and on privately owned farm land it must be ensured that these areas are fully integrated into the developmental activities within the District. Historically apartheid policies and more recently issues relating to land tenure impacted negatively on the level of development aimed at people residing on farms and on Ingonyama Trust land. The District will through its approach ensure the full integration of these people into the spatial structure and the development programmes of the District Municipality. • BASIC GOALS OF THE APPROACH • In developing the strategies for addressing the issue a number of basic goals • to be achieved have been established. These goals include: • to ensure the full integration of Ingonyama Trust areas into the spatial framework of the District; • to remove any land tenure related obstacles for future development on Ingonyama land and to provide people residing on farms with security of tenure; • to promote cooperation between Tribal Authorities, and representatives of farm workers, and Local Authorities aimed at the sustainable development of these areas; and • to encourage access of these identified groups to all forms of social, infrastructural and economic development. • APPROACH TO ACHIEVING THE GOALS • The strategies and projects identified overleaf were formulated with a view to achieve each of the above goals. In summary the following approach will be adopted to achieving the goals, viz. Consideration of the integration of Ingonyama Trust areas into the District and Local Municipality areas was a primary consideration in the development of the District spatial development framework. The spatial development framework presented in this report indicates that this was successfully achieved. Although mechanisms are in place to facilitate security of tenure on Ingonyma Land these have as yet not been clearly formulated and communicated to all stakeholders. Residents on farms are also generally not aware of their rights relating to land tenure. The District acknowledges the importance thereof and will continue to work with the Ingonyama Trust Board, the Department of Land Affairs and other stakeholders to formulate and communicate the procedures and land tenure options available to both internal and external stakeholders. Succesfull development on Ingonyama land will require a high level of cooperation between Traditional Authorities and the Local Authorities. To achieve this the District has taken on the responsibility for the establishment of a forum at which the buy-in of Traditional Authorities in the development related activities, such as integrated development planning, will be obtained. The District will encourage such coordination on the Local Municipality level. Successfully addressing the needs of people living on farms also require a greater level of interaction between local municipalities, people living on farms and farm owners. The District will continue to promote and monitor the implementation of this principle. The above establishes an environment conducive to development and needs to be built on through focussed intervention and development in the various areas. To this end the District has established a “more rural bias” in terms of all its development programmes, e.g. its objective is to ensure that 50% of future housing subsidies is allocated to rural areas.

  40. Promoting development on Ingonyama land • Clarify process for development approval on Ingonyama land • Establish consultative forum • Programme for development of Land Use Management Systems • Economic development feasibility studies • Establish a consultative forum with traditional leaders and stakeholders to discuss development related issues by 2002 • Empower and integrate farmworkers/residents into development processes Building the capacity of people living on farms • Monitor representation of farm workers and residents on local ward committees • Encourage communication between local municipalities, farm workers/ residents and farmers (Record of Understanding) • Research Project on Farmworker Needs Promoting tenure security for people living on farms • See Strategic Issue 1 – Land Reform and Housing Promoting provision of basic services to people living on farms • Clarify responsibility for basic service provision to persons living on farms • Investigate development of by-laws to govern basic service provision on farms • Link to Strategic Issue 3 the provision of sustainable infrastructure 3.4.2.2 OBJECTIVES, STRATEGIES + PROJECTS OBJECTIVE(S) STRATEGIES PROJECTS

  41. 3.4.2.3 PROJECTS PROJECT LIST STRATEGIC ISSUE 2: A FOCUS ON RURAL PEOPLE

  42. 3.4.3 ENGINEERING SERVICES • OVERVIEW OF APPROACH • Ensuring that all residents of the District have access to basic services is viewed as one of the core functions of the municipality. To date the uncertainty regarding functions and powers prevented the municipality from planning for this. In the absence of national guidance in this regard the District developed its understanding of the allocation of functions and powers (reflected in Annexure 1) and this interpretation guided the IDP planning. • The District has and will continue to ensure that appropriate planning for the provision of key infrastructure components are in place and updated on a regular basis. This planning will guide the distribution of funding by the District to Local Municipalities. The District will also in future fulfill a key role in terms of local municipality capacity development and monitoring local level implementation process. Where required it will provide additional capacity to the local municipalities. • BASIC GOALS OF THE APPROACH • In developing the strategies for addressing the issue a number of basic goals • to be achieved have been established. These goals include: • to put in place appropriate and updated planning for infrastructure provision on the District level; • to develop bulk and district level infrastructure and facilities as required to ensure effective infrastructure provision; • to build the capacity of local municipalities and where necessary to fulfill certain functions on behalf of local municipalities; • to promote the implementation of good infrastructure management practices. APPROACH TO ACHIEVING THE GOALS The strategies and projects identified with regard to each of the infrastructure types were formulated with a view to achieve each of the above goals. In summary the following approach will be adopted to achieving the goals, viz. The District has in the past taken the initiative to undertake District-wide infrastructure planning processes. The preparation of the Electrification Plan, Water Services Development Plan, Cemeteries and Crematoria Plan, and Solid Waste Plan are well-advanced. These Plans will coordinate service delivery and guide implementation and should be updated on a regular basis. Guided by the plans the District will provide bulk infrastructure as required. Currently plans for developing district solid waste and cemetery sites are underway. A pragmatic approach has been taken to the interpretation of Section 84(1) of the Structures Act (the allocation of functions and powers). Where a function has been assigned to the District, but local capacity to implement and manage it exists, the local municipality will continue to take responsibility for the function in terms of an implementation agency agreement with the District. The District will further continue to support capacity building relating to service provision in each of the municipalities. In terms of its overall coordination function the District will continue to promote the implementation of good infrastructure management processess, including the implementation of the basic free water and electricity scheme, cost recovery, maintenance etc.

  43. 3.4.3.1 ACCESS TO WATER

  44. OBJECTIVE(S) STRATEGIES PROJECTS Improvement of the basic level of water services • Establish water policy for district, incl. policy on free basic water • Appropriate technology in unserviced areas using reservoirs, groundwater, and rainwater harvesting Establishing MSPs for efficient delivery • Formalise service agreements with service providers, agents and other partners • Each household to have access to potable water (not necessarily piped) within 200m by the end of the 2004/5 financial year • DM to monitor and encourage compliance with the free basic water programme User pay for higher level of service • Promote installation of prepayment systems in schemes providing higher level of service • Promote debt collection to be actively managed with strict credit controls Maintain existing infrastructure • Encourage the implementation of water loss management systems. • Ensure preventative maintenance programme implemented Establish implementation capacity in District • Establish engineering capacity • Establish financial and administrative capacity 3.4.3.1 OBJECTIVES, STRATEGIES + PROJECTS

  45. 3.4.3.1 PROJECTS PROJECT LIST STRATEGIC ISSUE 3A: ACCESS TO WATER

  46. ISSUE STATEMENT: RESOURCES: A large proportion of the district population does not have access to appropriate, affordable levels of sanitation infrastructure. This impacts on general levels of health and welfare within these areas. In areas where infrastructure does exist it is often not maintained. FINANCIAL HUMAN/INSTITUTION • DWAF allocation to District – R13 million per annum) • Department of Housing Funding • Mvula Trust • Income from tariffs on both District and Local level • District Levy Income • International funders, e.g. DANCED • Water Services Authority • District Technical Services Department • District Financial Department • Implementing Agents: District, Umgeni Water, Mvula Trust OVERVIEW: Causes: (As for engineering services in general) Results: Lack of services, lack of community ownership of projects, exposure to diseases such as cholera, impacts negatively on general levels of health, contamination of ground water. STRATEGIES: DESIRED OUTCOME: • Every citizen of the district with access to proper sanitation • Payment for services rendered • Providing affordable levels of services • Proper usage of sanitation infrastructure • Linking water provision with sanitation • Standardisation of sanitation tariffs (in line with level of service) • Community awareness relating to appropriate usage of water and sanitation services developed • Apply appropriate technology to ensure sustainability • User pays for all services above basic level of service cost recovery on projects must be sustainable Incremental improvement in L.O.S. i.e.Pragmatic Innovative approach • Maintaining the levels of service in areas with higher levels of service. • Use water service providers and support Service Agents Maximise grant funding 3.4.3.2 ACCESS TO SANITATION

  47. OBJECTIVE(S) STRATEGIES PROJECTS Free basic sanitation • Appropriate technology programme using local community labour intensive methods to reduce capital cost to service provider User pay for higher level of service • Water borne services to be provided only when it will be affordable and sustainable. Cost to be recovered together with the water charges. • Each household have access to at least a Ventilated Improved Pit Latrine (WHO Standard) by 2004/5 • By 2003 have awareness programme in place focussing on health and hygiene Maintain existing services • Preventative maintenance programme to be implemented 3.4.3.2 OBJECTIVES, STRATEGIES + PROJECTS

  48. 3.4.3.2 PROJECTS PROJECT LIST STRATEGIC ISSUE 3B: ACCESS TO SANITATION

  49. ISSUE STATEMENT: RESOURCES: A large proportion of the district population does not have access to appropriate, affordable levels of electricity. This impacts on general levels of health and quality of life within these areas. It further impacts on the quality of essential services such as education and health FINANCIAL HUMAN/INSTITUTION • Treasury Equitable Share as allocated to Local Councils • Department of Minerals and Energy • Local Council Tariffs • District Levy Income • Department of Minerals and Energy • Eskom • REDs (Regional Electricity Distribution) • Local Electricity Distributors • No human capacity required on district level, pending decision on REDs OVERVIEW: Causes: (As per engineering services in general) Results: Pressure on environment, high cost of energy STRATEGIES: DESIRED OUTCOME: • All resident will have access to appropriate form of energy. • District to create a conducive environment within which DME implementing agents (e.g. Eskom) can work • Implementation of government policy on free electricity • Provide access to free basic electricity • User pay for higher level of electricity service • Fund capital short fall for grid electricity 3.4.3.3 ACCESS TO ELECTRICITY

  50. OBJECTIVE(S) STRATEGIES PROJECTS Provide access to free basic electricity • Appropriate technology programme to provide free basic electricity (grid or non-grid) To provide an additional 4 000 electricity connections (grid or non-grid) per annum of which 50% will be located in rural areas User pay for higher level of electricity service • Promote the installation of prepayment systems in schemes providing higher levels of service • Encourage active management of debt collection with strict credit controls Fund capital short fall for grid electricity • Using external funding reduce the capital cost to service provider to bring it below the connection threshold (R3 500 per connection 3.4.3.3 OBJECTIVES, STRATEGIES + PROJECTS

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