Final Adopted IDP - KZN Development Planning
Final Adopted IDP - KZN Development Planning
Final Adopted IDP - KZN Development Planning
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ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
EXECUTIVE SUMMARY<br />
1
INTRODUCTION<br />
Despite the fact that local government elections were held on 18 May 2011 to elect a<br />
new Council for the Ulundi Municipality, a decision was taken by the former Council that<br />
the 2011 / 2012 financial year would form the first year of the third generation<br />
Integrated <strong>Development</strong> Plan (<strong>IDP</strong>) of the Municipality - the five year period of the<br />
third generation <strong>IDP</strong> extends from the 2011 / 2012 financial year to the 2015 / 2016<br />
financial year. As a consequence of the decision taken by the Council of the<br />
Municipality, the 2012 / 2013 financial year constitutes the first review of the <strong>IDP</strong><br />
compiled, approved and first implemented during the 2011 / 2012 financial year.<br />
In order to provide strategic direction to the third generation <strong>IDP</strong> of the Ulundi<br />
Municipality, a strategic planning workshop was held on 17 March 2011 which developed a<br />
vision for the Municipality over the five year planning period. The vision for the<br />
Municipality is articulated as:<br />
“A developmental city of heritage focusing on good governance, socioeconomic<br />
development and upholding tradition to promote sustainable service<br />
delivery”<br />
In the preparation of the third generation <strong>IDP</strong> extending over the five year period from<br />
the 2011 / 2012 financial year to the 2015 / 2016 financial year, the intention was to<br />
provide pertinent information in a user friendly way and to give strategic direction to<br />
the operation of the Municipality. Due recognition is given to the unique advantages<br />
possessed by the Municipality in terms of its cultural heritage while also recognising the<br />
challenges presented by high unemployment and rural poverty. Provided there is an<br />
integrated approach and a spirit of cooperation prevalent within the Municipality and in<br />
its relationship with its environs, there is no reason why the third generation <strong>IDP</strong> period<br />
cannot be one of significant progress for the communities within the Ulundi Municipality.<br />
2
OVERVIEW OF THE ULUNDI MUNICIPALITY<br />
The Ulundi Local Municipality is located on the southern boundary of the Zululand<br />
District Municipality in north-eastern KwaZulu-Natal. The Ulundi municipal area is<br />
approximately 3 250 square kilometres in extent and includes the towns and settlements<br />
of Ulundi, Nqulwane, Mahlabathini, Babanango, Mpungamhlophe and Ceza as well as the<br />
Traditional Authorities of Buthelezi, Hlatshwayo, Jama, Lukhwazi, Ntuli, Mbatha,<br />
Mpungose, Ndebele, Ntombela, Usuthu, Ximba, Zungu and a number of large farms in the<br />
western part of the area. The largest concentration is, however, in the town of Ulundi<br />
and its surrounding rural peripheral area.<br />
The Ulundi Local Municipality consists of 24 wards with 47 Councillors and its area is<br />
now roughly 100 times the size of the original area administered by the then Ulundi TLC,<br />
the largest part of which is rural and underdeveloped. Approximately half of the<br />
Municipal area consists of commercial farms and the area supports a substantial<br />
agricultural community. The town of Ulundi represents the only urban centre in the<br />
Ulundi Local Municipal area and accommodates approximately 40 000 people. The<br />
settlement pattern reveals a high population concentration in the town of Ulundi and<br />
densely populated peri-urban area surrounding the town and along the main routes R34,<br />
R66 and P700. Further settlement concentrations include:<br />
Nqulwane in the eastern part of Ulundi with the Okhukho Coal Mine;<br />
3
Babanango, which developed as a result of the forestry industry;<br />
Denny Dalton/Mpungamhlophe, which developed as a result of road R34 and rail<br />
infrastructure; and<br />
Ceza to the north, which developed in response to the establishment of supportive<br />
land uses such as a hospital, clinic and other related social support services in the<br />
area. It is also situated on the road network system. It is therefore a connection<br />
and concentration point for people and activities.<br />
The Ulundi Municipality is one of the five local municipalities that constitute the area of<br />
jurisdiction of the Zululand District Municipality – the other four local municipalities are<br />
the eDumbe Municipality; the Abaqulusi Municipality; the uPhongolo Municipality and the<br />
Nongome Municipality. Plan 1 included in Annexure C to the <strong>IDP</strong> review document<br />
illustrates the locality of the Ulundi Municipality in the southern part of the surface<br />
area of the Zululand District Municipality.<br />
From the information reflected on Plan 2 (located in Annexure C to this <strong>IDP</strong> review<br />
document) which deals with the contextual aspects of the Ulundi Municipality it is noted<br />
that there are two predominant features to the service area of the Ulundi Municipality.<br />
The western part of the Ulundi municipal area reflects the location of a number of<br />
agricultural holdings – commercial agriculture and forestry are the predominant<br />
activities in this part of the Municipality. The remaining eastern part of the Ulundi<br />
municipal area falls under the control of a number of traditional authorities which<br />
requires the Municipality to take cognisance of issues related to the ownership and use<br />
of land.<br />
The largest and eastern part of the Municipality is managed by Tribal Authorities whilst<br />
the western part of the Municipality consists of privately owned farms. Only a few<br />
areas have official cadastral boundaries – these include the town of Ulundi and the areas<br />
of Mahlabathini, Babanango, Mpungamhlophe and two small areas near Lottery and<br />
Sterkstroom. The settlements not situated within the area of a Tribal Council include<br />
Babanango, Bloubank, Nhlazatshe, Lottery, Sterkstroom and Ngongweni. This land<br />
tenure information is depicted on Plan 8 included in Annexure C attached to this <strong>IDP</strong><br />
review document.<br />
Included in Annexure C to the <strong>IDP</strong> review document is a map (Map 2) that illustrates the<br />
transportation links within the Ulundi municipal area. The R34 is the main<br />
transportation link between Richards Bay and Mpumalanga. The town of Ulundi is not<br />
located on this route and the chances of it expanding to such an extent that it would<br />
meet the road are slim, but P700 is an alternative since Ulundi is at the base of this<br />
corridor. It is, however, located on the secondary regional access route R66, which<br />
provides sub-regional accessibility within Zululand. The “Coal Line”, which generally<br />
follows the alignment of the R34 in other areas, passes through the town of Ulundi. This<br />
4
provides opportunities for development in the secondary sector should the possibility of<br />
importing and exporting freight through this mode of transport be capitalised on.<br />
The intersection of the R34 and R66 provides opportunities for the development of a<br />
future node. This node could be developed as a modal interchange for tourists or visitors<br />
to the area. The development of tourist facilities such as restaurants, curio shops and<br />
information services could stimulate the tourism industry of the area. The upgrading of<br />
the P700 route to Hluhluwe-Umfolozi Park and Richards Bay presents further<br />
opportunities for tourism development, as it will provide a shorter and more direct link<br />
to this Park from Mpumalanga and Gauteng. This would channel visitors via the Municipal<br />
area to the Park, stimulating growth in the tourism sector.<br />
Ulundi town is the only urbanised area within the Municipality and the focus of all<br />
economic activity. It is surrounded by a number of large, densely populated tribal areas<br />
characterised by informal settlement patterns. These areas are completely reliant on<br />
Ulundi for employment, goods and services. In terms of population density,<br />
concentration and service demands, large sections of these tribal areas can be classified<br />
as emerging urban settlements. The urban area therefore has a large peripheral<br />
dependency, with large population concentrations located outside the formal urban area.<br />
There is a lack of structure, no clear hierarchy of nodes and complex movement<br />
patterns.<br />
Ulundi town plays an important provincial role, as it is the secondary administrative hub<br />
of the Province, serving the northern part of KwaZulu-Natal (Pietermaritzburg is the<br />
administrative capital of KwaZulu-Natal). Most of its job opportunities are therefore in<br />
the public sector. Ulundi is however still establishing itself as a centre of investment for<br />
private sector secondary and tertiary activities. <strong>Development</strong> through <strong>IDP</strong> projects and<br />
initiatives will stimulate growth in the economy. One of the reasons for the retarded<br />
development in the economy is the land tenure system of the Tribal Authorities, which<br />
does not create investor confidence. Land release opportunities will lead to increased<br />
confidence by investors.<br />
5
DEMOGRAPHIC CHARATERISTICS<br />
DEMOGRAPHIC INDICATORS<br />
Population<br />
According to the Census 2001 statistics the population for the Ulundi Municipality<br />
comprised a total of 212 970 people living in 37 539 households. The Community Survey<br />
conducted in 2007, however, indicated that the population within the Municipality had<br />
decreased to a level of 197 905 persons resident in 39 837 households – this<br />
information indicates that the size of the average household within the Ulundi municipal<br />
area decreased from 5.67 persons per household in 2001 to 4.97 persons per household<br />
in 2007. Among the reasons offered for the reduction in population and household size<br />
is the exodus of economically active individuals seeking job opportunities away from the<br />
predominantly rural Ulundi municipal area and the impact of the HIV / AIDS pandemic.<br />
Obtaining accurate population figures for the Ulundi municipal area has proven to be<br />
quite difficult. The Zululand District Municipality developed a household tally for the<br />
entire district using aerial photography and digitised households from the 1996<br />
MegaSub house count. Eskom produced a set of images in 2001 that was used to update<br />
the 1996 data. A new set of photography was acquired by the District Municipality<br />
during 2007 and this data was used to update the information captured from the 2001<br />
photography. Based on the household count the District Municipality then calculated<br />
population figures on an average household size of 6.763 persons per household, a much<br />
larger number than is indicated by either the 2001 Census or the 2007 Community<br />
Survey. According to these calculations the population within the Ulundi Municipality as<br />
at 2007 numbered 238 862 persons resident in a total of 35 319 households. During the<br />
course of the 2011 calendar year a national census was conducted, ten years after the<br />
last official statistical information was compiled. Once the outcome of the 2011 census<br />
in respect of the Ulundi municipal area becomes available, a more accurate assessment<br />
of the population and number of households within the Ulundi Municipality will be<br />
included for planning purposes.<br />
In compiling the <strong>IDP</strong> review for the period 2012 / 2013 due cognisance is given to both<br />
the 2001 Census and the Community Survey conducted in 2007. The following map<br />
reflects the population per current ward within the Municipality based on the population<br />
figures produced by the 2001 Census.<br />
6
Based on the information provided by Census 2001, the ward (based on the latest ward<br />
boundary determinations) with the highest population is Ward 17, which is situated west<br />
of the town of Ulundi and stretches between Ulundi and Mpungamhlope – the population<br />
within the confines of<br />
7
Ward 17 exceeds 10 000 people. Both Ward 2 and Ward 4 have recorded population<br />
numbers that exceed 9 000 people. Conversely, Ward 19 has the smallest number of<br />
people resident within its boundaries. Only 2 000 people were recorded as being<br />
resident in Ward 19 by Census 2001 – this ward is situated just south of the town of<br />
Ulundi and is the area that houses the Prince Mangosuthu Buthelezi Airport. Detailed<br />
population numbers per ward are reflected in the table above.<br />
Age Distribution of the Population<br />
The following table provides pertinent information on the age profile of the population<br />
within the Ulundi municipal area (based on the 2007 Community Survey):<br />
Age Category<br />
Percentage of Population<br />
Age: 0 – 4 years 11.40%<br />
Age: 5 – 9 years 14.95%<br />
Age: 10 – 14 years 14.45%<br />
Age: 15 – 19 years 12.97%<br />
Age: 20 – 29 years 15.19%<br />
Age: 30 – 39 years 10.02%<br />
Age: 40 – 49 years 8.23%<br />
Age: 50 – 59 years 5.70%<br />
Age: 60 – 69 years 3.61%<br />
Age: Older than 69 years 3.48%<br />
The age distribution of the population within the Ulundi Municipality indicates that<br />
40.80% of the population is under15 years of age while more than half of the population<br />
(53.77%) is under the age of 20. Only 39.14% of the population is in the economically<br />
active age group range from 20 years of age to 59 years of age.<br />
Utilising the information provided by Census 2001, the table set out below again reflects<br />
the age distribution of the population as at that date. It is clear from the table that<br />
females are significantly larger in numbers than males. It is also clear that population<br />
of school going age, which is up to the age of 19, is far greater than the other population<br />
groups and consists of 57% of the total population. The working age group is only 38%<br />
of the population which means that potentially 62% of the population does not earn any<br />
income.<br />
When taking cognisance of unemployment, and the current economic recession, the<br />
situation becomes critical in that economic opportunities need to be created and<br />
exploited to create work opportunities. With economic decline work opportunities<br />
become more limited and contingency plans developed to ensure food security for the<br />
population.<br />
8
Population Density<br />
Population density is measured as the number of people per square kilometre. In this<br />
regard it is noted that the Ulundi Municipality in general has a very low population<br />
density, which is in line with its predominantly rural nature. The population density<br />
within the Ulundi municipal area in general ranges from zero to 150 persons per square<br />
kilometre. Only the main urban areas surrounding Ulundi and Mabelana have a slightly<br />
higher population density ranging between 151 and 600 persons per square kilometre.<br />
The population density information for the Ulundi Municipality is illustrated pictorially in<br />
Plan 7 included in Annexure C attached to this <strong>IDP</strong> review document.<br />
Although Ward 3 (on the northern boundary with the Abaqulusi Municipality) also has a<br />
higher population density (ranging between 150 and 600 persons per square kilometre) it<br />
has a rural character – consequently the population density of this ward will be closer to<br />
the 150 persons per square kilometre. Despite having the smallest population among the<br />
wards that constitute the service area of the Ulundi Municipality, Ward 19 has the<br />
highest population density with one person for each 19 square metres of surface area.<br />
The lowest population density is recorded by Ward 16 where there is only one person<br />
per 2 344 square metres. The Babanago settlement forms part of Ward 16 which is<br />
characterised by agricultural and forestry activities.<br />
Education Levels<br />
Based on the information provided by Census 2001 it is noted that a large portion of the<br />
population aged 20 years and older have little or no education, whilst a very limited<br />
number of persons resident within the Municipality have received tertiary education or<br />
training.<br />
9
The ward within the service area of the Ulundi Municipality where the largest population<br />
complement has received tertiary education or training is Ward 12. Ward 12 comprises<br />
the heart of the town of Ulundi and consequently houses professional staff working<br />
within the business and government sectors. Only in Ward 18, Ward 19 and Ward 21 is<br />
there an indication of significant numbers of people who have received tertiary<br />
education or training.<br />
Ward 1 is the ward within the Ulundi municipal area with the largest portion of its<br />
population having received no education; it is located on the most northern boundary of<br />
the Municipality. Although it seems this ward is far from any nodal area, whereby lack<br />
of accessibility may be the reason for the low levels of education, the area is connected<br />
to the R66 via the P736 and community members within Ward 1 can therefore access<br />
education facilities located in the town of Ulundi on a daily basis.<br />
10
VISION, MISSION AND VALUES<br />
A strategic planning workshop was held in the Council Chamber of the Ulundi Municipality<br />
on 17 March 2011 to develop a strategic direction for the third generation integrated<br />
development plan (<strong>IDP</strong>) of the Municipality. The key outputs of this process are<br />
recorded hereunder:<br />
VISION<br />
“A developmental city of heritage focusing on good governance, socioeconomic<br />
development and upholding tradition to promote sustainable service<br />
delivery”<br />
MISSION<br />
o<br />
Dedication to democratic principles through partnering with private and public<br />
strategic stakeholders<br />
o<br />
Promotion of eco-tourism and cultural activities whilst maintaining good relations<br />
with traditional structures and special groups<br />
o<br />
Value for money driven infrastructure, well structured spatial development and<br />
management of natural resources<br />
o<br />
Creating an environment that fosters a dynamic, innovative and vibrant work force<br />
and the inculcation of a good work ethic<br />
VALUES<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Mutual Respect<br />
Accountability<br />
Customer Consciousness<br />
Professionalism<br />
Openness and Transparency<br />
Redress<br />
Integrity and Honesty<br />
Commitment and Teamwork<br />
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SWOT ANALYSIS<br />
Strengths<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Strong heritage<br />
Availability of land<br />
Access to municipal airport<br />
Good rail links<br />
Parliamentary Building<br />
Identification of P700 corridor<br />
Low crime rate<br />
Tourism attractions<br />
Stable and skilled work force<br />
Adoption of good policies<br />
Weaknesses<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Culture of non-payment still prevalent<br />
High rate of unemployment<br />
Number of child headed households<br />
Geographic location<br />
Outdated technology<br />
Vastness of undeveloped land<br />
Lack of commercial and industrial development<br />
Lack of recreational facilities<br />
Opportunities<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Rich heritage to unlock tourism<br />
Availability of land for commercial and industrial development<br />
Geographical linkages provided by P700<br />
Transportation linkages provided by the municipal airport, rail links and tarred<br />
roads<br />
Unlocking socio-economic development through initiatives such as aloe farming etc<br />
Attracting potential investors to enhance employment and improve the economy<br />
<strong>Development</strong> of cooperation with traditional leadership<br />
Promotion of inclusive governance<br />
Targeting high customer debt through innovative strategies<br />
Okhukho mining resources<br />
12
Threats<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
Unemployed and unskilled population (dependency syndrome)<br />
Prevalence of natural disasters<br />
Access to insufficient funding<br />
Environmental challenges (eg drought)<br />
Poor and aging infrastructure<br />
HIV / AIDS<br />
Inaccessibility of Council owned land<br />
Lack of arable land<br />
Influx of unskilled illegal foreign nationals<br />
Inability to attract skilled professionals<br />
Urban sprawl<br />
Abuse of alcohol and drugs<br />
13
LEGAL, STRATEGY AND POLICY FRAMEWORK<br />
LEGISLATION, STRATEGIES AND POLICIES<br />
There are a number of pieces of legislation and other guidelines that impact on the<br />
structure, planning and direction of the Ulundi Municipality. These have all been set out<br />
in this section of the Situational Analysis to provide a framework within which the<br />
Municipality has considered the priorities and imperatives that inform the 2012 / 2013<br />
Review of its third generation <strong>IDP</strong>.<br />
The Constitution of the Republic of South Africa, Act 108 of 1996, as amended<br />
Chapter Seven of the Constitution of the Republic of South Africa, Act 108 of 1996, as<br />
amended, is devoted to local government matters. The transformation of local<br />
government to reflect developmental and service delivery priorities, as envisaged by the<br />
Constitution, marked a radical departure from the way local government was structured<br />
and operated prior to the implementation of the Constitution. Section 152(1) of the<br />
Constitution sets out the objectives of local government:<br />
(a) to provide democratic and accountable government for local communities;<br />
(b) to ensure the provision of services to communities in a sustainable manner;<br />
(c) to promote social and economic development;<br />
(d) to promote a safe and healthy environment; and<br />
(e) to encourage the involvement of communities and community organisations in the<br />
matters of local government.<br />
The Municipal Systems Act, Act 32 of 2000, as amended<br />
The commencement of the preamble to the Municipal Systems Act, Act 32 of 2000, as<br />
amended, indicates the purpose of the legislation as “to provide for the core principles,<br />
mechanisms and processes that are necessary to enable municipalities to move<br />
progressively towards the social and economic upliftment of local communities, and<br />
ensure universal access to essential services that are affordable to all”.<br />
Chapter Five of the Municipal Systems Act, as amended, introduces the concept of<br />
integrated development planning. In terms of Section 35(1) of the Act, an integrated<br />
development plan adopted by the council of a municipality -<br />
(a) is the principal strategic planning instrument which guides and informs all planning<br />
and development, and all decisions with regard to planning, management and<br />
development, in the municipality;<br />
14
(b)<br />
(c)<br />
binds the municipality in the exercise of its executive authority, except to the<br />
extent of any inconsistency between a municipality‟s integrated development plan<br />
and national or provincial legislation, in which case such legislation prevails; and<br />
binds all other persons to the extent that those parts of the integrated<br />
development plan that impose duties or affect the rights of those persons have<br />
been passed as a by-law.<br />
The Municipal Structures Act, Act 117 of 1998, as amended<br />
The Municipal Structures Act forms part of the suite of legislation promulgated prior to<br />
the local government elections held in 2000 which ushered in the transformation of local<br />
government in South Africa. The Structures Act provided for the establishment of<br />
municipalities that covered the entire surface area of the Republic; and stipulated the<br />
joint responsibility of district municipalities and the local municipalities that comprise<br />
their area of jurisdiction, to ensure rendering of services to communities within those<br />
municipalities.<br />
The National Environmental Management Act, Act 107 of 1998<br />
Chapter 1 of the National Environmental Management Act, Act 107 of 1998, (NEMA)<br />
sets out the principles for environmental management at a national level. Section 2(3) of<br />
NEMA stipulates that all development must be socially, environmentally and economically<br />
sustainable. Section 2(4)(a) of the Act requires that sustainable development consider<br />
all of the relevant factors including:<br />
(i) that the disturbance of ecosystems and the loss of biological diversity are avoided<br />
or, where they cannot be altogether avoided, are minimised and remedied;<br />
(ii) that pollution and degradation of the environment are avoided or, where they<br />
cannot be altogether avoided, are minimised and remedied;<br />
(iii) that the disturbance of landscapes and sites that constitute the nation‟s cultural<br />
heritage is avoided or, where it cannot be altogether avoided, is minimised and<br />
remedied;<br />
(iv) that waste is avoided, or where it cannot altogether be avoided, minimised and reused<br />
or recycled where possible and otherwise disposed of in a responsible<br />
manner;<br />
(v) that the use and exploitation of non-renewable natural resources is responsible<br />
and equitable, and takes into account the consequences of the depletion of the<br />
resource;<br />
(vi) that the development use and exploitation of renewable resources and the<br />
ecosystems of which they are part do not exceed the level beyond which their<br />
integrity is jeopardized;<br />
(vii) that a risk-averse and cautious approach is applied, which takes into account the<br />
limits of current knowledge about the consequences of decisions and actions; and<br />
15
(viii) that negative impacts on the environment and on people‟s environmental rights be<br />
anticipated and prevented and, where they cannot be altogether prevented, are<br />
minimised and remedied.<br />
Section 2(4)(b) of NEMA prescribes that environmental management must be<br />
integrated, acknowledging that all elements of the environment are linked and<br />
interrelated, and it must take into account the effects of decisions on all aspects of the<br />
environment and all people in the environment by pursuing the selection of the best<br />
practicable environmental option.<br />
National Spatial <strong>Development</strong> Perspective<br />
The National Spatial <strong>Development</strong> Perspective (NSDP) is an initiative by the National<br />
Government to provide direction and guidelines for spatial planning in order to ensure<br />
the eradication of the spatially segregated growth pattern that still exists today. The<br />
NSDP guides government in implementing its programmes in order to achieve the<br />
objectives of Accelerated and Shared Growth – South Africa (ASGI-SA) of halving<br />
poverty and unemployment by 2014. The NSDP is built on five basic principles:<br />
Principle 1: Rapid economic growth that is sustained and inclusive as a prerequisite for<br />
the achievement of poverty alleviation;<br />
Principle 2: Government has a constitutional obligation to provide basic services to all<br />
citizens (for example water, energy, health and educational facilities) wherever they<br />
reside;<br />
Principle 3: Government spending on fixed investment should be focused on localities of<br />
economic growth and / or economic potential in order to gear up private sector<br />
investment, stimulate sustainable economic activities and create long-term employment<br />
opportunities;<br />
Principle 4: Where low economic potential exists investments should be directed at<br />
projects and programmes to address poverty and the provision of basic services in order<br />
to address past and current social inequalities;<br />
Principle 5: In order to overcome the spatial distortions of Apartheid, future<br />
settlement and economic development opportunities should be channeled into activity<br />
corridors and nodes that are adjacent to or link the main growth centres in order for<br />
them to become regional gateways to the global economy.<br />
16
Provincial Spatial Economic <strong>Development</strong> Strategy<br />
The KwaZulu-Natal Spatial Economic <strong>Development</strong> Strategy (PSEDS) was formulated in<br />
2007 as a spatial economic assessment of the areas of need and potential within the<br />
Province. The PSEDS is intended as a guide to service delivery to achieve the goals set<br />
in ASGI-SA to halve poverty and employment by 2014. The PSEDS is built on the five<br />
principles set out in the NSDP. The PSEDS sets out to focus on where government<br />
directs its investment and development initiatives; capitalises on complementarities and<br />
facilitate consistent and focused decision making; and bring about strategic<br />
coordination, interaction and alignment. The PSEDS recognises that social and economic<br />
development is never uniformly distributed since Apartheid created an unnatural<br />
distortion of development and this distortion must be addressed. Within the<br />
framework of the NSDP, the PSEDS aims to achieve the following:<br />
Eradication of extreme poverty and hunger;<br />
Fighting poverty and protecting vulnerable groups in society;<br />
Promotion of gender equality and empowerment of women;<br />
Developing a comprehensive response to HIV / AIDS, malaria and other diseases;<br />
Sustainable economic development and job creation;<br />
Sustainable governance and service delivery;<br />
Integrating investment in community infrastructure;<br />
Developing human capability; and<br />
Ensuring environmental sustainability<br />
The New Growth Path: The Framework<br />
The aim of the New Growth Path for South Africa is to knit together industrial policy<br />
action plans with the policies and programmes in rural development, agriculture, science<br />
and technology, education and skills development, labour, mining and beneficiation,<br />
tourism, social development and other areas. The strategy followed by the New Growth<br />
Path identifies areas where employment creation is possible and the development of<br />
policy packages to facilitate employment creation in these areas. Job drivers are<br />
needed to facilitate the creation of employment opportunities. The New Growth Path<br />
reflects five main job drivers – Infrastructure; identifying the main economic sectors;<br />
seizing the potential of new economies (such as the green economy); investing in social<br />
capital and public services; and spatial development. In his State of the Nation Address<br />
delivered on 9 February 2012, the President reiterated the job drivers in the New<br />
Growth Path Framework as infrastructure development, tourism, agriculture, mining,<br />
manufacturing and the green economy.<br />
From a local government perspective, the New Growth Path must aim to break the<br />
spatial challenges introduced by the Apartheid era through the identification of areas<br />
for focused investment in infrastructure, and the identification of viable and<br />
17
sustainable opportunities for historically disadvantaged regions. Rural development will<br />
always be dependent on links with main urban areas, and can for example produce for the<br />
industries situated within the adjacent urban areas. With the distinct differences in<br />
natural, economic and social conditions, local municipalities must adapt the broad drivers<br />
in the New Growth Path to their circumstances.<br />
“Breaking New Ground”: From Housing to Sustainable Human Settlements<br />
The focus of this policy is to change the delivery of housing at scale, ensuring that<br />
housing delivery results in the creation of sustainable human settlements. The<br />
objectives of this policy are:<br />
Accelerating the delivery of housing as a key strategy for poverty alleviation;<br />
Utilising provision of housing as a major job creation strategy;<br />
Ensuring property can be accessed by all as an asset for wealth creation and<br />
empowerment;<br />
Leveraging growth in the economy;<br />
Combating crime, promoting social cohesion and improving the quality of life for<br />
the poor; and<br />
Utilising housing as an instrument for the development of sustainable human<br />
settlements, in support of spatial restructuring<br />
Comprehensive Rural <strong>Development</strong> Programme<br />
The Rural <strong>Development</strong> Framework, adopted by National Government in 1997, defined<br />
rural areas as: “Sparsely populated areas in which people farm or depend on natural<br />
resources, including villages and small towns that are dispersed throughout these areas.”<br />
Ulundi, despite being the previous capital of Kwazulu-Natal, is a predominantly rural<br />
municipality. The Comprehensive Rural <strong>Development</strong> Programme (CRDP), adopted in 2009,<br />
has as its aim the development of rural South Africa, to create vibrant, sustainable and<br />
equitable rural communities. The CRDP is different from past government strategies in<br />
rural areas due to its approach which focuses on proactive participatory communitybased<br />
planning rather than an interventionist approach to rural development<br />
State of the Nation Address<br />
The State of the Nation Address was delivered by His Excellency, Jacob G Zuma,<br />
President of the Republic of South Africa on the occasion of the joint sitting of<br />
Parliament in Cape Town on 9 February 2012. The President indicated that a mid-term<br />
review, undertaken from 2009 to the present time, had indicated the achievement of<br />
steady progress in various areas such as health, education, the fight against crime,<br />
human settlements, energy, water provision, rural development and others. However,<br />
the triple challenge of unemployment, poverty and inequality persists, despite the<br />
18
progress made. In this regard the President noted that the national Cabinet had taken a<br />
decision to grow the country‟s economy in order to get rid of the problems of<br />
unemployment, poverty and inequality in the country.<br />
Given some of the difficulties faced and the need to move away from piecemeal planning,<br />
Cabinet resolved in 2009 to establish the National <strong>Planning</strong> Commission with a mandate<br />
to produce a national development plan for the country, informed by the Constitution of<br />
the Republic. The National <strong>Planning</strong> Commission released the first draft of the National<br />
<strong>Development</strong> Plan in November 2011 for consideration – the Plan directly addresses the<br />
elimination of poverty and inequality as critical points that must be attended to. The<br />
solution for the country, therefore, is higher growth and job creation to reduce and<br />
ultimately eradicate poverty and inequality<br />
The President announced the following initiatives:<br />
o<br />
o<br />
o<br />
The building and expansion of infrastructure across the nation – this will boost the<br />
economy and create job opportunities<br />
Identification of critical social infrastructure projects including projects aimed at<br />
laying the basis for the National Health Insurance system such as the<br />
refurbishment of hospitals and nurses‟ homes<br />
Infrastructure work that extends beyond the borders of South Africa in<br />
championing the North-South Road and Rail Corridor, which is part of the African<br />
Union‟s NEPAD Presidential Infrastructure Championing initiative<br />
In terms of the massive infrastructure investment envisaged, the President indicated<br />
that the investment must leave more than just power stations, rail-lines, dams and<br />
roads. It must industrialise the country, generate skills and boost much needed job<br />
creation.<br />
In the remainder of his address the President dealt with a range of issues related to<br />
access to affordable housing, the high cost of electricity and the search for renewable<br />
energy sources, access to basic potable water supply, climate change with particular<br />
reference to the COP17 conference, basic and tertiary education, HIV / AIDS<br />
programmes, the upliftment of marginalised groups, land reform, economic<br />
transformation, and the fight against crime and corruption.<br />
National <strong>Development</strong> Plan<br />
The National <strong>Planning</strong> Commission issued the first draft of the National <strong>Development</strong><br />
Plan in November 2011 for consideration – its contents are summarised in the following<br />
table:<br />
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Diagnostic – Poverty and Inequality<br />
Too few jobs<br />
Crumbling infrastructure<br />
Resource intensive economy<br />
Exclusive planning<br />
Poor education<br />
High disease burden<br />
Public sector uneven<br />
Corruption<br />
Divided communities<br />
Plan – Prosperity and Equity<br />
Create jobs<br />
Expand infrastructure<br />
Use resources properly<br />
Inclusive planning<br />
Quality education<br />
Quality healthcare<br />
Build a capable state<br />
Fight corruption<br />
Unite the nation<br />
In the National <strong>Development</strong> Plan the National <strong>Planning</strong> Commission indicates that its<br />
planning is designed to eliminate poverty and reduce inequality in South Africa by 2030.<br />
For each of the diagnostics indicated in the table above, the proposed plan sets out<br />
specific actions intended to achieve prosperity and equity by 2030; for example, the<br />
Plan envisages the creation of 11 million more jobs by 2030 through a number of<br />
mechanisms that addresses the current situation of too few jobs.<br />
State of the Province Address<br />
The State of the KwaZulu-Natal Province Address was delivered by the Honourable<br />
Premier of the Province, Dr ZL Mkhize, on 21 February 2012. In his address the Premier<br />
aligns the Province with the strategic direction provided by the State of the Nation<br />
Address in meeting the challenges of unemployment, poverty and inequality. The<br />
Premier notes that the creation of decent work and building the economy has been<br />
highlighted as top priority for Government and, consequently, the Province will respond<br />
by directing and demonstrating the opportunities available through integrated<br />
Government investment, infrastructural development and targeted policy choices.<br />
In his address the Premier touches on a number of service delivery, social and economic<br />
focus areas that have an impact on the communities in the Province including –<br />
Health, schools and roads infrastructure<br />
Human Settlements – access to housing<br />
Access to potable water and an acceptable standard of sanitation<br />
Access to electricity<br />
Centres of Growth and Corridors of <strong>Development</strong> – Special Economic Zones<br />
Tourism<br />
Building a culture of entrepreneurship<br />
Agriculture and Food Security<br />
Climate Change<br />
Nature Conservation<br />
Rural <strong>Development</strong><br />
Education<br />
Health matters with particular reference to HIV / AIDS<br />
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Social <strong>Development</strong><br />
Fighting Crime and Corruption<br />
Clean Governance<br />
Operation Sukuma Sakhe<br />
KwaZulu-Natal Provincial Growth and <strong>Development</strong> Strategy<br />
In February 2011 the KwaZulu-Natal Provincial Cabinet tasked the Provincial <strong>Planning</strong><br />
Commission to draft a vision and to review the KwaZulu-Natal Provincial Growth and<br />
<strong>Development</strong> Strategy. The draft 2030 Vision and the Provincial Growth and<br />
<strong>Development</strong> Strategy was adopted by the Cabinet on 31 August 2011. The vision<br />
developed as part of this process is:<br />
“By 2030, the Province of KwaZulu-Natal should have maximized its position<br />
as a Gateway to South and Southern Africa, as well as its human and<br />
natural resources so creating a safe, healthy and sustainable living<br />
environment. Abject poverty, inequality, unemployment and the current<br />
disease burden should be history, basic services must have reached all its<br />
people, domestic and foreign investors are attracted by world class<br />
infrastructure and a skilled labour force. The people shall have options on<br />
where and how they opt to live, work and play, where the principle of<br />
putting people first and where leadership, partnership and prosperity in<br />
action has become a normal way of life.”<br />
The 2011 KwaZulu-Natal Provincial Growth and <strong>Development</strong> Strategy (PGDS) boosts the<br />
Province‟s commitment to achieving the vision of KwaZulu-Natal (<strong>KZN</strong>) as a “Prosperous<br />
Province with a healthy, secure and skilled population, acting as a Gateway to Africa and<br />
the World”. The PGDS aims to build this gateway by growing the economy for the<br />
development and improvement of the quality of life of all people living in the Province.<br />
Whilst the Provincial Government of <strong>KZN</strong> is leading this process, its success depends on<br />
strong compacts with labour, civil society and business. Thus a critical success factor in<br />
achieving the 2011 PGDS is for all stakeholders to be synchronised in the single minded<br />
pursuit of shifting <strong>KZN</strong>‟s growth path towards shared growth and integrated,<br />
sustainable development.<br />
The purpose of the 2011 <strong>KZN</strong> PGDS is to:<br />
Develop a clear long term vision and plan for the growth and development of the<br />
Province by building on the strengths and opportunities while addressing the<br />
weaknesses and threats;<br />
Mobilise all development partners to achieve predetermined development<br />
objectives and targets;<br />
21
Promote vertical, horizontal and spatial alignment;<br />
Spatially contextualise and prioritise (not just what, also where and when) so as to<br />
achieve spatial equity;<br />
Guide the activities and resource allocation of Provincial Government and other<br />
spheres of government, business sectors, organised labour and other role-players<br />
from civil society that can contribute to development in the Province;<br />
Develop clear institutional arrangements to secure buy-in and ownership, through a<br />
structured consultation process with all sectors and development partners;<br />
Define clear targets and indicators;<br />
Direct commitment to the allocation of resources to manage and implement this<br />
PGDS; and<br />
Build a strong centre and decisive leadership roles to achieve the desired<br />
outcomes and ensuring that the PGDS is afforded the status as the primary plan<br />
for the Province.<br />
The 2011 <strong>KZN</strong> PGDS has developed a set of strategic goals and objectives as the<br />
compass to guide policy making and resource allocation in the Province to 2030 – these<br />
goals and objectives are aligned to the imperatives included in the National Outcomes:<br />
Strategic Goal Number of<br />
Related to National Outcome<br />
Strategic<br />
Objectives<br />
Job Creation 4 Decent employment through inclusive economic<br />
growth<br />
Human Resource<br />
<strong>Development</strong><br />
3 Improved quality basic education<br />
A skilled and capable workforce<br />
Human and Community<br />
<strong>Development</strong><br />
7 A long and healthy life for all South Africans<br />
All people in South Africa are and feel safe<br />
Vibrant, equitable sustainable rural communities<br />
contributing towards food security for all<br />
Sustainable human settlements and improved quality<br />
of household life<br />
Strategic Infrastructure 5 An efficient, competitive and responsive economic<br />
infrastructure network<br />
Responses to Climate<br />
Change<br />
4 Environmental assets and natural resources that are<br />
well protected and continually enhanced<br />
Governance and Policy 4 A responsive, accountable, effective and efficient<br />
local government system<br />
An efficient, effective and development oriented<br />
public service and an empowered, fair and inclusive<br />
citizenry<br />
Spatial Equity 2 Not directly aligned to any specific national<br />
outcome, but rather implicit in all of them<br />
22
Provincial Spatial <strong>Development</strong> Framework (PSDF)<br />
The PGDS recognises that environmental vulnerability, social need and economic<br />
development are not evenly distributed and spatial disparities will always exist due to<br />
the spatial distribution of natural resources, historical imperatives and cultural factors.<br />
The strategic and targeted nature of the PGDS implies that specific interventions will<br />
be undertaken within key geographical areas of need and potential. Provincial strategies<br />
aimed at promoting growth and development must therefore be developed on the basis<br />
of a thorough understanding of the existing profile of the Province, and an analysis of<br />
the strengths, weaknesses, opportunities and threats of the current situation. This<br />
implies that strategies, programmes and plans will be developed to build on the<br />
strengths, eliminate the weaknesses, explore the opportunities and mitigate threats<br />
within the social, economic and environmental realm. The <strong>KZN</strong> Provincial Spatial<br />
<strong>Development</strong> Strategy has been developed in order to achieve the goals and objectives<br />
of the PGDS in a targeted and spatial coordinated manner. The Provincial Spatial<br />
<strong>Development</strong> Strategy sets out to:<br />
Be the spatial expression of the PGDS and provide a spatial context for proposed<br />
strategic interventions‟<br />
Provide a set of normative principles or departure points that guide the Province‟s<br />
approach to dealing with socio-economic issues that are manifested spatially;<br />
Provide a basis for informed consensus on the Province‟s spatial priorities by<br />
providing a map giving guidance for the future spatial development of the Province;<br />
Assist to prioritise and align where government directs its investment and<br />
development initiatives to ensure sustainable and maximum impact;<br />
Capitalise on complementarities and facilitate consistent and focused decisionmaking;<br />
Guide municipal integrated development plans (<strong>IDP</strong>s), spatial development<br />
frameworks (SDFs) and provincial and municipal framework plans;<br />
Provide clear intent to the private sector about desired development directions;<br />
and<br />
Increase predictability in the development environment.<br />
The envisaged spatial vision for <strong>KZN</strong> can be summarised as follows:<br />
“Optimal and responsible utilisation of human and environmental resources,<br />
building on addressing need and maximising opportunities toward greater<br />
spatial equity and sustainability in development”<br />
Sustainable development encompasses the integration of social, economic and ecological<br />
factors into planning, decision-making and implementation so as to ensure that<br />
development serves present and future generations.<br />
23
In response to the legislative imperatives and the prompting provided by the State of<br />
the Nation Address and the State of the Province address, together with the National<br />
<strong>Development</strong> Plan and the <strong>KZN</strong> Provincial Growth and <strong>Development</strong> Strategy, this <strong>IDP</strong><br />
Review is compiled with the following priorities, some of which may not be within the<br />
mandate of the Ulundi Municipality to deliver:<br />
• Extension of basic services to communities where a minimum RDP standard has not<br />
been achieved, to address the inequity of service delivery across the extent of<br />
the Municipality<br />
• Utilise local economic development initiatives as a vehicle to address the<br />
prevalence of unemployment within the Municipality<br />
• Address the level of poverty within the communities of the Municipality, with<br />
particular reference to the promotion of food security<br />
• Enhance the awareness of communities with regard to the HIV / AIDS pandemic<br />
to reduce the infection<br />
• Extend the availability of primary health care to the communities of the<br />
Municipality through the construction of additional facilities and the expansion of<br />
the range of services offered by primary health care clinics and hospitals<br />
• Promotion of primary and secondary levels of education by increasing enrolment of<br />
learners and improving the quality of education infrastructure and equipment<br />
• Engagement of the community and community structures to address the<br />
prevalence of crime and reduce the incidence of fraud and corruption<br />
• Utilise the advantages the Municipality in terms of its heritage to expand the<br />
tourism potential within the municipal area<br />
• Address the challenges faced by marginal communities and individuals by<br />
addressing issues related to gender, the youth and disabled individuals<br />
• <strong>Development</strong> of transport infrastructure to enhance the access of communities to<br />
access social and commercial opportunities<br />
• Address the housing backlog within the Municipality by the development of<br />
sustainable human settlements in particular within rural communities<br />
24
• Ensure that all development undertaken within the Ulundi municipal area is<br />
sustainable and takes into consideration the impact it has on the environment<br />
• Providing communities with an understanding of the importance of climate change<br />
and other environmental challenges faced<br />
• Implementation of the spatial development framework and the management of land<br />
use within the Municipality<br />
• Maintenance of good governance throughout the administration of the Municipality<br />
and ensuring the strengthening of inter-government relations across the various<br />
sectors of government<br />
25
SERVICE DELIVERY PLAN<br />
The development of service delivery plans by municipalities within the Province of<br />
KwaZulu-Natal is an initiative of the Office of the Premier designed to foster and<br />
enhance cooperation between sector departments and the third tier of government<br />
within the Province. In the past sector departments have indicated a willingness to<br />
participate in development programmes undertaken by municipalities but indicated that<br />
the needs and priorities to be addressed have not been clearly spelt out in municipal<br />
integrated development plans. It is the intention of this initiative to drive a number of<br />
special projects in each municipality which, when completed, will have contributed<br />
significantly to the development processes in those municipalities and assisted in<br />
addressing the challenges of poverty, inequity and unemployment. The service delivery<br />
plans of each municipality are also required to be aligned with the <strong>KZN</strong> Growth and<br />
<strong>Development</strong> Strategy, Corridor <strong>Development</strong> and other strategies driven at a national<br />
and provincial level. Compilation and delivery of the Service Delivery Plan for the Ulundi<br />
Municipality, in total or in part, during the 2012 / 2013 financial year will make a positive<br />
contribution to the priorities identified by the Municipality in this <strong>IDP</strong> Review document.<br />
SERVICE DELIVERY PLAN CRITERIA<br />
The Office of the Premier provided the following criteria to be utilised in the catalytic<br />
projects included in its Service Delivery Plan by the Municipality:<br />
(a)<br />
(b)<br />
(c)<br />
(d)<br />
(e)<br />
(f)<br />
(g)<br />
(h)<br />
(i)<br />
(j)<br />
Provision and maintenance of basic service delivery infrastructure;<br />
Promotion of sustainable urban and rural development;<br />
Promotion of sustainable change in social and economic realities;<br />
Embracing corridor development and the rehabilitation of small towns;<br />
Achievement of Millenium <strong>Development</strong> Goals;<br />
Promotion of job creation and local economic development;<br />
Promotion of the integration of planning and development (<strong>IDP</strong>s);<br />
Alignment to national and provincial priorities;<br />
Promotion of the sustainability of the environment; and<br />
Promotion of good governance, institutional development and financial viability.<br />
26
CATALYTIC PROJECTS IDENTIFIED<br />
The following catalytic projects have been identified to comprise the Service Delivery<br />
Plan for the Ulundi Municipality in respect of the 2012 / 2013 financial year<br />
Project No Project Description<br />
Project Location<br />
01 Aloe Processing Plant Ward 9<br />
02 Earthworks Moving Equipment All Wards<br />
03 Babanango Landfill Site Ward 16<br />
04 Bus / Taxi Stop Shelters All Wards<br />
05 Agricultural Market Ward to be advised<br />
06 Poultry Farming Various Wards<br />
07 Synthetic Surface Sports Fields Various Wards<br />
08 Thusong Service Centres All Nodes<br />
09 Mpumgamhlophe Access Road Ward 13<br />
10 Alternative Energy Various Wards<br />
11 Feasibility Studies and Business Plans for Nodal All Nodes<br />
Trading Centres<br />
27
ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
PREPARATION OF THE <strong>IDP</strong><br />
28
PROCESS PLAN<br />
The Ulundi Municipality commenced its third generation Integrated <strong>Development</strong> Plan<br />
(<strong>IDP</strong>) with effect from the 2011 / 2012 financial year. As a consequence the 2012 /<br />
2013 financial year represents the first review of the third generation <strong>IDP</strong> of the<br />
Municipality. The Process Plan is a tool used to guide the <strong>IDP</strong> process and this review.<br />
It is in this document that the important areas of the <strong>IDP</strong> are highlighted in order to<br />
promote coordination and alignment by setting out the timeframes, role players,<br />
milestones and responsibilities included in the final product produced. The Process Plan<br />
has been prepared in line with the <strong>IDP</strong> Framework set out by the Zululand District<br />
Municipality; the Process Plan was approved by the Council of the Municipality to initiate<br />
the <strong>IDP</strong> process. A copy of the approved Process Plan is attached as Annexure A to this<br />
<strong>IDP</strong> review document.<br />
FORMAT OF THE <strong>IDP</strong><br />
To ensure consistency throughout and ensure linkage between its components, the <strong>IDP</strong><br />
Review has been prepared in accordance with the national Key Performance Areas as<br />
outlined hereunder:<br />
• Basic Service Delivery and Infrastructure <strong>Development</strong><br />
• Social and Economic <strong>Development</strong><br />
• Institutional Arrangement and Transformation<br />
• Good Governance and Public Participation<br />
• Financial Viability and Management<br />
In addition due consideration is given to the role of spatial development planning within<br />
the Municipality.<br />
The <strong>IDP</strong> contains a number of sections that indicate the strategic direction that the<br />
Ulundi Municipality is due to take over the period of its third generation <strong>IDP</strong>; this also<br />
provides strategic direction to the review of the <strong>IDP</strong> for implementation during the<br />
2012 / 2013 financial year.<br />
Situational Analysis<br />
In the course of the development of the third generation <strong>IDP</strong> for the Municipality which<br />
commenced at the beginning of the 2011 / 2012 financial year, a thorough situational<br />
analysis was undertaken of the Ulundi municipal area; the result of the analysis was<br />
captured in the various functional areas that comprise the five national key performance<br />
indicators to which reference was made above. As part of the review of the <strong>IDP</strong> for<br />
29
implementation during the course of the 2012 / 2013 financial year, the content of the<br />
situational analysis previously determined was reviewed and confirmed or amended as<br />
appropriate in order to accurately reflect the current situation pertaining within the<br />
various functional areas that constitute the Ulundi municipal area.<br />
Strategy <strong>Development</strong><br />
• Long term strategies per national key performance area that extend beyond the<br />
timeframe of the third generation <strong>IDP</strong> approved for the Ulundi Municipality;<br />
consequently there has been no alteration to this strategy during this review<br />
process<br />
• Medium term implementation plan reflecting a series of actions to give effect to<br />
the long term strategy. The medium term timeframe extends over a period of<br />
three to five years<br />
• A Sector Plan which sets out the other key role players and stakeholders that<br />
impact the communities resident within the Ulundi municipal area – for each<br />
identified role player or stakeholder an indication is included of the areas of need<br />
within the Municipality that their respective interventions and support addresses<br />
• An operational plan has been prepared for the 2012 / 2013 financial year that links<br />
with the long term and medium term strategy; the operational plan reflects what<br />
the Municipality intends to achieve in the second year of its third generation <strong>IDP</strong><br />
Financial Plan and Capital Investment Framework<br />
The balance of the <strong>IDP</strong> review document deals with the financial planning of the<br />
Municipality and sets out a history of the projects undertaken and completed, those<br />
currently being undertaken and those that have been planned (with funding secured) in<br />
the future, including the 2012 / 2013 financial year which forms the crux of this <strong>IDP</strong><br />
Review.<br />
PROCESS OF CONSULTATION<br />
The process of consultation has three distinct elements, the culmination of which<br />
provides the information on which this <strong>IDP</strong> review is based:<br />
30
Community Consultation<br />
As specified in the Process Plan the Municipality, under the direction of the Mayor and<br />
the Municipal Manager undertook a series of <strong>IDP</strong> Road Shows during the month of<br />
November 2011. In order to maximise the participation of communities =, these Road<br />
Shows were held at venues which encouraged community members from adjacent wards<br />
to attend. In addition to the political and administrative representatives of the<br />
Municipality, invitations to attend were extended to traditional and religious leaders,<br />
the District Municipality and all sector departments. Particularly in the rural areas,<br />
these meetings were very well attended and community members participated by raising<br />
their concerns and challenges. Attendance registers reflecting indicating the extent of<br />
participation in these community consultation initiatives are included as Annexure K<br />
attached to this <strong>IDP</strong> Review document.<br />
Consultation with Stakeholders and Role Players<br />
Meetings were arranged and interviews conducted with a wide range of stakeholders and<br />
role players including the Zululand District Municipality and the sector departments that<br />
function within the service area of the Ulundi Municipality and have an impact on the<br />
lives of the communities that comprise the area of jurisdiction of the Ulundi<br />
Municipality. Where appropriate, documentation in support of the information<br />
submitted was collected at the time of the meeting / interview or subsequently received<br />
in electronic or hard copy form – all of the submissions made have been incorporated<br />
into the <strong>IDP</strong> Review scheduled for implementation during the 2012 / 2013 financial year.<br />
Meetings with Directorates that Comprise the Structure of the Municipality<br />
With their responsibility to ensure the implementation of the plans and strategies<br />
included in the third generation <strong>IDP</strong> approved by the Ulundi Municipality, due<br />
consideration was given to each of the Directorates, their Executive Manager and<br />
management team. Information covering a wide range of functional areas was sourced<br />
from the various officials employed in the five Directorates together with the Office of<br />
the Mayor and the Office of the Municipal Manager.<br />
Presentation of Draft <strong>IDP</strong> to the Representative Forum<br />
On 5 June 2012 the draft <strong>IDP</strong>, initially approved by the Council in March 2012 and<br />
submitted to COGTA for consideration, was presented to the communities and<br />
stakeholders located within the service area of the Municipality at a formally<br />
constituted <strong>IDP</strong> Representative Forum. Opportunity was afforded members of the<br />
community and representatives of Sector Departments to offer input with regard to the<br />
31
<strong>IDP</strong> prior to the development of the final draft to be submitted to Council for approval<br />
before 30 June 2012.<br />
The 2012 / 2013 <strong>IDP</strong> Review<br />
The process undertaken to compile the <strong>IDP</strong> Review involved consultation with a wide<br />
range of stakeholders:<br />
• The <strong>IDP</strong> Road Shows were conducted in five nodal areas in November 2011 (see<br />
Annexure K for more information in this regard)<br />
• Meetings were held with <strong>IDP</strong> Stakeholders including the National Department of<br />
Energy, Departments within the <strong>KZN</strong> Provincial Government and the Zululand<br />
District Municipality<br />
• On 23 March 2012 a draft <strong>IDP</strong> Review for the 2012 / 2013 financial year was<br />
submitted to COGTA as part of the Peer Review and Evaluation process<br />
• On 28 March 2012 the Council of the Ulundi Municipality approved the First Draft<br />
of the <strong>IDP</strong> Review<br />
• Simultaneously, the general public and other stakeholders were informed that the<br />
<strong>IDP</strong> is open for comment and representation through the various media available<br />
to them<br />
• On 5 June 2012 an <strong>IDP</strong> Representative Forum meeting was held in Ulundi at which<br />
the content of the draft <strong>IDP</strong> Review was presented and the opportunity afforded<br />
to community members and stakeholders to make comment and provide further<br />
input<br />
• The final <strong>IDP</strong> Review document for implementation during the 2012 / 2013<br />
financial year was approved by the Council of the Municipality on 27 June 2012<br />
32
ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
SITUATIONAL ANALYSIS<br />
BASIC SERVICE DELIVERY<br />
AND<br />
INFRASTRUCTURE DEVELOPMENT<br />
33
ELECTRICITY PROVISION<br />
There are two electricity distribution service providers within the area of jurisdiction<br />
of the Ulundi Municipality (the Municipality itself and Eskom), each having a distribution<br />
licence issued by the National Electricity Regulator of South Africa (NERSA). Provision<br />
of electricity within the Ulundi municipal area is sourced from four substations:<br />
• The newly built Nkonyeni substation was commissioned in 2010 and is now<br />
operational. It is a 88/22Kv; 20 Mva substation that is fed from the Umfolozi<br />
Transmission substation. Overhead distribution lines (22Kv) are in the process of<br />
being constructed from the Nkonyeni substation into the Ulundi municipal area;<br />
this multi-million Rand project will provide a backbone from which communities<br />
across the extent of the municipal area are able to access an electricity service.<br />
Once the backbone has been completed access will be constrained only by the<br />
availability of funding to connect households to the supply network. Wards that<br />
will benefit initially from electrification along the route of this line are Ward 1;<br />
Ward 2; Ward 3; Ward 4; Ward 5; Ward 6; part of Ward 7; part of Ward 8;<br />
Ward 9, Ward 10, Ward 11; Ward 14 and Ward 15.<br />
• The Mtonjaneni substation is a 88/22Kv; 40 Mva substation fed from the<br />
Umfolozi Transmission substation. There is an existing 22 Kv line from the<br />
Mtonjaneni substation running along the Vryheid Road and into the Ulundi<br />
municipal area; it also branches off toward Babanango, where it meets up with a<br />
22 Kv line from the St. James substation. The existing line is being extended<br />
towards the Quarry and the Ulundi Water Treatment Works. This extension will<br />
benefit the communities in Ward 12, Ward 19, Ward 20, Ward 21, Ward 23 and<br />
the southern part of Ward 16.<br />
• A 22 Kv line from the Vryheid substation feeds into Ward 13; an interlink between<br />
this line and the Mtonjaneni 22 Kv line was planned. It was subsequently<br />
established that the line from the Vryheid substation does not have additional<br />
capacity which affects the electrification possibilities in Ward 13 and the<br />
northern part of Ward 16.<br />
• When the Nkonyeni substation lines have been constructed and converted to 22<br />
Kv, the existing high voltage lines through Ward 8 and Ward 14 will be fed from<br />
the Unit D substation and initially operated on 11 Kv. On the western border of<br />
the Ulundi Municipality an interlink will be built between the two feeders which<br />
will provide access to the electrification of communities in some parts of Ward 8,<br />
Ward 14, Ward 15 and Ward 24. This interlink is expected to be completed within<br />
three years. The next phase, to be commenced in September 2012 will connect<br />
these two networks to the Okhuku substation and be operated on 22 Kv. The<br />
34
Okhukho substation project has experienced some environmental challenges which<br />
indicate that the project may be delayed for an indefinite period of time. This<br />
will affect electrification in Ward 14, Ward 15 and Ward 24.<br />
• Funding for electrification projects is provided by the Department of Energy in<br />
accordance with the Integrated National Electrification Programme at<br />
approximately R 8 million per year. The consequence of this is the electrification<br />
of only a range of 500 to 600 houses per year depending on the proximity of<br />
Eskom infrastructure.<br />
Electricity Backlogs<br />
There are currently no electricity distribution service backlogs within the Ulundi<br />
Municipality licence area. Whilst the Eskom licence area includes all or part of all 24<br />
wards that comprise the area of jurisdiction of the Ulundi Municipality, the backlog is<br />
confined to 20 wards - Eskom has indicated that the current electricity distribution<br />
service backlog totals 12 972 households.<br />
In order to estimate access to electricity, statistics drawn from Census 2001 related to<br />
using electricity for lighting purposes have been used. Lighting is the cheapest<br />
commodity that electricity can be used for, and it is assumed that this is the first item<br />
35
to be powered by electricity. It therefore provides a good estimation of the percentage<br />
of the population with access to electricity. The map above reflects household access<br />
to electricity as an energy source for lighting per current ward in the Municipality,<br />
based on Census 2011 household information.<br />
In September 2012 the Council of the Municipality adopted an electrification<br />
prioritisation model to address the backlog per ward in rural households where no access<br />
to electricity is currently available. The weighted electrification model identifies a<br />
number of factors that impact on the rendering of an electricity service to households<br />
including access to a primary electricity source (which has the highest weighting),<br />
project cost per capita, proximity to a development corridor etc.. Based on the model<br />
the remaining twenty wards within the Ulundi municipal area were prioritised to receive<br />
the benefit of future electrification funding whether it be from the INEF or other<br />
source. Details of the electrification prioritisation model and the prioritisation of<br />
Eskom supplied (rural) areas are set out in Annexure N attached to this <strong>IDP</strong> document.<br />
Renewable Energy<br />
Recognising that the eradication of the electricity service distribution backlogs within<br />
the Eskom licence area is a long term process, the Municipality has explored alternative<br />
energy sources. The use of solar energy provides one solution to the current electricity<br />
service distribution backlog. In this regard there are two options being considered –<br />
• The installation of a solar geyser in households where a water service is available,<br />
primarily in urban and peri-urban areas within the Municipality – during the 2011 /<br />
2012 financial year it was initially planned to install 2 300 solar geysers in<br />
households located in Unit K (1 000 households), Unit L (500 households) and Unit<br />
M (800 households) from funding provided by Eskom. However, Eskom indicated<br />
that this funding is scheduled to be available during the 2012 / 2013 financial year<br />
• In the rural areas solar panels are to be installed in households as an electricity<br />
source; a service provider has been appointed to source funding for this<br />
intervention<br />
Electrical Protection<br />
Electrical protection is at the heart of an electricity service distribution system; the<br />
function of the protection is to clear downstream faults and ensure that only the<br />
affected area will be isolated during fault conditions. In the past, downstream faults<br />
would run back and trip the main intake substation breaker instead of clearing only the<br />
affected area, resulting in total blackouts for the whole of Ulundi. Electrical protection<br />
of all substations has now been graded in order to isolate only affected areas.<br />
Replacement equipment for protection relays has been purchased and, with the<br />
36
exception of one substation, batteries have been replaced. This is the main reason why<br />
the number of power outages in Ulundi has been significantly reduced in recent months<br />
The town of Ulundi experienced a major power outage in the month of December 2011<br />
that extended over a period of more than a week, following a major electrical storm in<br />
the area. The outage was caused by the failure of two medium voltage cables between<br />
the Unit D substation and the LA substation; these two cables were identified as being<br />
high risk in May 2010 when it was estimated that their replacement could be undertaken<br />
at an approximate cost of R 10 million; funding which the Municipality did not have<br />
access to. During the investigation of this power outage it was established that the LA<br />
substation (which is the primary source of electricity to the town of Ulundi) is currently<br />
relying on one feeder cable only. Consequently the Municipality has purposed to install a<br />
backup overhead line as a matter of urgency to preclude the reoccurrence of a situation<br />
such as that experienced in December 2011. Funding in the amount of R 2 400 000 to<br />
install the overhead line is currently being sourced by the Municipality.<br />
Planned Maintenance<br />
It is essential to minimise the life cycle cost of assets by means of a proper<br />
maintenance programme during the “in service phase” of any infrastructure. In the past<br />
the Ulundi Municipality did not have a clearly defined maintenance philosophy and<br />
strategy but dealt with maintenance issues on a reactive basis. With effect from<br />
September 2010 the Municipality has implemented an annual planned preventative<br />
maintenance programme in terms of which specific preventative maintenance is carried<br />
out on a particular element of the electricity distribution system on a particular day. A<br />
Superintendent: Local Planned Electrical Maintenance has been appointed by the<br />
Municipality with effect from 1 March 2012 whose primary responsibility will be to<br />
oversee and implement the preventative maintenance programme; this programme will be<br />
reviewed as part of the maintenance commitment for the 2012 / 2013 financial year.<br />
Electricity Distribution Losses<br />
Electricity distribution losses as a result of tampering with electricity meters have been<br />
a major cause for concern – in the 2009 / 2010 financial year the electricity distribution<br />
losses amounted to some 40% of the electricity purchased by the Municipality. As a<br />
consequence the Municipality has embarked on a programme of replacing both the<br />
conventional meters and the old prepaid meters with new prepaid meters whose<br />
technology mitigate against illegal connections and tampering. As a result there has<br />
been a reduction in the electricity distribution losses incurred by the Municipality. The<br />
Municipality has also increased the number of sales outlets for prepaid electricity. The<br />
annual financial statements of the Municipality for the 2010 / 2011 financial year,<br />
indicate electricity distribution losses amounting to R 13 829 000. The Adjustment<br />
37
Budget approved for the 2011 / 2012 financial year provide an amount of R 47 650 000<br />
for electricity purchases – discounting the increase in the unit cost of electricity<br />
purchased and the expansion of the service rendered the electricity distribution loss<br />
still amounts to approximately 35% of the bulk electricity purchased.<br />
POTABLE WATER PROVISION<br />
In terms of the Water Services Act of 1997 the Zululand District Municipality is the<br />
water services authority for its area of jurisdiction which includes the Ulundi<br />
Municipality. The Zululand District Municipality is also the water services provider<br />
within the service area of the Ulundi Municipality.<br />
Water Schemes<br />
There are ten back to back regional water supply schemes within the area of jurisdiction<br />
of the Zululand District Municipality; the Nkonjeni Regional Water Supply Scheme is<br />
primarily responsible for the provision of water to the communities within the Ulundi<br />
Municipality. Each regional scheme footprint has a sustainable water source from where<br />
infrastructure is progressively being rolled out to all households within the supply area.<br />
The supply footprints have been identified in such a way that water can be provided to<br />
all households within the area in a sustainable manner and at the lowest possible cost.<br />
The Nkonjeni Scheme is in the privileged position of having a well developed and<br />
sustainable water source; hence the bulk of the available funding from the Municipal<br />
Infrastructure Grant (MIG) can be applied to the progressive roll out of water services<br />
to the respective communities to be served by the Scheme.<br />
The Water Services <strong>Development</strong> Plan prepared by the Zululand District Municipality<br />
for the 2011 / 2012 financial year provides detail regarding the water services<br />
infrastructure rollout to Nkonjeni North over the period from 2010 to 2014. During the<br />
course of the 2011 / 2012 financial year the following projects are being implemented to<br />
provide communities and settlements with access to a potable water service in terms of<br />
the rollout of the Nkonjeni Regional Water Supply Scheme:<br />
Project Communities and Settlements Connected Households<br />
Connected<br />
No of People<br />
Serviced<br />
E Ezansikwestolo; Mbotsheni; Mashudu 243 836<br />
F Mahleza; Ezibindini; Nhlalanithini; Kwamkhize; Gioagabela /<br />
Mpayaini<br />
593 4 728<br />
Q Dlebe; Bhobhobho 85 678<br />
In the absence of a regional water supply scheme, potable water is provided by a number<br />
of rudimentary schemes that make use of a local groundwater source (borehole equipped<br />
with a hand pump or a protected spring) located within 800 metres walking distance<br />
38
from the households to be served while the connection to the regional water supply<br />
scheme is awaited. The following projects to provide communities and settlements with<br />
a rudimentary potable water supply have been completed since the commencement of<br />
the 2010 / 2011 financial year:<br />
Project Communities and Settlements Connected Households<br />
Connected<br />
No of<br />
People<br />
Serviced<br />
P700 Supply England; Dindi 117 820<br />
Zinqonqwana Maganda 98 716<br />
Ekujulukeni Ejukulukeni; Kwanguqe 310 2 264<br />
Emahlathini Emahlathini 155 1 132<br />
Isangonyane Celwini / Mdonsa; Ntandakuwela; Othisangu;<br />
762 5 110<br />
Isangoyana; Isikhla Sewela; Isangonyana;<br />
Manekwana; Kwagqikazi; Phakama<br />
Makosini Sgodiphola 207 1 512<br />
Okhukho Cengeni Gate; Mgababa; Bhekimbaso; Nqulwane;<br />
Nsingizane; Kwanoma; Lomo; oKhukhu; Nduvu<br />
962 6 447<br />
The Zululand District Municipality has established a Water Services <strong>Development</strong><br />
<strong>Planning</strong> Steering Committee in which both the Municipal Manager and the Director:<br />
Technical Services of each of the local municipalities within its area of jurisdiction have<br />
been requested to participate. The meetings of this Steering Committee are held<br />
quarterly where information regarding current and future water services projects is<br />
provided and the local municipalities are afforded the opportunity to interact with the<br />
water services provider on behalf of the affected communities within their respective<br />
service areas.<br />
Water Treatment Works (WTW)<br />
There are five water treatment works in operation within the Ulundi Municipality namely<br />
the Ulundi WTW, the Babanango WTW, the Mpungamhlope WTW, the Masokaneni WTW<br />
and the Nkonjeni Hospital WTW. The largest of these is the Ulundi Water Treatment<br />
Works which provides for the full demand of the Town. Each of these water treatment<br />
works was assessed during June 2009 – the assessments included recommendations and<br />
cost estimates for emergency intervention or to refurbish and / or upgrade the works in<br />
the short term and medium to long term.<br />
Emergency interventions are needed where fatal problem areas need to be attended to<br />
such as settlements consuming raw untreated water and structures that are on the point<br />
of collapse. Short term refurbishment (not critical work) is needed to refurbish and<br />
upgrade the existing works to meet the current demands and also to enable the works to<br />
function at its design capacity while medium to long term upgrading is needed to meet<br />
39
the future demands. The following table sets out the position regarding the water<br />
treatment works within the Ulundi Municipality:<br />
Water Treatment<br />
Works<br />
Current Delivery<br />
Emergency<br />
Cost (R)<br />
Short Term<br />
Cost (R)<br />
Ulundi WTW 18 Ml / day 530 000<br />
Babanango WTW 0.33 Ml / day 3 400 2 335 000<br />
Medium to Long<br />
Term Cost (R)<br />
Mpungamhlophe WTW 0.63 Ml / day 17 600 35 000 20 000 000<br />
These cost estimates exclude VAT and the cost of professional fees. No assessments<br />
were scheduled for either the Masokaneni WTW or the Nkonjeni Hospital WTW. While<br />
the emergency cost estimates are limited, the short term refurbishment of the<br />
Babanango WTW to meet current demands will involve considerable funding.<br />
Potable Water Backlog<br />
Household access to a potable water supply within the Ulundi municipal area, based on<br />
the information provided by the 2001 census and the Community Survey conducted in<br />
2007 has been analysed. The following table illustrates some of the changes that have<br />
occurred:<br />
Access to Potable Water Supply 2001 Census 2007 Community Survey<br />
Piped water tap inside the dwelling 12.3% 18.5%<br />
Piped water tap inside the yard 14.7% 28.0%<br />
Piped water tap outside of the yard 20.1% 11.7%<br />
Boreholes 7.5% 5.6%<br />
Springs 9.5% 7.0%<br />
Rivers 27.7% 26.4%<br />
The two most preferred methods of providing access to a potable water supply – piped<br />
water tap inside the dwelling and piped water tap inside the yard – both reflect<br />
significant improvement over the six year period spanning the 2001 Census and the 2007<br />
Community Survey while all of the other categories reflect a decline in prevalence as a<br />
source of access to potable water.<br />
The map attached reflects the level of access to piped water inside the dwelling per<br />
current ward in the Municipality, based on the information generated from the Census in<br />
2001.<br />
40
The Water Services <strong>Development</strong> Plan prepared by the Zululand District Municipality in<br />
respect of the 2011 / 2012 financial year indicates that a total of 6 980 urban<br />
households within the Ulundi Municipality are provided with a yard connection potable<br />
water service (greater than the minimum RDP requirement). Within the rural<br />
communities in the Ulundi Municipality a total of 22 671 households are provided with a<br />
potable water supply – 7 464 households receive a rudimentary supply (less than the<br />
minimum RDP standard), 7 579 households receive potable water from communal<br />
standpipes in accordance with the minimum RDP standard, and 7 628 households have<br />
yard connections (mostly on the property but outside of the dwelling) which exceeds the<br />
minimum RDP standard. The Water Services <strong>Development</strong> Plan further indicates that<br />
there are no urban households that do not have access to a potable water supply while 5<br />
658 households in the rural areas of the Municipality currently do not have access to a<br />
potable water service.<br />
Free Basic Water<br />
The Zululand District Municipality has adopted a Free Basic Water Services Policy as<br />
follows:<br />
• All households will receive six kilolitres of potable water per month free of charge<br />
for domestic use<br />
• Industrial, commercial and institutional consumers do not qualify for free basic<br />
water services<br />
• All water supplied from standpipes and rudimentary systems will be free<br />
41
SANITATION PROVISION<br />
The Zululand District Municipality is the water services (including sanitation) authority<br />
and water services provider within the service area of the Ulundi Municipality.<br />
Sanitation in the rural areas is being provided in the form of dry-pit VIP toilets and the<br />
strategy is to implement these simultaneously with the roll-out of water. This ensures a<br />
more effective impact with health and hygiene awareness training. The Water Services<br />
<strong>Development</strong> Plan adopted by the Zululand District Municipality in respect of the 2011 /<br />
2012 financial year details the roll-out of sanitation services within the Ulundi<br />
Municipality over the period from 2011 / 2012 to beyond the 2013 / 2014 financial year.<br />
The beneficiaries in each case are identified by their community name. In brief<br />
communities in the following wards will benefit from the sanitation services roll-out:<br />
Period<br />
Beneficiary Wards<br />
2011 / 2012 Ward 2; Ward 3; Ward 4; Ward 9: Ward 11: Ward 12; Ward 14;<br />
Ward 15; Ward 17; Ward 20; Ward 23; Ward 24<br />
2012 / 2013 Ward 3; Ward 14; Ward 7; Ward 15; Ward 16; Ward 23; Ward<br />
24<br />
2013 / 2014 and Ward 1; Ward 2; Ward 3; Ward 4; Ward 5; Ward 6; Ward 7;<br />
beyond<br />
Ward 8; Ward 10; Ward 13; Ward 14; Ward 15; Ward 16; Ward<br />
17; Ward 20; Ward 23; Ward 24<br />
A grant of R 4 million received from the Department of Human Settlements has been<br />
utilised to speed up the implementation of the sanitation programme during the 2011 /<br />
2012 financial year. Sanitation provision in the form of dry-pit VIP toilets funded by<br />
the grant will be completed by the end of March 2012.<br />
Waste Water Treatment Works (WWTW)<br />
The Nkonjeni Regional Water Supply Scheme has four waste water treatment works<br />
located within the Ulundi Municipality namely the Ulundi Town WWTW, the James<br />
Nxumalo WWTW, the Nkonjeni Hospital WWTW and the St Francis Hospital WWTW.<br />
Each of these waste water treatment works was assessed during June 2009 – the<br />
assessments included recommendations and cost estimates for emergency intervention<br />
or to refurbish and / or upgrade the works in the short term and medium to long term.<br />
Emergency interventions are needed where fatal problem areas need to be attended to<br />
such as sewer water spilling directly into rivers and structures that are on the point of<br />
collapse. Short term refurbishment (not critical work) is needed to refurbish and<br />
upgrade the existing works to meet the current demand and also to enable the works to<br />
function at its design capacity while medium to long term upgrading is needed to meet<br />
42
the future demands. The following table sets out the position regarding the wastewater<br />
treatment works within the Ulundi Municipality:<br />
Waste Water Treatment<br />
Works<br />
Current<br />
Delivery<br />
Ulundi WWTW 2.70 Ml /<br />
day<br />
James Nxumalo WWTW 0.08 Ml /<br />
day<br />
Nkonjeni Hospital<br />
0.20 Ml /<br />
WWTW<br />
day<br />
St Francis Hospital<br />
0.06 Ml /<br />
WWTW<br />
day<br />
Emergency<br />
Cost (R)<br />
Short<br />
Term Cost<br />
Medium to Long<br />
Term Cost (R)<br />
(R)<br />
600 000 2 900 000<br />
270 000 890 000<br />
70 000 1 770 000<br />
75 000 840 000<br />
These cost estimates exclude VAT and the cost of professional fees. While the<br />
assessment places the focus on the need for medium to long term refurbishment to<br />
meet future demands, there is also a need to upgrade both the Ulundi WWTW and the<br />
James Nxumalo WWTW to meet current demand levels.<br />
Sanitation Backlog<br />
Household access to a sanitation service within the Ulundi municipal area, based on the<br />
information provided by the 2001 census and the Community Survey conducted in 2007<br />
has been analysed. The following table illustrates some of the changes that have<br />
occurred:<br />
Sanitation Service 2001 Census 2007 Community Survey<br />
Flush toilet (connected to sewerage system) 20.2% 19.7%<br />
Flush toilet (with septic tank) 1.4% 1.0%<br />
Pit toilet (without ventilation) 30.6% 28.6%<br />
Pit toilet (with ventilation) VIP 8.9% 26.7%<br />
No sanitation service 33.0% 24.0%<br />
The Water Services <strong>Development</strong> Plan prepared by the Zululand District Municipality in<br />
respect of the 2011 / 2012 financial year indicates that all of the 6 980 households<br />
within the urban areas of the Ulundi Municipality have access to a waterborne sanitation<br />
service. Within the rural areas of the Municipality there are 42 households where the<br />
sanitation service is provided by a septic tank, while 8 190 households make use of a VIP<br />
toilet facility. As many as 20 097 households within the rural area do not currently have<br />
access to any sanitation service.<br />
43
The long term objective is to provide waterborne sanitation and sewerage to all<br />
communities within the Ulundi Municipality. However, given the predominantly rural<br />
nature of the service area of the Municipality, the cost of providing a waterborne<br />
service to dispersed rural communities will preclude the rendering of this level of<br />
service<br />
Free Basic Sanitation<br />
The Zululand District Municipality has adopted a Free Basic Water Services Policy that<br />
provides all sanitation services within the Ulundi Municipality at no cost except where it<br />
is connected to the sewerage system when it is aligned to access to a potable water<br />
supply (each domestic household received six kilolitres of water free per month after<br />
which a stepped block tariff applies).<br />
WASTE MANAGEMENT<br />
Refuse Removal<br />
Waste management at the Ulundi Municipality consists of the collection, transportation<br />
and disposal of refuse. Refuse is collected from residential premises, streets, public<br />
open spaces, commercial and industrial premises, hospital and clinic premises,<br />
government institutions, schools, community halls, sports grounds, parks and municipal<br />
premises by the Municipality in accordance with a weekly collection schedule. Two<br />
external service providers have been contracted by the Municipality to collect refuse on<br />
a daily basis from the Ulundi CBD and taxi rank and from Babanango Town and township<br />
twice a week respectively. The Municipality purchased four new refuse trucks in<br />
September 2010 to undertake its refuse removal responsibility; these trucks have been<br />
financed in terms of a full maintenance lease and suitably qualified drivers for the<br />
vehicles appointed. Two teams have been established within the municipal staff to<br />
undertake refuse removal in its designated area of responsibility – the division of<br />
responsibility is reflected in Annexure F attached to this <strong>IDP</strong> review document; this<br />
annexure also includes photographs of the refuse trucks purchased by the Municipality.<br />
All refuse collected is transported to a transfer station located on a site owned by the<br />
Zululand District Municipality and managed by the Ulundi Municipality; it is then<br />
transported to Richards Bay for disposal in terms of a service level agreement entered<br />
into with an external service provider. The cost of transporting refuse from the<br />
transfer station to the Richards Bay escalated significantly when the service fee of the<br />
current contract with the service provider was reviewed in March 2011 – the refuse<br />
removal and disposal contracts collectively were budgeted to cost the Municipality R<br />
6.77 million in the 2011 / 2012 financial year.<br />
44
Solid Waste Disposal<br />
The Municipality operated its own waste disposal site but it was closed down because it<br />
did not have the necessary authorisation and as a result of concerns raised by affected<br />
communities that the site was in close proximity to households. The Zululand District<br />
Municipality commissioned a Solid Waste Management Master Plan that was compiled in<br />
June 2002 and is now out of date. It identified two potential solid waste disposal sites<br />
within the service area of the Ulundi Municipality, one in Ulundi and the other in<br />
Babanango, each with a potential life span in excess of 25 years. In April 2007 a study<br />
commissioned by the District Municipality to investigate the establishment of a regional<br />
landfill site under the control of the District Municipality recommended that the status<br />
quo be retained. Nevertheless, from the perspective of the Ulundi Municipality it is<br />
imperative that an alternative to the current solid waste disposal process be pursued,<br />
the establishment of a regional landfill site being one possible alternative.<br />
Access to a Refuse Removal Service<br />
Household access to a refuse removal service within the Ulundi municipal area, based on<br />
the information provided by the 2001 census and the Community Survey conducted in<br />
2007 has been analysed. The following table illustrates the changes that have occurred:<br />
Refuse Removal Services 2001 Census 2007 Community<br />
Survey<br />
Removed by local authority at least once a week 19.0% 20.5%<br />
Removed by local authority less often 1.4% 2.2%<br />
Informal refuse disposal 79.6% 77.3%<br />
From the statistical information provided by the 2001 Census and the 2007 Community<br />
Survey, respectively, there has been little change in the level and type of access to a<br />
refuse removal service by the communities within the Municipality.<br />
Refuse removal is currently limited to the urban areas of the Municipality; this service<br />
is not available to the existing informal settlements and rural areas. As a consequence,<br />
the majority of the population disposes of their own refuse in informal dump sites,<br />
probably by burning it which impacts negatively on the sustainability of the environment.<br />
The map attached reflects access to a refuse removal by the local authority at least<br />
once a week per current ward in the Municipality, based on the information generated<br />
from the Census in 2001<br />
45
ROADS AND STORM WATER<br />
The construction and rehabilitation of roads within the Ulundi Municipality was<br />
identified as a high priority in the compilation of a Comprehensive Infrastructure Plan<br />
(CIP) for the Municipality. The priority of the construction and rehabilitation of roads<br />
in the CIP was prompted by the need for improved transport routes, improved access to<br />
the central business district and the provision of better quality roads for use by the<br />
communities in the Municipality. Responsibility for the compilation of the CIP vests in<br />
the Zululand District Municipality and a draft thereof is awaited by the Ulundi<br />
Municipality.<br />
Road Network<br />
The Ulundi Municipality is traversed by four main routes namely the R68 which connects<br />
Babanango to Nquthu in the west and Mthonjaneni in the east; the R34 which traverses<br />
the Municipality from Makhosini in the south east to Ngongweni and Geluckstadt in the<br />
north west; the R66 stretchinh in a north south direction connecting Ulundi Town to<br />
Nongoma in the north and the R34 and Melmoth in the south; and the P700 which<br />
connects Ulundi town to the Hluhluwe Umfolozi Park in the west. Only the main<br />
thoroughfares and Ulundi Town have blacktop roads; the remainder of the Municipality<br />
is serviced by gravel roads. Most of the settlement areas within the Municipality are<br />
reached via gravel roads extending from the R34, the R66 and the P700.<br />
46
The National Department of Transport has commenced with the rollout of a programme<br />
to determine and provide clarity on the expected roles of each sphere of Government<br />
with regard to road management and maintenance. In KwaZulu-Natal, this process is<br />
driven by the Provincial Department of Roads. Responsibility for the road network<br />
within the service area of the Municipality is vested in two entities – the Ulundi<br />
Municipality and the <strong>KZN</strong> Department of Transport. While the Technical Services<br />
Directorate of the Municipality is mainly focused on the Ulundi Town and Township<br />
access roads, the <strong>KZN</strong> Department of Transport takes responsibility for the<br />
maintenance and upgrading of rural roads within the Municipality.<br />
In total the Technical Services Directorate maintains 100 kilometres of road, of which<br />
74.5% are tarred (blacktop surface) and 25.5% are gravel roads. The responsibility of<br />
the <strong>KZN</strong> Department of Transport covers main roads (the “P” roads), district roads (the<br />
“D” roads) and local roads (the “L” roads). The “P” roads within the municipal area<br />
comprise a total of 449.88 kilometres of which 34% are blacktop surfaced roads and<br />
the remaining 66% are gravel roads. Of the 304.33 kilometres of district roads for<br />
which the Department is responsible, only 6% are tarred while the remaining 94% are<br />
gravel roads. The entire network of 45.92 kilometres of local roads for which the <strong>KZN</strong><br />
Department of Transport is responsible consists of gravel roads.<br />
Funding of Road Construction and Maintenance<br />
The primary source of funding for the construction of roads is the Municipal<br />
Infrastructure Grant (MIG); in the 2012 / 2013 financial year an amount of R 13 162<br />
700 has been provided for the rehabilitation of access roads in Unit B South.<br />
However, the <strong>KZN</strong> Department of Transport also has an allocation for the construction<br />
and rehabilitation of rural roads – for the 2012 / 2013 financial year (commencing on 1<br />
April 2012) it plans to construct six new gravel roads totalling 13.8 kilometres from the<br />
budgetary provision of R 8.4 million approved for the construction of these roads. In<br />
addition the Department has budgeted to undertake the regravelling of 61.4 kilometres<br />
of rural roads at an estimated cost of R 23.65 million during the course of the 2012 /<br />
2013 financial year.<br />
Municipal Maintenance of Roads and Storm Water<br />
Most of the formal town areas within the Municipality have storm water drainage on an<br />
internal collector system discharging directly into some of the tributaries of the White<br />
Umfolozi River. The Municipality has two maintenance teams that follow a quarterly<br />
maintenance programme patching roads and cleaning catch pits. While each of the<br />
maintenance teams has a quarterly programme to follow, their activities can be varied at<br />
any time to address issues flowing from an emergency situation or in response to a<br />
customer complaint.<br />
47
The efforts of the Municipality to undertake the maintenance of roads and storm water<br />
are severely hampered due to a lack of equipment; currently the Municipality has to<br />
make do with one grader which has been in service for a period approaching thirty years<br />
and one compactor. In the approved operation budget of the Municipality for the 2011 /<br />
2012 financial year an amount of only R 974 160 (excluding staff cost) was provided for<br />
the repair and maintenance of the roads and storm water network for which the<br />
Municipality has responsibility. However, in the Adjustment Budget for the 2011 / 2012<br />
financial year the Municipality budgeted for an amount of R 3.5 million from internal<br />
funds for the rehabilitation of 1.4 kilometres of roads within Unit A, Unit B South, Unit<br />
B North, Unit C and Unit D.<br />
PUBLIC TRANSPORTATION<br />
Transportation of people and goods within the service area of the Municipality can be<br />
effected by road, by rail or by air. In addition to the road network in the Municipality,<br />
the Prince Mangosuthu Buthulezi Airport is situated just south of the town of Ulundi<br />
and is also accessible from the R66. A freight railway line traverses the Municipality in<br />
an east west direction stretching from Ngongweni in the west, via Ulundi to Ngolati in<br />
the east.<br />
Mode of Transportation<br />
The largest proportion of the population within the Ulundi Municipality (74%) are<br />
pedestrians who do not have access to any other regular mode of transportation. This is<br />
indicative of three possible scenarios, namely the lack of funds to utilise public<br />
transport, the lack of a decent and operational public transport system within the<br />
Municipality, or the lack of need to utilise transport due to unemployment, which leads<br />
to localised travel only, with no need to travel to Ulundi, except in special circumstances.<br />
The remoteness of most areas and the rural nature of the Municipality plays a big role in<br />
the transportation usage, as the roads infrastructure is under-developed, which makes<br />
the rural areas highly inaccessible. Lack of transportation access is also a major<br />
contributory factor to the lack of economic activity within the rural areas of the<br />
Municipality<br />
48
In terms of public transportation, the taxi industry is still the dominant source;<br />
however, other role-players have entered this market. Chief among these are the<br />
“bakkie” transport providers that, while they are cheaper than the taxis and can access<br />
most rural areas, represent a serious concern regarding the safety of commuters and<br />
goods.<br />
With the high level of dependence of the lower order nodes on the town of Ulundi for<br />
economic opportunities and retail services, it is imperative that the rural areas in the<br />
Municipality be made more accessible through the provision of a transportation<br />
infrastructure. This will not only make Ulundi more accessible to the rural population,<br />
but will further make the rural areas more accessible to economic opportunities and<br />
possible businesses that might relocate to these areas.<br />
Intermodal Facility<br />
There are significant traffic volumes that flow to and through the town of Ulundi as a<br />
consequence of it being a regional commercial centre. Adjacent to the newly developed<br />
Senzangakhona Mall the KwaZulu-Natal Department of Transport has constructed an<br />
intermodal facility to replace the totally inadequate taxi rank located in the Ulundi CBD.<br />
The Municipality has contributed an amount of R 7 million to the construction of the<br />
intermodal facility – these funds were secured from the Kwazulu-Natal Department of<br />
Cooperative Governance and Traditional Affairs (COGTA).<br />
Municipal Airport<br />
An announcement was made in March 2011 that the municipal airport is set to resume<br />
the handling of commercial flights on a daily basis between Ulundi and Pietermaritzburg,<br />
initially on a promotional basis only. The ownership of the municipal airport was<br />
49
transferred from the Office of the Premier to the Zululand District Municipality in<br />
April 2007, negotiations to facilitate this process having commenced early in 2004,<br />
shortly after the termination of government-subsidised flights in 2003. For the next<br />
three years the KwaZulu-Natal provincial government provided financial assistance to<br />
the District Municipality to subsidise the cost of operations at the airport, during which<br />
time District Municipality staff were provided with training to operate the facility.<br />
Clearance has been obtained from the Civil Aviation Authority for commercial flights to<br />
be resumed.<br />
In recognition of the vital role the airport has to play in local development the <strong>KZN</strong><br />
Provincial Government in concert with Zululand District Municipality and Local<br />
Municipalities have motivated to form the Airport <strong>Development</strong> Committee (ADC).<br />
Representation on the ADC is broad based. It includes representatives from all of the<br />
above mentioned tiers of government as well as local and regional business and<br />
parastatal organisations.<br />
The ADC mandate is to assess and unpack development components and translate this<br />
unpacking into real and meaningful impacts within the community. To make this a<br />
sustainable reality the <strong>KZN</strong> Provincial Government has extended to the Zululand District<br />
Municipality (owner and operator of the facility) a grant of R 30 Million for Airport<br />
<strong>Development</strong> (upgrades and rehabilitation).<br />
A view of the Prince Mangosuthu Buthelezi Airport<br />
50
CEMETERIES AND CREMATORIA<br />
The St Francis Cemetery in Ward 8 and the Ntukwini Cemetery in Ward 18 of the Ulundi<br />
Municipality have both recently been upgraded and fenced; however, in both cases the<br />
palisade fencing has been vandalised and is in need of repair. A cemetery has been<br />
developed next to the Mahlabathini School (known as the Mahlabathini Cemetery);<br />
however, making use of this facility is difficult and an access road is needed. Given the<br />
impact of the HIV / AIDS pandemic, among other factors, it is important that the<br />
Municipality identify suitable land that can be developed for use as cemeteries.<br />
DISASTER MANAGEMENT<br />
In recent times both internationally and locally there has been an increase in the<br />
occurrence of disasters that have affected the lives and property of numerous<br />
households; consequently, it is important that the Ulundi Municipality be in a position to<br />
deal with them in an effective manner. Within the structure of the Directorate:<br />
Protection Services the Municipality has established a fire and rescue service; however,<br />
due to capacity constraints (both human and equipment), the service rendered by the<br />
Municipality is limited to the urban areas, in particular the town of Ulundi. The fire<br />
truck is limited in its capacity to access rural communities and in terms of its water<br />
storage. In addition, the fire officials are not properly equipped with protective<br />
clothing and breathing apparatus.<br />
The Ulundi Municipality adopted a basic disaster management plan in April 2003 while<br />
the Zululand District Municipality developed a disaster management sector plan in March<br />
2004. Both of these plans are out of date and, as a consequence, the District<br />
Municipality and the Municipality embarked on separate but interrelated processes to<br />
develop updated disaster management plans during the course of the 2011 / 2012<br />
financial year. The District Municipality‟s disaster management centre is located at the<br />
municipal airport situated on the P700; with the imminent return of the airport to full<br />
operational status, the disaster management centre will need to be relocated.<br />
Whenever a disaster occurs within the service area of the Municipality, the Directorate:<br />
Protection Services‟ role is to investigate the occurrence and determine the extent of<br />
the damage caused. A report is prepared and submitted to the District Municipality for<br />
further action. Linked in with this process is the engagement of the Department of<br />
Social <strong>Development</strong> which is responsible for providing tents, blankets, food parcels and<br />
other survival necessities required by those affected by the disaster.<br />
The Municipality has embarked upon a process to develop a Level 1 Disaster Risk<br />
Management Plan which has been completed and awaits consideration and approval by the<br />
Council.<br />
51
ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
SITUATIONAL ANALYSIS<br />
SOCIAL AND ECONOMIC<br />
DEVELOPMENT<br />
52
SOCIAL AND COMMUNITY DEVELOPMENT ANALYSIS<br />
HOUSING<br />
Municipal Housing Demand<br />
The Ulundi Municipality developed its Municipal Housing Sector Plan in April 2006; this<br />
Plan was reviewed and updated in May 2008. According to the information generated by<br />
the Community Survey in 2007, 61.6% of the households within the Municipality reside in<br />
a traditional dwelling, a hut or a structure made of traditional materials while only 27.7%<br />
of households within the Municipality reside in a house or brick structure on a separate<br />
stand or yard. The Municipal Housing Sector Plan defines housing demand within the<br />
Municipality as the number of households requiring formal housing; it is therefore the<br />
intention that formal housing is to replace traditional housing which in turn provides a<br />
clear indication of the extent of the housing backlog that needs to be addressed.<br />
Linking Housing Provision with the <strong>IDP</strong><br />
In the past, the approach followed to addressing the housing backlog was to adopt a<br />
strategy of chasing numbers – a mass housing approach. Through this approach, houses<br />
were built everywhere where land could be acquired cheaply thereby perpetuating urban<br />
sprawl and segregated development areas. Houses were built further from job<br />
opportunities and social amenities, undermining economic viability and environmental<br />
sustainability. Further, the quality of houses was compromised due to poor workmanship<br />
and the lack of integrated quality control approaches.<br />
In its Municipal Housing Sector Plan the Municipality developed a strategy to address<br />
the housing backlog that is premised on the promotion of sustainable development. This<br />
strategy aligns with the policy approach of the Provincial Department of Human<br />
Settlement, which has responsibility for exercising oversight of and providing funding<br />
for housing development projects within the Municipality. What this means is that<br />
housing projects are not stand alone developments but need to inform and be informed<br />
by other developments within the Municipality such as access to health, education,<br />
community, and transport facilities. Other key issues relating to the development of<br />
housing reflected in the <strong>IDP</strong> relate to availability of land for housing development, the<br />
provision of services on proposed housing development sites and accessing funds to<br />
develop the project.<br />
The greatest need for housing is within the town of Ulundi and its peri-urban areas as<br />
well as the emerging settlements of Mpungamhlope, Ceza, Nqulwane, Babanango and<br />
Mahlabathini; the current urban and rural housing projects – completed, in progress and<br />
planned – reflect the priority of providing housing in these areas.<br />
53
Housing Project Procedure<br />
• Housing projects are identified by the Ward Councillor responsible for the Ward<br />
in which the project is to be implemented<br />
• Projects are then prioritised and included in the Ulundi Municipality <strong>IDP</strong> and the<br />
Housing Sector Plan updated accordingly<br />
• Once the Council of the Municipality has approved the <strong>IDP</strong> the Municipality will<br />
submit an application to the Department of Human Settlement for funding<br />
• After the Department has approved funding for the project, an advertisement will<br />
be placed jointly by the Department and the Municipality to secure the services of<br />
a competent Implementing Agent to undertake the project<br />
• Once the Implementing Agent has been appointed, a tripartite agreement is<br />
entered into between the Department of Human Settlement, the Ulundi<br />
Municipality and the Implementing Agent<br />
• Progress on the project is monitored on a monthly basis for its entire duration<br />
until the terms of the tripartite agreement have been fully satisfied<br />
Status of Housing Projects<br />
Name of Project Location Project Total Completed Outstanding<br />
Type<br />
Babanango Phase1,2 Babanango Urban 325 325<br />
Unit K / Zondela Zondela Urban 854 854<br />
Unit L<br />
North of Urban 435 435<br />
P700<br />
Nsukazi Ceza Node Rural 1 000 787 213<br />
Ekushumayeleni Ceza Node Rural 1 600 1 222 378<br />
Nsabekhuluma Mahlabatini Rural 2 000 1 159 841<br />
Node<br />
Ekudubekeni<br />
Mahlabatini Rural 1 600 100 1 500<br />
Node<br />
KwaXimba<br />
Nqulwane Rural 2 000 585 1 415<br />
Node<br />
Unit L Extension Ntinkini Urban 954 954<br />
Babanango Phase 3 Babanango Urban 200 200<br />
10 968 5 467 5 501<br />
Construction of the Unit L Extension Urban Housing Project is being delayed by a land<br />
dispute between the Municipality and the traditional leadership – the KwaZulu-Natal<br />
Department of Cooperative Governance and Traditional Affairs is to undertake a<br />
mediation role in order to resolve the dispute. Once agreement on the Implementing<br />
Agent for the Babanango Phase 3 Urban Housing Project has been obtained from the<br />
Department of Human Settlement, construction can commence. Currently there is no<br />
54
clarity as to whether any of the outstanding units in the Nsukazi Rural Housing Project<br />
and the Nsabekhuluma Rural Housing Project will be constructed.<br />
In terms of new housing projects the following priority listing has been developed by the<br />
Community Services Portfolio Committee for inclusion in this <strong>IDP</strong> review:<br />
• Zungu Rural Housing Project<br />
• Mbatha Rural Housing Project<br />
• Mpungose Rural Housing Project<br />
• Ndebele Rural Housing Project<br />
• Nkwanobamba Rural Housing Project<br />
• Jama Rural Housing Project<br />
• KwaNsimbi Rural Housing Project<br />
• Empithimpithini Rural Housing Project<br />
• Buthelezi Rural Housing Project<br />
• Ximba Phase 2 Rural Housing Project<br />
Funding for these housing projects has still to be sourced from the <strong>KZN</strong> Department of<br />
Human Settlement.<br />
HIV / AIDS<br />
In order to provide an appropriate programme in response to the ravages of the HIV /<br />
AIDS pandemic within the service area of the Municipality, an HIV / AIDS strategy was<br />
developed and approved by the Council of the Municipality. The HIV / AIDS strategy is<br />
being implemented under the coordination and direction of the HIV / AIDS Coordinator,<br />
an official appointed by the Municipality during the course of the 2009 / 2010 financial<br />
year.<br />
Involvement of the Municipality<br />
As part of the process of implementing the HIV / AIDS strategy adopted by the Council<br />
of the Municipality, the Municipality, its political office bearers and officials are<br />
engaged in the following programmes and initiatives:<br />
• Conduct of HIV / AIDs awareness campaigns (Operation Mbo) jointly with<br />
Provincial Government Departments in particular the Department of Health and<br />
the Department of Social <strong>Development</strong>. These campaigns are conducted on a<br />
quarterly basis and communities from clustered adjacent wards gathered together<br />
in order to maximise the impact of the campaign<br />
• Coordinate the activities within the Municipality on World AIDS Day in December<br />
each year<br />
55
• The Local AIDS Council (LAC) for the Municipality has been in operation for a<br />
period of two years – the Mayor of the Municipality chairs the LAC, the members<br />
of which include ward councillors, non-governmental organisations, representatives<br />
from Ward Committees and Ward AIDS committees and all government<br />
departments. The LAC meets on a monthly basis and the Municipality takes<br />
responsibility for the administrative and logistical arrangements of these<br />
meetings. The Mayor of the Municipality serves on the District AIDS Council<br />
constituted by the Zululand District Municipality<br />
• Ward AIDS committees have been established in all 24 wards that constitute the<br />
Municipality; 10 of these committees were in existence prior to 1 July 2011 and<br />
the remaining 14 have been established during the course of the 2011 / 2012<br />
financial year. Ward AIDS committees are chaired by the Ward Councilor for the<br />
particular and are fully representative of the stakeholders in the ward – these<br />
committees meet on a monthly basis<br />
• Identification of orphans and vulnerable children; assistance is provided by<br />
facilitating access to grants through the Department of Social <strong>Development</strong><br />
• With the assistance of the Department of Health, facilitate the provision of social<br />
services to households headed by elderly grandmothers and child headed<br />
households through food parcels and food vouchers<br />
ACCESS TO COMMUNITY FACILITIES<br />
The maintenance and upgrading of community facilities such as sports fields, municipal<br />
parks and open spaces, community halls and libraries are undertaken by the Directorate:<br />
Community Services of the Ulundi Municipality. Construction of these facilities is<br />
funded from external sources such as the KwaZulu-Natal Department of Sport and<br />
Recreation and the Lottery Board. The Municipality has teams based in Ulundi,<br />
Babanango and Mahlabathini engaged in the maintenance of community facilities managed<br />
by the Municipality.<br />
Libraries<br />
A new community library has been constructed within the town of Ulundi, the operation<br />
of which is under the control of a qualified librarian. The KwaZulu-Natal Department of<br />
Arts and Culture has provided an annual grant for the operation of the library in<br />
addition the Department supplied the library with nine desktop computers and a library<br />
computer assistant who is tasked with providing basic computer skills training to<br />
community members at no cost. The library makes educational material and access to<br />
the internet for educational purposes available to members of the local community at no<br />
cost.<br />
56
The KwaZulu-Natal Department of Arts and Culture has provided the Municipality with a<br />
mobile library unit which initially was situated in Babanango; however, a problem arose<br />
related to the accommodation of this mobile unit and consequently the mobile library will<br />
be situated at the community hall in Ceza. A member of the local community has been<br />
engaged to operate the mobile library at Ceza.<br />
Community Halls<br />
There are currently five community halls that fall under the direction of the<br />
Municipality – the Multi Purpose Community Centre situated in Ulundi; the Unit A Hall;<br />
the B South Hall; the Nhlamvuziyashisa Hall located in Mashona and the Mpungamhlophe<br />
Hall located in Denny Dalton. Funding has been secured from the Municipal<br />
Infrastructure Grant (MIG) for the upgrading and renovation of the Multi Purpose<br />
Community Centre in Ulundi in the amount of R 1 810 342 while an amount of R 399 000<br />
each has been approved by MIG for the renovation of the Unit A Hall and the B South<br />
Hall. In addition MIG has approved an amount of R 5 080 567 for the construction and<br />
equipping of a community hall in Babanango.<br />
Sports Fields<br />
All of the phases of the regional sports stadium situated within the town of Ulundi was<br />
constructed from funding provided by the Zululand District Municipality (a total of R 30<br />
million) – it has two sports fields and is used as a home ground by Amazulu, a football<br />
team that participates in the Professional Soccer League in South Africa. A number of<br />
other sport and recreational facilities such as swimming pools and tennis courts have<br />
been constructed for use by the community from external funding provided. In this<br />
regard it is noted that MIG funding has been approved for the construction of the<br />
Nqulwane Sports Field during the 2012 / 2013 financial year. The funded amount of R 4<br />
745 287 includes the construction of the sports field, together with the erection of as<br />
concrete fence around the field and the provision of ablution blocks and change rooms.<br />
MIG funding in the amount of R 3 573 900 has also been approved for the construction<br />
of the Babanango Sports Field while an amount of R 4 001 278 has been approved by<br />
MIG for the construction of the Mahlabathini Sports Field – the latter is scheduled for<br />
construction to commence during the course of the 2012 / 2013 financial year.<br />
COMMUNITY DEVELOPMENT<br />
Health and Emergency Services<br />
Health services are provided and coordinated from the District Office of the KwaZulu-<br />
Natal Department of Health situated in Ulundi. The Office of the Premier identified<br />
six wards that were categorised as being most deprived in terms of health services and<br />
57
other needs. These are Ward1, Ward 2, Ward 5, Ward 6, Ward 16 and Ward 24.<br />
Integrated services are rendered in these wards as Operation Mbo by all provincial<br />
departments.<br />
Health Facilities<br />
There are four hospitals located within the Ulundi municipal area namely the Nkonjeni<br />
District Hospital, the Ceza District Hospital, the St Francis Psychiatric Hospital and the<br />
Thulasizwe MDR TB Hospital. Ulundi has the highest number of hospitals within its<br />
municipal area among the municipalities that comprise the Zululand District. The<br />
location of the hospitals is depicted in Plan 11 included in Annexure C attached to this<br />
<strong>IDP</strong> review document. The two district hospitals have a total of 19 fixed clinics to whom<br />
they provide a referral service – details of the 19 clinics are reflected in the table<br />
below:<br />
Supporting<br />
Hospital<br />
Name of Clinic Category / Service<br />
Hours<br />
Ward Average PHC<br />
Headcount / Month<br />
Nkonjeni KwaMame 8 hours / 7 days per week 07 2 005<br />
Lomo 8 hours / 7 days per week 15 624<br />
Mabedlana 8 hours / 7 days per week 12 1 857<br />
Makhosini 8 hours / 7 days per week 23 1 388<br />
Mpungamhlophe 8 hours / 7 days per week 1 470<br />
Mdumezulu 24 hours 16 4 886<br />
Ncemaneni 8 hours / 7 days per week 15 1 232<br />
Nhlungwana 8 hours / 7 days per week 14 743<br />
Nomdiya 8 hours / 7 days per week 09 779<br />
Ulundi A 24 hours 18 3 738<br />
Wela 8 hours / 7 days per week 762<br />
Zilulwane 8 hours / 7 days per week 1 221<br />
Ceza Esidakeni B 03 819<br />
Ezimfabeni On call 05 1 469<br />
Idlebe On call 06 1 343<br />
Magagadolo B 05 636<br />
Ombimbini B 01 507<br />
Sizana B 01 947<br />
Stedham B 04 794<br />
The 19 fixed clinics render primary health care services (including childcare, family<br />
planning and immunisation against tuberculosis and other diseases) to the communities<br />
within the Municipality. The location of the primary health care clinics within the Ulundi<br />
municipality area is depicted in Plan 10 included in Annexure C attached to this <strong>IDP</strong><br />
review document. In addition there are five mobile clinics in operation – two of these<br />
are linked to the Nkonjeni District Hospital, two to the St. Francis Psychiatric Hospital<br />
and one to the Ceza District Hospital. Two of the clinics provide communities with<br />
58
access to primary health care services on a 24 hour basis while others have an on call<br />
system after hours. As part of the rollout programme of ARVs in the District, all of the<br />
clinics attached to the Nkonjeni District Hospital are able to provide ARVs to patients.<br />
The Ceza District Hospital and the St Francis Psychiatric Hospital also form part of the<br />
rollout programme of ARVs. In total there are 162 community health workers<br />
functioning under the control of the Provincial Department of Health within the Ulundi<br />
municipal area. One of the challenges facing these health workers is finding<br />
accommodation within the ambit of the health facilities at which they are stationed;<br />
where accommodation is available at the facility priority is given to scarce skills health<br />
care professionals; others have been able to find houses and flats that they are able to<br />
share with fellow health workers.<br />
There are two primary health care clinics that are currently under construction – the<br />
KwaHemlana Clinic where construction commenced on 16 January 2012 and is expected<br />
to be completed by 16 January 2013; and the Nhlopheni Clinic where construction<br />
commenced on 13 January 2012 and is expected to be completed by 13 January 2013. In<br />
terms of the Infrastructure <strong>Development</strong> Programme that extends over the period from<br />
the 2011 / 2012 financial year to the 2014 / 2015 financial year, the following primary<br />
health care facilities are scheduled to be constructed:<br />
Financial Year Name of Clinic to be Constructed<br />
2011 / 2012 Nhlopheni<br />
KwaHemlana<br />
2012 / 2013 Mashona<br />
2013 / 2014 Mabedlana (Replacement)<br />
Babanango town<br />
2014 / 2015 Nhlazatshe<br />
In terms of access to a regular water supply, it is noted that only 10% of the primary<br />
health clinics referred to above have a continuous water supply, 75% secure their water<br />
supply from boreholes while the remaining 15% are supplied by water tankers provided<br />
by the Zululand District Municipality on a regular basis.<br />
Emergency Services<br />
Emergency medical and rescue services are located at three sites within the Ulundi<br />
municipal area – Ulundi Unit A, Ceza and eMakhosini, each of which is equipped with an<br />
ambulance. The ambulances from the Nkonjeni Hospital, when available, assist the<br />
rescue services located within the town of Ulundi.<br />
59
Education<br />
According to the information provided by the Department of Education, there are 168<br />
schools located within the Ulundi municipal area . There are five wards or regions of the<br />
Department of Education within the Ulundi municipal area namely the Ceza Ward, the<br />
Makhosini Ward, the Mashona Ward, the Okhukho Ward and the Ondini Ward.<br />
Pertinent information regarding educational facilities within the Ulundi municipal area is<br />
reflected hereunder:<br />
Education<br />
Ward<br />
Primary<br />
Schools<br />
High<br />
Schools<br />
Combined<br />
Schools<br />
Total<br />
Schools<br />
Access to<br />
Electricity<br />
Access to<br />
Water<br />
Ceza 22 09 03 34 19 Yes<br />
15 No<br />
03 None<br />
01 Borehole<br />
06 Tap<br />
21 Tank<br />
03 Mobile<br />
Tanker<br />
Makhosini 21 10 01 32 25 Yes<br />
07 No<br />
05 None<br />
03 Borehole<br />
11 Tap<br />
13 Tank<br />
Mashona 22 11 01 34 19 Yes<br />
15 No<br />
04 None<br />
01 Borehole<br />
08 Tap<br />
21 Tank<br />
Okhukho 25 08 01 34 26 Yes<br />
08 No<br />
02 None<br />
03 Borehole<br />
04 Tap<br />
25 Tank<br />
Ondini 19 13 02 34 34 Yes 04 None<br />
16 Tap<br />
14 Tank<br />
Total 109 51 08 168 123 Yes<br />
45 No<br />
18 None<br />
08 Borehole<br />
45 Tap<br />
94 Tank<br />
03 Mobile<br />
Tanker<br />
Within the Ulundi municipal area 73.2% of schools reported that they have access to an<br />
electricity service.. While 10.7% of all schools do not have access to a potable service,<br />
4.8% obtain their water from a borehole and 1.8% from a mobile water tanker service<br />
provided by the Zululand District Municipality. Water tanks on the school premises<br />
provide water to 56% of all schools while the remaining 26.7% of these schools obtain<br />
water from a tap installed either within the school buildings or outside on the school<br />
60
premises. The location of the primary schools within the Ulundi municipal area is<br />
depicted on Plan 12 included in Annexure C attached to this <strong>IDP</strong> review document.<br />
Similarly, the location of the secondary schools within the Ulundi Municipality is<br />
depicted on Plan 13 included in Annexure C attached to this <strong>IDP</strong> review document.<br />
The Department of Education provided initial enrolment numbers in respect of the 2012<br />
calendar year as indicated hereunder:<br />
Education Ward Primary School High School Combined School Total Pupils<br />
Ceza 7 772 4 296 825 12 893<br />
Makhosini 6 361 4 504 155 11 020<br />
Mashona 7 449 4 562 323 12 334<br />
Okhukho 6 800 4 065 209 11 074<br />
Ondini 10 162 8288 910 19 360<br />
Total 38 544 25 715 2 422 66 681<br />
Learners enrolled in junior primary and senior primary schools comprise 57.8% of all<br />
learners within the Ulundi municipal area whereas secondary and high schools have<br />
enrolled 38.6% of the learners in the municipal area. The highest total learners among<br />
the five wards are enrolled in the Ondini Ward where 29% of all the learners in the<br />
Ulundi municipal area are located.<br />
Sport and Recreation<br />
The Municipality is actively engaged in the promotion of sport and cultural activities<br />
within its service area.<br />
Mayoral Cup<br />
The initial phase of the Mayoral Cup consists of an elimination competition held at ward<br />
level to minimise cost related to travel. The Mayoral Cup covers 12 different sporting<br />
codes including inter alia soccer, rugby, cricket, boxing and athletics. Each ward then<br />
sends representative teams to compete at a municipal level with the top competitors<br />
being provided the opportunity to compete at a district level for inclusion in the team<br />
representing the Zululand District at the Kwanaloga Games. Part of the mandate<br />
assumed by the Sports Officer employed by the Ulundi Municipality is the identification<br />
of sporting talent within the Municipality and ensuring that such talent is nurtured<br />
through coaching and similar interventions.<br />
Indigenous Games<br />
The Municipality arranges a recreational event on an annual basis to select a squad to<br />
represent the Municipality at the indigenous games which take place in July each year at<br />
61
a district level. Should participants excel they are then selected to represent the<br />
District at the Provincial indigenous games event.<br />
Umbele Wethu Cultural Festival<br />
This cultural festival is arranged annually by the Municipality – traditional and religious<br />
groups compete and those that excel have the opportunity to participate in other<br />
cultural and youth festivals as representatives of the Ulundi Municipality<br />
Information and Communication<br />
The impact of cellular phone technology within the Ulundi municipal area is best<br />
illustrated by the statistics reflected in the Community Survey compiled in 2007; 75.9%<br />
of the households within the Municipality reported that they had access to a cellular<br />
phone. Access to computer and associated technology is, however, very limited with only<br />
2.2% of households indicating that they had access to a computer while only 1.1% of<br />
households reported internet access. The Survey further recorded that 76.9% of<br />
households within the Municipality indicated that they have access to a radio while<br />
43.9% reported access to television. Only 23.6% of the households in the Ulundi<br />
Municipality reported that they had access to a facility which enabled them to receive<br />
their mail.<br />
POVERTY ALLEVIATION<br />
In a largely rural based economy such as that prevalent within the Ulundi Municipality<br />
ravaged by the impact of HIV / AIDS and experiencing high levels of unemployment, it<br />
is imperative that the Municipality gives due consideration to poverty alleviation<br />
initiatives. The KwaZulu-Natal Provincial Government has initiated a programme, known<br />
as the Flagship Programme, targeted at the reduction and improvement of the<br />
livelihoods of households that are steeped in poverty – this programme has been dubbed<br />
the “War on Poverty”. Priority wards have been identified for the implementation of<br />
this programme across the Province – in the case of the Ulundi Municipality six wards<br />
have been identified namely Ward 1, Ward 2, Ward 5, Ward 6, Ward 16 and Ward 24.<br />
Access to Grants<br />
According to information generated by the 2007 Community Survey, 36.7% of the<br />
population within the Ulundi Municipality benefitted from access to one or more of the<br />
social grants provided by the national government. Just less than 25% of the population<br />
benefitted from the child support grant while 5.9% of the population in the Municipality<br />
received an old age pension and 5.2% a disability grant. The role played by the<br />
Municipality is to facilitate access to social grants for appropriate members of the<br />
62
community through the offices of the KwaZulu-Natal Department of Social<br />
<strong>Development</strong>.<br />
The South African Social Security Agency (SASSA) has two offices located within the<br />
service area of the Ulundi Municipality, one at Babanango and the other at Mahlabathini.<br />
SASSA has a mandate to effect the provision of comprehensive social security services<br />
to the vulnerable and the poor within communities. As a consequence SASSA is<br />
responsible for the payment of social grants at different pay points, merchant stores,<br />
banks and post offices within the Municipality on a monthly basis as reflected below:<br />
Type of Grant<br />
Beneficiaries paid at<br />
Mahlabathini<br />
Beneficiaries paid at<br />
Babanango<br />
Older Persons Grant 8 169 2 158<br />
Disability Grant 9 057 3 616<br />
Care Dependency Grant 777 247<br />
Foster Child Grant 1 492 730<br />
Child Support Grant 3 616 6 411<br />
Grant in Aid 1 014 92<br />
Total 24 125 13 254<br />
Social <strong>Development</strong> Initiatives<br />
The KwaZulu-Natal Department of Social <strong>Development</strong> has facilitated the initiation of a<br />
number of projects operated by non-profit organisations aimed at the alleviation of<br />
poverty including the operation of crèches and facilities for those affected by the<br />
ravages of HIV / AIDS. The Department provides funding for the operational cost of<br />
these projects only and not the facilities in which they are located. At present there<br />
are a total of 58 projects listed of which only 25 are being funded during the 2011 /<br />
2012 financial year. Included among the projects are 34 creches; 21 of these are<br />
included in the projects funded by the Department during the 2011 / 2012 financial<br />
year, as indicated hereunder:<br />
Name of Creche Ward Name of Creche Ward<br />
Egugwini Creche 18 Empilweni Creche 12<br />
Emseni Creche 21 Indumiso Creche 10<br />
Inkanyezi Creche 14 Luthandoluhle Creche 12<br />
Mandlenkosi Creche 08 Manekwane Creche 20<br />
Nqabayokuphila Creche and Pre- 03 Ntukwini Creche 20<br />
School<br />
Okhalweni Creche 05 Qhubeka Creche 21<br />
Qungisibindi Creche 05 Siyakhula Creche 18<br />
Siyong‟Ziphozonke Creche 19 Ubuhlebenkosi Day Care Centre 22<br />
Ulundi Creche 18 Ulundi TSA Creche 18<br />
Vukuzakhe Creche 05 Zamokuhle Creche 10<br />
Zelaphile Creche 11<br />
63
The remaining four projects, the operation of which is funded by the Department of<br />
Social <strong>Development</strong> are the Khululekani Community Centre in Ward 6; the Mabeka<br />
Community Centre is Ward 6; the Ntukwini Community Project in Ward 22; and the<br />
Sibonelo Esihle Community Centre in Ward 12.<br />
Expanded Public Works Programme<br />
As one of the outputs linked to the delivery agreement for the Outcome 9 initiative by<br />
national government, the implementation of community work programmes as a means of<br />
providing employment is an important aspect of addressing poverty alleviation within the<br />
Ulundi Municipality. The Expanded Public Works Programme (EPWP) is a national<br />
programme covering all spheres of government and state-owned enterprises and it is<br />
aimed at the provision of additional work opportunities coupled with training. The EPWP<br />
is underpinned by two fundamental strategies to reduce unemployment namely:<br />
(a)<br />
(b)<br />
to increase economic growth so that the number of net new jobs being created<br />
starts to exceed the number of new entrants into the labour market; and<br />
to improve the education system such that the workforce trained is able to take<br />
up largely skilled work opportunities which economic growth will generate.<br />
Indigent Households<br />
On an annual basis the Municipality facilitates the updating of its indigent register; by<br />
definition, all households located within the rural areas of the Municipality are regarded<br />
as being indigent and therefore have free access to a limited amount of basic services.<br />
Where rural households are connected to the electricity distribution service provided<br />
by Eskom, they are provided with electricity tokens that can be used to access the<br />
electricity supply. On a monthly basis Eskom then bills the Municipality for the cost of<br />
the electricity tokens issued to indigent households within its licence area. Similarly the<br />
Zululand District Municipality has developed a free basic service policy for water<br />
services provided to communities within the rural areas.<br />
The Municipality makes provision for burial assistance to all needy families who are<br />
unable to meet funeral expenses. In the 2011 / 2012 Adjustment Budget an amount of R<br />
935 568 is provided to assist indigent families and households with burial assistance for<br />
their loved ones.<br />
Operation Sukuma Sakhe<br />
Operation Sukuma Sakhe is a call to the people of KwaZulu-Natal to show the<br />
determination to overcome a range of issues that have impacted adversely on<br />
64
communities including poverty, unemployment, crime, substance abuse, HIV / AIDS and<br />
tuberculosis. Through the implementation of this programme it is envisaged that all<br />
challenges are monitored and that an enabling environment for poverty reduction is in<br />
place. The programme addresses the challenges of extreme poverty and food insecurity<br />
which affect the people of KwaZulu-Natal. It focuses on creating healthy and<br />
sustainable communities and providing an integrated programme addressing the<br />
empowerment of women, children and other vulnerable groups.<br />
In his State of the Nation address on 9 February 2012 the President made reference to<br />
the triple challenge of poverty, unemployment and inequality. This theme is reiterated<br />
and emphasised by the Premier of KwaZulu-Natal in his State of the Province address<br />
delivered on 21 February 2012. In his address Dr Mkhize makes reference to Operation<br />
Sukuma Sakhe – “the integration of community caregivers and the employment of youth<br />
ambassadors is beginning to bear fruit as many individuals and families in distress are<br />
identified through the profiling process. Social workers working with these ground<br />
cadres have found it easier to prepare their case studies and make recommendations<br />
and interventions. The care of senior citizens has been improved by the creation of<br />
regional senior citizens‟ forums which have become active in programmes such as One<br />
Home One Garden and other similar initiatives.”<br />
From the perspective of the Ulundi Municipality, a programme to introduce and<br />
integrate Operation Sukuma Sakhe into the communities within the Municipality has<br />
been developed. In this regard it is noted that the programme links with and reinforces<br />
other initiatives and activities which the Municipality is already engaged on. Details of<br />
the proposed Operation Sukuma Sakhe programme within the Ulundi Municipality are<br />
reflected hereunder:<br />
Date Name of Event Aligned Programme Wards Venue Proposed<br />
23/02/2012 Sukumasakhe Operation Mbo 17 Mbudle Primary<br />
School<br />
24/02/2012 STI and Condom<br />
Awareness<br />
HIV / AIDS<br />
Awareness Day<br />
18 Farmers Hall<br />
Babanango<br />
16/06/2012 Youth Day<br />
Celebration<br />
Operation Mbo 9, 10, 13,<br />
17<br />
Nhlazatshe<br />
Sportsfield<br />
07/09/2012 Arbor Day Operation Mbo 5,6,7 Gwazinyathi<br />
High School<br />
28/09/2012 Heritage Day Operation Mbo 1 to 24 Ulundi Stadium<br />
06/12/2012 World AIDS Day Operation Mbo 2,3 Nondayana Hall<br />
65
SAFETY AND SECURITY<br />
The Ulundi Municipality is serviced by five police stations each with a service radius of<br />
20 kilometres. The police stations are situated in Babanango, Strangers Rest, Ulundi,<br />
Mahlabathini and Ceza (near the Hospital). Only the far north west of the Municipality<br />
around Ngongweni, and the far eastern areas around Nqulwane are not situated within<br />
the 20 kilometre service radius of the police stations. Each of the police stations has<br />
developed a community police forum where all of the relevant stakeholders, including the<br />
Municipality, participate.<br />
Traffic management and control is carried out by the traffic officials employed by the<br />
Ulundi Municipality; provincial traffic officers are also located within the service area<br />
of the Municipality. Traffic officials employed by the Municipality form part of the<br />
structure of the Directorate: Protection Services. In order to monitor the speed of<br />
vehicles on the Municipality‟s roads, the traffic officials make use of two speed<br />
monitoring cameras, one of which is owned by the Municipality and the other is on<br />
contract from a service provider.<br />
The Municipality developed its own testing ground which was placed in operation with<br />
effect from 10 January 2011. As a consequence the Municipality is able to provide its<br />
communities with the opportunity to obtain a learners‟ license (30 people can be<br />
examined per day); the testing of drivers‟ licenses (21 persons can be examined per day)<br />
and the testing of vehicles (light motor vehicles; heavy motor vehicles and articulated<br />
vehicles). Currently there are five driving schools operating within the Ulundi municipal<br />
area; the establishment of a testing ground has meant that they have much reduced<br />
distances to travel for the testing of drivers‟ license candidates; two of the driving<br />
schools provide training to prospective drivers in all three categories of motor vehicle.<br />
One of the issues that need to be addressed is the prevalence of stray animals which<br />
are a hazard on the roads, both within the towns and in the rural areas. What is<br />
required is the establishment and operation of an animal pound within the Ulundi<br />
municipal area. In this regard the Municipality purposed to engage a service provider to<br />
establish the facility – the tender was first advertised in the latter part of the 2010<br />
calendar year without soliciting a single response from any potential service provider.<br />
The Municipality has decided that this tender will be re-advertised during the course of<br />
the 2011 / 2012 financial year.<br />
SPECIAL GROUPS<br />
Within the area of jurisdiction of the Ulundi Municipality the development and<br />
establishment of programmes that benefit specific groups within the Municipality is the<br />
focus.<br />
66
Women<br />
The Community Survey conducted in 2007 indicates that 53% of the population within<br />
the Ulundi Municipality is female. Issues related to gender equity have not been tackled<br />
by the Municipality either internally in terms of the implementation of employment<br />
equity initiatives nor externally as regards the representation of women in the various<br />
community participation forums established by the Municipality. Part of the<br />
responsibility allocated to the HIV / AIDS coordinator employed by the Municipality is<br />
ensuring that gender matters are addressed as a matter of priority by and within the<br />
structure of the Municipality.<br />
Youth<br />
The age breakdown reflected in the Community Survey conducted in 2007 indicates that<br />
40.8% of the total population within the Ulundi Municipality are under the age of 15<br />
while 13% of the population falls within the age group of 15 years to 19 years of age. In<br />
total, therefore, 53.8% of the population in the Municipality is under the age of 20.<br />
Consequently, it is imperative that attention be paid to the youth within the community –<br />
a number of sport and cultural programmes have been implemented by the Municipality<br />
while provincial departments such as the Department of Social <strong>Development</strong> has funded<br />
a number of youth related programmes. The establishment of a forum dealing with<br />
Youth Affairs and which brings together all of the role players and stakeholders dealing<br />
with the youth is needed and the Municipality, in the person of the HIV / AIDS<br />
coordinator, will take the lead in facilitating its establishment.<br />
The Office of the Mayor has launched a project focused on the youth called Project for<br />
Change. This intervention is designed to create a sustainable programme for childheaded<br />
households, children from single parent families, children raised by<br />
grandparents, and orphans. Specifically the objectives of the Project for Change are:<br />
To capacitate children from single parent families, child-headed households,<br />
children raised by grandparents and orphans with educational and skills<br />
development programmes in an attempt to reduce social ills;<br />
To break the cycle of poverty by involving youth in the community through the<br />
establishment of the Youth Forum;<br />
To encourage the participation of the youth in social responsibility programmes<br />
(for example the flagship programme and the youth ambassador programme in<br />
terms of Sakuma Sakhe);<br />
The creation of employmen and the upliftment of rural communities; and<br />
To mitigate the impact of HIV / AIDS<br />
67
Disabled<br />
As many as 6.6% of the population within the Ulundi Municipality, according to the<br />
Community Survey conducted in 2007, are disabled; however, only 5.2% of the population<br />
are currently beneficiaries of a disability grant. The largest disability category is those<br />
individuals who are physically disabled – they constitute 43.3% of the total disabled<br />
population of the Municipality. In terms of employment equity it is imperative that the<br />
Municipality takes the lead in employing officials that, albeit being disabled, are fully<br />
capable of carrying the responsibility of the post he / she occupies. From a practical<br />
perspective, due cognisance must be given to ensuring that all community facilities are<br />
wheelchair friendly to provide access to disabled members of the community.<br />
ECONOMIC ANALYSIS<br />
INCOME AND EMPLOYMENT<br />
The graph below, derived from information contained in Census 2001, depicts the very<br />
low levels of income of the Municipality. A total of 37% of the economically active<br />
population does not receive any income on a monthly basis, and a further 31% earn less<br />
than R 800 per month.<br />
Ward 1, on the northern most boundary of the Municipality, has the highest percentage<br />
of economically active unemployed population. As is the case with service provision, the<br />
relative inaccessibility of the area restricts the establishment of economic<br />
opportunities. By way of contrast, Ward 12 has the lowest percentage of unemployed<br />
economically active population in the Municipality.<br />
68
Taking a view on economic growth and the fight against poverty it is important to<br />
determine which sectors of the economy of the Ulundi Municipality employs the largest<br />
number of people.<br />
Utilising the information derived from Census 2001 the distribution of employment<br />
among the economic sectors of the Municipality is illustrated in this diagram. Due to the<br />
rural nature of the Municipality, the high unemployment rate and the subsequent high<br />
dependency on government provided social services the sector providing the highest<br />
level of employment is the Community, Social and Personal Services Sector.<br />
In support of the employed residents of the Ulundi Municipality is the wholesale and<br />
retail trade sector; similarly the Financial, Insurance, Real Estate and Business Services<br />
Sector is stimulated by the employment in the primary Community Services Sector.<br />
69
The graph below depicts the occupation types within the Municipality.<br />
The largest percentage of people employed within the Municipality is employed as<br />
technicians and associate professionals. Only 4% of employment opportunities are found<br />
within the professional sphere. A large number of people are employed in administrative<br />
posts as clerks, which corresponds with Ulundi being the former capital of KwaZulu-<br />
Natal and currently the seat of the Zululand District Municipality. The largest economic<br />
driver within the Municipality is agriculture and the low percentage of employment<br />
within this sector indicates the seasonal nature of agricultural employment. These<br />
workers are most likely included as part of the non-classified occupation category (NEC).<br />
IDENTIFYING AREAS OF NEED<br />
The CSIR, in conjunction with the University of Oxford and the HSRC developed<br />
Indices of Multiple Deprivation (IMD) using the 2001 Census Data. The IMD ranks<br />
wards in terms of their comparative levels of deprivation based on a composite taking<br />
into account:<br />
Income and Material Deprivation<br />
Employment Deprivation<br />
Health Deprivation<br />
Education Deprivation<br />
Living Environment Deprivation<br />
70
The table above depicts the ranking of wards in terms of the IMD. The areas marked in<br />
red are the five highest ranking areas (most deprived areas) for each category.<br />
Ward 1 and Ward 24 are among the five most deprived areas in four of the five<br />
categories while Ward 6 and Ward 16 feature in three of the five categories. This<br />
index is aligned with the Provincial Flagship programme which identified Ward 1, Ward 2,<br />
Ward 5, Ward 6, Ward 16 and Ward 24 as being the wards that required most<br />
attention.<br />
LOCAL ECONOMIC DEVELOPMENT<br />
Local economic development within service area of the Ulundi Municipality consists of<br />
three primary initiatives namely Agriculture, General Business and Tourism. Agriculture<br />
and tourism have, in particular, been identified as sectors with the potential to be<br />
beneficially developed in order to uplift the communities within the Municipality.<br />
71
The Municipality developed a Local Economic Strategy for its service area in 2008 with<br />
the assistance of Gijima Funding provided by the Zululand District Municipality;<br />
however, this Strategy needs to be revised to bring it into line with current trends and<br />
developments. Financial constraints mean that the Municipality will need to secure<br />
funding in order for this review to take place. An LED Officer has been appointed by<br />
the Municipality to coordinate the Municipality‟s engagement with this important sector.<br />
Agriculture<br />
Agriculture is a major sector within the Municipality and has the potential to contribute<br />
to the development of employment opportunities as well as addressing matters related<br />
to food security. The <strong>KZN</strong> Department of Agriculture has three primary programmes<br />
that focus on the emerging farmer community within the Municipality. Large commercial<br />
farms are located within the western part of the Municipality; these farmers require<br />
limited assistance from the Department. Each ward in the Municipality has its own<br />
farmers association representing the interests of the farmers, commercial and<br />
emerging, in that ward.<br />
Under the auspices of the Flagship Programme, the Department of Agriculture has<br />
commenced implementation of the One Home, One Garden initiative with effect from<br />
January 2011. The initiative is the responsibility of the extension officers employed by<br />
the <strong>KZN</strong> Department of Agriculture; it is proposed to provide training to 700<br />
participants per ward in the Municipality. Participants are identified by the extension<br />
officers on the basis of need; each extension officer has a list of community gardens<br />
including those located within the traditional authority areas. However, participation in<br />
this initiative is not limited to existing community gardens; individuals are encouraged to<br />
make an approach to the Department for assistance with a community garden. Part of<br />
this initiative is to continue assisting local schools by providing them with a supply of<br />
vegetable seeds. The extension officers employed by the <strong>KZN</strong> Department of<br />
Agriculture will jointly capacitate participants in this initiative on a ward by ward basis,<br />
commencing with those wards identified as being most deprived – Ward 1, Ward 2, Ward<br />
15, Ward 16 and Ward 24.<br />
The mechanisation programme implemented by the <strong>KZN</strong> Department of Agriculture<br />
assists indigent and subsistence farmers with a tractor to plough their fields and<br />
provides these farmers with maize and vegetable seeds. The Department sub-contracts<br />
small operators to make their tractors available to assist – the cost of this initiative is<br />
paid for by the Department. The provision of maize and vegetable seeds is sufficient to<br />
plant between one and two hectares per individual farmer of between twenty and thirty<br />
hectares per farmer group.<br />
Protection of animals by the provision of veterinary health services is the third<br />
programme operated by the <strong>KZN</strong> Department of Agriculture within the service area of<br />
72
the Municipality. In addition to assisting farmers with the management of their<br />
livestock, the Department undertakes immunisation campaigns for identified diseases<br />
such as rabies. A total of six veterinary technicians are operative within the service<br />
area of the Ulundi Municipality; they undertake the rendering of preventative injections<br />
and attend to any animal disease outbreaks that may occur within the Municipality.<br />
There is also an appointed State Veterinarian whose area of responsibility comprises the<br />
entire area of jurisdiction of the Zululand District Municipality.<br />
It is the intention of the <strong>KZN</strong> Department of Agriculture to deploy an extension officer<br />
and an extension office assistant in each ward within the Municipality – each ward will<br />
also have the services of an animal production technician and a plant production<br />
technician. All agricultural projects undertaken are owned by the participating farmers<br />
with Departmental officials providing a production advisory role; while these projects<br />
are funded from the <strong>KZN</strong> Department of Agriculture budget, the funding is provided in<br />
the form of materials (tools and seeds) only.<br />
General Business<br />
As is the case with other rural towns, the development of Ulundi began during the<br />
decades of the 1970s and the 1980s. Ulundi Town has come a long way from the<br />
settlement that once consisted of a supermarket and a bank located on a gravel road.<br />
The construction of the Ulundi Plaza in the 1980s was the launching pad for the<br />
commencement of commercial development within Ulundi – the Plaza had one large<br />
supermarket (today known as Shoprite), a First National Bank Branch, a Standard Bank<br />
agency and a number of smaller shops. Apart from the Ulundi Plaza, the Ulundi Holiday<br />
Inn is the oldest commercial entity within Ulundi.<br />
Apart from the further expansion of the Ulundi Plaza, which was also funded by Ithala<br />
Bank, Ulundi now has the King Senzangakhona Mall which was completed in 2008 as the<br />
focal point of commercial development within the Town. The establishment of the Mall<br />
led to the fast tracking of other developments such as the Ulundi Intermodal Facility,<br />
developed and financed by the <strong>KZN</strong> Department of Transport and the Ulundi<br />
Municipality (funding provided by the <strong>KZN</strong> Department of Cooperative Governance and<br />
Traditional Affairs). Community members today have the choice of five popular<br />
supermarkets, two hardware outlets and four commercial banks at which to conduct<br />
their business. There are also four filling stations within the ambit of Ulundi where fuel<br />
can be obtained. Adjacent to the King Senzangakhona Mall a new commercial<br />
development that features, among other commercial enterprises, a Game Retail Store, a<br />
Kentucky Fried Chicken, a Nandos and a Chicken Licken outlet has been completed; this<br />
development overlooks the R66 entrance to the town of Ulundi.<br />
Tourism<br />
73
Given the rich cultural heritage and history of the Ulundi municipal area, tourism<br />
provides a significant opportunity for economic development of the area. It is this<br />
cultural heritage which sets the Ulundi Municipality apart from the other local<br />
authorities within the Zululand District Municipality. What is important, however, is<br />
that any development to encourage tourism should be undertaken in a manner that is<br />
sustainable and conforms to environmental management imperatives.<br />
The Ulundi Tourism and Marketing Strategy was developed and approved by Council in<br />
2008; however, the imperatives of this Strategy could not be implemented as a<br />
consequence of human and financial capacity constraints. A Tourism Officer was<br />
appointed by the Municipality in 2009 to provide impetus and direction to this initiative.<br />
A cornerstone of the Tourism and Marketing Strategy is the development of a Tourism<br />
Information Centre in Ulundi. The site on which the Tourism Information Centre is to<br />
be constructed has been identified and made available by the Council of the<br />
Municipality; the Zululand District Municipality, responsible for the development and<br />
operation of the Tourism Information Centre has prepared and submitted business plans<br />
to secure the funding required for this development.<br />
Amanga AkwaZulu is the parastatal mandated by the KwaZulu-Natal Provincial<br />
Government to administer all of the heritage sites within the Zululand District. Listed<br />
hereunder are some of the important heritage sites within the Ulundi Municipality:<br />
Ondini Museum<br />
This is the site of King Mpande‟s kraal and the place of his burial. The history of Ulundi<br />
revolves around this particular heritage site; King Mpande‟s grave draws tourists from<br />
all over the world. The Museum is situated in Ulundi and can easily be accessed. Among<br />
the attractions in the Museum is a display of symbolic Zulu art that reflects a summary<br />
of the history of the Zulu nation and a collection of cultural beadwork that features the<br />
colours of the various Zulu traditional families.<br />
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Inside the Ondini Museum<br />
The Grave of King Mpande<br />
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Amafa Akwazulu Heritage Site<br />
This site is situated some 3 kilometres south of Ulundi on the P700 and is the original<br />
site of King Cetswayo‟s kraal. The site has been developed to house the activities of<br />
Amafa Akwazulu and it administers all the other heritage sites in Ulundi.<br />
An exterior and interior view of the Amafa Akwazulu Heritage Site<br />
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Ondini Battlefields<br />
This is the site of the conclusion of the Anglo-Zulu conflict in 1876 with victory being<br />
secured over the Zulus. The site, which has been fenced, needs further development as<br />
it currently consists of only a monument. It is located on the P700 corridor, adjacent to<br />
the Prince Mangosuthu Airport, less than a kilometre away from the Town of Ulundi.<br />
Monument located on the Ondini Battlefields<br />
Ulundi Multi Media Centre (uMgungundlovu)<br />
The multi media centre has been built on the site of King Dingaan‟s kraal; it is situated in<br />
eMakhosini, the Valley of the Kings, some seven kilometres off the R34 and 25<br />
kilometres from Ulundi Town. Technological sophistication available at the Centre<br />
provides the visitor with access to the history of the ages at the touch of a button. The<br />
Office of the Premier provided an investment of R 20 million for the development of<br />
this Centre, which was officially opened by His Majesty the King of the Zulus, King<br />
Goodwill Zwelithini Zulu on 16 December 2009.<br />
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uMgungundlovu from the ground and from the air<br />
The Spirit of eMakhosini<br />
This is an open site situated some 400 metres off the R34 and located 22 kilometres<br />
from the town of Ulundi. The site overlooks the eMakhosini Valley of the Kings; guides<br />
are available to provide visitors with an understanding of the history of the Zulu Nation.<br />
Another primary attraction of this site is a collection of horns from large animals that<br />
have played a significant part in the cultural history of the area.<br />
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The Spirit of eMakhosini<br />
Ceza Cave<br />
The Cave is situated at Ceza, a developmental node within the Ulundi Spatial Framework.<br />
The cave was used by King Dinuzulu as shelter when he was under attack from the<br />
English forces. The King and his tribe took shelter there for a period of two and a half<br />
years during 1888-1889; the English forces were eventually defeated. The need to<br />
develop this site has become a priority; it has been identified for development by the<br />
Municipality as it forms an important part of the Zulu Nation‟s history.<br />
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Ceza Cave<br />
The former Mayor of the Ulundi Municipality and a team of experts photographed inside the cave while<br />
on a fact finding mission. The third rock is outside the cave and served as a kitchen, original ash is still<br />
found here. The first and last are some of the rooms inside the cave, there are hundreds of these<br />
rooms from the entrance to the other side. The second rock is outside the cave, the King used to sit on<br />
it for various reasons.<br />
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Kwagqokli Hill<br />
The battle of kwaGqokli is celebrated at this site where King Shaka defeated thousands<br />
of Ndwandwe warriors with a small force of just over 2 000 warriors. The site has been<br />
identified by the Municipality as one of the important heritage sites to be developed.<br />
Opathe Game Park<br />
The Park is situated on the R66, some two kilometres south of the Town of Ulundi, just<br />
across the Umfolozi River. The Park is completely underutilised at present; it has a<br />
breeding facility for game and, in common with many other reserves of its nature, has to<br />
deal with the scourge of the poaching of rhino. The facility has a game viewing area, a<br />
bird hide, a lapa and some administration offices. One of the opportunities offered by<br />
the Park is the development of a small conference facility.<br />
Events related to King Shaka Heritage Month in September each Year<br />
Umkhosi Womhlanga (Reed Dance)<br />
Umkhosi Wokweshwama (Testing of the First Season Harvest)<br />
King Shaka Day<br />
Amafa AkwaZulu Cultural Museum Fun Run<br />
Ongeni Gate to the Umfolosi Game Reserve<br />
The road to this gate has been fully tarred. Game viewing at the Umfolosi Game<br />
Reserve is among the best in South Africa with a high probability of seeing all of the Big<br />
Five; for tourism purposes an Entrance Centre has been built.<br />
Completion of the tarring of the road between Pongola and Nongoma has the potential of<br />
having a major impact on tourism within the district including the service area of the<br />
Ulundi Municipality. Currently tourist buses from the Kruger National Park make use of<br />
the N2 only to take tourists down to Durban; with the tarring of this road they will have<br />
an alternative route that exposes tourists to the cultural heritage of the Zulu Nation.<br />
The completion of the tarring of this road is a priority on the tarring programme of the<br />
<strong>KZN</strong> Department of Transport.<br />
The following tourism support structures are in place and functioning effectively:<br />
• Tourism Portfolio Committee of Council<br />
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• Local Community Tourism Organisation<br />
• Tourism Forum for the Municipality<br />
Accommodation for tourists is provided by the Ulundi Holiday Inn (three star hotel),<br />
bed and breakfast operations, guest houses, lodges and camping sites.<br />
Promotion of SMMEs and Cooperatives<br />
The KwaZulu-Natal Department of Economic <strong>Development</strong> and Tourism has embarked on<br />
a number of initiatives to assist the development of emerging entrepreneurs:<br />
• Access to Finance – The Department has entered into an agreement with three<br />
banking institutions (Standard Bank, ABSA and Ithala Bank) to establish a joint<br />
SMME fund to assist with finance for small businesses. Contribution to this fund<br />
is on a 50 / 50 basis – the Department contributes 50% and the banking<br />
institution the remaining 50% - and it is left to the banking institution to handle<br />
all finance arrangements with the beneficiaries of this programme.<br />
• Access to Markets – By being visible through the attendance of the Department<br />
at SMME fairs and Business fairs, the opportunity is created for small enterprises<br />
to have their products marketed to a large potential customer base.<br />
Municipalities are invited to partner with the Department in the establishment of<br />
a presence at these fairs and, while promoting the SMME sector also have the<br />
opportunity of promoting the unique features of its municipal area<br />
• Training and Capacity Building – The Department provides opportunity to<br />
members of the SMME sector to attend training courses offered by FET Colleges<br />
at no cost. Courses offered include financial management, business management<br />
and courses relating to specific technical disciplines.<br />
The needs of agricultural cooperatives within the Ulundi municipal area are provided for<br />
by the <strong>KZN</strong> Department of Agriculture while, in general, any non-agricultural<br />
cooperatives will make their approach for funding to Ithala Bank. As regards funding<br />
for SMMEs and cooperatives the primary challenge is to comply with the requirements<br />
of the bank before funding can be made available. Generally the applicant is requested<br />
to prepare and present a business plan as support to the funding request which is beyond<br />
the capacity of the majority of individuals and cooperatives that comprise this<br />
particular sector.<br />
The national Department of Energy has embarked on an initiative known as the<br />
Integrated Energy Programme. An Integrated Energy Centre (IeC) is a one-stop energy<br />
shop owned and operated by a community cooperative and organised as a community<br />
project. It provides energy solutions to communities and access to affordable, safe and<br />
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sustainable energy services. The IeCs act as community hubs located closer to the<br />
community than the urban centres from which they would ordinarily obtain their energy<br />
needs. The IeC is able to purchase products such as illuminated paraffin, liquid<br />
petroleum gas, petrol and diesel direct from oil companies and then sell these products<br />
to the community at more affordable prices. Funding for the development of the IeC is<br />
generally provided by the oil company concerned (it is also likely to set up a forecourt as<br />
part of the development) and the Department of Energy.<br />
The Department of Energy has commenced the process of establishing an IeC within the<br />
Ulundi municipal area – the site for this entity is in the vicinity of the intersection of<br />
the R34 and the R66; the community cooperative for this project has already been<br />
formed and registered. There is no reason why the IeC should not act as a catalyst for<br />
other participants in the SMME sector to participate by offering related products and<br />
services; given the location of this particular IeC it can beneficially be used by the<br />
Municipality as part of its tourism marketing initiatives.<br />
One of the initiatives undertaken by the <strong>KZN</strong> Department of Arts and Culture is the<br />
development of arts and craft centres. One of these is located on the outskirts of the<br />
town of Ulundi – it provides training in visual arts and fashion design. A total of 20<br />
trainees in each of these creative areas are taken in by the Indonsa Arts and Crafts<br />
Centre every six months – from January to June and from July to December.<br />
Consequently this Centre trains 40 unemployed members of the community with specific<br />
skills annually that they can gainfully employ in their respective futures.<br />
ENVIRONMENTAL ANALYSIS<br />
The focus of environmental management within the Ulundi Municipality is that all<br />
development should be sustainable. The best known definition of sustainable<br />
development and most widely used is that of the Bruntland Report which defines<br />
sustainable development as:<br />
“<strong>Development</strong> which meets the needs of the present without compromising the<br />
ability of future generations to meet their own needs” (World Commission on<br />
Environment and <strong>Development</strong>, 1987)<br />
The National Environmental Management Act (NEMA) No 107 of 1998 defines<br />
sustainable development as “the integration of social, economic and environmental<br />
factors into planning, implementation and decision-making so as to ensure that<br />
development serves present and future generations”<br />
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The term environment refers to our surroundings including living and non-living elements,<br />
e.g. land, soil, plants, animals, air, water and humans. It also refers to our social and<br />
economic surroundings, and our effect on our environment. NEMA defines the<br />
environment as “the surroundings within which humans exist and that are made up of:<br />
i. the land, water and atmosphere of the earth;<br />
ii. micro-organisms, plant and animal life;<br />
iii. any part or combination of (i) and (ii) and the inter-relationships among and between<br />
them”<br />
According to the definitions in Chapter 1 of the Municipal Systems Act, Act 32 of 2000,<br />
as amended, „environmentally sustainable‟ means the provision of a service that aims to<br />
ensure that risks of environmental harm and risks to human health and safety are<br />
minimised to the extent reasonably possible under the circumstances, and the potential<br />
benefits in these areas are maximised to a similar extent, while legislation intended to<br />
protect the environment and human health and safety is complied with.<br />
ENVIRONMENTAL REALITIES WITHIN THE MUNICIPALITY<br />
Topography<br />
The topography map, included as Plan 3 in Annexure C attached to this <strong>IDP</strong> review<br />
document, depicts the elevation characteristics of the Ulundi Municipality. The mean<br />
elevation (metres above sea level) ranges from 1600 metres above sea level in the<br />
western parts of the Municipality, 723 metres above sea level in the central parts of<br />
the Municipality, to 140 metres above sea level on the eastern boundary.<br />
The White Mfolozi River further divides the western mountainous area of the<br />
Municipality into a northern and a southern area, with only four official crossing points<br />
situated on the R66, the R34 (including a smaller bridge next to the R34 crossing), and a<br />
crossing where the L1606 connects Mpungamhlophe to the P734 and Lottery, in<br />
existence.<br />
Slope Analysis<br />
The slope analysis depicts the gradients of the land as it declines in height above sea<br />
level towards the east. The slope categories range from smaller than 1:10 (10% incline),<br />
1:6 (17% incline), 1:3 (33% incline) and steeper. The higher the gradient, the more<br />
difficult are more expensive construction and the provision of services becomes.<br />
Slope also affects modes of transport, as a maximum gradient of 5% is recommended<br />
for bicycle tracks and 8% is recommended for footpaths. Terrain therefore plays an<br />
integral part in determining settlement patterns or the line of road construction to<br />
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ensure cost-effectiveness. The depiction of the slope analysis within the Municipality<br />
on Plan 4 in Annexure C attached to this <strong>IDP</strong> review document indicates that the slope<br />
variants are evenly distributed throughout the municipal area, with most settlements<br />
located within the more evenly sloped areas.<br />
Precipitation<br />
The Ulundi Municipality has a mixture of two “precipitation sectors” linked to the<br />
varying topography within the municipal area. The two sectors receive average rainfall<br />
of between 722mm to 826 mm per annum, and 827 mm to 912 mm per annum,<br />
respectively. Selected pockets within the Municipality have a higher average rainfall of<br />
between 1012mm and 1251mm per annum. Precipitation within the Municipality is<br />
depicted on Map 4 included in Annexure C attached to this <strong>IDP</strong> review document.<br />
Water Bodies and Catchment Areas<br />
Catchments are the areas of land where rainwater drains downhill into a body of water,<br />
such as a river, lake or dam. The drainage basin includes both the streams and rivers<br />
that convey the water as well as the land surfaces from which water drains into those<br />
channels, and is separated from adjacent basins by a catchment divide. Ecological<br />
aspects need to be taken into account when considering catchment areas. Water that is<br />
accumulated within the catchment areas flows to water bodies such as rivers and dams<br />
which are ultimately utilised to provide potable water for household purposes.<br />
Subsequently it is necessary to consider the possible impacts from specific land uses<br />
(settlements and agriculture) on the quality of water. This will provide an indication, for<br />
example, as to where sanitation services are required to prevent the contamination of<br />
water sources by cholera. In cases where large scale agricultural activity can have a<br />
negative impact on the quality of water it is necessary to limit the use of pesticides.<br />
The spatial development framework of the Municipality is the instrument that needs to<br />
ensure that no land use is proposed in an area where the specific land use can have<br />
detrimental effects on the environment, and the environmental services provided. The<br />
presence of a large number of rivers and high volumes of water also implies that the<br />
safety of communities must be considered by locating them outside possible flood areas.<br />
River Eco-System Status<br />
The river eco-system status has been determined by Ezemvelo <strong>KZN</strong> Wildlife in<br />
conjunction with a programme called the River Health Programme of South Africa.<br />
Based on the assessment of the condition of biological communities in and around rivers<br />
this programme provides an integrated measure of the health of river systems. All of<br />
the rivers in the Ulundi municipal area are classified as vulnerable, which indicates that<br />
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there are human influences on the rivers that need to be managed to ensure that the<br />
negative impact is minimised.<br />
Evaporation<br />
The evaporation rates of the Ulundi Municipality are depicted on Map 5 included in<br />
Annexure C attached to this <strong>IDP</strong> review document. It is clear that average evaporation<br />
is linked to height above sea level which also affects other meteorological conditions<br />
such as wind occurrences. The low lying areas of the Municipality have an average of<br />
1801 to 2000 mm per annum evaporation rate, while the higher lying areas average 1601<br />
to 1800 mm per annum. An area just south of Xolo has an evaporation rate of 2001 to<br />
2200 mm per annum, whilst a limited number of smaller areas near Babanango and<br />
Nhlazatshe have an evaporation rate of 0 to 1400 mm per annum.<br />
Groundwater Vulnerability<br />
Groundwater vulnerability refers to the potential pollution of groundwater by various<br />
factors including agricultural practices, industrial waste or influences that settlements<br />
have on the water. Groundwater vulnerability in the Ulundi Municipality, which is<br />
depicted on Map 6 included in Annexure C attached to this <strong>IDP</strong> review document, ranges<br />
from low to very low, while there are selected pockets of groundwater, especially in the<br />
vicinity of Umqlozi, which have a vulnerability rating of medium low.<br />
Land Cover<br />
Six main elements of land cover are visible within the Ulundi municipal area – these are<br />
urban areas, rural settlements, subsistence farming, woodlands, grasslands and<br />
plantations. The urban areas are situated around the town of Ulundi and stretch<br />
northwards along the R66. Smaller pockets of “densely populated” rural areas are<br />
situated along the major transport routes, but are also scattered throughout the<br />
Municipality in localities such as Babanango, Mpungamhlophe, Nkonjeni and Mahlabathini.<br />
The remainder of the settlements are characterised by rural dwellings. These<br />
settlements include areas such as Sterkstroom and Dlebe in the northern areas,<br />
Nondlovu and Xolo north east of Ulundi, and Ntshemanzi and Nqulwane on the eastern<br />
boundary of the Municipality.<br />
Large areas of woodlands are situated on the evenly sloped areas on the north eastern<br />
boundary of Ulundi with Nongoma. The area stretches from the Xolo surroundings<br />
(east) to Kwadayeni (west of the R66). Subsistence farming is scattered throughout the<br />
municipal area, but more densely situated in close proximity to the rural settlement<br />
areas. The highest concentrations of subsistence farming are found near the<br />
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settlements of Mpungamhlophe, Nhlazatshe and Nkonjeni, with scattered subsistence<br />
farming activities around Dlebe.<br />
Grasslands are scattered throughout the Ulundi municipal area, although the lack of<br />
other activities and vegetation types makes this the main land cover category in the<br />
western areas around Bloubank and Ngongweni. Plantations are located in the south<br />
western parts of the Municipality, and mainly grouped along the R68 leading to<br />
Babanango. Some isolated plantations are situated just north of Babanango. The area<br />
north of Nhlazatshe is characterised by bush lands, while some dense bush land<br />
groupings are situated north of Nkonjeni and Mahlabathini. Details of the location of<br />
land cover within the Ulundi Municipality are depicted on Plan 5 included in Annexure C<br />
attached to this <strong>IDP</strong> review document.<br />
Protected Areas<br />
The Ulundi Municipality has a number of environmentally sensitive areas, some of which<br />
are already formally protected. A detailed depiction of the Protected and Conservation<br />
Worthy Areas is included as Plan 6 in Annexure C attached to this <strong>IDP</strong> review document.<br />
The Emakhosini Ophathe Heritage Park and Game Reserve is located on the southern<br />
boundary of the Municipality directly south of the White Umfolosi River. The Game<br />
Reserve is directly east of the R66, while the Heritage Park stretches west from the<br />
R66 to Babanango in the west.<br />
Biodiversity Priority 1 areas are mainly concentrated in the east, where the Ulundi<br />
Municipality borders on the Hluhluwe Mfolozi Game Reserve. A limited number of small<br />
Priority 1 Biodiversity Area pockets are scattered throughout the municipal area, in<br />
close proximity to the areas of Nhlazatshe, Kwanbambo, Babanango,, Mahlabathini, on<br />
the boundary with the Nquthu Municipality, and on the Abaqulusi Municipality boundary<br />
east of Mphepho.<br />
Biodiversity Priority 3 areas are concentrated mainly in the western parts of the<br />
Municipality surrounding the areas of Bloubank and Babanango.<br />
<strong>KZN</strong> Ezemvelo Wildlife developed a composite set of data that is depicted on Map 7:<br />
Environmental Sensitivity which has been included in Annexure C attached to this <strong>IDP</strong><br />
review document. The highly sensitive areas are situated on the south western parts of<br />
the municipal area. These areas are some of the least densely populated areas in the<br />
Municipality and the SDF proposes that development not be encouraged in these areas.<br />
A number of areas with medium to high vulnerability status are situated near<br />
Kwanbambo, Mabedlana, Nhlazatshe, and on the eastern boundary of the Municipality<br />
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near the Hlabisa Municipality. The remainder of the Municipality is classified as medium<br />
to low vulnerability.<br />
Human Footprint<br />
Human Footprint Mapping is a tool to show how large our human influence on the natural<br />
environment is. The more that development takes place, which includes the<br />
establishment of farms, constructing roads and buildings etc, the more we influence the<br />
natural environment. This leads to a reduction in the quality of the ecological services<br />
provided by the environment. Such ecological services include clean water, fertile<br />
ground, storm water management by wetlands etc. Where the human footprint is high,<br />
management processes are required to ensure that further impact on the environment<br />
is kept to a minimum. No area within the Municipality has no “human footprint” although<br />
large areas are classified as low and very low impact. The human footprint is highest in<br />
the area surrounding the town of Ulundi with high and very high levels of impact. The<br />
railway line further impacts on the environment and a corridor of moderate human<br />
impact on the environment follows the course of the railway line as it traverses the<br />
Municipality. Selected areas near Ngongweni and Bloubank have a high impact human<br />
footprint.<br />
Away from the railway line areas such as Babanango, and areas in the centre of<br />
Strangers‟ Rest, Makhosini, Kwanbambo and Mpungamhlophe are also classified as having<br />
a moderate impact. Some of these areas are in close proximity to highly vulnerable<br />
environmental areas and measures need to be put in place to ensure that the human<br />
footprint does not expand further into these vulnerable areas. A detailed depiction of<br />
the “human footprint” within the Ulundi Municipality is reflected as Map 8 in Annexure C<br />
attached to this <strong>IDP</strong> review document<br />
STRATEGIC ENVIRONMENTAL ASSESSMENT (SEA)<br />
A Strategic Environmental Assessment (SEA) was defined in the White Paper on<br />
Environmental Management Policy for South Africa (1998) as “a process to assess the<br />
environmental implications of a proposed strategic decision, policy, plan, programme,<br />
piece of legislation or major plan”. The SEA is required as part of the <strong>IDP</strong> process as a<br />
strategic environmental planning tool that seeks to integrate environmental concerns<br />
into plan making and implementation. Elements of the SEA are essentially determined by<br />
the stakeholders consulted in the planning process and the needs of the municipality. It<br />
is seen to be a flexible tool that can be adapted to the stages of the planning process<br />
where it is most needed. It typically provides an understanding of the environment<br />
through the following:<br />
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Providing an overview of the environment within the municipal area, the key issues<br />
that impact and current or proposed policies, plans or processes that impact. The<br />
aim is to strengthen awareness of the environment, and to integrate environmental<br />
sustainability with social and economic considerations<br />
Providing a reflection of environmental opportunities and constraints<br />
The intention is to integrate sustainability considerations into the formulation,<br />
assessment and implementation of policies, plans and programmes.<br />
The SEA is intended to be strategic, participatory in its preparation and give an<br />
understanding of the overall cumulative effects of environmental degradation. It can be<br />
used at various stages of the planning process: identifying the causes of environmental<br />
problems during analysis; assessing alternatives and the cumulative effects of policies at<br />
the level of SDF preparation and providing a context for further planning overall.<br />
The Ulundi Municipality has not to date undertaken a Strategic Environmental<br />
Assessment of its municipal area.<br />
ENVIRONMENTAL IMPACT ASSESSMENT (EIA)<br />
An Environmental Impact Assessment (EIA) is a study of the likely impacts on the<br />
environment of proposed activities or development. EIAs help bodies like local<br />
authorities to decide if they should accept proposals, e.g. to develop a piece of land for<br />
housing, or to require changes to the proposal, or to reject it. An EIA is a project<br />
specific procedure that is a requirement of the NEMA. An EIA is required for a<br />
development that requires a change in land use, for projects that are associated with<br />
particular activities or which are located in sensitive environments. A number of<br />
activities have been defined in terms of Section 24(2)(a) and 24(2)(d) of the NEMA<br />
which may not commence without the authorisation from the competent authority and in<br />
respect of which the investigation, assessment and communication of potential impact of<br />
activities must follow the procedure as described in Regulations 2226 of the<br />
Environmental Impact Assessment Regulations, 2006 promulgated in terms of Section<br />
24(5) of the NEMA in the Government Gazette dated 21 April 2006 The EIA<br />
procedures are dealt with in more detail in Annexure D attached to this <strong>IDP</strong> review<br />
document.<br />
A Social Impact Assessment (SIA) should predict how a particular activity would affect<br />
the social functioning of communities. An SIA provides very specific information and<br />
analysis of the social impacts of a project It includes a list and profile of primary and<br />
secondary stakeholders, a history of the area and affected communities, the social<br />
context within which the development will take place with particular emphasis on the<br />
impact on vulnerable communities, future development plans for the area and issues and<br />
concerns raised by stakeholders. An SIA may form part of an EIA.<br />
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ENVIRONMENTAL MANAGEMENT AND CLIMATE CHANGE<br />
INITIATIVES<br />
A number of environmental management and climate change initiatives are to be<br />
addressed by the Municipality during the course of the 2012 / 2013 financial year.<br />
Eliminating Invasive Alien Plant Species<br />
This initiative will be undertaken at ward level to restore available grazing land that has<br />
been invaded by alien plant species. In addition alien plant species threaten the<br />
availability of scarce water resources. This initiative is driven by the Directorate:<br />
Community Services which has made provision for this activity in its operational budget.<br />
However, additional funding to effectively address this threat will be sought from<br />
National Government and the Provincial Department of Agriculture, Environmental<br />
Affairs and Rural <strong>Development</strong>.<br />
Greening of Open Spaces<br />
The Municipality has commenced with a programme of planting trees in public open<br />
spaces and as part of human settlement projects. In the 2011 / 2012 financial year this<br />
initiative was confined to the town of Ulundi but the intention is to expand the<br />
programme to other nodal points.<br />
Alternative Sources of Energy: Solar Panels<br />
This initiative is being promoted and managed by the Directorate: Technical Services<br />
with potential funding being sourced from Eskom. During the 2011 / 2012 financial year<br />
a total of 2 300 solar geysers were to have been installed with funding derived from<br />
Eskom. The indications are that this project will be implemented during the 2012 / 2013<br />
financial year.<br />
Street Cleaning and Beautification<br />
This initiative confined to urban areas and in particular the town of Ulundi. Maintaining<br />
the Ulundi CBD and its environs clean and presentable through a programme of street<br />
sweeping and the collection of litter by making use of casual workers has had to be<br />
scaled back as a consequence of the financial constraints that have been faced by the<br />
Municipality. Given that this initiative has a two-fold purpose by providing employment<br />
for casual workers to alleviate poverty within the communities in the town of Ulundi,<br />
additional funding will be sought to reinstate and possibly expand the full initiative.<br />
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Rehabilitation of Landfill Site<br />
The Municipality operated a landfill site in Ward 18 which was not registered with the<br />
Department of Agriculture, Environmental Affairs and Rural <strong>Development</strong> and, due to its<br />
situation, drew protests from the communities adjacent to its location. As a<br />
consequence the landfill site was shut down; however, to ensure that its past existence<br />
does not impact on the environmental integrity of the area, the site has to be<br />
rehabilitated in accordance with the provisions of the NEMA.<br />
Environmental Awareness Campaigns<br />
At least twice a year the Municipality will provide the impetus for a campaign that raises<br />
awareness among the communities within its service area of the need for environmental<br />
management. These campaigns can be aligned with specific events on the calendar such<br />
as Water Week and Arbor Day.<br />
The Municipality has appointed a qualified horticulturalist to manage and coordinate<br />
these initiatives.<br />
91
ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
SITUATIONAL ANALYSIS<br />
INSTITUTIONAL ARRANGEMENT<br />
AND<br />
TRANSFORMATION<br />
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ORGANISATIONAL STRUCTURE<br />
The Council of the Municipality has adopted an organisational structure that consists of<br />
five Directorates - Corporate Services; Community Services; Financial Services;<br />
Protection Services and Technical Services together with the Office of the Municipal<br />
Manager. The Office of the Municipal Manager contains the cross-cutting functional<br />
areas of internal audit, performance management, inter-governmental relations, and local<br />
economic development. The staff complement within the Municipality is set out<br />
hereunder:<br />
Directorate Posts Filled Vacant % Vacant<br />
Office of Municipal Manager 9 9 0 0%<br />
Corporate Services 31 23 8 22.8%<br />
Financial Services 38 26 12 31.6%<br />
Community Services 100 65 35 35.0%<br />
Technical Services 80 62 18 22.5%<br />
Protection Services 52 32 20 38.5%<br />
TOTAL 310 217 93 30.0%<br />
The highest vacancy rate among the Directorates that comprise the organisational<br />
structure of the Ulundi Municipality exists within the Directorate: Financial Services<br />
and the Directorate: Protection Services. However, all of the key managerial and<br />
specialist function posts have been filled.<br />
Level of Employment<br />
Number of<br />
%<br />
Employees<br />
Senior Managers, including<br />
6 2.8%<br />
Municipal Manager<br />
Other Managers 33 15.2%<br />
Technical/Professional Staff 42 19.4%<br />
Other Staff (Clerical,<br />
136 62.6%<br />
Labourers, etc.)<br />
TOTAL 217 100%<br />
All of the Section 57 manager positions within the organisational structure of the<br />
Municipality have permanent incumbents. Recently incumbents to key technical positions<br />
such as that of the Superintendent: Planned Electrical Maintenance, the Facilities<br />
Manager and the Senior Internal Auditor have been appointed.<br />
93
Responsibility for the <strong>IDP</strong><br />
The responsibilities related to the formulation, management and co-ordination of the<br />
<strong>IDP</strong> rest with the <strong>IDP</strong> Manager. The position of <strong>IDP</strong> Manager is pivotal to the<br />
compilation of the <strong>IDP</strong> on an annula basis and, as indicated in the following diagram, the<br />
<strong>IDP</strong> Manager reports directly to the Manager in the Office of the Municipal Manager.<br />
Ulundi Local Municipality<br />
Exco<br />
Ward Councillors<br />
Municipal Manager<br />
<strong>IDP</strong> Manager<br />
Managers of Department<br />
<strong>IDP</strong> Steering<br />
Committee<br />
Task<br />
Team<br />
Task<br />
Team<br />
Task<br />
Team<br />
Task<br />
Team<br />
Task<br />
Team<br />
<strong>IDP</strong> Representative Forum<br />
Broad Public<br />
DECISION MAKING PROCESSES<br />
In terms of Section 9(b) of the Municipal Structures Act, Act 117 of 1998, as amended,<br />
the Ulundi Municipality was established as a Category B (local) municipality with a<br />
collective executive system combined with a ward participatory system. Local<br />
government elections were held on 18 May 2011 and a new Council for the Ulundi<br />
Municipality was elected and appointed; the third Council constituted since the<br />
establishment of the Municipality. The Council of the Municipality consists of 47<br />
members of which 24 are ward councilors and 23 are councilors appointed in terms of<br />
the respective proportional representative lists.<br />
The Council of the Municipality has appointed a number of advisory Portfolio Committees<br />
in addition to the Executive and Finance Committee namely the Technical Services<br />
Portfolio Committee; the <strong>Planning</strong> Portfolio Committee; the Local Economic <strong>Development</strong><br />
Portfolio Committee; the Tourism Portfolio Committee and the Community Services<br />
Portfolio Committee. In addition the Municipality has developed and adopted an<br />
Oversight Policy and the members of the Oversight Committee have been appointed. A<br />
schedule of Council and Portfolio Committee meetings is adopted at the beginning of<br />
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each financial year – Council is scheduled to meet quarterly while the Executive and<br />
Finance Committee (EXCO) and the Portfolio Committees meet on a monthly basis. In<br />
the first instance the Portfolio Committees submit their reports and recommendations<br />
to EXCO for consideration and endorsement prior to submission to the full Council. In<br />
addition to the scheduled Council and EXCO meetings, special meetings of these two<br />
entities can be convened by the Speaker and Mayor, respectively, to consider items of<br />
an urgent nature that require a decision to be taken in the period between the quarterly<br />
meetings of Council. In all cases a meeting of Council, whether it is a scheduled or a<br />
special meeting, is preceded by a meeting of EXCO to consider the matters submitted<br />
for Council consideration and provide a recommendation in this regard.<br />
From an administrative perspective the Municipality has established a Management<br />
Committee (MANCO) that comprises of the Municipal Manager, the Executive Managers<br />
responsible for the management of the Directorates in the organisational structure of<br />
the Municipality and middle management representatives of the range of functional<br />
responsibilities undertaken by the Municipality. MANCO has a scheduled monthly<br />
meeting where matters related to the discharge of administrative responsibility are<br />
included on the agenda and addressed. As is the case with the Council and EXCO, special<br />
MANCO meetings may be convened by the Municipal Manager to address matters of an<br />
urgent nature which require consideration and a decision that cannot be deferred to the<br />
next scheduled MANCO meeting.<br />
HUMAN RESOURCE ADMINISTRATION<br />
There are a full complement of human resource policies and procedures adopted and<br />
implemented at the Municipality commencing from the entry level (recruitment policy)<br />
and covering a variety of human resource related aspects. A collective bargaining<br />
agreement has been concluded with the labour unions and a disciplinary and grievance<br />
procedure agreed as part of the collective bargaining process. The Directorates within<br />
the Municipality have all been capacitated to conduct their own disciplinary hearings.<br />
From a human perspective it is imperative that managers engage their subordinates and<br />
maintain an open door policy to promote and encourage healthy communication<br />
The Municipality has undergone a skills audit process during which critical vacancies<br />
were identified, some of which have been filled during the current financial year.<br />
Currently the staffing budget as a percentage of the total operational budget of the<br />
Municipality is higher than the accepted norm; this together with a process to align the<br />
organisational structure to the strategic direction provided in this <strong>IDP</strong> review and an<br />
evaluation of the content of each post will form the crux of human resource planning and<br />
implementation for the 2012 / 2013 financial year.<br />
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TRAINING AND DEVELOPMENT<br />
On an annual basis a percentage of the operational budget approved for the Municipality<br />
is set aside for skills development in accordance with the Workplace Skills Plan.<br />
Because the Municipality has experienced cash flow constraints on a regular basis, the<br />
training and development budget has not been fully expended; it is proposed that the<br />
training budget be ring fenced annually to prevent this situation from reoccurring.<br />
Based on the skills audit conducted at the Municipality the training contracted should be<br />
a reflection of the skills gaps identified rather than implementing a situation where<br />
course availability is the criteria and individuals are nominated to attend without due<br />
cognisance being given as to whether the training course is able to adequately build the<br />
capacity to address the identified need. Courses offered by service providers<br />
accredited with the Local Government SETA only are considered for training and<br />
development purposes – the Municipality is then able to claim a percentage of the course<br />
fee back from the SETA.<br />
PROMOTION OF EQUITY<br />
The Municipality has developed an Employment Equity Plan as required by the legislation;<br />
the Plan is reviewed on an annual basis in terms of the legislation. At present, however,<br />
the provisions of the Employment Equity Plan have not been implemented by the<br />
Municipality; each of the Directorates is required to review its situation with regard to<br />
the employment equity imperatives. With the filling of vacant posts during the 2012 /<br />
2013 financial year, one of the prime factors in the recruitment and selection process<br />
will be addressing the employment equity imperatives; this will continue throughout the<br />
remainder of the third generation <strong>IDP</strong>.<br />
MUNICIPAL TURNAROUND STRATEGY<br />
The national Department of Co-operative Governance and Traditional Affairs, late in the<br />
2009 calendar year, published the Local Government Turnaround Strategy, developed as<br />
a consequence of an assessment of all of the municipalities in South Africa and following<br />
an extraordinary sitting of the three spheres of government involving the entire Cabinet<br />
on 20 October 2009 in Khayelitsha, Cape Town. As part of the implementation of the<br />
national strategy, each municipality was required to develop its own turnaround strategy<br />
by 31 March 2010. In this regard the national strategy noted that the different<br />
municipalities within South Africa have different capacities and are faced with<br />
different social and economic challenges. The Ulundi Municipality developed its own<br />
turnaround strategy utilizing the situation as at 31 March 2010 as the baseline and<br />
setting a number of targets to be achieved. In this regard it is noted that the<br />
Municipality prepares half yearly reports in terms of the turnaround strategy, at the<br />
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end of June and the end of December each, year on the following ten aspects of its<br />
operation:<br />
Revenue Management Strategies<br />
Debtors‟ Management<br />
Repairs and Maintenance<br />
Clean Audit<br />
Credibility and Transparency of SCM<br />
Access to Water and Sanitation<br />
Access to Electricity<br />
Access Roads (new) and Maintenance<br />
Comprehensive Infrastructure Plan and Housing<br />
<strong>Development</strong> of Commercial / Industrial Land<br />
The original Municipal Turnaround Strategy developed by the Municipality is included as<br />
Annexure G to this <strong>IDP</strong> review document while progress made in terms of implementing<br />
the Strategy is contained in Annexure H.<br />
97
ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
SITUATIONAL ANALYSIS<br />
GOOD GOVERNANCE<br />
AND<br />
PUBLIC PARTICIPATION<br />
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INTER-GOVERNMENTAL RELATIONS<br />
The Constitution of the Republic of South Africa, Act 108 of 1996, as amended places a<br />
strong emphasis on the coordination of the three spheres of government in the country.<br />
At a local government level, the Ulundi Municipality falls within the area of jurisdiction<br />
of the Zululand District Municipality. The Zululand District Municipality is the water<br />
services authority and the water services provider within the service area of the Ulundi<br />
Municipality.<br />
There are two forums established for inter-governmental relations, the IGR Forum for<br />
the mayors of the municipalities that comprise the area of jurisdiction of the Zululand<br />
District Municipality and a Technical Forum to be attended by the respective municipal<br />
managers; however, neither of these forums currently meet on a regular basis which<br />
complicates the communication processes that are essential for cooperation and<br />
coordination to take effect.<br />
In the past the sector departments of the <strong>KZN</strong> Provincial Government have delivered<br />
projects and programmes within the service area of the Ulundi Municipality without<br />
reference to the needs expressed in the <strong>IDP</strong>; in preparation for this <strong>IDP</strong> review<br />
significant contact has been made with the sector department representatives in order<br />
to promote alignment between the programmes and projects driven by the Municipality<br />
and those that are undertaken by sector departments, whether at a national or<br />
provincial level. In future it is purposed that a regular schedule of engagement between<br />
the Municipality and the sector departments will be agreed and adhered to.<br />
Among the sector departments, whether at a national or provincial level, contacted and<br />
interviewed are:<br />
Department of Agriculture and Environmental Affairs and Rural <strong>Development</strong><br />
Department of Arts and Culture<br />
Department of Basic Education<br />
Department of Cooperative Governance and Traditional Affairs<br />
Department of Economic <strong>Development</strong> and Tourism<br />
Department of Energy<br />
Department of Health<br />
Department of Home Affairs<br />
Department of Human Settlements<br />
Department of Labour<br />
Department of Safety and Security<br />
Department of Social <strong>Development</strong><br />
Department of Sport and Recreation<br />
Department of Transport<br />
99
RISK MANAGEMENT<br />
A risk assessment was undertaken at the Municipality with the assistance of the<br />
Provincial Treasury Risk Management Division was in September 2010. A risk register<br />
was compiled and a three year Strategic Risk Management Plan was prepared from this<br />
information. Based on the Risk Management Plan, the Internal Audit Plan to be<br />
implemented during the 2011 / 2012 financial year was updated and revised. The revised<br />
Internal Audit Plan was approved by the Audit Committee at its meeting held in<br />
February 2011.<br />
In the final management letter in respect of the 2010 / 2011 financial year, the Auditor<br />
General raises a number of risk related matters that need urgent attention:<br />
• Establish and communicate policies and procedures to enable and support<br />
understanding and execution of internal control objectives, processes and<br />
responsibilities<br />
• Design and implement formal controls over IT systems to ensure the reliability of<br />
the systems and the availability, accuracy and protection of information<br />
• Implement appropriate risk management activities to ensure that regular risk<br />
assessments, including consideration of IT risks and fraud prevention, are<br />
conducted and that a risk strategy to address the risks is developed and<br />
monitored<br />
• Ensure that there is an adequately resourced and functioning internal audit unit<br />
that identifies internal control deficiencies and recommends corrective action<br />
effectively<br />
The core function of the internal audit unit is to monitor the internal controls put in<br />
place by the management of the Municipality and, having made recommendations to<br />
improve and tighten the internal controls, monitor the implementation of the<br />
recommendations. The Internal Audit Unit at the Municipality is functional and consists<br />
of three appropriately qualified staff – an Internal Audit Manager, a Senior Internal<br />
Auditor and an Internal Auditor. The Unit functions in accordance with the Internal<br />
Audit Charter – it reports directly to the Municipal Manager and the Audit Committee<br />
constituted by the Municipality.<br />
The Municipality has appointed its own Audit Committee consisting of three members all<br />
appointed from outside of the political and administrative structure of the Municipality.<br />
The Chairperson and remaining two members of the Audit Committee are all suitably<br />
qualified and function in accordance with the Audit Committee Charter.<br />
100
PUBLIC PARTICIPATION<br />
The Municipality has developed and adopted a Publication Participation Plan and a<br />
Communication Strategy. While these are two different documents they both<br />
contribute to the intended engagement with communities and community structures as<br />
envisaged in Chapter 4 of the Municipal Systems Act, Act 32 of 2000, as amended. The<br />
Municipality intends to develop a Public Participation Charter which is a pact by the<br />
Municipality with the spectrum of community representative structures in terms of<br />
which the information provided to them and which they are entitled to expect is clearly<br />
defined together with the identification of a recourse mechanism available to the<br />
representative structures should the Municipality not comply with its commitment to the<br />
Charter.<br />
WARD COMMITTEES<br />
Ward committees represent an important structure that links the communities within<br />
the Municipality with the Council and the administration of the Municipality. The<br />
Municipality has adopted and implemented a Ward Committee Policy for the 24 ward<br />
committees that are in operation within the Municipality. After the local government<br />
elections held on 18 May 2011, elections were held in July 2011 to elect ward committees<br />
within each ward. These ward committees were inaugurated on 14 October 2011. In<br />
terms of the Ward Committee Policy adopted by the Council of the Municipality, each<br />
ward committee meets and reports on a monthly basis. Training for ward committee<br />
members was facilitated and provided by the Provincial Department of Cooperative<br />
Governance and Traditional Affairs.<br />
CUSTOMER SATISFACTION<br />
A fully fledged customer care office that complies with the prescriptions of the<br />
Promotion of Access to Information Act, the Administration of Justice Act and Chapter<br />
4 of the Municipal Systems Act, has been established by the Municipality. There is a<br />
need to educate communities on the nature of the customer care office and the access<br />
to documentation provided there. A Customer Care Policy has been developed and<br />
adopted by the Municipality; this forms the basis of the operation of the customer care<br />
office which is run in accordance with Batho Pele principles.<br />
Measuring the level of satisfaction of the community with the service rendered by the<br />
Municipality is important; suggestion boxes have been placed at strategic points in the<br />
municipal buildings with little response. A similar situation pertains to the facility of<br />
customer satisfaction registers. The Municipality will need to undertake a structured<br />
customer satisfaction survey in order to determine the status quo regarding<br />
satisfaction with present service delivery levels.<br />
101
PERFORMANCE MANAGEMENT SYSTEM<br />
Section 38 of the Municipal Systems Act, Act 32 of 2000, as amended, requires that a<br />
municipality must –<br />
(a) Establish a performance management system that is –<br />
(i) commensurate with its resources;<br />
(ii) best suited to its circumstances;<br />
(iii) in line with the priorities, objectives, indicators and targets contained in its<br />
integrated development plan;<br />
(b) promote a culture of performance management among its political structures,<br />
political office bearers and councilors and in its administration; and<br />
(c) administer its affairs in an economical, effective, efficient and accountable<br />
manner.<br />
In terms of Section 57(1) of the Municipal Systems Act, Act 32 of 2000, as amended, a<br />
person to be appointed as the municipal manager of a municipality, and a person to be<br />
appointed as a manager directly accountable to the municipal manager, may be appointed<br />
to that position only –<br />
(a) in terms of a written employment contract with the municipality complying with<br />
the provisions of this section of the Act; and<br />
(b) subject to a separate performance agreement concluded annually as provided for<br />
in Section 57(2) of the Act.<br />
The Ulundi Municipality implemented a performance management system in the latter<br />
part of the 2008 calendar year; as a consequence, the 2009 / 2010 financial year was<br />
the first full year of implementation. In this regard it is noted that the Municipal<br />
Manager has entered into a performance agreement annually with the Mayor of the<br />
Municipality while each of the Executive Managers have entered into annual performance<br />
agreements with the Municipal Manager in accordance with the provisions of Section 57<br />
of the Municipal Systems Act, as amended.<br />
Although Section 38 of the Municipal Systems Act, as amended, requires that a culture<br />
of performance be cascaded through the administration of the Municipality, at present<br />
the performance process is still confined to Section 57 managers only.<br />
As part of the performance management system the Municipality developed a<br />
Performance Management Policy and a Performance Management Framework, the latter<br />
structured in accordance with the Regulations published in terms of the Municipal<br />
Systems Act, as amended, both of which were approved by the Council. The<br />
performance management system complies with the legislative imperative as set out in<br />
Chapter 6 of the Municipal Systems Act, as amended, and the Municipal <strong>Planning</strong> and<br />
102
Performance Regulations published by the Minister in accordance with the provisions of<br />
the Act.<br />
PERFORMANCE PROCESS FOR THE 2011 / 2012 FINANCIAL YEAR<br />
Organisational Performance Plan<br />
Utilising the format provided by the <strong>KZN</strong> Department of Cooperative Governance and<br />
Traditional Affairs an organisational performance plan was compiled for the Municipality<br />
in respect of the 2011 / 2012 financial year, responsibility for specific activities and<br />
targets being allocated to the various Directorates that comprise the municipal<br />
structure as appropriate.<br />
Departmental Performance Plans<br />
For each of the Directorates a departmental performance plan was compiled including<br />
those activities that are reflected on the organisational performance plan. These<br />
departmental performance plans form an integral part of the performance agreement<br />
signed by the respective Executive Managers with the Municipal Manager to monitor and<br />
manage their respective performance during the 2011 / 2012 financial year. In addition<br />
pro forma reports were provided for each Directorate that require monthly update<br />
which is then sequentially rolled into a quarterly report, a six monthly report and an<br />
annual report. As required by the Municipal Systems Act, these reports measure the<br />
extent to which planned performance has been realised during the period under review.<br />
Both the organisational performance plan and the departmental performance plans have<br />
categorized the objectives, activities and performance targets in accordance with the<br />
five national key performance areas.<br />
Monitoring of Performance<br />
During the 2010 calendar year the Municipality appointed an incumbent to the post of<br />
Performance Management Officer to manage and coordinate the performance<br />
management process within its structures. This official coordinates all aspects of the<br />
implementation of the performance process at the Municipality. On a monthly basis<br />
Executive Managers are required to submit their respective monthly performance<br />
reports together with a portfolio of evidence in support of actual performance<br />
rendered. This information is then aggregated into a quarterly report for each quarter,<br />
a half yearly report for the first six months of the year and an annual report for the<br />
twelve month period ended 30 June of the financial year in question.<br />
103
Auditing of Performance<br />
As part of the audit report on the on the financial position of the Ulundi Municipality<br />
for the 2009 / 2010 financial year, the Auditor General notes two shortcomings:<br />
• The performance audit committee did not review Ulundi Municipality‟s<br />
performance management system and report on predetermined objectives and<br />
make recommendations in this regard to Council. Furthermore, the audit<br />
committee‟s report was not submitted to Council regarding the review of<br />
performance and measurements at least twice during the financial year, as<br />
required by Section 40 and Section 41(e) of the Municipal Systems Act<br />
• The Ulundi Municipality did not develop and implement mechanisms, systems and<br />
processes for auditing the results of performance measurement as part of its<br />
internal audit processes, as required by Section 45(a) of the Municipal Systems<br />
Act and Regulation 14(1)(a) of the Municipal <strong>Planning</strong> and Performance Regulations<br />
of 2001.<br />
During the course of the 2010 / 2011 financial year these shortcomings were addressed<br />
and the Audit Committee reviewed the performance of all of the Executive Managers at<br />
the end of June 2011 with a view to providing the Council with a recommendation on the<br />
payment of performance bonuses for the year under review.<br />
104
ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
SITUATIONAL ANALYSIS<br />
FINANCIAL VIABILITY<br />
AND<br />
MANAGEMENT<br />
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COMPLIANCE WITH LEGISLATION<br />
The Ulundi Municipality has taken cognisance of the requirements of the Municipal<br />
Finance Management Act, Act 56 of 2003, as amended and is in full compliance with the<br />
provisions of the Act as indicated in the table hereunder:<br />
Requirement of the MFMA<br />
Completion and submission for audit purposes of the<br />
annual financial statements for the 2011 / 2012 financial<br />
year<br />
Compilation of a comprehensive working papers file for<br />
the use of the Auditor General<br />
Submission of monthly, quarterly and six monthly<br />
financial reports, complete and on time<br />
Prepare detailed draft operating and capital budget and<br />
tariff adjustments in respect of the 2013 / 2014<br />
financial year<br />
Adoption by Council of the operating and capital budget<br />
of the Municipality for the 2013 / 2014 financial year<br />
Approval of the SDBIP by the Mayor for the 2013 /<br />
2014 financial year<br />
Preparation and approval of an Adjustment Budget for<br />
the 2012 / 2013 financial year<br />
Compliance<br />
Submitted by 31 August<br />
2012<br />
Prepared by 31 August 2012<br />
As required<br />
Submitted to Council for<br />
approval before 31 March<br />
2013<br />
<strong>Adopted</strong> before 31 May 2013<br />
Approved within 28 days of<br />
approval of budget<br />
Approved before 31 January<br />
2013<br />
GRANT FUNDING<br />
Operational Grant Funding<br />
The Municipality receives primary operational funding in the form of three grants<br />
namely equitable share; the financial management grant (FMG) and the municipal systems<br />
infrastructure grant (MSIG).<br />
While the equitable share is designed to cover operational expenditure of the<br />
Municipality that cannot be generated from the rendering of services the FMG and the<br />
MSIG are made available to the Municipality on an annual basis in terms of a schedule of<br />
activities to be funded from the proceeds of the respective grant funds. However,<br />
should the Municipality require these funds to be used for an alternative purpose (within<br />
the scope of the intention of the funding), application can be made to the Provincial<br />
Treasury for approval to use the funds for an alternative purpose. For each of the<br />
operational grants received (and the capital grants as well), the Municipality maintains a<br />
separate banking account into which the proceeds of the grants are paid.<br />
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For the 2012 / 2013 financial year the Municipality is to receive an amount of R 1.5<br />
million in respect of the FMG and R 800 000 for the MSIG. Funding in terms of the<br />
equitable share allocation for the 2012 / 2013 financial year amounts to R 78 231 000.<br />
Capital Grant Funding<br />
One of the greatest challenges faced by the Municipality is limited and even stagnant<br />
financial resources available to meet an ever increasing demand. As a consequence<br />
development within the Municipality is possible with external capital grant funding only.<br />
All capital grant funding is in respect of specific projects and the Municipality has no<br />
discretion in the manner in which these funds are used<br />
The primary source of capital grant funding is the Municipal Infrastructure Grant<br />
(MIG); however, there are other sources such as the Department of Energy which<br />
provides funding for the electrification programme within the Municipality. For each<br />
capital grant made available to the Municipality a separate bank account into which the<br />
proceeds of the grant are paid must be maintained. A monthly report reflecting<br />
expenditure incurred on the MIG and the INEG in the month under review is submitted<br />
to the National Treasury. For the 2012 / 2013 financial year MIG funding will comprise<br />
an amount of R 26 700 000 while R 8 million will be made available from the INEG to<br />
fund the electrification of 500 houses during the ensuing financial year.<br />
REVENUE MANAGEMENT<br />
It is imperative that the Municipality seeks ways in which to enhance and expand its<br />
revenue base. The following strategies have been devised to date to increase own<br />
revenue:<br />
• The Municipality is in the process of replacing all of the conventional electricity<br />
meters as well as the old prepaid electricity meters with prepaid meters that<br />
feature a more advanced technology. This reduces the opportunity for meter<br />
tampering and has two significant advantages for the Municipality – a reduction in<br />
electricity distribution loss which lowers the Eskom bill and by selling electricity<br />
on a prepaid basis provides a cash inflow boost.<br />
• The development of the Driving Licence Testing Centre has increased the<br />
potential revenue by adding to the learners‟ licence testing facility the capability<br />
to test for drivers‟ licences and undertake vehicle testing. There are five<br />
examiners who test drivers and vehicles – three are responsible for the<br />
conducting of drivers‟ license tests while the other two are responsible for the<br />
testing of vehicles – one of these examiners can test both light and heavy duty<br />
vehicles while the other is qualified to test light vehicles only. The Centre which<br />
107
egan operation in January 2011 not only increases the types of testing but should<br />
attract people from outside of the Ulundi municipal area.<br />
DEBTORS’ MANAGEMENT<br />
The Municipality continues to be faced with the challenge of non payment for rates and<br />
services (electricity within its license area and refuse removal). This has impacted<br />
severely on the cash flow of the Municipality which in turn has hampered the effective<br />
operation of the Directorates that deal with communities. During the 2012 / 2013<br />
financial year the Municipality, through the Budget and Treasury Office, has purposed<br />
to reduce the level of outstanding debtors‟ to R 60 million from its current level of<br />
approximately R 100 million.<br />
One of the primary reasons for increase in arrear residential debtor accounts is the<br />
interest charge levied on the amount owed. An item was submitted to EXCO and the<br />
Council of the Municipality in terms of which provision is made to write off the interest<br />
charge as an incentive for arrear residential debtors to settle their outstanding<br />
accounts (this applies to residential debtors only). Any interest write-off is conditional<br />
on payment being effected of outstanding capital owed. The effect of the<br />
implementation of this measure would be to reduce the amount of the debtors‟ balance<br />
while at the same time unlocking cash flow from arrear capital amounts owed. This<br />
initiative was brought to the attention of the <strong>KZN</strong> Department of Cooperative<br />
Governance and the Provincial Treasury in September 2011 to ensure that there is no<br />
appearance of any irregularity; however, to date there has been no response from the<br />
provincial authorities.<br />
The process of replacing all of the conventional electricity meters as well as the old<br />
prepaid electricity meters with prepaid meters that feature a more advanced technology<br />
has not had the desired effect of reducing electricity losses and reducing the payment<br />
made to Eskom. The Municipality has undertaken a significant debtor collection<br />
initiative which is designed to provide strategic focus on the reduction of outstanding<br />
debtor balances and thereby releasing additional cash flow that can be beneficially<br />
applied to the service delivery imperatives of the Municipality.<br />
ASSET MANAGEMENT<br />
All of the vehicles operated by the Ulundi Municipality are financed in terms of a full<br />
maintenance finance lease arrangement; the Municipality is required to include all of<br />
these vehicles in its insurance portfolio on an annual basis. The Municipality has a fully<br />
updated and compliant fixed asset register in place. A service provider has been<br />
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contracted to provide security and access control at a number of municipal premises,<br />
including all of the municipal offices.<br />
OPERATIONAL AND CAPITAL BUDGET<br />
The operational and capital budget of the Municipality for the MTEF period commencing<br />
with the 2012 / 2013 financial year was approved by the Council of the Municipality on<br />
31 May 2012 in accordance with the prescripts of the legislation. A summary of the<br />
operational and capital budget for both the MTEF period and specifically for the 2012 /<br />
2013 financial year forms part of the Financial Plan included in this <strong>IDP</strong> Review<br />
document.<br />
Revenue<br />
The table below reflects budgeted revenue in respect of the 2012 / 2013 financial year<br />
Directorate Own Revenue Grant Revenue Total Revenue<br />
Office of the Municipal Manager 0 800 000 800 000<br />
Corporate Services 650 000 5 754 000 6 404 000<br />
Financial Services 17 865 500 73 977 000 91 542 500<br />
Community Services 4 913 500 1 236 000 6 149 500<br />
Technical Services 65 639 000 34 700 000 100 339 000<br />
Protection Services 5 100 000 0 5 100 000<br />
Total 94 168 000 116 467 000 210 635 000<br />
The following comments are pertinent with regard to budgeted revenue for the 2012 /<br />
2013 financial year:<br />
• The Municipality is heavily reliant on grant funding for its operations; of the total<br />
revenue budget 55.3% is derived from operational and capital grants while only<br />
44.7% is generated from the rendering of services.<br />
• Capital grant funding emanates from two sources – the Municipal Infrastructure<br />
Grant (MIG) from which the allocation in respect of the 2012 / 2013 financial year<br />
amounts to R 26 700 000 and the Integrated National Electrification Fund from<br />
which an amount of R 8 000 000 is expected<br />
• The primary operational grant is the Equitable Share allocation which amounts to<br />
R 78 231 000 for the 2012 / 2013 financial year; 37.1% of the total revenue<br />
budget for the Municipality for the year<br />
• Revenue generation from the Technical Services Directorate is the highest among<br />
the directorates that comprise the structure of the Municipality – 47.8% of total<br />
budgeted revenue is generated by this Directorate. In addition to the two capital<br />
grants that make up 34.6% of the budgeted revenue of the Technical Services<br />
Directorate, the other primary revenue source is the sale of electricity by prepaid<br />
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and conventional means from which the Directorate derives 55.2% of its budgeted<br />
revenue for the 2012 / 2013 financial year<br />
• Budgeted revenue in the amount of R 17 800 000 from property rates assessment<br />
is the major source of own revenue for the Financial Services Directorate at the<br />
Municipality. Other than equitable share allocation the other source of grant<br />
revenue generated through the Financial Services Directorate is the Financial<br />
Management Grant allocation of R 1 500 000<br />
Expenditure<br />
The table below reflects budgeted expenditure in respect of the 2012 / 2013 financial<br />
year<br />
Directorate Salaries General<br />
Expenditure<br />
Grant<br />
Expenditure<br />
Repairs &<br />
Maintenance<br />
Total<br />
Expenditure<br />
Council 11 112 956 1 824 800 36 000 12 973 756<br />
Office of Municipal Manager 6 388 600 899 060 800 000 7 500 8 095 160<br />
Corporate Services 10 603 749 5 414 090 61 700 16 079 539<br />
Financial Services 9 676 031 7 544 063 1 500 000 25 000 18 745 094<br />
Community Services 11 138 456 8 751 030 96 500 19 985 986<br />
Technical Services 16 845 537 53 545 986 34 700 000 10 120 631 115 212 154<br />
Protection Services 11 043 009 7 477 774 87 000 18 607 783<br />
Total 76 808 338 85 456 803 37 000 000 10 434 331 209 699 472<br />
The following comments are pertinent with regard to budgeted expenditure for the<br />
2012 / 2013 financial year:<br />
• The Municipality budgeted for a small surplus of R 935 528 for the 2012 / 2013<br />
financial year<br />
• The salaries component reflected under Council relate to allowances paid by the<br />
Municipality to members of its Council – consequently the salaries, wages and<br />
allowances paid to officials amounts to R 65 695 382 which comprises 31.3% of<br />
total budgeted expenditure for the 2012 / 2013 financial year, well within the<br />
national norm of 35%<br />
• The Technical Services Directorate is responsible for the largest budgeted<br />
expenditure among the directorates that comprise the Municipality; in the 2012 /<br />
2013 financial year this Directorate will expend 54.9% of the Municipality‟s total<br />
expenditure budget<br />
• General Expenditure (other than that expended in terms of an operational or<br />
capital grant) comprises 40.8% of total budgeted expenditure for the 2012 / 2013<br />
financial year, the largest category of expenditure. The largest single<br />
expenditure in this regard is the bulk purchase of electricity (under the Technical<br />
Services Directorate) which makes up 53.8% of the total budgeted general<br />
expenditure for the 2012 / 2013 financial year<br />
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• Despite being the primary source of own revenue, the sale of conventional and<br />
prepaid electricity does not generate sufficient revenue to cover the cost of<br />
rendering this service; in the 2012 / 2013 financial year the rendering of an<br />
electricity service within the licensed area of the Municipality is budgeted to<br />
operate at a shortfall of R 3 476 554<br />
CASH FLOW MANAGEMENT<br />
As part of the Service Delivery and Budget Implementation <strong>Planning</strong> for the 2012 /<br />
2013 financial year (included as Annexure J to this <strong>IDP</strong> Review document), a cash flow<br />
projection was compiled, from which the following pertinent matters are noted:<br />
• Although the overall net cash flow for the 2012 / 2013 financial year is projected<br />
to be positive, only the months of July 2012, November 2012, January 2013,<br />
February 2013 and June 2013 are projected to reflect a positive cash flow for the<br />
month. These net cash flow positions correspond to the months when funds from<br />
operational and / or capital grants are received.<br />
• Although the overall net cash flow for the 2012 / 2013 financial year is projected<br />
to be positive, when viewed cumulatively it is noted that the Municipality is<br />
projected to have cash flow deficits in the months of October 2012, December<br />
2012, April 2013 and May 2013. In the absence of cash reserves or other financial<br />
arrangements being made by the Municipality to fund the anticipated cash<br />
shortfalls, it will be unable to meet its commitments in these four months.<br />
• Albeit that the month of July 2012 is projected to have a positive net cash flow<br />
amounting to R 28 619 240, this is substantially due to the cash injection of<br />
R 17 350 000 from capital grants provided by MIF and the INEF. The capital<br />
grant funding can only be applied to expenditure on projects for which the funding<br />
has been provided – in the case of MIG over the full financial year and in the case<br />
if the INEF until the end of march 2013 when it is anticipated that the<br />
electrification project in Ward 2 will be completed.<br />
• The cash flow projection is based on 100% of budgeted own revenue being billed,<br />
where appropriate, and collected over the course of the 2012 / 2013 financial<br />
year. Should this not be the case, the Municipality will face limitations in its<br />
working capital availability (in the main general expenditure and repair and<br />
maintenance provisions since expenditure on salaries and allowances are committed<br />
expenditure that cannot be delayed or avoided) which will have an adverse effect<br />
on service delivery<br />
During the course of the 2011 / 2012 financial year the Municipality has experienced<br />
significant cash flow difficulties, due in the main to a lower than budgeted collection of<br />
revenue. One of the primary initiatives to be undertaken during the 2012 / 2013<br />
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financial year is to reduce the outstanding amounts on debtors historically and increase<br />
the collection levels on budgeted revenue for the 2012 / 2013 financial year. Part of<br />
this initiative involves engaging sector departments responsible for services and<br />
assessment rate payments and negotiating the settlement of arrear balances; in this<br />
regard the initiative aims to reduce outstanding debtors as at 30 June 2012 of<br />
approximately R 100 million to an amount of R 60 million by 30 June 2013. The Financial<br />
Services Directorate and the Technical Services Directorate have formed a joint task<br />
team to implement the approved Credit Control and Debt Collection Policy of the<br />
Municipality by ensuring timely disconnections and identifying illegal tampering with<br />
electricity meters. Should the Municipality succeed in this initiative, it will dramatically<br />
improve its cash flow position during the course of the 2012 / 2013 financial year.<br />
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ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
SITUATIONAL ANALYSIS<br />
SPATIAL ANALYSIS<br />
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SPATIAL DEVELOPMENT FRAMEWORK (SDF)<br />
The Municipal Systems Act, Act 32 of 2000, as amended, is explicit in specifying that a<br />
Spatial <strong>Development</strong> Framework (SDF) be prepared by local government institutions.<br />
The White Paper on Spatial <strong>Planning</strong> and Land Use Management specifically defines one<br />
of the purposes of the SDF as a mechanism to ensure the social, economic and<br />
environmental sustainability of the area. The regulations promulgated in terms of the<br />
Municipal Systems Act, as amended, specify that an SDF reinforces the land<br />
development principles contained in the <strong>Development</strong> Facilitation Act (1995) which seeks<br />
to address the following issues related to sustainability:<br />
Sustained protection of the environment<br />
Sustainable land development, in particular environmentally sustainable land<br />
development<br />
Ensure the safe utilization of land by taking into consideration factors such as<br />
geological formations and hazardous undermined areas<br />
Establishment of viable communities.<br />
The Ulundi Municipality prepared an SDF map in 2003 during the preparation of the<br />
first <strong>IDP</strong> document. The map comprises of Ulundi area of jurisdiction and indicates<br />
linkages between Ulundi Township and development nodes as identified in the <strong>IDP</strong>. The<br />
map does not have other details as required and also does not indicate future<br />
development of Ulundi and this map was never reviewed. The supporting document which<br />
covers legislation, objectives and strategies etc. was not done.<br />
An advertisement was placed in February 2011 calling for proposals to be submitted for<br />
the development of a Strategic <strong>Development</strong> Framework in respect of the Ulundi<br />
Municipality and a service provider was appointed in the first week of June 2011. An<br />
initial meeting with the service provider was held in the week ended 15 June 2011 at<br />
which a work programme was agreed. It is likely that the entire process of compiling an<br />
SDF for the Municipality will only be completed in the first quarter of the 2012 / 2013<br />
financial year.<br />
The terms of reference indicate that the Spatial <strong>Development</strong> Framework developed by<br />
the appointed service provider should address the following issues:<br />
• Present the desired future situation and other mapped information in a clear and<br />
legible manner<br />
• Present the Municipality‟s desired spatial form in a set of maps<br />
• Prepare a Capital Investment Framework<br />
• Indicate the alignment with LUMS<br />
• Strategic assessment of the environmental impact of the SDF<br />
• Identification of programs and projects for land development<br />
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• SDF to contain strategies and policies which provide strategic guidance in respect<br />
of the location and nature of development<br />
• Alignment of the SDF with the neighbouring Municipalities and the Zululand<br />
District Municipality<br />
• Alignment of SDF with spatial planning directives such as Provincial Spatial<br />
Economic <strong>Development</strong> Strategy and National Spatial <strong>Development</strong> Perspective<br />
• Consideration of the Provincial <strong>Development</strong> Guidelines<br />
• Delineation of the urban urge<br />
To date the service provider has submitted a report that reflects on the spatial<br />
interpretation of the <strong>IDP</strong> and provides a status quo analysis for the Municipality – this<br />
report was first submitted by the service provider in September 2011. Information<br />
from this report has been integrated into the situational analyses of the various sectors<br />
in the Municipality; in addition a set of Plans and Maps provided in the report have been<br />
integrated into the <strong>IDP</strong> review document in respect of the 2012 / 2013 financial year.<br />
These plans and maps are included as Annexure C attached to the <strong>IDP</strong> review document.<br />
LAND USE MANAGEMENT SCHEME (LUMS)<br />
Land Use Management Schemes (LUMS) are a tool used by municipalities to guide and<br />
manage development according to the vision, strategies and policies of the Integrated<br />
<strong>Development</strong> Plan and Spatial <strong>Development</strong> Framework (SDF) and in the interests of the<br />
general public to promote sustainable development and quality of life.<br />
The purpose and objectives of a LUMS can be outlined as:<br />
To designate desirable land uses and provide clarity on what may or may not occur on<br />
a property and what may be considered at the discretion of the municipality<br />
To promote the certainty of land use which protects property values and creates<br />
investor confidence<br />
To protect the amenity of adjacent land uses<br />
To resolve conflict between different land uses and to control negative externalities<br />
To balance the interests of individuals with those of the public<br />
To enable the co-ordinated and efficient use of land<br />
To enable the efficient movement of persons and goods<br />
To promote the economy<br />
To protect natural resources (ecosystem services) including agricultural resources<br />
To protect unique areas or features<br />
To protect cultural resources and places of religious and cultural significance<br />
To manage land generally including change of land use<br />
To provide a statutory basis for public involvement<br />
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To provide a means of enforcement<br />
To ensure the reservation of land for longer-term uses<br />
A process to develop a land use management scheme (LUMS) for the Ulundi Municipality<br />
commenced late in the 2008 calendar year. A town planning scheme was developed<br />
together with a set of maps showing proposed land use. Consultation with Government<br />
Departments took place in August 2010 without any comment being received; however,<br />
during the 2011 / 2012 <strong>IDP</strong> consultation process some provincial departments indicated<br />
their desire to make comment in this regard. Traditional Authorities were consulted as<br />
one of the key stakeholders since the LUMS study includes traditional land but they<br />
objected due to land ownership issues. An approach was made to the KwaZulu-Natal<br />
Department of Co-operative Governance and Traditional Affairs (COGTA) to intervene<br />
in the matter; the outcome of the intervention is still awaited.<br />
Given the impasse with regard to the rural areas the Council of the Municipality resolved<br />
to limit the extent of the LUMS to the urban areas only. As a consequence, the Council<br />
of the Municipality adopted a Town <strong>Planning</strong> Scheme for the town of Ulundi only in June<br />
2011. Details of this Town <strong>Planning</strong> Scheme, together with the appropriate maps, have<br />
been included as Annexure B attached to this <strong>IDP</strong> review document.<br />
URBAN AND RURAL NODES<br />
The town of Ulundi is situated on the R66 which connects Ulundi directly to Nongoma in<br />
the North and Melmoth to the south, then leading to the N2 which connects the town to<br />
the coastal cities. The town of Ulundi is the only formal urbanised nodes and houses all<br />
formal (first Economy) economic activities within the Municipality. The areas<br />
surrounding the town of Ulundi are characterised as large, densely populated tribal<br />
areas with an informal settlement pattern. These areas are completely reliant on Ulundi<br />
for employment, goods and services. Due to the high population density, concentration<br />
and service demands, large sections of these tribal areas can be classified as emerging<br />
urban settlements.<br />
There are a number of secondary rural nodes within the Ulundi municipal area. These<br />
comprise the areas of Babanango, Ceza, Mpungamhlophe, Nqulwane, Nhlazatshe,<br />
Mhlahlane, Mahlabathini, Zungu, Ezimfabeni, Ntintini and Stedham / Dlebe. The urban<br />
and rural nodes are illustrated in Map 1 included in Annexure C attached to this <strong>IDP</strong><br />
review document. There is a possibility of the development of another node at the<br />
intersection of the R34 and the R66 which can serve as the gateway to the Zulu<br />
kingdom. Possibilities exist to develop the node as a modal interchange, and the<br />
development of a tourist centre to include restaurants, curio shops and an information<br />
service to stimulate the tourism industry.<br />
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TRANSPORT CORRIDORS<br />
The Ulundi Municipality is traversed by two corridors namely the R34 and the R66<br />
routes. The R34 is the main transport link road between Richards Bay and Mpumalanga.<br />
The R66 on the other hand provides regional access within the Zululand District<br />
Municipality. The town of Ulundi is situated on the R66, and as the main economic<br />
centre of the Ulundi Municipality cannot harness the advantages offered by the R34.<br />
<strong>Development</strong> strategies are needed to address this shortcoming. Further, Ulundi is<br />
situated at the base of the P700 corridor which links Ulundi to Richards Bay,<br />
Ntambanana and the Hluhluwe- Mfolozi Park which presents further opportunities for<br />
tourism development. This route will provide a shorter travel distance to the Park from<br />
Gauteng and Mpumalanga. In addition, the P700 and the P701 provide access to a<br />
number of lower order nodes. These transport corridors are illustrated in Map 2<br />
included in Annexure C attached to this <strong>IDP</strong> review document.<br />
The “Coal Line” Rail Corridor runs largely along the R34 alignment, but passes through<br />
the town of Ulundi and provides opportunities for development in the secondary sector<br />
should the possibility of importing and exporting freight through this mode of transport<br />
be capitalised on.<br />
All of the corridors mentioned above are aligned with the National Spatial <strong>Development</strong><br />
Perspective (NSDP) and the Provincial Growth and <strong>Development</strong> Strategy (PGDS), which<br />
allows for the lobbying of corridor focused funds to be spent in these areas.<br />
INVESTMENT CORRIDORS<br />
Very closely related to the provincial economic drivers, which are the agricultural,<br />
industrial, tourism and services sectors, the economy of Ulundi, being the capital of the<br />
former KwaZulu, and the seat of the Zululand District Municipality, is driven by<br />
agriculture, tourism and the services sector. The Municipality is situated on two<br />
agricultural corridors identified within the Provincial Spatial Economic <strong>Development</strong><br />
Strategy (PSEDS), which opens up various opportunities for the expansion of the<br />
agricultural sector, including the beneficiation of products.<br />
A freight rail runs from Vryheid, through Ulundi towards Richards Bay, and might offer<br />
other opportunities that need to be explored and exploited. To utilise these<br />
opportunities the expansion of the agricultural sector through agro processing and<br />
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eneficiation of products should be considered. The Richards Bay Harbour does not<br />
currently have a container terminal, but this option is being explored. This will open up<br />
opportunities for warehousing. Information regarding the investment corridors within<br />
the Ulundi municipal area are depicted on Map 3 included in Annexure C attached to this<br />
<strong>IDP</strong> review document<br />
SETTLEMENT PATTERN: URBAN EDGE<br />
As part of the Spatial Interpretation of the <strong>IDP</strong> and Status Quo Analysis report a map<br />
has been included that reflects the extent of the urban edges and the settlement<br />
boundaries within the Ulundi municipal area. This information is reflected on Plan 9A<br />
included in Annexure C attached to this <strong>IDP</strong> review document.<br />
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ULUNDI MUNICIPALITY<br />
REVIEW OF THE<br />
INTEGRATED DEVELOPMENT PLAN FOR<br />
THE 2012 / 2013 FINANCIAL YEAR<br />
STRATEGIES<br />
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STRATEGY DEVELOPMENT<br />
In response to the situational analysis as set out in the <strong>IDP</strong> to date, a number of strategies have<br />
been developed:<br />
Long Term Growth and <strong>Development</strong><br />
For each of the National Key Performance Areas, a long term strategy has been developed that<br />
gives an indication of what the Ulundi Municipality would like to achieve over the next fifteen to<br />
twenty years. For each focus area, strategies are indicated that will assist the Municipality in<br />
achieving the long term objectives it has set itself.<br />
Medium Term Implementation Plan<br />
This strategy deals with the current <strong>IDP</strong> period; ie over a range of three to five years. It indicates<br />
what actions are needed to ensure that the long term strategies developed lead to the achievement<br />
of the objectives set in each focus area.<br />
Sector Plan<br />
The Sector Plan is aligned to the Medium Term Implementation Plan in that it reflects on the<br />
anticipated roles of the sector departments within the service area of the Ulundi Municipality. For<br />
each of the sector departments (and Eskom) the Sector Plan indicates the key issue of need that<br />
they intend to address, what strategies are to be implemented and the expected outcomes to be<br />
realised over the medium term.<br />
Operational Plan<br />
The focus of the operational plan is the 2012 / 2013 financial year; this is the second financial<br />
period within the third generation <strong>IDP</strong> developed and approved by the Ulundi Municipality. The<br />
operational plan sets specific targets for the objectives set as part of the earlier strategies in<br />
respect of the 2012 / 2013 financial year together with key performance indicators that will be<br />
used to measure whether the targets have been achieved.<br />
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LONG TERM GROWTH AND DEVELOPMENT<br />
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT<br />
Focus Area Objective Strategies<br />
Electricity<br />
To eradicate all electricity backlogs within a<br />
period of 8 years<br />
Source funding from the Department of Energy in terms of the<br />
Integrated National Electrification Programme to facilitate the<br />
connection of households<br />
Promotion of renewable energy alternatives<br />
To provide an effective electricity distribution<br />
service within the licence area of the<br />
Municipality<br />
Upgrading of old and redundant electricity distribution<br />
infrastructure<br />
<strong>Development</strong> and implementation of planned preventative<br />
maintenance programme<br />
Roads and Storm Water<br />
To provide access to communities by the<br />
development of an integrated road network<br />
Maintenance and upgrading of the road and<br />
storm water network within the Municipality<br />
Establishment of an effective response mechanism to address<br />
electricity fault occurrences<br />
<strong>Development</strong> of access roads and bridges in rural areas<br />
Refurbishment and upgrading of the existing road infrastructure<br />
Obtain planned maintenance and upgrading programme for rural roads<br />
undertaken by the Department of Transport<br />
Implementation of planned and ad hoc maintenance of urban and<br />
township roads (including storm water)<br />
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Focus Area Objective Strategies<br />
Waste Management<br />
To provide an effective integrated waste<br />
management service within the Municipality<br />
Promotion of the development of a regional landfill site under the<br />
direction of the Zululand District Municipality<br />
<strong>Development</strong> and implementation of an Integrated Waste<br />
Management Plan for the Municipality<br />
Community and Sport Facilities<br />
Strategic development of community and sport<br />
facilities to meet the recreational needs of the<br />
communities within the Municipality<br />
Facilitate the construction of a community hall within each ward in<br />
the Municipality<br />
Facilitate the construction of a sports field within each of the<br />
identified development nodes in the Municipality<br />
Municipal Land<br />
To ensure the availability of Council owned land<br />
for residential, commercial and industrial<br />
development<br />
Facilitate the construction of a community library within each of the<br />
identified development nodes in the Municipality<br />
Identification and reservation of land for future development in<br />
accordance with the provisions of the spatial development framework<br />
Promotion of a spirit of cooperation with traditional leaders to<br />
facilitate access to Council owned land within the traditional<br />
authorities<br />
Disaster Management<br />
To provide an effective and appropriate<br />
response to all disaster related occurrences<br />
within the Municipality<br />
Availability of serviced sites to attract potential investors for<br />
commercial and industrial development<br />
Implementation of the Level 1 Disaster Risk Management Plan<br />
approved by the Council of the Municipality<br />
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SOCIAL AND ECONOMIC DEVELOPMENT<br />
Focus Area Objective Strategies<br />
Housing<br />
To address the demand for housing within the<br />
Ulundi municipal area<br />
Identification and prioritisation of housing projects within the<br />
Municipality<br />
Preparation and submission of applications for funding of prioritised<br />
housing projects to the Department of Human Settlement for<br />
funding<br />
Management of the construction and completion of all funded<br />
housing projects<br />
Environmental Management<br />
To ensure that the Municipality‟s development<br />
strategies and projects take existing<br />
environmental problems and threats into<br />
consideration and promote the protection of<br />
environmental assets<br />
<strong>Development</strong> and implementation of a Strategic Environmental<br />
Assessment for the Municipality<br />
Ensure that due consideration is given to the impact on the<br />
environment caused by the programmes and projects planned and<br />
implemented within the municipal area<br />
Sport and Recreation<br />
To promote participation in sport by<br />
communities within the Municipality<br />
Develop and implement programmes and projects that address the<br />
environmental challenges faced by the Municipality<br />
Identification and enhancement of sporting talent among the<br />
community members within the Municipality<br />
Encourage the participation of communities in a variety of sport<br />
codes and facilitate the arrangement of specific sporting events<br />
involving all communities<br />
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Focus Area Objective Strategies<br />
Heritage and Culture<br />
To enhance and protect the cultural heritage<br />
of the communities within the Municipality<br />
Identify and document all heritage sites within the Municipality a<br />
<strong>Development</strong> and implementation of cultural activities that underline<br />
and promote the cultural heritage of the municipal area<br />
HIV / AIDS<br />
Poverty Alleviation<br />
Special Groups<br />
To reduce the incidence of infection and<br />
address the impact of the HIV / AIDS<br />
pandemic within the Municipality<br />
To assist communities in addressing the<br />
ravages of poverty prevalent within the<br />
Municipality<br />
To ensure that the needs of the constituent<br />
special groups within the Municipality are<br />
addressed as a priority<br />
Align municipal programmes with those of sector departments such<br />
as the Department of Health and the Department of Social<br />
<strong>Development</strong><br />
Facilitating access by communities to the poverty alleviation<br />
initiatives of national and provincial government<br />
Identification of indigent households within communities and<br />
providing those households with a range of services and benefits at<br />
no cost<br />
<strong>Development</strong> and implementation of projects and programmes to<br />
address gender issues<br />
<strong>Development</strong> and implementation of projects and programmes that<br />
focus on youth matters<br />
Safety and Security<br />
Maintenance of an environment that promotes<br />
safety and security of all communities within<br />
the Municipality<br />
<strong>Development</strong> and implementation of programmes and projects that<br />
provide for the disabled<br />
Facilitation of and provision of support to forums related to safety<br />
and security matters<br />
<strong>Development</strong> and implementation of a strategy to deal with stray<br />
animals in the municipal area<br />
124
Focus Area Objective Strategies<br />
Transport<br />
To promote access to road, rail and air<br />
Facilitation of improved access to transportation by communities by<br />
transport within the service area of the providing support to all initiatives that improve road, rail or air<br />
Municipality<br />
transport<br />
Local Economic <strong>Development</strong><br />
To ensure the full functionality of the Driving<br />
Licence Testing Centre<br />
To uplift communities and contribute to the<br />
alleviation of poverty by stimulating<br />
employment<br />
Undertake process of relocating and centralising all functions at the<br />
Driving Licence Testing Centre in accordance with the provisions of<br />
the National Road Traffic Act<br />
Stimulate the local economy within the Municipality through the<br />
development and implementation of initiatives that stimulate job<br />
creation<br />
Alignment with and provision of support to sector departments that<br />
address the challenges faced by the communities with regard to<br />
food security<br />
Tourism<br />
To expand the economy of the Municipality by<br />
publicising the unique attributes of the area to<br />
attract visitors, both domestically and<br />
internationally<br />
Stimulate development by expanding the local economy through<br />
sustainable use of the heritage assets of the Municipality to attract<br />
tourists<br />
Identify heritage sites located within the municipal area that need<br />
to be developed in a sustainable manner<br />
Building a tourism friendly environment within the Ulundi municipal<br />
area<br />
Publication and promotion of tourist related activities and facilities<br />
within the Ulundi municipal area<br />
125
Focus Area Objective Strategies<br />
Agriculture<br />
To provide food security for communities,<br />
particularly in rural areas, by enhancing the<br />
output of small scale and emerging farmers<br />
Expand the participation of individuals and communities in activities<br />
that promote food security<br />
Enhance and increase the output of participants by the supply of<br />
production input and the provision of technical production advice<br />
<strong>Development</strong> of SMMEs<br />
To stimulate development of small businesses<br />
and cooperatives as a vehicle to increase<br />
employment levels<br />
Enhance and develop entrepreneurial skills among the communities in<br />
the Municipality<br />
Identify sources of funding for the establishment and development<br />
of small businesses and cooperatives<br />
126
INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION<br />
Focus Area Objective Strategies<br />
Institutional <strong>Development</strong> To ensure that all positions within the<br />
organogram of the Municipality are aligned to<br />
the <strong>IDP</strong><br />
All critical vacancies to be filled<br />
Compliance with Treasury Regulations regarding the salary budget<br />
component of the operational budget for the Municipality<br />
Evaluated task job descriptions to be implemented for each position<br />
in the organogram<br />
Skills <strong>Development</strong> and<br />
Capacity Building<br />
To develop capacity within the Municipality for<br />
effective service delivery<br />
Assess and review skills development needs and address identified<br />
gaps<br />
Employment Equity<br />
To transform the Municipality by<br />
implementation of employment equity principles<br />
Reduction in the dependency on consultants by ensuring ongoing skills<br />
transfer<br />
Implementation of the employment equity plan by addressing in<br />
particular issues of gender and disability<br />
127
GOOD GOVERNANCE AND PUBLIC PARTICIPATION<br />
Focus Area Objective Strategies<br />
Municipal Governance<br />
To promote good governance, accountability<br />
and transparency<br />
Regular review and development of new policies, procedures and<br />
bylaws in compliance with local government legislation and regulations<br />
Promotion of effective communication with internal and external<br />
stakeholders<br />
Strengthening the oversight structures of Council to undertake<br />
monitoring and evaluation<br />
Training and development of political office bearers and political<br />
structures in the operation of Council<br />
Roll-out of the performance management process within the<br />
Municipality beyond Section 57 managers<br />
Implementation of performance auditing as envisaged by the<br />
Municipal Systems Act and the Municipal <strong>Planning</strong> and Performance<br />
Regulations<br />
Management of risk within the structures and operations of the<br />
Municipality<br />
128
Focus Area Objective Strategies<br />
Municipal Governance<br />
Placing the primary focus on addressing the<br />
needs of communities within the Municipality<br />
Training and development of community structures to support good<br />
governance<br />
Strengthening of public participation mechanisms in compliance with<br />
appropriate local government legislation and regulations<br />
To ensure the inculcation of a customer care approach to the<br />
municipal administration<br />
Integrated and Coordinated<br />
<strong>Development</strong><br />
Promotion of integrated and coordinated<br />
development within the Municipality<br />
All development within the Municipality is guided by the <strong>IDP</strong><br />
129
FINANCIAL VIABILITY AND MANAGEMENT<br />
Focus Area Objective Strategies<br />
Financial Management<br />
To ensure that the Municipality remains<br />
financially viable<br />
<strong>Development</strong> and implementation of measures to expand the revenue<br />
base<br />
<strong>Development</strong> and implementation of measures to reduce the level of<br />
customer debt owed to the Municipality<br />
Investigate the opportunities offered by engaging in public private<br />
partnerships<br />
Ensure the maintenance of sound financial<br />
practices<br />
Establishment and regular review of internal control procedures and<br />
controls<br />
<strong>Development</strong> of a cooperative linkage between the external and<br />
internal audit functions<br />
Integration of the financial system with other<br />
information technology systems operated<br />
within the Municipality<br />
Alignment of the operating and capital budget<br />
with the priorities reflected in the <strong>IDP</strong><br />
Ensuring that the finance function is able to adjust to the financial<br />
implications of any operational decision taken within the Municipality<br />
without delay<br />
Ensuring that there is synergy between the strategic planning and<br />
financial planning functions within the Municipality<br />
130
MEDIUM TERM IMPLEMENTATION PLAN<br />
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT<br />
Focus Area Objective Strategies Actions<br />
Electricity<br />
To eradicate all<br />
electricity backlogs within<br />
a period of 8 years<br />
Source funding from the Department of Energy in<br />
terms of the Integrated National Electrification<br />
Programme to facilitate the connection of<br />
households<br />
Promotion of renewable energy alternatives<br />
Funding sourced to eliminate the electricity<br />
backlog within the Eskom licence area at the<br />
projected rate of 2 000 households per annum<br />
Source funding from Eskom to facilitate the<br />
installation of solar geysers<br />
Service provider appointed to source funding<br />
for the installation of solar panels<br />
To provide an effective<br />
electricity distribution<br />
service within the licence<br />
area of the Municipality<br />
Upgrading of old and redundant electricity<br />
distribution infrastructure<br />
<strong>Development</strong> and implementation of planned<br />
preventative maintenance programme<br />
Establishment of an effective response mechanism<br />
to address electricity fault occurrences<br />
Make annual provision in the capital budget of<br />
the Ulundi Municipality<br />
Annually revise and update the planned<br />
preventative maintenance programme<br />
Develop and implement a procedure for<br />
recording electricity fault notifications<br />
including keeping a record of response times<br />
and challenges faced in attending to the<br />
occurrence<br />
131
Focus Area Objective Strategies Actions<br />
Roads and Storm<br />
Water<br />
To provide access to<br />
communities by the<br />
development of an<br />
integrated road network<br />
<strong>Development</strong> of access roads and bridges<br />
throughout the Municipality<br />
Annually obtain project identification and<br />
funding information for the ensuing MTEF<br />
period from MIG and the KwaZulu-Natal<br />
Department of Transport (rural areas only)<br />
Refurbishment and upgrading of the existing road<br />
infrastructure<br />
Annually obtain project identification and<br />
funding information for the ensuing MTEF<br />
period from MIG and the KwaZulu-Natal<br />
Department of Transport (rural areas only)<br />
Maintenance and<br />
upgrading of the road and<br />
storm water network<br />
within the Municipality<br />
Obtain planned maintenance and upgrading<br />
programme for rural roads undertaken by the<br />
Department of Transport<br />
Annually obtain project identification and<br />
funding information for the ensuing MTEF<br />
period the KwaZulu-Natal Department of<br />
Transport<br />
Implementation of planned and ad hoc maintenance<br />
of urban and township roads (including storm<br />
water) that are the responsibility of the<br />
Municipality<br />
Annually revise and update the quarterly road<br />
patching and storm water catch pit clearance<br />
programme<br />
Waste Management<br />
To provide an effective<br />
integrated waste<br />
management service<br />
within the Municipality<br />
Promotion of the development of a regional landfill<br />
site under the direction of the Zululand District<br />
Municipality<br />
Enter into process of consultation with the<br />
<strong>KZN</strong> Department of Environmental Affairs and<br />
the Zululand District Municipality to promote<br />
the establishment of a regional landfill site as<br />
an alternative to the current transfer station<br />
<strong>Development</strong> and implementation of an Integrated<br />
Waste Management Plan for the Municipality<br />
Source funding for the development and<br />
implementation of an Integrated Waste<br />
Management Plan for the Municipality<br />
132
Focus Area Objective Strategies Actions<br />
Community and Sport<br />
Facilities<br />
Strategic development of<br />
community and sport<br />
facilities to meet the<br />
recreational needs of the<br />
communities within the<br />
Municipality<br />
Facilitate the construction of a community hall<br />
within each ward<br />
Facilitate the construction of a sports field within<br />
each of the identified development nodes<br />
Preparation of a plan to fund and develop a<br />
community hall in one ward each year<br />
Preparation of a plan to fund and develop<br />
sports fields for the five nodes not currently<br />
catered for<br />
Facilitate the construction of a community library<br />
within each of the identified development nodes<br />
Preparation of a plan to fund and develop a<br />
community library in at least one of the nodes<br />
not currently catered for<br />
Municipal Land<br />
To ensure the availability<br />
of Council owned land for<br />
residential, commercial<br />
and industrial<br />
development<br />
Identification and reservation of land for future<br />
development in accordance with the provisions of<br />
the spatial development framework for the<br />
Municipality<br />
Promotion of a spirit of cooperation with<br />
traditional leaders to facilitate access to Council<br />
owned land within the traditional authorities<br />
Availability of serviced sites to attract potential<br />
investors for commercial and industrial<br />
development<br />
<strong>Final</strong>isation, approval and implementation of<br />
the spatial development framework for the<br />
Municipality<br />
Develop and implement a programme of regular<br />
consultation with the traditional authorities<br />
where land issues are addressed<br />
Identify sites zoned for commercial and<br />
industrial purposes in terms of the spatial<br />
development framework<br />
Consult with the Zululand District Municipality<br />
in its capacity as the water services authority<br />
to ensure that sites identified for<br />
development are prioritised for the<br />
installation of services<br />
133
Focus Area Objective Strategies Actions<br />
Municipal Land To ensure the availability<br />
of Council owned land for<br />
residential, commercial<br />
and industrial<br />
development<br />
Availability of serviced sites to attract potential<br />
investors for commercial and industrial<br />
development<br />
Develop and implement a plan to facilitate the<br />
sale of serviced commercial and industrial<br />
sites to potential investors<br />
Disaster Management<br />
To provide an effective<br />
and appropriate response<br />
to all disaster related<br />
occurrences within the<br />
Municipality<br />
Implementation of the Level 1 Disaster Risk<br />
Management Plan approved by the Municipality<br />
Establishment of a Municipal Disaster<br />
Management Centre<br />
Undertake a comprehensive Disaster Risk<br />
Assessment of the Municipality<br />
<strong>Development</strong> of a Disaster Readiness Plan for<br />
the Municipality<br />
Building of an effective communication and<br />
information process<br />
Building awareness of disaster risk prevention<br />
and disaster risk reduction measures within<br />
the communities of the Municipality<br />
Establishment of Municipal Disaster<br />
Management Advisory Forum<br />
134
SOCIAL AND ECONOMIC DEVELOPMENT<br />
Focus Area Objective Strategies Actions<br />
Housing<br />
To address the demand for<br />
housing within the Ulundi<br />
municipal area<br />
Identification and prioritisation of housing<br />
projects within the Municipality<br />
Identification and submission of housing needs<br />
by Ward Councillors<br />
<strong>Development</strong> of a prioritised listing of potential<br />
housing projects for inclusion in the <strong>IDP</strong> and the<br />
Municipal Housing Strategy<br />
Preparation and submission of applications for<br />
funding of prioritised housing projects to the<br />
Department of Human Settlement for funding<br />
Submission of applications for funding to the<br />
Department of Human Settlements for<br />
prioritised housing projects<br />
Management of the construction and completion<br />
of all funded housing projects<br />
Once a housing project has been approved and<br />
the Implementing Agent contracted, monitor<br />
and manage progress and quality of construction<br />
from inception to completion<br />
Sport and<br />
Recreation<br />
To promote participation in<br />
sport by communities<br />
within the Municipality<br />
Identification and enhancement of sporting<br />
talent among the community members within the<br />
Municipality<br />
Facilitate the development of identified sport<br />
talent within the Municipality by sourcing and<br />
securing additional coaching opportunities<br />
Encourage the participation of communities in a<br />
variety of sport codes and facilitate the<br />
arrangement of specific sporting events involving<br />
all communities<br />
Arrangement and facilitation of the annual<br />
sporting events within the Municipality such as<br />
the Mayoral Cup and the Indigenous Games<br />
135
Focus Area Objective Strategies Actions<br />
Environmental<br />
Management<br />
To ensure that the<br />
Municipality‟s development<br />
strategies and projects<br />
take existing<br />
environmental problems<br />
and threats into<br />
consideration and promote<br />
the protection of<br />
environmental assets<br />
<strong>Development</strong> and implementation of a Strategic<br />
Environmental Assessment for the Municipality<br />
Ensure that due consideration is given to the<br />
impact on the environment caused by the<br />
programmes and projects planned and<br />
implemented within the municipal area<br />
Source funding for and implement a process to<br />
assess the environmental challenges faced by<br />
the Municipality<br />
Ensure that an Environmental Impact<br />
Assessment (EIA) is compiled for each<br />
development planned that is classified as a<br />
listed activity in accordance with the provisions<br />
of the National Environmental Management Act,<br />
Act 107 of 1998<br />
Develop and implement programmes and projects<br />
that address the environmental challenges faced<br />
by the Municipality<br />
Based on the Strategic Environmental<br />
Assessment ensure that funding is secured,<br />
internally or externally, to implement projects<br />
and programmes that address environmental<br />
issues<br />
Heritage and Culture<br />
To enhance and protect<br />
the cultural heritage of<br />
the communities within the<br />
Municipality<br />
Identify and document all heritage sites within<br />
the Municipality<br />
<strong>Development</strong> and implementation of a plan to<br />
ensure the protection of the integrity of all<br />
heritage sites<br />
<strong>Development</strong> and implementation of cultural<br />
activities that underline and promote the<br />
cultural heritage of the municipal area<br />
Arrangement and facilitation of the Umbele<br />
Wethu Cultural Festival annually<br />
HIV / AIDS<br />
To reduce the incidence of<br />
infection and address<br />
impact of the HIV / AIDS<br />
pandemic<br />
Align municipal programmes with those of sector<br />
departments such as the Department of Health<br />
and the Department of Social <strong>Development</strong><br />
Participation in all awareness campaigns and in<br />
the structures developed to coordinate HIV<br />
/AIDS projects and programmes in Ulundi<br />
Municipal area<br />
136
Focus Area Objective Strategies Actions<br />
Poverty Alleviation<br />
To assist communities in<br />
addressing the ravages of<br />
poverty prevalent within<br />
the Municipality<br />
Facilitating access by communities to the<br />
poverty alleviation initiatives of national and<br />
provincial government<br />
Identification of indigent households within<br />
communities and providing those households with<br />
a range of services and benefits at no cost<br />
Facilitate access by communities to secure social<br />
and support grants provided by national and<br />
provincial government<br />
Maintenance of an updated indigent register on<br />
an annual basis and advising community members<br />
of the benefits they derive as a consequence of<br />
this process<br />
Special Groups<br />
To ensure that the needs<br />
of the constituent special<br />
groups within the<br />
Municipality are addressed<br />
as a priority<br />
<strong>Development</strong> and implementation of projects and<br />
programmes to address gender issues<br />
<strong>Development</strong> and implementation of projects and<br />
programmes that focus on youth matters<br />
<strong>Development</strong> and implementation of a forum to<br />
give direction with regard to gender issues<br />
<strong>Development</strong> and implementation of a forum to<br />
give direction with regard to youth matters<br />
<strong>Development</strong> and implementation of programmes<br />
and projects that provide for the disabled<br />
<strong>Development</strong> and implementation of a forum to<br />
give direction with regard to the disabled<br />
Safety and Security<br />
Maintenance of an<br />
environment that promotes<br />
safety and security of all<br />
communities within the<br />
Municipality<br />
Facilitation of and provision of support to forums<br />
related to safety and security matters<br />
<strong>Development</strong> and implementation of a strategy to<br />
deal with stray animals in the municipal area<br />
Participate in and encourage participation in<br />
community policing and safety and security<br />
forums<br />
Facilitate the establishment and functional<br />
implementation of an animal pound within the<br />
Ulundi municipal area<br />
137
Focus Area Objective Strategies Actions<br />
Transport<br />
To ensure the full<br />
functionality of the<br />
Driving Licence Testing<br />
Centre<br />
Undertake process of relocating and centralising<br />
all functions at the Driving Licence Testing<br />
Centre in accordance with the provisions of the<br />
National Road Traffic Act<br />
<strong>Development</strong> and implementation of a phased<br />
relocation plan that will ensure that the Testing<br />
Centre will house all aspects related to driver<br />
and vehicle testing<br />
Local Economic<br />
<strong>Development</strong><br />
To uplift communities and<br />
contribute to the<br />
alleviation of poverty by<br />
stimulating employment<br />
Alignment with and provision of support to<br />
sector departments that address the challenges<br />
faced by the communities with regard to food<br />
security<br />
Maintain an active liaison with the KwaZulu-<br />
Natal Department of Agriculture to align the<br />
Municipality with the initiatives undertaken to<br />
address food security<br />
Maintain an active liaison with the KwaZulu-<br />
Natal Department of Social <strong>Development</strong> to align<br />
the Municipality with the initiatives undertaken<br />
to assist communities with the attainment of<br />
sustainable livelihoods<br />
Stimulate development by expanding the local<br />
economy through sustainable use of the heritage<br />
assets of the Municipality to attract tourists<br />
<strong>Development</strong> and implementation of a plan to<br />
ensure the protection of the integrity of all<br />
heritage sites<br />
138
Focus Area Objective Strategies Actions<br />
Tourism<br />
To expand the economy of<br />
the Municipality by<br />
publicising the unique<br />
attributes of the area to<br />
attract visitors, both<br />
domestically and<br />
internationally<br />
Building a tourism friendly environment within<br />
the Ulundi municipal area<br />
Publication and promotion of tourist related<br />
activities and facilities within the Ulundi<br />
municipal area<br />
<strong>Development</strong> and implementation of the<br />
provisions of the adopted Tourism and<br />
Marketing Strategy including the establishment<br />
of a Tourism Information Centre<br />
Maintain an updated data base of all tourism<br />
related attractions (including heritage and<br />
wildlife sites) and the facilities (accommodation<br />
and other) available to tourists that visit the<br />
Ulundi municipal area<br />
<strong>Development</strong> of<br />
SMMEs<br />
To stimulate development<br />
of small businesses and<br />
cooperatives as a vehicle<br />
to increase employment<br />
levels<br />
Enhance and develop entrepreneurial skills among<br />
the communities in the Municipality<br />
<strong>Development</strong> of a data base of all SMMEs within<br />
the Municipality and assist these entities to<br />
acquire registration<br />
Publicise the availability of skills programmes<br />
for entrepreneurs and small business owners<br />
provided by the initiative of the KwaZulu-Natal<br />
Department of Economic <strong>Development</strong> and<br />
Tourism<br />
Ensure that the supply chain operation within<br />
the Municipality takes due cognisance of<br />
preferential procurement imperatives<br />
Identify sources of funding for the<br />
establishment and development of small<br />
businesses and cooperatives<br />
Develop a programme (with either internal or<br />
external funding to assist SMME‟s with the<br />
preparation of applications for funding<br />
139
INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION<br />
Focus Area Objective Strategies Actions<br />
Institutional<br />
<strong>Development</strong><br />
To ensure that all positions<br />
within the organogram of<br />
the Municipality are aligned<br />
to the <strong>IDP</strong><br />
All critical vacancies to be filled<br />
Identification of all critical vacancies within the<br />
approved municipal structure and the<br />
development of a plan to fill these vacancies as<br />
financial constraints permit<br />
Compliance with Treasury Regulations regarding<br />
the salary budget component of the operational<br />
budget for the Municipality<br />
<strong>Development</strong> of a plan that on a phased basis<br />
reduces the percentage of salaries and<br />
allowances expenditure in the operational<br />
budget to within the accepted norm<br />
Evaluated task job descriptions to be<br />
implemented for each position in the organogram<br />
Alignment of each post within the municipal<br />
organogram with the responsibilities attached<br />
to the post and the capacity of the incumbent<br />
to the post<br />
Employment Equity<br />
To transform the<br />
Municipality by<br />
implementation of<br />
employment equity<br />
principles<br />
Implementation of the employment equity plan<br />
by addressing in particular issues of gender and<br />
disability<br />
On an annual basis review and update the status<br />
of the employment equity implementation plan<br />
Ensure that for the appointment of incumbents<br />
in advertised vacancies the recruitment and<br />
selection procedures undertaken give due<br />
cognisance to the imperatives of the<br />
employment equity implementation plan, where<br />
appropriate<br />
140
Focus Area Objective Strategies Actions<br />
Skills <strong>Development</strong><br />
and Capacity Building<br />
To develop capacity within<br />
the Municipality for<br />
effective service delivery<br />
Assess and review skills development needs and<br />
address identified gaps<br />
On an annual basis review the capacity<br />
requirements within the municipal structure in<br />
the light of the dynamic environment and<br />
address skills gaps through the workplace skills<br />
plan<br />
Reduction in the dependency on consultants by<br />
ensuring ongoing skills transfer<br />
Ensure that all service providers include as part<br />
of the intervention for which they have been<br />
appointed specific information regarding the<br />
nature, timing and extent of the transfer of<br />
skills – this commitment must be evaluated for<br />
each appointment<br />
Develop a data base to be updated on an annual<br />
basis that reflects skills transfer activity and<br />
records the skills transfer output of all<br />
consulting interventions<br />
141
GOOD GOVERNANCE AND PUBLIC PARTICIPATION<br />
Focus Area Objective Strategies Actions<br />
Municipal<br />
Governance<br />
To promote good<br />
governance, accountability<br />
and transparency<br />
Regular review and development of new policies,<br />
procedures and bylaws in compliance with local<br />
government legislation and regulations<br />
On an annual basis ensure that all policies,<br />
procedures and bylaws reflect legislative and<br />
other imperatives with which the Municipality<br />
has to comply<br />
Promotion of effective communication with<br />
internal and external stakeholders<br />
Develop and implement a plan to engage in intergovernmental<br />
forums such as the Mayors‟ Forum<br />
and the Municipal Managers‟ Forum<br />
Structure regular interaction with sector<br />
departments within the KwaZulu-Natal Provincial<br />
Government<br />
Strengthening the oversight structures of<br />
Council to undertake monitoring and evaluation<br />
Full implementation of the Oversight Policy<br />
adopted by the Council of the Municipality<br />
Training and development of political office<br />
bearers and political structures in the operation<br />
of Council<br />
Develop and implement a short and medium term<br />
plan to provide members of Council with<br />
pertinent information and training in their role<br />
and responsibilities<br />
Roll-out of the performance management<br />
process within the Municipality beyond Section<br />
57 managers<br />
Roll-out of the performance management<br />
process throughout the Municipality as<br />
envisaged by Chapter Six of the Municipal<br />
Systems Act<br />
142
Focus Area Objective Strategies Actions<br />
Municipal<br />
Governance<br />
To promote good<br />
governance, accountability<br />
and transparency<br />
Implementation of performance auditing as<br />
envisaged by the Municipal Systems Act and the<br />
Municipal <strong>Planning</strong> and Performance Regulations<br />
Audit Committee of the Municipality to take on<br />
the responsibility of the Performance Audit<br />
Committee<br />
Performance audit responsibility to be included<br />
into the Internal Audit Plan of the Municipality<br />
Management of risk within the structures and<br />
operations of the Municipality<br />
Identify all potential risks to which the<br />
Municipality is exposed and manage the potential<br />
exposure<br />
Placing the primary focus<br />
on addressing the needs of<br />
the communities within the<br />
Municipality<br />
Training and development of community<br />
structures to support good governance<br />
Develop and implement a programme to<br />
capacitate Ward Committees in each ward of<br />
the Municipality<br />
Advertise the date, time and venue for all<br />
community report back meetings through the<br />
local print media and by radio<br />
Strengthening of public participation<br />
mechanisms in compliance with appropriate local<br />
government legislation and regulations<br />
Ensure greater level of participation by the<br />
Zululand District Municipality and sector<br />
departments in <strong>IDP</strong> and Budget road shows<br />
conducted<br />
143
Focus Area Objectives Strategies Actions<br />
Municipal<br />
Governance<br />
Placing the primary focus<br />
on addressing the needs of<br />
the communities within the<br />
Municipality<br />
To ensure the inculcation of a customer care<br />
approach to the municipal administration<br />
Develop and implement a programme of training<br />
of all officials within the Municipality on Batho<br />
Pele principles and customer care imperatives<br />
Integrated and<br />
Coordinated<br />
<strong>Development</strong><br />
Promotion of integrated<br />
and coordinated<br />
development within the<br />
Municipality<br />
All development within the Municipality is<br />
guided by the <strong>IDP</strong><br />
Annually review the content of the <strong>IDP</strong> after<br />
consultation with all stakeholders including the<br />
Zululand District Municipality, sector<br />
departments, municipal directorates and<br />
community structures and representatives<br />
144
FINANCIAL VIABILITY AND MANAGEMENT<br />
Focus Area Objective Strategies Actions<br />
Financial<br />
Management<br />
To ensure that the<br />
Municipality remains<br />
financially viable<br />
<strong>Development</strong> and implementation of measures to<br />
expand the revenue base<br />
Develop, implement, periodically record and<br />
review the impact of a range of revenue<br />
expansion and enhancement measures<br />
undertaken by the Municipality<br />
<strong>Development</strong> and implementation of measures to<br />
reduce the level of customer debt owed to the<br />
Municipality<br />
Unlock cash flow resources by reducing the level<br />
of consumer debt owed to the Municipality<br />
Investigate the opportunities offered by<br />
engaging in public private partnerships<br />
Identify specific developmental requirements of<br />
the Municipality where funding and expertise<br />
could be sourced through a private public<br />
partnership arrangement<br />
Ensure the maintenance of<br />
sound financial practices<br />
Establishment and regular review of internal<br />
control procedures and controls<br />
Monitoring adherence to all internal control<br />
prescripts on a regular basis<br />
<strong>Development</strong> of a cooperative linkage between<br />
the external and internal audit functions<br />
Ensure that all issues raised by the Auditor<br />
General are addressed promptly in order to<br />
maintain the status annually of an unqualified<br />
audit report<br />
Build the capacity and responsibility of the<br />
internal audit component within the Municipality<br />
to assist with the implementation of effective<br />
controls<br />
145
Focus Area Objective Strategies Actions<br />
Financial<br />
Management<br />
Integration of the<br />
financial system with other<br />
information technology<br />
systems operated within<br />
the Municipality<br />
Ensuring that the finance function is able to<br />
adjust to the financial implications of any<br />
operational decision taken within the<br />
Municipality without delay<br />
Develop and implement an interface between the<br />
financial system and other data systems<br />
operated within the Municipality, observing all<br />
protocols related to confidentiality and access,<br />
to enable the finance function to obtain key<br />
information on a real time basis for operational<br />
and reporting purposes<br />
Alignment of the operating<br />
and capital budget with the<br />
priorities reflected in the<br />
<strong>IDP</strong><br />
Ensuring that there is synergy between the<br />
strategic planning and financial planning<br />
functions within the Municipality<br />
Structure regular interaction with the planning<br />
function within and external to the Municipality<br />
to facilitate the exchange of pertinent<br />
information that will promote alignment between<br />
the strategic planning and financial processes<br />
146
SECTOR PLAN<br />
STAKEHOLDER<br />
KEY ISSUES<br />
STRATEGIES<br />
EXPECTED OUTCOMES<br />
ADDRESSED<br />
IMPLEMENTED<br />
Department of Agriculture<br />
Food Security<br />
Poverty Alleviation<br />
Implementation of Flagship<br />
Programme One Home One Garden<br />
Training of 700 participants per ward in the<br />
operation of a community garden<br />
Mechanisation Programme<br />
Ploughing of fields for Indigent and Emerging<br />
farmers to facilitate planting<br />
Provision of Agricultural Inputs<br />
Supply of maize and vegetable seeds annually to<br />
plant ½ hectares per individual farmer and<br />
20/30 hectares per farmer group<br />
Veterinary Health Services<br />
Undertake annual immunisation campaigns and<br />
attend to any outbreak of disease<br />
Presence of an Animal Production<br />
Technician and a Plant Production<br />
Technician per ward in the<br />
Municipality<br />
Provide farmers with animal production and plant<br />
production advice to enhance output<br />
Department of Environmental<br />
Affairs<br />
Conservation of the<br />
Environment<br />
Climate Change Awareness<br />
Programmes<br />
Increased awareness among members of the<br />
community regarding environmental issues<br />
Household and School Greening<br />
Demonstrates the impact that specific<br />
interventions to redress environmental neglect<br />
can have in improving the quality of life of<br />
communities<br />
147
STAKEHOLDER<br />
KEY ISSUES<br />
STRATEGIES<br />
EXPECTED OUTCOMES<br />
ADDRESSED<br />
IMPLEMENTED<br />
Department of Social<br />
<strong>Development</strong><br />
Poverty Alleviation<br />
Community Mobilisation<br />
<strong>Development</strong> of programmes promoting a<br />
sustainable livelihood including community<br />
gardens<br />
Impact of HIV / AIDS<br />
HIV / AIDS Impact Programmes<br />
Addressing the needs of orphans and others left<br />
vulnerable by the scourge of HIV / AIDS<br />
Protection of the Vulnerable<br />
Facilitation of Youth Protection and<br />
<strong>Development</strong> Programmes<br />
Operational funding of orphanages, crèches and<br />
youth development programmes<br />
Department of Human<br />
Settlements<br />
Provision of Housing<br />
Provision of Funding for the<br />
development of urban and rural<br />
housing projects<br />
Reduction in the housing backlog in urban areas<br />
and rural development nodes<br />
Department of Transport<br />
Provision of Road Access<br />
Provision of funding for the<br />
Construction of New Gravel Roads<br />
Provision of road access to communities<br />
Improvement in Transport<br />
Routes<br />
Maintenance and Upgrading of<br />
Existing Gravel Roads<br />
Improvement in the road access provided to<br />
communities<br />
Department of Rural<br />
<strong>Development</strong><br />
Uplifting Rural Communities<br />
Pilot Study to Support Rural<br />
Communities<br />
Comprehensive and integrated development of<br />
rural community<br />
Department of Sport and<br />
Recreation<br />
Lack of Community Facilities<br />
Provision of Funding for the<br />
Construction and Upgrading of Sport<br />
Facilities<br />
Greater access by communities to sport and<br />
recreation facilities<br />
148
STAKEHOLDER<br />
KEY ISSUES<br />
STRATEGIES<br />
EXPECTED OUTCOMES<br />
ADDRESSED<br />
IMPLEMENTED<br />
Department of Economic<br />
Local Economic<br />
Capacity Building<br />
Increased visibility and viability of SMMEs<br />
<strong>Development</strong> and Tourism<br />
<strong>Development</strong> through<br />
SMME<br />
Access to Funding and Markets<br />
Creation of sustainable business entities<br />
and employment opportunities<br />
Department of Cooperative<br />
Governance and Traditional<br />
Affairs<br />
Traditional Leadership<br />
Mediatory Role in Disputes between<br />
Municipality and Traditional<br />
Leadership Structures<br />
Cooperative environment that recognises the<br />
role of traditional leadership as an enabling<br />
influence<br />
Department of Health<br />
Primary Health Care<br />
Network of Primary Health Care<br />
clinics<br />
Reduced mortality, both adult and child from<br />
curable diseases<br />
HIV / AIDS<br />
Awareness Campaigns to Address<br />
Incidence of Disease<br />
Reduced HIV / AIDS infection level within<br />
communities<br />
Rollout of ARV through the Primary<br />
Health Care clinics<br />
Nutrition<br />
Linkage of Nutrition with Recovery<br />
from Disease<br />
Promotion of better nutrition through food<br />
security initiatives<br />
149
STAKEHOLDER<br />
KEY ISSUES<br />
ADDRESSED<br />
STRATEGIES IMPLEMENTED EXPECTED OUTCOMES<br />
Department of Labour<br />
Protection of the employed<br />
Inspection of workplaces<br />
Compliance with labour legislation<br />
Assistance to unemployed<br />
Create data base of employment<br />
opportunities<br />
Employment of community members<br />
<strong>Development</strong> of skills<br />
Trade tests, career counselling<br />
Department of Safety and Security Crime Prevention Formation of community police forums Reduction in the incidence of crime<br />
Improvement in community engagement<br />
with police<br />
Department of Energy<br />
Access to Energy and<br />
Electricity<br />
Provision of funding through INEF for<br />
Household Connection to Electricity<br />
Supply Grid<br />
Reduction in backlog of households<br />
without access to an electricity service<br />
<strong>Development</strong> of Integrated Energy<br />
Centres<br />
Closer access for communities to<br />
energy sources<br />
Eskom Bulk Supply of Electricity Extension and Upgrading of Bulk<br />
Supply Network within the<br />
Municipality<br />
Increased numbers of households able<br />
to connect to available network<br />
150
OPERATIONAL PLAN FOR THE 2012 / 2013 FINANCIAL YEAR<br />
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT<br />
Focus Area Objective Performance Target Key Performance Indicators<br />
Electricity<br />
To eradicate all electricity<br />
backlogs within a period of 8<br />
years<br />
Electrification of 500 households within<br />
the Eskom licence area<br />
‣ Ensure that committed funding from the Integrated<br />
National Electrification Programme is available when<br />
required (input)<br />
‣ Monitor and record progress by the appointed<br />
contractor in the electrification of the 500 households<br />
(process)<br />
‣ Completion of the electrification of 500 households by<br />
30 June 2013 (output)<br />
To provide an effective<br />
electricity distribution<br />
service within the licence area<br />
of the Municipality<br />
Full implementation of the planned<br />
preventative maintenance programme for<br />
the 2011 / 2012 financial year<br />
‣ Number of occasions when the planned maintenance<br />
activity was disrupted to deal with emergency electrical<br />
faults (input)<br />
‣ Percentage of planned preventative maintenance not<br />
carried out (output)<br />
Roads and<br />
Storm Water<br />
To provide access to<br />
communities by the<br />
development of an integrated<br />
road network<br />
Completion of the construction of the<br />
White City Access Roads project<br />
‣ Ensure that the committed MIG funding is available in<br />
accordance with the agreed milestones (input)<br />
‣ Monitor and record progress by the appointed<br />
contractor in the construction of the White City<br />
Access Roads project (process)<br />
‣ Completion of the construction of the White City<br />
Access Roads project by 31 March 2013 (output)<br />
151
Focus Area Objective Performance Target Key Performance Indicators<br />
Roads and<br />
Storm Water<br />
To provide access to<br />
communities by the<br />
development of an integrated<br />
road network<br />
Completion of the construction of the<br />
Mahlabathini Town Access Roads project<br />
‣ Ensure that committed MIG funding is available in<br />
accordance with the agreed milestones (input)<br />
‣ Monitor and record progress by the appointed<br />
contractor in the construction of the Mahlabathini<br />
Town Access Roads project (process)<br />
‣ Completion of the construction of the Mahlabathini<br />
Town Access Roads project by 31 March 2013 (output)<br />
Completion of the Rehabilitation of the<br />
Unit B South Access Roads Project with<br />
MIG funding<br />
‣ Ensure that committed MIG funding is available in<br />
accordance with the agreed milestones (input)<br />
‣ Monitor and record progress by the appointed<br />
contractor in the Rehabilitation of the Unit B South<br />
Access Roads project (process)<br />
‣ Completion of the Rehabilitation of the Unit B South<br />
Access Roads project by 30 June 2013 (output)<br />
Maintenance and upgrading of<br />
the road and storm water<br />
network within the<br />
Municipality<br />
Full implementation of the quarterly road<br />
patching and storm water catch pit<br />
clearance programme<br />
‣ Revise and update quarterly road patching and storm<br />
water catch pit clearance programme (input)<br />
‣ Number of occasions per quarter when the programme<br />
was not adhered to as a percentage of the total man<br />
days for the quarter (output)<br />
152
Focus Area Objective Performance Target Key Performance Indicators<br />
Waste<br />
Management<br />
To provide an effective<br />
integrated waste management<br />
service within the<br />
Municipality<br />
Full implementation of refuse collection<br />
programme undertaken by the<br />
Municipality<br />
‣ Number of times when refuse was not collected as<br />
planned as a percentage of the scheduled quarterly<br />
collections for those sites (output)<br />
‣ Compilation of annual statistic reflecting the<br />
percentage of adherence to the refuse collection<br />
programme per site (output)<br />
‣ Compilation of monthly report on the performance of<br />
the service provider collecting refuse in the Ulundi CBD<br />
(output)<br />
‣ Compilation of monthly report on the performance of<br />
the service provider collecting refuse in Babanango<br />
(output)<br />
Preparation of an Integrated Waste<br />
Management Plan for the Municipality<br />
‣ Preparation and submission of a business plan to secure<br />
funding (input)<br />
Community and<br />
Sport Facilities<br />
Strategic development of<br />
community and sport facilities<br />
to meet the recreational<br />
needs of the communities<br />
within the Municipality<br />
Completion of the construction of the<br />
Nqulwane Sports Field with MIG funding<br />
‣ Ensure that committed MIG funding is available in<br />
accordance with the agreed milestones (input)<br />
‣ Monitor and record progress by the appointed<br />
contractor in the Construction of the Nqulwane Sports<br />
Field project (process)<br />
‣ Completion of the Rehabilitation of the Nqulwane<br />
Sports Field project by 30 June 2013 (output)<br />
Completion of the construction of the<br />
Mahlabathini Sports Field with MIG<br />
funding<br />
‣ Ensure that committed MIG funding is available in<br />
accordance with the agreed milestones (input)<br />
‣ Monitor and record progress by the appointed<br />
contractor in the Construction of the Mahlabathini<br />
Sports Field project (process)<br />
‣ Completion of the Rehabilitation of the Mahlabathini<br />
Sports Field project by 30 June 2013 (output)<br />
153
Focus Area Objective Performance Target Key Performance Indicators<br />
Disaster<br />
Management<br />
To provide an effective and<br />
appropriate response to all<br />
disaster related occurrences<br />
within the Municipality<br />
Monthly inspection of premises whose<br />
contents present a potential fire hazard<br />
‣ Identify and document all premises within the Ulundi<br />
municipal area whose contents present a potential fire<br />
hazard (input)<br />
‣ Conduct monthly inspections of all premises whose contents<br />
present a potential fire hazard (input)<br />
‣ Number of premises where adequate fire safety measures<br />
are not being adhered to and the action taken documented<br />
(process)<br />
‣ Monthly report on the inspection of all premises whose<br />
contents present a potential fire hazard (output)<br />
‣ Monthly report on the number of fires attended to in<br />
premises whose contents present a potential fire hazard<br />
(output)<br />
Regular inspection of fire extinguishers and<br />
fire hydrants<br />
‣ Undertake a monthly inspection of fire hydrants and fire<br />
extinguishers in accordance with a documented schedule<br />
(input)<br />
‣ Keep a record of each inspection undertaken (process)<br />
‣ Monthly report on the inspection of fire hydrants and fire<br />
extinguishers (output)<br />
Source funding for the establishment of a<br />
24 hour control room<br />
‣ Minutes of meetings with affected stakeholders reflecting<br />
consensus on the establishment of a 24 hour control room<br />
(input)<br />
‣ <strong>Development</strong> and submission of a business plan to source<br />
funding for the establishment of the control room (input)<br />
‣ Institute a regular (monthly) follow up process on the<br />
funding application (process)<br />
‣ Obtain approval of funding for the establishment of the 24<br />
hour control room<br />
154
Focus Area Objective Performance Target Key Performance Indicators<br />
Disaster<br />
Management<br />
Implementation of the Level 1<br />
Disaster Management Plan<br />
adopted by the Municipality<br />
Compilation of an Information Data Base<br />
of Role Players in disaster management<br />
process<br />
‣ Identify all appropriate stakeholders and role players<br />
in disaster management process (input)<br />
‣ Obtain contact person details for each stakeholder<br />
and role player (input)<br />
‣ Compile information data base (output)<br />
Conduct four meetings with community<br />
members during the 2012 / 2013<br />
financial year to raise awareness<br />
regarding disaster related matters<br />
‣ Identify communities at risk from the threat of<br />
potential or actual loss as a consequence of an event if<br />
a disastrous nature (input)<br />
‣ Schedule quarterly information sessions with<br />
communities to address disaster related matters<br />
(input)<br />
‣ Conduct quarterly meetings with communities (output)<br />
Municipal Land<br />
To ensure the availability of<br />
Council owned land for<br />
residential, commercial and<br />
industrial development<br />
<strong>Final</strong>isation and approval of a spatial<br />
development framework for the<br />
Municipality<br />
‣ Monitor progress by the appointed service provider on<br />
a quarterly basis (process)<br />
‣ Completion of a draft spatial development framework<br />
for the Municipality by 30 September 2012 (input)<br />
‣ Approval of the final spatial development framework by<br />
31 March 2013 (output)<br />
Conduct at least two meetings for the<br />
2012 / 2013 financial year with each of<br />
the traditional authorities where land<br />
issues are outstanding<br />
‣ Arrangement and confirmation of meetings with<br />
traditional leaders (input)<br />
‣ Compilation of minutes of the meetings together with<br />
any resolutions adopted (process)<br />
‣ Implementation of the resolutions taken at the<br />
meetings with traditional leaders, where applicable<br />
(output)<br />
155
SOCIAL AND ECONOMIC DEVELOPMENT<br />
Focus Area Objective Performance Target Key Performance Indicators<br />
Housing<br />
To address the demand<br />
for housing within the<br />
Ulundi municipal area<br />
Completion of construction of 200 housing units<br />
at the Ekushumayeleni Rural Housing Project by<br />
30 June 2013<br />
‣ Monitoring of construction milestones<br />
through regular recorded site visits (input)<br />
‣ Review of milestone based invoices<br />
submitted by appointed contractor (input)<br />
‣ Verify the completion of 200 housing units<br />
by 30 June 2012 (output)<br />
Obtain finality on the continued existence of the<br />
Nsukazi Housing Project<br />
‣ Obtain details of new beneficiaries to<br />
benefit from this project (input)<br />
‣ Review status of project with Department of<br />
Human Settlements officials (process)<br />
Obtain finality on the continued existence of the<br />
Nsabekhuluma Housing Project<br />
‣ Obtain details of new beneficiaries to<br />
benefit from this project<br />
‣ Review status of project with Department of<br />
Human Settlements officials (process)<br />
Completion of construction of100 housing units<br />
at the Ekudubekeni Rural Housing Project by 30<br />
June 2013<br />
‣ Monitoring of construction milestones<br />
through regular recorded site visits (input)<br />
‣ Review of milestone based invoices<br />
submitted by appointed contractor (input)<br />
‣ Verify the completion of 100 housing units<br />
by 30 June 2013 (output)<br />
156
Focus Area Objective Performance Target Key Performance Indicators<br />
Housing<br />
To address the demand<br />
for housing within the<br />
Ulundi municipal area<br />
Completion of the construction of 350 housing<br />
units at the KwaXimba Rural Housing Project by<br />
30 June 2013<br />
‣ Monitoring of construction milestones<br />
through regular recorded site visits (input)<br />
‣ Review of milestone based invoices<br />
submitted by appointed contractor (input)<br />
‣ Verify the completion of 350 housing units<br />
by 30 June 2013 (output)<br />
Maintain an accurate and up to date listing of<br />
potential housing beneficiaries<br />
‣ Receive applications for housing projects<br />
from Ward Councilors (input)<br />
‣ Prioritise housing projects in accordance<br />
with established criteria (process)<br />
‣ Submit applications for funding of<br />
prospective housing projects to the<br />
Department of Human Settlements<br />
(process)<br />
Sport and<br />
Recreation<br />
To promote participation in<br />
sport by communities<br />
within the Municipality<br />
Management of the annual Mayors Cup sports<br />
event held at a municipal level<br />
‣ Facilitate the staging of the elimination<br />
competition in each ward i2 sporting codes<br />
(input)<br />
‣ Facilitate the conduct of the Mayors Cup<br />
municipal sports event (output)<br />
‣ Facilitation of the participation of a team<br />
from the Municipality at district level games<br />
for selection to the annual Kwanaloga Games<br />
event (output)<br />
157
Focus Area Objective Performance Target Key Performance Indicators<br />
Sport and<br />
Recreation<br />
To promote participation in<br />
sport by the communities<br />
within the Municipality<br />
Presentation of the annual indigenous games<br />
event held within the Municipality<br />
‣ Arrangement of the programme for the<br />
indigenous games (input)<br />
‣ Facilitation of the indigenous games<br />
programme (output)<br />
Identification of ten talented sportspersons for<br />
additional development and coaching<br />
‣ Review of the programme for the<br />
identification of sporting talent (process)<br />
‣ Identification of potential sportspersons<br />
for further development (input)<br />
‣ Facilitate access to additional coaching for<br />
each sportsperson identified (process)<br />
Heritage and Culture<br />
To enhance and protect<br />
the cultural heritage of<br />
the communities within the<br />
Municipality<br />
Compilation of a data base of all heritage sites<br />
within the Ulundi municipal area<br />
Presentation of the annual Umbele Wethu<br />
Cultural Festival presented by the Municipality<br />
‣ Identify all heritage sites within the<br />
Municipality and document their location<br />
(input)<br />
‣ Prepare a heritage plan that indicates the<br />
nature of each heritage asset and what is<br />
required to ensure that its integrity is<br />
protected (process)<br />
‣ Where needed, prepare a business plan to<br />
source and secure funding for the protection<br />
of heritage assets (process)<br />
‣ Integrate the heritage plan as part of the<br />
Municipality‟s Tourism and Marketing<br />
Strategy (output)<br />
‣ Prepare the programme for the annual<br />
Umbele Wethu Cultural Festival (input)<br />
‣ Facilitate presentation of Festival (output)<br />
158
Focus Area Objective Performance Target Key Performance Indicators<br />
Environmental<br />
Management<br />
To ensure that the<br />
Municipality‟s development<br />
strategies and projects<br />
take existing<br />
environmental problems<br />
and threats into<br />
consideration and promote<br />
the protection of<br />
environmental assets<br />
<strong>Development</strong> of a Strategic Environmental<br />
Assessment for the Municipality<br />
All developments that contain a listed activity to<br />
include an Environmental Impact Assessment<br />
(EIA)<br />
‣ Prepare a business plan to source funding for<br />
the development of a SEA fur the<br />
Municipality (input)<br />
‣ Appointment of a service provider to develop<br />
a SEA for the Municipality (input)<br />
‣ Preparation of a draft SEA for the<br />
Municipality for comment (process)<br />
‣ Identify all developments and projects that<br />
require an EIA to be conducted (input)<br />
‣ Ensure that the project cost makes provision<br />
for an EIA to be conducted (process)<br />
Reduce the amount of invasive alien plant species<br />
prevalent within the municipal area by 25%<br />
‣ Identify the location of all invasive alien<br />
plant species (input)<br />
‣ Develop a programme to address the<br />
eradication of the alien plant species (input)<br />
‣ Implement programme to eradicate invasive<br />
alien plant species (process)<br />
‣ Evaluate extent of invasive alien plant<br />
species present at 30 June 2013 (output)<br />
Arrange and implement environmental<br />
management awareness programmes linked to<br />
specific environmental days<br />
‣ Identify key environmental events (input)<br />
‣ Develop environmental awareness<br />
programmes linked to the specific events<br />
(process)<br />
‣ Conduct environmental awareness<br />
programmes<br />
159
Focus Area Objective Performance Target Key Performance Indicators<br />
HIV / AIDS<br />
To reduce the incidence of<br />
infection and address the<br />
impact of the HIV / AIDS<br />
pandemic within the<br />
Municipality<br />
Coordination of the programme for World Aids<br />
Day<br />
‣ Engage all stakeholders in the process of<br />
developing programme for World Aids Day<br />
(input)<br />
‣ <strong>Final</strong>ise the programme for World Aids Day<br />
(output)<br />
Facilitate meetings of the Local Aids Council<br />
‣ Prepare and distribute agenda for each<br />
meeting of the Local Aids Council (input)<br />
‣ Facilitate the logistical arrangements for<br />
each meeting of the Local Aids Council<br />
including the preparation of minutes (output)<br />
Monitor the operation of Ward Aids Committees<br />
in each ward<br />
‣ Receive and review monthly reports on the<br />
operation of Ward Aids Committee from<br />
each ward (process)<br />
Poverty Alleviation<br />
To assist communities in<br />
addressing the ravages of<br />
poverty prevalent within<br />
the Municipality<br />
Expand the number of community members that<br />
benefit from the social and support grants<br />
provided by national and provincial government<br />
‣ Facilitate applications by deserving<br />
community members of the community with<br />
the <strong>KZN</strong> Department of Social <strong>Development</strong><br />
(process)<br />
Update the indigent register for the<br />
Municipality<br />
‣ Publicise the process of updating of the<br />
indigent register inviting community<br />
members to make application (input)<br />
‣ Process all applications received (process)<br />
‣ Update indigent register to reflect current<br />
status within the Municipality<br />
160
Focus Area Objective Performance Target Key Performance Indicators<br />
Special Groups<br />
To ensure that the needs<br />
of the constituent special<br />
groups within the<br />
Municipality are addressed<br />
as a priority<br />
Establishment of a forum to give direction with<br />
regard to gender issues<br />
‣ Identify all stakeholders for inclusion into a<br />
forum to give direction to gender issues<br />
(input)<br />
‣ Contact each potential stakeholder and<br />
extend an invitation to participate in the<br />
forum (input)<br />
‣ Facilitate the initial meeting of stakeholders<br />
to constitute the forum (output)<br />
Establishment of a forum to give direction with<br />
regard to youth matters<br />
‣ Identify all stakeholders for inclusion into a<br />
forum to give direction to youth issues<br />
(input)<br />
‣ Contact each potential stakeholder and<br />
extend an invitation to participate in the<br />
forum (input)<br />
‣ Facilitate the initial meeting of stakeholders<br />
to constitute the forum (output)<br />
Establishment of a forum to give direction with<br />
regard to the disabled<br />
‣ Identify all stakeholders for inclusion into a<br />
forum to give direction to the disabled<br />
(input)<br />
‣ Contact each potential stakeholder and<br />
extend an invitation to participate in the<br />
forum (input)<br />
‣ Facilitate the initial meeting of stakeholders<br />
to constitute the forum (output)<br />
161
Focus Area Objective Performance Target Key Performance Indicators<br />
Safety and Security<br />
Maintenance of an<br />
environment that promotes<br />
safety and security of all<br />
communities within the<br />
Municipality<br />
Ensure adherence to traffic rules and<br />
regulations within the Ulundi municipal area<br />
‣ <strong>Planning</strong> and execution of road blocks in key<br />
traffic areas (input)<br />
‣ Issuing of tickets to traffic offenders<br />
(process)<br />
‣ Follow up to ensure that offenders are<br />
prosecuted (process)<br />
‣ Preparation of a monthly report on the<br />
activities of traffic law enforcement within<br />
the Municipality (output)<br />
Ensure safety of community by management of<br />
stray animals<br />
‣ Evaluate proposals received for the<br />
establishment of an animal pound facility<br />
within the Municipality (input)<br />
‣ <strong>Final</strong>ise agreement with service provider<br />
(process)<br />
‣ Facilitate commencement of the operation of<br />
an animal pound facility<br />
Transport<br />
To ensure the full<br />
functionality of the Driving<br />
Licence Testing Centre<br />
Full implementation of driver and vehicle testing<br />
at the Driver Licence Testing Centre<br />
‣ Undertake training and logistical<br />
arrangements to integrate the driver and<br />
vehicle testing facility (input)<br />
‣ Ensure that the Centre is fully compliant<br />
with the provisions of the National Road<br />
Traffic Act with regard to driver and<br />
vehicle testing (output)<br />
162
Focus Area Objective Performance Target Key Performance Indicators<br />
Local Economic<br />
<strong>Development</strong><br />
To uplift communities and<br />
contribute to the<br />
alleviation of poverty by<br />
stimulating employment<br />
Align the activities of the LED strategy of the<br />
Municipality with sector departments and other<br />
role players addressing matters of employment<br />
and food security<br />
Increase tourist activity through the marketing<br />
of the heritage assets of the Municipality<br />
‣ Facilitate and support the initiatives of the<br />
<strong>KZN</strong> Department of Agriculture to enhance<br />
employment and food security (process)<br />
‣ Facilitate and support the initiatives of the<br />
<strong>KZN</strong> Department of Economic <strong>Development</strong><br />
and Tourism to enhance employment<br />
(process)<br />
‣ Facilitate and support the development<br />
initiatives of the business community to<br />
enhance employment (process)<br />
‣ Review and update the LED Strategy to<br />
reflect current status and potential of the<br />
Municipality (output)<br />
‣ Identify all heritage sites within the<br />
Municipality and document their location<br />
(input)<br />
‣ Prepare a heritage plan that indicates the<br />
nature of each heritage asset and what is<br />
required to ensure that its integrity is<br />
protected (process)<br />
‣ Integrate the heritage plan as part of the<br />
Municipality‟s Tourism and Marketing<br />
Strategy (process)<br />
‣ Monitor and record the impact on<br />
employment levels, both permanent and<br />
seasonal, as a consequence of the increased<br />
level of tourism within the Municipality<br />
(outcome)<br />
163
Focus Area Objective Performance Target Key Performance Indicators<br />
Tourism<br />
To expand the economy of<br />
the Municipality by<br />
publicising the unique<br />
attributes of the area to<br />
attract visitors, both<br />
domestically and<br />
internationally<br />
Establishment of a Tourism Information Centre<br />
‣ Maintain an updated data base of all tourism<br />
related attractions (including heritage and<br />
wildlife sites) and the facilities<br />
(accommodation and other) available to<br />
tourists that visit the Ulundi municipal area<br />
(input)<br />
‣ Develop and submit a business plan to secure<br />
funding for the establishment of a Tourism<br />
Information Centre within Ulundi (input)<br />
‣ Monitor progress on funding application on at<br />
least a bimonthly basis until approval<br />
(process)<br />
‣ Prepare a plan for the site on which the<br />
Tourism Information Centre is to be<br />
constructed (process)<br />
Publication and promotion of tourist related<br />
activities and facilities within the Ulundi<br />
municipal area<br />
‣ Update the Municipality‟s Tourism and<br />
Marketing Strategy to reflect current<br />
developments and opportunities (output)<br />
<strong>Development</strong> of<br />
SMMEs<br />
To stimulate development<br />
of small businesses and<br />
cooperatives as a vehicle<br />
to increase employment<br />
levels<br />
Enhance and develop entrepreneurial skills among<br />
the communities in the Municipality<br />
‣ <strong>Development</strong> of a data base of all SMMEs<br />
within the Municipality and assist these<br />
entities to acquire registration (input)<br />
‣ Facilitate the participation of entrepreneurs<br />
and small business owners in the initiatives<br />
of the <strong>KZN</strong> Department of Economic<br />
<strong>Development</strong> and Tourism (input)<br />
164
INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION<br />
Focus Area Objective Performance Target Key Performance Indicators<br />
Institutional<br />
<strong>Development</strong><br />
To ensure that all positions<br />
within the organogram of<br />
the Municipality are aligned<br />
to the <strong>IDP</strong><br />
To fill identified critical vacant posts<br />
‣ Identify critical vacant posts budgeted for<br />
during the 2012 / 2013 financial year (input)<br />
‣ Prepare advertisements inviting applicants<br />
for the vacant posts, both internally and<br />
through the print media (process)<br />
‣ Evaluate applications for suitability in terms<br />
of the specifications of the post to be filled<br />
(process)<br />
‣ Facilitate the selection process by arranging<br />
for interview of shortlisted candidates<br />
(process)<br />
‣ <strong>Final</strong>ise the appointment of the preferred<br />
candidate for each post (output)<br />
<strong>Development</strong> of a plan that on a phased basis<br />
reduces the percentage of salaries and<br />
allowances expenditure in the operational<br />
budget to within the accepted norm<br />
‣ Identify and document current situation<br />
(input)<br />
‣ Develop a strategy that will reduce the<br />
percentage of the salary budget over a<br />
period of three years to within acceptable<br />
norms (process)<br />
‣ Implement the provisions of the strategy<br />
for the 2011 / 2012 financial year (output)<br />
165
Focus Area Objective Performance Target Key Performance Indicators<br />
Employment Equity<br />
To transform the<br />
Municipality by<br />
implementation of<br />
employment equity<br />
principles<br />
Implementation of the employment equity plan<br />
by addressing in particular issues of gender and<br />
disability<br />
‣ Review and update the status of the<br />
employment equity implementation plan<br />
(input)<br />
‣ Ensure that for the appointment of<br />
incumbents in advertised vacancies the<br />
recruitment and selection procedures<br />
undertaken give due cognisance to the<br />
imperatives of the employment equity<br />
implementation plan, where appropriate<br />
(process)<br />
‣ Monitor and record progress achieved during<br />
the 2012/ 2013 financial year in address<br />
employment equity issues (output)<br />
Skills <strong>Development</strong><br />
and Capacity Building<br />
To develop capacity within<br />
the Municipality for<br />
effective service delivery<br />
Implementation of the workplace skills plan for<br />
the Municipality<br />
Develop a monitoring and evaluation plan for<br />
consulting interventions<br />
‣ Review the capacity requirements within the<br />
municipal structure (input)<br />
‣ Update the workplace skills plan to<br />
accommodate capacity development<br />
requirements (process)<br />
‣ Arrange and facilitate training in accordance<br />
with the specifications included in the<br />
workplace skills plan (output)<br />
‣ Ensure that all consulting terms of<br />
reference make specific reference to skills<br />
transfer imperatives (input)<br />
‣ Monitor and evaluate the skills transfer<br />
process undertaken as part of each<br />
consulting intervention at the Municipality<br />
(process)<br />
166
GOOD GOVERNANCE AND PUBLIC PARTICIPATION<br />
Focus Area Objective Performance Target Key Performance Indicators<br />
Municipal<br />
Governance<br />
To promote good<br />
governance, accountability<br />
and transparency<br />
Ensure that all policies, procedures and by laws<br />
are up to date and reflect current legislative<br />
and other imperatives<br />
Ensure engagement and participation in intergovernmental<br />
forums<br />
Full implementation of the Oversight Policy<br />
adopted by the Council of the Municipality<br />
‣ Review all policies, procedures and bylaws to<br />
ensure that they reflect legislative and<br />
other imperatives with which the<br />
Municipality has to comply (input)<br />
‣ Where needed, update policies, procedures<br />
and bylaws and submit to Council for<br />
consideration and approval (input)<br />
‣ Update the Municipal Code with reviewed<br />
policies, procedures and bylaws (output)<br />
‣ Obtain the schedule of meetings of the<br />
Mayors‟ Forum and the Municipal Managers‟<br />
Forum (input)<br />
‣ Include meetings of the Mayors‟ forum and<br />
the Municipal Managers‟ Forum in the<br />
respective schedule of the individuals<br />
concerned (input)<br />
‣ Structure regular interaction with sector<br />
departments within the KwaZulu-Natal<br />
Provincial Government (input)<br />
‣ Familiarise members of Council with the<br />
contents of the Oversight Policy of the<br />
Municipality (input)<br />
‣ Schedule regular meetings of the Oversight<br />
Committee (input)<br />
167
Focus Area Objective Performance Target Key Performance Indicators<br />
Municipal<br />
Governance<br />
To promote good<br />
governance, accountability<br />
and transparency<br />
Submission of six monthly report by the<br />
Performance Audit Committee to the Council of<br />
the Municipality<br />
Submission of quarterly reports to the<br />
Municipal Manager of the Municipality by the<br />
Internal Audit Function<br />
‣ Obtain all pertinent information on the<br />
performance management system, the<br />
performance objectives and the<br />
performance targets set for the 2011 / 2012<br />
financial year (input)<br />
‣ Review quarterly reports received from the<br />
Internal Audit function at the Municipality<br />
(input)<br />
‣ Review all pertinent information and develop<br />
recommendations (process)<br />
‣ Submission of six monthly report on<br />
performance management system and its<br />
implementation to the Council of the<br />
Municipality (output)<br />
‣ Schedule the audit of performance<br />
measurement in the annual Internal Audit<br />
Plan (input)<br />
‣ Obtain all of the pertinent information<br />
required in order to audit performance<br />
measurement at the Municipality (input)<br />
‣ Undertake the audit of performance<br />
measurement as specified in the Internal<br />
Audit Plan (process)<br />
‣ Submit quarterly report on audit of<br />
performance measurement to the Municipal<br />
Manager and Performance Audit Committee<br />
(output)<br />
168
Focus Area Objective Performance Target Key Performance Indicators<br />
Municipal<br />
Governance<br />
To promote good<br />
governance, accountability<br />
and transparency<br />
Recorded annual update of all risks to which the<br />
Municipality is exposed and a recorded six<br />
monthly update on the review of internal control<br />
mechanisms<br />
‣ Identification of all the risks to which the<br />
Municipality and its operation are exposed<br />
(input)<br />
‣ Review all of the internal control measures<br />
and mechanisms in place at the Municipality<br />
(input)<br />
Municipal<br />
Governance<br />
Placing the primary focus<br />
on addressing the needs of<br />
the communities within the<br />
Municipality<br />
Increase the participation of communities and<br />
stakeholders in the community consultation<br />
processes conducted by the Municipality<br />
‣ <strong>Development</strong> of a Public Participation Plan<br />
(input)<br />
‣ Advertise the date, time and venue for all<br />
community information and report back<br />
meetings through the local print media and<br />
by radio (input)<br />
‣ Ensure greater level of participation by the<br />
Zululand District Municipality and sector<br />
departments in <strong>IDP</strong> and Budget road shows<br />
conducted (input)<br />
‣ Record attendance and participation by<br />
maintaining an attendance register for each<br />
of these meetings (output)<br />
Scheduling and implementation of training<br />
interventions to promote culture of customer<br />
care<br />
‣ Schedule training sessions on at least a<br />
quarterly basis (output)<br />
‣ Record attendance and participation in<br />
training by maintaining an attendance<br />
register (output)<br />
‣ Monitor the level of customer complaints on<br />
a quarterly basis as a measure of training<br />
impact<br />
169
FINANCIAL VIABILITY AND MANAGEMENT<br />
Focus Area Objective Performance Target Key Performance Indicators<br />
Financial<br />
Management<br />
To ensure that the<br />
Municipality remains<br />
financially viable<br />
Expand the revenue base of the Municipality by<br />
10% during the 2012 / 2013 financial year<br />
‣<br />
‣<br />
Develop and implement strategies to expand<br />
and enhance municipal revenue (input)<br />
On a quarterly basis, review the impact of<br />
the revenue expansion and enhancement<br />
strategies<br />
‣ Increase the revenue base of the<br />
Municipality by 10% in June 2013 (output)<br />
‣ Establish the level of customer debt as at<br />
the beginning of the 2011 / 2012 financial<br />
year (input)<br />
Reduce the level of debt owing to the<br />
Municipality to an amount of R 60 million by 30<br />
June 2013<br />
‣ Develop and implement strategies to reduce<br />
the level of customer debt (input)<br />
‣ On a quarterly basis, review the impact of<br />
the debt reduction strategies (process)<br />
‣ Amend and adjust the strategy based on the<br />
review undertaken (process)<br />
‣ Reduce the level of debt owing to the<br />
Municipality to R 60 million by 30 June 2013<br />
(output)<br />
170
Focus Area Objective Performance Target Key Performance Indicators<br />
Financial<br />
Management<br />
To ensure that the<br />
Municipality remains<br />
financially viable<br />
Full compliance with the prescripts of the<br />
Municipal Finance Management Act, Act 56 of<br />
2003, as amended<br />
‣ Develop an annual plan that sets out all of<br />
the timeframes for compliance with the<br />
prescripts of the Municipal Finance<br />
Management Act (input)<br />
‣ On a monthly basis extract the requirements<br />
for the ensuing month and highlight to all<br />
concerned (process)<br />
‣ Record any exceptions to compliance with<br />
the timeframes (output)<br />
Ensure that the Municipality obtains an<br />
unqualified audit report in respect of the 2012 /<br />
2013 financial year<br />
‣ Monitor adherence to all internal control<br />
prescripts on a regular basis (input)<br />
‣ Ensure that all issues raised by the Auditor<br />
General are addressed promptly (input)<br />
‣ Receipt of an unqualified report from the<br />
Auditor General for the 2012 / 2013<br />
financial year (output)<br />
Alignment of the operating<br />
and capital budget with the<br />
priorities reflected in the<br />
<strong>IDP</strong><br />
Ensure that the strategic planning and financial<br />
planning processes are aligned for<br />
implementation in the 2012 / 2013 financial year<br />
‣ Obtain agreement between the planning<br />
function and the finance function on<br />
timeframes (input)<br />
‣ Ensure regular consultation and briefing<br />
between planning and finance on progress<br />
and information obtained (input)<br />
‣ Scheduling of an alignment workshop in<br />
February 2012 to ensure the parallel<br />
development of the <strong>IDP</strong> and the budget<br />
(process)<br />
171
ULUNDI MUNICIPALITY<br />
REVIEW OF THE INTEGRATED DEVELOPMENT PLAN<br />
FOR THE 2012 / 2013 FINANCIAL YEAR<br />
FINANCIAL PLAN<br />
172
MTEF 2012 / 2013 2012/2013 2013/2014 2014/2015<br />
Department Income Expenditure Shortfall /<br />
Surplus<br />
Income Expenditure Shortfall<br />
/ Surplus<br />
Income Expenditure Shortfall<br />
/ Surplus<br />
Civic Buildings 650 000 53 000 592 000 684 450 61 074 623 376 717 988 64 067 653 921<br />
Council General Expenses 5 754 000 11 920 045 6 166 045 6 058 962 12 623 410 6 564 448 6 355 851 13 268459 6 912 608<br />
Mayoral Expenses 0 1 053 711 1 053 711 0 1 109 558 1 109 558 0 1 180 372 1 180 372<br />
Corporate Services Admin 0 8 483 141 8 483 141 0 9 076 321 9 076 321 0 9 721 330 9 721 330<br />
Human Resources 0 2 034 552 2 034 552 0 2 174 014 2 174 014 0 2 324 663 2 324 663<br />
Information Technology 0 4 113 062 4 113 062 0 4 357 295 4 357 295 0 4 607 407 4 607 407<br />
Communication 0 1 390 734 1 390 734 0 1 475 074 1475 074 0 1 562 181 1 562 181<br />
Project Management Unit 0 646 410 646 410 0 692 698 692 698 0 743 418 743 418<br />
Community Services Admin 0 4 285 482 4 285 482 0 4 573 052 4 573 052 0 4 881 439 4 881 439<br />
Cleansing Services 4 687 500 9 638 405 4 950 905 4 935 938 10 221 356 5 285 418 5 177 798 10 822 795 5 644 997<br />
Parks and Recreation 985 000 4 434 425 3 449 425 247 455 4 729 934 4 482 479 259 581 5 046 070 4 786 489<br />
Libraries 477 000 1 627 674 1 150 674 502 281 1 743 671 1 241 390 526 893 1 870 581 1 343 688<br />
Fire Services 0 2 172 789 2 1 72 789 0 2 318 472 2 318 472 0 2 474 658 2 474 658<br />
Traffic Law Enforcement 5 100 000 15 969 720 10 869 720 5 370 300 17 006 450 11 636 150 5 633 445 18 105 263 12 471 818<br />
Drivers‟ / Learners‟ Licenses 0 465 274 465 274 0 474 139 474 139 0 497 371 497 371<br />
Assessment Rates 17 800 000 2 700 000 15 100 000 18 743 400 2 843 100 15 900 300 19 661 827 2 982 412 16 679 415<br />
Municipal Manager 800 000 5 885 588 5 085 588 800 000 6 295 553 5 495 553 900 000 6 740 775 5 840 775<br />
<strong>IDP</strong>, LED and Tourism 0 1 119 192 1 119 192 0 1 193 207 1 193 207 0 1 272 177 1 272 177<br />
Internal Audit 0 1 090 380 1 090 380 0 1 153 657 1 153 657 0 1 232 895 1 232 895<br />
Financial Services: Admin 74 042 500 14 359 379 59 683 121 74 065 972 15 281 334 58 784638 79 083 351 16 254 570 62 828 781<br />
Stores 0 1 685 715 1 685 715 0 1 807 671 1 807 671 0 1 941 738 1 941 738<br />
Technical Services: Admin 26 745 000 28 686 502 1 941 502 26 809 385 30 228 870 3 419 485 28 283 707 31 915 047 3 631 340<br />
Roads and Storm Water 0 8 935 730 8 935 730 0 9 496 720 9 496 720 0 10 083 969 10 083 969<br />
Technical Services: Buildings 0 1 398 659 1 398 659 0 1 498 134 1 498 134 0 1 606 897 1 606 897<br />
Estates <strong>Planning</strong> and Develop. 10 160 500 2 514 050 7 646 450 10 699 007 2 694 205 8 004 802 11 223 258 2 890 060 8 333 198<br />
Transport and Loss Control 0 6 120 799 6 120 799 0 6 460 697 6 460 697 0 6 798 885 6 798 885<br />
Electricity 63 433 500 66 910 054 3 476 554 66 795 476 67 161 112 365 636 70 068 454 67 876 705 2 191 749<br />
Total 210 635 000 209 699 472 935 528 215 712 626 218 750 778 3 038 152 227 892 153 228 766 204 874 051<br />
173
Analysis of 2012/ 2013<br />
Approved Budget<br />
Revenue Own Grant Total<br />
Revenue<br />
Salary:<br />
Council<br />
Salary:<br />
Officials<br />
General<br />
Expenses<br />
Grant<br />
Expend<br />
Repairs Total<br />
Expend<br />
Civic Buildings 650 000 650 000 53 000 5 000 58 000<br />
Council General Expenses 5 754 000 5 754 000 10 512 245 1 372 800 35 000 11 920 045<br />
Mayoral Expenses 0 600 711 452 000 1 000 1 053 711<br />
Corporate Services: Admin 0 7 178 641 1 301 000 3 500 8 483 141<br />
Human Resources 0 1 581 552 452 000 1 000 2 034 552<br />
Information Technology 0 1 312 062 2 766 000 35 000 4 113 062<br />
Communication 0 531 534 842 000 17 200 1 390 734<br />
Project Management Unit 0 601 410 41 500 3 500 646 410<br />
Community Services: Admin 0 3 021 982 1 258 500 5 000 4 285 482<br />
Cleansing Services 4 687 500 4 687 500 3 605 755 5 952 650 80 000 9 638 405<br />
Parks and Recreation 985 000 985 000 3 024 225 1 405 200 5 000 4 434 425<br />
Libraries 477 000 477 000 1 486 494 134 680 6 500 1 627 674<br />
Fire Services 0 1 526 289 636 500 10 000 2 172 789<br />
Traffic Law Enforcement 5 100 000 5 100 0000 9 516 720 6 396 000 57 000 15 969 720<br />
Drivers‟ / Learners‟ Licenses 0 445 274 20 000 465 274<br />
Assessment Rates 17 800 000 17 800 000 2 700 000 2 700 000<br />
Municipal Manager 0 800 000 800 000 4 901 428 179 660 800 000 4 500 5 885 588<br />
<strong>IDP</strong>, LED and Tourism 0 734 892 383 800 500 1 119 192<br />
Internal Audit 752 280 335 600 2 500 1 090 380<br />
Financial Services: Admin 65 500 73 977 000 74 042 500 8 045 396 4 800 983 1 500 000 13 000 14 359 379<br />
Stores 0 1 630 635 43 080 12 000 1 685 715<br />
Technical Services: Admin 45 000 26 700 000 26 745 000 1 099 178 203 071 26 700 000 684 253 28 686 502<br />
Roads and Storm Water 0 4 369 832 236 322 4 329 576 8 935 730<br />
Technical Services: Building 0 1 267 279 36 380 95 000 1 398 659<br />
Estates <strong>Planning</strong> 10 160 500 10 160 500 2 291 875 208 865 13 310 2 514 050<br />
Transport and Loss Control 0 774 764 5 339 985 6 050 6 120 799<br />
Electricity 55 433 500 8 000 000 63 433 500 6 441 249 47 479 863 8 000 000 4 988 942 66 910 054<br />
Total 95 404 000 115 231 000 210 635 000 11 112 956 65 695 382 85 456 803 37 000 000 10 434 331 209 699 472<br />
174
ULUNDI MUNICIPALITY<br />
REVIEW OF THE INTEGRATED DEVELOPMENT PLAN<br />
FOR THE 2012 / 2013 FINANCIAL YEAR<br />
CAPITAL INVESTMENT FRAMEWORK<br />
175
No Functional Area Description of the Project Status of Project Funded By Location Amount<br />
001 Electricity Provision of High Mast Lighting Completed MIG Various Wards 2 500 000<br />
002 Electricity Unit L Electricity Connections Completed Dept of Energy Ward 19 2 080 983<br />
003 Electricity Unit L Street and High Mast Lights Completed MIG Ward 19 8 200 000<br />
004 Electricity Ulundi CBD Street Lights Completed MIG Ward 22 3 600 000<br />
005 Electricity Electrification of Unit D1 Completed Dept of Energy Ward 22 500 000<br />
006 Electricity Electrification of Unit M Completed Dept of Energy Ward 15 1 500 000<br />
007 Electricity Zondela High Mast Lighting Completed MIG Unit K 800 000<br />
008 Electricity Parallel Feeder-Cable Completed Project Consolidate Ward 18 /19 /20 3 000 000<br />
009 Electricity Installation of High Mast and Street Lights Completed MIG Various Wards 5 800 000<br />
010 Electricity Electrification of 910 Semi-Urban Households Completed Dept of Energy Various Wards 5 041 000<br />
011 Electricity Electrification of 377 Urban Households Completed Dept of Energy Various Wards 2 490 000<br />
012 Electricity Electrification of 500 Rural Households Current INEP Ward 14 /Ward 15 8 000 000<br />
013 Electricity Electrification of 500 Rural Households Planned (2012 / 13) INEP Ward 2 8 000 000<br />
014 Electricity High Masts and Street Lighting Planned (2013 / 14) MIG Various Wards 5 700 000<br />
015 Roads Mahlabathini Residential Gravel Roads Completed Dept of Transport Ward 8 1 600 000<br />
016 Roads Mbangayiya Residential Gravel Roads Completed Dept of Transport Ward 19 2 000 000<br />
017 Roads Ulundi CBD Roads Blacktopping Completed MIG Ward 22 1 900 000<br />
018 Roads Unit C Pedestrian Bridge Completed MIG Unit C 500 000<br />
019 Roads New CBD Roads Phase 11 Completed MIG Ward 22 1 100 000<br />
020 Roads Ulundi CBD Internal Roads Completed MIG Ward 22 4 500 000<br />
021 Roads Tarring of Zondela Roads Completed MIG Ward 22 2 550 000<br />
022 Roads Upgrading of Access Road to Ntukwini Cemetery Completed MIG Ward 22 1 000 000<br />
023 Roads New CBD, Unit D and other Roads Phase 111 Completed MIG Ward 22 7 900 000<br />
024 Roads Proncess Mkabayi Street Extension Completed MIG Ward 22 800 000<br />
025 Roads Unit A Entrance Road Completed MIG Ward 18 5 448 070<br />
026 Roads Babanango Collector Road Completed MIG Ward 16 8 000 000<br />
027 Roads Rehabilitation of Access Roads Completed Internal Unit C; Unit D 2 500 000<br />
176
No Functional Area Description of the Project Status of Project Funded By Location Amount<br />
028 Roads Rehabilitation of Access Roads Current Internal Unit B South Nth 2 500 000<br />
029 Roads Construction of Mbangayiya Roads Phase 11 Current MIG Ward 19 8 500 000<br />
030 Roads Construction of White City Access Roads Current MIG Ward 8 10 000 000<br />
031 Roads Construction of Malangana Road Current Dept of Transport Ward 4 1 245 000<br />
032 Roads Construction of Thengisangaye Road Current Dept of Transport Ward 21 1 105 000<br />
033 Roads Construction of Nomdiya Road Current Dept of Transport Ward 9 1 150 000<br />
034 Roads Construction of L1611 (D1721 Extension) Current Dept of Transport Ward 9 420 000<br />
035 Roads Construction of Bhokweni Road Current Dept of Transport Ward 7 / 8 580 000<br />
036 Roads Construction of Phikwase Road Current Dept of Transport Ward 5 500 000<br />
037 Roads Construction of Bhokweni Causeway 1 Current Dept of Transport Ward 7 1 500 000<br />
038 Roads Construction of Bhokweni Causeway 2 Current Dept of Transport Ward 7 1 500 000<br />
039 Roads Regravelling ofD1714 Current Dept of Transport Ward 24 2 855 000<br />
040 Roads Regravelling of P250 Current Dept of Transport Ward 23 4 140 000<br />
041 Roads Regravelling of P244 Current Dept of Transport Ward 8 2 500 000<br />
042 Roads Regravelling of D1703 Current Dept of Transport Ward 13 2 000 000<br />
043 Roads Regravelling of D1706 Current Dept of Transport Ward 13 2 500 000<br />
044 Roads Rehabilitation of Unit B South Roads Planned (2012 / 13) MIG Ward 22 13 162 700<br />
045 Roads Construction of Ndelu Road Planned (2012 / 13) Dept of Transport Ward 3 1 500 000<br />
046 Roads Construction of Kwampathi Road Planned (2012 / 13) Dept of Transport Ward 12 1 250 000<br />
047 Roads Construction of Donsa Road Planned (2012 / 13) Dept of Transport Ward 7 / 8 2 500 000<br />
048 Roads Construction of Nhlungwana Causeway Planned (2012 / 13) Dept of Transport Ward 13 1 550 000<br />
049 Roads Construction of Ndelu Causeway Planned (2012 / 13) Dept of Transport Ward 3 1 600 000<br />
050 Roads Regravelling of D1707 Planned (2012 / 13) Dept of Transport Ward 7 4 550 000<br />
051 Roads Regravelling of D466 Planned (2012 / 13) Dept of Transport Ward 23/Ward 24 4 050 000<br />
052 Roads Regravelling of D1716 Planned (2012 / 13) Dept of Transport Ward 9 600 000<br />
053 Roads Regravelling of D1726 Planned (2012 / 13) Dept of Transport Ward 13 2 530 000<br />
054 Roads Regravelling of D1744 Planned (2012 / 13) Dept of Transport Ward 13 2 850 000<br />
055 Roads Rehabilitation of Access Roads Planned (2012 / 13) Internal Unit C; B North 2 500 000<br />
056 Roads Zondela Township Access Roads Planned (2013 / 14) MIG Ward 22 8 916 300<br />
177
No Functional Area Description of the Project Status of Project Funded By Location Amount<br />
057 Roads Construction of Zilulwane Road Planned (2013 / 14) Dept of Transport Ward 13 3 200 000<br />
058 Roads Construction of D2359 Planned (2013 / 14) Dept of Transport Ward 4 2 350 000<br />
059 Roads Construction of Malangeni Road Planned (2013 / 14) Dept of Transport Ward 21 1 600 000<br />
060 Roads Regravelling of D1713 Planned (2013 / 14) Dept of Transport Ward 13 3 325 000<br />
061 Roads Regravelling of D2047 Planned (2013 / 14) Dept of Transport Ward 23 3 465 000<br />
062 Roads Regravelling of D1722 Planned (2013 / 14) Dept of Transport Ward 4 / 5 / 6 3 820 000<br />
063 Roads Regravelling of D1717 Planned (2013 / 14) Dept of Transport Ward 9 2 850 000<br />
064 Roads Regravelling of D1700 Planned (2013 / 14) Dept of Transport Ward 13 1 450 000<br />
065 Roads Construction of Myey Road Planned (2014 / 15) Dept of Transport Ward 7 / 8 1 000 000<br />
066 Roads Construction of Gijima Road Planned (2014 / 15) Dept of Transport Ward 9 2 100 000<br />
067 Roads Construction of Ndonsakusa Road Planned (2014 / 15) Dept of Transport Ward 21 1 100 000<br />
068 Roads Construction of Nzololo Road Planned (2014 / 15) Dept of Transport Ward 16 2 100 000<br />
069 Roads Construction of Ezihlabeni Road Planned (2014 / 15) Dept of Transport Ward 24 1 300 000<br />
070 Roads Ndebele Causeway Planned (2014 / 15) Dept of Transport Ward 4 1 400 000<br />
071 Roads Regravelling of P432 Planned (2014 / 15) Dept of Transport Ward 23 5 550 000<br />
072 Roads Regravelling of D1702 Planned (2014 / 15) Dept of Transport Ward 13 2 900 000<br />
073 Roads Regravelling of D1733 Planned (2014 / 15) Dept of Transport Ward 1 / Ward 2 2 150 000<br />
074 Roads Regravelling of D1718 Planned (2014 / 15) Dept of Transport Ward 4 4 200 000<br />
075 Roads Regravelling of D1708 Planned (2014 / 15) Dept of Transport Ward 13 /Ward 14 3 920 000<br />
076 Community Facilities Upgrading of the Tennis Court in Unit A Completed National Lottery Ward 18 150 000<br />
077 Community Facilities Construction of King Senzanga Sports Field Completed Dept Sport & Rec. Ward 23 1 300 000<br />
078 Community Facilities Upgrading of Ntukwini & St Francis Cemeteries Completed MIG Ward 8 / Ward 18 5 205 357<br />
079 Community Facilities Construction of the Emakhosini Sports Field Completed Dept Sport & Rec Ward 23 1 300 000<br />
080 Community Facilities Upgrading of the Ulundi Recreational Park Current MIG Ward 22 5 206 228<br />
081 Community Facilities Construction of new Babanango Clinic Current Dept of Health Ward 16 18 435 000<br />
082 Community Facilities New CSSD and Theatre at Ceza Hospital Current Dept of Health Ward 3 18 241 000<br />
083 Community Facilities Repair and Renovation of Lomo Clinic Current Dept of Health Ward 15 6 720 000<br />
084 Community Facilities Construction of new Ombimbini Clinic Current Dept of Health Ward 1 23 528 000<br />
085 Community Facilities Maintenance / Upgrade Stedham Clinic Phase 1 Current Dept of Health Ward 4 1 837 000<br />
178
No Functional Area Description of the Project Status of Project Funded By Location Amount<br />
086 Community Facilities Renovation Mbatha Traditional Admin Centre Current COGTA Ward 9 450 000<br />
087 Community Facilities Renovation Buthelezi Traditional Admin Centre Current COGTA Ward 9 450 000<br />
088 Community Facilities Renovation Mpithimpithi Traditional Admin Ctre Current COGTA Ward 13 450 000<br />
089 Community Facilities Provincialisation of the Library Service Current Dept Arts Culture Various Wards 320 000<br />
090 Community Facilities Maintenance of Sports Fields Current Dept Sports & Rec Various Wards 150 000<br />
091 Community Facilities Renovation of Ulundi MPCC Current COGTA Ward 22 750 000<br />
092 Community Facilities Renovation Ndebele Traditional Admin Centre Planned (2012 / 13) COGTA Ward 13 450 000<br />
093 Community Facilities Nqulwane Sports Field Planned (2012 / 13) MIG Nqulwane Node 4 745 267<br />
094 Community Facilities Mahlabathini Sports Field Planned (2013 / 14) MIG Mahlabathini Node 4 001 278<br />
095 Community Facilities Provincialisation of the Library Service Planned (2012 / 13) Dept Arts Culture Various Wards 320 000<br />
096 Community Facilities Renovate existing staff accommodation, guard Planned (2012 / 13) Dept of Health Ward 2 24 000 000<br />
house at Thulasizwe Hospital<br />
097 Community Facilities Build staff accommodation at Nkonjeni Hospital Planned (2012 / 13) Dept of Health Ward 9 35 000 000<br />
098 Community Facilities Maintenance of Sports Fields Planned (2012 / 13) Dept Sports & Rec Various Wards 150 000<br />
099 Community Facilities Construction of Okhukho Clinic Planned (2012 / 13) Dept of Health Ward 15 Unknown<br />
100 Community Facilities Ceza Sports Field Planned (2013 / 14) MIG Ceza Node 4 687 431<br />
101 Community Facilities Babanango Sports Field Planned (2013 / 14) MIG Ward 18 3 573 900<br />
102 Community Facilities Babanango Town Hall Planned (2013 / 14) MIG Ward 18 5 080 568<br />
103 Community Facilities Mpungamhlophe Sports Field Planned (2013 / 14) MIG Mpungam. Node 5 455 295<br />
104 Community Facilities Upgrade of Multi Purpose Centre in Ulundi Planned (2013 / 14) MIG Ward 22 1 810 343<br />
105 Community Facilities Renovation of Unit A Hall Planned (2013 / 14) MIG Ward 18 399 000<br />
106 Community Facilities Renovation of Unit B South Hall Planned (2013 / 14) MIG Unit B South 399 000<br />
107 Community Facilities Build Psychiatric Hospital at St Francis Hospital Planned (2013 / 14) Dept of Health Ward 8 250 000 000<br />
108 Community Facilities Construct New large base EMRS Station Planned (2014 / 15) Dept of Health Ulundi Town 62 901 000<br />
109 Public Transport <strong>Development</strong> of Intermodal Facility Completed COGTA Ward 22 7 000 000<br />
110 Municipal Facilities Upgrading of Learners‟ License Centre Completed Dept of Transport Ward 22 800 000<br />
111 Municipal Facilities Construction of Ulundi Vehicle Testing Station Completed Internal Ward 22 1 900 000<br />
112 Municipal Facilities Ulundi Civic Centre Phase 11 Completed MIG Ward 22 4 500 000<br />
113 Municipal Facilities Extension of Municipal Offices Planned (2013 / 14) MIG Ward 22 3 500 000<br />
179
No Functional Area Description of the Project Status of Project Funded By Location Amount<br />
114 Municipal Facilities Extension of Civic Centre Offices Planned (2013 / 14) MIG Ward 22 Unknown<br />
115 LED Ulundi Tourism and Marketing Strategy Completed DBSA All Wards 290 000<br />
116 LED <strong>Development</strong> of Ulundi Multi Media Centre Completed Office of Premier Ward 23 20 000 000<br />
117 LED Existing Taxi Rank Market Stalls Current MIG Ward 22 2 505 843<br />
118 LED Cooperative Production Centre Current MIG Ward 15 3 150 000<br />
119 LED Okhukho Laundromat Project Current COGTA Ward 15 3 000 000<br />
120 LED Ulundi Tourism Hub Planned (2012 / 13) COGTA Ward 22 11 500 000<br />
121 LED District Nursery Planned (2012 / 13) COGTA Ward 22 2 000 000<br />
122 LED Ulundi Integrated Energy Centre Planned (2012 / 13) SASOL Nqulwane Node 11 000 000<br />
123 LED Route 66 Signage Planned (2012 / 13) MIG Ward 20 2 000 000<br />
124 Housing Babanango Phase 1 and Phase 2 Urban Completed Dept Human Settle Ward 16 Unknown<br />
125 Housing Unit K / Zondela Urban Completed Dept Human Settle Unit K Unknown<br />
126 Housing Unit L Urban Completed Dept Human Settle Ward 19 Unknown<br />
127 Housing Nsukazi Rural Current Dept Human Settle Ceza Node 45 000 000<br />
128 Housing Ekushumayeleni Rural Current Dept Human Settle Ceza Node 72 000 000<br />
129 Housing Nsabekhuluma Rural Current Dept Human Settle Mahlabathini Node 90 000 000<br />
130 Housing Ekudubekeni Rural Current Dept Human Settle Mahlabathini Node Unknown<br />
131 Housing KwaXimba Rural Current Dept Human Settle Nqulwane Node Unknown<br />
132 Housing Unit L Extension Urban Planned (2012 / 13) Dept Human Settle Ward 19 Unknown<br />
133 Housing Babanango Phase 3 Urban Planned (2012 / 13) Dept Human Settle Ward 16 Unknown<br />
134 Environment Climate Change Household Greening Project Current DAEARD Ward 16 80 000<br />
135 Environment Climate Change Awareness Current DAEARD Ward 24 350 000<br />
136 Environment School Greening Current DAEARD Various Wards 120 000<br />
137 Information Tech Upgrade Security of IT Operation Completed MIG Ward 22 100 000<br />
138 Information Tech Municipal Computer Software System Completed MAP Ward 22 350 000<br />
139 Revenue Management Install New Prepaid Electricity Meters Completed Internal Various Wards 1 459 700<br />
140 Revenue Management Install New Prepaid Electricity Meters Current Internal Various Wards 2 231 808<br />
141 Revenue Management Install New Prepaid Electricity Meters Planned (2012 / 13) Internal Various Wards 1 195 914<br />
180